Member Q & A
Future 2027: Upgrading Beaver Valley Clubhouse

We are in Stage 1 of the proposed clubhouse expansion project, with a budget of $276,760, which includes the professional fees for the various firms that have been brought together on the project – from architecture to engineering to food and beverage consultants. Stage 1 is on time and on budget.

The work of Stage 1 has focused on a feasibility study for a clubhouse expansion, not isolated repairs as this would not solve for the many issues the Clubhouse faces today – including limited seating, insufficient HVAC, inadequate number of washrooms and more. It is too costly to have the professional firms provide estimates for secondary projects. The consultants have been scoped to focus on the primary project of a clubhouse expansion. As part of Stage 1, Management have undertaken a building assessment to understand all repair and upgrade needs and that can be addressed in this larger project.

This Stage 1 of a clubhouse expansion project is part of the ongoing long-range planning for Beaver Valley, and the many upgrade projects already complete – such as the new Silver Creek bar, new kitchen and food service area and other interior upgrades.  We cannot meet the requirements of our Clubhouse with repairs and upgrades.
 

Management and the Board are in regular discussions with other private clubs who have been through similar projects and have gained valuable insights and many lessons learned which will be applied to our project.
 

the evaluation included submitting sample work from similar projects and KPMB demonstrated relevant experience with a project of this nature and scale, which may not be prominent on the firm's website though was validated through the review process. A member of KPMB's team was the former architect of the Silver Creek expansion (with a different firm), bringing valuable understanding of the property, club operations and Beaver Valley culture. 
 

Our lift ticket prices are priced similar to the other private Clubs and reviewed annually to make sure we are on par. For context – one private club charges $119 for an adult ticket, while one charges $75 and we are at $100 – therefore right in the midpoint. We will continue to review ticket prices and increase the fee if appropriate.
 

The Club has historically exempted some age groups from paying certain fees and levies to reduce the burden on young families, as they represent the future of the Club, and on our most senior members to reflect their previous contributions and limited use. The Board and Funding Committee will continue to consider Member age when as part of the funding model.   
 

The Capital Contribution Levy (CCL) is in place to provide capital for the club over the longer-term to fund ongoing costs to maintain and enhance required infrastructure from  snowmaking, to equipment, to chairlifts and more. The CCL is an essential funding mechanism needed to maintain our required infrastructure in a responsible way.
 
 

Previous projects have benefited from selling junior options in the past and this can be considered for this project. It’s important to recognize that while these provide immediate benefit they reduce the income future generations would realize when and if those junior members convert to their own membership as they would pay no initiation fee rather than a percentage of the fee based on the tenure of their family’s membership.
 

The capital plan does not account for sale of land – that would be over and above the current capital plan. The 10-year capital plan accounts for snowmaking, road and bridge repair, chairlift replacements, snow grooming equipment and the project fees for Stage 1 and 2 of the Clubhouse expansion project.
 

The draft design is centered on expanding to the north side of the current building and providing for both an adults only and all-ages family spaces. An upgraded and expanded adults only space is of great benefit to Beaver Valley for the long term, not just for today’s Membership. The expansion could be used as both all-ages and adult-only at various designated times. The goal is to provide expanded seating for our target membership size with flexibility for optimal use.

The proposed northern expansion is a key moment for Beaver Valley to address our existing challenges and deliver against the requirements of the club – such as additional seating, improved accessibility to more levels within the clubhouse, upgraded food and beverage service and replacing aging outbuildings in need of repair which spread our services across the property.  The existing boot locker section on the picnic level will be replaced with the northern expansion along with additional space that will include - a large, designated multipurpose room available for health and wellness activities, dryland training and other athlete activities.  Currently, these are squeezed into various buildings at the top and bottom of the hill when and if space is available.  Further to the north on the second level will be a first aid area, avoiding the need to rent a trailer every winter, plus the 2 additional smaller structures near Pioneer Drive can be demolished, instead of receiving extensive repairs.  More washrooms, located at the base of a new stair will provide quicker access from the hill and there will be additional seating above and beyond the current count on the picnic level.  Expanding the second level also allows the club to relocate the kitchen prep area upstairs adjacent to the BV Grill, creating a more efficient food and beverage service, directly benefiting members and staff workflows.  A one-story addition would increase seating to alleviate the removal of the tent but limits our ability to resolve many inherent issues the members and management face daily.  A two-story expansion does not add significant cost to the project as only a one story would require a major dig out for foundational purposes. We are leveraging the construction of a one story in this two-story proposal. The full extension will modernize the clubhouse, improve capacity and flexibility to rethink spaces in the future as the Club evolves and continues to offer a welcoming place that makes Beaver Valley special to our families. 

