Royal Canberra Golf Club

Strategic Plan 2013 - 2016

Foreword from President Mac Howell Dear Members, The Board is cognisant of the responsibility it has to strategically plan for the future success of our great Club. A Club of our history and reputation cannot afford to rest on its laurels, as it is the foresight, planning and actions of Members and previous Boards that have made the Club what it is today. Recent achievements in 2014/15 are: • Course Master Plan Implementation with Stage 1 on track and on budget • Successful Introduction to Golf Clinics for Men and Women resulting in new Memberships • Development of a Conservation & Tree Management Plan to protect and enhance the Arboretum • Strong participation rate and success in Pennant Golf • Strengthening of our Cadet Golf program resulting in greater conversions to Full Junior Membership

The core values recognised by the Board are: • • • • •

Commitment to excellence High standards Respect for Membership diversity Welcoming and friendly Consultative and communicative

All Committees have contributed to the updated Strategic Plan that considers ongoing actions whilst developing new goals and objectives. We know you share the same passion for the Club and invite you to be part of our union to make the Club even greater. Yours sincerely,

Mac Howell President

Overview Our Vision

1

Our Mission

2

Our Core Values

3

Past Achievements

4

Critical Success Factors 6 Strategic Pillars

7

Our Vision To be considered Australia’s finest inland golf course, worthy of a ranking within the top 20, which fosters and encourages a great golfing and social experience.

1

Our Mission Royal Canberra Golf Club will strive for excellence in enhancing Membership benefits and services by: • Maintaining the integrity of the courses through the enhancement and presentation of playing surfaces to the highest possible standards that provides a challenge for golfers of all levels • Ensuring that the practice and playing rights, traditions and standards of our current Members are respected • Exceeding requirements of environmental stewardship and compliance • Providing a comprehensive range of golf services to enable Members, visitors and guests to develop, play and compete

• Ensuring strong financial performance underpinned by stable governance and staff, whilst operating the Club in a transparent, progressive manner • Offering a consistently high standard and variety of food and beverage and events in congenial surrounds that fosters camaraderie • Continuing to provide an inclusive and welcoming introduction to new Members • Review existing and investigate new and diverse revenue streams and business models to continue to attract new Members and Junior Members to the Club

2

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 other stakeholders • Assurance of friendship and welcome to Members, guests and visitors.

3

Past Achievements - 2011 to 2014 2011

• Improved chemicals handling and storage processes to meet compliance • Course staff radios • Establishment of a Member based volunteer program to support greens staff (Dad’s Army) • Uniform HR Policy and Procedure, Performance review • 1st and 10th Tees reconstruction • ActewAGL Royal Canberra Ladies Classic 2011 • Heritage listing of Westbourne Woods and Walter Burley Griffin Incinerator • Expression of interest for Course Master Plan • New POS, Membership and Finance software • Spike Bar upgrade (furniture, blinds and painting) • New function packages • Particpation in our first Wedding Fair • F&B Trainees - Diploma • Annual Report available on-line for the first time (saving of printing costs) Westbourne Woods book • • Staff training programs • Member Information sessions • Conversion to cool season grass

2012

• ActewAGL Royal Canberra Ladies Classic 2012 • Completion of concrete paths on Brindabella (Lee’s Paddock) • Reciprocal club agreements with Elanora and Brisbane • Clearing of 13th / 14th woody weed • Preparations for the 2013 Australian Women’s Open • New website • Men’s Washroom refurbishment • Course Master Plan drafts - Ogilvy Clayton

4

Past Achievements - 2011 to 2014 continued 2013

• ISPS Handa 2013 Women’s Australian Open • Refurbishment of bunkers on 19 - 27 • Review of course operations department • New IR and payroll software system • Heritage and environmental assesment • Clubhouse feasibility study • Member information session • Improvement in OHS/IR and environmental compliance • Strong Pennant teams. Women’s Bruce Cup Win 2013 Men’s A Grade win 2013 Snr Masters Scratch win 2013 • The ‘upgrading’ of our Junior Program resulting in an increased junior cadet Membership and strong attendance to junior clinics. • Introduction to golf clinics exclusively for women.

