RCGC Strategic Plan Draft March 2015 (Web)

Royal Canberra Golf Club Strategic Plan 2013 - 2016

Foreword from PresidentMac HowellDear Members,The Board is cognisant of the responsibility it has to strategically plan for the futuresuccess of our great Club.A Club of our history and reputation cannot afford to rest on its laurels, as it is theforesight, planning and actions of Members and previous Boards that have made theClub 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 communicativeAll Committees have contributed to the updated Strategic Plan that considers ongoing actionswhilst 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 theClub even greater.Yours sincerely,Mac HowellPresident

OverviewOur Vision 1Our Mission 2Our Core Values 3Past Achievements 4Critical Success Factors 6Strategic 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 MissionRoyal Canberra Golf Club will strive for excellence in enhancingMembership benefits and services by:• Maintaining the integrity of • Ensuring strong financial the courses through the performance underpinned by enhancement and stable governance and staff, presentation of playing whilst operating the Club in a surfaces to the highest transparent, progressive possible standards that manner provides a challenge for golfers of all levels • Offering a consistently high standard and variety of food• Ensuring that the practice and and beverage and events in playing rights, traditions and congenial surrounds that standards of our current fosters camaraderie Members are respected • Continuing to provide an• Exceeding requirements of inclusive and welcoming environmental stewardship introduction to new Members and compliance • Review existing and investigate• Providing a comprehensive new and diverse revenue streams range of golf services to enable and business models to continue Members, visitors and guests to to attract new Members and develop, play and compete 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 20142011 2012• Improved chemicals handling and • ActewAGL Royal Canberra Ladies Classic storage processes to meet compliance 2012• Course staff radios • Completion of concrete paths on• Establishment of a Member based Brindabella (Lee’s Paddock) volunteer program to support greens • Reciprocal club agreements with Elanora• Ustanfiffo(DrmadH’sRAPrmolyic)y and Procedure, and Brisbane Performance review • Clearing of 13th / 14th woody weed• 1st and 10th Tees reconstruction • Preparations for the 2013 Australian• ActewAGL Royal Canberra Ladies Women’s Open Classic 2011 • New website• Heritage listing of Westbourne Woods • Men’s Washroom refurbishment • Course Master Plan drafts - Ogilvy Clayton 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 4

Past Achievements - 2011 to 2014 continued 2013 2014 • ISPS Handa 2013 Women’s • Successful Special General Meeting to Australian Open Implement Master Plan • Refurbishment of bunkers on • Sound financial result for 13/14 year 19 - 27 • Strong Pennant teams. • Review of course operations Men's A Grade Win 2014 department Men's A Reserve Win 2014 Men's Senior Masters Scratch Win 2014 • New IR and payroll software system Men's Senior Masters Handicap Win 2014 • Heritage and environmental Junior Pennant Win 2014 Women's CSGA Plate Win 2014 assesment • Clubhouse feasibility study • Renovation of Westbourne Room • Member information session • Development of Conservation and • Improvement in OHS/IR and Tree Management Plan environmental compliance • Positive Member survey response and • Strong Pennant teams. results Women’s Bruce Cup Win 2013 Men’s A Grade win 2013 • Refinements to Policy and Procedures Snr Masters Scratch win 2013 manuals • The ‘upgrading’ of our Junior Program resulting in an increased • Introduction to Golf Clinics for Men and junior cadet Membership and strong Women resulting in Novice Member attendance to junior clinics. applications • Introduction to golf clinics exclusively for women. • Reinvigoration of volunteer group \"Green Brigade\" • New Restaurant and Westbourne Room furniture5

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 PillarsCourse 9Golf Operations 11Membership andCommunication 13Clubhouse andHospitality 15Finance andAdministration 17

2016 Goals Strategic Pillar - Course Course Master Plan – Approval and implementation Bunkers Water Paths Maintenance Facility Course Maintenance & Gardens Tree Management Staff Incinerator Greens9

