T H E S O U R C E F O R P R I V A T E C L U B E X C E L L E N C E™ NOVEMBER 2024 THE McMahon Report® Master Planning Success Brings Desert Horizons Back to Life
ABOUT MCMAHON GROUP Our Mission: “To be the premier club consulting firm dedicated to private club excellence by providing clubs and their management with the best possible strategic and facility planning expertise. We are committed to identifying the key trends impacting the club industry, enhancing the profession of club management and to assisting presidents and Boards with adopting the best practices to foster effective governance to create successful clubs.” Family- and managementowned since 1983 with an outstanding professional staff. We have served clubs and communities throughout the world in all aspects. OVER 2000 CLUBS SERVED OVER 150 HOA’S SERVED McMahon Group, Inc. 670 Mason Ridge Center Drive, Suite 220 St. Louis, Missouri 63141 • 314.744.5040 info@mcmahongroup.com www.mcmahongroup.com www.clubmanageraward.com www.clubleadershipalliance.com www.mcmahoncommunity.com For more information or to schedule a First Impressions Visit, please contact Alison McMahon at amcmahon@mcmahongroup.com. WHATWE OFFER • Strategic Planning and Implementation • Facility Planning and Funding Programs • Membership Surveys and Research • Existing Facilities Condition Analysis • HOA Community Consulting $3.5 BILLION RAI SED CONNECT WITH US ONLINE FOR VIDEOS, BROCHURES AND EVEN MORE UP TO DATE CLUB INFORMATION! 2 The McMahon Report® FROM THE PRESIDENT Illinois | Missouri | NewHampshire | Pennsylvania | South Carolina 40+ I N BUSI NESS YEARS Dear Club Leaders and Industry Colleagues, As we approach the end of 2024, I am pleased to introduce this edition of The McMahon Report®, which highlights an exciting new initiative that will transform howwe measure and achieve excellence in the private club industry. Our new Club of Excellence Rating Program™ represents a significant milestone in McMahon Group’s 40-year journey of serving private clubs. This comprehensive rating system, based on measurable criteria and direct member feedback, provides clubs with an objective framework to evaluate and enhance their offerings, service quality, and overall member satisfaction. The program’s launch comes at a pivotal time for our industry, as clubs continue to evolve to meet changing member expectations while maintaining their core values and traditions. Rather than relying on external judgments or arbitrary standards, our rating system empowers clubs to understand and improve their performance based on what matters most – their members’ experiences and perceived value. In this issue, we also explore how strategic planning and thoughtful facility improvements are helping clubs across the country adapt to modern membership needs. Our case studies, including the remarkable transformation at Desert Horizons Country Club, demonstrate how proper planning and execution can revitalize both clubs and communities. Additionally, we introduce our new “Future Facility Analysis Report” service, designed to help clubs more accurately project and plan for their long-term facility investments. Looking ahead to 2025, we’re excited to announce that nominations are now open for the Excellence in Club Management® Awards, continuing our tradition of recognizing outstanding leadership in club management. These awards, like our new rating program, reflect our ongoing commitment to advancing professional excellence in our industry. As McMahon Group continues to serve as the premier consulting firm dedicated to private club excellence, we remain focused on providing innovative solutions that help clubs thrive in an ever-changing environment. Our team’s expertise, combined with our deep understanding of member expectations, positions us uniquely to support your club’s journey toward excellence. Thank you for your continued partnership with McMahon Group. We look forward to working together to enhance the private club experience in the coming year. Warm regards, Martha McMahon Acker President McMahon Group
