IMPROVEMENT OPPORTUNITY LOG

Transcription

1 The following is a list of Improvement Opportunities listed by topic within function. The table was originally created to log improvement opportunities identified to resolve deficiencies implied in the Situation Analysis performed during the Strategic Planning process. Later it was used to record recommended actions to be performed to ensure the Tactical Objectives are accomplished. It now includes suggestions from stakeholders to improve the operation of the club. The Planning Committee is the owner of this report. Please report additions and updates to the Planning Committee. Goal #1: The Charbonneau Golf Club is the golf club of choice for golfers preferring the attributes of a premier smaller size golf course Provide improved customer service through continuous improvement CGC Communications 1 No Routine stakeholder surveys IOL Communications 1 Report Groupon feedback to Chris LZ Marketing 2 Solicit stakeholder suggestions on CGC Communications 1 the websites Suggestion Box - track suggestions IOL Marketing 5 Develop a study to analyze food service options and determine the costs and benefits of each BJ, DO, ES, BS Bus Dev 1 Yes Start using the outside patio ASAP to serve burgers, dogs, & drinks BW Op Mgr 5 Improve the appearance of the course DO Golf Com 1 no Ensure follow up on customer feedback Marketing Marketing 1 Make it easier (7X24) to book a tee time by enhancing the on line Book a Tee Time System SH Golf Com 1 no Provide instructions for use of the Marketing Web support 1 system on the public website Highlight the benefits of our Book a ES Web Support 1 Tee Time System on the public website Provide a wait list capability IOL Web support 2 Inform all members in the booked IOL Web Support 1 group the booking information Provide a receipt of the tee time IOL Web support 1 1 P a g e

2 Design a web "app" to help promote ES Communications 3 no specials, benefits of membership, provide a way to order from F&B features, alert players to any course conditions, etc. Invest in sprinkler system changes to use LZ Golf 3 no the right amount of water. This may be computer controlled devices rather than sprinkler heads. Provide the CGC WiFi info on the public IOL Web Admin 5 no website so customers can book tee times using their smartphones and electronic devices Install a computer in the pro shop so SH Golf 5 No customers can book tee times, sign up for special events and lessons Make relevant information about the golf club more readily available to stakeholders by adding a kiosk or information center in the pro shop to include: FAQ, club brochures, suggestion forms, pricing information, community related policies, customer related policies, description of golfer amenities, membership applications, project request form, tree removal request form, shareholder transfer request, golf course map Marketing Communications 2 no Goal #2: The golf course open space continues as the Charbonneau community picturesque centerpiece Develop HOA relationships to establish their permanent financial contribution to the maintenance of the golf course as the community s open space. Involves a trade for a new covenant on the land deeds to extend the Willamette Factor s contract terms for another nn years. Continue to build and improve relationships with the CCC Consider a routine status report for the CCC board BJ Finance 5 Strategic Priority SH President 1 no President Op Mgr 3 2 P a g e

3 Study the feasibility of a common maintenance Golf 2 Yes service for the CGC & HOA's project, LZ Celebrate our Open Space day, Once per quarter. ES Golf, CSR Could include a morning or afternoon of open course access, free golf, disc golf, and other outdoor activities etc. A social followed by lunch or dinner A golf course taxi service or protected pathway for residents attending CCC events or getting to and from the pro shop ES Golf 5 Goal #3: The CGC continues as a profitable business and is financially secure TVF&R Feasibility Study BJ Lee Z 1 Yes Ensure CGC property is appropriately utilized BJ, SH Bill S, Lee 1 Yes Sell non-performing real estate assets LZ Bill S, Lee Develop a facility capability to support BJ Bus Dev 3 yes Weddings Tournaments Big parties Develop 5 year financial plan BJ, SH Finance 5 Yes Develop an improved membership program. Include as part of the 2016 Marketing Plan BJ, ES, SH Marketing 1 No Provide reciprocal club benefits DO OP Mgr 1 Provide for year round signups to our ES 1 "Membership Program Campaign to include free membership to ES the top i.e. 5 who bring in the most new members Do a better job of promoting the benefits ES 1 Auto renewal ES 1 Provide member spouses a reduced Other 5 golfing rate Accumulate enough cash to where we did not have to give discounts when selling annual memberships (passes) LZ 3 P a g e

4 Create levels of membership that include LZ 1 (a) players, (b) residents bordering the golf course, (c) non-playing shareholders, (d) student athletes, (e) men s and women s club members and more. This might include grounds service memberships. Continue proactive billing for memberships and for cart fees LZ 1 Provide discount on golf cart rentals Other Op Mgr Develop a community outreach philosophy and program for expanding our reach into the local community ES 2 Remove cart paths that are not essential DO Golf Com 5 no Given other priorities, I wouldn't place this high on the list unless it could be done in conjunction with some other course improvement project. (DM) Analyze the costs/benefits of tournaments DO Golf Com 5 no Provide more freedom for marketing DO, DM Marketing yes Evaluate the effectiveness of existing SH 1 marketing programs League play for Local businesses or new BS 1 condominiums ( just like bowling leagues) generates outside dollars. Contact Chamber of Commerce become a BS member and participate Join the Rotary of Wilsonville as an active BS participant Reduce Days open in the off season ES months, or use those days for renting out the space for events Add signage on Miley road before the BS turn to Langdon Farms Contact Real Estate Companies free round of golf for anyone buying a house in Clackamas or Washington Counties BS 4 P a g e

