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™ OCTOBER 2025 McMahon Report® THE 3The Capital Deficit: A Critical Challenge for Private Clubs 4Keeping Pace With The Times - Hillwood Country Club 13 10 The Foundation of Year-Round Private Club Engagement 8Why the Clubhouse of the Future Must be Multi-Generational The Clubhouse: A Critical Foundation for Successful Private Country Clubs 9Inflation Pressures on Clubhouse Construction Projects in 2025 The Heart Of A Club Is Its Bar Bel-Air Country Club
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.mcmahoncommunity.com WHATWE OFFER • Strategic Planning and Implementation • Facility Planning and Funding Programs • Membership Surveys and Research • Existing Facilities Condition Analysis • HOA Community Consulting • McMahon Quality Index™ Rating Program $3.5 BILLION RAI SED CONNECT WITH US ONLINE FOR VIDEOS, BROCHURES AND EVEN MORE UP TO DATE CLUB INFORMATION! FROM THE CHAIRMAN 40+ I N BUSI NESS YEARS Dear Club Leaders, The private-club industry stands at a remarkable crossroads. While nearly half of member-owned country clubs maintain waiting lists—double the historical norm— and membership levels soar to heights not seen in twenty-five years, club leaders face unprecedented challenges that demand strategic thinking and bold action. This paradox of prosperity, paired with pressing concerns, defines the landscape that today's private clubs must navigate to secure their future success. Welcome to the October 2025 edition of The McMahon Report®, where we examine the critical issues shaping the private-club industry and provide actionable insights for club leaders committed to excellence. Drawing from McMahon Group's four decades of experience serving over 2,000 clubs worldwide, this edition tackles the most pressing concerns facing club leadership today while highlighting innovative solutions and success stories from forward-thinking clubs. At the heart of our analysis lies a sobering reality: the capital deficit. Many clubs accumulated substantial facility-maintenance backlogs during the challenging years of 2009-2019, creating a gap that threatens their ability to remain competitive in today's thriving market. While operational funding through dues and incremental revenue addresses day-to-day needs, the more critical challenge involves generating the capital necessary to maintain facilities that match club brands and fund the aspirational projects that attract newmembers. This edition explores how successful clubs are addressing these challenges through comprehensive approaches that go far beyond simple facility upgrades. From Hillwood Country Club's transformative $28 million capital improvement program that achieved 87% member approval, to the evolving requirements for multi-generational clubhouse design that serves Silent Generation retirees alongside Gen Z children, we examine how clubs are re-imagining their physical spaces and operational strategies. We also confront the practical realities of 2025's construction climate, where inflation pressures continue to strain project budgets, and explore why the clubhouse bar—often overlooked—represents the true heart of club community-building. Additionally, we examine the foundation of year-round engagement strategies that transform traditional golf-centric models into comprehensive lifestyle destinations. The clubs that thrive in today's environment understand that success requires more than excellent recreational facilities. They recognize that strategic planning, member-focused decision-making, and comprehensive facility master planning create the foundation for sustained growth and relevance in an increasingly competitive marketplace. Sincerely, Frank Vain McMahon Group Chairman 2 The McMahon Report® Florida | Illinois | Missouri | NewHampshire | North Carolina | South Carolina For more information or to schedule a First Impressions Visit, please contact Alison McMahon at amcmahon@mcmahongroup.com. *Cover photo credit to Bel-Air Country Club, Los Angeles, CA
P R I V A T E C L U B P L A N N E R S & C O N S U Grosse Pointe Shores, Michigan GROSSE POINTE YACHT CLUB POTENTIAL IMPROVEMENT PLAN for Locker Entry Dn Dn Renovate Dining 2,600 s.f. Club Bar & Dining Update Floor Free Access for Barrier Vest. Alcove 650 s.f. Dn Ramp Up RR 100 s.f. RR 100 s.f. Pool Entry Gate Pool Check-in Stairs Up to Snackbar Window Locker Entry Pool Entry Elevator Up Harborside Dining (See Sht. 4) Service Area Covered at Dock Level Above Harborside Entry & Fire Pit Deck 2,000 s.f. Outdoor Lounge Harbor Master Stairs Up to Remove 3 3 Steps Down Steps Up. Add of Kitche Extents Above Dn Folding Doors (TYP.) Legend Dn Dn Dn Dn Dn Dn Dn Up Dn Dn Dn Up Elev. Pass. Elev. Service Dn Up Rotunda 805 s.f. Dn Fireplace Bar Dn Up Dn Up Dn Freezer Office Chef's Freezer Storage Phone Kitchen 3,180 s.f. Bowling Below Alleys Men's Room 755 s.f. Locker Women's Room 710 s.f. Locker Room 1,380 s.f. Spinnaker Storage 265 s.f. Equipment Storage 445 s.f. Equipment Reception 105 s.f. Restroom 215 s.f. Men's Restroom 245 s.f. Women's Coach 80 s.f. Swim Laundry 60 s.f. 35 s.f. Mech. 235 s.f. Mech. 