B&C Land Development Plans JAN 2003

Land Development
Master Planning
BURROUGHS & CHAPIN COMPANY, INC.

Land Development
Master Planning
BURROUGHS & CHAPIN COMPANY, INC.
Revised January 2003

Table of Contents
Introduction 1
Corporate Campus Development 6
Resort & Timeshare Development 10
Residential Development 84
Commercial Development 103
Industrial Development 119
Corridor Development 129
New Attractions 143
1998-2002 Real Estate Sales Analysis 158
Candidate Tracts for Acquisition 161
New Planning & Development Tools 164
Master Project Schedule 171
Acknowledgements 172

Project Index
Legend for Color-Coded Project Location Maps:
Pale Yellow – denotes subject property proposed for (re)development
Cobalt Blue – denotes property owned by Burroughs & Chapin Company, Inc.
Airport (North) Industrial Park 121 Myrtle Waves Water Park 148
Arcadian Shores Resort 63 Myrtle Square Mall 26
Arcadian Ridge Shopping Center 69 Myrtlewood Corridor 140
B&C Industrial Park 123 Myrtlewood Golf Resort 77
B&C Sports Complex 151 Pine Island Golf Club 93
Broadway at the Beach Resort 13 Pine Lakes International Resort 53
Broadway at the Beach Retail 18 Pine Ridge Golf Club 98
Broadway at the Beach Transit System 17 Project Management Software 168
Candidate Tracts for Acquisition 161 Real Estate Sales Analysis 158
Cane Patch Tract 49 Robert Grissom Parkway Corridor 120
Computer-Aided Design (CAD) 167 Singleton Lake Timeshare 72
Corporate Campus 6 South Beach Resort 59
Geographic Information System (GIS) 165 South Strand Commons 115
Glen Dornoch Golf Club 86 Super (Aynor) Industrial Park 125
Glen Dornoch Plaza 92 Tanger Outlet Center 67
Grande Dunes Resort 34 US 501 Industrial Park 127
Lakeshore Village Resort 24 US 501 Power Center 112
Mall of South Carolina 105 Wild Alligator Kingdom 150
Motorsports Complex 152 Wild Animal Theme Park 149
Myrtle Beach Pavilion 145

Introduction
1
Burroughs & Chapin Company, Inc. is blessed with abundant resources, outstanding leadership,
professional managers, and numerous talented and motivated employees. Our values are reflected in
the Vision we have developed for both our company and the communities we serve. And our Vision and
related implementation plans are responsible for the remarkable performance of this company over the
last ten years.
It bears repeating that our Strategic Plan is a valuable tool in providing Burroughs & Chapin Company,
Inc. focus to keep us on track. Although we frequently update our plan with new strategies (and will
continue to do so), and pursue new opportunities as they emerge, our overriding goals remain profitable
and sustainable growth for many years to come.
Land Development Master Planning is a key component of our corporate formula for success.
Planning is a systematic way of anticipating, causing, preventing, or monitoring change related to the
management and future investment in corporate infrastructure, facilities and programs.
It is a continuous process of change in response to new social values, lifestyle patterns, trends, market
conditions, technology, legislation, and availability of resources.
The purpose of preparing a Land Development Master Plan is to generate, consider, and evaluate
various alternative development scenarios; stimulate discussion and debate; and to build consensus
regarding the strategic growth and future development of Burroughs & Chapin Company, Inc. land
assets.

Introduction
On the following pages you will find a draft document that outlines the major corporate development
projects tentatively planned for construction during the next twenty years. As you review each section of
this working document, consider how it fits into our Vision, overall corporate strategy, and wide range of
current business endeavors:
– Full-Service Resorts & Residential Communities
– Amusements, Attractions, Recreational Facilities & Services
– Commercial Real Estate Development
– Management Services
– Forestry & Timber Management (Interim Land Use)
The objective of this exercise is to become better prepared to answer two key questions:
1) How does each of these projects contribute to our corporate Strategic Plan?; and
2) If each project is implemented as proposed, are we headed in the right direction?
Many decisions need to be made in CY2003. Any projects presented here that are subsequently
endorsed by the Board will be more fully developed and further evaluated; to include pro forma
projections for each new initiative. Only after both risk and reward have been thoroughly investigated will
the Board be asked to take action on any of these proposed projects.
2

Myrtle Beach & Environs
3
While efforts to geographically diversify the company are well underway, the vast majority of corporate
holdings, projects and value are located in the Myrtle Beach area (cobalt blue denotes Burroughs &
Chapin Company properties – red lines denote existing and proposed major arterials)

Myrtle Beach & Environs
4
Myrtle Beach Pavilion
Mall of South Carolina
Seaboard Commons
Myrtle Square Mall
Broadway at the Beach
Robert Grissom Parkway

Master Planning Program
• Corporate Campus
• Resort & Timeshare
• Residential
• Commercial
• Industrial
• New Corridors
• New Attractions
• New Acquisitions
• New Tools
5
This is an outline of the new Master Planning Program initiated in 2002;
presented on the following pages and to be continued and more fully developed in CY2003.

Corporate Campus
6
Since constructing the Founders Centre in 1989, our company has enjoyed rapid growth and
development. As a result, the space needs of both corporate infrastructure and staff have outgrown
the 12-year-old headquarters building.
Strategically located in the economic heart of Myrtle Beach, the Founders Centre is a most
appropriate and suitable site for future expansion of the Corporate Campus. The existing building is
located on a 9.4 acre tract. In excess of 10 acres of undeveloped land lies adjacent to Founders
Boulevard (which will soon be extended to provide a direct connection to Broadway at the Beach and
Robert Grissom Parkway).
To accommodate the most immediate and pressing needs of the company, the proposed expansion
will be developed and constructed in two phases: 1) B&C Data Center; and 2) B&C Office Building.
The Information Technology (IT) Department has an immediate need for 10,000 square feet of
additional space to accommodate both equipment and staff. A 30,000 square foot structure is
proposed to be located immediately adjacent, and semi-attached to the existing Founders Centre.
The IT Department would occupy the (secured) third floor. The lower floors would be developed as
office space for corporate Accounting and Human Resources departments. Design and construction
of this project will begin in 2003.
Also to be initiated in CY2003, a Space Needs Analysis will determine the specifications for a future
satellite office building; located on our Corporate Campus, fronting on Founders Boulevard. It is
anticipated the new office building will be needed in 8 to 10 years.

Corporate Campus
7
The existing Founders Centre is the most appropriate location for a Corporate Campus

Corporate Campus
8
Myrtle Square Mall
Founders Centre

Corporate Campus
9
Proposed Data Center
Future Offices

Resort & Timeshare
10
As an established leader in the design, development and operation of four-season resorts, Burroughs &
Chapin Company is committed to building a network of destination resorts and resort clubs that are
second to none. Resort development and sales are currently the largest gears in our revenue clock.
Our network of resorts will include getaway places, romantic places, healthy places, and learning places
for both our guests and our employees. Places not only for adventure and discovery but also places
that inspire the soul. Places with a level of service and a standard of hospitality that can best be
measured by the frequency of visiting smiles.
Burroughs & Chapin Company will demonstrate a great respect for nature and highlight the uniqueness
of the cultural and geographic setting of each resort property. We will also continue to understand and
encourage the application of 21st-century technology in enhancing our guests' and employees'
experience at our resorts.
Each gear of Burroughs & Chapin's revenue clock produces
increased guest visits, increased revenue per visit and higher
real estate values at every turn.
Our Formula for Success has proven itself to work during the entire +100-year history of our company.

Resort & Timeshare
11
The design's elegance is that the gears work in sync, causing a compounding effect.
The result: an animated resort destination that draws visitors
from across North America and around the world.
1. We design and build an attractive resort for every participant and enhance the experience.
2. Then build an amusement, attraction or animated village so people stay longer.
3. All this attracts more visitors who come more often, spend more money and bring their friends.
4. More real estate is built and attractions are added, drawing yet more people.
5. More people, more often, leads to the expansion of year-round facilities, maximizing use of shops,
hotels, convention facilities and restaurants.
6. As occupancy and room rates climb, so does demand for resort real estate, creating a surge in real
estate sales.
7. All this results in a total resort experience which brings year-round destination visitors, generating
financial critical mass which...
8. Leads to more resorts.
9. Network synergy results in a compounding effect on the company's revenue streams and growth
through time.
10. NOI and profits are more stable, sustainable and likely to grow.
Burroughs & Chapin Company, Inc. currently has over 3,500 acres in new resort developments
underway, as detailed on the following pages.