5 Based on a review of cost benefit/results, ES cut print advertising and use of Groupon and focus on our own web technology and community resources to promote specials, etc. Develop relationships with the Chamber ES of Commerce, City of Wilsonville, etc.) to help promote our business, youth sport and event programs such as weddings, concerts on the green and the like Require the pro shop staff to wear CGC BW Op Mgr 1 apparel Provide the image of a 18 hole course + a DO Marketing 9 hole course Participate in the CCC information day IOL CSR, Golf 1 Change the slogan "Where the public is always welcome" LZ Marketing Completed Find ways that CGCI can gain non-golfing revenue, LZ Bus Dev similar to the tennis courts, possibly by installing paid use courts on the range that would be more profitable than a driving range. There is a demand for broche ball and pickle ball courts. The point here is that maybe use of our assets for something other than golf (in a profitable manner) is worth considering Seriously improve our approach to Weddings/Events. Do the analysis and make recommendations to make this happen ES Bus Dev 3 Rent a tent, negotiate space with OWG, ES Bus Dev etc. Secure a dedicated event ES Bus Dev planner/coordinator Beef up our approach to include rate ES Bus Dev packages from minimum to the Sky's the Limit Promote Concerts on the Green ES Bus Dev Update the current wedding website to represent our current capability Other Bus Dev Analyze ways to obtain more year round revenue Strategic Priority 2 5 P a g e

6 Set a policy for disposal of wood from tree Golf Com Completed Yes removal Consider leasing maintenance equipment Golf Com 1 Yes Consider implementing foot golf Golf Com 5 Yes Increase the per player profit margin. The $.31 in should be larger, but it needs to be profit, not just revenue LZ Marketing 1 Goal #4: The CGC is a sound investment for current and future shareholders ITEM SOURCE OWNER PRIORITY PROJECT Strengthen the shareholders program SH CSR 1 no Analyze ways to add benefits to ES CSR 3 shareholders and build share value Dan W Clearly state how to become a shareholder ES CSR 1 and the benefits Provide a process for the business to buy ES CSR 3 and sell shares Dan W Advertise the benefit as being a part of the Oregon Trails program BS CSR Dan W 3 Display pictures of past CGC presidents CSR 3 Yes Goal # 5: Preserve water rights with the ability to provide low cost irrigation water to homes, common property, and for green space preservation Reorganize the CWC - consider a 3 member BJ CWC 4 board: Should be considered as a part of a overall governance review of how the WC relates to CGCI. Lower priority as it most likely has no financial impact. (DM) Lease water rights to CWC: Several implications to concept that need to be reviewed and developed. Likely tied to overall financial review; unknown net financial impact. Would use outside consultant to help evaluate. Medium priority (DM) DO CWC 3 6 P a g e

7 Rehab main irrigation pond: New project needs to be created; prior project not does not have proper focus; high priority project, DM CWC 1 yes Recognize the importance of the water company by properly investing in changes that would create a more reliable system. Sell preferred shares in Charbonneau Water Company with payment of dividends below the allowable PUC threshold but above money market rates. It doesn't increase revenue but it could produce working capital LZ CWC 1 no LZ CWC? Infrastructure Items to support the goals: ITEM SOURCE OWNER PRIORITY PROJECT Ensure strategic planning is effectively accomplished Planning no Simplify the Strategic Plan BW, SH, Commun Completed no DM Move all the background information to the SH Commun 1 No Appendix Update the following background information sections that are currently in the Strategic Plan Document: Asset value, management structure, community considerations, financial realities BJ Finance 2 no Change the reference in the mission that Charbonneau is an executive course Board Completed no Ensure the organization is effective HR Determine if 9 board of directors is BW HR 1 No required Evaluate the organization structure to BW HR 1 No determine if terms for board positions are required Evaluate whether 2 board meeting a month BW HR 1 No are required Evaluate our committee structure - it currently looks like a Country Club structure BW HR 1 no 7 P a g e

8 Update the Personnel Policies & Procedures Manual to serve as a standalone employee handbook Strategi c Priority HR 1 yes Ensure job descriptions are documented for IOL HR 1 all key staff positions Ensure all key staff members have routine IOL HR 1 performance reviews Establish skip manager interviews - employees once a year able to interview/chat with their manager's manager ES HR s are properly managed No Status is reported monthly on the PSRS Commun 1 Plans are prepared for complex projects s Commun 1 Run the CGCI as a business with all necessary performance reporting systems in place to assess how we are doing to "plan" (Strategic/Tactical) on an ongoing basis. ES Finance no Identify the measurements that are critical for the successful operation of the CGC & maintain them on the Board Portal IOL Finance 1 Ensure status is reported monthly Op Mgr 1 no Committee chairs 1 Operations Manager 1 Grounds superintendant 1 Websites are kept current (board portal, shareholder, public) Op Mgr 1 no Include the Strategic Plan on the IOL Web 2 shareholder website Admin Include the names of annual members on the Management Portal IOL Web Admin? Internal procedures are documented for essential Commun? No activities in the OPPM - or is this too much detail Practice Community related policies are kept current and Commun 1 No appropriately communicated Customer related policies are kept current and maintained on the public website Web admin 1 No 8 P a g e

9 Golfer rules and regulations are kept current and Web 1 no maintained on the public website admin The description of golfer amenities are kept current Web 1 no and maintained on the public website admin Change the fiscal year BJ Finance? no Enhance our Golf Pro Training Capabilities ES Op Mgr 5 no Evaluate current golf pro clinics and ES Golf instruction services and if it might be more cost effective to contract out our pro services. Especially if our business model and expectations of the Operations Manager requires running the business and not also being Head Pro. Is that the case or should it be? Use Golf Clinics (group) approach more ES Golf often in addition to individual instruction Install a video-based practice facility as a backup option to no golf range. Investigate options available. ES Golf Priority: 1. Highest - an activity needing immediate attention or one that is longer term in nature but needs to be managed and tracked. 5. Not appropriate at this time completed. blank - no opinion 8/9/ P a g e