strategic plan - mudgee golf club strategic...3 mudgee golf club | strategic plan 2015 - 2020...

MUDGEE GOLF CLUB

STRATEGIC PLAN

2015 - 2020

2 Mudgee Golf Club | Strategic Plan 2015 - 2020

Table of Contents

Contents Forward ....................................................................................................................................................................................................................................... 2

Strategic Pillar - Course ............................................................................................................................................................................................................... 5

Strategic Pillar – Golf Operations ................................................................................................................................................................................................. 6

Strategic Pillar – Membership and Communication ...................................................................................................................................................................... 7

Strategic Pillar – Clubhouse and Hospitality ................................................................................................................................................................................ 8

Strategic Pillar – Finance and Administration ............................................................................................................................................................................... 9

Version: 1.0 Approved on 23 November 2015


Forward The Board hopes that at Mudgee Golf Club we offer something for all ages and interests. We are not just a golf club although that is our principal reason for being. We need to look to the future and ensure the Club’s continued viability. Golf alone will not cover the costs of the clubhouse and the course going forward. Indeed it does not, even now. We need to think strategically about the future. That is why we are currently developing a five year plan. With a plan for development inevitably comes change. Change is difficult to accept for most people but it is easier to accept if you feel that you have some input into the changes. Please take the time to read and think about these proposals. Please comment on what you like or don’t like. Part of developing a plan requires assessment of our current environment. This means looking at what we do now and what club members want of their club. However, we also have to look outside the club and gauge how broader trends and social change may impact the club in the future. Life is very different to how it was 20 years ago and we need to respond to these sorts of changes. Changes in demographics - who uses the club, when and for what purposes. Changes in technology and how we use it, are examples of two areas that come to mind. Any changes need to be integrated so that we don’t waste time and money in changes that do not fit the whole plan. This is why the re-development of the Pro Shop so long promised has yet to occur. There is no point in re-building/moving/renovating the existing shop if in the long term it gets put in the wrong place. Any changes to the golf club as a whole needs to be self-funding and still leave a legacy for the future. Keith Baker President

OUR CORE VALUES The Club has the following core values;

Commitment to strive for excellence

Respect for diversity

Recognition and support for the traditions of golf

Consultation with Members, staff

and stakeholders

Assurance of friendship and welcome to Members, guests and visitors

OUR GOAL

TO BE THE PREMIER SOCIAL AND

GOLFING CLUB IN COUNTRY NSW


STRATEGIC PILLARS 1: Course 2: Golf Operations 3: Membership and

Communication 4: Clubhouse and

Hospitality 5: Finance and

Administration


Strategic Pillar - Course

2015 / 2016 Actions 2016 / 2017 Actions

Course Master Plan—

Approval & Implementation Forms part of the MGC Master Development Plan

Refer to Finance & Administration section

Water Review water storage requirements Assess cost/benefit of extending water storage

capacity Assess more efficient / cost effective methods to draw

water from the river to the course. ie. Solar pump

Consider short and long term requirements Linked to Course Master Plan

Course Maintenance Completion of the ‘Course Scheduling & Costing’s’ template

Review work practices and seek out cost efficiencies Maintain course in its existing high standard

Improved work processes and scheduling

Tree Management Map and audit tree conditions across the course Develop a hole by hole plan for tree maintenance and

yearly works schedule, linked into Course Master Plan as it is developed.

Prepare a tree management and re-vegetation plan in conjunction with the Course Master Plan

Greens Seek professional advice of green specifically the sub-structure / drainage

Assess and review advice

Paths Review existing pathways and access points Review cart / player movement on course

Assess and develop a pathways plan for effective and desired movement of players and carts around the course

Pathways to be linked in Course Master Plan

Bunkering Consider in conjunction with Club / Course Master Plans

Bunkering linked to Course Master Plan

LEGEND: Completed On Going Review and Revise


Strategic Pillar – Golf Operations

2015 / 2016 Actions 2016 / 2017 Actions

A new larger Pro Shop with improved amenities

Site location to be determined with the MGC Master Development Plan

Priority given to this development once MGC Master Development Plan is finalised

Increase course usage Develop database of course usage statistics Review regular competition structures to provide

more variety Continue to provide short form and less

competitive golf events to attract new golfers ie Speed Golf

Continue to investigate alternate golf events to attract all golf skill levels ie short course, 6 hole comps.

Promote the course and club to a broad audience through golfing publication.

