Strategic Plan

BUILD RESERVES $100,000 per year for five years and $150,000 for the next ten years, resulting in $2M in reserves at the end of 2032.

PAY DOWN ON OUR DEBT Stay on our path with paying our debt service and at the end of 2022 we will have a $4.4M balloon with close to $400,000 in a reserve with West Alabama Bank and Trust. This can be used as a lump sum to reduce the refinancing debt to $4M. COMMIT TO NON-GOLF SPORTS IMPROVEMENTS The 15-year capital plan calls for improvements to the pools with resurfacing, mechanical, new dive blocks, newdiving board and new cabanas. The plan calls for resurfacing all tennis courts and repairing fences over the next two years. The main floor of the Clubhouse calls for new flooring, furniture and wall coverings. BRING HOA S AND CLUB TO BE ONE ENTITY This strategic initiative needs to begin with a sub-committee of past presidents and current board members. The group can work with the HOA Boards to educate them on the increased home value the mandatory membership would bring. After a period of education of Boards and all Residents, the HOA Boards would go to the residents for a covenant change vote. If a positive vote was the result, we would have one Board and social membership would be the base with golf as an upgrade. It would generate over $3.5M in additional dues annually. This level of dues revenue would allow all dues categories to be reduced by a collective 1 million dollars. We could grandfather all members living outside the gates and then moving forward, membership is only for homeowners of Greystone. That limited access will substantially impact home values.

ADD UNIQUE ASPECTS TO THE CLUB EXPERIENCE Examplesof thiswouldbetheadditionof creativeevents,BuyingaFoodTruck, andinnovativeprogramming.

INCREASE KNOWN REVENUE Through new revenue streams, we can rely less on the Regions Tradition and initiation fees. Truly being self-sustaining as a company.

FOOD MINIMUM Reduce the food minimum to $400 annually and have it end September 30 for everyone. Raising dues to $800 per month gives $15 per month additional to operations after the 20% allocation to capital. This is $180 annually to operations per GEM, which off sets the unspent minimum that would be lost as revenue.

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