Clubhouse Renovation

Building on our past to celebrate our future

Questions & Answers


1. What are the 2 projects?

  1. Clubhouse renovation and reconfiguration of the staging area between the Outdoor Services building and the Clubhouse.

  2. Building a new Turfcare Auxiliary building located between the Bridges 9 green and the Practice Facilities.

2. What do these projects include?

The Clubhouse project includes:

  • Expanding the Spike Lounge north into the Junior Lounge.

  • Larger ground level Spike Lounge patio area; moving the Golf Shop slightly east which will require a build-in under the existing overhang in the staging area towards the entrance to the

  • Men’s Locker Room.

  • Building a new Snack Bar on the north west corner open to the staging area with more outdoor seating.

  • New lobby with a stairway to the Women’s locker room and two new unisex washrooms.

  • Relocating the Junior Lounge.

  • Reconfiguring and renovating the second floor Golf Professional offices.

  • Reconfigurating, resurfacing and landscaping the staging area to make it more functional.

The new Turfcare building:

  • A one-story structure, approximately 2800 sq. ft.

  • To be used as a mixing station for all the application products we put out on the course, plus acting as a storage facility for some of our turfcare equipment during the winter months.

  • The new building will take the pressure off the existing Turfcare building, allowing for more efficient operation during the busy summer months.

3. Why do we need to do anything?

Doing nothing is not a viable alternative to remain sustainable and attractive for current and new membership. Facilities age. Styles and trends change. The Club needs to continuously update and modernize its facilities to remain relevant for existing and new members. Substantial capital dollars have been put into the Golf Courses over the past decade with some very positive results. Very little investment has been put into the Clubhouse and Turfcare building. It is now time. It is especially important in this economy to ensure that we offer a high-quality experience both on and off the golf course. If we do not progress, we will regress.

The Clubhouse is aging and needs refurbishment:

  • The décor and layout of the Clubhouse is not adequate for todays member usage. The Spike Lounge is often overcrowded or full. When it is full, members tend to leave the Club to go to other venues after golf.

  • Bridges Snack Bar is very inadequate in the current format – both to serve members and for outside seating while waiting for golfing partners. A move to the north west corner of the building will allow for a brighter, larger facility with more food options and plenty of outdoor casual seating with a view.

  • The Golf Shop is in need of modernization. The new location (a slight shift to the east) will allow for a better layout of merchandise and service areas.

  • The Golf Pro offices on the second floor are, quite simply, a disgrace. Cramped working quarters, poor layout and airflow make working conditions very undesirable.

  • The outside Spike Lounge dining area is too small and the stairs create accessibility issues for members and employees as well as service and safety concerns.

  • The drop off area for vehicles is inadequate and is not an attractive area for a location where most members and guests first enter our Club.

  • The staging area between the Clubhouse and the Outdoor Services area is not functional and not attractive. The paving stones are out of date and uneven, creating tripping hazards. A more functional modern redesign of this area is required.

The new Turfcare building will benefit operations:

  • This building will free up space in the main Turfcare building. The space is needed for more efficient day to day operations in season as well as adding covered, dry storage capacity for the valuable turf care equipment.

  • It enhances our safety protocal to separate the golf course applications storage and mixture area from the rest of the Turfcare operations.

4. When did we start planning on these projects?

  • In 2015 the Club developed a long-range conceptual plan for the Clubhouse. The plan helped resolve several problem areas but was much too costly to implement the whole plan. The strategy then was to implement the feasible parts of the plan. The locker room renovation was the first part of the plan that was completed. Refurbishment of the Spike Lounge and north end of the Clubhouse was also part of that plan.

  • Member surveys in 2016 and 2017 helped reinforce priorities in the Clubhouse and the golf course.

  • At the 2018 Board retreat the Board and Management reviewed several different possible

  • capital initiatives to come up with definitive priorities. They identified 3 main strategic priorities for the Golf Club, which are follows:

    • Meadows Bunkers

    • Turfcare Building

    • Clubhouse Renovation

  • The Board then authorized capital funds and directed Management to work on conceptual plans and to contract consultants to develop a detailed design in order to establish a firm budget number for the projects.

