Page 7 - Westmounter_FallWinter2020_Digitalv2[Oct2_2020]

The Westmounter

site master

planning

guides A club’s

future success

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
will share an update with the membership.
outlines four critical steps that need to happen in this the depreciation. Essentially, Members
In reading one of the industry magazines I receive process: now pay for what they consume.
monthly, I could not believe how many of my
A message from management colleagues at private clubs across North 1. Analyze the club’s facilities in the context 3. Develop a facilities existing condition
Brad Duench, America have written about master planning or have of following the strategic plan; study and report. We had our own
General Manager started implementing a site master plan. Most of 2. Understand the basic depreciation annual report; however, in 2018 we contracted

these clubs are U.S.-based, however, some of the cost to be sure they are funded out of WalterFedy to conduct an independent
core foundations of how they created these plans are operations; study. We now have a complete document
consistent with the process Westmount uses. that includes not only the buildings
3. Develop a facilities existing condition study condition study, but also all other ongoing
An article by William P. McMahon Sr., Chairperson at and report; capital needs.
One of the key teachings from the the McMahon Group—one of the leading golf industry 4. Create a 10-year-out financial roadmap 4. Create a 10-year-out, financial roadmap
consulting companies in the United States—peaked
current pandemic is that no one my interest. Sometimes, the information these that identifies future projects and their that identifies future projects and their cost

knows what is in store tomorrow. consulting firms share is too cookie cutter and not accompanying costs to create funding to so funding can be created in anticipation
of them. This directly links to the previous
Despite these uncertainties, future specific enough to the club or market where the club pay for them. point and our ongoing projects and how—

planning is still essential. is located to really benefit them. However, some of the When we review these four critical planning tools and more importantly when—they can
strategies McMahon outlined are consistent with my
against what Westmount is doing, we have already
beliefs of what clubs should follow and implement to be funded.
For our Club’s success, this means having a site master completed several of these steps.
plan that guides all our decisions. For the past several achieve long-term success. 1. Analyze the club’s facilities in the context of As we plan for Westmount’s future, there is still a lot of
years, Westmount’s Board and management team Mr. McMahon writes about “The Simple Capital following the strategic plan. Westmount work ahead, but overall, from a planning perspective,
have been working through the strategic-planning Modeling Process.” This process begins with a club updates our strategic plan regularly, our Club is in good shape thanks to the work of the
process. The pandemic put this work temporarily on understanding its purpose, who it serves, and what which takes into account our facilities. The Finance Committee, the Site Master Plan Task Force,
hold, but we returned to the development of this plan programs and facilities they need to fulfill members’ Board will review this document again in the Facilities & Property Committee as well as our
in late July. A lot of work has been completed and we expectations. Before clubs tackle any facilities’ November. Board of Directors.

6 7