Say goodbye to tired furniture, ageing facilities and dated interiors ― the region’s clubs are getting a serious facelift.
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The big four are spending big bucks, looking to remain relevant in a changing hospitality and entertainment landscape.
Millions are being invested in new accommodation, revamped dining rooms, upgraded entertainment spaces and major redevelopments as the clubs look to keep pace with what members and visitors increasingly expect.
From a $12 million accommodation expansion at Rich River Golf Club to major refurbishments at Moama RSL, Moama Bowling Club and Echuca Workers, the clubs are investing in what they believe members, visitors and the wider community will enjoy in the years to come.
And although the price is heavy, one thing remains certain — none of the clubs can afford to stand still.
Teeing off in the upgrade rush is Rich River Golf Club, which is creating 23 rooms in its new accommodation complex, increasing its capacity from 64 to 87 rooms.
The project is a $12 million investment and has been five years in the planning.
Chief executive Shane Gloury said the project had been driven by a strong demand, as “we’re frequently knocking back prospective guests because we don’t have enough rooms”.
He said existing rooms had served the club well but were becoming tired, and the new complex would give it greater flexibility to renovate its existing motel.
“Having these additional rooms puts us in a better position to renovate the existing motel over a five-year period without turning away business,” he said.
Once complete, Reflections will allow Rich River to accommodate almost 200 guests at a time, strengthening the club’s role as a major tourism generator for the region.
Rich River employs around 220 staff and supports a range of local businesses through its supply chain, including food suppliers and linen services.
The club provides sporting and social opportunities through golf, lawn bowls, croquet and tennis, while also hosting community events.
Moama RSL is focusing on creating a more modern and comfortable venue, undergoing major internal redevelopment, replacing much of its furniture and refurbishing several areas.
The dining room has received new tables and chairs, booth seating, painting, wallpapering and architectural features, while furniture has also been replaced in the small function room.
Work is also underway in the TAB and sports lounge, including new carpet, paint and wall panelling.
Chief executive Ash Menzies said the existing furniture had reached the end of its useful life.
“What we’d had for quite some time had certainly paid for itself, but it was becoming a little uncomfortable and started to look tired” he said.
After receiving approval for its external redevelopment, the club will need to wait for a construction certificate before external works can begin.
This will include replacing and extending the existing covered driveway entrance and giving the club’s front facade a fresh new look — a project 18 months in the planning.
The club estimates the changes will set it back $2 million.
“We want this to be a modern, comfortable, inviting space for our members and guests for the next five to 10 years,” Mr Menzies said.
He also mentioned the role the RSL played in the community – from family gatherings and business events, to sporting and community events.
“We just love being in that space where we can help our community, because it’s our community which helps us,” he said.
Moama Bowling Club is in the final stage of its Wildergreen redevelopment, with the former Parquetry Lounge being demolished to make way for a landscaped area that will be cleaner, safer and more welcoming.
The Wildergreen redevelopment forms part of the club’s broader masterplan, which has been progressively developed and implemented over approximately the past decade.
Chief operating officer Liam Fleming said the works formed part of the club’s ongoing improvements.
“Moama Bowling Club is much more than a venue for our members,” Mr Fleming said.
“We host community groups, support local organisations and welcome thousands of visitors each year, so it’s important our facilities and surrounds are safe, accessible and well presented.”
Mr Fleming said it was difficult to attribute a single figure cost to the works, with the club hopeful the demolition and landscaping component would be completed in the coming months.
Separately, planning for the club’s proposed new resort development is in its final stages, though no start date has been set.
The overarching goal is to steadily improve facilities and surrounding areas, keeping them contemporary, welcoming and well suited to members, visitors and the broader Echuca-Moama community.
Echuca Workers general manager Erin Langman said the club had recognised expectations were changing.
Major redevelopment has already been completed after more than $7 million was invested in the club in 2018.
The Sports Bar and gaming areas were finished by July of that year, with the remainder of the redevelopment wrapped up before Christmas.
The project transformed essentially every part of the club, with the aim of creating a more modern and welcoming venue for members and the community.
“We know clubs cannot afford to stand still,” Ms Langman said.
“What works today will not necessarily be what people expect in five or 10 years’ time, so we need to continually evolve.”
In this fashion, the club has begun discussions around a new masterplan for future renovations and improvements — although there are no firm plans at this stage.
This redevelopment provided an opportunity for the club to support local businesses — with local trades used wherever possible during the project.
Ms Langman said membership continued to increase, a positive sign people continued to value what it offered.
“Echuca Workers is a place where people meet friends, have a meal, celebrate family occasions, attend functions, watch sport and simply spend time together,” she said.
The four clubs are at different stages of their respective projects, but their investments point to something else, the changing role of the traditional club.
These clubs are no longer simply places to have a drink, play sport or catch up with mates.
They are evolving into accommodation providers, hospitality venues, event spaces, community hubs and genuine tourism attractions.
Which means keeping pace with changing expectations is becoming an ongoing process rather than a one-off project.
The common thread is investment in the future.
As Ms Langman put it, what works today may not be what people expect in five or 10 years.
For the region’s major clubs, the work is about making sure they are ready when those expectations change.