Resort & Timeshare
• Broadway at the Beach Resort [ 349 ac]
• B&C’s High-Commercial Entry-level Accommodations Resort
– Premium Transit System
– Lakeshore Village Resort [ 113 ac]
• Grande Dunes Resort [2201 ac]
• 4-Star Upscale Destination Resort
• Pine Lakes International [ 199 ac]
• 5-Star Upscale Destination Resort
• South Beach Resort [ 108 ac]
• Middle-income Destination Resort
• Arcadian Shores Resort [ 306 ac]
• Cross-section of Income Levels
• Glen Dornoch Golf Resort [ 224 ac]
• Middle-income Golf Resort
• Myrtlewood Golf Resort [ 136 ac]
• Middle-income Golf Resort
12

Broadway at the Beach Resort
13
Broadway at the Beach has proven to be one of the most successful ventures ever conceived and built
by the company, and continues to be a major source of revenue after seven years of operation.
With over 13 million visitors a year, it also represents a tremendous opportunity to leverage this success
and build a family resort destination that is larger still.
The proposed project area boundary for Broadway at the Beach Resort extends from the redeveloped
Myrtle Square Mall site to the Atlantic Intracoastal Waterway (refer to map on page 14) and Highway
501 west of US 17 Bypass. This high-commercial, entry-level accommodations resort is located in the
geographic center of the company’s most valuable real estate holdings.
Proposed development plans include expansion of existing land uses (retail, restaurants,
accommodations, attractions, entertainment, timeshare, etc.) and introduction of new activities
(amusements, animal & reptile attractions, athletic fields, campgrounds, conference center, extreme
sports, hostile housing, office park, par 3 golf, technology park, theme park).
To tie such a broad range of activities together - over an area of several hundred acres - a premium,
multi-modal transportation network will be designed to accommodate resort guests and patrons. This
system will be as much an attraction (i.e., ride) as it will an efficient means of moving people across the
resort without the use of their personal automobiles. Simultaneously, it will capture the resort guests for
a greater portion of their stay; generating additional revenue.
B&C’s High-Commercial Entry-Level Accommodations Resort

14

15
Proposed Sports Complex
Myrtle Square Mall

16
Broadway at the Beach Resort will stretch from Myrtle Square Mall to the
Atlantic Intracoastal Waterway.

17
A premium, multi-modal transit system will be designed to serve the
needs of Broadway at the Beach Resort guests.

Broadway at the Beach
18
The original 200-acre retail/entertainment component of Broadway at the Beach was opened on May 25,
1995. This project was the direct result of a four-day company retreat held in Branson, Missouri - only a
year prior - and serves as an example of what can be achieved in a very short period.
Broadway at the Beach has proven to be one of the most successful
ventures ever conceived and built by the company, and continues to
be a major source of revenue after seven years of operation.
The retail shops and Celebrity Square are 100% leased. New, prospective tenants contact the company
on a frequent basis. Plans are underway to expand BATB via development of the last remaining lakefront
parcel; from Ripley’s Aquarium past the Hampton Inn to the Broadway 16 Cineplex. Negotiations with
prospective anchor tenants are currently underway. This will complete the boardwalk loop around the
lake. The 9.4-acre waterfront project will require construction to be begin in 2003 to be ready for a Spring
2004 opening date.
Future plans also include a “Main Street Project” that will extend the retail frontage from the Visitor
Center to 21st Avenue North, adjacent to Coastal Federal Field. This proposed expansion will give
Broadway both a new ‘front door’ and strong connection to an existing activity center and All-American
pastime: baseball. It also keeps BATB alive and fresh with new tenants.
Sites are being held at strategic locations to accommodate prospective entertainment venues and
theater developments. New specialty (i.e., animal, bird & reptile) attractions are a candidate use for
adjacent frontage on the east side of Robert Grissom Parkway.
B&C’s High-Commercial Entry-Level Accommodations Resort

21
Visitor Center
Expanded Entertainment
Ripley’s Aquarium
Broadway 16
Children’s Museum
“Main Street” Project
New Anchor(s) and Shops

22
Hampton Inn
Ripley’s Aquarium
New Anchor
New Anchor
New Attraction

23
21st Avenue North
Visitor Center“Main Street” Shops
Expanded Parking

Lakeshore Village Resort
24
This project has been very successful and has even greater potential to grow as the local market
develops.
Future plans for Lakeshore Village include development of new timeshare products, accommodations,
retail and restaurant sites; further leveraging the success of Broadway at the Beach.
A Conference Center Hotel is among the prospective anchors for this site fronting on US 17 Bypass
and/or configured to have an interior orientation.

Myrtle Square Mall
26
Built in 1972, Myrtle Square Mall will effectively be replaced in 2004 by the Mall of South Carolina. It will
become functionally obsolete in it’s current configuration, so alternatives for redevelopment are
currently being explored, as illustrated on the following pages.
This 63-acre tract is located in the economic heart of Myrtle Beach, immediately adjacent to Founders
Centre, and only three blocks from the Atlantic Ocean. That location is as attractive today as it was
thirty years ago – and will be even more attractive thirty years from now.
Its proximity to the Myrtle Beach Convention Center and Radisson Hotel make this site easily
accessible to convention guests. Therefore, many possibilities exist for future redevelopment of the site.
While the existing land uses have limited potential, there are much higher and better uses for this
property. Those will be identified and evaluated in CY2003 so that redevelopment plans can be
developed and implemented immediately after anchor tenants vacate the building.

Myrtle Square Mall
28
Myrtle Beach Convention Center
Radisson
Founders Centre

Myrtle Square Mall
I. International EXPO Center (by others)
II. Joint Venture Redevelopment (by RFP)
III. Redevelopment by B&C
– Mixed-Use Development Project to include:
• Myrtle Beach Pavilion (indoor/outdoor)
• Year-round, 24-7 Activity Center
• Family Entertainment Center(s)
• Meeting & Conference Center/Hotel(s)
• Specialty Retail, Bars & Restaurants
• Indoor Water Park & Action Sports
• Event/Sports Arena
29

Myrtle Square Mall
30
Proposed International Exposition (EXPO) Center developed as City/County/State joint venture

Myrtle Square Mall
31
Mixed-Use Amusement and Entertainment Complex, Conference Center Hotel, and Sports Arena

Myrtle Square Mall
32
Mixed-Use Family Entertainment Destination

Myrtle Square Mall
33
Mixed-Use Traditional Neighborhood Retail, Conference Center Hotel, Office and Residential

Myrtle Square Mall
##
Myrtle Beach Convention Center & Radisson Hotel

Myrtle Square Mall
##
Proposed tenant mix for relocated Pavilion Amusement Park, Family Entertainment Complex and Conference Center
“Myrtle Gras”
Conference Center
& Meeting Rooms
Atrium HotelParking Garage
Pavilion
Arcade
Auditorium
Bars & Nightclubs
Restaurants Outparcels (Typ)

Grande Dunes Resort
34
From the very first lot sale in 1999, Grande Dunes Resort has continued to exceed all expectations.
This is an oceanfront community of extraordinary value to the homebuyer, the company and its
shareholders, the regional economy, and the overall image and reputation of Myrtle Beach.
Oceanfront high-rises are under construction. New subdivisions - Cadiz, Milano, and Calais - will
replenish the rapidly diminishing inventory of single-family and golf course building lots. Several exciting
new initiatives will further enhance both value and revenue - - all of which are scheduled for CY2003:
Grande Dunes North Golf Village Tract – The Master Plan for Grande Dunes Resort and natural
product evolution have set the stage for creation of the Grand Strand’s premier private golf course
community. With well over $50 million in projected lot sales, additional project revenue from various
levels of golf club memberships and dues will accelerate our very significant return on investment.
Grande Dunes Marina & Marina Village Tract – These two projects are in the final stages of planning
and development, with construction of the floating dock system to be completed in CY2003. LDR
International, the design consultant that helped develop Broadway at the Beach, and LS3P, the
architectural firm responsible for Founders Centre, are currently working on upland plans for the Marina
Village. This will serve as the new center of Grande Dunes community life for many years to come.
Cane Patch Tract – New restaurants, retail, office and residential land uses will be introduced to the
Cane Patch Tract, with a reconfigured and expanded (27-hole) Cane Patch Par 3 Golf Course as the
centerpiece. Siena Park will wrap around the new golf holes, which are located within the flood plain.
Ocean, Promenade, and Lake Tracts – Detailed planning is underway by LDR, HNTB, and LS3P on
updated development programs for these future phases of Grande Dunes. The remaining undeveloped
acreage within these three tracts represent over $1 billion in total sales (current dollars).
B&C’s Upscale, 4-Star, Resort-Residential Community

