Page 6 - Westmounter_FallWinter2020_Digitalv2[Oct2_2020]

The Westmounter
site master
planning
guides A club’s
future success
will share an update with the membership.
In reading one of the industry magazines I receive
monthly, I could not believe how many of my
A message from management colleagues at private clubs across North
Brad Duench, America have written about master planning or have
General Manager started implementing a site master plan. Most of
these clubs are U.S.-based, however, some of the
core foundations of how they created these plans are
consistent with the process Westmount uses.
An article by William P. McMahon Sr., Chairperson at
One of the key teachings from the the McMahon Group—one of the leading golf industry
consulting companies in the United States—peaked
current pandemic is that no one my interest. Sometimes, the information these
knows what is in store tomorrow. consulting firms share is too cookie cutter and not
Despite these uncertainties, future specific enough to the club or market where the club
planning is still essential. is located to really benefit them. However, some of the
strategies McMahon outlined are consistent with my
beliefs of what clubs should follow and implement to
For our Club’s success, this means having a site master
plan that guides all our decisions. For the past several achieve long-term success.
years, Westmount’s Board and management team Mr. McMahon writes about “The Simple Capital
have been working through the strategic-planning Modeling Process.” This process begins with a club
process. The pandemic put this work temporarily on understanding its purpose, who it serves, and what
hold, but we returned to the development of this plan programs and facilities they need to fulfill members’
in late July. A lot of work has been completed and we expectations. Before clubs tackle any facilities’
6 7
challenges, they must have a strategic purpose and 2. Understand the basic depreciation annual
they must understand their strengths and weaknesses. cost to be sure they are funded out of
Maintaining a facility of the highest quality begins with operations. Our Club’s 10-year plan factors
developing a long-term financial model. Mr. McMahon in funding to be taken from dues to cover
outlines four critical steps that need to happen in this the depreciation. Essentially, Members
process: now pay for what they consume.
1. Analyze the club’s facilities in the context 3. Develop a facilities existing condition
of following the strategic plan; study and report. We had our own
2. Understand the basic depreciation annual report; however, in 2018 we contracted
cost to be sure they are funded out of WalterFedy to conduct an independent
operations; study. We now have a complete document
that includes not only the buildings
3. Develop a facilities existing condition study condition study, but also all other ongoing
and report; capital needs.
4. Create a 10-year-out financial roadmap 4. Create a 10-year-out, financial roadmap
that identifies future projects and their that identifies future projects and their cost
accompanying costs to create funding to so funding can be created in anticipation
of them. This directly links to the previous
pay for them. point and our ongoing projects and how—
When we review these four critical planning tools and more importantly when—they can
against what Westmount is doing, we have already
be funded.
completed several of these steps.
1. Analyze the club’s facilities in the context of As we plan for Westmount’s future, there is still a lot of
following the strategic plan. Westmount work ahead, but overall, from a planning perspective,
updates our strategic plan regularly, our Club is in good shape thanks to the work of the
which takes into account our facilities. The Finance Committee, the Site Master Plan Task Force,
Board will review this document again in the Facilities & Property Committee as well as our
November. Board of Directors.