Essential Teps: For Uccessful Lubhouse Lanning

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10 s Essential steps for

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10 Essential Steps for Successful Clubhouse Planning
P R I VAT E C L U B P L A N N E R S & C O N S U LTA N T S
TABLE OF CONTENTS
Introduction by
William P. McMahon, Sr., AIA, OAA
Frank J. Vain
Bill P. McMahon, Jr.
Thomas E. Strutz .................................................................................................................. 3
Ten Essential Steps for Successful Clubhouse Planning

1. Membership Input (The Survey) ..................................................................................... 4
2. Planning Committee and Initial Strategic Planning ......................................................... 5
3. Programming & Establishing Design Criteria .................................................................. 6
4. Master Planning the Clubhouse ..................................................................................... 7
5. Understanding Existing Clubhouse Conditions . .............................................................. 8
6. Developing the Clubhouse Improvement Program ........................................................... 9
7. Project Financing ..................................................................................................... 10-11
8. Presentation, Communications and Approval ........................................................... 12-13
9. Selecting the Final Architect/Construction Team ...................................................... 14-15
10. Construction & Occupancy .................................................................................... 16-17
Additional Clubhouse Planning Information

City and Country Clubhouse Case Studies . ........................................................................18-19
The Clubhouse Planning Committee - Who Serves & What It Does ................................20-21
Why Planning Starts with the Planner, not the Architect.......................................................... 22
About McMahon Group - Its History and Services ................................................................ 23
The McMahon Difference in Club Planning
The Best Plan is Achieved!
McMahon Group © Copyright 2009 www.mcmahongroup.com

Introducing
McMahon Group
Club Consultants and Facility Planners
Welcome to the McMahon world of private clubs. We are a private club
consulting firm dedicated to helping Boards and General Managers in William P. McMahon, Sr.,
their quest to make their clubs the best they can be. We provide strategic AIA, OAA
facility planning and problem solving for clubs whether the issues be Chairman
facility, strategic, governing, operational or membership in nature. Often McMahon Group
times, clubs intially think of clubhouse improvements as simply hiring
an architect and starting the building. In reality, successful planning for
private clubs today is a much more involved process utilizing surveys,
strategic planning, facility analysis and excellent communications.
McMahon’s total approach to planning assures that good projects get
designed, approved and built. Frank J. Vain
President
McMahon Group’s principals are architects, financial specialists, McMahon Group
business consultants, market research PhD’s, club Presidents/Board
members and golf course specialists. McMahon Group knows how
to design, present and achieve approval of major clubhouse and golf
projects better than any other firm in the world. This is our goal, and we
constantly strive to serve each club in the best possible way.
McMahon Group has been serving the private club industry since Glen Selligman, AIA
Director of Architecture
1983, primarily with clubs in North America, but also with numerous
McMahon Group
clients in the Caribbean, Asia and Europe. We have worked with over
1,200 private clubs of all types and sizes. For over 800 of these clubs, we
developed capital improvement projects for clubhouses and golf courses
that on a combined basis exceeds 1.2 billion dollars in cost.
At McMahon Group, we thrive on clubhouse planning as we create

each project to be indigenous to its location and respectful of each Thomas E. Strutz
club’s architectural traditions. The right clubhouse is essential for each Senior Vice President
club’s success, and it is a major opportunity for maintaining a full McMahon Group
membership.
At McMahon, we are dedicated to helping each Board and General

Manager to achieve their club’s goals. We have a clubhouse planning
process that gets results. Please call us if we can help your club in any
way.
Bill P. McMahon, Jr.
Very truly yours, Vice President
McMahon Group
McMahon Group

1
S T E P
O N E
Membership
Input (The Survey)
Starting Off on the Right Foot
By involving members, the need to improve club facilities
is often apparent to a club’s leadership. However, it is also
important that the members themselves have input on
improving facilities, whether they be the clubhouse, golf
course, swimming pool or infrastructure concerns. It is the
responsibility of the club’s leadership to educate the members
about facility issues before springing big projects with big
assessments on them.
Clubs that truly understand their mission (purpose)

know their clubhouse is critical for success.
The McMahon Membership Survey

The first step in addressing
facility issues is to involve Many times the survey will also uncover other controversial
the entire membership in issues such as golf course concerns, membership issues,
an objective test of facility dining quality issues or personnel issues. Problems
satisfaction. This is achieved uncovered on such topics must be addressed before a
by conducting a series of successful club improvement program can be proposed
initial focus groups to learn to the members.
about various issues. The
survey questionnaire should Ready for Planning
be developed and administered With survey results in hand, the club’s leadership knows the
to all members and spouses importance of specific improvements and the willingness
with special emphasis on of members to pay for them. It is then time to start the
satisfaction with existing planning.
facilities, the relative importance of potential improvements
and the willingness of members to pay additional funds for
these improvements. The most effective club surveys should
be performed by outside club experts who understand facilities
and who can report the results in an objective, honest and
constructive manner. The survey consulting firm must have
a tangible club and facility background and not simply be
academics who theorize on clubhouse needs.

