July 2026 | Courtesy of Club Director Magazine | By James A. Frank
Considering a major course renovation? Consider an accelerated timeline, which can speed up the process while limiting member disruption.
When Old Westbury Golf & Country Club in New York decided to renovate its 65-year-old, 27-hole course a few years back, its goals were what you’d expect: update the layout and its playability; modernize the infrastructure; and be prepared to welcome future generations. More immediately, the board of directors had to satisfy the wants and needs of the membership—including minimal disruption of play and strict oversight of the timeline and costs—which would have to vote on whether to approve the work.
How they were able to satisfy every criteria—starting in August 2025, finishing in just three months, and coming in $2 million under budget—can be a lesson for any board considering a significant construction project while upholding its fiduciary and operational responsibilities.
What They Did
In the early 2000s, Old Westbury brought in various architects and consultants who made piecemeal fixes and course changes.
Realizing that they weren’t doing the layout or the members much good, the board opted for a full-scale renovation. More than a dozen architects were interviewed. Brian Silva got the job based not only on his pedigree and portfolio, but also on his experience turning projects around quickly.
“Brian had successfully completed several large-scale projects on accelerated timelines,” said Board President Mark Rosen. “That gave us confidence that with the right architect, construction team, planning and accountability, it was possible to move much faster than the traditional nine-month projection.”
“Rather than holding one large membership meeting, we hosted three days of smaller fireside chats with the project team. The goal was to educate the membership, not sell the project. In the end, the strategy worked, and the project was approved by nearly 90% of the membership.”
Even with the luxury of 27 holes, minimizing disruption to play was critical. The board did a deep dive into construction planning, execution, and risk management, engaging industry experts and analyzing recent projects in the metropolitan area to understand what worked and what didn’t. They also focused on creating the best possible process to present the project and address member concerns. The club analyzed member data to determine how many rounds were typically played during the proposed closure period, then worked aggressively with neighboring clubs to arrange reciprocity.
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