Kooyonga Golf Club Strategic Plan Brochure 2016

Strategic Plan 2016 - 2020

VisionTo be a vibrant and progressive club, recognised for our strong sense of values and unique Kooyonga experience Mission To provide members and guests an outstanding golfing experience and industry-leading facilities and services Culture & Values Respect Excellence Inclusive Friendly

longer term planning. Finally, a Club & Market number of more detailed sessions Analysis were held with the General Manager and his senior staff in the Kooyonga Average Age different functional areas of the Club. Males Females 54 63 From this pre-work the CommitteeCommittee has identified that a has reviewed several strategic Female membershipcore objective for the Club is to scenarios and has debated the pros makes up 20%generate a well thought out and cons of each. These ranged nationallystrategic plan to cover the 5-year from a more exclusive approach to (Kooyonga 23%)period 2016 to 2020. eliminate or drastically reduce non- member sources of income but at the cost of significantly higher subscription fees, to an opposite model of constraining subscription increases but at the cost of a decline in member services and impacts to the course.More than ever before all golf clubs The Committee prefers a strategic 60% of our clubrequire a sound strategic plan to direction that will seek to maintain members are agedguide them into the future. The a premier golf experience and tochallenging state of the golf expand member facilities and over 55 yearsindustry, especially as it relates to services to better serve the needsprivate member clubs, is now well of our existing membership base, More than 1/3 of ourknown. Demand for private whilst allowing the ability to build a membership will havemembership of golf clubs in more diversified membership reached the age of 80Australia has been declining for profile. This will allow us to bettersome time, and the average age of cater for guests and third party by 2030members has risen. The younger functions and to balance themembership cohort is under requirements and demands of our 25% of our currentincreasing time pressure in terms of traditional (and older) member members joinedwork and family responsibilities. The cohort with those of our younger Kooyonga in themembership model that served us segment whilst simultaneously last 5 yearswell in the past will not necessarily enabling more family involvementcarry us into a positive future. in the Club. This will require Nationally, clubHence change must be embraced, investment and the ability to membership hasbecause to do nothing will place manage different expectations declined 20% since itsthe longer term viability of the from different parts of ourKooyonga Golf Club at risk. membership. The core strategic peak in 1998 intent is to re-establish a healthyWith the formation of the new waiting list and to increase our Nationally,General Committee in June 2015, a annual cash flow to enable us to competition roundsStrategic Planning Sub Committee continue to make needed have increased bywas formed. A strategic planning investments. The end result being aworkshop was held on 9 August, strong Kooyonga, with a 9% in last 2 years2015, and included members of differentiated offering to the golfthe Women’s Committee, senior market. 50% of clubs are in a form ofstaff and our Course Architect, Mr financial distress with clubNeil Crafter. Further sessions were Dr Grant Raymond mergers becoming a realityheld with the Women’s Committee, Captainand a younger member’s forum(30-50 yo) was convened to gainfeedback from this importantsegment of our membership. The2015 Members’ Survey alsoincluded questions relevant to

Course & Water Key Outcomes Strategic Objectives by 2020 To be recognised as a stand-out course and practice Course facility in South Australia with a course rating inside the Kooyonga to be firmly top 20 in Australia entrenched as one of theleading traditional (sand belt) Continue to enhance the course and practice facilities in line with the Course & courses in Australia and Landscape Enhancement Plans (LEP) prepared by course architects, Crafter & recognised for its superb Mogford conditioning and playability Upgrade the practice facility, including construction of an indoor teaching facility all year round and new target green complexes Water To be recognised as consistently presenting the courseKooyonga to be well advanced in playing conditions on par with the leading courses in Australia with the design of a new irrigation system Continue to provide sufficient resources to ensure the course can be presented to the highest standard all year round Develop and maintain a course maintenance plan and policy guidelines Finalise design, costing and approvals for upgrade of maintenance facility, including additional storage capabilities and enhanced staff amenities To maintain an irrigation system of the highest quality to deliver water in an efficient and cost effective manner around the golf course Commence design and costing for a new irrigation system to be installed by 2025 To maintain access to quality water sources in the event of bore failure or interruption Finalise design, costing and approvals for the upgrade of our tank system to increase water storage capabilities Maintain access to recycled wastewater from the Glenelg Wastewater Treatment Plan and continue to explore opportunities to harvest stormwater to provide security of future water supplyKooyonga Golf Club Strategic Plan 2016-2020

Golf OperationsKey Outcome Strategic Objectives by 2020 To provide members and their guests with a memorable golfing experience on and off the course, one that will be For our members and synonymous with the Kooyonga experienceguests to complete their Reduce members’ time per round golf experience at Increase awareness of course etiquette surrounding maintenanceKooyonga with a genuine Actively promote the Golf Shop as ‘your golf shop’ and build loyalty through asense of satisfaction and commitment to superior service and competitive pricing Develop a plan to maximise buggy storage capabilities in an efficient and cost effective enjoyment manner, considering future infrastructure development To deliver advanced (and varied) teaching programs across all playing levels that will significantly increase the enjoyment of the game Develop an innovative master teaching plan for members and guests, considering additional teaching resources to meet forecast demand Invest in our teaching professionals by providing advanced training and learning opportunities To maintain a diverse range of golf events that best meet the needs of our membership and generates strong participation and enjoyment Complete a comprehensive review of the match program with the aim of reinvigorating the program and increase participation levels To enhance our brand through strong association with golfing excellence; • at amateur level through success of pennant teams and individuals • at tournament level through attracting and hosting major championship events Kooyonga Golf Club Strategic Plan 2016-2020