45 s.f. Elev. Room ~1,000 s.f. Fitness Mech. 65 s.f. Area 275 s.f. Serving Storage 295 s.f. 45 s.f. Vest. 165 s.f. Coats 190 s.f. Lobby 870 s.f. Dn Dn Dn Water History Corridor Up Dn Ramp Dn Ramp Dn Dn Shop 420 s.f. Grog Room 305 s.f. Mechanical Ramp Up Dn Pool Existing Ramp Down Lawn Fuel Tank Existing Location by Frank Vain Chairman The Capital Deficit: A Critical Challenge for Private Clubs The McMahon Report® 3 obligatory maintenance and aspirational improvements. The Time Is Now Clubs must tackle this challenge while they're internally strong and the market values their offerings. If not now, when? Success begins with recognizing the problem and studying solutions, starting with a capital-reserve study to quantify asset conditions and determine annual funding requirements for campus maintenance. While existing members—who create the wear and tear—increasingly fund replacement through capital dues/fees, these are rarely sufficient to address aspirational improvements. Newmembers don't join for mundane necessities like roofs or kitchen equipment. P rivate club leaders and members naturally gravitate toward discussions about dues levels—and rightfully so, as this remains an important business and marketing metric. However, while dues and incremental revenue fund day-today operations and member experiences, the more impactful number demanding leadership attention is capital generation. These are the dollars that maintain facilities to match your club's brand and fund aspirational projects that enhance member experiences and attract newmembers. The Industry's Paradox Today's club industry presents a fascinating paradox. Nearly half of member-owned country clubs maintain waiting lists—double the historical norm. Even clubs without waiting lists enjoy higher membership levels and activity than seen in twenty-five years. The demographic winds are favorable, too, with millions of Millennials entering their forties, the prime age for club membership. Despite these positive indicators, many clubs face a substantial capital deficit accumulated during the challenging years of 2009-2019. This gap won't disappear overnight but requires strategic planning focused on protecting, preserving, and growing assets through comprehensive capital planning that addresses both They're attracted by relevant offerings: exceptional golf practice facilities, contemporary dining venues, resort-like pools, or state-of-the-art fitness centers. The Path Forward Club leaders must understand their capital requirements, establish defined revenue sources for facility maintenance, and develop comprehensive master plans leading to high-priority improvements. The goal is to create a vibrant, relevant club experience that serves current members while positioning the club for continued growth. The capital deficit represents both a challenge and an opportunity. Clubs that address it strategically will emerge stronger, more relevant, and better positioned for the future. GROSSE POINT YACHT CLUB
Hillwood Country Club By Chris Coulter, CCM, ECM - Vice President of Club Consulting Master-planning and capital-improvement projects for comprehensive facility upgrades will ensure that Hillwood Country Club stays in step with Nashville’s rapid growth for years to come. Nashville, Tenn. sits atop the list of American cities experiencing explosive growth that shows no sign of subsiding. The post-pandemic population expansion of Nashville’s metropolitan area from 2020 to 2024 measured 6.4%, more than double the rate for the U.S. overall. Projections for a 28% increase of Nashville’s current population by 2040, and of 56% by 2060, promise to continue the rapid ascent of “Music City” up the rankings of the country’s largest and most active municipalities. Hillwood Country Club (HCC) has been an integral part of Nashville’s social and recreational fabric since its founding in 1953. Through the years, it has made its mark with progressive and proactive improvements to its facilities, which are spread over two distinctive campuses within the city, to provide appealing experiences for an evolving membership. From its earliest days, Hillwood has maintained a reputation for offering one of the largest private-club tennis programs in the South. Its golf course, originally designed by Dick Wilson, underwent two renovations by Bruce Hepner of Renaissance Golf in 2003 and 2011. A 22,000-sq. ft. Fitness Center was opened in 2011 to immediate acclaim as one of the largest and most impressive stand-alone private-club fitness facilities in the country. And a clubhouse renovation in 2018-19 upgraded the club’s primary dining spaces. As its membership swelled after the pandemic, however, Hillwood’s leadership saw the need to take further steps to align all of its facilities so it could continue to provide the offerings that would keep it competitive in the fast-growing Nashville market. Survey input and other direct feedback had revealed how the lifestyles and demographics of its membership (which has now grown to 600 golfing members and 1,043 total across two campuses) were changing to shape a much wider variety of ways that members wanted to use the club. Full Team Effort To ensure that Hillwood could continue to provide the proper opportunities and value for everyone in its more diversified member community, while also remaining good stewards of its assets, HCC’s Board of Directors, Finance and Planning Committees, and operational subcommittees for Golf, Tennis, Pool/Fitness and 4 The McMahon Report® Keeping Pace With the Times