5

2014

• Successful Special General Meeting to Implement Master Plan • Sound financial result for 13/14 year • Strong Pennant teams. Men's A Grade Win 2014 Men's A Reserve Win 2014 Men's Senior Masters Scratch Win 2014 Men's Senior Masters Handicap Win 2014 Junior Pennant Win 2014 Women's CSGA Plate Win 2014 • Renovation of Westbourne Room • Development of Conservation and Tree Management Plan • Positive Member survey response and results • Refinements to Policy and Procedures manuals • Introduction to Golf Clinics for Men and Women resulting in Novice Member applications • Reinvigoration of volunteer group "Green Brigade" • New Restaurant and Westbourne Room furniture

Our Critical Success Factors • Maintaining the Club’s Membership base across all categories • Maximising environmental stewardship with a focus on OHS, chemicals, the arboretum and water • Improving the social experience for Members, visitors and guests • Guaranteeing financial security through proper and careful planning • Ensuring Member and staff knowledge and acceptance of the Strategic Plan • Improving course standards, playability and presentation through an acceptance and implementation of the Course Master Plan • Recruiting and retaining high quality staff

6

Strategic Pillars Course

9

Golf Operations

11

Membership and Communication

13

Clubhouse and Hospitality

15

Finance and Administration

17

2016 Goals Course Master Plan – Approval and implementation

Bunkers

Water

Paths

9

Strategic Pillar - Course

Maintenance Facility

Course Maintenance & Gardens

Tree Management

Staff

Incinerator

Greens

2013 - 14 Actions

2015- 16 Actions

Refine and present to Members to accept implementation in early 2014 Convene SGM to seek Members approval to plan implementation of the Course Master Plan Finalise the Board's plan of implementation of the Master Plan Develop a plan of action should implementation be approved Establish Project Committee to plan and manager the implementation As per Master Plan – ensure inclusion of definitive and consistent design to address angle of repose, playability, location and drainage Replace sand in bunkers 1 to 18 - subject to Course Master Plan Monitor trials of Kustom Bind bunker method

• Project Steering Committee to continue to manage the planning and implementation of each stage of development • As per Master Plan - ensure inclusion of definitive and consistent design to address repose, playability, location and drainage • Replace sand in bunkers 1 to 18 - in line with stages of Course Master

Finalise long term water availability plan for the Club and Course security Keep abreast with any legislative changes Monitor quality of water Maintain strong relationships with stakeholders (e.g. NCA)

• Continue to investigate the long term water availability plan for the security of the Club and Course • Continue to keep abreast with any legislative changes • Continue to monitor quality of water • Continue to maintain strong relationships with stakeholders • Implement water reduction strategies through upgrade of irrigation system

Dependent on Master Plan implementation, continue upgrades of gravel paths to concrete

• Incorporate as component of Master Plan implementation

Formulate strategy to make staged improvements to ensure compliance and modernity Evaluate current site Upgrade chemical wash down bay

• Continue to formulate strategy to make staged improvements to ensure compliance and modernity • Continue to evaluate current site • Continue to upgrade chemical wash down bay

Minor contouring of holes 19-27 - Subject to Course Master Plan New Course Superintendent to review and refine work practices to improve course maintenance techniques and efficiency Comprehensive course maintenance manual

• Course superintendent to review and refine work practices and improve course maintenance techniques and efficiency • Continue to refine a comprehensive course maintanance manual • Develop a comprehensive course garden and landscaping plan

Prepare tree management and re-vegetation plan in conjunction with the Master Plan Complete the removal of selected pines at RHS 16th Tree removal and planting program - Course Arborist/FACTA/Master Plan

• Continue to manage the tree management and re-vegetation plan in conjunction with Master Plan

Continue training and development of staff - multi skilled and diciplined team Ensure excellent working relationships

• Continue training and development of staff - multi skilled and disciplined team • Continue to engender excellent working relationships • Use of Member volunteers as supplementary labour for selected course tasks

Enhance presentation Establish purpose Look at available grants Ensure surrounds of incinerator remain in sound and tidy condition

• Enhance presentation • Maintain as heritage listed building through ACT Heritage • Look at available grants • Continue to ensure surrounds of incinerator remain in sound and tidy condition

Improve year round playability LEGEND:

Completed

• Tree removal and planting program - Course Arborist/Master Plan/NCA

• Continue to improve year round playability On going

Review and refine

10

2016 Goals A new, larger Golf Shop with improved amenities and increased revenue

A new training/teaching facility on the driving range

11

Strategic Pillar - Golf Operations

Successful pennant program

Reciprocal Club events

Major Club events

Pro golf events Strong Junior program

Highest Member satisfaction with the quality of service in the Golf Shop and running of golfing events

2015- 16 Actions

2013 - 14 Actions Consider the Clubhouse Master Plan Review and benchmark Golf Shop retail and Golf Operations Review structure for club competitions to ensure financial viability Undertake staff training in Golf Shop and Golf Operations

• • • •

Consider expanded storage capability for buggy storage Consider additional club storage within the feasibility study for the Clubhouse Master Plan

• Consider additional club and buggy storage within the feasibility study for the Clubhouse Master Plan

Encourage more young Members to try out for Junior Pennant Encourage wider participation and support by Members Support and subsidise the pennant teams, managers, caddies and players

• Encourage more young Members to try out for Junior Pennant • Encourage wider participation and support by Members • Support and subsidise the pennant teams, managers, caddies and players

