The Country Club of Virginia, Incorporated

2010
Annual
report
The Country Club of Virginia, Incorporated
V
CC
1908
The Country Club of Virginia
The Country Club of Virginia is a
traditional, private membership,
family-oriented social club, dedicated
to providing its members quality products,
programs, activities, facilities, and services.
Contents
Annual Reports
President’s Report.................................................................................... 5
Finance...................................................................................................... 6
House........................................................................................................ 7
Golf............................................................................................................ 8
Racquet Sports.......................................................................................... 9
Athletics...................................................................................................10
Membership............................................................................................11
Advisory Committees.............................................................................12
Financial Statements
Independent Auditor’s Report..............................................................13
Statements of Financial Position...........................................................14
Statements of Activities..........................................................................15
Statements of Cash Flows......................................................................16
Notes to Financial Statements...............................................................17
Staff..........................................................................................................24
Officers & Directors
Officers
Robert E. Leitch, Jr.
President
Thomas N. Chewning
Vice President
Elizabeth D. Wright
Secretary
Edmund L. Benson, III
Treasurer
Directors
2010
Edmund L. Benson, III
Harley W. Duane, III
Robert E. Leitch, Jr.
Thomas M. Parrish
Elizabeth D. Wright
2011
Eugene M. Desvernine
Barbour T. Farinholt
Langhorne Gibson Jr.
Margaret W. Talman
John H. Woodfin
2012
Thomas N. Chewning
Lawrence L. Gray
Jerry W. Jenkins
William H. King, Jr.
Frances S. Powell
4
President’s Report
Dear Stockholders:
I am happy to report on yet another excellent year for The Country Club of Virginia. We were
not without our challenges as the difficult economy persisted, and Mother Nature delivered
most unusual conditions. Despite all, and with growing member support, we fared better
than most against extreme heat, cold, and drought, and most importantly, we were able to
exceed our financial objectives for the year.
Following the large Aquatics project of 2009, we focused on rebuilding our cash reserves
and adapting operations to succeed despite a still-sluggish economy. With a keen eye on
spending, and growing member support, we were able to deliver a favorable operating
variance for 2010 and stronger cash reserves than had been budgeted.
I do not use the word reserve casually as your Board has renewed its focus on planning
for our future. We have a significant physical plant, and each day is another day of wear
which brings us closer to needed replacements. In order to ensure that our actions today
complement the future needs of our club, a Special Financial Study Committee was formed
this year under the leadership of Thomas N. Chewning. This committee is composed of both
Board members and members at large. They are meeting with staff to better understand the
finances of our club and to evaluate current fiscal policies against future needs. Ultimately, we
are looking for ways to establish reserves today that will ensure our viability in the future.
For 2010, I would direct your attention to the various committee reports that detail the
many successes and challenges of the year. Personally, I was very excited to see the levels
of member support in all areas of the club. I can’t say that we broke records in all areas, but
the usage was strong, and a pleasant surprise considering the economy and weather. We
are currently taking a cautious approach to any new capital spending, focusing mainly on
maintaining what we have in place. The one exception for 2011 is the reestablishment of a
golf shop and range operations center at Westhampton. This addition has been long planned
and should be ready for the 2011 golfing season.
As we close 2010, it is important to once again acknowledge the partnership we hold with
our “platinum” staff in orchestrating the successes we enjoy as members of a platinum club.
Under the leadership of William C. “Skip” Harris, our staff is ever focused on continuous
improvement and delighting us all with heightened levels of excellence. A big thank you
also goes to our Board of Directors and to our Advisory Committees for their long hours
and tireless efforts on behalf of us all. And thanks to every one of you for your support and
enthusiasm for The Country Club of Virginia.
Robert E. Leitch, Jr., President
5
Finance Report
The fiscal year ending September 30, 2010, saw further strengthening of the
Club’s already sound financial position. Year-end total assets stood at $56.2
million, an increase of $1.8 million or 3.2% over September 2009. Net equity was
$46.3 million, up $2.4 million, or 5.4% over the prior year. Book value per share of
stock increased to $38,569 as compared to $36,607 at September 30, 2009.
During 2010, we invested $2.4 million in capital improvements versus $10.6
million in 2009. Our cash balances increased by $2.8 million during the year as we
began replenishing our cash reserves after completing the new Aquatics Center.
Looking ahead to 2011, we are in the process of replacing our golf shop and
range operations center at Westhampton and plan to continue building our cash
reserves. This and other ongoing capital improvements are long-term investments
toward keeping our facilities in first-rate condition. We continue to provide such
improvements without assessments to the membership. The Club’s newly formed
Special Financial Study Committee has been working to ensure that our future
financial outlook will be as strong as our past.
Operations proved successful in 2010 with increased participation in most areas.
Despite the downturn in the economy and the challenging weather, the Club did
well as a result of this high utilization by our members. In addition, a strong flow
of new member nominations allowed us to sustain membership totals at traditional
historic levels.
The Executive/Finance Committee remains committed to maintaining the
strong overall financial condition that will provide the resources necessary for the
future and for maintaining the traditions of excellence expected at The Country
Club of Virginia. All financial plans, including operating budgets and capital
projects, are reviewed and approved by the full Board considering the guidance
established under the Club’s strategic plan.
The Committee wishes to thank its fellow Board members, and especially the
Club’s Executive Director of Finance, Angie Stewart, and her staff for their hard
work and dedication in making this another very successful year for The Country
Club of Virginia.
Edmund L. Benson, III, Treasurer
6
House Report
With 2010 being another year of national economic uncertainty, Clubhouse Operations
concentrated its efforts on creating and offering events, products, and services at a
higher level than ever, with value at the forefront.
With tradition and creativity in mind, we are working to brand the James River Clubhouse as our “River Home.” Our culinary and service teams have gone the extra mile to
display their talents with quality and value-oriented promotions. The positive membership response to these initiatives was confirmed by participation levels and the numerous
perfect comments cards. In addition, our Executive Chef, Gary Whitecotton, created our
first “Heritage Garden” near the farmhouse at Tuckahoe Creek. The harvest of his hard
work has been used in most of the restaurants and snack bars at CCV–freshness, quality,
and value at their best.
The Grill and the Poolside Café were the places for members to be and be seen. Yearround, The Grill welcomed family members of all ages who enjoyed specials, promotions,
entertainment, and delicious seasonal menu favorites. Our 2-for-1 hamburger nights
continued to be the most valued promotion. As with all promotions, we offered highquality products and good pricing with delivery by a knowledgeable and friendly staff.