2
S T E P
T W O
Planning Committee &

Initial Strategic Planning
Starting the Planning
With the membership survey completed, the club’s Board and
General Manager have a sense of the strategic issues facing the club
regarding the club’s mission, the quality level desired, emphasis
on particular activities/facilities, family orientation, membership
and governance. Now a special committee of members is needed
to do the clubhouse planning work with the club planner. The
club’s Board should select the Planning Consultant prior to the
Committee’s formation.
The Planning Committee

Assuming the survey research shows a need to improve the
clubhouse, the second step in Clubhouse Planning starts with
the appointment of a Clubhouse Planning Committee. The
ideal Planning Committee is not a group of members who
are architects, contractors or interior designers. Rather, a good and General Manager. It is critical for the General
Planning Committee is composed of eight members or spouses Manager to be an active participant in the planning.
who are representative of all ages and member groups within the
club, and who are well respected by the membership. In addition, Key Facility Questions
four Board members, the club President, General Manager and Before the Planning Committee starts thinking about
Clubhouse Planner/architectural consultant would be on the space planning and specific clubhouse improvements,
Committee. It is important to note here that only after the project it must understand the club’s mission and its vision for
is approved by the members should the final construction architect the future. Thus, some initial strategic facility planning
and interior designer be selected. The Clubhouse Planner for the should confirm the club’s mission and answer the
project must have extensive clubhouse architectural experience, following questions:
be a consensus builder and also be able to present the plan to the
members. • What club goals can the clubhouse help us achieve?
• What quality level is wanted by the membership?
The Planning Committee’s • Who are the members today, and who will they be
purpose is to develop the in the future?
Clubhouse Master Plan and • What are financial parameters for this planning?
Improvement Project with
assistance from the Club Planner The answers to these types of questions must be
understood before clubhouse programming and
planning begin. With a clear understanding of the club’s
mission and goals and how they relate to the clubhouse,
the Planning Committee is ready to proceed to Step
Three, Programming and Establishing Design Criteria.

3
S T E P
T H R E E
Programming &
Establishing
Design Criteria
With a good understanding of the membership’s wants and the This space program becomes the premise upon which the
manager’s needs for the clubhouse, the Planning Committee clubhouse planning is based. The programming work identifies
and Club Planner define the specific spatial requirements for the future facilities necessary for a ten-to-twenty-year Master
the clubhouse, both in the long-term for the Master Plan Plan window, as well as the highest priority, immediate
and in the short-term for the highest priority clubhouse improvements.
improvements. In preparation for the initial space planning,
the Planning Consultant will have completed an initial review Cost & Financial Feasibility
of the clubhouse facility. This review helps in determining the An important consideration in programming is to understand
feasibility of renovating existing facilities, adding new spaces financing criteria for project funding. Design of a Clubhouse
or possibly considering new additions. Master Plan should not necessarily be limited by budget
considerations. However, the planning group must fully
The Architectural Space Program recognize the club’s financial limitations.
Determining an initial project scope involves such issues

as understanding budget limitations and financing factors;
determining how important it is to attract more members
(especially younger ones), understanding the full or limited
service aspect of the club, etc. Establishing realistic financial
criteria for facility improvements is very important for starting
the facility planning in the right direction, a direction that
assures financial feasibility.
Sample Space Program Chart
The Clubhouse Planning Group develops the clubhouse

architectural space program by identifying shortcomings as
well as crowding conditions within the existing building. A
room-by-room analysis illustrating square feet of all required
clubhouse rooms/spaces is developed.

