Post on 31-Oct-2021
MARYBOROUGH GOLF CLUB
STRATEGIC PLAN
BackgroundCreation of the Strategic Plan
Step 1
Invitation sent to Club stakeholders to be represented at a Strategic Plan Workshop
Workshop was designed to collect as many ideas as possible from the participants that could be used when putting together the Strategic Plan.
Step 2
All information collated and in consultation with the Board a draft plan was produced.
Step 3
Reported back to the initial workshop attendees with the draft Strategic Plan to get further feedback and additional information if required.
Step 4
Strategic Plan completed in consultation with nominated Board members including Club Accountant and ratified by the Board.
Step 5
Strategic Plan released to members and published on the Club Website.
Step 6
Implement Plan
Step 7
Review Plan on a regular basis.
“Strategic planning involves looking at the organisation as a complete entity and is concerned with its long term development.”
The strength of the plan is determined by the willingness of the members to be involved at this initial stage.
Work
•Shift Work
•Work Structures
•Double income Families
•Single Parents Working
•Longer travelling time to work
•Availability
•Longer Working Hours
•High % Unemployed
How can we meet that change
Structure Club Memberships to reflect changes in work patterns
Take these changes into account when preparing a Marketing Plan
Be more Family Friendly
CHANGES IN THE COMMUNITY
CHANGES IN THE COMMUNITY
Sport
• Saturday is not a traditional Sports day any more
• More Sports to choose from• Diversity of Sports• Technology• Competition for Participants• Cost of participation
How do we meet that change
• Encourage participation by making the game of golf and bowls more accessible for newcomers to the game.
• Look at ways to lower the cost for entry level participants
• Diversify the sports that the Club supports
Family Life• Higher disposable Income• Higher Mortgages• Shift Work• Lack of Parental Participation• Time Commitment• 6-7 Day working week• Cost of travelling to and from
work- Economic and Social• Having children later in life• Older Demographic• Time Poor
How do we meet that change
• More family friendly
• Provide sports and entertainment that do not require a long time frame to complete.
CHANGES IN THE COMMUNITY
CHANGES IN THE COMMUNITY
Changes to Entertainment
• Space• Looking for Ambiance• Competition for Events• Computers• Technology• Community Perception• Lack of Live Entertainment• Lack of interest in entertainment• Apple Generation• More forms of entertainment• Patrons looking for something
different
How do we meet those Changes
• Increase Web Presence
• Increase Social Media interaction
• Diverse Entertainment
• Niche Entertainment
• Community Entertainment
Strengths
•Proximity to town
•Staff
•Facilities-External
•Financial Viability
•Management
•Gaming Venue-only 1 of 2 in town
•Volunteers
•Club Atmosphere
•Affordibility
Opportunities
•Take advantage of modern media to communicate message
•Embed the Club into the Community
•New housing
•Form a Close Relationship with Business and Council
•Develop a strategy to increase Branding within the town
•Develop more B2B partnerships
•Become Family Friendly
Threats
•Local Competition & Regional Centres
•Other Sports
•Growth of On Line Gaming
•Government Legislation
•Participation Decline
•Anti Gaming Lobby
•Decrease in Discretionary Spending
•Local Government Strategy
•Membership Apathy
Weaknesses•Community Involvement
•Town-Lack of Confidence
•Lack of Positive Promotion
•Don’t Sell Ourselves Lack of Branding
•Lack of Water
•Space-Entertainment
•Parking
•Negativity of Town Communication
•Lack of Transport
•Perception of eliteness
•Not Family Friendly Resistance to Change
•Appearance of Clubhouse Sponsorship
•Member Complacency
S W
TO
Primary factorsSWOT ANALYSIS
Mission Statement
Provide a facility that appreciates our members , encourages
participation, welcomes the public and supports the local community
whilst seeking continual improvement .
Vision Statement
To make our Club the Club of
choice by providing an
entertainment facility that
caters for the community
Business
Components
Outdoor facility Golf & Bowls
Clubhouse & Community
Membership
Governance
Financial
Goals Strategy Responsibility
Counter Sporadic
Supply of water to
the course during the
dry months
Investigate strategies
by working with key
stakeholders to
devise a plan to
mitigate the lack of
water during the
peak periods.
General Manager,
Course
Superintendent and
Director of Golf
negotiate on behalf
of the Board to
develop this strategy
Course Beautification Develop a plan to
implement
beautification of the
course
Course
Superintendent,
General Manager and
Golf Committee. To
report to the board
Course Construction Develop a capital
works program that
targets essential
construction
Course
Superintendent.
Greens Committee
Goals Strategy Responsibility
Machinery
Replacement
Program
Implement a
Machinery
Replacement
program that is
costed and
budgeted for to
ensure that
machinery and
equipment is not
obsolete and is
Workplace
compliant.
• CourseSuperintendent
• General
Manager
• Director of
Golf
• Board
Goals Strategy Reasonability
Extend clubhouse
facility for the
benefit of Members
and the Community
Conduct a
feasibility study and
consult with experts
to draw up a master
plan for a club
extension to include
new entertainment
and sport facilities
• General Manager
• Board
• Consultants
Community
Involvement
Formulate a
Community
Engagement
strategy to put the
Club front and
centre in
community
activities in the
Maryborough area
• General Manager
• Community
engagement
staff member
Goals Strategy Responsibility
Increase
Membership
• Golf
• Bowls
• Social
Implement a
Membership Drive
strategy to increase
the membership
across all
categories. Target
year 1 10% Inc.
Year 2 15% inc
Year 3 15% inc
Strategy will include
a comprehensive
look at membership
categories and
structure in line
with market
opportunities
Increase Corporate
Opportunities
• General Manager
• Board
Goals Strategy Responsibility
Membership
Goals Strategy Responsibility
Membership Foster Junior
Membership
Introduce an
orientation
Program for
members
Golf Committee
Bowls Committee
Governance Establish a Board
Charter clearly
setting out Rules
and Policies by
which the day to
day operations of
the Club will
operate.
• General
Manager
• Board
Goals Strategy Responsibility
Community
Involvement
Investigate
changing the
Name to make
the club more
relevant to the
community and
its expectations.
Name should
reflect the clubs
standing in the
community
• General
Manager
• Board
• Membership
Goals Strategy Responsibility
Social
Partnerships
Work with NFP
and other
organisations with
a view to forming
social
partnerships.
General Manager
Commercial
Partnerships
Work with
Maryborough
commercial
sector to develop
mutually
beneficial
partnerships
General Manager