The McMahon Report® 3 The Big Financial Challenge for Funding Your Future Club Projects “The Future Facility Analysis Report” It is relatively easy to develop a club’s architectural Master Plan for future projects, but the challenge is having some idea of their future costs. Every club needs funding plans to assure it has the funds when needed to build them. At McMahon, we have developed an early facility planning process which quantifies cost by studying: 1 Existing club facility conditions 2 Needed facility projects for now and the future 3 Costing out projects, and 4 Projecting future costs for future projects. To this, we can also provide conceptual site and floor-plan layouts for how future improvements would be achieved. Our goal for this new service has been to provide a guide for the club’s Board and financial team to assure that future Master Plan projects actually get built with the best cost numbers available. Our experience in developing over 1,500 club facility projects over the last 40 years, from simple Master Plan renovations to entirely new clubhouses, has given us an insight to quickly provide our “Future Facility Analysis Report” to help the financial planning team plan and fund future projects with much more accurate costs, rather than just guessing what they will be in the future. And our process is completed in only 2 to 3 months. So if your club is planning and funding not only short-range facility projects but also those ten years away, call McMahon to take advantage of our Planning/ Costing/Funding expertise. Contact Alison McMahon at 314-744-5040 or e-mail her at amcmahon@mcmahongroup.com to get more information and to set up a McMahon First Impressions Visit to your club. How Do We Determine Costs For Future Master Planned Projects? “THE TEAM”
THE FAIR, OBJECTIVE PRIVATE CLUB QUALITY RATING PROGRAM IS BASED ON VERY MEASURABLE CRITERIA McMahon’s Club of Excellence Rating Program™ is not something a club buys or is judged by outside parties who are not members. The wealthiest clubs and the basic country, golf, city, athletic, yacht and specialty clubs all have an equal opportunity to score well “if they provide high quality to their members on the most important offerings that deliver good value with high satisfaction to their members.” McMahon’s Club of Excellence Rating Program™ is based on three point generators that are utilized for each rating as follows: 1. 400 possible MCE™ quality points based on a membership’s overall satisfaction with its club. 2. 300 possible MCE™ quality points based on howwell or poorly a club scores on satisfaction with its most important activities and facilities. 3. 200 possible MCE™ quality points based on a membership’s good value being received for the club’s cost. Then, a bonus score is based on very high or very low satisfaction ratings by members that a club can also earn up to 100 quality bonus points or lose up to 100 quality bonus points. The award achievement levels for high quality in McMahon’s Club of Excellence Rating Program™ are categorized in six categories of excellence, as shown below: FINALLY, A CLUB QUALITY RATING PROGRAM SPECIFICALLY FROM A CLUB’S OWN MEMBERSHIP. McMahon Group has developed a private club rating program based on over 40 years of service to over 2,000 clubs and hundreds of thousands of private club members who have participated in their own clubs’ surveys. In addition, McMahon is continually updating the program to stay current with the ever-changing society we live in. This rating program is customized for the private club industry’s three basic club organizations: • Golf and Full-Service Country Clubs • City, Athletic, Yacht and Dining Clubs without Golf • Residential Community Clubs The present use of the net promoter scoring system for club quality poorly represents private club quality by its members and is now being replaced with a new three-criteria satisfaction and value system. One that is based on a club’s own membership’s critical club criteria. McMahon Group has utilized these criteria for determining each club’s quality and member satisfaction based on over 40 years of private club survey experience. The three essential criteria for determining a club’s MCE™ Quality rating are: 1 Members’ overall club satisfaction 2 Members’ ratings on good value being received for the cost, and 3 Members’ satisfaction/dissatisfaction ratings for the most important activities and facilities at their club. by Martha McMahon Acker, and Natalie Ernst 4 The McMahon Report® McMahon’s Club of Excellence Rating Program™ for Private Clubs Across North America “The MCE™ Quality Levels” McMAHON’ S CLUB OF EXCELLENCE RATING PROGRAM MAHON’ S PROGRAM™ M C E™ 1000 900 800 700 600 500 400 300 200 100 0 BelowAverage, Club Needs Improvement Diamond (Stellar) Platinum (Excellent) Gold (Great) Silver (Good) Bronze (Average Club Score)