S T E P
F O U R
Master
Planning the
4
Clubhouse
Now the Real Planning Begins Time to Complete
With the first three steps of clubhouse planning completed, The architectural design work for a Clubhouse Master Plan
the Planning Committee and Club Planner begin the fun part is usually completed over a three to four month period.
of “being architect.” Nothing is as fascinating as being a Frank Upon completion, the plan is presented to the full Board
Lloyd Wright on your own clubhouse project. for review, comments and approval.
Developing an attractive, functional and affordable clubhouse Moving Forward

plan is the ultimate goal. Respecting a club’s architectural The Master Plan allows the club’s leadership to accomplish
heritage, utilizing good natural vistas, having attractive interiors two things:
and environmentally compatible/energy conscious design are
just some of the planning challenges every project faces. 1. A long-range vision for facility improvements is
available to help future Boards;
Purpose 2. The immediate high priority projects can now
The purpose of the master planning step is to plan ahead proceed.
and not just to build what is needed today. This requires the
Planning Committee and Club Planner to have vision. Every The Master Plan saves money by thinking ahead in
clubhouse needs to be properly maintained and updated in the a sound architectural manner, thus avoiding building
context of its own master plan. poorly conceived, knee-jerk reaction projects that waste
considerable club resources.
Drawings & Costs Provided
The master planning process should provide floor and site
layouts to achieve the best architectural solution. The Master
Plan must contain conceptual layouts for the long-range needs
and illustrate how spaces relate to one another. Master Plan
drawings are not construction drawings. Rather, they are
concept drawings that show space relationships, circulation,
corridors, and site characteristics with cost studies. An essential
part of Master Plan development is always the budgeting and
cost analysis for each building and site work component.

5
S T E P
F I V E
Understanding
Existing Clubhouse
Actual Club Photo Conditions
Understanding Clubhouse Conditions Renovation vs. the New Clubhouse Option
Before Proceeding Further The Existing Conditions/Systems Study is especially valuable
With the Master Plan completed, the next step is the when the condition of an existing clubhouse is so poor that a
engineering analysis of the existing building systems. new clubhouse may be required. The study can provide input
on why a new clubhouse might be justified.
While the Club Planner will have done a preliminary building
review prior to master planning, it is now essential to get a The Next Step
much more definitive study from engineers on structural, With the Clubhouse Master Plan completed and the
mechanical, electrical, plumbing, safety and environmental Existing Conditions/Systems Study available, the Clubhouse
systems. Planning Committee is ready to “Finalize a Clubhouse
Improvement Program.”
The Existing Conditions/Systems Study for a clubhouse
renovation project should identify the condition of the
building’s structure (walls, floors, roofs, etc.) and the condition
and useful-life of all building systems. Plumbing/electrical
problems and capacities must be known. The challenges of
adding to an existing building due to zoning and building
code restrictions must be understood.
Some clubs confuse the stand alone “asset reserve study” with
the required Existing Conditions/Systems Study. They are
not the same. An asset reserve study provides an analysis of
each building component for future budgeting. The reserve
studies do not provide the necessary engineering analysis on
systems’ quality, efficiency and expansion capacities.
Upon completion of the Existing

Conditions/Systems Study, the
Planning Committee learns
the condition of all mechanical,
electrical, plumbing and fire
protection systems.

S T E P
S I X
Developing the Clubhouse

Improvement Program
The Process
6
With the basic planning work completed (Membership
Survey, Master Plan, and Existing Conditions/Systems
Study), the Planning Committee and Club Planner begin
work to develop the specific Clubhouse Improvement
Program. The highest priority clubhouse improvements are
selected from the Master Plan based on the membership
survey results. The survey shows the ranking of the most
important facility improvements and the willingness of
members to pay for them.
The Clubhouse Plan Solution

A good Clubhouse Improvement Program has good
circulation, appropriate separation of member usage spaces,
the best use of outdoor views, great outdoor dining spaces,
properly concealed service areas and properly located
kitchen/food service areas for direct access into dining
areas. Good architectural design is always respectful of
the existing clubhouse, assuming it has some redeeming
qualities. Good clubhouse architecture will always have a
design indigenous to its locale.
The Planning Committee and Club Planner develop the

conceptual floor plans, a site plan, interior room illustrations,
exterior building illustrations and a cost analysis. The club’s
Finance Committee and the Planning Consultant create a
financing plan that is affordable and politically acceptable
(see Step Seven for more information on developing funding
plans.)

S T E P
S E V E N
Project
Financing
$$$$$$$$$$$$$
The financing aspect of any clubhouse project is the ultimate McMahon recommends club financing plans that utilize
test and greatest challenge for attaining membership the following innovative funding methods:
approval. Financing will almost always require some type of
member monetary contribution. A good clubhouse project 1. Surplus funds being utilized for capital projects after
must prove to the members that the value received for the an adequate reserve fund has been set aside for other
improvement project is well worth the cost. club needs.
Funding Options 2. Any excess portion of future initiation fee revenues

