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.
CHANGES IN THE COMMUNITY
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
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
CHANGES IN THE COMMUNITY
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 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
SWOT ANALYSIS Primary factors
S
Strengths
W
•Proximity to town •Staff •Facilities-External •Financial Viability •Management •Gaming Venue-only 1 of 2 in town •Volunteers •Club Atmosphere •Affordibility
O
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
T
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
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
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.
•
Course
Superintendent
• •
•
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
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 General Manager and other organisations with a view to forming social partnerships.
Commercial Partnerships
Work with Maryborough commercial sector to develop mutually beneficial partnerships