Our Banquet department was the most affected by the national economic downturn;
however, working with staff and Board members, we were able to individually reach out
to the membership and develop new opportunities for the coming year. We were also
successful in offering member events of high interest and great value, such as the Fall
Festival & Art Show, a trip to the “Wicked” performance at the Landmark Theatre, and
a “Love the Pearls” luncheon, to name a few.
Our premier dining destination, Ollie’s, continues to be a prime choice to enjoy the
Club social scene. With a creative wine list, extensive cocktail selection, and prime beers
matched with avant-garde cuisine, Ollie’s outdoes its fierce competitors in the Richmond
area in ambiance, value, and quality.
Quality and value do not stop at the dining table! Our thanks go to the Building Services
department for maintaining and protecting the assets of CCV, to the Housekeeping
department for keeping all areas of the Club in platinum condition, and to our Security and
Valet departments for providing those much-appreciated warm welcomes and fond farewells.
The Food and Beverage Advisory Committee worked closely with the staff and this
committee to ensure that each segment of our membership was heard and received the
quality and value experience so desired in all of our dining outlets.
We acknowledge Yvan Lampron, Executive Director of Clubhouse Operations, for his
leadership and dedication to platinum service in all areas of Clubhouse Operations.
We look positively and cautiously upon the future and will continue with the same
philosophy, “quality and value for our membership.” As always, we encourage the members
to use the Club to the fullest extent possible and to feel free to share experiences with the
House and Advisory Committees or staff.
Harley W. Duane, III, Chairman
Eugene M. Desvernine
Langhorne Gibson Jr.
Jerry W. Jenkins
Margaret W. Talman
Elizabeth D. Wright
7
Golf Report
Weather was the big story in Golf during the past year. Weekend rain, cold
temperatures, large amounts of lingering snow, and all-time record heat all impacted
the golf season and our courses. In spite of the challenges from Mother Nature, the
Golf Maintenance, Grounds Maintenance, and Golf Professional departments were
able to complete many projects, conduct quite a few fun events, and plan for a new
golf shop at Westhampton.
The Tuckahoe Creek and James River courses reached new levels as golfers enjoyed
terrific playing conditions. The Westhampton course was also in great shape for most
of the year, although by August the old, soil greens started to show the impact of the
extreme heat. We decided to close the course for several weeks after Labor Day to
allow the greens to recover. The severe weather highlighted the need for ongoing
improvements to the infrastructure of our courses and the growing environments
impacting all of our putting surfaces. Several projects were also completed on
our courses, including modifications to the bunkering on 18 at Westhampton, the
installation of additional low-maintenance grass areas at Tuckahoe Creek, and the
removal of Vamont Bermudagrass contamination in James River’s TifSport fairways.
The presentation of our Grounds reached new heights, and appreciative members
enjoyed the bright displays of seasonal color throughout the year. Areas with older
planting material were renovated and the increased attention to detail was evident
to all.
The professional staff focused on engaging the membership and developing new
golfers through a comprehensive schedule of fun events and creative programs.
The Junior Golf program and Occasional Golfer initiative continued to have strong
participation, and many new players were introduced to the game. The most exciting
news of the year was the approval of the new Westhampton Golf buildings, which
are scheduled to open in the spring of 2011. CCV also successfully hosted several
significant outside events, including the Senior Open of Virginia, VSGA Senior
Amateur, RWGA Bun Wyatt Tournament, and the MAPGA Women’s Championship.
The participants overwhelmingly responded with appreciation for the high level of
service provided by our staff and the terrific playing conditions on our courses.
We thank Richard Cromwell, Executive Director of Golf, for his leadership of our
Golf programs during 2010, and Christian Sain, Director of Golf Course Maintenance,
for his very capable care of our premier golf courses. We thank you for your support
and look forward to a great golfing year in 2011.
Thomas M. Parrish, Chairman
Edmund L. Benson, III
Eugene M. Desvernine
Harley W. Duane, III
William H. King, Jr.
John H. Woodfin
Elizabeth D. Wright
8
Racquet Sports Report
Racquet Sports faced a number of challenges in 2010. With the challenges came
opportunities and innovative ways of providing service and doing business.
Extreme temperatures were foremost of these challenges, and tennis players found
creative ways to deal with the heat. Players utilized early and late court times to
escape the hottest parts of the day. In spite of the record temperatures, participation
was strong. League play was especially popular, as membership joined in several new
USTA Adult Leagues, and the Club continued to field the highest number of teams
and players in Ladies’ Suburban League.
Wear and tear is part of any strenuous physical activity, and racquet sports are no
different. Staff dealt with some of the physical setbacks associated with our sports,
and still managed to provide a platinum level of accommodation through teamwork
and creative use of personnel.
Instructional programs were well attended in spite of high temperatures and an
uncertain market. The professional staff made every effort to satisfy interest and find
new business. Early Morning Tennis (EMT) engaged the high-performance juniors
before school. Special clinics were offered for high school tryouts. Professionals ran
Quickstart Tennis, an innovative system for entry-level juniors.
Squash growth continued. Competition for court time increased and prompted
modifications within the Richmond Area Team Squash League. Junior camps were
very popular, and many new players were introduced to the game. Ladies were more
visible on the squash courts, including new leagues.
Platform tennis saw a boost in activity with a new in-house league. Established
players helped new players in a team setting, and participation rose in spite of a
particularly cold and snowy winter.
Our new Outdoor Heritage program realized significant growth. In addition to the
Fly-casting and Fly-fishing parts of the program, members took advantage of Boat
Safety certification courses in record numbers. A Dock Master program was initiated,
providing service to the Boat Landing. Laser sporting clays were tested, received
very positive exposure, and were offered to the Club as an experimental program.
Racquet Sports continues to enjoy an energetic, welcoming atmosphere. The staff
concentrates on traditional service with emphases on etiquette and discipline, while
looking for new offerings for our members. The Advisory Committees supply valuable feedback, and the Racquet Sports Committee maintains a steady guidance of
the program. Under the leadership of Tom Wallace and his dedicated staff, Racquet
Sports at CCV is well prepared to face the challenges of the future, and to make the
most of their opportunities.
John H. Woodfin, Chairman
Thomas N. Chewning
Barbour T. Farinholt
Lawrence L. Gray
Frances S. Powell
Margaret W. Talman
9
Athletics Report
The year began as the previous year ended, with the membership still abuzz over
the new pool complex, as well as the additional equipment in the Fitness Center.
