Andrew Bers, a University of South Florida alumnus and Florida resident for over five decades, has a wealth of experience in real estate investing, construction, and remodeling. He retired in 2000 after founding an international, commercial jet aircraft parts distribution company based in Boca Raton, Florida.
After retiring, Bers moved to Longboat Key, where he bought, sold, and remodeled properties. He is a Broker-Associate and real estate advisor with Premier Sotheby’s International Realty since 2003, holding various designations including Certified Luxury Home Marketing Specialist, Accredited Buyers Representative, and Certified Distressed Property Expert.
Bers has sold hundreds of properties within our island communities and the greater Sarasota / Manatee area. He has received the Sarasota Magazine “Best In Client Satisfaction” award yearly since 2006 and has been a four-time ADDY award winner for luxury marketing excellence.
In addition to his real estate career, Bers is the founder of RV Park Connection, a nationwide consulting company that provides expert advice to RV park operators, investors, developers, and land owners in all aspects of RV park design, development, investment, and operations. In part, he prepares feasibility studies that include site and market evaluations, as well as site planning and development recommendations.
He also has 15 years of experience on HOA boards at The Polo Club in Boca Raton and Emerald Harbor on Longboat Key.
Bers’ expertise encompasses a wide range of business acumen, strategic planning, negotiations, sales, construction, land planning, and development. He has a visionary perspective and is adept at identifying opportunities to enhance and improve existing conditions, adding value to the community and individual property owners.
Bers has been a Meadows club member since 2018 and he became a resident in 2020. He is one of eight members of the 2025 Meadows Strategic Planning Committee. His primary focus is on communicating a revised vision for The Meadows and securing the necessary resources to transform that vision into reality. He aims to create value for the community and individual property owners by enhancing the amenities and natural beauty of the area.
AndrewBers About The Author
Key Findings & Recommendations
The Meadows stands at a pivotal moment. With the right vision and leadership, it can be revitalized into a thriving, future-ready community. Without action, continuing decline is a real risk threatening not only the character and enjoyment of the community, but also the value of our homes.
Recent decisions have left the club shuttered and without revenue, highlighting the urgent need for expert planning and a clear path forward. While this summary is not a formal feasibility study, it offers a wellinformed framework to help guide thoughtful decisions by the board and community.
The Opportunity Ahead
Golf is Growing: Participation is at record highs, revenues are strong, and demand continues to rise— especially among younger and more diverse players.
New Trends: Shorter course formats (6, 9, or 14 holes), technology integration, and entertainment-focused design are reshaping the golf experience.
Investor Interest is High: Course values are climbing, with a 66% increase in buyer activity compared to three years ago. Golf has proven to be a stable, income-generating asset class.
Renovation Over New Builds: With land costs, environmental restrictions, and limited water access, upgrading existing courses is often more viable than building new ones.
Broader Context: Golf aligns strongly with today’s experiential economy—offering social connection, wellness, and recreation in one package. It remains a resilient market despite economic headwinds.
What This Means for The Meadows
There is a strong case for revitalization—done thoughtfully and strategically.
A clear vision, paired with professional guidance and community involvement, will be essential.
Investment in modern facilities and experiences can reestablish The Meadows as a premier destination for members and residents alike.
This is a unique moment. The path is challenging but full of potential. With community support and informed leadership, The Meadows can evolve into something stronger, more relevant, and more valuable than ever before.
AndrewBers
Strategic Planning Committee / Current Board
A Missed Opportunity for Vision
The Meadows is facing serious challenges that stem from a lack of decisive leadership, minimal engagement with experienced professionals, and a reluctance to explore proven models for success. As one of eight members of the recently formed Strategic Planning Committee, I witnessed firsthand a troubling absence of urgency and strategic direction.
Discussions often reflected a deep skepticism toward the traditional country club model, with comments characterizing it as elitist and outdated. While reimagining the future is important, these conversations lacked balance and practical grounding. When questions were raised about funding needed improvements, responses were vague, with no clear financial framework offered. Despite the impending end of the country club lease, little effort was made to prepare for a stable transition.
Opportunities to learn from successful communities were declined—including a simple day trip to nearby clubs and a no-cost virtual meeting with a respected industry consultant. Requests to involve current club professionals and management in planning were similarly dismissed. Proposals to develop a sustainable, revenue-generating club model were rejected without serious consideration.
These decisions—and the broader resistance to expert input—ultimately contributed to the full shutdown of the club. The lack of a shared vision to rebuild and reposition The Meadows has already led to declining membership, reduced revenues, and diminished property values.
Without urgent, informed action, this trend may accelerate. The club should be a cornerstone of The Meadows’ identity and economic sustainability—not a liability. A unified, forward-looking plan that embraces our community’s full potential is not just desirable—it is essential.