Grande Dunes Resort
35
Grande Dunes Resort stretches from the Atlantic Ocean to the west side of the Intracoastal Waterway

Grande Dunes Resort
36
The master-planned Resort Community involves 2,201 acres of prime coastal real estate
Ocean Tract
Cane Patch Tract
Promenade Tract
Lake Tract
Marina Tract
North Golf TractGrande Dunes Golf Club

Grande Dunes Resort
Carolina Bays Parkway, Grande Dunes Golf Course, and Marina Village Tract
37

Cadiz
38
Cadiz is one of two new subdivisions that will offer golf course lots for single-family homes in 2003

Milano
39
Milano will also help replenish the inventory of golf course lots available in 2003

Grande Dunes Resort
40
Marriott, Ocean Club, and Vista del Mar line the beach; Calais site (center) to be developed in CY2003
Future Grande Dunes Boulevard
Calais
Vista del Mar
Ocean Club
Marriott

Calais
Calais is located between North Ocean Boulevard and North Kings Highway
41

Grande Dunes Resort
42
The North Golf Village will establish a new standard for ‘golf community lifestyle’ on the Carolina Coast
North Golf Tract

Grande Dunes Resort
43
A refined set of land development, golf course, and clubhouse complex plans are being developed

Grande Dunes Resort
44
Detailed development plans are being drafted for the Ocean, Promenade, and Lake Tracts

Grande Dunes Resort
45
Marriott rises out of the sand at 82nd Parkway
82nd Parkway

Grande Dunes Resort
46
Grande Dunes Ocean Club hosts numerous owner events and social activities

Grande Dunes Resort
47
Vista del Mar is the first of several proposed oceanfront condominium projects

Grande Dunes Resort
48
Grande Dunes Boulevard (foreground) will soon be extended to connect to North Ocean Boulevard
Future Grande Dunes Boulevard

Cane Patch Tract
49
Expansion of both the Cane Patch Par 3 Golf Course and Siena Park are among proposed projects

Grande Dunes Resort
50
Grand Strand Hospital, Marina Village Tract, AICW, and Grande Dunes Golf Clubhouse

Grande Dunes Resort
51
Villa Firenze Golf Casitas under construction (foreground), Grande Dunes Golf Clubhouse,
future Golf Lodge and Cottage sites, Grande Dunes Bridge, AICW and Marina Village site

Grande Dunes Resort
52
The Marina Village will be a popular gathering place for the entire community

Pine Lakes International
53
As Myrtle Beach’s oldest golf course, Pine Lakes International Country Club has a proud heritage and
reputation for outstanding service to uphold. A new and elegant entry drive and expanded clubhouse,
complete with meeting rooms, check-in facilities and lounges will begin to redefine and enhance the
existing golf course. This future project could be either a stand-alone destination resort or a five-star
jewel in the Grande Dunes Crown.
The planned resort inn and spa will define luxury within the Myrtle Beach market. Overlooking the
historic course and within close proximity to the refurbished colonial-themed clubhouse and practice
facility, the Inn and Spa will become an important destination for the discerning vacationer. Due to the
scheduled introduction of a four-star facility at Grande Dunes Resort, commencement of this
component will be delayed an additional four to five years to avoid self-competition.
Proposed single-family lots and minimal course routing alterations allow for unique design opportunities
while recognizing environmental considerations.
A new at-grade intersection has already been constructed on Robert Grissom Parkway. This will serve
as the new entrance to Pine Lakes, as well as the adjacent commercial tract.
The highway commercial property between Robert Grissom Parkway and US 17 Bypass becomes an
important and strategic parcel of real estate. It is planned as a Mixed-Use Center with upscale retail,
hotel, multi-family and with office along the 48th Avenue frontage. Development of this project will be
accelerated in an effort to pre-empt a competing and comparable development anticipated on the west
side of the Atlantic Intracoastal Waterway (AICW).

54
The future entrance to “The Granddaddy” was recently built on Robert Grissom Parkway

55
The best of the existing golf holes will be preserved in a reconfigured routing plan
New entrance onto Robert Grissom Parkway
Pine Lakes International Clubhouse
US 17 Bypass

56
Barren SCPSA utility easement bisects the development tract (foreground, left to right)
Future Development Site New entrance
SCPSA Utility Easement

57
The new “Crown Jewel” of Myrtle Beach is Pine Lakes; now visible with a new ‘front door’ on
Robert Grissom Parkway, and easily accessible to US 17 Bypass and Carolina Bays Parkway
Future Commercial/Office Park
New Entrance
US 17 Bypass

South Beach Resort
59
The 2002 launch of our first timeshare project, South Beach Resort at Midway Par 3 Golf Course, is
well underway with the opening of the first Villa Building and the Owners Club (Amenity Center) in
February 2003. Situated across the street from the beach, the Resort will build-out over the next seven
years. Its main entrance heralds an elegant family vacation resort. The oceanfront Breezes Beach Club,
with its pool, spas, activity rooms and casual dining is part of the resort’s abundant amenities.
The Owners Club features an indoor-outdoor pool, 310-feet long lazy river, fitness center, saunas in
both men's and women's locker rooms, electronic game room, billiard room, lounge with fireplace,
library with internet connection and business equipment, as well as resort management offices. Deli
sandwiches, groceries, and sundries will also be available on-site.
Two 11-story towers are planned on the 7-acre oceanfront site. Each tower will contain approximately
200 luxury timeshare villas, with a mixture of 1, 2, and 3 bedrooms; many having lockout features, and
each having a view of the ocean. Resort amenities will be in a new Ocean Club situated between the
two oceanfront towers.
Dining Room facilities will also be included in this more upscale resort. Special oceanfront services and
facilities will be part of the benefits of ownership.
Development of the oceanfront portion of South Beach Resort will commence in 2007, so as not to
conflict or compete with timeshare sales at South Beach Resort-Midway.

South Beach Resort
60
Long-range plans include twin towers and Beach Club on the oceanfront

South Beach Resort
61
Building ‘A’ nears completion in the first phase of this timeshare development
Building ‘A’
Oceanfront Towers Site

Arcadian Shores Resort
63
This area has the potential to become a multi-dimensional resort, providing accommodations price
points for every pocketbook; from entry-level campgrounds to higher-end oceanfront and lakefront
facilities.
Arcadian Shores boasts an existing eighteen-hole golf course that is in excellent condition. Future plans
include development of timeshare accommodations overlooking Singleton Lake and The Dunes Golf
Club, and new golf course condominiums. A new golf clubhouse is also planned to satisfy the needs of
an enhanced resort golf experience. Development of these facilities will be not be pursued for three to
six years (2006-2009).
Short-term development plans include Charleston-style lots (60’ x 100’) that would line the entry road to
the Beach Club; to be pursued in CY2003. Close proximity to Tanger Mall creates a retail base for
Singleton Lake and Arcadian properties. An oceanfront hotel site is currently under consideration - - to
be pursued in partnership with an adjacent campground operation.
Fronting on the Atlantic Intracoastal Waterway, a proposed campground complex would utilize a
formerly problematic parcel near the Highway 17/22 interchange. This project would commence in
2003. As demand and values dictate, the northern portion of this tract will be developed as highway-
frontage hotel sites.