• Diamond Level.........................875 – 1,000 quality points • Platinum Level.......................... 825 – 874 quality points • Gold Level. ................................... 775 - 824 quality points • Silver Level..................................700 – 774 quality points • Bronze Level. ..............................625 – 699 quality points • Under Achievement Level.... Below 625 quality points DETERMINING YOUR CLUB’S QUALITY AND EXCELLENCE RATING 1 McMahon Group is providing a way to understand each club’s quality rating by using its membership surveys results. McMahon Group tests its three criteria questions for overall satisfaction, value received and high satisfaction for the highest-importance offerings. Clubs surveyed by McMahon after January 1, 2020 are eligible to get their MCE™ scores provided for free if they did a full survey. 2 McMahon Group will also provide all interested clubs with a way to involve their membership in testing the three scoring criteria issues so McMahon’s Club of Excellence Rating Program™ score can be tabulated for them for a small fee. McMahon Group is dedicated to the success of the private clubs, their Boards, management and leadership. We believe offering clubs a better way to understand members’ satisfaction and quality achievement is an important way to achieve club success. If you and your Board have any questions or interest in determining your club’s own McMahon Club of Excellence Quality Rating Program™, please contact Alison McMahon at amcmahon@mcmahongroup.com or (314) 744-5040. The McMahon Report® 5 McMAHON’ S CLUB OF EXCELLENCE RATING PROGRAM MAHON’ S PROGRAM™ M C E™
by Frank Vain - Chairman 6 The McMahon Report® “It wasn’t the same club as when it was started,” says Al Castro, CCM, who came to the club as its Chief Executive & General Manager in February 2020, bringing experience from several other high-profile clubs in the Valley. “We were struggling to keep our golf memberships over 100, and the club was in serious trouble.” Efficiency and Excitement Desert Horizons engaged McMahon Group to help it take the pulse of its existing membership’s needs and desires through focus groups and surveys. The opinions that were gathered helped to identify the best options for reinvigorating the club and creating a sustainable model for its long-term success that included an ambitious Master Plan for modernizing the clubhouse and other facilities. Before any of that could happen, however, Desert Horizons also worked with McMahon to bring about a merger of the community HOA and the club that created a mandatory membership requirement (requiring at least a social T he Desert Horizons Country Club and community was created in Indian Wells, Calif. in 1979, after its developers secured a prime site in the center of the fast-growing Coachella Valley that featured panoramic views of the surrounding San Jacinto and Santa Rosa mountains and easy access to the attractions offered in nearby places like Palm Springs to the west and La Quinta to the east. Not surprisingly, this favorable positioning quickly put Desert Horizons on the map and established both the community and club as thriving attractions of their own. But while “location, location, location” remains a proven component of real-estate success, it can only go so far in helping clubs sustain their appeal and relevance. As Desert Horizons CC turned 40 and entered the 2020 decade, it had become clear that to recapture the excitement that had first drawn members to the club, its facilities needed a new injection of energy. membership) while stipulating that updates would be made to the clubhouse, fitness center and sportscourt complex. The merger instantly bolstered the club’s numbers while also bringing about financial and operating efficiencies that made it much more feasible to successfully complete the facility projects defined by the Master Plan. “Getting the merger approved helped to create a newmodel for both governance and financing that would not involve two Boards or require a large assessment of the membership,” says Castro. “That’s exactly what was needed to get the project over the finish line.” Well Worth the Wait Reaching that finish line did take some time; the club operated with temporary facilities for over two years as McMahon then worked with Desert Horizons to help refine the renovation concepts and steer a $36 million project to approval and completion. When the grand opening for that project took place at the start of 2024, there was no doubt that it was all well worth the wait, as members FACI L ITY SPOTL IGHT Master Planning Success Brings Desert Horizons Back to Life 6 The McMahon Report®