Social/ Dining worked in conjunction with outside consultants and contractors, including the McMahon Group, to plan capital-improvement projects that would touch a variety of operating areas and ensure continued relevance and satisfaction for both current and future generations. As those projects progressed through various stages of development, the club’s leadership then decided to blaze a bold path. “We recognized there could be great advantages and value from undertaking all of the projects together as a holistic bundle, rather than as a series of mini-projects,” says Todd Heifner, CCM, PGA, Hillwood’s General Manager/COO. The wheels were then set in motion to develop and present a comprehensive Capital Improvement Plan to the membership that encompassed proposed major improvements to HCC’s golf course, tennis facility, pool Canteen and bar, clubhouse and other parts of the property. McMahon Group assisted Hillwood with developing informational presentations and communication materials, and conducting member surveys, to help determine which projects the membership would most want to support for inclusion in the final iteration of the Plan. Through this process, eight potential projects with a projected cost of $45 million were refined into a $28 million Plan for improvements in five areas (see full details in “Projects Overview” box, pg. 6) that reflected the priorities members expressed through their survey responses and other feedback. In this way, Heifner says, a true members’ plan was created; for example, while the improvement of the property’s perimeter fencing and landscaping was not thought to be high on the membership’s radar, it emerged through survey responses as the highest-scoring priority. Because such care was taken to engage members and prioritize their desires, when the final Plan, which would be financed in part by a member assessment and an increase in capital dues, was presented for approval, it passed with 87% affirmation. “The most exciting part of this project is that it truly impacted all areas that our membership cares about—there was something for everyone, which is part of why it got all of the support that was needed,” says Cameron Wells, Hillwood’s Club President in 2024 and one of three Presidents who helped lead the process seamlessly from development through implementation. Immediate Results Once the various projects in the Capital Improvement Plan had been completed, it didn’t take very long to see further evidence of the Hillwood membership’s endorsement of all that had been done. Heifner cites these highlights in describing the impact that has already been seen in each area: Food & Beverage—"The impact of our campus renovation is most visible in the F&B performance,” Heifner says, providing these details: • 32,318 covers served in the All Seasons Restaurant & Bar’s first season. • Corresponding F&B revenue rose by 88%. • Through May 2025, total club-wide F&B covers increased 46% compared to the same period in 2024. “These gains reflect the success of linking our amenity upgrades—from golf to racquets—with improved hospitality offerings,” Heifner notes. The McMahon Report® 5
Member Satisfaction & Dining Enhancements—Hillwood’s new All Seasons Restaurant & Bar officially opened on Memorial Day Weekend of 2024 and was met with great enthusiasm by the membership, Heifner reports. By the conclusion of the pool season (Labor Day), it achieved an impressive 4.5 out of 5 in overall member satisfaction, he adds. “This new indoor/outdoor venue has provided a yearround, casual ‘al fresco’ dining destination and become a central social hub,” Heifner says. “Its presence has driven a notable increase in casual-dining usage, enhanced the overall member experience, and strengthened community engagement.” Golf Activity—The fully renovated golf course has led to sustained increases in member play, Heifner reports, as reflected by a 7.7% increase in rounds through July, as compared to 2023, that has the club on pace to reach 30,000 total rounds in 2025. “The improved playability, aesthetics, and course conditions have directly influenced member participation and engagement,” Heifner says. Racquets Center Success—The new Racquets Center celebrated its grand opening on March 28, 2025, with over 500 members in attendance at a festive, street fair-style event. Just a fewmonths in, it had already delivered these impressive growth statistics: Usage Growth (April–May): • Tennis Court Hours: 4,746 in 2025 vs. 3,386 in 2024 (+140%) • Pickleball Court Hours: 2,036 in 2025 vs. 630 in 2024 (+323%) Programming & Retail Growth: • Pickleball Clinics (June comparison): +366% • Tennis Clinics Offered Per Week: +100% • New Programs: 9 Pickleball Open Plays added weekly Revenue Increases (2023 vs. 2025): • Men’s Apparel: +898% • Women’s Apparel: +681% • Lessons/Clinics: +129% • Equipment Sales: +346% “These metrics demonstrate the extraordinary response to the new Racquets Center and its programming diversity,” Heifner says. Comfort Station Innovation & Self-Pour Beverage Revenue—In October 2024, Hillwood’s renovated golf course reopened with newly constructed Comfort Stations (see photo, pg. 5) equipped with Pour My Beer self-pour units. The Racquets Center now features both Pour My Beer and Enomatic self-pour wine dispensers for post-play refreshments and spectating enjoyment. 