The existing golf course and oceanfront access will serve as a key features of this new resort
64

65
Lake Arrowhead Road (left foreground) and Kings Road (adjacent to golf course)
Tanger Outlet Center
Kings Road
Lake Arrowhead Road
Route 22
Kingston Plantation

66
Proposed plans include new golf course condos, oceanfront hotel, and timeshare units

67
Existing and expanding Tanger Outlet Center draws more traffic to the area

68
Tanger Outlet Center lies adjacent to the future Arcadian Ridge Shopping Plaza site
Arcadian Ridge Shopping Plaza
Wal-mart
Colonial Mall

69
Located on Kings Road, adjacent to the new Tanger Outlet Center, Arcadian Ridge Shopping Plaza is a
33-acre retail commercial development that will consist of a mix of big box and small shop tenants; to
be built in two phases.
The first phase will be 170,000 square feet, of which 163,000 feet is currently pre-leased. There will be
four outparcels marketed in Phase I. The first phase is scheduled to break ground in early 2003, with an
opening date in Spring 2004.
The second phase is already being marketed, including a single-user of 80,000 square feet, to complete
the project. If a major anchor is not signed, then the second phase of development will be limited to
60,000± square feet of big box and small shop retail space. Phase II construction should be complete
by CY2005.

70

71
Proposed shopping plaza will serve resort guests, tourists, and area residents
US 17/Route 22 Interchange
Arcadian Ridge Shopping Plaza Site
Grande Dunes North Golf Tract
Waterway Hills

Singleton Lake
72
Singleton Lake offers a unique waterfront experience in Myrtle Beach. The opportunity for multifamily
timeshare product development simply does not get any better. An estimated 400 to 500 units can be
built on this +50-acre tract located on Lake Arrowhead Road.
The site has magnificent waterfront views, convenient access to the beach, golf, shopping, and
restaurants; all of which will be included in the development program for Arcadian Shores Resort.
This unique lakefront tract is located on Lake Arrowhead Road, across the street from Arcadian Shores
Golf Course, one mile from Restaurant Row to the west and the Atlantic Ocean to the east. Across the
Lake from the Resort is the well-known Dunes Club Golf Club.
An existing oceanfront Beach Club, located just north of Apache Campground, will be expanded for the
use of the residents of this dynamic project. Lake-oriented amenities will also be available to all the
occupants of the Villas, whether whole or interval owner, while golf will be provided through Arcadian
Shores; soon to be managed by Burroughs & Chapin Company, Inc.
Planned for 400 Villas, but expandable to double that size, this property will provide a major multiple-
use resort-residential complex. Corners at the intersection of Lake Arrowhead and Kings Highway are
to be reserved for future hotel development. New commercial opportunities also exist on-site.
The Singleton Lake Tract will remain held in reserve until market conditions are ideal for launch of a
new timeshare project (2008-2013).

Singleton Lake
73
The tract fronts on Lake Arrowhead Road, with potential commercial sites located on US 17

Singleton Lake
74
Singleton Lake provides a unique waterfront experience in Myrtle Beach
Kings Road
Lake Arrowhead Road
Singleton Lake

Singleton Lake
75
Great views and convenient access to the beach, golf, retail shops and restaurants
Timeshare Development Site
Future Retail
Dunes Club

Singleton Lake
76
The waterfront provides an ideal opportunity for high-density timeshare development

Myrtlewood Golf Resort
77
Myrtlewood Golf Course is located between the Atlantic Intracoastal Waterway and US 17 Bypass, and
between Robert Grissom Parkway (where it crosses the AICW) and 34th Avenue North. This is the
proposed site for both a multi-year timeshare development and a central timeshare Sales Gallery,
tentatively proposed to be located near 48th Avenue North. The existing 36 holes of golf provide an
attractive amenity for multi-family units; as does the waterfront tracts located along the AICW.
Phase I development plans call for a 350-unit Villa Timeshare Golf Resort, to be situated just north of
the Myrtlewood Golf Pro Shop, along the Intracoastal Waterway. Half of the Villas are to be located on
several fairways of the Pine Hills course, while the other half will be oriented to the Atlantic Intracoastal
Waterway. A Resort Community Clubhouse would be constructed near or adjacent to the existing golf
clubhouse, with Golf Lodge accommodations on the upper floors.
The existing Pro Shop is to be redesigned as a Golf Resort Clubhouse Lodge, with a separate wing for
the Timeshare Resort, featuring a swimming pool and other customary amenities. Many shared
facilities will be built to appeal to both golfers as well as other family vacationers; including bar,
restaurant, meeting facilities, 100-room Golf Lodge, day spa, and other amenities.
Phase I of this project would likely begin in 2005-2008. Subsequent phases will accommodate several
thousand additional units. Depending upon future absorption rates, Phase I could alone support
timeshare sales for a period of 10 to 20 years. When needed and if feasible, 9 holes of an existing golf
course could be removed to provide additional timeshare property.
As timeshare sales grow, a central Sales Gallery and Visitor Center is proposed for construction on US
17 Bypass, adjacent to the existing Myrtlewood Golf (Resort) entrance. The consolidated facility would
be designed to support all corporate timeshare projects.

78
Two development tracts have been reserved on the Atlantic Intracoastal Waterway for Phases I & II

79
Golf course views enhance residential real estate value
Golf Clubhouse
Phase II Development Site
Phase I Development Site

80
Phase I and II Golf Resort development tracts front on both golf and Atlantic Intracoastal Waterway,
adjacent to Myrtlewood Pro Shop and spoils basin
Phase I Development Site
Community Clubhouse Site
Maintenance Facility

81
Existing Golf Pro Shop (foreground) to be replaced and accompanied by a new
Resort Community Clubhouse and 100-room Golf Lodge

82
Approximately 350 timeshare units can be accommodated on the Phase I development tract

Residential Development
84
Residential acreage and lot sales generated $85.7 million in revenue since 1998; an annual average of
$17 million over the past five years. This constitutes 63% of all corporate proceeds from real estate
sales (including commercial sales and public condemnations).
New residential products are important components of the Burroughs & Chapin Company, Inc. portfolio.
These may be planned, designed, permitted, developed and/or marketed by the company, or sold to
other area homebuilders or developers as development tracts.
In CY2003, three new residential golf course communities, involving well over 1,650 dwelling units (du),
are currently being planned and permitted for construction in Horry County, SC; as described in detail
on the following pages.

Residential Development
• Glen Dornoch Golf Club [190 du/224 ac]
• Pine Island Golf Course [775 du/1003 ac]
• Pine Ridge Golf Course [693 du/1246 ac]
85

Glen Dornoch Golf Club
86
Located on the north end of the Grand Strand at Little River, Glen Dornoch is an established golf course
community with valuable highway commercial and multi-family residential development tracts. Wetland
mitigation plans are currently pending final approval by State officials.
The 224-acre golf tract has remaining 24 acres of undeveloped uplands. A total of 190 dwelling units
(du) will be built on these five individual residential sites, beginning in CY2003.
A 20-acre highway commercial development site has been designed to accommodate 83,000 SF of
GLA; to include a grocery, retail shops, and outparcel development. Up to 40 units of residential product
may also be developed on this tract - - taking advantage of existing golf course views to the rear.
Phase I will involve only 14.6-acres of upscale multi-family golf course condominium development (at
about 8 units per acre). Subsequent phases will include the proposed Golf Lodge, waterway
condominiums, and Glen Dornoch Plaza on US Highway 17, with associated golf-residential products.
Build-out of all the development tracts is expected to require nine to ten years. The shopping plaza will
be developed last (i.e., 2011); when sufficient housing exists to support new businesses in the area.