5. How much will these projects cost?

Turfcare Auxiliary Building:
The Turfcare Auxiliary Building is at a cost of approximately $1,260,000. This includes construction costs and soft costs along with contingency.

Clubhouse/Golf Shop/Staging Area Renovation:
In September 2019 the Board reviewed tender price based upon the detailed design drawings. The detailed designs for the Clubhouse renovation plans does not include the kitchen at the moment. The project will be retendered in Spring 2020 and this will include kitchen drawings. The final cost will be available to the Board of Directors in May 2020 for approval, along with constructions schedules and cash flow plan. Once we have the final budget, a detailed financial plan will be developed that will ultimately determine the financial feasibility and the timing of proceeding with the project.

6. Has a decision been made to proceed with these 2 projects this winter?

Turfcare Auxiliary Building
After considering the relative importance, priorities and finances, the Board decided in September 2019 to proceed with construction of the Turfcare Auxiliary Building. Construction began in the middle of October 2019 and is expected to be completed by Spring 2020.

Clubhouse/Golf Shop/Staging Area Renovation
In September 2019, the Board reviewed all member feedback and the tender budget and have reconfirmed that this project is desirable and that a Clubhouse/Golf Shop/Staging area renovation is a priority for the future success of the Club. However, the Board has decided to defer this project for now, with the view to start the Clubhouse and potentially the kitchen project in October 2020, subject to Board approval in May 2020.

This deferment will help address two matters that were identified through the member feedback process. First, to consider adding a kitchen renovation to the current scope. Second, to allow time for a more extensive member communication and consultation.

The layout of the current kitchen is dysfunctional and the current infrastructure along with equipment is outdated and inadequate. A kitchen renovation is already part of our 5-year capital plan. Combining a kitchen renovation with the Clubhouse project will have economy of scale, will be less disruptive and will add benefit to the service once the renovation is complete. The Board has directed Management to contract consultants and develop a detailed design with a budget number for a kitchen renovation.

A detailed member communication plan has been developed and will be implemented over the next few months. The communication plan will include member engagement sessions with detailed drawings, floor plans, renderings and the financial plan being presented. These sessions will allow opportunities for member feedback and consultation.

7. What is the approval process on these projects?

The Board of Directors has the authority to make the decision to proceed with these projects. Management is expected to provide the detailed budget, cash flow analysis, along with short- and long-term impacts. The Board then makes their decision based on a firm understanding around any potential risks and risk mitigation strategies.

8. How are we paying for these projects?

  • Capital projects such as these are funded by entrance fee collected every year along with the operating surplus which is generated through operations every year.

  • The Club has an existing credit line with a $10,000,000 capacity. The debt at the end of this fiscal year is projected to be approximately $2,000,000. The interest rate on the credit line is prime minus 0.25%.

  • The projects will utilize the credit line. The debt will be paid down by entrance fee revenue and operating surplus.

  • If the Board decides to proceed with the projects, the financial plan will be made available to the members.

9. Will my membership dues go up or will there be special assessments because of these projects?

  • Membership dues will not increase as these projects will not substantially increase operating costs.

  • There will be no special lump sum assessments.

10. What about other priorities at the Golf Club?

  • The financial plan will ensure that there is enough money available to fund the annual capital needs for the Club that are not affected by these projects.

  • Each year a five-year capital expense plan is developed and updated annually.

  • The annual capital budget will have allocations to the course, turf equipment, kitchen refurbishment and other capital needs.

11. Will the Kitchen be renovated?

Member feedback strongly suggested doing kitchen renovations within the proposed Clubhouse Renovation plan. Therefore, in September the Board directed Management to start work on kitchen renovations by providing funds which shall go towards the hiring of architects and various consultants to provide drawings and details of what the kitchen renovation will entail, as well as estimated costs for completion.

12. How can members provide feedback and comments?

Please send all correspondence to

Last Updated - December 2019