AndrewBers
Vision
I Can See Clearly Now
Infrastructure - First Things First
The Meadows infrastructure is in dire need of repair or replacement. Since 1978, the Highlands and Groves were constructed, the pool relocated from the clubhouse to the tennis center, and a new fitness center was built. That’s it. The MCA has failed to adequately invest in the facility. They have also neglected proper funding and not allowed the MCC to borrow funds necessary for maintaining the golf courses and tennis courts. Many believe the MCC has mismanaged the funds provided by the MCA. There was never enough money, and the MCA failed to invest in the clubhouse and other amenities to attract new members. Consequently, there has been natural attrition as older members moved on, loss of members to competing clubs with newer and better facilities, and most importantly, an inability to attract new members. The operational costs have remained relatively low, maintenance has been deferred, and the overall facility is either unusable or in decline. As a result, both the country club and community assets and amenities have fallen into disrepair. Despite these challenges, the overall costs to club members and the community have remained relatively low, commensurate with the quality of the club and the club experience.
The entire infrastructure of The Meadows must be thoroughly examined and rectified. All identified problem areas and deferred maintenance can then be addressed and implemented.
AndrewBers
Buildings and Layout
It’s Time For A Change
Whether the MCA, a buyer, or lessee invests in The Meadows path forward, here are some considerations for revitalizing the community.
Clubhouse
The existing clubhouse is derelict, functionally obsolete, and should be demolished along with the current cart barn and pro shop. In its place, a new structure with 180-degree social and dining space above the current cart barn’s location is needed. A cart barn can be situated at ground level underneath this social area. This new facility should also accommodate men’s and ladies’ locker rooms, restrooms, and a pro shop with player check-in. The clubhouse should be the first area to undergo a complete demolition and reconstruction. A new, modern clubhouse is the cornerstone of attracting golf members.
Tennis Center and Pool
The current CCL is functionally obsolete and should also be demolished. The entire area requires reimagining. One option is to keep the building and restaurant open until the clubhouse is complete.
A new facility can be constructed to house a tennis shop, a restaurant, and a Tiki Bar. Additionally, a large pool or multiple pools and spas (hot tubs) is a significant driver in outdoor hospitality. I believe the current pool should be completely redesigned and expanded, or the “pro” tennis court could be converted into an additional pool. This could be complemented by the Tiki Bar and other amenities. I also like the idea of adding bocce ball. This area needs a major renovation, and I think a larger pool and more spacious deck area would be a great benefit for members and the community. One pool could be designated for children, pool volleyball, or a lap pool, while another could be for adults only.
A country club without an expansive pool area is simply not feasible, especially in Florida. While we won’t have a pool integrated into the clubhouse, we don’t need one as the new Tennis Pavilion is the ideal location. This move is more site-specific and reduces crowding in the clubhouse area. This area has the potential to become a major draw for the community.
Golf Courses
With targeted improvements, the golf courses can be elevated to premium conditions, rivaling or exceeding local offerings. Cart path repairs are included in this vision.
Tennis Courts
Neglected tennis courts can be brought back to high standards through resurfacing and the addition of underground irrigation. A new tennis equipment building will also be necessary.
AndrewBers
Walking and Riding Trails
Existing trails can be resurfaced and widened to accommodate walkers, bike riders, and, if applicable, resident golf carts.
Transportation, Parking, Cars, and Golf Carts
Redevelopment should reduce reliance on cars and minimize parking demand. Golf carts offer a practical, community-friendly solution, especially on private roads. Enhancing cart access—through widened trails and street-legal compliance—will improve access to events and amenities while preserving a peaceful environment.
Gated Community
Making The Meadows a gated community can provide enhanced security, a sense of exclusivity, and reduced traffic, which may appeal to residents and members who prioritize privacy and security. Additionally, it would eliminate cars that don’t belong in the community who use Longmeadow as a shortcut between 17th Street and Honore.
Name Change – A Fresh Identity for a New Era
As The Meadows looks ahead to potential redevelopment and renewal, this may be the right moment to reimagine not just the community’s physical spaces—but its identity as well.
The term *“country club”* carries traditional expectations that may not fully reflect the inclusive, active, and evolving nature of The Meadows. A name change could signal a fresh chapter and broaden appeal while honoring the community’s unique character.
One inspired suggestion: **Meadows Reserve**
The name feels timeless, welcoming, and distinctive—evoking a sense of care, connection, and quality. It suggests something preserved and treasured, while still open to growth and new experiences.
A thoughtful name shift, paired with revitalization, can help shape how current residents feel about their home and how new members are drawn in.
AndrewBers
Membership
Belonging to a country club or moving into a country club community is about more than just a beautiful setting—it’s about connection, shared experiences, and a vibrant, active lifestyle.
Each club has its own personality, offering something for everyone—from relaxed, family-friendly environments to lively social calendars and recreational opportunities for all ages. Unlike simply purchasing a home, joining a club is about becoming part of a welcoming community where friendships are formed, traditions are celebrated, and every day offers something new to enjoy.
Whether you’re spending the day on the golf course, joining a tennis clinic, enjoying a casual meal with neighbors, or attending a themed social event, the range of activities creates a fulfilling, dynamic experience. It’s not just where you live—it’s how you live, surrounded by people who share your interests and enthusiasm for a well-rounded, joyful lifestyle.
The Meadows has the potential to reward both members and residents if reimagined and executed effectively. The MCA Mission & Vision statement is to “preserve property values, green space, ambiance, and vitality of our community.”
While we may consider changing the name, we are a country club community. This is our heritage and the path forward is to embrace and enhance our existing lifestyle and amenities. By doing so, we can not only improve the quality of life for our residents but also raise the value of our homes. This is not only the best use for the club and community but also the most responsible financial decision.