Over the course of the long-range planning for the Club, an expansion at the Keg was ruled out as the land does not support for central parking, core operations (ie: member and guest services) and would ultimately require a full tear down.
 
This project is focused on upgrading the central clubhouse where all main operations and Members and Guest experience take place.  Operational upgrades to The Keg will continue as required.

At this time, the Club’s focus is on upgrading the central clubhouse where all services and amenities are housed and where the majority of Members and Guests come when on site. Construction in the South is not considered at this time.

We have two meetings coming up that will have virtual access.

On Tuesday February 24th we will hold a virtual Member Q&A session on Zoom. Members can register here.

On Saturday February 28th we will hold a Town Hall and Special Meeting in the SML. Members can listen to the meeting on Zoom but will not be able to vote at the meeting. Details on how to register to attend virtually and how to vote will be shared in the Information Circular that will be sent to Members on Wednesday February 18th.

Beaver Valley is governed by the Ontario Not for Profit Act (ONCA) and our Bylaws and neither of these mandate that Stage 1 or 2 of the feasibility study requires a Membership vote. However, the Board of Directors and Management want to ensure Members are engaged in the entire process of a potential clubhouse expansion and have chosen to bring both Stage 1 and 2 to Members for a vote. These votes are only on the feasibility study, design concepts and early budget estimates. The formal vote on whether to proceed to construct will come before Members in October at the AGM.
 
For the Stage 2 vote to be held on February 28th, we are seeking a simple majority (50% +1). This is consistent with ONCA and the Club’s bylaws which indicate a majority vote is required for capital expenditure over $500,000. View our bylaws here.
 
The Club’s bylaws underwent a complete review and re-write with the support of external counsel specializing in not-for-profit governance in 2023 and received approval by well over the required two-thirds majority with very strong member participation in the vote. Changing the bylaws would require member approval by a two-thirds majority.
 
We encourage all Members to vote online or in person and ensure their voice is heard.
 

Each year we see approximately 30 families resign from Beaver Valley and about the same number join. It is typical to see a somewhat higher attrition rate in the year that a club requires an assessment, and this is generally followed by a reduced attrition rate in the year or two after. 

The cost estimate is developed to include contingency amounts and sensitivity to cost escalation and the Club’s 10-year capital plan. The approach to funding the project will also include sensitivity to changing costs, member attrition and other key factors.
 

How many hours does the clubhouse find itself at capacity in given day?
The club experiences its peak busyness on Saturdays from 11:00 a.m. to 2:00 p.m., and then again from 3:00 p.m. to 6:00 p.m.  The clubhouse is not sized to support the membership and has insufficient seating, washrooms, storage and workspace. A professional report completed in 2019 indicated Beaver Valley did not have adequate seating or general amenities for the size of the membership. This has caused the Club to rely on a temporary tent for seating and storage that is not intended for regular use and does not meet building code. There are also outbuildings used for first aid and ski patrol that must be replaced. This project is designed to address these needs and address remediation and renovation to the oldest parts of the building, not just peak seating requirements.

In the past 5 years we have seen an average of 28 families resign per year, and all resigning members have been replaced by families from the waiting list. The Club still maintains a small wait list and reviews our capacity on a periodic basis allowing new families to join when room is freed up by resigning members to ensure we don’t grow beyond our target capacity of 750 to 800 families.  
 

New members have an option to pay the initiation over three payments or three years, which includes an interest fee, or in full at any time. Over the past few years only a few have opted to pay in installments. We have also seen more prospective families choosing to join in full without joining as a trial member first.

