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To the McLeod Membership, Date: September 2015 We are pleased to provide you a copy of the Strategic Plan for the five year period, 2015-2020, which has been developed over the last few months. We thank all members for their feedback and suggestions that helped in constructing this plan. While we have concentrated on a five year period and contained planning to fit known financial parameters, we will remain vigilant in monitoring changing conditions and opportunities that arise during the implementation period. A key focus is to foster a family friendly and enjoyable experience for everyone that uses the facilities of our Club. Of course, achieving this goal requires a combine commitment from not only the Board and Management but the goodwill of us all as members. We are all aware that our Club, like many other private golf clubs, is affected by constant concerns associated with financial pressures. The Board is confident that our Club will survive and indeed thrive with a sustainable future. Our confidence comes from the belief that priorities set out in this strategic plan will increase the Club s ability to retain and increase membership. Furthermore, priorities for course development and improvement including establishing measure for all-weather usability, will inevitably increase access and enjoyment for players. Ideally, implementation of our Course Master Plan (2103) and renovating the overall décor of club facilities would be completed in the shortest time. However, much of structural work requires additional funding which we need to seek from grant opportunities and donations. For this reason, implementation of the plans for course improvement is outlined as a five year plan, subject to funding. We believe that with good governance, prudent operational and fiscal management, this strategic plan can be implemented without furthering the Club s financial debt. We are thankful to the working committee for their effort in developing the Strategic Plan 2015-2020. Yours in golf, Dr. Deborah Prior President and the Board of Directors 2 P age
BACKGROUND Strategic Directions 2015-2020 This strategic plan builds on the foundations set by the earlier plan endorsed in February 2014. The former plan was developed in the context of declining membership numbers and an increasingly ageing membership relative to the low numbers of junior and young adult members. Other factors influencing the strategic directions at the time, were a weak revenue stream from corporate sponsors, functions and the hospitality business. In 2015 there remains a generally negative trend in membership numbers, in particular young female members (14-24yrs) and juniors, although the numbers joining the Young Professional category (25-45) is trending positively. Furthermore, a significant number of ordinary Members & Fellows are taking their entitled option of converting to the senior membership category, or limited membership for various personal reasons, all of which translates to reduced income from subscription fees. The focus of the initial strategic plan (2014) was to increase revenue through greater use of the clubhouse and function facilities and to improve course quality as a means to attract more golfers and social membership. A substantial part of the strategic plan 2014 has been achieved including: MEMBERS SERVICE AND COMMUNICATION Culture of open communication developed Majority of communication is via electronic media Members portal on the Club website Bimonthly newsletter New members information pack completed Varied social program in operation Regular meetings with Pro-shop staff Policy bank developing and remains dynamic Annual membership forum held OPERATIONS MANAGEMENT Hosted ALPG pro-am in 2015 and PGA pro-am in 2014 Installation of MiClub booking and golf management systems in 2013 Monitoring of trends in golf course utilization is ongoing Dynamic marketing and promotion program developed 2014, 2015 Safety lighting in car park and club house surrounds installed 2015 Reconfigured former crèche as a corporate venue 2015 Stage one of a whole of course, surrounds and building risk assessment and risk minimization plan 2014-2015, in progress 3 P age
Increased media coverages of Club and its activities New point of sales system for installation July-August 2015 Improved quality of catering and bar services 2014-2015 Organizational restructure implemented Compliance with gaming and licensing legislation MEMBERSHIP Implementation of membership category to attract young adult population Implementation of social membership category for working older adults Positive trend in junior membership numbers Established membership development committee for ongoing analysis of trends, issues and to develop membership services HUMAN RESOURCE MANAGEMENT Development of comprehensive staff orientation package Process of staff performance review established Annual review of Management performance Staff incentive program is developing Compliant Work Place Health and Safety strategies with associated ongoing risk evaluation COURSE INFRASTRUCTURE AND DEVELOPMENT Completion and progressive implementation of Course Master Plan Course slope rating at 131-132 System of identification and reporting hazards and incidence Ongoing monitoring of safety issues on course Lake landslides off 15 th, and 17 th fairways, filled and secured Pathways installed adjacent to 14, 12, 16 th tee blocks and transit pathway between 8 th green and 9 th tee Established repair & maintenance programs for whole of course MARKETING Club promotion through key golf publications, local and state media Established marketing plan includes, promotion at local shopping center, letter-box drops of promotional flyer, sports radio feature and billboard exposure in key locations planned for September 2015-January 2016 Implementation of various golf promotions targeting the social and corporate golfer INNOVATION AND TECHNOLOGY New point of sale system approved, for implementation July-August 2015 Installation of large TV screens in Clubhouse and installation of computer at strategic points for card entries and golf booking GOVERNANCE 2013-2014 extensive review of Club s Articles undertaken to identify anomalies and ensure compliance with the Corporations Act 2001. A Board and Committee Manual was implemented in 2015 as a measure of good governance. 4 P age