87
Glen Dornoch is located on the north end of the Grand Strand, fronting on US 17 and the AICW

88
The AICW, existing golf course and clubhouse provide attractive amenities
Golf Clubhouse

89
Glen Dornoch (foreground) and North Carolina (background)
Golf Clubhouse
US Highway 17

90
A 20-acre neighborhood commercial plaza will be located on US Route 17 frontage (top right)
Future Commercial Site
US Highway 17
Golf Clubhouse

Glen Dornoch Plaza
92
The 20-acre site will accommodate 87,400 SF of GLA and up to 40 golf condominiums

Pine Island Golf Club
93
Located on both sides of US 501, adjoining River Oaks, this 1,003-acre tract includes 596 acres of RC-
zoned land (golf course-residential) and 286 acres of HC-zoned property (commercial and retail
development sites). An adjacent tract is zoned for future light industrial (LI) development.
Proposed development plans for Pine Island Golf Club include creation of a planned residential golf
community featuring a variety of housing opportunities; from single-family detached to apartments and
condominiums. If developed as single-family homesites, up to 775 lots will be created. Multi-family
products will generate higher densities and yields.
Phase I of this project is planned for construction in 2003.
This project is targeted for a variety of medium-priced residential products. Development costs will be
minimized by using both existing and expanded staff capacity to design, permit, and construct various
improvements (see Design & Construction Capabilities). This new approach is proposed so we can
minimize project expenses and maximize profit margins.
As the community grows, the development plan anticipates introduction of Neighborhood Commercial
and/or Amusement/Recreation opportunities to serve the needs of the immediate community and the
surrounding area.

94
The Pine Island Tract is located on both sides of US 501 (center) adjacent to River Oaks
Golf Course (bottom center) and The Pottery (lower left)

95
River Oaks Golf Course (foreground) and US 501 to Conway (bottom left to top center)
River Oaks
US 501
Carolina Bays Parkway

96
The Carolina Bays Parkway and US 501 provide excellent access to the Pine Island Tract
US 501
River Oaks

97
Amenities abound: every residential lot fronts on either the golf course or water feature

Pine Ridge Golf Club
98
The Pine Ridge Golf Course and Community is also an entry-level golf community that will offer a
variety of conveniences and amenities for the owner/user. Located adjacent to South Strand Commons
(see Commercial Development), the residential development tracts front on both sides of US Highway
17 and Highway 544. The proposed alignment of the new Carolina Bays Parkway bisects the site.
A 1,246-acre community is proposed that will include single-family and multifamily neighborhoods. Golf
course-related lakes and wetlands will be integrated throughout the neighborhoods to create an open,
natural environment.
Up to 693 single-family homesites can be created on this site. That number will grow if multi-family
products are introduced during the life of the project.
The existing and proposed phases of South Strand Commons creates a diverse retail space that
satisfies the needs of the entire community – not just the subject property. A multi-family development
tract abuts the existing commercial site.
The proposed highway interchange, if developed, would create new access points that can be adapted
into the plan. Efforts are underway to approach Horry County officials regarding their commitment (or
lack thereof) regarding acquisition of the public right-of-way required to build the proposed interchange.
Phase I of the golf course, limited residential development, and additional highway commercial
expansion of South Strand Commons, is planned to begin in 2003. Build-out is expected to require nine
to ten years of planning, design, construction and sales (2012-2013).

99
Pine Ridge is located abutting the US 17 Business and Highway 544 interchange (right center)

100
South Strand Commons (center) anchors the eastern corner of Pine Ridge
South Strand Commons
Highway 544
US 17 Bypass
Pine Ridge Tract

101
Pine Ridge Tract as viewed from the west
Highway 544
Pine Ridge Tract

102
Proposed Carolina Bays Parkway Alignment
US 17 Bypass

Commercial Development
103
Commercial acreage and lot sales total $49 million since 1998; an annual average of $9.8 million during
the past five years. Commercial lot sales total $7.1 million, while commercial acreage has yielded $41.8
million in sales since 1998.
Burroughs & Chapin Company, Inc. has become proficient in the development of new commercial
properties and sites. Recent joint ventures (i.e., CBL Associates) have greatly leveraged this ability and
resulted in enhanced real estate values and additional development opportunities.
In addition to the commercial development identified in other sections of this document (i.e., Resorts &
Timeshare), the initial construction of three new and expanding commercial projects will be completed
within the next two years, as described on the following pages.

Commercial Development
• Mall of South Carolina/Outparcels
• 501 Power Center Expansion
• South Strand Commons/Outparcels
104

105
The Mall of South Carolina is a joint venture of Burroughs & Chapin Company, Inc. and CBL &
Associates. The 170-acre project is located adjacent to the 501 Power Center, between US 17 Bypass
and Seaboard Road, Pine Island Road and Harrelson Boulevard. The project is currently under
construction and scheduled to open in Spring 2004.
Simultaneously, another company property, Myrtle Square Mall, will become functionally obsolete.
No longer will residents and visitors need to drive to Charleston and Wilmington to find nationally
recognized stores and restaurants. The Mall of South Carolina will introduce many new retailers to the
regional Myrtle Beach marketplace; now 406,000 residents and rapidly growing.
The single-level mall will have over 1.1 million SF of retail space, to include up to five department
stores, 182,000 SF of entertainment and/or “big box” retailers, over 300,000 in specialty retail space,
and 40,000 SF of restaurants. Ultimately, the project will involve approximately 1.5 million SF of retail
space and over 50 acres of related outparcel development.

106
The Mall of South Carolina adjoins the 501 Power center and fronts on US 17 Bypass

107
Harrelson Boulevard (foreground) looking north toward Myrtle Beach
US 501 Power Center
US 17 Bypass

108
US 17 Bypass (foreground) looking east across future mall, outparcel, and industrial sites
US 17 Bypass
Myrtle Beach Jetport

109
The 170-acre site is located on US 17 Bypass at the US 501 interchange (top left)
Harrelson Boulevard
US 17 Bypass

US 501 Power Center
112
Located on Highway 501 at the US Highway 17 Bypass interchange, Phase I of this project is complete.
The first phase has been very successful, and is attracting the attention of prospective tenants. Phase II
of the 501 Power Center involves a 50± acre tract designed to accommodate still more ‘Big Box’
development.
Best Buy and Costco have recently agreed to anchor Phase II of the project; making available 7 to 8
outparcels for lease or sale in early 2003. These sites are currently being marketed and should be
occupied by new retailers and restaurants between 2004 and 2008.
The Grand Opening of the Mall of South Carolina will generate additional traffic, market interest, and
value for Phase II of this project. Numerous outparcels will also be created as the 501 Power Center
continues to grow and develop.

US 501 Power Center
113
The site is located adjacent to the US 17 Bypass/Highway 501 interchange (foreground)
US 501
US 17 Bypass

US 501 Power Center
114
The Mall of South Carolina (background) is located south of the expanding US 501 Power Center
Harrelson Boulevard
US 17 Bypass

115
This very successful shopping center is located at the interchange of US 17 Bypass and Highway
544. It is nearly 100% leased, with multiple prospects for future outparcel development. South
Strand Commons, currently anchored by Lowe’s, Office Depot and Hamrick’s, is rapidly expanding,
with a Ruby Tuesdays restaurant and Swifty Serve convenience store in operation, and Carolina
First recently purchasing an outparcel for a future branch bank location.
Contracts pending for a CY2002 closing include Waffle House and a Zaxby’s restaurant.
Preliminary plans are complete for a 25,000± square foot small shop building adjacent to Hamrick’s
and pre-leasing activity has the building at 90% occupancy (Letters of Intent) as of December 2002.
Construction should commence in the later part of 2003, with grand openings in the 1st Quarter of
2004.
Future expansion plans include the identification of additional anchors (grocery or “big box”) for the
next phase of development. December 2003 is the target date to secure an anchor for that phase.
The size and type of such an anchor will heavily influence the future development of the remainder
of the project, so strategic tenant selection becomes extremely important.
Proposed plans for residential development on the adjoining (Pine Ridge Golf Club) tract include
high-density multi-family units. This high-density development will help drive higher the demand for
commercial properties at South Strand Commons.