Monitor course usage statistics

Review regular competition structures to provide more variety

Continue to provide short form and less competitive golf events to attract new golfers ie Speed Golf

Continue to investigate alternate golf events to attract all golf skill levels ie short course, 6 hole comps.

Promote the course and club to a broad audience through golfing publication.

Strong Junior Program Regular Junior clinics and camps Structured Junior competition Implement a short course rating for Junior competition Junior Programs linked to schools

Regular Junior clinics and camps Structured Junior competition Junior Programs linked to schools

Increase Lady Golfing Membership

Conduct regular Ladies clinics Buddy program for new players Beginners Level competitions

Conduct regular Ladies clinics Buddy program for new players Beginners Level competitions



Strategic Pillar – Membership and Communication

2015 / 2016 Actions 2016 / 2017 Actions

Improved communication and consultation with Members and other stakeholders

Update and improve club and function centre websites

Engage members and guests through social media and mobile device app

Develop a Communications Plan for effective engagement with Members and other stakeholders

Monthly Newsletter Undertake better quality member and customer

surveys including non-renewal and exit surveys

Implementation of the Communication Plan Seek feedback on communication and Improved

quality Hold regular members information meetings Engage members and guests through social media

and mobile device app Monthly Newsletter

Active recruitment of new members

Identify target market and location (demographic profile and assessment)

Develop a long term marketing plan Further promote alternative methods to subscription

payments Raise profile of MGC within the local community

Implementation of Marketing Plan Review value of membership categories

Better welcome to new members

Introduce a ‘New Members’ welcome pack based on membership category

Introduce a new members welcome and introduction night

‘New Members’ welcome pack based on membership category

New members welcome and introduction night

Increased Member satisfaction (>90%)

Undertake membership survey to gain feedback on Members’ satisfaction (target >90%) and future needs

Develop a monitoring process on the course and clubhouse usage with objective of improving members’ experience at the Club

Responsive to matters raised by ours members during the MGC Master Development Plan process

Undertake membership survey to gain feedback on Member s’ satisfaction (target >90%) and future needs

Develop a monitoring process on the course and clubhouse usage with objective of improving members’ experience at the Club

Responsive to matters raised by ours members during the MGC Master Development Plan process



Strategic Pillar – Clubhouse and Hospitality

2015 / 2016 Actions 2016 / 2017 Actions

Increase function and event income and profit, including dinning, weddings and conferences

Develop a Function Plan detailing focus areas, targets and marketing strategy

Targets from Function Plan to be included

Increase income and profit from Food and Beverage areas

Increase the number of Members and their guests utilising the club facilities

Increase the average Member spend in all areas Maintain and promote high quality and reasonably

priced offerings to our Members

Increase profit in Food and Beverage Increase the number of Members and their guests

utilising the club facilities Increase the average Member spend in all areas Maintain and promote high quality and reasonably

priced offerings to our Members

Increase Member satisfaction

Measure Member satisfaction through consultation, surveys and feedback

Quality and consistency of service and food & beverage offerings

Introduction / Improve Member Loyalty scheme

Review current membership loyalty reward scheme Utilise existing data to reward Member loyalty

Improve Gaming operations Develop and implement a Gaming Plan Consider installation of Player Loyalty scheme for

gaming machines

Review Gaming Plan



Strategic Pillar – Finance and Administration

2015 / 2016 Actions 2016 / 2017 Actions

MGC Master Development Plan— Approval & Implementation

Develop a conceptual brief Engage a site architect to produce a conceptual plan

with broad costing Reach agreement on Board recommendation of the

conceptual plan, and present to membership for consultation

Refine plan as required

Refine and present to Members final development proposal, including proposals for financing, recommended works and time frames

Convene a Special General Meeting to seek members approval of the MGC Master Development Plan

Investigate new revenue stream

Forms part of the MGC Master Development Plan Identify additional income streams that will strengthen

and diversify MGC (ie accommodation, cinema, day spa / wellbeing centre, gym, etc)

Prepare a feasibility assessment on each identified business area

Investigate off course accommodation partnerships

Forms part of the MGC Master Development Plan

Governance Review sub-committee structure and purpose Implement sub-committee changes and introduce

charters Develop and introduce Directors Handbook and

Guide Review Board structure and size Review Board election voting process

Present variations of election processes to membership for consultation

Refine and

Sponsorships Review existing Corporate Sponsorship scheme Commence an annual Sponsors Golf Day

Review and manage sponsorship


strategic plan - mudgee golf club strategic...3 mudgee golf club | strategic plan 2015 - 2020...

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