STRATEGIC PLAN 2015-2020 The proposed 2015-2020 strategic plan aims to build on work completed and embrace the whole golf club experience. The McLeod golfing experience involves: the course; clubhouse and function center; pro-shop; membership services; the workforce and, workplace health and safety; legislative and ethical compliance; bar and catering services and, the overall Club culture. KEY ATTRIBUTES OF OUR CLUB S CULTURE The strategic planning group and the membership agreed on the following main attributes that characterize our Club s culture; Its unique history A generally high regard for the Club s heritage A challenging and beautiful golf course Varieties of birdlife and other wildlife A community atmosphere Family friendly golf club Great clubhouse atmosphere Function center with spectacular view A cohort of long term membership Club loyalty and pride A progressive club striving to improve and grow The strategic plan 2015-2020 is underpinned by the Club s core objective as stated in the Articles, which is; To establish, maintain, administer and carry on a golf club to be administered by women for the benefit of both men and women players and their families. (Memorandum of Association, April 1968). Vision statement that states what we aspire to become while continuing as a club administered by women; McLeod: Vibrant-Welcoming-Dynamic-Enduring-Professional Mission: To establish McLeod as a family friendly destination for challenging golf, and exceptionally enjoyable clubhouse and events experience for members, their guests and the non-golfing community. Mission: Examples of key measurable criteria & targets Members satisfaction ratings Returning clients for events Increase use of club facilities by family groups Increased membership across age range Customer satisfaction ratings Repeat booking Contained unexpected membership attrition High public profile of the Club and increased visibility in the local community 5 P age
Core values identified by the strategic planning group & members Welcoming At McLeod we want to ensure all members, guests, visitors and staff feel welcome, respected and included Caring We care about maintaining a positive enjoyable golfing and social experience and a pleasant, safe work environment for staff Respectful We respect the natural environment and wild life that enrich the character of our golf course and strive to be good custodians of the land Proud We are proud of our Club s history and its uniqueness as a club administered by women Honour We endeavor to honor our founders in being progressive and insightful and using resource wisely to ensure long-term success and sustainability Sportsmanship VALUES of McLeod Golf Club We applaud good sportsmanship and healthy competition within an environment of camaraderie. 6 P age
Strategic Priorities Actions & Objectives KEY GOAL PRIORITIES Provide excellent and challenging golfing experience for all. ACTIONS-OBJECTIVES Implement course master plan Improve practice facilities to include covered areas Encourage players to care for the course Implement best practice health and safety for all sectors of the course and clubhouse Members and communication Undertake continuous risk assessment throughout the course, all work areas, storage facilities and clubhouse service areas Ensure a routine of regular, relevant and quality communication with members Conduct periodic surveys of members views on a range of club matters Undertake regular follow-up of members concerns Undertake exit interviews or questionnaire for non-renewing members Upgrade Club website to include portal for membership renewals, and other direct payments Welcoming, inclusive club culture Promote a Club atmosphere of friendship, respect and civility that provides an enjoyable experience for all Promote and encourage a sense of pride and shared values within the club 7 P age
Increase sense of club identity by implementing measures that identify key personnel of the club Promote standards of etiquette both on and off the course Implement mentoring program for new members Membership Develop marketing program to attract new members from target categories Review new members information package Review membership categories and develop other flexible options for new target groups Review fee structures of the various categories Introduce more flexible fee and membership options for senior (75+) members Implement well-structured and supportive Junior program Construct a dedicated meeting place for Junior members Identify coordinator of Junior program Increase participation in golfing events Annual fixtures includes range of golf events for a range of membership categories Target family and junior events Host annual PGA and ALPG events Reintroduce Patron s Trophy Day inclusive of entire membership 8 P age
Improve speed of play on key competition days Encourage club representation at pennants and other interclub competitions Implement measure to celebrate achievements Increase course utilization Develop active program that targets corporate golf booking Implement online incentive that attracts individual and group social golfers Develop marketing plan to target specifically the Sunday social golf clubs Build collaborative relationship with the professional golfing sector Host and promote professional golfing events and clinics Implement measures that increase the all-weather playability of the course Promote utilization of clubhouse before and after golf Improve the overall décor and lighting Reconfigure clubhouse to accommodate a variety of functions and groups Develop a clubhouse identity by naming the room Offer members and patrons a variety of appropriate food and beverage options Survey members to determine their special dietary requirements 9 P age
Ensure consistently high standard of casual and formal dinning Enable use of club card at the halfway house and pro-shop Increase use of club function room Develop and implement marketing plans to attract a diversity of social and business events Prepare relevant information packages Develop sales plan to target wedding and special events market Examine measure to increase individual spend Staff enjoy a supportive, safe work environment and share the club s vision and mission Establish staff development program to foster pride in being an employee of McLeod Implement routine staff meetings to foster a shared vision Introduce employee recognition program Ensure staff receive adequate orientation to Club s mission and values Best practice constitutional and governance framework for directing operations and strategic planning Conduct periodic review to update Club s Articles Review roles and terms of reference of the Board and standing committees Undertake periodic self-evaluation of Board and standing committees Develop corporate governance charter that defines the structure, terms of reference and responsibilities of Directors and standing committees Conduct annual governance and 10 P age
strategic planning review attended by Directors, committee chairpersons and general manager Establish sound and sustainable financial planning and risk management Develop and review business plan for the strategic plan 2015-2020 Work toward establishing a contingency budget Implement best practice accounting systems Provide members half yearly financial update In addition to the work to address the above key priorities, the Board and Management undertake to investigate opportunities, financial or business, that have potential to benefit the Club and its future. Approved by the Board Signature of President Date: 27 th October 2015 11 P age