116
Both the existing and future rooftops will support expansion of South Strand commons (center right)

117
Lowes Home Improvement is the largest anchor for Phase I of South Strand Commons
US 17 Bypass

University Village
##
This 16-acre tract is located on US 501 adjacent to Coastal Carolina University

University Village
##
The Horry County Higher Education Commission has acquired property for expansion
Existing Entrance
to Atlantic Center
Existing Church
Existing Entrance
to Coastal Carolina

University Village
##
Horry County Higher Education Commission Property, Parcel 19

University Village
##
Relocation of the Atlantic Center entryway would create an opportunity for a mixed-use development
Existing Church
Proposed Motel
Proposed Pharmacy
Proposed Restaurant
Existing Entrance
(to be abandoned)
Proposed Entrance
to Atlantic Center
Planned Frontage Road
Proposed Retail/Office Complex

Industrial Development
119
Burroughs & Chapin Company, Inc. has assumed a major role in the future industrial development and
economic diversification of Horry County. The short supply of turn-key industrial sites, easily accessible
to highway and air transportation networks, has made it difficult to attract new investors and employers
to the region.
Development of four new industrial park projects, totaling 825 acres, are being sponsored or co-
sponsored by Burroughs & Chapin Company, Inc. The largest of these projects is a joint effort with
Horry County PARTNERS.
The Multi-County Business Park legislation and a Development Agreement negotiated with the Horry
County Council are two important tools used to attract and promote industrial development. Without
these partners, these important projects would not be financially feasible.
An introduction to these projects can be found on the following pages.

Industrial Development
• Airport (North) Industrial Park [128 ac]
• B&C Industrial Park [161 ac]
• Super (Aynor) Industrial Park [386 ac]
• US 501 (Brown Tract) [150 ac]
120

Airport Industrial Park
121
Strategically located adjacent to the Myrtle Beach Jetport, this project has already been approved by
the Board and is currently in the design and permitting stages of development.
Due to the short supply of comparable sites, this 128-acre industrial park project is expected to
generate strong land sales for several years. Initial sales are anticipated in the 4th Quarter of 2003.

Airport Industrial Park
122
128 acres located adjacent to MB Jetport; fronting on Harrelson Boulevard and Highway 15

B&C Industrial Park
123
The B&C Industrial Park is also located adjacent to the Myrtle Beach Jetport, but is currently hampered
by environmental issues. Contamination of the site by an adjacent landowner has temporarily
postponed development of this new industrial site.
However, those problems are expected to be resolved within the next few years.
Development of this site will likely begin as the (competing) Airport Industrial Park nears completion.

B&C Industrial Park
124
161 acres located adjacent to MB Jetport; fronting on US Highway 17 Bypass

Super Industrial Park
125
Located near Aynor, SC, the Super Industrial Park is being developed as a public/private partnership
with Horry County government, Horry County PARTNERS, and supported by the B&C commitment to
the terms of the Development Agreement and Multi-County Business Park legislation.
This 386-acre industrial park is expected to satisfy the county’s need for turn-key sites over a period of
ten to twenty years.

Super Industrial Park
126
At 386 acres, this is our largest industrial development project, located near Aynor, SC
Route 319
To Conway
To Aynor

US 501 Industrial Park
127
This +150-acre tract is located west of Conway, SC, fronting on US Highway 501. It is adjacent to the
much larger Brown Tract; proposed for future development as a Motorsports Park.
Development of the 501 Industrial Park will be coordinated with future plans for the Brown Tract. If
NASCAR or another sanctioning body approves pending plans to build a new venue for motorsport
competition and events, then automotive-related industries will become likely occupants of the
proposed industrial park.
Accordingly, the development schedule for this tract will closely parallel the final planning for our
adjacent tracts of land.

US 501 Industrial Park
128
At +150 acres fronting on US 501 west of Conway, SC, this tract is adjacent to the proposed
Motorsports Park site (a portion of which is shown at top right)

Corridor Development
129
Myrtle Beach is a linear community, sandwiched against the Atlantic Ocean, with limited alternate routes
for vehicular traffic. For decades, the State of South Carolina neglected the transportation needs of our
rapidly growing coastal community. US Route 17 has some of the highest Annual Average Daily Traffic
Counts (AADT) in the entire state.
However, the Grand Strand has recently seen over $1 billion committed in new highway and bridge
infrastructure. As a result, traffic congestion is expected to be relieved, and travel patterns are expected
to change.
In particular, new highway corridors will attract motorists who want to take advantage of these new,
attractive, alternate routes. Along with this new traffic comes new opportunities for land development.
The old, established corridors remain prime locations for new development, as well.
As part of the Land Development Master Planning Process, corporate holdings located along all these
busy corridors will be examined, and steps taken to maximize their long-term value.

Corridor Development
• Robert Grissom Parkway Corridor
• US 17 Bypass - Myrtlewood Corridor
130

131
The Robert Grissom Parkway corridor offers a variety of opportunities for economic development. The
section including 10th and 21st Avenues is the site of proposed flex properties -- retail and office
properties -- as well as shared stormwater retention facilities. Some light industrial uses are also
planned to satisfy the special needs of specific end-users.
The corridor from 21st through 29th Avenues is most suitable for commercial development. The area
from 29th through 38th Avenues involves proposed timeshare and “future commercial development”
parcels. Lakeshore Village fronts on a portion of this corridor and will be enhanced by expansion of the
Lakeshore Timeshare properties. The close proximity to Broadway at the Beach make this property all
the more attractive and valuable.
Planning for the corridor from 38th through 44th Avenues has been integrated with proposed relocation
and expansion plans for the First Presbyterian Church. Oleander Drive will be extended and single-
family lots will be developed on adjacent sites.
Branch bank sites are ideal for the corner parcels at 38th and 44th Avenues, and a multi-family
development is proposed to flank both the existing school campus and proposed church site. An Office
Park completes the land plan for this section of the RGP corridor.

132
RGP provides improved access for several hundred acres of undeveloped B&C land

133
The RGP from 21st Avenue North (foreground) to Carolina Bays Parkway (top center)
21st Avenue North

134
RGP Corridor from Mr. Joe White Ave. to 21st Ave. North

136
RGP Corridor from 21st Ave. North to 38th Ave. North

138
RGP Corridor from 38th Ave. North to 44th Ave. North

Myrtlewood Corridor
140
The Myrtlewood Corridor flanks US 17 Bypass, from 29th Avenue North to Robert Grissom Parkway
(where it crosses the Atlantic Intracoastal Waterway and connects to Carolina Bays Parkway). The
sprawling property is contiguous to Grande Dunes Resort (connected by a tunnel under Robert Grissom
Parkway), Myrtlewood Golf Resort, and Pine Lakes International Country Club development tracts.
Adjacency, access, central location, highway frontage and exceptional visibility generate tremendous
value and potential for real estate development along this corridor.
Retail, office, and residential land uses will be introduced as market forces grow to better match
projected land values. Detailed corridor development plans are expected to include a central timeshare
Sales Gallery and Visitor Center (see Resorts & Timeshare).

Myrtlewood Corridor
141
Fronting on US 17 Bypass, this tract extends from 29th Ave. North to Grande Dunes Resort

Myrtlewood Corridor
142
Myrtlewood Corridor follows US 17 Bypass, from Broadway at the Beach to Grande Dunes
Myrtlewood Corridor
Grande Dunes

New Attractions
143
Family entertainment and attractions are essential elements of a resort economy. In that regard,
Burroughs & Chapin Company, Inc. has a proud heritage of planning, designing, constructing and
operating some of the best tourist attractions and amusements in the nation.
Over the years, we have routinely upgraded existing facilities and introduced new elements that attract
and retain loyal visitors to Myrtle Beach.
Over the next few years, a series of new attractions are proposed that will generate new interest in
Myrtle Beach, and new revenue sources for Burroughs & Chapin.

New Attractions
144
• Myrtle Beach Pavilion
• Myrtle Waves Water Park
• Wild Animal Theme Park
• Wild Alligator Kingdom
• B&C Sports Complex & Entertainment
Resort
• Motorsports Complex

145
The existing Pavilion is a landmark as well as part of the history of Myrtle Beach. The Downtown
Redevelopment Authority is considering a proposal that would relocate the Pavilion and redevelop the
+11-acre tract for uses that take full advantage of all 365-days in the calendar.
Some candidate land uses include hotels, retail, restaurant and commercial establishments. If this
proposal is advanced by the City of Myrtle Beach, the Board will be asked by staff for permission to
request public subsidies for relocation, negotiate terms for a possible public/private joint venture for
redevelopment of the site, and/or to develop other alternative business plan scenarios.