6 The McMahon Report® Projects Overview Hillwood CC Capital Improvement Plan North Campus Reconstruction ($14.1 million) • Original tennis complex fully demolished and replaced with 4,500-sq. ft., state-ofthe-art Racquets Center with spacious men’s and women’s locker rooms, fullservice racquets shop, private-event space and vibrant players’ lounge and patio with views of seven newly built HydroGrid clay courts • North Campus now also features four dedicated pickleball courts and new tennis hardcourt with their own spectator pavilion Golf Course and Amenities Improvements ($8.1 million) • Conversion of all putting surfaces to TifEagle bermudagrass and 65 acres of tees, fairways, surrounds and roughs to TifTuf bermudagrass • Practice-range expansion • Construction of two on-course comfort stations • New arrival pavilion connecting racquets complex and main clubhouse, alongside a refreshed golf cart staging area and firsttee experience Pool Complex Improvements • Addition of $4.3 million resort-style, poolside casual-dining outlet • Complete renovation of adjacent pool deck Perimeter Fencing and Landscaping Improvements • $1.5 million beautification of perimeter corridors (see photo, pg. 7) elevating the overall aesthetic and experience throughout the campus grounds Technology Enhancement • New HCC Member Experience App launched to elevate member convenience, personalization and satisfaction
The McMahon Report® 7 Combined, these self-service technologies have generated over $30,000 in additional beer and wine revenue since their launch, Heifner reports, with no additional labor cost. Technology & Member Experience Enhancements—To complement the physical improvements made through the Capital Improvement Plan, Hillwood also launched a new HCC Member Experience App in partnership with Pacesetter Technology. Key features of the app include: • Targeted push notifications, chat feature, and geotracking • Mobile keys for access control • Beer & Wine Card integration for self-pour • Mobile ordering and chairside service at the pool • Real-time course and court conditions • Event registration and survey capabilities • Booking for courts, lessons, red-light therapy, massage, personal training and mahjong “These tools have significantly elevated member convenience, personalization, and satisfaction,” says Heifner. Still More to Come Collectively, the results seen to date have already served to validate successful delivery of a renovation that “represents our commitment to offering world-class amenities to our members,” says Heifner. “We didn’t just renovate—we reimagined what Hillwood can be for the next generation, and we are proud to unveil a campus that combines tradition with forward-thinking design.” Adds Mike Ryan, Hillwood’s current Club President: "This project has been years in the making, embodying the vision, insights, and dedication of countless individuals who are deeply invested in the future of Hillwood. Seeing it come to life is immensely rewarding. We take great pride in providing our members with an unparalleled experience here in Nashville.” Tee McCarley, Hillwood’s President in 2023, graciously credits McMahon Group’s contribution to the club’s success through its role in “guiding our Board through the process of properly packaging and presenting the projects in a Town Hall setting, and then soliciting feedback and opinions from the entire membership. “Using the survey data that McMahon collected gave us the assurance to refine our Capital Improvement Plan and financing into a package that we knew our members would support,” McCarley adds. “They helped us create confidence, buy-in and engagement among our entire membership.” Even amid the euphoria Hillwood is currently enjoying as a result of its successful North Campus renovation, however, the club does not plan to rest on its most recent laurels. Consideration is now underway for surveying the membership for input and ideas in advance of the possible development of a Master Plan for Whitworth, Hillwood’s other campus in Nashville that also features an indoor tennis facility. Concepts have also been developed for a full clubhouse renovation in the future. “We didn’t just renovate—we reimagined what Hillwood can be for the next generation, to unveil a campus that combines tradition with forward-thinking design.” — Todd Heifner, CCM, PGA, General Manager/COO
