2012 - 2017 Board of Management WAIKANAE GOLF CLUB (Inc) - STRATEGIC PLAN 2012 - 2017PREAMBLE The Board has reviewed and up-dated the Waikanae Golf Club’s strategic plan for the next five years. The plan should continue to be reviewed by the current board and by future Boards as circumstances and new priorities change. However, it is important to put a new stake in the ground and set some long-term goals which provide a framework and point of reference in planning for the future. As expected, the Club’s vision and mission statements remain relatively unchanged (as has been essentially the case since the Club’s inception) even though the precise words may vary from time to time. A vision encapsulates our raison d’être as an organization – what we see ourselves as and want to be; the mission statement describes what motivates all the paid and unpaid workers within the Club to “come to work” for the Waikanae Golf Club. The strategic plan gives our organisation focus, coherence and a sense of direction. It identifies the key objectives and goals we seek to achieve, thereby enabling us to better realise the Club’s vision. The objectives provide the basis for the annual business plan, which is an essential tool for Board and Management, as it sets out in detail the actions that need to be taken each year in order to achieve the objectives. It is against these actions and the related objectives that the Club’s performance at both governance and management levels should be measured and assessed. They provide the disciplines which should underpin all our decisions and operations. The Board is pleased to present the Strategic Plan and is grateful for the input received from past and present Board and Committee members and staff. Grahame Bilby CHAIRMAN 2012SITUATIONAL REVIEW SWOT ANALYSIS 2012 Strengths (Internal)  Location – centrally accessible in an expanding community  The golf course – appearance, layout and challenge are of a high standard  Pro-shop – professionally run, providing desirable levels of service to members  Volunteers – a major strength in this Club  Good and improving levels of communication and cooperation  Friendliness  Board of Management and Committees – forward-looking, vibrant and committed  Staff Competency and Commitment Weaknesses (Internal)  Ageing membership (leading to natural attrition, and diminishing levels of participation in wider club activity)  Lack of a single focus-point for operational management (ie, no General Manager)  Financial fragility – the club is currently managing only to pay its way without ability to provide for future requirements  Physical limitations on expansion (for improved car parking, practice facilities, etc)  Office management knowledge vested in a single staff member – a potential single point of failure. Opportunities (External)  Improve club profile (popularity, affordability) as a preferred venue/club of choice  Increase membership through marketing, recruitment and retention  Increase Green Fee takings through increased course usage  Focus recruitment to reflect local demographic (juniors, over-45s, retirees, etc)  Seek resource-sharing synergies with other clubs  Improve engagement with Summer Members and wider community within club activities and tournaments  Possible sale of land that is not required by the Club, and acquisition of land for parking, practice facilities etc as outcome of motorway build land re-allocations. Threats (External)  Ever-increasing costs to maintain course and amenities to member requirements  Effects of economic downturn on members’ disposable incomes  Competition for membership from other clubs  Possible run on funds could be occasioned by untimely debenture-holder withdrawals  Major machinery or irrigation failure/breakdown requiring immediate replacementTHE CLUB’S CURRENT FINANCIAL MODEL IN A NUTSHELL An analysis of the Club’s current financial position and prospects for future sustainability reveals that the Club is barely paying its way, carries moderate debt-levels and faces some foreseeable major expenditure issues in future (eg, major equipment replacement and/or capital developments) for which, currently, there is no provision. To date, continued financial viability has been made possible only through cost containment (which has probably reached its limits) coupled with success in accessing some generous subsidies through grants (but this must be viewed as an unreliable source). The Board of Management has recognized that, while it must continue with the aforesaid cost-containment and grantsaccessing strategies, the Club also needs to return to a sustainable financial structure that not only pays its way, but also makes adequate provision for future requirements. In short, it must:  Continue to provide the service that members expect and require  Contain, then reduce debt levels  Provide for known future capital expenditures without an over-reliance on grants. The Club has two major reliable income streams: Subscriptions and Green Fees. The fewer members there are, the higher both subscriptions and green fees have to be in order to maintain the required standards for the course and amenities. Therefore, the choices before us are clear – we can optionally:  Cut costs to reflect current income levels (ie, live within our current means) – this is not a sustainable option because the course and amenities would soon fall below acceptable standards.  Raise subscriptions to fully cover cost increases – this is a simple solution, but a surefire recipe for failure through membership attrition being caused by increasing fees.  