Starting in 2018, the Board and Management engaged in building a long-term strategic plan for Beaver Valley to secure the Club’s future. This work had several stages, each one approved by Members, including investing in snowmaking, building upgrades (i.e.: kitchen and Silver Creek renovation) and a potential clubhouse expansion. A clubhouse expansion has been explored for over 5 years in response to a formal study done in 2019 on the club’s building infrastructure, chairlift and hill capacity which indicated the clubhouse should expand and could no longer meet the needs of the Membership size which is at the top end of the target range. Following a pause to focus on snowmaking – the Board and Management have returned to focus on a clubhouse expansion as part of the long-range plan for Beaver Valley. Further to very clear capacity constraints and lack of proper facilities, such as washrooms, outdated HVAC, non-compliant tents, the clubhouse has several aging areas that will need to be remediated in the coming years. An expansion will address these issues and provide for a strong future for the Club.

The process is moving according to the plan and schedule as approved by members at the October Annual & Special Meeting. We are currently in Stage 1, which is developing the schematic design and Class D estimate. The consultants started work on the current studies in November and have remained on track. As communicated last October, a Member vote will be held at the end of February on whether to proceed to Stage 2 – the next phase of design and developing a Class B Estimate. The project is keeping pace with the timeline shared and Member feedback received to date has been valuable and shared with the consultants.

The previous work done on requirements and design concepts for a possible expansion provided a strong base for the current project team to build upon and reach this stage of the Future 2027 project. The Design Committee is made up of experienced and knowledgeable members providing valuable input representing a diversity of member ages and tenures. They have helped shape the several design iterations that the team has worked through over the last two months. Comments and feedback at the member Q&A session and through the feedback form have also been used to guide the design and inform the process.
 
If the project proceeds beyond Stage 1, there will be considerable opportunity to provide feedback on the detailed design.
 

It’s important to note that the vote in February will only be to approve moving to the second stage of the design process and more detailed budget. If members vote in favour, there will be more opportunities for input on components of the design and options for funding. This includes a special member survey, more member Q&A sessions, and continued work with the member committees. This first design stage is focused on determining the overall size and footprint needed and identifying the physical constraints, opportunities and other factors that must be pillars of the project (e.g. location of staircases, bar, entrances). The design team is allowing for flexibility to respond to member feedback in the next stage by separating out the cost of optional parts of the program and identifying different alternatives for addressing requirements where possible (i.e: extent to which the proposed new adult only area is separated from general seating, and preserving the ability to change areas from adult only to general seating).
 

Since the start of the project, there have been many iterations of the design concepts and cycles of review that have helped shape the core pillars of the design, including physical constraints and opportunities. Feedback and valuable input have been received from the Board, Management, Member Design Committee and individual Members. The next iteration of the design will be available for members in mid-February when the Information Circular is issued. Feedback can be provided through the feedback form or by connecting with a Committee or Board member. Providing written feedback through the form is encouraged to make it easy for all members of the Board and the Committees to view.

If the project proceeds to Stage 2 following the February vote, a detailed Survey will be provided to Members to capture critical feedback to design, funding options and other aspects of the project to ensure member input is received and contributed as we progress to the next stage.

If the project proceeds, the project budget will account for all aspects of a potential expansion – including use of local roadways and operational costs. The budget will also have a contingency fund for road repairs if needed. A note to members that maintenance and upkeep for the roads and bridges on Beaver Valley property is a regular responsibility of the Club and a detailed maintenance schedule is followed. 

The Planning consultant is in the process of confirming the required approvals and costs associated with this process. NEC approval is not required.  

The design work being completed now in Stage 1 and proposed for Stage 2 is at a fixed price. Construction contracts are planned to be competitively tendered in Stage 2 with consideration for ensuring the best value and managing price risk. Changes would be submitted and reviewed by the Project Manager and design team for completeness and accuracy. Approval of changes would be required from Management and the Board.

We understand the project will cause some disruption at the club, as is to be expected with a project of this nature. Should the project proceed, traffic management and overall site safety will be part of the project scope for the PM and engaged companies. Interruptions to traffic on Pioneer Drive will be communicated with sufficient advance notice.  