T he clubhouse has always been the emotional heart of a private club—where members gather, celebrate, relax, and connect. As clubs look to invest in the next generation of their facilities, one truth has become increasingly clear: The clubhouse of the future must serve multiple generations at once, or risk becoming irrelevant to the very members it hopes to attract. Today’s private clubs are no longer dominated by a single generation. The modern membership includes Silent Generation retirees, active Baby Boomers, career-focused Gen Xers, Millennial parents, and even Gen Z children. Each group brings distinct expectations for how they use the club and what they value in the clubhouse environment. Facilities built solely around formal dining or adult-only lounges no longer reflect the evolving needs of today’s families. Instead, clubs must plan for flexibility and purposeful diversity of space. by David Dew, CCM, CCE Vice President of Consulting CLUB TRENDS Why the Clubhouse of the Future Must be Multi-Generational 8 The McMahon Report® Multi-generational design goes far beyond simply adding a children’s room. It means creating a range of spaces that meet the needs of different age groups while encouraging shared experiences. Family-friendly “kid zones” adjacent to dining areas allow children to play safely while parents enjoy a relaxed meal. Casual family-dining spaces promote multi-generational meals together. Coffee lounges with Wi-Fi, soft seating, and work nooks offer daytime utility for remote workers, casual meetings, and social drop-ins. Meanwhile, indoor golf or gaming simulators are becoming popular year-round gathering spots—welcoming teens, parents, and grandparents alike to enjoy friendly, intergenerational competition in an informal setting. This evolution requires intentionality. At McMahon Group, we’ve seen successful clubs approach clubhouse reinvestment through a generational lens—often guided by survey insights and usage data. The clubs that thrive long-term are those that understand their members not just by age, but by lifestyle, interests, and expectations for how they engage with their club community. As clubs navigate Facility Master Planning, they must ask: Does our clubhouse reflect the future we want to build—or is it rooted in a past that only serves a fraction of our membership? A clubhouse designed for a previous generation may no longer meet the expectations of today’s diverse membership. If core spaces are formal, adult-only, or underutilized during the week, they likely fall short of supporting broader engagement. Planning for the future means designing spaces that encourage daily use across all ages. Facility Master Plans that embrace this diversity keep clubs relevant, vibrant, and fully utilized—not just on weekends, but every day. Designing for one generation limits your club’s future. Designing for many ensures it.
by Christian Clerc, AIA - VP of Club Consulting 9 The McMahon Report® FACI L ITY PLANNING Inflation Pressures on Clubhouse Construction Projects in 2025 The McMahon Report® 9 or complete clubhouse rebuilds, these inflation rates translate into meaningful budget increases. A $2 million clubhouse renovation budgeted in 2024 now requires an additional $80,000-$140,000 to account for 2025 cost increases alone. Before the project starts it would eat half its contingency budget, which is critical when working in existing buildings. Labor remains the largest driver of increased costs. Skilled trades shortages continue to push wages higher, with some markets seeing even steeper increases than the national average. Strategic Responses – Master Plans are More Critical NowThan Ever Clubs are responding to these pressures through several approaches. Many are building larger contingencies into their budgets to account for unexpected cost escalations during construction. Others are accelerating their timelines, recognizing that delaying projects only increases costs. Construction-cost growth has been nearly flat in recent quarters, P rivate clubs planning clubhouse renovations and expansions face a challenging construction-cost environment in 2025. While inflation has moderated from pandemic peaks, rising material and labor costs continue to strain project budgets, forcing clubs to reconsider their capital-improvement strategies. The Numbers Tell the Story Construction costs are still climbing faster than regular inflation, with RSMeans Data showing labor wages up 4.1% over the past year. Material costs rose 3.1%—better than the 8.7% spike we saw in 2024, but still painful for project budgets. This comes as clubs are already stretched thin. Take a look at the restaurant industry, which has been hit particularly hard. Food-awayfrom-home prices rose 6% over the past year, while food at home increased just 2.4%. This creates a gap between the two industries, which could make restaurants and club dining seem even more expensive in comparison. The National Restaurant Association reports that in the last five years, food and labor costs for the average restaurant have each gone up 35%, while average menu prices increased 31% between February 2020 and April 2025. Our friends at Club Benchmarking recently published a