Executive Summary
Three Critical Parameters
Per Treasurer FrameworkThis Period — What Happened
Attention Items
Financial Results
Income Statement
Click any figure for benchmark and trendThe Period in Full
Every line on the same four periodsBalance Sheet & Liquidity
Item #6 — Net Worth Over Time
Monthly · Derived from Cobalt GL ActualsConsolidated Club Net Worth — Entities 100, 150, 155
Trend: +$3.71M (+25.8%) over 24 months. Reflects year-end capital dues posting (notable Jun 2025 uptick) and steady FY26 accumulation.
Note: Pre-FY24 historical data requires prior audited financial statements and has not yet been loaded.
What's Driving the Changes
Each month's net worth movement explained — what made it go up or down.
Balance Sheet
Balance Sheet by Fund
Double-click a fund to view full balance sheet| Fund | Total Assets | Total Liabilities | Net Worth | Net Worth % |
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Standard Liquidity & Leverage Ratios
Club-Specific Capital Health Ratios
Context that standard ratios missAsset Composition
Where the Club's Assets Sit
Liability Composition
Departmental Performance
Club Operating — Income Statement Summary
Every line on the same four periods| Line Item | ◀ Current Month ▶ | ◀ Year-to-Date ▶ | ◀ Same Month Last Year ▶ | Last Closed Year | |||||
|---|---|---|---|---|---|---|---|---|---|
| Actual | Budget | Var $ | Actual | Budget | Var $ | Actual | YoY $ | Actual | |
Statement of Activities — All Departments
Every department · Variance to budget · Per-member/month economics · Double-click any dept to view full income statement| Department / Line Item | ◀ Current Month ▶ | ◀ Year-to-Date ▶ | Per Mbr / Mo |
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|---|---|---|---|---|---|---|---|
| Actual | Budget | Var $ | Actual | Budget | Var $ | ||
Department Drill-Down
Full P&L detail for major operating departments| Department | Revenue (YTD) | Expenses (YTD) | Net Income (YTD) | vs Budget | Funded by Dues | Key Activity |
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Operating Efficiency
Efficiency Measures
Dues Subsidy by Amenity
Capital Income
Capital Position
Combined: Replacement + Improvement FundsThe Period in Full
Capital income on the same four periodsFund-by-Fund Summary
Click a fund to drill into line-item detail| Fund | YTD Income | YTD Spend | Investment/Other | Net Surplus | Annual Plan | % Consumed |
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Capital Plan Consumption — FY27 YTD
How much of the annual capital plan has been spentTop Capital Line Items — YTD Spend
Across both fundsLargest Unspent Capital
Budgeted but not consumed YTDItem #5 — Net Available Capital Ratio
Target: >18% for Healthy ZoneWhy this matters
Net Available Capital as a percent of Operating Revenue. This is arguably the most important single number the Board sees.
Clubs with a ratio >18% have the capital to maintain existing assets, replace them on schedule, and fund aspirational projects. Clubs below that threshold are generally running down the asset base or deferring maintenance.
How do we move to a healthy zone? The levers are: (1) capital dues increases, (2) capital assessments, (3) initiation fee volume, (4) operating surplus that flows to capital.
Item #7 — Net-to-Gross PPE Ratio
Asset Health CheckWhy this matters
Net PPE is Gross PPE (excluding non-depreciating land) minus accumulated depreciation. Net ÷ Gross = Net-to-Gross PPE Ratio.
A declining ratio signals that the club's assets are aging faster than we're replacing them. Combined with Item #5, this tells the Board whether current capital investment is keeping pace with asset consumption.
Investment Portfolio
Member Utilization
Village Scorecard
Click any column header to sort · Click a village to drill into facility breakdown—
Facility Revenue Mix
Engagement Trend — 26 months
Property Engagement Tiers
Based on cumulative ticket count over 26 monthsVillage × Facility Revenue Matrix
Cross-sectional view — which villages drive which facilitiesMethodology & Caveats
What this dashboard shows and how
Utilization = AR ticket activity excluding Dues Postings, Payments, Adjustments, and Month-End A/R. Those are money movement, not usage. What remains is real member activity: F&B tickets, golf rounds, bistro orders, events, fees.