146
The Myrtle Beach Pavilion is located between the Atlantic Ocean and North Kings Highway

##
1998 aerial photograph (Courtesy Horry County GIS Department)

147
Family entertainment is the cornerstone of the Myrtle Beach tourism economy

##
Early redevelopment plan for Pavilion Amusement Park

##
DRC REDEVELOPMENT GOALS:
• Extend the tourist season
• Expand and diversify the
customer market
• Create a new “icon”
development / attraction for
Myrtle Beach
• Spread business value from the
beach and Pavilion Site to
surrounding properties
• Create business and attraction
opportunities that align with the
“family friendly” image of Myrtle
Beach
• Retain and incorporate historic
and nostalgic elements such as
the Pavilion Building, pipe organ
and carousel

Myrtle Waves Water Park
148
Scheduled to open in May 2003, a new focal point for Myrtle Waves Water Park will be a themed multi-
level interactive play area that targets people of all ages.
Bridges, tipping cones, water cannons and jets, ropes, and a giant water bucket will animate the
existing kids area and generate hours of non-stop play. The new feature will be visible from US 17
Bypass at Joe White Avenue (formerly 10th Avenue North).

Wild Animal Theme Park
149
This 80-acre Wild Animal Park and Nature Preserve would be easily accessible from Broadway at the
Beach via a premium transportation network; attractive to users and guests.
The conceptual master plan is still being developed, but key elements of the proposed theme park have
already been identified:
• Animal Show Amphitheater
• “Swim with the Dolphins”
• Reptiles of the World Exhibits
• Indoor-Outdoor Aviary
• “Eco Trek” self-guided Nature Preserve Tour
• Glass-bottomed Boat Lagoon Tour
• Wild Alligator Adventure
• Themed Retail, Restaurants, Street Entertainment

Wild Alligator Kingdom
150
The State’s first indoor interactive animal theme park is proposed for development at Broadway at the
Beach; to utilize an existing leasehold property (Butterfly Pavilion). Negotiations are currently underway
to finalize this transaction.
In an effort to enhance the overall guest experience and further develop the storyline for Broadway at
the Beach, an interactive encounter with alligators, tropical birds, mammals and reptiles will be
developed.
The unique indoor setting will create a year-round attraction in a safe, clean, comfortable and
aesthetically -pleasing environment.
Water features, wooden boardwalks, treetop exhibits, thatched roofs, and an overhead swing bridge are
among the thematic elements of Wild Alligator Kingdom.

Sports Complex & Resort
151
The objective of this initiative is to create a new 600-acre Sports and Family Entertainment Destination
Resort immediately adjacent to Broadway at the Beach. Existing components to be incorporated as part
of the master-planned resort include Myrtle Waves Water Park, Music City Grille, and NASCAR
SpeedPark. The City of Myrtle Beach will be invited to participate in development of the field complex.
Strong public transportation links to Broadway at the Beach will further enhance the project and
promote higher levels of occupancy and patronage.
Key features of the Sports Complex and Family Entertainment Resort may include:
• 54 acres of Outdoor All-Sports Competition Fields
• Indoor-Outdoor Action Sports Competition Complex
• Indoor Competition Courts & Sports Training Facility
• Indoor-Outdoor Aquatics Competition Complex
• Indoor-Outdoor Tennis Courts
• Par-3 Golf Course, Practice Facility & School
• Dormitory-style Housing
• Campgrounds
• Timeshare Resort on the AICW
• Destination Theme Park

Motorsports Complex
152
Located west of Conway between US Highway 501 and Highway 22, Burroughs & Chapin
Company, Inc. owns an ideal site for development of a new Motorsports Park or Speedway.
Motorsports, especially events sponsored by NASCAR (National Association of Stock Car Auto
Racing) and IRL (Indy Racing League) are fast-growing sports that have brought about a recent
boom in track construction. There are 39 NASCAR, IRL, and other large tracks located across the
nation. The closest to Myrtle Beach is Darlington Raceway Park; an aged and outdated facility.
Most speedways host one or two major events a year that each attract well over 150,000 race fans.
Smaller races and other events, such as car shows, concerts and festivals, are held throughout the
year. Racing teams, car clubs, and high-performance driving schools are also among potential track
user groups. Most facilities are idle only a few weeks each year.
Since 1998, six new speedways have been built at a typical cost of $150 to $220 million. State and
local government, public bonds and tax increment financing typically fund 55 to 60 percent of the
total project cost. And the economic benefits to the entire community are substantial.
In the recent case of Kansas Speedway, developed by International Speedway Corporation of
Daytona Beach, FL, the project prompted $250 million in new retail development and a million-
square-foot mall on a adjacent sites. The Kansas Speedway hosts three NASCAR races a year, one
IRL event, and 200 other smaller events (one Winston Cup race will cover their annual debt service).
Efforts to further develop and promote a similar motorsports facility in Horry County will be renewed
in CY2003. Coincidentally, HNTB Corporation, a design consultant to Burroughs & Chapin, planned
and designed the Kansas Speedway, among other NASCAR facilities.

Motorsports Complex
153
Fronting on US 501, the proposed Motorsports Complex site satisfies all NASCAR criteria

Motorsports Complex
154
The site is well served by both US 501 (foreground) and SC 22 (background)
Route 22
US 501

Motorsports Complex
155
Efficient traffic management will be a primary objective of site planning and development
Route 22
US 501

Motorsports Complex
156
Highway 22 provides access to the eastern side of the parcel (foreground)
SC Route 22
US 501

1998-2002 Real Estate Sales Analysis
Potential Remaining Acres Life Cycle
158
At the present (5-Year Annual Average) rate of development, Burroughs & Chapin Company, Inc.
currently holds sufficient real estate in Horry County to support approximately 75 years of future
projects and/or land sales. Since 1998, an annual average of only 191-acres in company property is
sold each year.
Lands governed by the Development Agreement total 5,554 acres, and have a ‘development life
expectancy’ of 29 years.
Other vacant company properties total 17,482 acres, with an additional development life of 46 years.
All total, it is projected these 23,036 acres will be fully developed in as little as 75 years (2078).
Commercial and residential lot sales, acreage sales, and public condemnations are detailed on the
following page.

1998-2002 Real Estate Sales Analysis
Potential Remaining Acres Life Cycle
159
(A) (B) (C) (D) (E) (B + C + D)
Year Dollar Value SCDOT Takings Acreage Sales Lot Sales Acres in Lots Sales Total Acres Sold
1998 14,143,756.80$ 0.14 61.75 101.00 34.06 95.95
1999 30,354,489.94$ 0.00 117.70 93.00 27.13 144.83
2000 27,015,006.00$ 37.74 155.84 98.00 34.06 227.63
2001 47,794,969.29$ 34.36 189.66 95.00 37.66 261.68
2002 43,887,434.00$ 104.79 86.67 79.00 32.50 223.95
GRAND TOTAL 163,195,656.03$ 177.029 611.616 466.00 165.406 954.052
5 Year Average 32,639,131.21$ 35.406 122.323 93.20 33.081 190.810
Commercial/Residential/Condemnation Sales Summary
Dollar Value Acres Per Acre
Commercial Lot Sales 7,182,098.00$ 33.650 213,437.09
Residential Lots Sales 46,680,674.00$ 131.757 354,294.79
Lot Sales Sub-Total 53,862,772.00$ 165.406 325,639.16
Commercial Acreage Sales 41,787,959.03$ 347.407 120,285.24
Residential Acreage Sales 38,978,430.00$ 264.209 147,528.77
Acreage Sales Sub-Total 80,766,389.03$ 611.616 132,054.04
1998 - 2002 Sales Total 134,629,161.03$ 777.023 173,262.88
Condemnation Sales 28,566,495.00$ 177.029 161,366.20
SCDOT Takings Sub-Total 28,566,495.00$ 177.029 161,366.20
1998 - 2002 Grand Total 163,195,656.03$ 954.052 171,055.39
Projected Life of Existing Vacant Acreage Maintaining Current Income
Acres Life
Development Agreement Vacant Property 5,554.17 29 years
(Calculation of Vacant Acres in the Development Agreement ÷ 5 year average total acres x 100% current income expectancy)
Other Company Vacant Property 17,482.62 46 years
(Calculation of Vacant Acres NOT in the Development Agreement ÷ 5 year average total acres x 50% current income expectancy)
Total Company Vacant Property 23,036.79 75 years
Note: Property value for the Development Agreement Acreage is expected to escalate with the economic growth in the area; however, other Company Acreage may escalate at a rate as much as 50%
lower.