2013 - 14 Actions 2015- 16 ActionsRefine and present to Members to accept implementation in early 2014 • Project Steering Committee to continue to manage the planning and implementation of each stage ofConvene SGM to seek Members approval to plan implementation of the Course Master Plan developmentFinalise the Board's plan of implementation of the Master PlanDevelop a plan of action should implementation be approved • As per Master Plan - ensure inclusion of definitive and consistent design to address repose,Establish Project Committee to plan and manager the implementation playability, location and drainageAs per Master Plan – ensure inclusion of definitive and consistent design to address angle of • Replace sand in bunkers 1 to 18 - in line with stages of Course Masterrepose, playability, location and drainageReplace sand in bunkers 1 to 18 - subject to Course Master Plan • Continue to investigate the long term water availability plan for the security of the Club and CourseMonitor trials of Kustom Bind bunker method • Continue to keep abreast with any legislative changes • Continue to monitor quality of waterFinalise long term water availability plan for the Club and Course security • Continue to maintain strong relationships with stakeholdersKeep abreast with any legislative changes • Implement water reduction strategies through upgrade of irrigation systemMonitor quality of waterMaintain strong relationships with stakeholders (e.g. NCA) • Incorporate as component of Master Plan implementationDependent on Master Plan implementation, continue upgrades of gravel paths to concrete • Continue to formulate strategy to make staged improvements to ensure compliance and modernity • Continue to evaluate current siteFormulate strategy to make staged improvements to ensure compliance and modernity • Continue to upgrade chemical wash down bayEvaluate current siteUpgrade chemical wash down bay • Course superintendent to review and refine work practices and improve course maintenance techniques and efficiencyMinor contouring of holes 19-27 - Subject to Course Master PlanNew Course Superintendent to review and refine work practices to improve course maintenance • Continue to refine a comprehensive course maintanance manualtechniques and efficiency • Develop a comprehensive course garden and landscaping planComprehensive course maintenance manual • Continue to manage the tree management and re-vegetation plan in conjunction with Master PlanPrepare tree management and re-vegetation plan in conjunction with the Master PlanComplete the removal of selected pines at RHS 16th • Tree removal and planting program - Course Arborist/Master Plan/NCATree removal and planting program - Course Arborist/FACTA/Master Plan • Continue training and development of staff - multi skilled and disciplined teamContinue training and development of staff - multi skilled and diciplined team • Continue to engender excellent working relationshipsEnsure excellent working relationships • Use of Member volunteers as supplementary labour for selected course tasksEnhance presentation • Enhance presentationEstablish purpose • Maintain as heritage listed building through ACT HeritageLook at available grants • Look at available grantsEnsure surrounds of incinerator remain in sound and tidy condition • Continue to ensure surrounds of incinerator remain in sound and tidy conditionImprove year round playability • Continue to improve year round playabilityLEGEND: Completed On going Review and refine 10

2016 Goals Strategic Pillar - Golf Operations A new, larger Golf Shop with improved amenities and increased revenue A new training/teaching facility on the driving range 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 events11

2013 - 14 Actions 2015- 16 ActionsConsider the Clubhouse Master Plan • Consider the Golf Shop in the context of the Clubhouse Master PlanReview and benchmark Golf Shop retail and Golf Operations • Review and benchmark Golf Shop Retail and Golf OperationsReview structure for club competitions to ensure financial viability • Review the fee structure for club competitions to ensure financial viabilityUndertake staff training in Golf Shop and Golf Operations • Undertake staff training in Golf Shop and Golf OperationsConsider expanded storage capability for buggy storage • Consider additional club and buggy storage within the feasibility study for the Clubhouse Master PlanConsider additional club storage within the feasibility study for the Clubhouse Master Plan • Encourage more young Members to try out for Junior PennantEncourage more young Members to try out for Junior Pennant • Encourage wider participation and support by MembersEncourage wider participation and support by Members • Support and subsidise the pennant teams, managers, caddies and playersSupport and subsidise the pennant teams, managers, caddies and players • Consider inviting all reciprocal clubs annually to RCGC at conclusion of Master Plan implementationConsider inviting all reciprocal clubs annually to RCGC • Continue pro-active communication to MembersInvestigate further reciprocal arrangements with other tier 1 clubs nationally and internationally • Encourage more participation in all major and special Club events through communication andReview current agreements and consider potential new reciprocal clubsContinue pro-active communication to Members better understanding of the significance of each eventEncourage more participation in all major and special Club events through communication and • Investigate future pro golf events at conclusion of Master Plan implementationbetter understanding of the significance of each event • Promote cadet membership, run school holiday clinics, junior pennant teamsInvestigate future pro golf events • Provide highly qualified and confident teaching professionals and Golf Shop staff • Implement retail and customer service training programsJunior program to be considered within Membership CommitteeEstablish a Junior Committee – set targets for the committeePromote cadet membership, run school holiday clinics, junior pennant teamsProvide highly qualified and confident teaching professionals and Golf Shop staffImplement retail and customer service training programsReduce corporate traffic and make more exclusive through offering only full package priceRCGC to run one charity day and commit to donating to charity on rotational listLEGEND: Completed On going Review and refine 12

