This presentation is from the KYC Speaker Series presentation on March 23, 2011. Members are asked to attend the town hall meeting on April 2nd starting at 9am in Partridge Room at KYC. For more info please visit: http://kingstonyachtclub.com/members/strategic_planning.cfm

1. Strategic plan A vision for the future 1896-1996 a vision towards 2046

4. Give the board direction

5. We need to plan over a longer time frame than typical board cycles

6. Repair our aging infrastructure

7. Leave the club better than we found it

8. Ensure the legacy of the KYC1896-1996 a vision towards 2046

11. Change our focus and timelines

12. Less about portfolios and more about the entire club

13. Hire a general manager

14. Glenn has now been here almost a year

15. Engage Queens executive decision centre

16. Two planning sessions and subsequent report

17. The Committee(Paul Davis, Rob Crothers, Alison Brown, Suzanne Hamilton, Glenn Singleton)1896-1996 a vision towards 2046

19. Facilities assessment

20. Inventory

21. Membership survey

22. Goals

23. Create scenarios

24. Member presentations

25. Town Hall meeting

26. Develop recommendations for the 2011 AGM1896-1996 a vision towards 2046

28. Weaknesses

29. Opportunities

30. Threats1896-1996 a vision towards 2046

32. The top 10 items from the SWOT list 1. Strength - central downtown location on waterfront 2. Opportunity - increased harbour capacity would attract more members 3. Strength- Best junior sailing program in Ontario 4. Strength- Region training centre- athlete development 5. Opportunity- transition ALTS people to full membership 6 . Opportunity - grow the young adult proportion of the membership 7. Opportunity - improve food service will attract new & retain current & also attract community events & $$$ 8. Strength- food service; entertain guests; on the water, but: (Weakness) inconsistent service, menu, product & over all set up 9. Opportunity - Make Club facilities into a respectable showplace to attract and retain members ( weakness) - crumbling physical infrastructure 10. Opportunity - take advantage of technology to improve effectiveness of club management

33. Membership Harbour Clubhouse Facilities and services The Main Areas of Focus

34. 1896-1996 a vision towards 2046

35. Appraisal of Buildings and property S. RAYNER & ASSOCIATES LTD. Real Estate Appraisals & Consulting Marketing & Feasibility Studies Business Valuations, Assessment Appeals Insurance Replacement Costs FILE #: C-5568 September 7th, 2010 Kingston Yacht Club 1 Maitland Street Kingston, Ontario K7L 2V3 Attention: Mr. Glenn Singleton, General Manager Re: Kingston Yacht Club Maitland Street Kingston, Ontario In accordance with your instructions, we have carried out an investigation and completed an Appraisal of the above noted property. The purpose of this appraisal was to estimate the Market Value of the fee simple interest of the property as at September 1st, 2010 for planning purposes. Based on our investigation, the estimated Market Value as of the date of appraisal, subject to the Assumptions and Limiting Conditions, and Scope of Appraisal is: TWO MILLION TWO HUNDRED AND EIGHT THOUSAND DOLLARS ($2,208,000) Because of the uniqueness and complexity of the property, it is important that this report be read in its entirety to fully understand the rationale and analysis behind the conclusions arrived at. 1896-1996 a vision towards 2046

38. foundations , walls, roofs, windows and doors, HVAC, electrical, systems

39. Etc…etc.. Etc…1896-1996 a vision towards 2046

43. Boat inventory Over 70 boats Race committee Vessel 3 whalers 8 coach boats 18 420’s 12 Flying Juniors 7 Sharks 26 Optimists or Prams Insured value or present day value approx. $250000 Replacement Value Approx. $650000

44. KYC Membership Survey 2011 173 Responses

45. Responses by Membership Category

46. Reasons they joined

47. Age Distribution

48. Do you feel you are receiving good value based on what you pay for your membership fees?

49. Membership Fees vs. Services to Members

51. Keep making regular improvement based on annual cash flow

52. The $500,000 - $750,000 plan

53. Make significant capital improvements

54. The Big Plan .. $ 1-2 mil

55. Make major capital improvements by borrowing towards our capacity to repay1896-1996 a vision towards 2046

56. Finalize the collection of data Understand the membership needs and wishes and get feedback Make a comprehensive plan and present to the AGM Initiate and get things done Where do we go from here