Amenities – Elevating Fun, Connection, and Community
I’m excited to reimagine our amenities with a fresh, Florida-inspired approach—one that welcomes everyone and encourages connection, relaxation, and play. These upgrades will enrich the lives of club members and invite the broader community to share in vibrant experiences that make every visit memorable. Here’s a look at the inclusive, engaging spaces and experiences I envision:
• Modern, Multi-Use Clubhouse: A warm and welcoming hub for socializing, gaming, relaxing, or catching up over a meal or show.
• Diverse Dining Experiences: From fine dining to tiki bars and sports lounges—fresh, flavorful options for every taste.
• Private Event Spaces: Host weddings, fundraisers, and community celebrations in style.
• Interactive Culinary Studio: Hands-on cooking classes that bring people together over food.
• Outdoor Kitchens & Grilling Patios: Casual cookouts, live entertainment, and good company under the sun.
• Wellness Center & Spa: Mind-body wellness through fitness, yoga, nutrition, and holistic care.
• Fire Pits & Gathering Spots: Cozy spaces to connect, share stories, and enjoy Florida evenings.
AndrewBers
• Game Room: A place for friendly competition and all-ages fun.
• Sports Courts & Lawn Games: Active spaces for basketball, volleyball, bocce, and more.
• Playground: Safe, joyful place for kids to explore and play.
• Dog Parks, Wash Stations & Daycare: Thoughtfully designed amenities for our four-legged friends.
• Fishing Pond: A peaceful escape for casting a line and making memories.
• Expanded Trails & Biking Paths: Enjoy the outdoors with improved access and bike rentals.
• Resort-Style Pools & Spas: A variety of pools for families, adults, and fitness, plus hot tubs for ultimate relaxation.
• Tiki Bars with Sports Viewing: Poolside refreshment with scenic views and big games.
• Bandstand & Event Lawn: A central stage for music, performances, and community celebrations.
• Organized Events: Enjoy movie nights, karaoke, tournaments, crafts, stargazing, and more— something for everyone.
A Community Reimagined
These enhancements are designed to foster fun, friendship, and a stronger sense of belonging—whether you’re a club member or a guest. By blending upgraded amenities with a welcoming spirit, The Meadows can become a vibrant destination for all.
AndrewBers
Consultants and Outside Advisors
Considering the extensive scope of rectifying years of deferred maintenance and the deteriorating state of the physical plant, a team of experts comprising engineers, architects, land planners, commercial contractors, interior designers, golf course and tennis facility advisors, and others will be necessary to implement the required improvements.
To begin, the community would be well served to hear a presentation and evaluation from our Troon team. They have extensive golf and country club experience and should know our Strengths, Weakness, Opportunities and Threats better than anyone.
The current board of directors would benefit from having a Team Of Rivals comprised of our own past community and country club leaders, treasurer and other knowledgeable individuals weigh in and help frame the conversation and evaluate our options. An experienced individual or individuals would help in the day to day operations now as well.
Furthermore, we can initiate a conversation with renowned private club marketing experts like Steve Graves from Creative Golf Marketing. Steve has successfully implemented membership marketing initiatives for over 1,600 private clubs across the United States and Canada. Notably, he transformed Banyan Golf Club in West Palm Beach, where the previous president is a close friend of mine. Banyan was struggling to attract new members and charge an initiation fee of $8,500 eight years ago. Today, the initiation fee stands at $300,000 with full membership.
My friend attributes the club’s remarkable turnaround to Steve Graves’ expertise. The facility is breathtaking, and touring the golf course feels like riding through an Audubon postcard.
AndrewBers
Vision. Value. Resources. Investment
As we look to the future of The Meadows, we need a shared Vision—one that reflects what our club can become and the Value it can bring to all residents. With that vision in place, we can identify the Resources needed and the Investment required to make it a reality.
While a consultant-led Feasibility Study has been suggested, I believe that by thoughtfully addressing the questions in this report together, we can gain meaningful clarity. This will help both the community and the board make informed, confident decisions about the path forward.
Questions and Discussion Points
Vision
Does the board have a clear, inspiring vision for what The Meadows can become—one that strengthens member loyalty, attracts new members, and positions the community as a premier destination for vibrant, inclusive living?
AndrewBers
The Meadows
Strengths, Weaknesses, Opportunities, Threats
Strengths
• Prime location in Sarasota’s high-value real estate corridor
• Established community with existing amenities and infrastructure
• Opportunity to enhance appeal through inclusive, multi-generational offerings
• Potential to attract both current residents and new club members
• Brand recognition and loyal resident base
Weaknesses
• Rising costs: construction, maintenance, labor, and materials
• Long build-out timelines could delay returns
• Emerging competition in luxury country clubs
• Uncertain demand strength for upscale golf/tennis in current market
• Need for capital investment and financing
Opportunities
• Sarasota’s influx of affluent, amenity-seeking residents aged 35–75
• Underserved demand for newer, lifestyle-focused club experiences
• Potential to differentiate with modern, multi-use, wellness-forward amenities
• Strong location relative to beaches, downtown, and major residential zones
• Potential favorable interest rates for borrowing
• Real estate uplift post-renovation or redevelopment
• Opportunity for public-private or hybrid club models
Threats
• Increased local competition (new or planned country clubs)
• Golf course: number of holes, course quality Tennis/Pickleball: # of courts, program quality
• Boating access (if applicable)
• Ownership/management structure of club facilities
• Transfer fees on home sales
• Presence of Community Development District (CDD)
• Non-dues revenue streams (events, rentals, pro shop, etc.)