The best way to raise funds from existing members is to can be pledged to support project loans over five, ten
offer them various payment options. These options could or fifteen-year periods.
include an upfront payment (with some refundable feature 3. Increases in dining revenues, especially for banquets
if an assessment is large); a monthly payment option payable and private functions, should generate increased net
over some period of years or a combination option that income. A clubhouse project that increases banquet
requires some mandatory, upfront payment and a monthly net revenues can have them applied to a project loan.
payment option for a certain number of years. It is normal for clubs undergoing significant dining
area improvements (especially for club party space)
to have up to a 30% annual increase in dining/
beverage sales.
10

8.
7
Historic buildings and even golf courses can be
renovated with the projects qualifying for historic
tax credits from state and federal governments.
These tax credits can be sold to taxable entities.
While this is a somewhat laborious process that
puts some restrictions on a club, it can generate
significant dollars after a project is complete.
McMahon Group has two clubs, one for-profit
Innovative funding methods (continued): club in St. Louis and another 501-c7 club in
Cleveland, that each generated several million
4. Growth in a club’s membership can be directly dollars with this funding method.
related to clubhouse and golf course improvements.
This increase in membership brings initiation fees,
dues and usage income to a club. This new revenue Once the funding program is finalized by the Planning
source can be utilized to fund the debt service on Committee, Club Planner, and the Finance Committee;
project loans. Now, a word of caution is needed the project is ready for presentation to the Board and
about this funding method. It can have significant ultimately to the membership.
risks which center on the uncertainty of actually
being able to attract new members.
5. Existing club debt can be refinanced at a lower

interest rate and for a longer time period. This can
allow a club to borrow more money at the same
monthly cost.
6. Surplus club land can be sold, if it truly has no

future use for the club. There can be major tax
issues if a not-for-profit 501-c7 club sells land
that is not actively being used at the time of sale.
Tax accountants should carefully review a club’s
tax situation before such assets are sold. From a
member’s political point of view, land sales are often
very controversial since there are always members
who oppose land sales.
7. A club can develop its own land in lieu of selling it to

real estate developers. However, our advice is that a
club should never develop a commercial/residential
real estate project by itself. Rather it should select Marine Drive Golf Club
the best developer in its area for a partner. New clubhouse financed with an assessment and
new members’ fees.
11

S T E P
E I G H T
Presentation,
Communications & Approval
With all aspects of the Clubhouse Improvement Project
clearly defined, the Planning Committee is ready to present
its recommended program to the Board for final input and
authorization for moving forward.
Pre-Selling a Project
The presentation of any major clubhouse project should
initially be previewed by all club members who presently
serve on all club committees and by all past Board members.
This preview solicits an initial reaction from many dedicated
and important members prior to the official presentation.
The Official Presentation

With the membership presentation announced, a PowerPoint presentation at member town hall
Presidential letter to all members announces the formal meeting.
town hall presentation of the project at least 30 days in
advance. The Club Planner assembles all drawings and
supporting data (including critical justifications on why the
project is needed now) into both a PowerPoint presentation
and a mail-out/hand-out project brochure.
The PowerPoint presentation is made at a town hall meeting

where all members and spouses are invited to attend. A
club can usually expect only about 25% to 35% of its total
membership to attend a presentation. The participants
in the presentation usually include the Club President,
the Planning Committee Chairman, the Club Planning
Consultant (who does the lion share of the presentation)
and the Club Treasurer/Finance Committee Chairman.
A project presentation should be only one hour in

length followed by a question and answer period for the Customized project brochure mailed to members.
members.
12

The Project Brochure
8
After the town hall presentation, each member attendee
receives the project brochure. The entire membership is
also sent the project brochure and a voting ballot/proxy for
voting as per the club’s bylaws. Some clubs do not require
member voting on capital projects, but it is politically wise
to always have a vote. The presentation and voting process
must provide good communication that educates the
members on the issues.
Good Communications Throughout

Sometimes, dissident groups within a membership will
write letters trying to discredit the recommended project.
They might even hold opposition meetings. In such
instances, it is critical that the club’s leadership honestly
communicates with all members on the issues raised by
the dissidents. Dissident groups can also be members
who want to do more than what is being proposed, such
as building a new clubhouse. All members have a right to
express themselves, and this must be allowed.
The Membership Vote

The ultimate project vote is usually held at a special
membership meeting where ballots and proxies are counted.
The voting results are then sent to all members.
The Next Step - Building It

With the project approved, the next planning steps are
for final design and construction. The membership’s
approval of the project normally ends the work for
the Clubhouse Planning Committee and the Club
Planner. The Committee members should be thanked
for their effort as this Committee will have completed
the major achievement of an approved project.
13