All trades engaged in the project, and most especially the cost consultant, will take into account costs associated with a project of this nature, including Beaver Valley’s more remote location. This is a lesson learned from past Beaver Valley capital building projects and will be noted when assembling the final budget. Should the project proceed to Stage 2, the Class B estimate will provide much greater detail on budget aspects. We are also reviewing a strategy to raise awareness of the project to local trades and suppliers as a mitigating measure.

Property tax impact will be assessed against the final design plan if the project is set to proceed. Property taxes are shared as part of the annual financial reporting and Members can expect to see tax information as part of the financial statements shared prior to the next Annual & Special Meeting in October.

It’s expected that this project will not result in a notable increase to operations costs and should present new efficiencies. As our current building was added onto many times over the decades and have aging and inefficient HVAC and the incredibly high cost to heat the temporary tent – the club has high operating costs which we are seeking to improve.

At this point, we assume the expansion will require fire protection and the remainder of the Clubhouse will maintain its current sprinkler system or not have fire protection. This will need to be confirmed by the Municipality of Grey Highlands.
 

If Stage 2 proceeds, a thorough tender process will be run to identify the firms for the project. In following our Bylaws and the Ontario Not-for-Profit Corporations Act (ONCA) – firms will be asked to disclose any conflict with the club as part of the submission process. This is a standard practice we follow today and will continue as we progress.

Should the project proceed and pass a future Member vote, we expect one winter (2027-2028) of disruption and will plan for temporary infrastructure to allow operations to continue. Operating decisions – such as hosting competitions – will be addressed by Management as part of the normal operations of the club and communicated to Members. We are reviewing several mitigations that will be provided to the membership prior to any vote to proceed with construction so members can understand the short-term impact on operations in the 2027-2028 season.

The expansion will not seek specific sustainability targets, such as LEED or Well, as they typically add cost to a project.  Finishes such as paint and carpet within the expansion will be low VOC, new lighting will be energy efficient as will the HVAC system.  A wood structure, which is the base design, decreases the embodied carbon compared to steel or concrete.  The lower level has been sized to meet the priorities of the Club without adding unnecessary area.

The design review process considered a second floor addition for the current structure, however due to the site’s total rooflines, building age across the various additions over the decades, land grading under the SML and adjacent waste systems this would be a costly solution. Adding onto the SML is also only addressing one requirement and need for the Membership and Club overall – and doesn’t solve for seating constrains, insufficient washroom facilities, aging infrastructure, flow safety and congestion and the necessity of removing the temporary tent which is not compliant. The proposed north side two story expansion will solve for the list of requirements set out at the onset of the project.

The temporary tent has 192 seats. The project design accounts for re-allocation of these seats, plus additional seating for a total increase of seating. We expect at minimum an additional 120 seats with the expansion, which will fluctuate as the design details are finalized. In addition, the design will allow for more space around seating for members and staff to move through seating areas more easily.

There are several prohibitive factors as it relates to expanding the SML to the small deck areas. Below this deck space is a storm water catch basin which will be expensive to relocate and the rooflines in this area are complicated to alter. Expanding towards Founders Chair leaves deck space with limited sunshine. The geotechnical reports show that expansion to the north is far better with respect to the water level (3m vs 7.5m). Connecting the SML to the Cafe would increase requirements for fire suppression, create significantly more disruption in construction, and require more significant grading work on the hill for drainage. An expansion in this location would connect more of the existing building, adding additional renovation costs to the project. Developing this option would also add more scope to the consultants’ work which has not currently been included in their budgets.    

Membership initiation fees are currently $36,500. The Board and Management regularly review our initiation fee and CCL against those for other clubs. At this time, Beaver Valley’s initiation is of the lowest across the private clubs. The Board has recently passed a motion to increase the Initiation Fee for the 2026-2027 season which will be factored into the funding considerations for the Clubhouse project.

No decision on funding has been made. A Funding Committee of Members has been set up, and the group is meeting to identify alternative funding options and approaches for this project and is considering the feedback from previous surveys. We’ll share details of proposed funding options to Members prior to the next Member Q&A session to be held on February 8th. Details on proposed funding will also be in the Information Circular to be issued to voting Members on February 18th, prior to the Town Hall on February 28th.