Raise subscriptions to cover increasing costs, but at the same time increase both membership numbers and green-fee receipts to restrain the fee increases through widening the income streams – this is deemed the only definite recipe for sustainable success. Reduced to its simplest, what members and green fee players both really want from a golf club is ‘enjoyable golf in a welcoming atmosphere’! Therefore, if we are to successfully attract new members and encourage return custom from green fee players, Waikanae’s competitive advantage must be to continually provide a golf course of high standard and value at which members and visitors will always feel welcome to attend and enjoy spending their time. Therefore, since we are constantly competing with other clubs and recreational outlets for members and fee-paying participants, to increase membership and green fee uptake will need the engagement and cooperation of us all.OUR VISION Experiencing enjoyable golf at Kapiti’s most welcoming club. OUR MISSION To promote the growth and development of the Club and ensure its long-term financial viability for the benefit and enjoyment of all present and future members and visitors. OUR CORE VALUES The core values that inform and underpin this plan are:  A desire to be transparent in all decisions and actions  High standards of integrity and honesty  Commitment to professionalism at all levels within the organisation  Loyalty and commitment to the Club and its best interests Elements of enjoyable golf:  Course design that provides interest and challenge  Course laid out and set-up to predictably high standards  Course grooming that optimizes playability & visual pleasure  Golf programmes that provide interest and challenge  Practice facilities that are suitable for all aspects of play Elements of a welcoming Club:  Committed and friendly staff and contractors  Professionally efficient and courteous administration  Suitably styled, well-specified and kept amenities  Friendly, welcoming and hospitable members  User-friendly green fee experiences that invite return custom  VisitorsSTRATEGIC OBJECTIVES Strategic Objective #1: Marketing and Membership 1. To market and promote the unique features and benefits of the Club effectively to both current and future members with the objective of increasing membership, which in turn will provide the revenue necessary to assist in running and improving the Club and its facilities. Areas to address 1.1 Brochure / promotional flyer 1.2 Media releases and media promotion 1.3 Sponsorship contracts 1.4 New Member initiatives 1.5 Attractiveness to Green fee players 1.6 Kapiti Coast Airport Opportunities 1.7 Special Tournaments and Fund Raising Events 1.8 Relationship-building with key user groups/clubs Strategic Objective #2: Governance and Management 2. To maintain an efficient and pro-active governance and management structure of all the Clubs assets and financial affairs, ensuring the Club functions correctly and sustainably within the agreed terms of its legal constitution. Areas to address: 2.1 Budgeting and financial management (includes cost containment through prudent expenditure planning and control) 2.2 Balance Sheets - Profit & Loss 2.3 Revenue streams - subscriptions and green fees 2.4 Staff management and development, including regular performance reviews 2.5 Accounts both inwards and outwards 2.6 Annual Business Planning 2.7 Current and future Asset opportunities 2.8 Club Policy and Operating Manual 2.9 Key Role Succession Management 2.10 Employ a General Manager when finances allow.Strategic Objective #3: The Course 3. To continue to maintain, develop and upgrade the course to an excellent standard, working within the parameters of the annual course budget, and in accordance with NZ Golf course maintenance “best practice” at all times. Areas to be addressed: 3.1 Grounds: Entire course and all surrounds maintenance: Including tees, greens, fairways, rough, hazards, waterways etc 3.2 Machinery. (Existing and replacement) 3.3 Trees and shrubs. (Existing and new plantings) 3.4 Irrigation 3.5 Future course development Strategic Objective #4: The Game 4. To constantly promote the overall participation in golf including the encouragement and promotion of both junior and 9-hole golf, supported with access to professional coaching and ongoing assistance. Areas to be addressed: 4.1 Programme 4.2 Competitions 4.3 Rules 4.4 Tournaments 4.5 Coaching 4.6 New Members induction Strategic Objective #5: House/Supporting Facilities 5. To provide a clubhouse and a full range of supporting services to members and visitors of the highest standard, delivered through welcoming, friendly personnel and supported with quality facilities at all times. Areas to be addressed: 5.1 Bar / 19th 5.2 Food / Catering 5.3 Club House. External, and all internal furniture and fittings 5.4 Security 5.4 Future possible development of the Clubhouse when applicableStrategic Objective #6: Pro Shop – the Face of Golf for all Players 6. To ensure that the Pro Shop at all times provides a welcoming, friendly atmosphere with appropriate facilities to all members and visitors alike. Areas to be addressed: 6.1 Administering and fostering the game on a daily basis including tee bookings etc, facilitating for all golfers to experience an enjoyable game while on the course 6.2 Providing a competitively priced range and quality of both golfing equipment and clothing for all who visit the Club 6.3 Run and administer various competitions