S T E P
N I N E
Selecting the
Final Architect/
Construction Team
With the clubhouse project approved, it is time to design
and build the final project. The concept drawings used to
present the project for approval now need to be turned into
final design and construction documents. At this point in
the planning process, the original Clubhouse Planning
Committee has been disbanded. A new, small committee
of members experienced in construction and real estate
development is appointed to take over. This four to five-
person committee is called the Design and Construction
Committee. The Committee’s Chairman should come from
the original Clubhouse Planning Committee for continuity
reasons. The club’s President, Treasurer, and General
Manager are always ex-officio members of the new Design
and Construction Committee.
Selecting the Final Architect,

Interior Designer, Kitchen Consultant &
General Contractor
The first order of construction business is the interview
and selection process for the final design architect, kitchen
designer and interior designer. It can easily take up to 30 days
to set up consultant interviews and another 30 days to finalize
contracts, so the Design and Construction Committee needs
to move quickly once a project is approved by the members.
The Committee’s selected firms are then recommended to
and approved by the Board. The respective design firms
submit contracts for services that are reviewed by the club’s
attorney. Ultimately, the final contracts are prepared, and
they are executed.
As a point of clarification, the interior designer should be

selected when the architect is selected so that they can work
together throughout the entire construction design phase.
Transition from concept to construction.
14

9
The Club Planner’s Role During Final
Design and Construction
The Club Planner (McMahon Group) is always available
during final design as questions arise regarding the
approved design intent.
Final Design Process

With the final design and construction team selected, the
initial zoning and local planning commission approvals
are received. The final architect and engineers complete
the design development and construction document work
so that contractors can provide guaranteed prices for
Good interior design is as critical to project success as all divisions of work. The interior designer and kitchen
good architecture. consultant provide input on the building’s layout, décor,
space requirements, ceiling heights, mechanical/electrical
systems, etc., all throughout the design phase.
The club’s Design and Construction Committee provides

input and reviews on all aspects of the building. Often,
separate subcommittees or management committees will
get involved with interior décor, kitchens, locker room
design, etc. Ultimately, the architect and engineers complete
a set of construction documents that the construction
contractor verifies is within budget. Ultimately, final
pricing is completed and a guaranteed construction price
is provided.
15

S T E P
“With McMahon’s help, the Club
T E N has received a most important
shot in the arm; but more
Construction &
importantly it has secured a
sound future for its membership.”
John H. Wright, GM/COO, ECM
Occupancy
Norwood Hills Country Club
St. Louis, Missouri
Selecting the General Contractor/

Construction Manager
There are several ways the construction process can be handled.
The best options are:
1. A negotiated, fixed-fee contractor is employed at the

beginning of final design with a guaranteed maximum
price provided early in the design phase of work. The
architect, interior designer, kitchen consultant and
general contractor all have separate contracts with the
club. An independent project manager works for the
club to coordinate all parties and to represent the club.
2. Competitive bidding of final architect’s construction

documents to at least three, qualified general contractors.
In order to assure the budget is attained during design, Norwood Hills’ $10 Million Clubhouse and
one contractor is brought into the planning phase Swimming House Project
and is paid a reasonable sum to provide cost estimates
during the preparation of construction drawings and
specifications. However, this contractor must still bid 4. The design and build approach negotiates with one
the project like everyone else. The successful bidder is contractor/architect team or can be competitively bid
awarded a contract for the project. by several groups of contractor/architect teams. With
design and build, the club will ultimately enter into
3. The construction management approach pays a fee to a a contract with the construction contractor entity
construction management firm to bid and to coordinate to design and build the project for a guaranteed
the project’s construction. The club usually enters into maximum price.
direct contracts with the various subcontractors for all
areas of work.
Construction Begins
With a construction contractor or construction management
firm selected, building permits are applied for and received.
Construction begins and weekly job site meetings are
required. Often, it is wise for a club with a large project of
several million dollars or more to employ a project manager to
help coordinate the club’s part in the construction process.
Norwood Hills Country Club – New Pool House

16

10
Construction Begins (continued) Project Completion
This project manager should report to the General At the project’s completion, the coordination of furnishings
Manager and the Design and Construction Committee. set-up, building systems testing, punch list reviews,
It is imperative that a club’s General Manager not be the occupancy permit and owner’s acceptance is always a
project manager in addition to managing the club itself challenging time. Everyone involved in the project needs
during construction. The club’s architect is responsible for to work together to make the final construction process a
monitoring the contractors, reviewing construction progress, success.
issuing pay requests, communicating with the Committee
and determining when the project is substantially complete Construction Communications
and ready for occupancy. The construction process should follow the recommended
outline as provided by the American Institute of Architects.
Interiors & Kitchen Field orders, change orders, meeting minutes, accident
When construction starts, the interior design and kitchen reports, substantial completion forms, etc., should all be
design firms should have finalized their designs and be in a written documents. Throughout the construction period,
position to purchase equipment and furnishings. Since the club members should be kept informed of schedules, costs,
time schedule for any project is critical, everything should problems and how temporary facilities are being provided.
be coordinated so that furnishing and equipment delivery The Board should receive monthly updates (verbal and
coincides with construction completion. written) from the Design and Construction Committee
Chairman, project manager and the architect.
17