Participation continued to be strong in all areas–Fitness, Youth, and Aquatics. An
unusually bitter winter and early spring strained the capacity of the Fitness Center.
Front desk computer check-in at the Aquatics facility and the Fitness Center
produced accurate counts of member usage.
The Athletics department participated in the Club’s first Family Sportsfest held in
February. Along with Golf and Racquet Sports, our Youth and Fitness departments
provided samplings of activities and complimentary prizes to attendees. Family
Sportsfest targeted all ages, giving all departments the opportunity to encourage
increased member participation.
In the Youth department, summer camps continued to be well-attended.
Programming and activities were offered to youth of all ages. The Recreational
Play Center, while supporting other Club activities, experienced a year of bustling
activity. Our youth activities continued to be a positive draw for prospective
members.
With a record number of days well in to the 100-degree range, activity at the
pool, while not as intense as last year, still was vibrant. The Devilfish swim and dive
teams’ participation continued to grow. The swim team had a record number of
mite swimmers (6–8 years of age) with 80 children in this category registered. In
comparison, CCV competes against entire teams that have only slightly more than
this number. The dive team also had a rebirth in participation and did well enough
during competition to move to the upper division next year. For our polar bears and
adult swimmers, a Master’s swim program and swim clinics were provided to help
swim stroke development.
The Boat Landing’s storage area was regraded and enlarged over the winter. Now
boaters can pull their boats through when parking–certainly a pleasant convenience!
Our new Sporting Clays program is off to a fast start with promotions in the works to
encourage even more usage.
The strength of successful programming in Fitness, Youth, and Aquatics should
be credited to our creative and hard-working family of employees. In addition, a
special recognition goes to members of the Boat Landing, Fitness, and Aquatics &
Youth Advisory Committees who, as users of the various activities, provide invaluable
feedback and program development; and special recognition must also go to our
Executive Director of Athletics, Charlotte Wright, for her leadership in guiding us
through another exciting year.
Langhorne Gibson Jr., Chairman
Barbour T. Farinholt
Lawrence L. Gray
Jerry W. Jenkins
Thomas M. Parrish
Frances S. Powell
10
Membership Report
With the election of 30 Active male members and 14 Spouse
Active members, in addition to 217 members from the other
membership categories, the Membership Committee had
another very busy year. Each member of the Board diligently
met new nominees and continued to be impressed with the
strength of the candidates.
The Committee dealt with issues such as transfer of membership among categories, reinstatement of members, and
updating the Club’s records concerning members and their
families.
The philosophy of the Committee has been to deal fairly and
even-handedly with all members of the Club, and when
possible, to support members who brought their problems to
the Committee. The Committee could not always accommodate
each request because it would violate the Constitution or
Bylaws of the Club, but, in all cases, the Committee sought
to communicate its decisions to the members along with the
rationale. Without compromise, the Committee enforced the
Club’s rules for paying bills; and the membership, with few
exceptions, paid their accounts in a timely fashion.
Presentation of the 2010 and 2009 membership classifications
are set forth above:
20102009
Active.................................................. 1,4561,459
(Males 30+ Years)
Spouse Active.........................................115106
(Husbands of existing members)
1,5711,565
Senior Active..........................................352357
(Males 70+ Years)
Associate A......................................... 1,9471,939
(Wives & Widows of Active)
Associate B.............................................110125
(Wives of Non-Members)
Associate C.............................................216224
(Single Women)
Clerical.....................................................2119
Non-Resident.........................................625641
Associate (21–29)...................................708678
(Children of Members ages 21–29)
Junior Associate.....................................622615
(Children of Members ages 16–20)
Junior......................................................910900
(Children of Members ages 8–15)
Honorary................................................399395
7,4817,458
Edmund L. Benson, III, Chairman
Thomas N. Chewning
Eugene M. Desvernine
Harley W. Duane, III
William H. King, Jr.
John H. Woodfin
11
Advisory Committees
Food & Beverage
Aquatics & Youth
Leonard S. Slater, Chairman
Kevin L. Alvis
Patsy L. Barr
Shannon S. Carter
Margaret M. Couch
William Clark Coulbourn
Jacqueline R. Davidson
David J. Mize
Charles F. Plageman, Chairman
Charles H. Johnson
Nancy C. Jordan
Catherine D. Martin
Melissa F. Mauck
Elizabeth T. Moore
Harriett M. Wright
Boat Ramp
H. Merrill Plaisted, III, Chairman
John C. Brennan
John C. Gentry
Frank F. Mountcastle, Jr.
W. Gray Stettinius
Fitness
Olin V. Hyde, Chairman
Amanda E. Deep
Ashby R. Hackney
Torrey M. Munford
M. Prince Norfleet
Landscape & Beautification
Susan F. Robertson, Chairman
Mary Bruce DeVoe
Anna Lou Schaberg
Lynn N. Taylor
Susan W. Thompson
Allison E. Wharton
Racquet Sports
J. Michael Grappone, Chairman
J. Garrett Horsley
Dean H. King
Elizabeth V. Syer
R. Gregory Williams
12
Independent
Auditor’s Report
To the Board of Directors
The Country Club of Virginia, Incorporated
Richmond, Virginia
We have audited the accompanying statements of financial position of The
Country Club of Virginia, Incorporated (the Club) as of September 30, 2010
and 2009, and the related statements of activities and cash flows for the years
then ended. These financial statements are the responsibility of the Club’s
management. Our responsibility is to express an opinion on these financial
statements based on our audits.
We conducted our audits in accordance with auditing standards generally
accepted in the United States of America. Those standards require that we
plan and perform the audit to obtain reasonable assurance about whether
the financial statements are free of material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and disclosures
in the financial statements. An audit also includes assessing the accounting
principles used and significant estimates made by management, as well as
evaluating the overall financial statement presentation. We believe that our
audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in
all material respects, the financial position of The Country Club of Virginia,
Incorporated as of September 30, 2010 and 2009, and the changes in its
stockholders’ equity and its cash flows for the years then ended in conformity
with accounting principles generally accepted in the United States of America.
Richmond, Virginia
November 8, 2010
13
The Country Club of Virginia, Incorporated
Statements of Financial Position
September 30, 2010 and 2009
Assets20102009
Current Assets
Cash and cash equivalents........................................................................................................$ 4,861,983
$2,106,642
Accounts and other receivables, less allowance for doubtful
accounts 2010 $19,679; 2009 $29,092.............................................................................
