MARYBOROUGH GOLF CLUB

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


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 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


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


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


Membership


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


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


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

MARYBOROUGH GOLF CLUB

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