City and Country Clubhouse Case Studies
C A S E S T U D Y
P a r a d i s e Va l l e y C o u n t r y C l u b
Paradise Valley, Arizona
This is the signature country club in Phoenix with a long, member

waiting list for admission. The club previously had a 1950’s, concrete
block clubhouse that was very outdated. McMahon Group was
originally brought in to develop a renovation plan. The renovation
proved to be almost as expensive as a new clubhouse, yet it had severe
roof, wall and ceiling limitations. Thus, a new
clubhouse design was developed and approved
using McMahon’s membership survey, club
planning, financing and member presentation
services. The clubhouse complex also contains
a new fitness center and swimming complex.
The project was completed at a cost of $27.9
million.
The clubhouse has majestic views over its golf

course to the Camelback Mountain in the south.
The clubhouse is arguably the finest in Phoenix and
Scottsdale area along with being one of the finest
clubs in the nation.
18

C A S E S T U D Y
S a i n t L o u i s C l u b
Saint Louis, Missouri
This high-profile 1,200+ member business and social club has enjoyed
unparalleled success in attracting members, offering excellent dining,
expanding its range of offerings with reciprocal club access for fitness and
golf, and upgrading its already outstanding clubhouse facilities.
The club has recently completed the major upgrade to its main dining floor
with raves from the members, and it will soon begin a project for doubling
the size of its casual dining areas.
Over the last ten years, McMahon Group has provided a full-range of
consulting services inclusive of strategic planning, surveys, membership
planning, master planning, and facility planning.
In St. Louis, the Saint Louis Club is alone in its greatness.
19

Clubhouse Planning
THE CLUBHOUSE
PLANNING COMMITTEES
Who Serves & What They Do
William P. McMahon, Sr., AIA, OAA

Club Planner Architect
I cannot say how many times we are asked, “How is the What Does the Committee Do?
initial Planning Committee selected?” and “What will this
The Committee is appointed to study the existing clubhouse
Committee do?” “What is its job description?”
with the Club Planner, to utilize input from the members
(usually from focus groups/membership survey), and to
The importance of the Clubhouse Planning Committee
involve the club’s management team in the planning process.
cannot be overemphasized when it comes to developing
The goal is to propose improvements that are needed and
and communicating a successful Clubhouse Improvement
wanted by the members. The Committee always needs a
Program. Some Boards are tempted and even try to take on
Clubhouse Planning Consultant to assist in analyzing
the clubhouse planning themselves. This is a mistake. The
the existing building(s), to plan alterations/additions,
value of having a good, representative Committee of well-
to sometimes plan totally new buildings, to develop cost
respected members and spouses is critical for success.
analysis, to develop financing plans, and finally to assist
in presenting the Committee’s recommended clubhouse
Who Is On the Committee?
project to the Board and ultimately to all members for
A typical Clubhouse Planning Committee should have clubhouse approval.
eight (8) members/spouses-at-large appointed by the Club
President. These eight persons should be good club users The Clubhouse Planning Committee meets with the
from all age and activity groups. They should not be members Club Planner Consultant on a monthly basis. The
who are architects, interior designers or contractors. Such Committee members have an initial meeting to develop
technical people will be needed later during construction. the architectural space program and the planning criteria
for the clubhouse improvements. Subsequent meetings
The Planning Committee should also include four (4) then focus on reviewing clubhouse floor and site plan
Board members (usually the President-elect, Treasurer, solutions. Ultimately, a final clubhouse Master Plan design
House Chairman and Greens Chairman, if a golf club). The is developed along with a recommended initial project
Committee should be a consumer-oriented committee, not that meets all program requirements of design, cost and
a construction committee. The President should also select affordable financing.
a capable leader from the twelve-person Committee to be
its Chairman. The last three persons assisting the Clubhouse Membership Presentation
Planning Committee are ex-officio members consisting of
The Club Planner Consultant assists the Committee in
the Club President, General Manager and Club Planning
presenting the project to the Board and ultimately to the
Consultant.
members.
20