1,185,2191,245,993
Notes receivable, current portion (Note 2).............................................................................
606,316615,679
Inventories (Note 3).................................................................................................................
430,767451,277
Prepaid and other.....................................................................................................................
208,246237,621
$7,292,531
$4,657,212
Other Assets
Investments and other assets (Note 4)....................................................................................$ 2,237,267
$1,921,006
Notes receivable, less current portion (Note 2)...................................................................... 2,898,1482,807,798
$5,135,415
$4,728,804
Property and Equipment
Land and golf courses...............................................................................................................$ 6,017,134
$5,988,857
Other sports facilities and outside improvements.................................................................. 33,876,27233,389,116
Buildings and improvements................................................................................................... 25,199,16924,725,335
Furniture, fixtures, and equipment......................................................................................... 18,488,22317,930,140
Construction in progress.......................................................................................................... 22,069–
$
83,602,867
$82,033,448
Less accumulated depreciation................................................................................................ 39,802,74736,958,112
$
43,800,120
$45,075,336
$
56,228,066
$54,461,352
Liabilities and Stockholders’ Equity
Current Liabilities
Accounts payable:
Trade creditors..................................................................................................................$
819,103
$1,145,503
Other..................................................................................................................................
216,016195,802
Accrued expenses......................................................................................................................
1,452,5351,435,583
$2,487,654
$2,776,888
Employment Benefit Plan Obligations (Notes 6 and 10)........................................................$ 5,982,574
$6,019,737
Deferred Revenue........................................................................................................................$ 1,423,206
$1,688,013
Asset Retirement Obligation (Note 9).......................................................................................$
51,611
$48,782
Commitments (Note 6)
Stockholders’ Equity
Undesignated:
Common stock, par value $100 per share; authorized and issued 1,200 shares...........$
120,000
$120,000
Retained earnings............................................................................................................. 47,255,68545,181,791
$ 47,375,685
$45,301,791
Board designated:
Emergency fund ..............................................................................................................$ 2,193,753
$2,106,642
Dues reserve fund ............................................................................................................ 342,649371,796
Pension reserve fund ....................................................................................................... (3,629,066)(3,852,297)
$ (1,092,664)
$(1,373,859)
$ 46,283,021
$43,927,932
$ 56,228,066
$54,461,352
See Notes to Financial Statements.
14
The Country Club of Virginia, Incorporated
Statements of Activities
Years Ended September 30, 2010 and 2009
2009
2010
Undesignated Designated
Total
Undesignated Designated
Total
Operating revenue:
Food, beverage, and
$5,749,112
merchandise sales............................. $5,595,183 $
–
$5,595,183 $5,749,112$ –
Membership dues................................ 14,722,342–
14,722,342 13,784,696 –13,784,696
Fees and services................................. 4,676,093–
4,676,093 4,762,637 – 4,762,637
39,371
–
39,371
Unrealized gain on investments.......... 120,430–
120,430 Other...................................................... 283,159 (10,746) 272,413 282,005 16,371 298,376
24,617,821$ 16,371$24,634,192
$25,397,207$ (10,746)$
25,386,461 $
Operating costs and expenses:
$2,212,833
Cost of sales.......................................... $2,197,537$
–
$2,197,537 $2,212,833$ –
Personnel.............................................. 15,395,951–
15,395,951 15,099,521 –15,099,521
General and administration................. 4,560,780–
4,560,780 4,518,405 – 4,518,405
Depreciation........................................ 3,262,391 17,047 3,279,438 2,825,244 17,047 2,842,291
–
1,037,690
Taxes, licenses and insurance.............. 1,133,216 –
1,133,216 1,037,690 25,693,693$ 17,047$25,710,740
$26,549,875 $ 17,047 $26,566,922 $
Results of operations.................... $ (1,152,668) $ (27,793) $ (1,180,461)
Other sources and transfers:
Initiation fees....................................... 3,312,319–
3,312,319
Transfer (to) from Board designated
emergency fund................................. (85,757)85,757
–
Pension reserve fund............................
– 223,231223,231
Increase (decrease) in
stockholders’ equity................... $ 2,073,894 $ 281,195 $2,355,089
$ (1,075,872) $ 4,623,270
(676)
$ (1,076,548)
– 4,623,270
85,757
(85,757)
–
– (1,379,543)(1,379,543)
$3,633,155$
(1,465,976)$2,167,179
Stockholders’ equity:
Beginning............................................. 45,301,791(1,373,859)43,927,932 41,668,636 92,11741,760,753
45,301,791$
(1,373,859)$43,927,932
Ending.................................................. $47,375,685 $(1,092,664) $46,283,021 $
See Notes to Financial Statements.
15
The Country Club of Virginia, Incorporated
Statements of Cash Flows
Years Ended September 30, 2010 and 2009
20102009
Cash Flows From Operating Activities
Increase in stockholders’ equity.........................................................................................................$ 2,355,089 $ 2,167,179
Adjustments to reconcile increase in stockholders’ equity
to net cash provided by operating activities:
Depreciation................................................................................................................................
3,279,4382,842,291
Accretion expense....................................................................................................................... 2,8292,674
Gain on disposition of property and equipment....................................................................... (4,345)(21,838)
Unrealized gain on investments................................................................................................. (120,430)(39,371)
Initiation fees............................................................................................................................... (3,312,319)(4,623,270)
Changes in assets and liabilities:
(Increase) decrease in:
Accounts, other and notes receivable................................................................................... (15,648)(1,376,411)
Inventories.............................................................................................................................. 20,51029,113
Prepaid and other...................................................................................................................
29,375(15,131)
Increase (decrease) in:
Accounts payable................................................................................................................... 102,873
40,046
Accrued expenses................................................................................................................... 16,95241,899
Employee benefit plan obligations....................................................................................... (37,163)1,876,002
Deferred revenue.................................................................................................................. (264,807)(588,153)
Net cash provided by operating activities................................................................$2,052,354
$335,030
Cash Flows From Investing Activities
Proceeds from sale of property and equipment...............................................................................$
5,236
$24,892
Purchase of property and equipment................................................................................................ (2,414,172) (10,551,728)
Proceeds from sale of investment securities.....................................................................................
68,36653,552
Purchase of investment securities......................................................................................................
(268,762)(263,475)
Net cash used in investing activities..........................................................................$ (2,609,332)
$(10,736,759)
Cash Flows Provided By Financing Activities
Initiation fees......................................................................................................................................