study showing a 60% increase in the cost of membership at private clubs from 2019, highlighting just howmuch financial pressure clubs are under. Impact on Clubhouse Projects For clubs planning dining-room renovations, fitness center expansions, but the trend leading into 2025 is for slow inflation growth, suggesting that waiting may not provide relief. A well-developed Master Plan allows clubs to sequence projects in ways that maximize efficiency and minimize redundancy. For example, if a club knows it will eventually need to upgrade its HVAC system, it makes financial sense to coordinate that work with dining-room renovations, rather than tearing into the same spaces twice. This kind of strategic coordination can help offset some of the cost pressures. With construction costs showing some stabilization but still trending upward, a Master Plan helps clubs identify which projects are truly urgent versus those that can be strategically delayed without compromising operations or member satisfaction. Looking Ahead The construction inflation environment requires clubs to be strategic about capital projects. While costs continue rising, the pace of increase has slowed compared to recent years. RSMeans Data indicates that material cost volatility is tightening, suggesting some stabilization ahead. The key is transparent communication with membership about the realities of construction inflation and the long-term value of necessary improvements, even at higher costs than previously anticipated. McMahon's experience with understanding members, clubhouse master planning and establishing project development budgets can help club leadership navigate these challenges and strategically sequence projects. Call McMahon today and we can help guide you and your leadership through your next club-facility project!
"The Best Place Where Friendships Are Made And A Clubhouse Becomes A Club" E very club has a primary reason why it exists. Members usually say golf offerings are the most important club activities, but this is closely followed by dining, the clubhouse itself, wellness/fitness facilities and swimming pools. But the best place where a clubhouse becomes a club, and where members become friends, is in the bar. This is where clubs can achieve their maximum success. CLUB ARCHITECTURE The Heart of a Club Is Its Bar 10 The McMahon Report® Each club needs to have not just one main bar, but special-purpose bars targeting basic member-use groups. For example, the golf-focused club may need a golfer’s grill bar, a men’s grill bar, possibly a women's bar/lounge, and an outdoor golf pavilion bar. The dining-only-club may need to have three bars: one for the upscale dining area, one for the casual dining area and one for the outdoor dining area. Then the full-service country clubs like The Country Club of Virginia may have many subculture activities within the club, and different bars are needed for each special activity like golf, tennis/racquets, swimming pools, upscale dining, casual dining and outdoor dining. Nowwe are not saying go crazy with bars, but you must have more than one. If a club does not try to bring its members together in specialty bars as well as dining, it loses a great opportunity to develop its special inner-club culture to attract and retain members. A great club is not just about having the greatest golf course and excellent recreation. It must promote connectivity among its members. GREAT BARS BUILD GREAT FRIENDSHIPS There is something special about club bars that after one drink, we all become friends. But we also have to have bars that work in achieving a club’s mission (its basic purpose for existing). BOCA WEST COUNTRY CLUB by Glen Selligman, AIA Director of Architecture
At McMahon Group, in our clubhouse master planning and club-improvement programs (with over 2,000 of them), we have some important bar criteria we recommend in strategic and clubhouse planning that we find extremely valuable in driving clubhouse success. THE BAR RECOMMENDATIONS 1. Club bars should be given prime clubhouse locations for outdoor views and good access to outdoor patios/pavilions. They should be designed to match related clubhouse décor areas like the locations near golf-use areas, near locker rooms, places where golfers finish a round, etc. 2. Consider size and design characteristics for bars primarily focused on clubhouse dining. These can include: • Avoid having bars where members have to look at an inside blank wall; • A three-quarter screen wall is often needed to separate the barstool area from members' a la carte dining tables; • Center-room bars in oblong, island designs encourage maximum member interaction and fun conversations. 3. Attractive outdoor covered bars are the perfect complement to the popularity of outdoor dining. 4. Bars serving swimming pools can have covered tiki huts to make pools more enjoyable for adults. 5. Bars in upscale dining areas, as well as prefunction ballroom bar service, can encourage more member usage. 