Consider inviting all reciprocal clubs annually to RCGC Investigate further reciprocal arrangements with other tier 1 clubs nationally and internationally Review current agreements and consider potential new reciprocal clubs

• Consider inviting all reciprocal clubs annually to RCGC at conclusion of Master Plan implementation

Continue pro-active communication to Members Encourage more participation in all major and special Club events through communication and better understanding of the significance of each event

• Continue pro-active communication to Members • Encourage more participation in all major and special Club events through communication and better understanding of the significance of each event

Investigate future pro golf events

• Investigate future pro golf events at conclusion of Master Plan implementation

Junior program to be considered within Membership Committee Establish a Junior Committee – set targets for the committee Promote cadet membership, run school holiday clinics, junior pennant teams

• Promote cadet membership, run school holiday clinics, junior pennant teams

Provide highly qualified and confident teaching professionals and Golf Shop staff Implement retail and customer service training programs

• Provide highly qualified and confident teaching professionals and Golf Shop staff • Implement retail and customer service training programs

Consider the Golf Shop in the context of the Clubhouse Master Plan Review and benchmark Golf Shop Retail and Golf Operations Review the fee structure for club competitions to ensure financial viability Undertake staff training in Golf Shop and Golf Operations

Reduce corporate traffic and make more exclusive through offering only full package price RCGC to run one charity day and commit to donating to charity on rotational list

LEGEND:

Completed

On going

Review and refine

12

13

Strategic Pillar - Membership & Communication

2016 Goals Active recruitment of new members accross all categories

A membership Waitlist Welcome to new Members

Improved communication and consultation with Members and other stakeholders

Member satisfaction (>90%)

Best junior program in the ACT

Knowledgeable, expert, trained staff

2013 - 14 Actions

2015 - 16 Actions

Develop strategies to retain our youth Members as long term Members Hold regular guest days and Member introduction days Undertake marketing into the wider community – promoting benefits of RCGC and our realistic entry fees/subscriptions Raise profile of Club with local community (potential future membership base) Run introduction to golf clinics exclusively for women

• Maintain strategies to retain our youth Members as long term Members • Hold regular guest days and Member introduction days • Undertake marketing into the wider community – promoting benefits of RCGC and the value of membership • Raise profile of Club with local community (potential future membership base) • Run introduction to golf clinics for men and women • Develop relationship with diplomatic and corporate communities

Result will come from actions (above)

• Result will come from actions (above)

Introduce ‘pack’/gift to all categories of new Members Communicate and consult regularly with waitlist Members Consider member ambassadors to welcome new Members

• Continue to provide welcome gift to all categories of new Members • Communicate and consult regularly with waitlist Members • Introduce and support a new member mentoring program

Implement marketing strategy to focus on communication with Members and public Continue to refine and improve website - functionality, availability of information, search engine optimisation (SEO) Undertake better quality Membership surveys

• Continue to refine and improve website - functionality, availability of information, search engine optimisation (SEO) • Undertake regular Member surveys

Undertake membership surveys to gain feedback on Members’ satisfaction (>90%) and future needs Monitor the course and Clubhouse usage with the objective of improving the Members’ experience at the Club Responsive to matters raised by our members during the Course Master Plan implementation Consider options to improve value and Member experience

• Undertake membership surveys to gain feedback on Members’ satisfaction (>90%) and future needs • Monitor the course and Clubhouse usage with the objective of improving the Members’ experience at the Club • Responsive to matters raised by our members during the Course Master Plan implementation • Consider options to improve value and Member experience by encouraging greater social interaction

Promotion of our 'Game On' program through schools and junior clinics Train staff through TPI (Titleist Performance Institute) training Improve participation in clinics

• Promotion of our ‘Game On’ program through schools and junior clinics

Follow procedures, cross train, study and exchange programs

• Staff development through provision of training • Engender high level of workplace satisfaction

LEGEND:

Completed

On going

Review and refine

• Improve participation in clinics • Organise regular inter-club tournaments

14

2016 Goals

15

Strategic Pillar - Clubhouse & Hospitality

Increased Member satisfaction

Increased external function and event income and profit, including private dining, weddings and conferences

Increased internal income and profit from food and beverage areas by increasing patronage while maintaining profit margin

Introduction of Member Club Cards to improve performance point of sale, measure our hospitality and utilise the card to increase use

Improved functioning and operation of the Clubhouse

2013 - 14 Actions

2015 - 16 Actions

Decrease segregation between Spike Bar users and Clubhouse users Consider quality and consistency of service and food and beverage offerings Develop and train staff to deliver exceptional service and standards Measure Member satisfaction through consultation, surveys and feedback