3,312,319
$4,623,270
Net increase (decrease) in cash and cash equivalents..........................................$2,755,341
$(5,778,459)
Cash and Cash equivalents
Beginning............................................................................................................................................
2,106,6427,885,101
Ending.................................................................................................................................................$ 4,861,983
$ 2,106,642
Supplemental Schedule of Noncash Operating and Investing Activities
Property and equipment financed by accounts payable..................................................................$205,189
$614,248
Disposition of property and equipment............................................................................................$15,358$
13,409
See Notes to Financial Statements.
16
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 1.
Nature of Activities and Significant Accounting Policies
Nature of activities: The Country Club of Virginia, Incorporated, (the Club) is a membership organization providing social and
recreational facilities for its members.
The significant accounting policies followed by the Club are described below:
Basis of accounting: The accompanying financial statements are presented in accordance with the accrual basis of accounting,
whereby revenue is recognized when earned and expenses are recognized when incurred. Revenue received which relates to future
periods is recorded as deferred revenue. Expenses paid which relate to future periods are recorded as prepaid expenses.
Accounting Standards Codification: The Financial Accounting Standards Board’s (FASB) Accounting Standards Codification
(ASC) has become FASB’s officially recognized source of authoritative U.S. generally accepted accounting principles (GAAP)
applicable to all non-governmental entities, superseding all prior FASB, American Institute of Certified Public Accountants (AICPA),
Emerging Issues Task Force (EITF), and related literature. All other accounting literature is considered non-authoritative. The
switch to the ASC affects the way companies refer to U.S. GAAP in financial statements and accounting policies.
Basis of presentation: The Club, a not-for-profit organization, follows the requirements of ASC 958, Not-for-Profit Entities, in
its financial statement presentation. Under ASC 958, the Club is required to report information regarding its financial position and
activities according to three classes of net assets: unrestricted net assets, temporarily restricted net assets, and permanently restricted
net assets. For the years ended September 30, 2010 and 2009, the Club had no temporarily or permanently restricted net assets.
Additionally, expenses are required to be classified by functional activities (Note 8).
Use of estimates: The preparation of financial statements in accordance with generally accepted accounting principles requires
management to make estimates and assumptions that affect the amounts reported in the financial statements and accompanying
notes. Actual results could differ from those estimates.
Cash and cash equivalents: For purposes of reporting cash flows, the Club considers all cash accounts and all highly liquid debt
instruments purchased with a maturity of three months or less to be cash equivalents.
Accounts receivable: Accounts receivable are carried at original invoice amount less an estimate made for doubtful receivables
based on a review of all outstanding amounts on a monthly basis. Management determines the allowance for doubtful accounts by
identifying troubled accounts and by using historical experience applied to an aging of accounts. Accounts receivable are written
off when deemed uncollectible. Recoveries of accounts receivable previously written off are recorded when received.
Inventories: Inventories consisting of food, beverage, and other items are stated at the lower of cost or market. Cost is determined
by the first-in, first-out method to determine food and beverage costs and the average cost method to determine the cost of golf and
tennis pro shop merchandise.
Investments: Equity securities with readily determinable fair values and all investments in debt securities are reported at fair value.
Unrealized gains and losses are included in the statement of activities. Realized gains and losses on investments are determined using
the specific-identification method. Generally, the fair value of investments is estimated using quoted market prices. See Note 5 for
fair value measurements.
Concentration of credit risk: The Club maintains its cash investments in bank deposit accounts, which, at times, may exceed
federally insured limits. The Club has not experienced any losses in such accounts and believes it is not exposed to any significant
credit risk on cash and temporary cash investments.
The Club invests in a professionally managed portfolio that contains common shares and bonds of publicly traded companies,
U.S. obligations, mutual funds and money market funds. Such investments are exposed to various risks, such as interest rate,
market and credit. Due to the level of risk associated with such investments and the uncertainty related to changes in the value
of such investments, it is at least reasonably possible that changes in risks in the near term would materially affect investment
balances and the amounts reported in the financial statements.
Property and equipment: Property and equipment are stated at cost. Depreciation is computed principally by the straight-line
method over the estimated useful lives of property and equipment. Depreciation is not computed on land and golf courses.
Years
Estimated lives are as follows:
Other sports facilities and outside improvements Buildings and improvements Furniture, fixtures, and equipment 3–40
7–35
3–12
17
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 1.
Nature of Activities and Significant Accounting Policies (continued)
Valuation of long-lived assets: Long-lived assets and certain identifiable intangible assets are reviewed for impairment whenever
events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. Recoverability of the longlived asset is measured by a comparison of the carrying amount of the asset to future undiscounted net cash flows expected to be
generated by the asset. If such assets are considered to be impaired, the impairment to be recognized is measured by the amount
by which the carrying amount of the assets exceeds the estimated fair value of the assets. Assets to be disposed of are reportable at
the lower of the carrying amount or fair value, less costs to sell.
Board designated net assets: The Club’s Board of Directors has designated for reserves net assets in the amounts of ($1,092,664)
and ($1,373,859) as of September 30, 2010 and 2009, respectively.
Revenue recognition: Membership dues are recognized ratably over the membership period to which they relate. Revenue from
the members for use of the facilities or purchases of club merchandise is recognized when the sale is consummated.
Income tax status: The Club is exempt from federal income tax under Section 501(c)(7) of the Internal Revenue Code but is
subject to tax on unrelated business income as defined by the Code. The provisions for income tax expense recorded in the financial
statements for 2010 and 2009 are $1,543 and $20,583, respectively.
On October 1, 2009, the Club adopted new guidance on how uncertain tax positions should be recognized, measured, disclosed
and presented in the Club’s financial statements. Under the guidance, the Club may recognize the tax benefit from an uncertain
tax position only if it is more likely than not that the tax position will be sustained on examination by the taxing authorities, based
on the technical merits of the position. The tax benefits recognized in the financial statements from such a position should be measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. In addition,
guidance is provided on derecognition of income tax assets and liabilities, classification of current and deferred income tax assets
and liabilities, accounting for interest and penalties associated with tax positions, and income tax disclosures. Management has
evaluated the Club’s tax positions and has concluded that the Club has taken no uncertain tax positions that require adjustment to
the financial statements to comply with the provisions of this guidance.
The Club files tax returns with U.S. federal and Virginia tax authorities in which the statute of limitations may go back to the tax year
ended September 30, 2007.
Initiation fees: Member initiation fees are recognized and due upon acceptance by the Club as a member. Certain eligible members
may elect to pay their initiation fees on an installment basis. Notes representing their installment payments are presented in the financial statements net of imputed interest.