2024 had been operating for the club’s first 43 years without any HVAC. Instant Success In just a fewmonths after the grand opening and even before a full new season was in swing, plenty of evidence could be found for how the Desert Horizons project has injected new life into both the club and community. Entering a new fiscal year at the beginning of October, full golf memberships were fast approaching 200 and the club was anticipating either starting a wait list or expanding capacity, Castro reports. The membership had also become instantly embraced the enhanced experiences made possible by facility improvements that included: • A renovated 40,000- sq. ft. clubhouse that could literally be seen in a new light, as what Castro describes as a “heavy, dark interior, with low ceilings and heavy block walls and columns” was almost entirely gutted and transformed to maximize the abundance of natural light and enhance the 270-degree views of the golf course, property and surrounding mountains through glass nanowalls. New options for both casual and fine dining were created, along with a new four-sided Terrace Bar with soft seating and a patio deck that has quickly become the club’s social focal point, according to Castro. • A new state-of-the-art Fitness and Wellness Center, added as a second story to the clubhouse and more than four times the size of the club’s previous fitness space. Showcasing beautiful landscape views of the Coachella Valley, adequate space is now dedicated to a full range of cardio and weight training, group classes and wellness services. • A new pro shop, new locker rooms and more flexible event spaces, which Castro says has already led to increased interest in membersponsored engagements, including several more weddings that are now being booked for 2025’s shoulder seasons. • A new Desert Horizons Courts Pavilion with 11 dedicated pickleball courts, two tennis courts, a viewing deck, new bathrooms and a small bar serving beverages and grab-andgo food items. • Behind the scenes, upgrades were made for all aspects of the clubhouse infrastructure, including adding satellite pantries and other improvements to the footprint and layout to eliminate wasted space and introduce greater service efficiencies and comfort for both members and staff. The kitchen, Castro notes, significantly younger, he adds, and real estate values for the community were up 27% from prior to the project’s approval. Within the club, Castro adds, food-and-beverage usage had already shown an increase from two years prior, and fitness/wellness activity had ramped up across the board. TRX and spin programs “have really taken off,” he says, along with a Pilates program that has “caught fire.” High demand for massages, facials and physical therapy has also emerged. Activities such as a twice-weekly outdoor water aerobics class, Wednesday-night volleyball, and trivia nights have also been filled to The McMahon Report® 7
We’re thrilled with how this renovation has brought the club and community back to being the gem that Indian Wells has always cherished. — Al Castro, CCM Chief Executive & General Manager ” “ capacity as soon as they’ve been introduced, and pickleball has seen a resurgence that has included ample enjoyment of the Pavilion’s F&B offerings. The revitalized clubhouse, which sits at the halfway point of Desert Horizons’ 18-hole golf course, has also seen more golfers stop to enjoy its dining and bar options before completing their rounds. Perhaps the best measure of the project’s success, though, is what Castro keeps hearing from Desert Horizons members. “The comment I’ve heard the most is that ‘I knew it would be nice, but it’s even above what I expected,’” he says. “[The project] was a labor of love and passion to bring the club and community back into relevance,” Castro adds. “We’re thrilled with how this renovation has brought us back to being the gem that Indian Wells has always cherished.” 8 The McMahon Report® 8 The McMahon Report®
Nominations Are Open for the 2025 Excellence in Club Management® Awards! The ECM Awards honor managers who are nominated by their Board Presidents to recognize their achievements at their current clubs. A Selection Committee comprised of a peer group of leading club managers conducts the judging. There are four award categories for General Managers, based on club size and type, including an award for a Canadian manager. There is also an additional “Rising Star” award for assistant managers, and in some years a Lifetime Achievement Award is also presented to a retired manager. More information on the ECM Awards and on how to nominate candidates for the 2025 Awards can be found at clubmanageraward.com. The deadline for nominations is March 21, 2025. If you have questions about or need assistance