2016 Goals Strategic Pillar - Membership & Communication 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 staff13

2013 - 14 Actions 2015 - 16 ActionsDevelop strategies to retain our youth Members as long term Members • Maintain strategies to retain our youth Members as long term MembersHold regular guest days and Member introduction days • Hold regular guest days and Member introduction daysUndertake marketing into the wider community – promoting benefits of RCGC and our realistic • Undertake marketing into the wider community – promoting benefits of RCGC and the value ofentry fees/subscriptionsRaise profile of Club with local community (potential future membership base) membershipRun introduction to golf clinics exclusively for women • Raise profile of Club with local community (potential future membership base) • Run introduction to golf clinics for men and womenResult will come from actions (above) • Develop relationship with diplomatic and corporate communitiesIntroduce ‘pack’/gift to all categories of new Members • Result will come from actions (above)Communicate and consult regularly with waitlist MembersConsider member ambassadors to welcome new Members • Continue to provide welcome gift to all categories of new Members • Communicate and consult regularly with waitlist MembersImplement marketing strategy to focus on communication with Members and public • Introduce and support a new member mentoring programContinue to refine and improve website - functionality, availability of information, search engineoptimisation (SEO) • Continue to refine and improve website - functionality, availability of information, search engineUndertake better quality Membership surveys optimisation (SEO) • Undertake regular Member surveysUndertake membership surveys to gain feedback on Members’ satisfaction (>90%) and future • Undertake membership surveys to gain feedback on Members’ satisfaction (>90%) and futureneeds needsMonitor the course and Clubhouse usage with the objective of improving the Members’ experience atthe Club • Monitor the course and Clubhouse usage with the objective of improving the Members’Responsive to matters raised by our members during the Course Master Plan implementation experience at the ClubConsider options to improve value and Member experience • Responsive to matters raised by our members during the Course Master Plan implementationPromotion of our 'Game On' program through schools and junior clinics • Consider options to improve value and Member experience by encouraging greater socialTrain staff through TPI (Titleist Performance Institute) trainingImprove participation in clinics interaction • Promotion of our ‘Game On’ program through schools and junior clinics • Improve participation in clinics • Organise regular inter-club tournamentsFollow procedures, cross train, study and exchange programs • Staff development through provision of training • Engender high level of workplace satisfactionLEGEND: Completed On going Review and refine 14

