Why a Facility Master Plan is So Critical to Club Success
A major challenge for clubs today is the significant cost of providing and continually updating facilities. Millions of dollars are required to build, maintain and operate today’s clubs—and then every seven to ten years, major additions and upgrades are needed to address new offerings that are needed to stay competitive, not only with other nearby private clubs, but with emerging commercial clubs like Life Time Fitness as well.
Successful clubs today need a Facility Master Plan to guide their future improvements. But most clubs today don’t really have meaningful master plans. That’s a risky way to operate, if they want to stay relevant in our ever-changing club world.
Over and over again, clubs generally plan and build projects for today with no real understanding of future facility needs or costs. Most clubs ask us, with our facility expertise, to develop the framework of a Facility Master Plan, but then quickly abandon it when they actually build the golf course or clubhouse project that the Board wants now.
Without a Master Plan identifying and prioritizing future projects, initial projects get built in ways that limit future project expansions. Take, for example, the numerous club innovations we’ve seen over the past few years, especially with the surge in clubs’ popularity following the pandemic. That’s spurred the growth of wellness/fitness, pickleball, changes in dining styles (both indoor and outdoor), swimming pool offerings, staff facilities, year-round adult recreation like golf simulators with member lounges, golf practice areas, improved kitchens with expanded dining areas, refocused club party rooms—the list goes on and on.
Effective master planning can make it possible for all of these innovations to come on stream in a way that helps to improve future club facilities and lower future costs at the same time. But that hasn’t always been the case. Clubs need to think ahead to get ahead, and visionary facility master planning is needed to do this.
As your club seeks to improve and enhance its facilities, be sure you have a good Master Plan that guides your future improvements. Innovative and visionary master planning lets a club plan ahead and allows for future expansion in ways that save money. It prepares the membership for funding future projects on feasible time schedules—which is always a major challenge—by showing how future projects can be programmed, and by utilizing and extending phase-one payment plans to build phase-two and -three projects with little member resistance.
To properly plan for your club’s future, be sure to begin your facility improvements with a good Master Plan.
About Christian W. Coulter, CCM, ECM
Chris joined The McMahon Group after 35 years in private club management, spanning 2 continents and 2 islands. Chris provides consulting services for strategic planning, membership surveys, facility improvement programs, and general consulting expertise on club needs. In addition, Chris also provides specialty consulting in operations, buyouts, capital fundraising, facility conditions and membership.
Prior to joining The McMahon Group, Chris served as the CEO of The Westmoor Club, Nantucket – a Platinum club. Prior, Chris served 20 seasons as the General Manager of Bald Peak Colony Club, a seasonal private club on the shores of Lake Winnipesaukee in the lakes region of New Hampshire. Prior to that, he held senior management positions with St. Francis Yacht Club in San Francisco – the largest yacht club in the world, Boodles of London – one of the oldest and most established city clubs, and the Harvard Club of Boston – a Platinum alumni club.
Chris earned his Bachelor of Science degree from the Cornell School of Hotel Administration, earned his CCM designation in 1999, was awarded the ECM designation in 2001. He is an active contributor and prominent leader in the industry having served on the CMAA New England Chapter Board and multiple CMAA National Committees. Chris was selected as a CMAA Fellow in 2020.
Chris is married to his college sweetheart and best friend, Jennifer, and together they have 3 daughters, Sarah, Hannah and Abby. When not working, Chris enjoys the outdoors in New Hampshire and producing boutique maple syrup, as well as rooting on his beloved Red Sox and Patriots.