Pension benefits: The Club has a noncontributory defined benefit pension plan covering substantially all of its employees. Benefits
are based on years of service and compensation. The Club’s funding policy is to make the minimum annual contribution that is
required by applicable regulations, plus such amounts as the Club may determine to be appropriate from time to time. In addition,
the Club has agreements with certain employees to provide supplemental retirement benefits (deferred compensation) after termination of employment because of retirement or death. Certain investments included in the Club’s assets have been designated as being
held to fund these supplemental benefits.
Reclassifications: Certain prior year amounts have been reclassified to conform to the current year presentation. These reclassifications had no effect on previously reported income.
New accounting standards: FASB Staff Position (FSP) 157-4, Determining Fair Value When the Volume and Level of Activity for
the Asset or Liability Have Significantly Decreased and Identifying Transactions That Are Not Orderly, amended ASC 820, having
significant impact on investment disclosures effective for years ending after June 15, 2009. It requires disclosure of inputs and valuation techniques used to measure fair value and discussion of changes in valuation techniques and related inputs, if any, and includes
guidance on determining the major security type (“category”) for debt and equity securities required to be disclosed on the basis of
“nature and risks” of the investments. See Note 5 for the impact of adoption.
Subsequent events: The Club has evaluated whether any subsequent events that require recognition or disclosure in the
accompanying financial statements and notes thereto have taken place through the date these financial statements were issued
(November 8, 2010). The Club has determined that there are no such subsequent events to report.
18
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 2.
Notes Receivable
Notes receivable for initiation fees are as follows:
20102009
Notes receivable............................................................................................................. $ 3,795,070$ 3,680,292
Allowances for collection losses.................................................................................... (284,419)(241,580)
Unamortized discount on noninterest-bearing notes (9.25%).................................... (6,187)(15,235)
$ 3,504,464
$3,423,477
Less current portion...................................................................................................... 606,316615,679
Noncurrent portion........................................................................................................ $ 2,898,148
$2,807,798
Note 3.
Inventories
Inventories consist of the following at September 30:
20102009
Golf and tennis pro shop merchandise........................................................................ $ Food............................................................................................................................... Beverage......................................................................................................................... $
Note 4.
229,207$
247,035
133,399131,995
68,16172,247
430,767
$ 451,277
Investments and Other Assets
Investments and other assets consist of the following at September 30:
20102009
Cash equivalents............................................................................................................ $ 157,263
$
32,171
Fixed income obligations.............................................................................................. 753,260835,506
Common stocks............................................................................................................. 1,326,7441,048,765
Other.............................................................................................................................. –4,564
$ 2,237,267
$ 1,921,006
Note 5.
Fair Value Measurements
FASB ASC 820, Fair Value Measurements and Disclosures, provides the framework for measuring fair value. That framework provides
a three-level hierarchy that prioritizes the inputs to valuation techniques used to measure fair value. The fair value hierarchy gives the
highest priority to quoted prices in active markets for identical assets or liabilities (Level 1) and the lowest priority to unobservable
inputs (Level 3). If the inputs used to measure the assets or liabilities fall within different levels of the hierarchy, the classification is
based on the lowest level input that is significant to the fair value measurement of the asset or liability. Classification of assets and
liabilities within the hierarchy considers the markets in which the assets and liabilities are traded and the reliability and transparency
of the assumptions used to determine fair value. The hierarchy requires the use of observable market data when available. The levels
of the hierarchy under FASB ASC 820 are defined as follows:
Level 1: Inputs to the valuation methodology are unadjusted quoted market prices for identical assets or liabilities in active markets
that the Club has the ability to access.
Level 2: Inputs to the valuation methodology include: quoted prices for similar assets or liabilities in active markets, quoted prices
for identical or similar assets or liabilities in inactive markets, inputs other than quoted prices that are observable for the asset or
liability, or inputs that are derived principally from or corroborated by observable market data or correlation by other means. If the
asset or liability has a specified (contractual) term, the Level 2 input must be observable for substantially the full term of the asset
or liability.
Level 3: Inputs to the valuation methodology are unobservable and significant to the fair value measurement.
The fair value measurement within the fair value hierarchy for the asset or liability is based on the lowest level of any input that is
significant to the fair value measurement. Valuation techniques used need to maximize the use of observable inputs and minimize
the use of unobservable inputs.
Following is a description of the valuation methodologies used for assets measured at fair value:
Common stocks, corporate bonds and U.S. government securities: Valued at the closing price reported on the active market
on which the individual securities are traded.
19
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 5.
Fair Value Measurements (continued)
The methods described above may produce a fair value calculation that may not be indicative of net realizable value or reflective of
future fair values. Furthermore, while the Club believes its valuation methods are appropriate and consistent with other market
participants, the use of different methodologies or assumptions to determine the fair value of certain financial instruments could
result in a different fair value measurement at the reporting date.
The following table sets forth by level, within the fair value hierarchy, the Club’s assets at fair value:
Description
Sept. 30, 2010
Level 1 Level 2 Level 3
Cash equivalents
$157,263 $157,263 $–
$–
Fixed income obligations
Domestic 675,805 675,805––
International 77,455 77,455––
Common stocks
Domestic 915,342915,342––
International 411,402 411,402––
Other
– –––
Total
$2,237,267 $2,237,267 $ –
$–
Note 6.
Sept. 30, 2009
$
32,171
Level 1
$
Level 2
32,171 $ –
Level 3
$ –
835,506 835,506 – –
–
–––
706,405 706,405 – –
342,360 342,360 – –
4,564 4,564
$ 1,921,006 $1,921,006 $ –
$ –
Retirement Plans
Defined benefit plan: The Club has a noncontributory defined benefit pension plan covering substantially all of its employees.
The plan provides 100% vesting to employees, 21 years of age or older, who have completed five years of continuous service.
Deferred compensation plan: The Club has a noncontributory deferred compensation plan. Eligibility for membership in this
plan is determined by the Board of Directors.
Defined benefit and post-retirement plan accounting: Topic 715 of the FASB Accounting Standards Codification requires the
Club to (a) recognize the overfunded or underfunded status of a single-employer defined benefit post-retirement plan (benefit plan
or plan) as an asset or liability in its statement of financial position and to recognize changes in that funded status in comprehensive
income (for a business entity) or changes in unrestricted net assets (for a not-for-profit organization) in the year in which the changes
occur, and (b) measure the funded status of a plan as of the date of its year-end statement of financial position, with limited exceptions.