2016 Goals 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 Clubhouse15

2013 - 14 Actions 2015 - 16 ActionsDecrease segregation between Spike Bar users and Clubhouse users • Improve ambiance of the Clubhouse environmentConsider quality and consistency of service and food and beverage offerings • Consider quality, variety and consistency of service and food and beverage offeringsDevelop and train staff to deliver exceptional service and standards • Develop and train staff to deliver exceptional service and standardsMeasure Member satisfaction through consultation, surveys and feedback • Measure Member satisfaction through consultation, surveys and feedback • Review Dress RegulationsAchieve 25 weddings for 2014 • Redevelop Men's Locker Room ToiletsIncrease function and event activity • Increase social events for Members and families outside of golfHost RCGC wedding fairEngage marketing company to design and implement strategy • Achieve 25 weddings for 2015 • Increase function and event activityIncrease profit in Food and Beverage • Host RCGC wedding fairReview business model for Spike Bar and Members Lounge / Restaurant • Promote seminar/conference facilityConsider within Clubhouse feasibility design of Dining / Kitchen and Function areasIncrease the number of Members and their guests utilising Clubhouse dining, Spike Bar, • Increase profit in Food and Beveragefunctions and events • Review business model for Spike Bar and Members Lounge / RestaurantIncrease the average Member spend in all outlets • Consider within Clubhouse feasibility design of Dining / Kitchen and Function areasImprove service, fixtures and products in the lower level • Encourage an increase to the average Member spend in all outletsMaintain and promote high quality and reasonably priced offerings to our Members • Improve service, fixtures and products in the lower levelImprove the variety of food with a healthy approac • Maintain and promote high quality and reasonably priced offerings to our MembersConsider introducing Membership Cards • Consider introducing Membership Cards incorporated into new membership and financial softwareConsider within Clubhouse feasibility design of Dining / Kitchen and Function areas • Consider within Clubhouse feasibility design of Dining / Kitchen and Function areasLEGEND: Completed On going Review and refine 16

2016 Goals Strategic Pillar - Finance & Administration A flourishing bequest and donation program 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 Plan17

2013 - 14 Actions 2015 - 16 ActionsFinalise ASF projects including Clubhouse and Course Masterplan and teaching facility • Finalise ASF projects including Clubhouse and teaching facilityUndertake planning and identification of donor stage in conjunction with consultant DVA Navion • Consider a process for future segregation of a portion of entrance fees for future capital worksIdentify a process for segregation of portion of entrance fees for future capital works • Hold a successful Prospective New Member Guest DayHold a successful Prospective New Member Introduction Day • Develop a business case for raising the entrance fees and establishing payment methods of theseDevelop a business case for raising the entrance fees and establishing payment methods of thesefees feesConsider segregating some of the entrance fees for future capital works and wealth creationBecome non-reliant on entrance fee income for profit and cash flow • Become less reliant on entrance fee income for profit and cash flowDetailed cost analysis of Course Master Plan and Clubhouse improvement and implementation • Detailed cost analysis of Clubhouse improvement and implementation methodmethodConsider financing options for Course Master Plan. Required for SGM - Member vote on Course • Re-visit and analyse business case for Course Master PlanMaster Plan implementation • Investigate funding optionsPrepare business case for Course Master Plan • Review current budget and forecasting policies and proceduresConsider Clubhouse improvements / Renovation within Clubhouse feasibility study • Implement tighter costing processes prior to events and procurementInvestigate funding options • Undertake internal review of departments to ensure efficiency and effectiveness of operations • Benchmark staff, income, expenditure and resource levels against other clubsReview current budget and forecasting policies and proceduresImplement tighter costing processes prior to events and purchases • Finalise a long term water security strategy in conjunction with Federal and State departmentsUndertake internal and independent review of departments to ensure efficiency and effectiveness of • Determine the financial impact with regard to the Club's Crown Lease and current ACToperationsBenchmark staff and expenditure levels against other clubs legislation pertaining to water abstractionFinalise a long term water security strategy in conjunction with Federal and State departments • Develop a Risk Management Plan for the Club by Department (include staff, Members and other stakeholders)Develop a Risk Management Plan for the Club by Department (include staff, Members and otherstakeholders) • Develop a Risk Management Plan for Clubhouse and Facilities Improvement Project based onDevelop a Risk Management Plan for CMP (part of the CMP Project Development team task) phased implementationDevelop a Risk Management Plan for Clubhouse and Facilities Improvement Project based onphased implementation • Develop Corporate Governance framework for Club administration to comply with legislation andDevelop Corporate Governance framework for Club administration statutory requirementsLEGEND: Completed On going Review and refine • 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 [email protected] www.royalcanberra.com.au