The Class D estimate will be developed in the coming weeks as the initial design is completed by the consultants. We will provide details on options for funding to Members in the Information Circular to be issued on February 18th. If the project is approved – we intend to offer a range of mechanisms for funding and provide Members options to suit different preferences.


 

Incremental revenue is not factored into the rationale for the expansion project and any additional revenue will be upside to the Club’s financials.
 

The 10-year capital budget accounts for ongoing upgrades and improvements to snowmaking, and required infrastructure replacement such as groomers, chairs, roads, bridges, etc. as outlined in the financial updates provided at the October 2025 Annual & Special Meeting are not impacted by this project. The consulting costs for Stages 1 and 2 for this project are also included in the planned capital budget.
 

The consultant costs are very necessary to fully scope and cost a project of this nature. The Class D budget estimate presented for a vote in February will have a cost variance of 20-30% as the drawings are only to a certain scale/detail. We must move to Stage 2 and the next phase of detailed drawings and have all the disciplines involved complete their work to develop a Class B estimate, which will have approximately a 10% variance. This is the budget we will vote on in October at the next Annual & Special Meeting. If the project proceeds these expenses will significantly reduce the risk of costly surprises and scope changes. If the project does not proceed this work can inform future options to address seating needs and building renovations as the temporary tent will need to be removed and the oldest parts of the building will require renovation and remediation.

 

We have provided the Project Manager (independent to Beaver Valley) who is managing the group of consultants and serving as the liaison between BVSC and the consultants, with the requirements and are working with the consultants to identify the most cost-effective way to address those needs. We are also identifying components that can be removed or reduced in scope if the cost is found to be prohibitive. We will provide the design, cost estimate and funding options to inform members prior to voting on whether to proceed to Stage 2. If members are not in support of the project details presented in February then no further spending will happen.  

The long-range capital plan was presented at the Annual & Special Meeting in October 2025, and will be included in the information issued to Members on February 18, 2026.

 

The application process for the two Committees was entirely open to all adult Members and we had a strong level of interest. There is one female Member on the design committee, and overall the committees have a diversity of membership age, tenure and professional background. In addition, the volunteer Board of Directors has four female members of different ages and tenures that are also providing feedback into the process.
 

The number of member families fluctuates monthly as families enter and exit and junior members convert. As of December 2025, there were just under 800 Member families. We are at the top end of our Member family target of 750-800 Families. In 2019 a detailed study of the capacity of the property, infrastructure and buildings was completed using the Member target we operate within today. The report considered the ability to accommodate 750-800 families, which equates to 2700 Members and 500 Guests, or 3200 people total. The report noted that clubhouse capacity was significantly undersized for the target membership. It is available on the Member website here. 
 

 

The consultants have been instructed to follow the warm, alpine aesthetic of Beaver Valley as it is today, while introducing modern amenities to support better operations and overall efficiency. 3D Renderings of the design will be provided along with the schematic design to inform the vote on whether to proceed to Stage 2. If members approve to proceed we will provide opportunities for feedback on the layout and design within certain parameters to ensure the feedback is actionable.
 

The architects considered various expansion options, including the south, north and closing in where the middle deck resides today. Due to the land grading, various competing roof lines and below grade challenges – this option was not explored further as it would add significant cost.    
 
 

Yes, there is an elevator planned for the north end of the expansion to address accessibility needs and allow for safer movement of stock and equipment between levels.
 

The Architects and engineers are considering the roof lines for an expansion, taking into account the current mix of roof lines we have today, snow accumulation and run off. The proposed design will be available for members to see in February.
 

Should the project proceed and pass a future Member vote, we expect one winter (2027-2028) of disruption and will plan for temporary infrastructure to allow operations to continue. Costs to operate a temporary solution will be factored into the project and the Club’s general operating budget.        
 

The SML as it is today is undersized for the membership. In the annual Member Satisfaction Survey additional SML seating is one of the highest priorities as identified by Members. The expansion proposes converting the current SML into an all-ages space, and building a new, larger SML with increased seating.
 

The proposed expansion will have two floors, and details including the proposed square footage will be available in February.
 
