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
3 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
4 Mudgee Golf Club | Strategic Plan 2015 - 2020
STRATEGIC PILLARS 1: Course 2: Golf Operations 3: Membership and
Communication 4: Clubhouse and
Hospitality 5: Finance and
Administration
5 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
6 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
LEGEND: Completed On Going Review and Revise
7 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
LEGEND: Completed On Going Review and Revise
8 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
LEGEND: Completed On Going Review and Revise
9 Mudgee Golf Club | Strategic Plan 2015 - 2020
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
LEGEND: Completed On Going Review and Revise