Why are we doing this now?

• The Member surveys conducted in 2015 and following the Plan 2020 vote indicated that the elements in Renew ‘22 are the most critical improvements needed. At the heart of Renew ‘22 is the reimagining of our food & beverage offering, which is the element of the Club that touches all Members.

• Since those surveys were taken, Membership demand has grown, which means capacity in our food & beverage operations has become continually more challenged. We aren’t meeting Member needs in our current situation. Our recent 2021 Member Satisfaction survey showed 58% of Members are unhappy with our current F&B operations, a statistic the Board and Management find unacceptable.

• 20% of Hollyburn Members are under the age of 16. The Club needs the right facilities to serve and engage this demographic. Relocating the administration offices upstairs (to the current Creekside Room location) gives us the perfect opportunity to give back 25% of prime-Club real estate to Members for improved youth space.

• Hollyburn is in a great financial position, making this a good time to invest in the Club’s future. As of April 1, 2022, the Club is debt-free having paid off Plan 2007 in only 12 years, three years ahead of schedule. In addition, by the time construction is scheduled to begin, we will have an estimated $5 million in cash.

• Construction costs and inflation are rising fast. Due to this, our independent cost estimator, BTY (a Quantity Surveyor) has estimated that project escalation will be around 7% per annum. The sooner the construction begins, the more value the project will bring to the Club.

• This work is already overdue and would have begun sooner, if not for COVID-19.

• Some of the Club’s critical facility infrastructure in the food & beverage areas are either end-of-life or require significant maintenance. Whether it’s our roof, our mechanical systems, or our plumbing and drainage, these are not projects that can be put off and they will need to be addressed regardless. Repairing all of these will cost over $4 million and will not improve any Member areas. Doing this work as part of the Renew ’22 project enables us to conduct the work more efficiently and limit disruption by dovetailing it with the other renovation work.

• We know that there are many opportunities for potential upgrades around the Club. Once Renew ‘22 is approved, we can begin conceptualizing the next future capital project. The Club’s Long Range Planning Committee has already commenced the Club’s next long range planning cycle which includes the upcoming 5-15 years. This will ensure we are staying on top of future needs.

• By accomplishing the needs that Renew ‘22 sets out to accomplish, the Club is that much closer to addressing other facility needs, such as, and not limited to, increasing parking, and adding additional pickleball and tennis facilities.

How will the project be managed?

The project management team includes: 

• The Project Manager will be responsible for the day-to-day management of the project. In February of 2022, the Club issued a Request for Proposal for project management services for the Renew ’22 project. Four proposals from qualified firms were received and the two shortlisted proponents were interviewed by the Renew ’22 Special Board Committee and Management. The Renew ’22 SBC recommended Make Projects be awarded the contract for Project Manager for the Renew ’22 project. Currently the Club is only under contract up-until June with the option to extend should the project be approved by Member vote. 

• The Special Board Committee will advise the Board and Management. The Committee will include both Board Members and Members-at-Large who have knowledge and experience that are beneficial to this project. 

• Club Management will have responsibility for day-to-day oversight of the project team, while also ensuring that Members’ experience and Club operations, programs, and services are disrupted to the least extent possible.