6. Adding fun game-room bars with casual food offerings for year-round cards/simulator/ wellness/fitness facilities can create lifestyle centers for all family members. But remember, club bars are more than just physical spaces in the clubhouse. They need the interesting, conversationalist bartender with drink-mixing skills, value pricing that doesn't scare off members, and coordination with dining programs so they are complementary. Some really fun and interesting bars at clubs and restaurants we see today include: 1. Boca West Country Club 2. Addison Reserve Country Club - Delray Beach, Florida 3. Fort Lauderdale Yacht Club 4. Grey Oaks Country Club – Naples, Florida: Outdoor pavilion bar and grill Today your clubhouse bar offerings are the most dynamic way to improve your clubhouse and activate your membership. Don’t miss this opportunity to enliven your membership as club bars are one of the smallest clubhouse areas, but they offer one of the biggest opportunities for driving club success. The McMahon Report® 11 FORT LAUDERDALE YACHT CLUB GREY OAKS COUNTRY CLUB ADDISON RESERVE COUNTRY CLUB
E very club has facility needs that need to be addressed. The first reaction is always to fix what needs to be fixed now. So many clubs jump into their immediate clubhouse projects, spend several million dollars and then afterwards decide to do a strategic plan to study the club’s facilities for guiding future improvements. This is a waste of money, as it is the backwards way to do it. There is an unnamed club we work for that needed dining-area improvements and a total clubhouse makeover. Their first reaction was to hire an interior designer to completely upgrade all existing dining areas. This $3+ million project addressed immediate décor issues but had no vision for the future. Interestingly enough, the interior upgrade did not even include the kitchen or adding the most popular dining area of all, covered outdoor dining. But it was built. By Bill McMahon Sr,. AIA, OAA - Founder FACI L ITY PLANNING 12 The McMahon Report® Without having a very basic strategic plan for understanding the club’s future growth and its changing member demographics, the expensive renovation without addressing future needs was done. The lesson they learned was, do your strategic planning first to knowwhere the club is going in the future. This avoids spending millions of dollars on knee-jerk reaction projects that are not in sync with the club’s membership needs. CLUB STRATEGIC PLANNING IS SIMPLE TO DO It is recommended that every club-improvement program start with a simple Board and manager refresher strategic plan that helps understand: 1. Who the club serves, 2. What the club provides, 3. What quality level is required, and 4. What makes the club unique. Once the Board and manager answer these four questions, it is easy to determine how to address the most important facility needs in a coordinated and cost-effective way that builds club success. The strategic planning-first approach to construction always assures every clubhouse and grounds project has a definite purpose and allows for future projects to be visualized in a long-range Master Plan. It doesn’t waste millions of dollars in shortsighted projects. No club should be without a strategic plan for guiding its facility projects. Why Facility Planning Must Start With Strategic Planning
FACI L ITY PLANNING By Kevin Morganfield - Club Consultant MEMBERSHIP SURVEYS The Foundation Of Year-Round Private Club Engagement ing bar and grill facilities with all sports simulators creates a powerful social-gathering place that transforms howmembers and families interact and spend their leisure time. Simulators aren’t only for playing Pebble Beach; they also offer multi-generational appeal where you can pitch a baseball or play zombie dodgeball. Many clubs have repurposed existing clubhouse spaces to create active social-gathering areas that can also become premium event spaces, providing year-round revenue opportunities. T he traditional golf-centric model of private country clubs continues to evolve as members increasingly seek comprehensive lifestyle experiences that extend well beyond the fairways. Forward-thinking clubs are recognizing that their long-term viability depends on creating year-round experiences for adults and families. Recent survey data underscores a critical shift in member expectations, revealing that clubhouse amenities such as wellness facilities, diverse dining options, golf and sports simulators, and year-round programming have become essential differentiators in attracting and retaining membership. This is reinforced by the fact that 87% of McMahon Group survey respondents agree that their Club should provide the amenities and facilities to attract the next generation of members. Here are key trends we are seeing; Indoor/Outdoor Dining Spaces – Increased interest in creating year-round dining spaces that feature retractable walls and garage-style doors with heating and cooling elements to ensure member comfort throughout all four seasons. Providing spaces where members have a reason to show up during the winter months will help strengthen the value perception. Golf and Sports Simulators – Golf simulators have evolved far beyond their