These standards apply to plan sponsors that are public and private companies and nongovernmental not-for-profit organizations.
The investment objective of the plans is to produce a rate of return over the long term that will provide for fund growth, curb against
the effect of inflation, and provide for stability in different market environments. The fund is diversified between fixed income and
equity investments. With this diversification and investment in broader market funds, there is reasonable assurance that no single
security or class of securities will have a disproportionate impact on the plan assets.
The overall long-term rate of return was developed by estimating the long-term rate of return for the defined benefit pension plan’s
asset mix, while taking into account the effects of inflation.
The following table summarizes the benefit obligation, fair value of assets, and funded status in the Club’s financial statements based
on a measurement date of September 30:
Defined Benefit Pension Plan
Deferred Compensation Plan
20102009
20102009
Amounts as of September 30:
Projected benefit obligation................................................$6,630,004 $5,968,043
$2,807,763 $2,887,466
Fair value of plan assets....................................................... 3,614,6372,979,169
–
–
Funded status (plan assets less
projected benefit obligation)...............................................$(3,015,367) $(2,988,874)
$(2,807,763) $(2,887,466)
Accumulated benefit obligation..........................................$5,512,265$
4,628,978
20
$2,383,693$
2,121,002
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 6.
Retirement Plans (continued)
Defined Benefit Pension Plan
Deferred Compensation Plan
20102009
20102009
Net periodic benefit cost and other amounts
recognized in change in stockholders’ equity:
Net periodic benefit cost.....................................................$552,909 $451,960
$238,805 $263,683
Other changes in plan assets benefit obligations
recognized in change in stockholders’ equity:
Net loss (gain)....................................................................$20,775 $1,035,033
$(256,451)$328,114
Amortization of prior service cost.....................................
45 181 (3,647) (3,647)
Total recognized in change in stockholders’ equity........$20,820 $1,035,214
$(260,098) $324,467
Total recognized in net periodic benefit cost and
change in stockholders’ equity............................................$573,729 $1,487,174
$(21,293) $588,150
Amounts recognized on the statement of
financial position as:
Noncurrent liabilities........................................................... (3,015,367)(2,988,874)
(2,807,763)(2,887,466)
Assumptions used in computations:
In computing ending obligations:
Discount rate......................................................................
5.00% 5.50% 5.00% 5.50%
Rate of compensation increase.........................................
3.50% 5.00% 3.50% 5.00%
In computing net periodic benefit cost:
Discount rate......................................................................
5.50% 6.50% 5.50% 6.50%
Expected long-term return on plan assets........................
8.00% 8.00% ––
Rate of compensation increase.........................................
3.50% 5.00% 3.50% 5.00%
Plan assets are allocated as follows:
Domestic equities................................................................
40%
41% ––
Fixed income securities.......................................................
34%
39% ––
International equities...........................................................
19%
19% ––
Other.....................................................................................
7%
1% ––
Totals.....................................................................................
100% 100% ––
Defined Benefit
Deferred
Pension Plan
Compensation Plan
Cash Flows:
Employer contributions:
2009 (actual)................................................................................................... $173,983
$ 45,201
2010 (actual)................................................................................................... 547,236 58,410
2011 (estimated)............................................................................................. 387,100 151,400
Benefit payments:
2009 (actual)................................................................................................... $(177,657)
$ (45,201)
2010 (actual)................................................................................................... (169,802) (58,410)
21
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 6.
Retirement (continued)
Based on current data and assumptions, the following benefit payments are expected to be paid over the next ten (10) fiscal years
as follows:
Defined Benefit
Deferred
Pension Plan
Compensation Plan
Years Ending September 30,
2011..........................................................................................................................$199,822
$ 151,433
2012..........................................................................................................................209,016 151,433
2013..........................................................................................................................215,354 151,433
2014..........................................................................................................................244,019 151,433
2015..........................................................................................................................250,676 151,433
2016–2020...............................................................................................................1,430,057 780,160
$2,548,944
$ 1,537,325
Defined contribution plan: The Club has established a salary deferral plan under Section 401(k) of the Internal Revenue Code.
The plan allows eligible employees to defer a portion of their pretax or after-tax annual compensation as defined in the plan. Such
deferrals accumulate on a tax-deferred basis until the employee withdraws the funds. The Club, at its option, may match a portion
of the employees’ contribution up to 100% of the deferred compensation of eligible employees. The Club may also make discretionary contributions to the plan. There were no matching or discretionary contributions made by the Club during the years ending
September 30, 2010 and 2009. Contributions are subject to certain limitations.
In addition, the Club has entered into a consulting agreement with a member of management, which among other things, provides
for post-retirement medical benefits. See related party footnote (Note 10).
Note 7.
The Club has a line of credit, expiring December 31, 2010, with a total available balance of $1,500,000. There were no borrowings
on the line of credit during the years ended September 30, 2010 and 2009. Interest accrues at a rate of 3% or LIBOR plus 2.3%,
whichever is greater.
Note 8.
Commitments
Functional Activities
The Club is required to report its activities on a functional basis. The following schedule reflects the Club’s activities on a functional
basis for the years ended September 30, 2010 and 2009, respectively:
20102009
Revenues:
Membership dues...........................................................................................$14,722,342
$13,784,696
Golf
.................................................................................................................. 1,851,3621,953,714
Racquet sports................................................................................................. 732,769692,677
Athletics........................................................................................................... 1,400,5761,376,589
Clubhouse........................................................................................................ 6,286,5696,488,769
Other................................................................................................................ 392,843337,747
$25,386,461
$ 24,634,192
Expenses:
Golf
................................................................................................................. $7,372,376 7,149,556
Racquet sports................................................................................................. 1,993,2111,956,892
Athletics........................................................................................................... 3,738,5353,118,746
Clubhouse........................................................................................................ 10,669,22310,770,476
Building and grounds...................................................................................... 1,369,0411,314,037
Administrative................................................................................................. 1,424,5361,401,033
$26,566,922
$25,710,740
Results of operations.............................................................................................. $(1,180,461)
$(1,076,548)
22
The Country Club of Virginia, Incorporated
Notes to Financial Statements
Note 9.