with the nominating process, please contact Alison McMahon at amcmahon@mcmahongroup.com. The 2025 Awards Dinner and Gala will be held on Sunday, April 27, 2025 at the University Club of New York during the 2025 National Club Association Conference. As always we thank our dinner sponsors for their continued support, Kopplin Kuebler &Wallace. Selection Committee Joseph Krenn, ECM, CCM, CCE, Chairman Farmington Country Club Robert Crifasi, ECM, CCM New Orleans Country Club Steve Cummings, CCM, CCE, ECM The Harvard Club of Boston John Dorman, ECM, CCM The University Club of New York Adam Fannon Bel Air Country Club Peter Holt, ECM Lambton Golf & Country Club Brandon Johnson, CCM, ECM Farmington Country Club M. Kent Johnson, CCM, ECM Baltimore Country Club Patrick King, ECM, CCM, CCE Army Navy Country Club Kristen LaCount, CCM, ECM The Country Club Jeffrey McFadden, ECM, CCM, CCE The Union League of Philadelphia Trevor Noonan, ECM, CCM, CCE Toronto Club Robert Sereci, CCM, ECM Colleton River Club Anne Stryhn, ECM, CCM The Country Club of Virginia Crystal Thomas, MCM, ECM, CHE, CAE CMAA Golden State Chapter Chairmen Emeritus Kevin Carroll, ECM, CCM, CCE David Chag, CCM, ECM Phil Kiester, ECM, CCM The Country Club of Virginia Jeffrey Kreafle Congressional Country Club Kevin Vitale, CCM Baltusrol Golf Club David Voorhees, ECM, CCM, CCE We welcome Adam Fannon to the 2025 Excellence in Club Management® Award Committee! A special thanks to Mark Bado, MCM, ECM, CCE, for serving on the committee for the past 8 years. The McMahon Report® 9 ClubManagerAward.com
clubs is undergoing a significant transformation, moving away from formal, traditional settings to more relaxed and diverse options. • Relaxed Dining Experiences: Clubs are introducing more casual dining venues alongside their formal restaurants. This might include bistro-style eateries, quick-casual cafes and coffee shops, or even food truck events on the club grounds. • Farm-to-Table and HealthConscious Menus: There’s an increasing focus on fresh, locally sourced ingredients and healthier menu options. Many clubs are partnering with local farms or even starting their own gardens to provide farmto-table dining experiences. • Diverse Culinary Offerings: Modern clubs are expanding their menus to include a wider range of cuisines and dietary options, catering to various tastes and nutritional needs. Year-Round Engagement Private clubs are no longer just seasonal destinations. They’re working to keep members engaged throughout the year, regardless of weather conditions. • Expanded Off-Season T he best quote on the contemporary country club experience is attributed to legendary country club developer Bill Bone. Here’s his take on the industry: “Club members are looking for a casual, familyfriendly, fun and wellness-driven experience, in addition to great golf.” What a great summary of all the many changes that have taken place in the post-COVID industry. If you want your club to excel in the environment described by Mr. Bone, focus on these three key trends: multigenerational appeal, casual dining options, and year-round engagement. Multigenerational Appeal Today’s clubs are increasingly focusing on creating environments that cater to members of all ages. This shift recognizes the importance of family dynamics and the desire for shared experiences across generations. • Diverse Amenities and Programs: Clubs are expanding their offerings to include activities and facilities that appeal to different age groups. This might include everything from youth sports and camps and children’s activity rooms to adult fitness classes and senior social events. • Family-Friendly Environments: There’s a growing emphasis on creating spaces and atmospheres that welcome families. This could involve family-oriented events, kid-friendly areas within the club, or multigenerational activities that bring different age groups together. Casual Dining Options The dining experience at private by Frank Vain - Chairman Programming: Clubs are developing creative programs and events to attract members during traditionally slower periods. This might include winter sports activities, indoor workshops, or holiday-themed events. • Indoor and All-Weather Facilities: To extend usage beyond fair-weather months, clubs are investing in indoor and all-weather facilities. This could include indoor tennis and pickleball courts, golf simulators, year-round pools, or multipurpose event spaces. • Diverse Activity Offerings: By providing a wide range of activities that aren’t weatherdependent, clubs ensure that members have reasons to visit year-round. This might include fitness centers, spa services, educational programs, or social clubs within the club. As private clubs continue to evolve, these trends highlight a shift towards more inclusive, flexible, and engaging environments. By adapting to the changing needs of their members, modern clubs are positioning themselves as year-round destinations for multiple generations, offering diverse experiences that go beyond traditional club offerings. 10 The McMahon Report® 10 The McMahon Report® Trends and the Modern Country Club CLUB SUCCESS