• Physical condition and curb appeal of facilities
• Pre- and post-renovation valuation metrics (if known)
• Financial health: balance sheet, P&L, debt load
• Availability of “like-kind” club financials (especially if for sale)
AndrewBers
The Meadows Business Model
A Reimagined Approach
In the Sarasota metropolitan statistical area (MSA) and across Florida, country clubs take many forms— from golf-only facilities to full-service luxury communities—each tailored to meet evolving member expectations. Today’s successful clubs appeal to multi-generational members seeking diverse, high-quality experiences beyond traditional golf or tennis.
Key Questions for a Responsive, Relevant, and Workable Model:
• What model will drive growth?
A hybrid lifestyle club—offering golf, racquet sports, wellness, dining, events, and inclusive social spaces—can attract both traditional and modern members.
• Industry Outlook for 2025
Positive, with growth driven by demand for lifestyle amenities, wellness, and communitycentric experiences in warm-climate regions like Florida.
• Target Demographic
Affluent individuals and families, ages 35–75, seeking vibrant, well-rounded communities that support active, healthy living.
• Future Club Trends
• Health and wellness integration
• Flexible, tiered memberships
• Enhanced social and family programming
• Modernized facilities with tech-friendly spaces
• Sustainability and eco-conscious design
AndrewBers
• Market Outlook in Warm Regions
Strong, fueled by continued migration to Florida, especially among retirees and remoteworking professionals.
• Audience Reach
Primary: Local residents, seasonal snowbirds, and regional relocators.
Secondary: National buyers seeking secondary or retirement homes.
Outreach should include digital campaigns, real estate partnerships, and targeted lifestyle marketing.
• Local Market Viability
The Meadows’ location within 30 miles of Sarasota’s top beaches, cultural venues, shopping, and healthcare services offers a compelling foundation.
• Main Attractions
• Siesta Key & Gulf Coast beaches
• Downtown Sarasota arts and dining
• UTC Mall, Lakewood Ranch, and medical facilities
• Nature parks and trail systems
• Marketing the Reimagined Meadows
A focused brand campaign built on experience, inclusion, and quality of life.
Messaging should emphasize:
• Elevated yet approachable lifestyle
• Multigenerational appeal
• Connection to Sarasota’s best offerings
• A community you belong to, not just a club you join
AndrewBers
Ownership Models
Exploring Viable Options for The Meadows
No option should be excluded. To ensure long-term success, all paths must be evaluated based on financial feasibility, member value, and operational sustainability. Below are three core models for consideration:
1. Member-Operated Club (Equity Model)
Structure:
• Owned and managed by members with voting rights and financial stakes
• Board of directors oversees operations and financials
Pros:
• Members retain control and potential profit
• Long-term value creation possible through reinvestment
Cons:
• High financial risk and responsibility for members
• Requires strong governance and access to capital
Observation:
While potentially offering the highest return, this model requires significant investment ($20M+), debt assumption, and operational expertise—factors the current board and community may lack. It’s the riskiest, but potentially most rewarding, option.
2. Non-Member-Operated (Third-Party Ownership or Management) Sale Model
Structure:
• Operated by a professional company or sold outright
• Includes options to lease or sell the club
Pros:
• No operational or financial burden on members
• Professional management may improve efficiency and service
Cons:
• Members have limited influence over operations
• Potential for increased fees or service changes
Observation:
Prematurely dismissing a sale is shortsighted. With the facility’s deteriorated condition, negative cash flow, and capital needs, a sale may attract the most interested operators.
AndrewBers
3. Lease Model (Transitional Strategy)
Structure:
• Club is leased to a third-party operator for fixed and performance-based rent
Pros:
• Provides guaranteed income and reduces operational risk
• Retains ownership and long-term asset appreciation potential
Cons:
• Lessee may be unwilling to invest heavily without ownership
• Long leases (e.g., 50+ years) may resemble de facto sales
Observation:
A well-negotiated lease can stabilize cash flow and offload operational responsibilities. However, attracting a quality lessee willing to invest significantly or finance without ownership may be difficult. In that case, a sale would provide a more competitive and cleaner solution.
Summary: Strategic Next Steps
Given current conditions—financial limitations, lack of expertise, and insufficient community backing— the non-member-operated model, via sale or lease, presents the most viable path forward. Continuing with stopgap measures will only erode value, membership, and revenue. To compete with top-tier clubs in the region, The Meadows needs bold action and strategic investment.
Next Steps:
• Conduct a membership and financial pro-forma to evaluate models
• Commission a professional appraisal from a country club specialist
• Develop clear expectations for any third-party proposal
• Create a community engagement and communications plan
AndrewBers
If You Build It, Will They Come?
Yes—if it’s done right.