origins as teaching tools, to become year-round social hubs where members gather to eat, drink and play. CombinFitness/Wellness – Fitness and wellness facilities have undergone a remarkable transformation, evolving from makeshift spaces tucked away in forgotten basement storage rooms to sophisticated, state-ofthe-art wellness destinations. Our experience working with private-club clients reveals a natural progression: Each renovation cycle of fitness-facility improvements builds upon the lessons learned from the previous iteration before clubs achieve that perfect balance of functionality, aesthetics, and member satisfaction. Our member-satisfaction surveys consistently demonstrate that successful fitness programs extend far beyond simply installing the latest equipment. The data reveals three critical elements that drive member engagement and satisfaction: expansive, dedicated stretching, flexibility and recovery areas; structured, diverse programming; and flexible scheduling options that accommodate the demanding lifestyles of busy professionals and families, ensuring that even the most time-constrained members have meaningful opportunities to participate in their club's wellness offerings. These insights, gathered from our extensive survey work with private country-club clients, underscore a fundamental shift in member expectations. Today’s club members don't just expect to use their club during the peak season; rather, they fully expect their 12-month financial commitment should translate to 12 months of meaningful club engagement. The Mcmahon Report® 13 M
McMahon Quality Index™ Program (MQI™) For Recognizing Private Club Excellence The McMahon Group has been surveying private clubs and conducting strategic, financial and facility planning for clubs for over 40 years. Our entire approach to club success is member-focused, working with Boards and managers to continually improve their clubs. The McMahon Quality Index™ is the culmination of being able to provide a club quality rating based on each club’s own members, and not on unknown or outside club experts rating a club they know little about. Based upon our club experience and serving over 2,000 private clubs, we are delivering a club quality index rating system that is real and member-based, not a rating you can buy. Our quality comparison index is compared to member results from hundreds of clubs and is continually growing. McMahon’s Quality Index™ Program rates each club by points earned for club achievement and compares your club's ratings to McMahon's national club database of club survey results - based on McMahon’s 40+ year quality criteria for determining club excellence. The MQI™ generates a McMahon Quality Index™ score, identifies a quality achievement rating category, and we provide a brief strategic analysis of a club’s MQI™ score. THE RECOGNITION FOR PRIVATE CLUB SUCCESS Mc MA H O N Q UA L I T Y I N D E X MA I N D E X™ M Q I™ DIAMOND P LU S BRONZE SILVER GOLD DIAMOND CALL US TODAY TO GET YOUR MCMAHON QUALITY INDEX SCORE!
The McMahon Report® 15 Introducing Notable. The industry’s newest publication. Notable is a monthly publication for General Managers, COOs, and board members of private clubs. It is concise, actionable, and packed with information that is pertinent for effective decision-making in private clubs. Founded by Jackie Carpenter, the former Editor of The Private Club Advisor, Notable includes a variety of relevant topics in a modern format. For more information about this great resource for club executives visit www.clubnotable.com or reach out to: Jackie Carpenter, MS, CCM Founder & Editor-in-Chief Jackie@ClubNotable.com #651-397-0300 MCMAHON IS PROUDLY SERVING THE PRIVATE CLUBS AND HOA’S LISTED BELOW CURRENT CLIENTS Alamance Country Club Altadena Town & Country Club Army Navy Country Club Bald Head Island Club Bald Peak Colony Club Boca Grove Golf & Country Club Canterbury Golf Club Century Country Club Cherokee Country Club Columbine Country Club Conanicut Yacht Club Contessa Condominiums Country Club of Landfall Edina Country Club Egypt Valley Country Club Farm Neck Golf Club Fiddlesticks Country Club Gibson Island Club Golf Club at Palmira Green Island Country Club Grosse Pointe Yacht Club Hudson National Golf Club Hyde Park Golf & Country Club Indian Ridge Country Club Island View Club Jupiter Island Club Keowee Key Lookout Mountain Club Madison Country Club Merion Cricket Club Olympia Fields Country Club Panther Creek Country Club Rockaway River Country Club Scioto Country Club Shenorock Shore Club Snowmass Spring Lake Country Club Sugar Mill Country Club Tamarisk Country Club The Commonwealth Club The Lakes Country Club The Pacific Club (HI) The Villages Golf & Country Club Union Club of Boston Weston Golf & Country Club West Side Tennis Club
T H E S OU R C E F OR P R I V AT E C L U B E X C E L L E NC E™ 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 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. Strategic Planning, Clubhouse Master Planning & Membership Survey Firm of the Year! 13 Years in a Row!
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