Properties (not members) are the unit of aggregation. A property can have a primary owner, spouse, dependents, and tenants all transacting — they all roll up to the property's village.
Engagement metrics use a 90-day rolling window. A property is "engaged" if any member attached to it produced a ticket in the last 90 days. Properties with tickets in history but nothing in the last 90 days are flagged as "dormant" — potential retention risk.
YoY comparison compares to date () with the same window of the prior year (). — not yet a full-year comparison.
Attention flags fire automatically: (1) village YoY drop >10%, (2) village revenue/prop <50% of club average, (3) individual properties with zero tickets in 90 days (shown in aggregate only, not by name).
Member Satisfaction
Key Takeaways
McMahon's strategic findingsAdditional Detail
Click to expandMethodology & Notes
About this survey
The McMahon Community Consultants Membership Survey was administered in August 2025 to approximately 4,000 residents. 1,385 completed responses were returned, producing a 35% response rate. This is an above-average response rate for clubs of this size and produces reliable results with ±2.0% margin of error at 95% confidence for percentage responses and ±0.1 for mean ratings.
Benchmark comparisons are drawn from McMahon's proprietary database of 41 private clubs located in residential communities, with survey data collected between 2019 and the first half of 2025. The Villages is the only club in this cohort located in the Bay Area of California.
Next wave. An annual member survey cadence is recommended with quarterly pulse questions (NPS + 3-5 rotating topics). When subsequent waves complete, this tab will expand to show trend arrows, category movements, and longitudinal tracking.
Amenity Utilization
Participation & Subsidy by Amenity
FY2026 vs FY2025The Subsidy Question
Three largest deficits · who pays for what they don't useHousehold Engagement Distribution
FY2026Monthly Trend
Click an amenity to switchEngagement by Village
FY2026 · lowest participation firstWho Pays, Who Uses
FY2026 · stated on owner accounts billed duesConcentration of Amenity Revenue
FY2026 · deciles of the billed populationCourt Utilization
Court Statistics
Board Summary
Utilization
court by court, month by monthParticipation
—Golf
Tee-sheet utilization, golf revenue and golfing membership, month by month since July 2024, with each month compared to the prior month and the same month a year earlier.
Golf Statistics
Trend explorer
Any metric from the catalog, with the prior fiscal year overlaid so seasonality is separated from change. Slots offered can be overlaid because a rising utilization figure can come from fewer slots as easily as more play. Mondays run a reduced sheet of about 36 slots against 73–85 on other days, and are measured against it like every other day.
Service scorecard
Each metric is compared with its own prior 12 months. Verdicts move when the month sits more than half a standard deviation from that baseline, signed by whether higher is better.
Period Detail
Board Summary
Phase 2 — the Board President's standing questions (which days and times are under-used, what the guest mix is doing to member access) answered directly off this ledger.
Course Utilization
Phase 2 — day-of-week by month soft-spot grid for the 18 and the Par 3, built from the ledger's dow series.
Golf Revenue
Phase 2 — dept 410 revenue composition by account group, and the merchandise margin on the corrected cost-of-sales basis.
Golfing Members
Phase 2 — members charging golf, village penetration, and the annual rounds-per-golfer distribution from the calendar-year rounds files.
Food & Beverage
The measures behind the Board’s FY26/27 Goal 2: increase the value perception of our food and beverage operations. Departments 300 (Food & Beverage) and 320 (Catering and Events); the Clubhouse (310) is a facility cost center and is left out of every measure here.
F&B Board Summary
Not rendered — the F&B ledger is not in this build.
Prime Cost
Not rendered — the F&B ledger is not in this build.
Covers & Labor
Not rendered — the F&B ledger is not in this build.
Banquets & Events
Not rendered — the F&B ledger is not in this build.
Member Value
Not rendered — the F&B ledger is not in this build.