Membership Presentation (continued) estate lawyers, or contractors. Again, it is wise to avoid
The Board-approved clubhouse project is put into a members who are architects and interior designers on this
PowerPoint/town hall presentation and a mail-out booklet implementation committee since they will tend to want to
for communicating the project to the members. This then dictate based upon their personal tastes. The chairperson of
allows for a membership vote. this committee should have been on the original Clubhouse
Planning Committee for continuity reasons.
The Design & Construction Committee
The Design and Construction Committee is responsible
Upon approval of the clubhouse project, the Clubhouse for selecting all final consultants, i.e., architect, engineers,
Planning Committee is dissolved, and each member is interior designer, kitchen consultant, project manager and
thanked for his/her effort. contractors subject to Board approval. This Committee,
along with the General Manager, monitors the project until
The approved project is then handed over to a small four completion.
or five-person Design and Construction Committee.
This Committee usually consist of experienced real estate
and construction members, building developers, real
21

Clubhouse Planning
There are major advantages for initially using the Club Planner to get a project designed
and approved versus a construction architect for the initial planning and presentation work.
Why Planning Starts with the Planner,

Not the Architect
Clubhouse planning for major improvement projects and Club managers and members at other clubs are often a
new clubhouses is far more complex than it used to be. The good referral source. After each consultant’s website has
days of a club hiring just any architect and hoping for success been viewed, invitations should be extended to the best
are over. firms for interviews with the club’s Board and General
Manager.
Today, the multi-million dollar clubhouse and golf course
improvement projects must be well designed by club design The interviews should provide a good understanding of
experts, must be designed based on good membership input, each firm’s capabilities, fees, ability to meet time schedules
must have sound cost feasible funding, and must be well and who will be the principal consultant assigned to the
communicated to members if approval is to be achieved. This project. After the interviews, each firm should submit a
is why a Club Planner leads the planning process. proposal for services.
Club Planning Task The Board should review all planner proposals and select
The best way to develop a successful clubhouse project is to the best firm. Then, the Planning Committee is formed to
have an experienced Club Planner as the lead consultant who work with the Planner.
knows how to accomplish all the tasks and has the following
capabilities:
McMahon Group’s Club Planning
• Has the architectural and interior design planning skills Service Provides:
to develop a beautiful and efficient building layout.
• Is an effective communicator at committee meetings • Over 26 years of experience in providing
and town hall forums when projects are presented. consulting services to private clubs.
• Is not the final architect that would be getting a big
architectural fee. • Unequalled success rate in achieving approval
• Is perceived as a knowledgeable expert on all club of clubhouse and golf course improvement
issues (golf, membership, dining, strategic trends and projects from club members (over $1.2 billion
clubhouse design) so this expertise is available for the in approved projects to date.)
club improvement planning.
• Staff which includes clubhouse architects,
How to Hire the Clubhouse Planner business consultants and PhD research analysts
who have also served as Board members and
As for how to select a Club Planner as the lead consultant, Presidents of their own country, city and family
the club’s General Manager or a Board member should recreation clubs.
investigate the firms that offer this service. A great place
to find a national list of planning firms is the club industry • A tried and true clubhouse planning process
vendor directory, Clubtopia® (www.clubtopia.com). with survey and architectural design ability that
is acknowledged as the best in the private club
industry.
22

®
Founded in 1983, McMahon Group is a full-service, private club consulting

firm dedicated to serving clubs in all aspects of their planning, clubhouse, Our Services
golf and membership needs. Our extensive and diverse experience includes
Clubhouse Planning and
service to country, golf, city, dining, athletic, yacht, university, and military
Presentation
clubs. To date, McMahon Group has assisted more than 1,200 clubs
throughout the world. Strategic Planning
McMahon’s principals have served their own clubs as Board members, Membership Surveys and
presidents and consultants. As club specialists, we have written extensively Focus Groups
on club issues for industry publications and regularly conduct educational • Strategic issues surveys
sessions for CMAA managers. No other consulting firm has McMahon • Facility improvement surveys
• Focus group research
Group’s proven track record and experience in solving club problems, be
• Tele-surveys
they strategic or facility in nature. • Library of the only database for
establishing industry standards
• Over 26 years of club planning experience.
• Professional staff includes clubhouse architects, planners, marketing McMahon Club Trends™ -
survey specialists and PhD analysts. quarterly subscription publication
• Convenient central location serving United States, Canada, Caribbean,
Asia and Europe. Clubhouse and Golf Course
• Most experienced club planning firm with over $1.2 billion in approved Existing Conditions
projects. Reports with Asset Studies
• Most extensive membership survey firm in North America.
Club QAP® - Quality Assurance
• Publisher of the quarterly McMahon Club Trends™ and dining and
Programs that monitor member
golf Private Club Industry Surveys.
satisfaction on facilities, dining and
• Originator of Quality Assurance Programs (Club QAP®) for member
golf
satisfaction with facilities, dining and golf.
Consultant-for-a-Day Assistance
As a service to clubs and the club management profession, McMahon
sponsors the Excellence in Club Management Award™ (an annual award Golf Turf Care Center Design
recognizing the best club managers in the industry), the Rising Star Award
Developer Club Conversions to
and Clubtopia® (the online business directory of firms serving private
Member-Owned
clubs).
Club Mergers and Liquidations
Financing Programs for Capital