Appreciating the Spotlight The Summer 2024 issue of Club Trends, “Futurecasting Facilities,” included an article on “Elevating the Director of Facilities Role” that generated these comments from Franco Sciotto, Facilities Manager of Aronimink Golf Club in Newtown Square, PA: “I was impressed and excited to see the focus on facilities and the ‘behind the scenes’ view of what happens with [clubs’] facilities teams, and just how important this role is to clubs. In over 20 years at Aronimink, I’ve seen a number of changes and how facilities [management] has come a long way. “There is so much more involved with the position and clubs have begun to change their mindset surrounding facilities and their teams—it’s almost as if there’s an awakening as to what we do, the knowledge we possess, and the heart and soul that we put into our roles, the club and the members. The facilities at our clubs must adapt to the modern era, and nowwe see that facilities must change to enhance the membership experience. Thank you for such a great article.” Club Trends is a quarterly publication produced by McMahon Group in partnership with the National Club Association. For a copy of the Summer 2024 issue and subscription information, contact Alison McMahon at amcmahon@mcmahongroup.com Capital Improvements Symposium McMahon Group’s Founder and Director of Special Projects, Bill McMahon, Sr. AIA, OAA, joined with Mike Cottick, Project Director of Bulley & Andrews, one of Chicago’s oldest general contractors, for a presentation on “Construction Scheduling and Project Controls” at the inaugural Capital Improvements Symposium held by the Club Management Association of America at The Chicago Club in Chicago, IL, August 4-6. McMahon Group was a sponsoring partner with RSM, a provider of assurance, tax and consulting services, for the Symposium, which was attended by club management professionals from around the country to learn about what is involved with completing a successful facilities project, renovation or deconstruction. Attendees also received a new Capital Improvements Handbook produced by CMAA for the Symposium that is now being made available to all CMAA members. McMahon’s Marketing & Creative Director, Bryan Beckmann, and Graphic Designer April Huber provided design and production support for the Handbook. Excellence in Club Management® Lifetime Achievement Award John Fornaro of BoardRoom Magazine received the Lifetime Achievement Award from Bill McMahon, Sr. at Arizona Country Club on October 8th. In over its 28-year history, this is only the 7th time that the Lifetime Achievement Award has been given out. Congrats John!! We note with regret the recent passing of Lee Smith, the longtime General Manager of Forsyth Country Club in Winston-Salem, North Carolina. Lee was a true hospitality professional. Over the years, he led a transformation of Forsyth, balancing the club’s rich history and traditions with modern amenities and programs. He served as a mentor to many club professionals and generously gave his time to CMAA and other worthy causes. Lee passed while hiking in the Grand Canyon, doing something he loved in one of his favorite places. We extend our sympathies to his wife Marianne and family. The McMahon Report® 11
BoardRoom magazine’s industry peers and experts reviewed and selected McMahon Group as one of the outstanding suppliers and consultants, representing various aspects of course and club operations. Winners, each year, are selected for overall excellence in their respective fields, achievements, innovation, vision for future growth and continued impact on private club operations. BoardRoom Magazine 2023 Strategic Planning & Member Survey Firm of the Year! 12 Years in a Row! T H E S O U R C E F O R P R I V A T E C L U B E X C E L L E N C E™ M C M A H O N G R O U P We Can Help Make Your Club Successful Click to download our brochures today! OVER 2000 CLUBS SERVED $3.5 BILLION RAI SED Scan to view all of our online brochures 40+ I N BUSI NESS YEARS
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