Clubhouse, HospitalitStrategic Objectives Key Outcom To enhance the clubhouse facilities to offer a variety of dining The Kooyonga Clubho options and innovative member services alive, progressive and Develop a clubhouse master plan that will incorporate changes in the way broader participatio members will use the clubhouse in the future accessing a wider ra underpinned by fir Engage an interior designer to investigate opportunities to improve the functionality and ambiance of the existing members’ lounge and dining areas Investigate opportunities to develop a range of golf and related health services that better prepare the membership for playing golf and attends to a portion of related health and wellness requirements To provide a food & beverage offering that is on par with quality restaurants in Adelaide, with our membership actively choosing Kooyonga for some of their fine dining requirements Develop a variety of food and wine offerings and menus that suit the needs of all members Develop a broader dining experience that better caters for all parts of the membership, with wider dining hours Develop a ‘Wine Selection Committee’ to maintain and enhance the wine cellar at KooyongaKooyonga Golf Club Strategic Plan 2016-2020

lity & Health Servicesome by 2020 Strategic Objectivesbhouse atmosphere is To deliver consistently high levels of service to members thatand vibrant with much exceed their expectationsation of membership er range of facilities Evaluate service standards regularly using industry benchmarking and y first class service independent assessment To provide a wide variety of well supported social events that satisfies member needs and continues to grow the camaraderie amongst the membership Create dining experiences and club events with an atmosphere that will appeal to both playing and non-playing members of the club To consistently meet annual income targets from corporate and other significant third party events and ensure that these events have minimum impact on the membership Develop a marketing plan for external functions to maximise profitability with least inconvenience to the membership (linked to clubhouse master plan) Kooyonga Golf Club Strategic Plan 2016-2020

Membership Key Outcome Strategic Objectives by 2020 To provide a unique membership experience that exceeds We have re-established the expectations of members and their guestshealthy waiting lists providing Develop a plan to better integrate members/family/business/health life to increased financial the golf club confidence to continue to make critical investments Develop ‘clubs within clubs’ groups and activities that are well supported (Ie Bridge Club, Wine Club etc) Define the ‘Kooyonga experience’ & integrate within a marketing plan for membership Develop ‘The Kooyonga Way’ video to strengthen induction process and promote Club values To provide a club to which membership is highly desirable, with an active waiting list maintained at all times Develop strategies to encourage family members to join the Club, considering new membership categories where non-golf facilities and services are the focus Further develop categories and a fee structure to attract and foster growth in the junior/younger membership base within the Club Develop ‘try golf’ programmes with defined pathways to membership Continue to monitor categories and playing rights in response to course and clubhouse use To enhance the quality and range of our reciprocal clubs, especially internationally, and to further strengthen relationships with existing key clubs Complete a comprehensive review of reciprocal clubs and investigate new opportunities in desired geographical destinationsKooyonga Golf Club Strategic Plan 2016-2020

Communications Key Outcome Strategic Objectives by 2020 Use a variety of modern communication tools,To ensure members are fully including social media, to communicate to informed of relevant Club membersmatters in a timely manner Continue to conduct annual member surveys Organise regular member forums, in particular with younger members Upgrade Club website with improved functionality and member news section Introduce a new membership database system with improved communication and benefits To enhance the Kooyonga brand via marketing and communication Review and update marketing material on an annual basis to ensure consistency with ‘brand’ Create social media policy to ensure appropriate content is distributed Kooyonga Golf Club Strategic Plan 2016-2020

Management & Governance Key Outcome Strategic Objectives by 2020 To attract and retain quality staff who are committed to Kooyonga and its vision, mission and valuesWe have a highly performing and motivated management team, Establish a professional development and training programme for with strong succession plans management and staffand backed by a Committee that Develop an annual performance appraisal management process for has experience, skill sets and management and staff Evaluate staff satisfaction regularly using independent assessment governance processes to strategically guide the Club To position Kooyonga as an employer of choice within the golf industry Critically review employment conditions To attract a wide range of experience and skills suitable for roles on the Committee Conduct a skills audit of current Committee and develop a secondment process whereby skilled professionals can be co-opted on to Sub Committees for defined periods to assist in key initiatives Develop and maintain a pipeline of potential Committee members, ensuring we have adequate representation across all segments of our membership To be recognised as a leader in golf club governance and best practice management processes Develop and roll out a Committee Governance Framework and Committee induction packKooyonga Golf Club Strategic Plan 2016-2020

Finance & Risk ManagementKey Outcome by Strategic Objectives 2020 To achieve an annual operating profit (surplus) onThe ability to fund critical Capex average over the 5-year plan excluding entrance fees projects to maintain the competitiveness and To increase annual cash surpluses, enabling the Club to build cash reserves and ensure its long term attractiveness of the Club to financial stability current and future members Maintain a 10 year cash flow forecast to be reviewed and updated annually To expand the Kooyonga Foundation to attract sufficient funds to finance key projects Review structure, operations and objectives of the Kooyonga Foundation Develop and promote a bequest programme To minimise risk to members, guests, staff and stakeholders through an ongoing programme of assessing risk management Review and update the Risk Management Plan annually to ensure compliance with all WHS laws and regulations To consistently monitor the external market place Benchmark financial and operational performance of the Club against leading clubs in Australia on an annual basis Kooyonga Golf Club Strategic Plan 2016-2020

The Kooyonga Golf Club May Terrace, LockleysPO Box 119, Brooklyn Park SA 5032 t 08 8352 5444 f 08 8234 0907 e [email protected] w kooyongagolf.com.au