 

The proposed deck in the sketch provided of the proposed footprint is only preliminary and will be further scoped and sized as the design work continues. The architects and engineers will protect and preserve skier space and grading to travel across the lower land from various runs, the central Founders' Chair and over to the North Chair.
 
 

The architects have looked at various seating options – including individual seats and bench seating – and industry standards for seating space per person to maximize the amount of seating in a future clubhouse while addressing the current crowded layout that exists today. Replacing the less comfortable tables and chairs that exist today will be considered depending on the cost and overall budget.
 

The new north expansion will allow for large events, such as Club Champs, and many other programs/events for Members.
 

The plans do allow for an additional north driveway off of the current Fireside – this is for use by emergency services, building operations, and stock deliveries at the same level as the Picnic room. The plan is to maintain one primary circular drive for drop off / pick up supported by ambassadors as we have today.  The expansion will have additional foot entrances on the hill side which will ease flow on the current SML level    
 

The project is prioritizing meeting the needs of Members – primarily additional seating, more washroom facilities, improved food and beverage service and flow. The project is not adding space for programming that does not already exist, but providing sufficient space for existing activities such as yoga, racers’ dryland training and other indoor programs. Providing dedicated space for these types of activities will reduce daily set up and tear down of tables and chairs and improve ability to meet the demand for this type of space. It is also not expected to be a significant additional expense.
 

Having a closed, adults only space is a hallmark of Beaver Valley and something important to our Members. Operating a future SML space differently by allowing all ages use during off times could be considered at a later date and does not impact the planning for this project.
 

At this time, we are addressing the upgrades to the main clubhouse as that is the priority for this important project. The Keg will continue to be updated to maintain a positive experience for Members.
 

We follow the Ontario Not-for-Profit Corporations Act (ONCA) and the bylaws approved by Members as they relate to club governance and voting. When a voting member registers their vote online prior to the meeting they can choose to name a proxy that they wish to have vote on their behalf if needed. At any time, a new matter can be brought forward or an existing matter amended at the in-person meeting. Votes submitted prior to a meeting are registered and counted. Proxies assigned to the Board or another Member are held, and in the event another vote must take place, the proxy holder may choose to use those proxies to vote on a new or amended matter. For the February vote – we will provide voting Members with online access to submit their vote ahead of time, or register to attend and vote by ballot in person. The same process for proxies will be followed.

The architects are working on the detailed schematics which will be shared as part of the Information Circular to be issued on February 18th. This will include detailed floor plans and 3D renderings for member review.
 

We have provided the architects with the priorities and requirements, including feedback received from the Member satisfaction survey. The requirements and high priorities include amenities such as a multi-purpose space for fitness and other programs, and quiet space for Members, but not a dedicated, closed workspace such as hoteling.
 

The Board has no intention to override the Member vote – this project is for the entire Beaver Valley community and will only proceed if Members vote to proceed. We will follow the Ontario Not-for-Profit Corporations Act and our Member approved bylaws for voting procedures and thresholds. The voting process will adhere to all guidelines and proper governance.
 

 

In the summer of 2025, Management and the Board started the preliminary work to prepare for the Member vote at the October 2025 Annual and Special Meeting. This work included hiring an independent project manager who would serve as a critical liaison between the Club and the selected consultants. We hired Morgan Rubes, a project manager with Life Cycle Project Leaders, who has supported Beaver Valley in past projects and other escarpment clubs on respective clubhouse projects. From there, Morgan ran a competitive, public tender process for qualified consultants to submit proposals for the Beaver Valley project. During this process – all parties were asked to disclose any conflicts of interest. Participating firms with personal connections to Beaver Valley properly completed this process, as did Board members with conflicts to any of the parties submitting a proposal. Parties with a potential conflict of interest were not part of the approval process to select the consultants. Morgan completed the consultant selection in the fall, and immediately following Member approval to proceed with a Class D estimate and Stage 1 in October, initiated the project work. There are 11 different professional design and engineering consulting firms involved in the stage 1 work. The firms and their roles in the project can be found here on the Member website.
 