Unlike past efforts, this time can be different with proper funding, strategic planning, and a clear vision. Success depends on aligning the project with market demand, executing a financially sound plan, and creating a compelling destination that meets the expectations of today’s members and tomorrow’s.
The key difference? A well-capitalized, market-driven approach with accountability from the start.
This is currently a seller’s market, and buyers are well aware. Investors are pouring record levels of capital into golf communities, reflecting strong confidence in their long-term value.
Do You Have To Build It, For Them To Come?
No—if it’s done right.
Golf memberships can often be pre-sold from a model or conceptual plans before the golf course is fully constructed. This is a common practice for new golf clubs and communities to generate funding and interest in the project.
Here’s why and how it works:
• Funding:
Pre-selling memberships helps developers secure funding for construction, as it provides a significant revenue stream early in the project’s lifecycle.
• Interest and Marketing:
Offering memberships before construction allows developers to generate early interest and build a waiting list, which can be a powerful marketing tool.
• Risk Mitigation:
Pre-sales can help mitigate the financial risk associated with building a new golf course, as developers have a better understanding of potential demand before committing to full construction.
“Refund Liability”:
Some pre-sales may include a promise of a refund if the golf course does not meet certain standards or if the membership is not used. This is often a way to attract members and ensure they are satisfied with the final product.
Promotional Tool:
Pre-selling memberships can also be used as a promotional tool to attract new residents or visitors to a new community, especially if it’s integrated with a larger real estate development.
In essence, pre-selling golf memberships is a strategic approach to financing and marketing a revitalized golf course or community, with the potential for both benefits and liabilities for both developers and prospective members.
AndrewBers
Sarasota Real Estate Market
Affluent Trend
Florida has evolved from a retirement haven into a top destination for high-net-worth individuals, driven by tax advantages, luxury lifestyle, and robust real estate growth. With no state income or estate taxes, the state continues to attract affluent buyers, especially from high-tax states.
In 2022, Florida led the nation in gaining wealthy young households and saw a net income boost of over $75 billion during the pandemic. Ultra-luxury properties—some reaching $5,000 per square foot—are booming, especially along the Gulf Coast.
Despite strong economic inflows, overall population growth has slowed due to rising costs and outward migration. Florida’s demographic is shifting as wealthier newcomers replace those priced out.
As luxury migration accelerates, Florida’s identity is being reshaped—not by population growth, but by rising affluence
Golf and Country Club Viabity
State Of The Market Article Reviews
**Recent, 2025, articles and synopsis from Tampa Business Journal**
Golf Resurgence - Investors Paying Top Dollar
Golf’s explosive growth in recent years has created a seller’s market, with investors paying top dollar for courses and facilities.
According to Leisure Investment Properties Group (LIPG), the average golf course sale price in 2024 surged to over $6.87 million — a 38% increase from just under $5 million in 2023 — reaching levels not seen since 2007, just before the financial crisis. The median sale price also rose nearly 23% to more than $3 million.
“The golf industry is experiencing unprecedented growth, with rising participation, higher revenues, and strong investor interest,” the LIPG report stated.
The spike in pricing is tied to a broader shift in investor focus. With uncertainty clouding traditional real estate sectors like apartments, industrial, retail, and office, more capital is flowing into golf. Steven Ekovich, LIPG executive managing director and partner, said both public and private equity firms are aggressively pursuing deals — even cold calling clubs that fit their acquisition criteria.
“Golf is back and healthy,” Ekovich said. “It took 18 years for prices to return to these levels.”
AndrewBers
Participation is also hitting new highs. The National Golf Foundation reported 28.1 million Americans played on a course in 2024 — the most since 2008. The sport is becoming more inclusive, too, with women making up 28% of players and 25% identifying as Black, Asian, or Hispanic — both record shares.
After years of course closures, new development is inching upward. Since 2022, six new facilities and 17 new courses have opened — a modest but meaningful reversal after more than 2,000 course closures following the Great Recession.
Despite demand, new course construction remains rare due to high costs, tight regulations, and limited access to affordable water. Many local governments have spent the past decade closing public courses to redirect funds toward more broadly appealing facilities.
Ekovich noted that successful new developments are typically high-end private courses supported by membership fees, not public dollars. “Most new projects we’re seeing are private, high-end clubs,” he said. “Many have waitlists, so the demand is clearly there.”
That demand is pushing club dues and initiation fees higher. Club Benchmarking, a private club data firm, found median dues are expected to rise 5% in 2025 — down from 9% in 2023 but still above pre-pandemic averages. Median initiation fees hit $50,000 in 2024, up from $45,000 in 2023 and $25,000 in 2019.
Waitlists continue to grow. In 2019, just 25% of clubs reported having one. That number jumped to 49% in 2022 and 51% in 2024.
“We think that, for the foreseeable future, that’s going to be the norm,” said Chris Davis, director of data analytics and capital planning at Club Benchmarking.
Historic Local Investment in Golf and Country Clubs
The $85 million sale of Lakewood Ranch Golf and Country Club marked Florida’s largest-ever golf course deal, with Heritage Golf Group beating out six other bidders. The four-course property became the crown jewel in Heritage’s growing Florida portfolio — part of its rapid expansion that includes four Tampa Bay acquisitions since 2022.
