By Steve Sestak
This is the fourth in a series of articles intended to keep Lake Quivira members informed as we develop the Long-Range, Strategic Plan for Quivira, Inc. Over the past several months, articles have been published that summarized the history of Lake Quivira and previous long-range planning efforts, outlined the structured process being followed by the Strategic Planning Committee, and presented the preliminary findings derived from the analysis of membership demographics, competitive trends, and member input over the past year. The intent of these monthly articles was to provide some background on the strategic planning effort and explain the basis for the various strategic options that the Committee believes should be considered.
This article introduces the Strategic Options. The Committee has spent the past several months objectively evaluating the findings and defining options to address some common and recurring themes for both the residential community and the country club. These are simply OPTIONS. Expect them to be further refined, enhanced and possibly discarded as they are reviewed and evaluated by the members. The plan is to present the Strategic Options at the Annual Meeting on Monday, March 27, followed by several months of member review and critique in order to develop a Master Plan which is reflective of the consensus of the membership.
Strategic Options have been organized into the four categories; Community Appearance, Member Amenities, Associate Members, and Residential Development. The remainder of this article focuses on the first three categories. In order to further define the Strategic Options for Residential Development, a member survey is being prepared to determine which housing types, locations, and other development factors would potentially garnish to requisite level of member support to warrant further consideration.
These options are intended to enhance the overall appearance and functionality of the community, including the Front Entrance, Roads & Storm Water, and other Community Projects. The Front Entrance is the “first impression” of the Community; what members and guests experience when they enter the front gate. These potential projects include renovation of the Guardhouse, new Front Entrance Signage, and new Perimeter Fencing from the Guardhouse along Holiday Drive and Quivira Lane.
With respect to Roads & Storm Water, the first step would be to engage a professional engineering firm to expand the 2013 study to address road materials, replacement strategy, pedestrian lanes, curbs, gutters, ditches, culverts, and other enhancements to improve the quality, safety and aesthetics of the roadways and better handle and disperse storm water in high-volume areas. Each year, funds are approved for pavement overlay, but an overall strategy is needed to determine whether the amount is sufficient and used properly to improve the quality and functionality of our roads and to replace and upgrade storm water systems throughout the community.
Other Community Projects include constructing a Beach Pavilion next to Crescent Beach to replace the temporary tent which is often erected throughout the summer, replacing traditional Road and Community Signage with signs more reflective of an upscale, resort community, and evaluating and implementing enhanced infrastructure and technology to improve Communication Services throughout the community.
These options are intended to enhance the experience and usability of current members and attract future members and prospective homebuyers. They represent a broad range of options that align with the needs of a diverse membership
Community Center. The initial concept for this new center combines a Recreation Center and Youth Center into a multi-purpose facility to support indoor sports, recreational activities and youth services. Once the Youth Center is relocated, the existing space could be retrofitted to house the Administrative personnel.
Wellness Center. This center should incorporate fitness equipment, classrooms, locker rooms, and an optional indoor aquatic center tailored not only to the fitness minded, but also to members requiring rehabilitation and therapeutic treatment. Another option would be to expand the Community Center to include the Wellness Center. Combining these facilities would reduce project and operating costs.
Golf Practice Range. An expanded and enhanced practice range to provide distance and capability for better players and alleviate the traffic congestion and risks of the current practice range.
Swimming Pool. A full-sized competition pool to facilitate youth swim meets, training, lessons and other aquatic activities. Optional children’s pool and hot tub should also be considered.
Golf Complex. This complex should be located in the current location of the half-way house to allow for more direct supervision of golf course activities and should include the pro shop, locker rooms, golf cart fleet storage, and a new casual restaurant facility and patio area for use by both golfers and other members, as well as events.
Convenience Store. A small “on-property” general store to allow members to purchase standard staple and grocery items. The nearest stores are at least a fifteen-minute drive from Lake Quivira.
Cyber Lounge. A coffee shop and lounge area, equipped with high-speed internet, to serve as an informal meeting place.
Blessing Park Pavilion. Similar to the Beach Pavilion, consideration should be given to a restroom facility for boaters and East Side Park events.
Beach Enhancements. A professional study should be conducted to review the quality, safety and usability of the beach facilities.
The current deficits with Associate Member Limits should be addressed by the Member Amenities outlined above. Offering these amenities would not only increase the ability to attract prospective members, but should also help to reduce attrition rates by offering a broader range of amenities to be used by all family members.
Additionally, the following enhanced or expanded amenities would address deficiencies associated with capacity, availability and usability of golf and lake resources.
These deficiencies do not allow these members to enjoy the benefits they are paying for and do not create the level of country club experience that these members expect.
Golf Cart Storage Facility. This facility should be designed with suitable capacity to provide for any eligible member who elects to own and store their golf cart. An indoor hitting area could also be included in this facility for practice during inclement weather.
Boat Storage. Due to docksite limitations and quarantine requirements, a location(s) should be selected to provide for on-premise boat and trailer storage. Covered parking could be incorporated on the back side of the Golf Cart Storage Facility.
Men’s & Women’s Lounges. The current “card rooms” located on the first floor of the Clubhouse should be upgraded to provide an area where golfers and other club users can cleanup, relax and enjoy Clubhouse services. This should be addressed by the House Committee as part of the proposed remodel of the first floor of the Clubhouse.
Similar to Member Input Sessions conducted last year, the Committee plans to organize meetings to facilitate the review process. Once the options have been thoroughly reviewed, refined and prioritized and it has been determined which ones align with the consensus of the members, the Master Plan will be developed and presented to the Board of Directors for approval. The Master Plan will be structured in multiple phases with corresponding Strategic Projects that consider certain priorities, independencies, seasonality factors, funding schedules, and governance implications; each project and associated funding will be subject to formal member approval.
When the Strategic Planning process was relaunched one year ago, we committed to not prescribe a single solution. Rather, we would present various options, based on an objective evaluation, supported by practical cost estimates and funding strategies. Throughout this process, the objective has been to keep the membership well-informed and equipped to make the appropriate decision. Developing a long-range plan that reflects the consensus of a diverse membership is a challenging task. Whether the ultimate decision is to do everything, do something or do nothing, the Committee is encouraged by the active participation and constructive feedback from the members and looks forward to further dialogue as we work together to define the future for Lake Quivira.