Projects
For more information contact:
Alison McMahon Duffy AFFILIATES
Marketing Director • Clubtopia® Directory
aduffy@mcmahongroup.com • Excellence in Club
800.365.2498 Management Award™
23

10
1
Essential steps for
successful clubhouse planning
Membership Input
(The Survey)
10 Developing
the Clubhouse
Improvement Program 6
2 Planning
Committe & Initial
Strategic Planning
Project Financing
7
3 Programming &
Establishing Design
Criteria
Presentation,
Communications &
Approval 8
4 Master Planning the
Clubhouse
Selecting the Final
Architect/Construction
Team 9
5 Understanding Existing
Clubhouse Conditions
Construction &
Occupancy
10
®
670 Mason Ridge Center Drive

Suite 220
St. Louis, Missouri 63141-8573
Tel: 314.744.5040
Toll Free: 1.800.365.2498
Fax: 314.744.5046
www.mcmahongroup.com

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670 Mason Ridge Center Drive

P R I VAT E C L U B P L A N N E R S & C O N S U LTA N T S

Ten Essential Steps for Successful Clubhouse Planning

Additional Clubhouse Planning Information

The McMahon Difference in Club Planning

The Best Plan is Achieved!

McMahon Group © Copyright 2009 www.mcmahongroup.com

At McMahon Group, we thrive on clubhouse planning as we create

At McMahon, we are dedicated to helping each Board and General

McMahon Group © Copyright 2009 www.mcmahongroup.com

Clubs that truly understand their mission (purpose)

The McMahon Membership Survey

McMahon Group © Copyright 2009 www.mcmahongroup.com

Planning Committee &

The Planning Committee

McMahon Group © Copyright 2009 www.mcmahongroup.com

Determining an initial project scope involves such issues

Sample Space Program Chart

The Clubhouse Planning Group develops the clubhouse

McMahon Group © Copyright 2009 www.mcmahongroup.com

Developing an attractive, functional and affordable clubhouse Moving Forward

McMahon Group © Copyright 2009 www.mcmahongroup.com

Upon completion of the Existing

McMahon Group © Copyright 2009 www.mcmahongroup.com

Developing the Clubhouse

The Clubhouse Plan Solution

The Planning Committee and Club Planner develop the

McMahon Group © Copyright 2009 www.mcmahongroup.com

Funding Options 2. Any excess portion of future initiation fee revenues

McMahon Group © Copyright 2009 www.mcmahongroup.com

5. Existing club debt can be refinanced at a lower

6. Surplus club land can be sold, if it truly has no

7. A club can develop its own land in lieu of selling it to

McMahon Group © Copyright 2009 www.mcmahongroup.com

The Official Presentation

The PowerPoint presentation is made at a town hall meeting

A project presentation should be only one hour in

McMahon Group © Copyright 2009 www.mcmahongroup.com

Good Communications Throughout

The Membership Vote

The Next Step - Building It

McMahon Group © Copyright 2009 www.mcmahongroup.com

Selecting the Final Architect,

As a point of clarification, the interior designer should be

McMahon Group © Copyright 2009 www.mcmahongroup.com

Final Design Process

The club’s Design and Construction Committee provides

McMahon Group © Copyright 2009 www.mcmahongroup.com

John H. Wright, GM/COO, ECM

Selecting the General Contractor/

1. A negotiated, fixed-fee contractor is employed at the

2. Competitive bidding of final architect’s construction

Norwood Hills Country Club – New Pool House

McMahon Group © Copyright 2009 www.mcmahongroup.com

McMahon Group © Copyright 2009 www.mcmahongroup.com

This is the signature country club in Phoenix with a long, member

The clubhouse has majestic views over its golf

McMahon Group © Copyright 2009 www.mcmahongroup.com

In St. Louis, the Saint Louis Club is alone in its greatness.

McMahon Group © Copyright 2009 www.mcmahongroup.com

William P. McMahon, Sr., AIA, OAA