Outcomes from Members’ Information Evening
An information evening was held on 5 May 2016 to provide members with a presentation of the design options for the clubhouse masterplan developed by our architects Christou Design.
The principal of Christou Design, James Christou, led the discussion and spoke in detail about the objectives of the masterplan and the reasoning behind the development of the various design elements. Mr Christou took members through three broad options including a ‘new grill and finishing kitchen’ option (Option 1/1A), a ‘two storey’ option (Option 2) and a ‘central kitchen’ option (Option 3), together with indicative cost estimates for each option prepared by independent quantity surveyors Ralph Beattie Bosworth.
A copy of Mr Christou’s presentation, together with a handout incorporating the indicative cost estimates prepared by Ralph Beattie Bosworth can be viewed by clicking here and here for the handout.
Mr Christou advised his view, as well as the view of the Building Sub-Committee, is that Option 1/1A is the preferred direction for the masterplan based on considerations of functionality, cost and the ability to stage any construction whilst minimising the impact on the continuing operation of the club.
Members were then given the opportunity to ask questions about the process and the design concepts.
The general feeling of the meeting was agreement that Option 1/1A is the preferred direction. It was acknowledged that the design remains at a relatively preliminary stage and more detailed work is required to develop the design prior to moving to the construction phase. However there seemed to be broad acknowledgement that Option 1/1A best met the objectives of the design brief.
A number of key themes emerged from the questions raised at the meeting and the following responds to these points;
Why are we developing a masterplan for the clubhouse and surrounds?
The underlying rationale for developing a masterplan for our clubhouse and the areas surrounding the clubhouse is to provide a blueprint for upgrading the existing facility to meet the current and anticipated future needs of our membership and extend the economic life of the clubhouse for another 20 years.
The principal objectives of the masterplan brief are as follows;
- Increase the appeal of the clubhouse facilities to members, members’ spouses and their children,
- Expand the range of activities available to members and increase the utilisation of the clubhouse outside of golf competition days,
- Minimise the expansion of the current building envelope,
- Improve the operational efficiency of the clubhouse and
- Ensure that the club’s function facilities continue to be able to attract external events to contribute to the utilisation of the clubhouse without impacting on the amenity of members.
The masterplan is a control document for future construction projects. It is important to have a masterplan to ensure that any future capital works are consistent with an overall vision rather than being undertaken on an ad-hoc basis.
What is the process for any construction work to be undertaken?
Before any element of the masterplan is implemented, your General Committee will provide members with the following information;
- Detailed drawings of the relevant area,
- Updated cost estimates for the work,
- The rationale for the proposed work incorporating considerations such as improved member amenity and staff efficiency,
- Where appropriate, a business case supporting the proposed expenditure and
- A funding plan
Members will then be given the opportunity to vote on whether they want to proceed with the proposed work.
What is the timeframe for any construction work to be undertaken?
There is no current timeframe for the implementation of any element of the masterplan. It is anticipated that your General Committee will provide more information on a possible timetable within the next 6 to 9 months.
It should be noted that some parts of our clubhouse are becoming tired and would benefit from an upgrade. For example, the standard of our function areas is falling behind the offerings of our competition which is likely to result in falling utilisation. There are also aspects of the current clubhouse layout that create significant inefficiencies for our staff. Business case studies will provide more cost/ benefit information on these aspects. The same applies to any consideration for incorporating gym/pilates/yoga facilities at the club.
Other elements of the masterplan are more focussed on providing members with enhanced amenity and although any proposal to implement the development of these areas will be supported by a business plan, it is likely that any decision will also be driven by a subjective assessment of the benefits to the overall membership experience. The potential to create a members’ grill off the main lounge and creating a closer connection to the golf course may be an example of this.
How will any construction be funded?
As mentioned above, a proposal to undertake any construction work will be supported by an updated cost estimate and a funding plan. Members will then be given the opportunity to vote on whether or not the work should proceed.
The funding plan will depend upon a number of factors including the performance of the club’s capital fund and the size of any proposed construction work.
The funding options available for any future capital works are likely to include;
- Retained earnings from the club’s operations,
- Accumulated funds from the investment returns on the club’s capital fund over and above the minimum mandated under the club’s constitution to maintain the real value of the fund.
- Drawing down part of the core amount of the capital fund- which would be subject to a separate vote by members and/or
- A debt facility.
We do not anticipate a levy on the club’s membership forming part of any funding plan.
In addition to these thematic points, a number of questions were raised about specific elements of the design options. The following addresses the most commonly raised questions
Is the intention to materially increase external function business?
No. The intention is to try to ensure that we maintain our current level of external function business. These functions make a positive contribution to the club’s earnings but unless we continue to invest in the quality of the function areas of the clubhouse then the likelihood is that we will gradually lose business. The standard of these areas is also important for members’ functions such as club dinners, balls and forecaddie lunches.
The masterplan contemplates better separation between member and non-member activities. It also incorporates additional overflow parking areas to ensure that members are not inconvenienced when larger external functions coincide with golf days.
Why does the masterplan contemplate a ‘wellness’ area?
A key input for the development of the masterplan brief was the outcomes from the focus group sessions held with members during 2013. A consistent theme from these sessions was the desire to expand the non-golf activities available to members and their families, including a small gym facility and the ability to undertake a yoga or pilates class.
These comments have been reinforced when talking to a number of members during the development of the design concepts.
The sketch plans contemplate an upgraded area around the existing pool which responds to feedback seeking an improved ‘family friendly’ informal area of the clubhouse that includes an area for a gym and yoga/pilates room. The design also includes upgraded change rooms to ensure that members and guests can use this area without having to go to other parts of the clubhouse.
Any recommendation to proceed with the development of this part of the clubhouse will be subject to a great deal more work exploring the practicalities of providing facilities of this nature and undertaking a comprehensive business plan to determine the financial viability of the area.
Why build a new ‘members’ grill’ off the main lounge bar?
There are a number of reasons underpinning the concept to build an expanded dining area and a new finishing kitchen adjacent to the members’ lounge and half-way house:
- This location offers the best way of creating a closer connection between the clubhouse and the golf course. This connection is a principal element of the design brief. Sitting in this proposed area will allow this engagement to occur, with clear views of the first tee and ninth green and well as the practice putting green. You will also be able to see the tenth tee and down the ninth fairway to the lake.
- The trial of providing cooked lunches in the half way house, utilising a temporary cooking facility, has proven very popular. The proposed facility will provide an environment that is in keeping with the quality expected of Lake Karrinyup Country Club.
- Feedback indicates that there is a strong preference for a dining facility that has a sense of engagement with the golf course rather than the current bistro location which has no such link. Good design will ensure appropriate acoustic separation and protection from wind.
- The incorporation of a new finishing kitchen will materially improve the way our staff can deliver food to the grill as well as the lounge bar and the courtyard. It allows the lunch buffet to be set up more efficiently and will significantly enhance the range of food (such as pre-golf breakfast and post golf finger food) that our staff can effectively provide to members.
Any proposal to construct a facility such as this will pay close attention to how the new area integrates with the members’ lounge to ensure that the club’s culture is not adversely impacted.
Kind regards,
John Hanly – President and Ralph Gibson – Chairman Building Sub-Committee.