Fueled by post-pandemic demand, golf is experiencing a resurgence after years of decline, with Tampa Bay emerging as a top-tier destination rivaling Naples and West Palm Beach. Average course sale prices jumped 38% last year, and initiation fees have soared past $100,000 at some clubs. Investors now view golf courses as trophy assets, drawn by high returns and limited supply.
While new course development remains rare due to high costs, significant reinvestment is transforming older properties. Clubs like Avila and Saddlebrook are undergoing multimillion-dollar upgrades. The market’s strength is also attracting top-tier buyers like Kemper Sports, which paid $160 million for Streamsong Resort and is developing a fourth course to meet soaring demand.
While new course development remains rare due to high costs, significant reinvestment is transforming older properties. Clubs like Avila and Saddlebrook are undergoing multimillion-dollar upgrades. The market’s strength is also attracting top-tier buyers like Kemper Sports, which paid $160 million for Streamsong Resort and is developing a fourth course to meet soaring demand.
AndrewBers
As player interest booms and development space tightens, Tampa Bay’s golf market is growing in prestige — driven by migration, limited access in other regions, and a younger generation seeking high-end experiences.
Rising Country Club Dues New Trend
Rancho Santa Fe Golf Club increased its initiation fee this spring from $75,000 to $100,000 — double the $50,000 fee it required of new members before September 2021.
Detroit Golf Club upped its own initiation fee by 15% earlier this year to help fund a $16 million renovation.
Meanwhile, in places like Florida, a influx of ultra-wealthy residents has sent country club fees and membership rates skyrocketing, according to The Financial Times.
While big hikes for initiation fee and dues are outliers today, country clubs across the country are still raising their rates, albeit at a lesser rate than they did at the height of the Covid-19 pandemic, when Americans rushed back to golf clubs because of the ability to social distance playing the sport.
Operating dues at golf clubs have continued to grow, according to a survey of about 300 clubs by Club Benchmarking, rising about 6% from April 2023 to April 2024 for the median club. That’s down from the 8% growth in operating dues the company tracked from December 2022 to December 2023. The year before that, operating dues grew by about 5%.
That doesn’t mean there weren’t clubs that raised dues and fees into the stratosphere, said Chris Davis, a director at Club Benchmarking, which offers capital assessment surveys, benchmarking data and maintenance plans for clubs across the country. Most clubs are still playing catchup on their investments in amenities and systems.
“The industry as a whole is grossly undercapitalized,” Davis said. “Every club we have been to has a lot of deferred maintenance.”
A best practice for country clubs is for operating dues to cover day-to-day operation costs of the club while initiation fees should cover future capital expenses, Davis said. But for years, many clubs kept dues and fees down while using their long-term funds to pay for short-term operations — essentially shortchanging future members.
Initiation fees are also still growing. In 2024, the median initiation fee for country clubs was $50,000, up from $45,000 in 2023 and from $37,500 in 2022. The overall “cost of belonging,” which Club Benchmarking defines as all dues and fees someone needs to pay to fully use their membership, rose from $10,999 in December 2019 to $15,030 by April 2024.
According to the Producer Price Index for membership dues and fees at golf courses and country clubs — a product from the Federal Reserve Bank of St. Louis that records the prices companies charge for their services — membership dues and fees nationwide increased by about 39% from 2006 to the onset of the pandemic in early 2020. Club dues and fees have grown another 44% from the onset of the pandemic through July 2024.
So if club dues were $10,000 in 2006, they would have grown to $13,900 at the beginning of the pandemic and, today, would cost more than $18,300.
Clubs Still In Demand Despite Higher Costs
Soaring club dues and initiation fees have shown no signs of discouraging would-be club members.
AndrewBers
The percentage of clubs with waiting lists hasn’t budged for several years after that share rose dramatically during the pandemic. In 2019, about 25% of country clubs reported having a waiting list. By 2022, that number nearly doubled, to 49%, according to Club Benchmarking. About 48% of country clubs this year have waitlists.
A review by The Business Journals of more than 2,000 nonprofit country clubs and Form 990 documents submitted by those organizations found massive gains in revenue. But big expenses also came alongside those gains.
To be sure, not every country club in America saw revenue gains during the pandemic, and not every club has been able to make it through the demographic and financial gambit of the past decade, either.
Thousands of clubs have closed since the Great Recession, with some former golf courses turned into developments or simply lying unused, the subject of intense community debate. Other clubs have found themselves at a crossroads and have sold to larger industry players looking to grow their footprint. Still others are experimenting with subscription-based pricing models.
Of the more than 1,100 country clubs that used the nonprofit-targeted Form 990 to report their financial data in 2021, the median change in revenue was a 14.8% gain from 2020 to 2021. That comes after revenue growth averaged between 1% and 2% across the previous five years, according to independent research on country clubs from IbisWorld.
Country clubs reviewed by The Business Journals that recorded a gain in revenue from 2020 to 2021 saw a median gain of 19.7%. The average revenue gain was nearly 31%.
While experts say the breakout growth country clubs experienced during the pandemic has now ended, the new financial normal for clubs is elevated from what it was pre-pandemic. Country clubs on the whole find themselves in a much better position to raise dues, plan for capital costs and reinvest in clubs that frequently faced deferred maintenance.