Future Commercial and Residential
Development Analysis
• Route 501 at 319 [ 15 ac]
• Route 22 at 501 [100 ac]
• Route 22 at 90 [ 40 ac]
• Route 22 at 701 [ 40 ac]
• Route 701 at 410 [ 20 ac]
• Route 9 at 905 [ 15 ac]
• Route 544 at CBP [ 40 ac]
160
These are among the most promising and strategic development sites targeted for acquisition

Candidate Tracts for Acquisition
Future Residential/Commercial/Industrial
• Route 501 at 319 [15 ac]
• Route 501 at 544 [15-30 ac]
• Robert Grissom Parkway
at Carolina Bays Parkway [15-30 ac]
• Route 9 at 410
• US 17 (Calabash to Shallotte) [40-100 ac]
• US 17 (Surfside - Gault Property)
161

162Candidate Tracts for Acquisition
Future Residential/Commercial/Industrial
This hand-drawn map of company properties was adopted 10 years ago.

163
This GIS map is used to identify and target prospective acquisition sites

New Planning & Development Tools
• ESRI ArcGIS
Geographic Information System (GIS)
• Autodesk Computer-Aided Design (CAD)
• Project Management Software (PMS)
– Improved Project Planning
– Improved Construction Management
– Improved Project Reporting & Evaluation
• In-house Design & Construction Capabilities
164
New computer software applications will enhance staff productivity and decision-making abilities

Geographic Information System
165
A Geographic Information System (GIS) is a particular kind of software program that runs on personal
and network computers. In many ways, it resembles a database program by analyzing information
which is stored as records. Each record in a GIS database uses information to draw a geometric shape
such as a point, line or polygon - - producing thematic maps. That record also enables access to other
pertinent information such as demographics, location of major roads, real estate sales comparables,
and the proximity of competitors. This information can be displayed geographically, revealing patterns
that are not readily identifiable in tabular data displays and reports.
What is GIS? An organized collection of computer hardware, software, geographic data, and
personnel designed to efficiently capture, store, update, manipulate, analyze, and display all forms of
geographically referenced information.
What are the benefits of GIS? To provide improved ability to analyze information and make better
informed decisions; streamline corporate functions; improve operational efficiency; reduce or eliminate
redundancy; improve map maintenance and production efficiency and provide improved access to
maps, site plans and data.
What Corporate functions will be supported by GIS? Development planning and operations; land
use planning; real estate sales; leasing; records management; facilities management; environmental
analysis; transportation planning and management; corporate administration and staff access of GIS
data through the use of the B&C Intranet (CY2004).

Geographic Information System
166
Horry County and several local municipalities have already launched GIS applications on the
same software platform (ESRI ArcGIS) purchased by Burroughs & Chapin Company, Inc.

Computer-Aided Design
167
A Computer-Aided Design (CAD) system is a particular kind of software program that runs on personal
and network computers. More than just a powerful drawing and design platform, CAD accelerates the
business process, leveraging design data across the entire organization, enhancing our bottom line and
maximizing our IT investment. With CAD, we can:
Seamlessly deploy and manage software assets
All of our consultants (i.e., architects, engineers, planners, surveyors) use the same CAD platform to
produce their drawings. We now take delivery of these work products as both conventional hard copy
(prints) and digital (CAD) files. This 100 percent file compatibility protects our investment in existing
drawings, surveys, scripts, and customizations.
Collaborate to cut costs and reduce cycle times
Preliminary site plans and drawings can be produced in-house, then sent via e-mail to our design
professionals for development of construction drawing sets. Design team collaboration tools increase
productivity, saving time and money through faster project cycles, fewer errors, and reduced shipping
and plotting costs.
Reach further with digital design data
Special CAD applications are available for building design, manufacturing, geographic information
systems, and land development. All these tools help increase the speed of business.

Project Management Software
168
Staying on budget and on schedule means staying in control. Projects must be planned quickly to seize
prime business opportunities and to keep costs down. But they must also be executed well to assure
success and the longevity of our company.
Project Management Software is tailored for the specific needs of the construction and real estate
development industries. It empowers development, engineering and construction professionals to
mitigate project risk through powerful schedule analysis, accurate cost forecasting and streamlined
coordination among designers, contractors, and owners.
From one central location, employees or project team members can access, share and update
information across departments, applications and geographies - providing a fast and efficient way to
manage every aspect of a real estate portfolio or development project.
• Scheduling & Workflow
• Better decision-making through collaboration
• Automated tracking and notification of property information
• Issue resolution & Change Orders
• Job Costing and Invoice Review

Project Management Software
169
Project Management Software helps improve efficiency, performance, and recordkeeping

Design & Construction Capabilities
170
A primary goal for Burroughs & Chapin Company, Inc. in CY2003 is to begin building in-house design
and construction capabilities.
For select projects, this added capacity will save both time and money compared to the traditional
methods used by the company in the past. We will be able to more quickly respond to new and
emerging opportunities. Cost savings are also expected, which serve to further enhance our NOI.
This new initiative will move forward carefully - - using only existing employees at first. If and only when
warranted will additional staff capacity be proposed.
Projects scheduled for in-house design and construction in 2003 include:
• South Beach Adventure Amusements
• South Beach Par 3 Golf Course
• NASCAR SpeedPark 36-hole Mini-golf – Sevierville, TN

Master Project Schedule
PROJECT Start/Finish PROJECT Start/Finish
Airport (North) Industrial Park 2003/2014 Myrtle Waves Water Park 2003/2003
Arcadian Shores Resort 2003/2009 Myrtle Square Mall 2003/2004*
Arcadian Ridge Shopping Center 2003/2005 Myrtlewood Corridor 2003/2018*
B&C Industrial Park TBD Myrtlewood Golf Resort 2005/2028
B&C Sports Complex 2003/2004 Pine Island Golf Club 2003/2018
Broadway at the Beach Resort 2003/2023 Pine Lakes International Resort 2008/2015
Broadway at the Beach Retail 2003/2015 Pine Ridge Golf Club 2003/2013
Broadway at the Beach Transit System 2003/2008 Project Management Software 2003/2004*
Candidate Tracts for Acquisition 2003/2008 Real Estate Sales Analysis 2003/2078
Cane Patch Tract 2003/2008 Robert Grissom Parkway Corridor 2003/2015
Computer-Aided Design (CAD) 2003/2004* Singleton Lake Timeshare 2008/2020
Corporate Campus 2003/2011 South Beach Resort 2003/2010
Geographic Information System (GIS) 2003/2004* South Strand Commons 2003/2004
Glen Dornoch Golf Club 2003/2013 Super (Aynor) Industrial Park 2003/2023
Glen Dornoch Plaza 2011 Tanger Outlet Center (Phase II) 2003/2003
Grande Dunes Resort 2003/2028* US 501 Industrial Park TBD
Lakeshore Village Resort TBD US 501 Power Center Ph. II 2003/2008
Mall of South Carolina 2002/2004 Wild Alligator Kingdom 2003/2004
Motorsports Complex 2003/2010* Wild Animal Theme Park 2003/2007
Myrtle Beach Pavilion TBD
* - Ongoing project or program
171

Acknowledgements
Burroughs & Chapin Company, Incorporated
Jim Bruno, Graphic Services Manager
Joe Burgess, Production Assistant
Mike Cousins, EVP Interval Ownership
Tony Cox, Chief Real Estate Sales Officer
Dowdell Brown, EVP Grande Dunes
Terry Lewis, VP Commercial Operations
Greg Lipscomb, AICP, Director of Planning & Design
Dan Stacy, Senior Director of Leasing
Doug Wendel, President and CEO
Jim Wiseman, III, Chief Development Officer
Castles Consulting Engineers, Incorporated
Commercial Real Estate Services, Incorporated
Environmental Concepts, Incorporated
HNTB Corporation – Architects Engineers Planners
Hobbs, Upchurch & Associates, PA
LandDesign, Incorporated
LDR International, Incorporated – A HNTB Company
LS3P Associates, Incorporated
Pegram Associates, Incorporated
J. David Utterback, Incorporated
172

B&C Land Development Plans JAN 2003

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