Conditional Asset Retirement Obligation
Effective October 1, 2005, the Club recorded the cumulative effect of a change in accounting principle related to the estimated
cost to remove asbestos from Club facilities. The future value of the asset retirement obligation at September 30, 2046, is estimated
to be approximately $211,214. The liability was estimated using an inflation rate of 3.8%. As subsequent accounting pronouncements require retrospective application to the inception of the liability, the initial asset retirement obligation was calculated using
a discount rate of 5.8%. The following table summarizes the impact as of September 30, 2010 and 2009 respectively:
2010
2009
Beginning balance....................................................................................................................$48,782
$46,108
Accretion expense recognized.................................................................................................
2,8292,674
Ending balance........................................................................................................................$51,611 $ 48,782
Note 10.
Related parties
In 2007, the Club entered into a consulting agreement with a member of management. The term of the agreement begins upon the
manager’s retirement and will remain in effect for five years. As part of the agreement, the Club will provide post-employment
medical benefits for the manager and his spouse.
The following table summarizes the benefit obligation, fair value of assets and funded status in the Club’s financial statements
based on a measurement date of September 30, 2010 and 2009:
Post-Employment Medical Benefits Plan
2010
2009
Amounts as of September 30:
Projected benefit obligation............................................................................................$159,444
$143,397
Fair value of plan assets..................................................................................................–
–
Funded status (plan assets less projected benefit obligation) .....................................(159,444)(143,397)
Accumulated benefit obligation......................................................................................–
–
Accrued liability on the statement of financial position................................................(159,444)(143,397)
Net periodic benefit cost and other amounts recognized in change
in stockholders’ equity:
Net periodic benefit cost................................................................................................ $49,767
$ 34, 895
Other changes in plan assets benefit obligations recognized
in change in stockholders’ equity:
Net gain......................................................................................................................... $(82,468)
$(95,424)
Prior service cost........................................................................................................... 192,145203,926
Total recognized in change in stockholders’ equity................................................... $109,677
$108,502
Total recognized in net periodic benefit cost and change in stockholders’ equity..... $159,444
$143,397
Assumptions used in computations:
Discount rate...................................................................................................................5.00%5.50%
Rate of increase in medical care claims costs was 10% in 2010-2012, 8% in 2013 and 2014, and 6% in 2015 thereafter.
Based on current data and assumptions, the following benefit payments are expected to be paid over the next ten (10)
fiscal years as follows:
Years Ending September 30,
2011..........................................................................................................................................................................$9,022
2012..........................................................................................................................................................................9,825
2013..........................................................................................................................................................................7,177
2014.........................................................................................................................................................................7,786
2015.........................................................................................................................................................................8,280
2016–2020...............................................................................................................................................................47,380
$89,470
23
Staff
Executive Staff
William C. Harris, C.P.A., C.C.M....General Manager &
Assistant Secretary
Angela H. Stewart, C.P.A., C.C.M...Executive Director of Finance &
Richard N. Cromwell,
Administration, Assistant Treasurer
C.P.G.A., C.C.M.............................Executive Director of Golf
Yvan J. Lampron................................Executive Director of Clubhouse Operations
Anne G. Stryhn..................................Marketing Director
Thomas J. Wallace.............................Executive Director of Racquet Sports
Charlotte A. Wright,
M.S., A.C.S.M.................................Executive Director of Athletics
Ellen H. West....................................Executive Assistant
Clubhouse
Thomas C. Janney, C.C.M................ Director of Clubhouse Operations
V. Gary Whitecotton, C.E.C............. Executive Chef
Delvin M. Washington...................... Restaurant Chef
Amber M. Irvin.................................. Director of Special Events
Christopher M. Marcussen............... Clubhouse Manager
Thomas M. Osborne, C.C.M............ Clubhouse Manager
Casey P. Thomas................................ Assistant Clubhouse Manager
Evan M. Sherwood, C.C.M.............. Assistant Clubhouse Manager
Valerie J. Reese, C.E.H..................... Support Services Manager, Westhampton
Charles C. Hartridge......................... Support Services Manager, James River
W. Scott Howell................................. Member Services Manager
Christopher L. Stemmle................... The River Chef
Christopher P. Hayes........................ Banquet Chef
Kenneth J. Lowrie............................. The Grill Chef
Benjamin L. Howell.......................... Pastry Chef
Samuel L. Rock ................................. Purchasing Manager
Golf
Summer C. Lee, P.G.A..................... Head Professional
Warren N. West, P.G.A..................... Head Professional
Eric S. Layton, P.G.A........................ Head Professional
Christian D. Sain .............................. Director of Golf Course Maintenance
Troy M. Fink, C.G.C.S. .................... Superintendent, James River Golf Course
David M. Rathke............................... Superintendent, Tuckahoe Creek Golf Course
Jason E. Field..................................... Superintendent, Westhampton Golf Course
Steven M. Lenox ............................... Superintendent, Equipment Maintenance
Racquet Sports
Carl R. Clark.......................................Head Professional
Julie K. Ogborne.................................Special Events Manager/Tennis Professional
Courtney D. Letien............................Administrator & Retail Manager
Gary J. Wun........................................Tennis Court Maintenance Supervisor
24
Athletics
Sara M. Pederson...................... Director of Athletics
Emily J. Chandler, A.C.S.M..... Fitness Manager
Erin J. Konrad........................... Group Fitness Manager
Michael I. Melson, A.C.S.M.... Wellness Manager
Paradee M. Wheeler................. Youth & Aquatics Manager
Administration
P. Lynn Hunsicker, C.H.T.P....Office Manager
Kimberley D. Winn...................Assistant Controller
C.H.A.E., C.H.T.P.
Carla B.Waldron........................Information Technology Director
M.B.A., C.H.T.P.
Ashley H. Charlet......................Information Technology Specialist
Kelli L. Thompson.....................Human Resources Director
Kevin W. Harris.........................Professional Development Specialist
Lisa P. Cooley............................Publications Coordinator
Jane B. East................................Membership Coordinator
Building Maintenance
W. Jesse Warren, III................. Director of Building Maintenance
Grounds Services
Rebecca B. White..................... Grounds Department Manager
A.C.S.M.–American College of Sports Medicine
C.C.M.–Certified Club Manager
C.E.C.–Certified Executive Chef
C.E.H.–Certified Executive Housekeeper
C.G.C.S.–Certified Golf Course Superintendent
C.H.A.E.–Certified Hospitality Accountant Executive
C.H.T.P.–Certified Hospitality Technology Professional
C.P.A.–Certified Public Accountant
C.P.G.A.–Certified Professional Golf Association member
M.B.A.–Master of Business Administration
M.S.–Master of Science
P.G.A.–Professional Golf Association member
6031 St. Andrews Lane • Richmond, Virginia • 23226