But country clubs also are attracting younger prospective members, according to a demographic analysis by Placer.ai of communities where country clubs are located.
The location-tracking firm found country clubs are attracting visitors from neighborhoods with lower median ages compared to the neighborhoods that fed visits to country clubs in 2019.
Country Club Revitalization As Demand Grows
The Kalamazoo Country Club is undergoing a major overhaul set for completion in 2026, featuring a new clubhouse with dining, a bowling alley, movie theater, pools, lounges, nine racket courts, and two redesigned golf courses by architect Andrew Green. It’s part of a nationwide trend, as country clubs invest in expansive renovations to meet rising demand, appeal to younger members, and reestablish themselves as social hubs.
Other clubs, including Wayzata (MN), Fair Oaks Ranch (TX), and Travis Pointe (MI), are also investing millions into upgrades. Post-pandemic financial stability—median revenues rose 23% from 2019 to 2022—has empowered clubs to modernize and expand. Architects say younger members prioritize casual dining, fitness, flexible recreation, and quicker golf formats, prompting a rethinking of space, programming, and even vertical expansion.
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These improvements also support higher dues and initiation fees, with 2024 medians rising to $50,000 and 5%, respectively. Waitlists have doubled since 2019, now affecting over half of clubs, and investor interest is surging. The average golf course sale price jumped 38% in 2024 to $6.87 million—the highest since 2007—reflecting golf’s continued momentum and country clubs’ renewed relevance.
Country Club New Normal - Dues And Waitlists
The Club at Inverness in Englewood, Colorado, is positioning itself as a “third place” for younger generations, shifting from traditional exclusivity to a more social, flexible membership model. With millennials and Gen Z now comprising 25% of its members, the club has expanded offerings beyond golf — adding pickleball, a fitness center, and lively events like concerts and balloon shows — and plans further renovations in 2025 to match evolving preferences.
This shift mirrors a broader industry trend as clubs capitalize on post-pandemic momentum, investing in amenities that appeal to younger members who prioritize social connection and variety over golf alone. Nationwide, waitlists and initiation fees are rising — with the median fee reaching $50,000 in 2024, double that of 2019 — and roughly half of all clubs now have waitlists.
Experts say clubs are stabilizing operationally and using initiation fees for new, aspirational projects while maintaining capital dues for repairs. Investor interest in golf clubs is also climbing, with private equity backing and strong returns making clubs an increasingly attractive real estate play. As demand holds steady and supply remains limited, clubs that invest wisely now are poised for long-term growth.
Golf Course Properties Are Hot Targets For Investors — Prices Are Soaring
Investor demand for golf and country clubs has soared, fueled by golf’s post-pandemic resurgence and steady revenue models. In early 2024, Concert Golf Partners acquired The Club at Pasadera in California for nearly $10M, expanding its portfolio to 33 clubs. Other deals include the Pinewild Country Club in North Carolina selling for $20M and Gainesville Country Club auctioned for just over $2M.
Firms like Invited Inc. and Arcis Golf are actively expanding, aiming to consolidate a fragmented market of roughly 14,000 courses, most still individually owned. Waitlists and rising dues signal strong consumer demand, driving average course sale prices to nearly $5M in 2023—a 20% increase over 2022.
Golf’s built-in income from dues and amenities like restaurants and event spaces makes clubs attractive to investors seeking stable returns, especially as traditional real estate sectors like office and retail struggle. Private equity now plays a dominant role in ownership, a major shift from a decade ago.
While many courses closed in the past decade, the tide is turning. On-course golf participation rose to 25.6M in 2023, with off-course players hitting 27.9M. Technology has enhanced interest rather than replacing in-person play, supporting long-term demand.
Consolidation will likely continue, as larger owners benefit from economies of scale and professionalized operations. The only constraint: limited inventory, as current owners see rising profits and are reluctant to sell.
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Golf Course Prices Hit Record Highs Amid Investor Rush
Golf’s resurgence is fueling a seller’s market. Average golf course prices soared to $6.87M in 2024, up 38% from 2023—reaching pre-recession levels. Surging participation, rising diversity, and investor demand are driving prices and waitlists higher. Over half of private clubs now have waitlists, and median initiation fees have doubled since 2019 to $50K. New course development remains limited, focused on high-end private models. Experts say demand and values will remain strong as the sport continues its boom.
Country Clubs Remain Strong Amid Ongoing Demand
Here’s what it means for waitlists and initiation fees.Country clubs that weathered the Great Recession and COVID-19 are now thriving, with waitlists and initiation fees at record highs. Nearly half of golf clubs now have waitlists, up from 25% in 2019, while median initiation fees have jumped from $29,000 to $50,000. Even non-golf clubs like yacht and city clubs have seen rising demand.
Though growth has tempered since its 2021–2022 peak, prices aren’t expected to fall. Clubs use initiation fees for capital improvements, meaning new members typically pay more over time. “Lower fees dilute member value,” said Chris Davis of Club Benchmarking.
Despite thousands of closures since 2008, the tide is turning. Closures are slowing, and new club development is beginning again, fueled by golf’s resurgence and millennial interest. On-course golfers rose to 25.6 million in 2023, with another 27.9 million participating off-course. The pandemic-era golf boom appears here to stay.