• • • • • • •

Improve ambiance of the Clubhouse environment Consider quality, variety and consistency of service and food and beverage offerings Develop and train staff to deliver exceptional service and standards Measure Member satisfaction through consultation, surveys and feedback Review Dress Regulations Redevelop Men's Locker Room Toilets Increase social events for Members and families outside of golf

Achieve 25 weddings for 2014 Increase function and event activity Host RCGC wedding fair Engage marketing company to design and implement strategy

• • • •

Achieve 25 weddings for 2015 Increase function and event activity Host RCGC wedding fair Promote seminar/conference facility

Increase profit in Food and Beverage Review business model for Spike Bar and Members Lounge / Restaurant Consider within Clubhouse feasibility design of Dining / Kitchen and Function areas Increase the number of Members and their guests utilising Clubhouse dining, Spike Bar, functions and events Increase the average Member spend in all outlets Improve service, fixtures and products in the lower level Maintain and promote high quality and reasonably priced offerings to our Members Improve the variety of food with a healthy approac

• • • • • •

Increase profit in Food and Beverage Review business model for Spike Bar and Members Lounge / Restaurant Consider within Clubhouse feasibility design of Dining / Kitchen and Function areas Encourage an increase to the average Member spend in all outlets Improve service, fixtures and products in the lower level Maintain and promote high quality and reasonably priced offerings to our Members

Consider introducing Membership Cards

• Consider introducing Membership Cards incorporated into new membership and financial software

Consider within Clubhouse feasibility design of Dining / Kitchen and Function areas

• Consider within Clubhouse feasibility design of Dining / Kitchen and Function areas

LEGEND:

Completed

On going

Review and refine

16

2016 Goals A flourishing bequest and donation program

17

Strategic Pillar - Finance & Administration

Entrance Fees

Regular debt repayments on Course Master Plan without impacting cash flow or Member fees Course Master plan Clubhouse Improvements More accurate budgeting, forecasting, and greater control of profit margins per department Water Security

Risk Management Plan

2015 - 16 Actions

2013 - 14 Actions

Finalise ASF projects including Clubhouse and Course Masterplan and teaching facility Undertake planning and identification of donor stage in conjunction with consultant DVA Navion

• Finalise ASF projects including Clubhouse and teaching facility

Identify a process for segregation of portion of entrance fees for future capital works Hold a successful Prospective New Member Introduction Day Develop a business case for raising the entrance fees and establishing payment methods of these fees Consider segregating some of the entrance fees for future capital works and wealth creation Become non-reliant on entrance fee income for profit and cash flow

• Consider a process for future segregation of a portion of entrance fees for future capital works • Hold a successful Prospective New Member Guest Day • Develop a business case for raising the entrance fees and establishing payment methods of these fees

Detailed cost analysis of Course Master Plan and Clubhouse improvement and implementation method Consider financing options for Course Master Plan. Required for SGM - Member vote on Course Master Plan implementation

• Detailed cost analysis of Clubhouse improvement and implementation method

Prepare business case for Course Master Plan

• Re-visit and analyse business case for Course Master Plan

Consider Clubhouse improvements / Renovation within Clubhouse feasibility study Investigate funding options

• Investigate funding options

Review current budget and forecasting policies and procedures Implement tighter costing processes prior to events and purchases Undertake internal and independent review of departments to ensure efficiency and effectiveness of operations Benchmark staff and expenditure levels against other clubs

• • • •

Finalise a long term water security strategy in conjunction with Federal and State departments

• Finalise a long term water security strategy in conjunction with Federal and State departments • Determine the financial impact with regard to the Club's Crown Lease and current ACT legislation pertaining to water abstraction

Develop a Risk Management Plan for the Club by Department (include staff, Members and other stakeholders) Develop a Risk Management Plan for CMP (part of the CMP Project Development team task) Develop a Risk Management Plan for Clubhouse and Facilities Improvement Project based on phased implementation Develop Corporate Governance framework for Club administration

• Develop a Risk Management Plan for the Club by Department (include staff, Members and other stakeholders)

LEGEND:

Completed

On going

Review and refine

• Become less reliant on entrance fee income for profit and cash flow

Review current budget and forecasting policies and procedures Implement tighter costing processes prior to events and procurement Undertake internal review of departments to ensure efficiency and effectiveness of operations Benchmark staff, income, expenditure and resource levels against other clubs

• Develop a Risk Management Plan for Clubhouse and Facilities Improvement Project based on phased implementation • Develop Corporate Governance framework for Club administration to comply with legislation and statutory requirements • Develop a 3 - 5 year financial plan overarching current revenue streams and budget projections • Develop a management succession plan 18

Royal Canberra Golf Club Westbourne Woods YARRALUMLA ACT 2600 (02) 6282 7000 [email protected] www.royalcanberra.com.au