There are several areas of the current Club that are non-compliant with current codes and standards and inefficient. To help Members understand this further, we’ve outlined the main areas of concern in the Clubhouse that should be addressed:

• Lack of seating for our target Membership of 750-800 families, both in the main clubhouse and Senior Members Lounge.
• The washroom facilities are also undersized for our Membership numbers, and not accessible for all.
• The building doesn’t meet current codes for accessibility, an elevator is needed along with other accommodations to provide more accessibility for members and guests with mobility challenges, and to support improved operations.
• The building doesn’t meet current codes for HVAC, only a few areas are air conditioned which also significantly limits the ability to use the building outside of winter to offer more usage for members and capture additional revenue.
• The current location for Emergency Services, where our important Ski Patrol treat injured members and guests, has no washroom facilities or running water and inadequate heating during cold weather periods.
• The current site presents many challenges for Staff to run events, store food and beverage and operate for a positive member experience, impacting revenue generation for the Club.
• The piecemeal layout of the current clubhouse has significantly limited the ability to provide food service to the members’ lounge or to offer table service and manage high volume of traffic during the peak season.

It’s of the utmost importance to the Board and the Management team that we maintain the Beaver Valley feel. Our clubhouse must continue to be warm, cozy and have all the aspects we’ve come to love about Beaver Valley. We will work with the architects to ensure any expansion has the same feel as the clubhouse does now but gives us the space we need and brings the building up to current codes and standards. Most importantly, members will be able to see what the proposed design looks like before voting to proceed with Stage 2.

 

We receive valuable input from Members about the Keg and the potential to renovate that space. Over the past years of planning for a clubhouse expansion, expanding the current clubhouse was determined to be the best solution. This considers parking allocation and proximity, central use, event space, food and beverage and staff operations. While there may be interest in expanding The Keg, many central services cannot be migrated to the top and splitting core services between the top and bottom of the property would be costly and inefficient to operate. We recognize The Keg needs updating and various upgrades have been made in recent years. We commit to making continual improvements to The Keg and considering a more substantial upgrade in the future once the main clubhouse is able to meet our core needs.
 

The concept drawings members have seen previously were developed prior to the pandemic, and only at the rendering stage, with no associated costing.  This new project has assembled a multi-discipline consultant team to develop a Schematic Drawings and Class D estimate. This information will be shared with members in the season, prior to the February vote. Proceeding with the feasibility study in two phases will allow members to see what the proposed design will look like before making a more substantial investment.
 

Temporary tents have served our club as an interim measure but are not sustainable, nor appropriate for meeting core needs. Simply putting up a more permanent structure only addresses some of the critical requirements. We have provided the full list of requirements to the consultants working on the proposed expansion. The Stage 1 schematic design will be shared with members prior to the February vote and Town Hall.
 

Snowmaking has been a critical investment for the club over recent years and is showing its benefits. Last year, Members approved a substantial snowmaking project – all funded through our capital budget. Snowmaking continues to be a major priority for the club and has been well funded over the years with proven upgrades.

The goal is not to expand the membership, but to maintain the membership size we continuously work towards (750-800 families). The goal here is to improve the clubhouse and the overall member experience, as well as provide the space staff require, including storage and event staging space, and allow us to offer additional food and beverage services. These improvements will dramatically improve the club’s ability to execute year-around for Member and guest enjoyment.
 

Our lunch seating capacity is undersized for our target membership of 750-800 families, which has led to the temporary use of tents. We can no longer rely on the tents which are nearing the end of their lifespan, not to code and inefficient to heat. We hear firsthand from Members on the issue of available seating. The recent Member survey showed only 3.36 out of 5 for satisfaction when it comes to seating at the Club. With all possible adjustments already done, an expansion is required to meet the needs of our current membership.
 

We commit to engaging Members along the way. Starting in December, a special Beaver Chips will launch, focusing only on the proposed project, and providing regular updates. Member information sessions will take place in person and virtually, offering a chance for questions and discussion. Member Committees have been set up to support the project and bring forward member views, while lending professional expertise in design and financing as the project proceeds. A complete information circular will be shared with voting members in February prior to the town hall and member vote on whether to proceed to Stage 2. Member communication is a priority and we encourage members to keep a close out for regular updates.