“Both public and private clubs have been able to raise fees as demand remains strong,” said Cary Lannin of Integra Realty Resources.
Country Club Dues Are Skyrocketing
Here’s What’s Driving The Trend And The Outlook Ahead. Country clubs nationwide are raising dues and initiation fees, driven by rising labor costs, capital needs, and an influx of new members. Dues rose 20% in 2023 in areas like North Carolina’s Triangle region and MinneapolisSt. Paul, with many clubs seeing even sharper increases in 2022. Club Benchmarking reports total membership costs rose 30% since 2019, with median initiation fees jumping from $30,000 to $50,000 — and doubling at non-golf clubs.
The post-pandemic boom, fueled by millennial interest and remote work, has driven long waitlists and record demand. Before COVID, only 25% of golf clubs had waitlists; now, about 50% do. But while the surge has stabilized, prices remain high and aren’t expected to fall.
Clubs are facing pressure to modernize and invest in “aspirational improvements” to attract younger members — think pickleball courts and upgraded dining. At the same time, staff shortages and higher wages have pushed operational costs up, forcing clubs to pass those costs to members.
Experts like Chris Davis of Club Benchmarking and Frank Vain of the McMahon Group say the industry is in a “golden age,” but warn that without long-term planning and sustainable funding models, some clubs may struggle. Many rely heavily on initiation fees, which are drying up as clubs fill to capacity, requiring more from monthly dues to cover both operations and capital projects.
Despite these challenges, demand is holding strong. “Ten years ago, clubs were cheaper and couldn’t get members. Now they’re more expensive — and people are lining up,” said Vain.
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Executive Summary
A Bold Vision for a Stronger, More Vibrant Meadows
The Meadows is at a turning point. Years of underinvestment, deferred maintenance, and a lack of clear leadership have led to the decline of our once-thriving country club and community amenities. But with the right vision, resources, and action, we have the opportunity to reimagine The Meadows as a vibrant, inclusive destination that enriches the lives of all residents.
The Meadows mission statement promises, “Our mission is to preserve the property values, green space, ambiance and vitality of our community. Our vision is to be known as a well-maintained, welcoming, safe community with up-to-date housing, activities and services designed to meet the needs of all residents.” The current fragmented leadership and overall infrastructure and facility disrepair has limited our enjoyment of the facilities, put downward pressure on our property values and limited our ability to sell our homes should we choose to do so.
This report identifies key issues—aging infrastructure, obsolete buildings, and uncompetitive amenities— while also presenting a hopeful, forward-looking path for renewal. A revitalized Meadows could feature a modern clubhouse, expanded pool and recreation areas, wellness-focused amenities, and engaging social and family spaces that reflect the Florida lifestyle we all cherish.
Three operational models are explored: member-owned, third-party managed, and a lease arrangement. Given our current financial and operational limitations, a non-member-operated approach—via sale or lease—appears the most viable starting point. This model allows for professional management, fresh capital, and reduced risk, while preserving the community’s long-term interests.
Key Steps for Positioning a Country Club Transfer
1. Market Analysis
Start with in-depth market research to understand demand, identify potential buyers, and evaluate recent comparable sales. A strong market understanding helps position the course effectively and competitively.
2. Property Valuation
Secure a professional appraisal from a qualified golf course broker or appraiser. This should reflect land value, facility condition, and overall market position.
3. Financial Preparation
Ensure financial records are complete, accurate, and well-organized. Key documents include profit and loss statements, tax returns, membership stats, and historical round counts.
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4. Legal and Regulatory Compliance
Confirm that all permits, licenses, and legal documents are current and transferable. Address any zoning, environmental, or contractual issues that could impact the sale.
5.
Facility & Course Condition
Present the property at its best by completing necessary repairs, upgrading landscaping, and maintaining all equipment. First impressions matter.
6. Operational Efficiency
Streamline operations to improve profitability and appeal. Focus on cost controls, new revenue opportunities, and strategies to retain and grow membership.
7.
Engage Industry Professionals
Work with experienced golf course brokers who understand this unique asset class. Legal and financial advisors with commercial real estate expertise can help navigate the transaction and protect your our interests throughout the process.
Some Board members have served—or sought to serve—for months, even years. Yet a true sense of urgency remains lacking. What’s needed now is swift, informed action. The Board should actively engage decision-makers who not only understand and value the country club lifestyle, but who also bring real estate expertise to the table.
The path I’ve proposed is practical and can be set in motion within days. With clear direction and experienced guidance, we can launch a focused, efficient process—our strongest opportunity to secure a financially sound and sustainable future for The Meadows.
A modernized Meadows—with thoughtful investment and inclusive offerings—can once again become a place where people of all ages and backgrounds connect, thrive, and feel proud to belong.
Together, with open minds and shared purpose, we can build not just a better club, but a stronger community.
AndrewBers
A Personal Note from Andrew
Thank you for taking the time to read through this outline. I take great pride in offering a thoughtful path forward for our community. If you’d like to explore any of these ideas further, discuss how the club’s future might impact your home, or simply share your perspective—I’d truly welcome the conversation. Please don’t hesitate to reach out.