on the day in conjunction with the Club Programme 6.4 Work closely with the Club and its committees to ensure both the game and its facilities are promoted and delivered to members and visitors at the highest standard at all times. (All entities communicating and working very closely together, to promote a cohesive and united front) 6.5 Ensuring that the Shop contract is reviewed annually and remains relevant to Club needs. Strategic Objective #7: Communication and Club Culture 7. To develop and promote a club culture which values the etiquette and spirit of golf, takes pride in the Club’s proud history and traditions, and provides a friendly, welcoming, supportive environment for all members and visitors to participate and enjoy. Areas to be addressed: 7.1 A regular Club newsletter to keep all members updated with club activities 7.2 Ensure that all new members are properly welcomed and introduced to the Club and its facilities at the time of joining 7.3 To ensure that members views are listened to at all times and any complaints laid with the Club are investigated and the appropriate action taken accordingly. 7.4 To encourage and foster members to participate in various work activities at the Club on an ongoing basis to assist in the overall Club development and improvement 7.5 To encourage and foster members to participate in various social activities at the Club to promote improved communication and cohesiveness through sharing these experiences 7.6 To communicate the strategic direction and achievements of the Club by the Board to its members at appropriate times throughout the yearANNEXES: A. Critical Targets 2012 – 2013 B. Course Development Plan, including: a. Course Maintenance Standards b. Major Fixtures1, Machinery and Irrigation Maintenance Plan c. Major Fixtures, Machinery and Irrigation Upgrade and Replacement Plan C. Facilities Development Plan, including: a. Clubhouse Development Plan b. Office, Bar and Kitchen Fittings Upgrade and Replacement Plan c. Clubhouse and Outbuildings Maintenance Plan D. Club Policy and Operating Manual, including: a. Terms of Reference for BOM Members and Administrative Staff (both with, and in the absence of, a General Manager) b. Terms of Reference for Club Captain and Key Committees, and c. Standard Operating Procedures. NOTE: Annexes B, C and D remain under development at time of printing. 1 For example, bridges, fences and gates, retaining walls etcAnnex A to WGC Strategic Plan 2012 - 2017 CRITICAL TARGETS 2012-13: The following critical targets, from which action plans will arise, are identified for the next 12 months: STRATEGIC OBJECTIVE TARGET MEASURE BOM BY WHEN 1 Marketing and Membership 1.1 Increase net membership by 40 per annum #Members Chairman EOFY 2013 1.2 Develop and implement an agreed marketing plan to support the recruitment target Plan Developed Chairman MAR 2012 1.3 Produce marketing brochure for business and information sites Brochure Produced Chairman Feb 2012 1.4 Produce marketing brochure for targeted letterbox drops Brochure Produced Chairman Jul 2012 1.5 Set and implement recruitment incentives for existing members Set & Implemented Treasurer Jul 2012 1.6 Review Green Fee pricing and incentives Reviewed Treasurer Jul 2012 2 Governance and Management 2.1 Allow no increase in debt-levels (maintain at current-levels or lower) Debt levels Treasurer EOFY 2.2 Produce a budgeted Annual Plan for 2012-13 year Plan produced Treasurer AGM 2012 2.3 Review the Constitution with amendments ready for adoption at 2013 AGM Remit produced Gaynor Nairn AGM 2013 2.4 Achieve a balance sheet surplus for the 2012-13 year $ in surplus Treasurer EOFY 2013 2.5 Establish regular staff performance reviews Reviews Completed Chairman AGM 2012 2.6 Mitigate risk involved should Office Administrator knowledge be lost JD & Procedures documented Chairman AGM 2013 2.7 Produce Club Operations Manual Manual Produced John McConway AGM 2013 3 The Course 3.1 Produce the Long-term Course Development Plan Plan produced John McConway AGM 2012 3.2 Produce an agreed Course Maintenance Standards Schedule Document produced John McConway AGM 2012 3.3 Produce a machinery routine maintenance schedule Schedule produced John McConway AGM 2012 3.4 Produce a machinery up-grading and replacement schedule Schedule produced John McConway AGM 2012 4 The Game 4.1 Review annual programmes for continuing relevance and popularity Review conducted Club Captain Dec 2012 4.2 Continue and improve the relationship with the Professional Coach Relationship maintained/improved Club Captain Ongoing 4.3 Establish a Junior Golf programme Convenor selected Programme produced Club Captain Jan 2013 4.4 Other Initiatives TBA Club Captain Jan 20135 House/Supporting Facilities 5.1 Produce Clubhouse short, medium and long-term maintenance schedule Schedule produced President Nairn /Gaynor AGM 2012 5.2 Produce Clubhouse long-term development plan Plan produced President/Gaynor Nairn 2013 AGM 5.3 Up-grade the bar facility Work completed President/Gaynor Nairn AGM 2012 6 Pro-Shop – the Face of our Golf Club 6.1 Increase green fee takings by 10% per annum $ increase Chairman EOFY 2013 6.2 Improve customer/client service delivery Improving performance Chairman Ongoing 7 Communication and Club Culture 7.1 Establish/continue the Monthly Newsletter Monthly Newsletter produced John McConway Ongoing 7.2 Create Suggestions Scheme for Members Scheme established Gaynor AGM 2013 7.3 Improve website presentation, relevance, currency and member-usage # site hits Club Captain Ongoing .