Kooyonga Survey 2021 Member Report with links

MEMBER SURVEY REPORT 2021

CONTENTS 3 Overview from the Captain 4 Strategic Direction 6 Course 8 Practice Facilities 10 Membership 12 Golf & Member Standards 14 Golf Shop Services 16 Coaching Services 18 Hospitality 20 Clubhouse Services 22 Administration

OVERVIEW FROM THE CAPTAIN comments specific to women have PARTICIPATION been reviewed by the Women’s Sub Committee and are embedded in the other Sub Committee reports. CRAWFORD GILES On the following pages in each section RESPONDENTS Captain we have included the key themes from responses largely taken from the #490 The 2021 Member Survey was comment sections of the survey, and completed by 490 members with we have tried to provide a response OVERALL SATISFACTION 98% of these being from playing that typically details the action plan categories. of Committee to address the theme 8.0/10 or a response by way of education I would like to thank all of you who to explain the position/decisions of 78% 22% invested the average of 45 mins to Committee. complete the survey. Committee Certainly there have been some MALE FEMALE understand this is a significant lessons for Committee in the survey RESPONSES RESPONSES investment of your time but please be responses, in particular around assured that the information gathered communication of a number of key is extremely useful as Committee challenges the Club faces in the considers and reflects on the wishes medium term. The term ‘elite’ is a and needs of today’s membership and consistent reference in the comments those of the younger generation who but to be clear, our strategic plan will form our members of tomorrow. reflects the Club offering first class facilities and services and Committee believes Kooyonga should continue to strive to maintain it’s premium standing in golf. This stance is not considered ‘elite’ nor striving to be so, other than in our pennant programme. It is always a balancing act trying to Similarly there is a clear 71% please the current generation and misunderstanding by some plan so as to be in a position to attract of the membership regarding respondents are aged the next generation. communication by Committee of over 55 years Our championship course is the its goal to reduce annual round and foundation of our ‘reason for member numbers and the resultant PLAYING FREQUENCY being’ and as time has evolved, the impact that may have on subscription practice facilities have become more fees. Committee is committed to 70% respondents important, which is clear from the providing better and more flexible play at least survey feedback. Committee has been access to tee times to members. once per week working on improving this part of the Whilst any reduction in playing Club and I will have more to say on members in order to provide better 22% that in my next Captain’s update. tee access will impact subscription At the AGM in June I pledged to fees, Committee remains focused increase in play over provide comprehensive feedback on on expense minimisation while past 12 months the Member Survey and I believe this continuing to provide the premium survey report is the most detailed and experience members overwhelmingly 15% expect to play more structured analysis Committee has seek. Committee stands behind its post COVID undertaken in recent times. record in this regard with overhead The format of the survey report is expenses only increasing 7.5% in the COURSE SATISFACTION one where the respective Chairs last 5 years. increases with age of Sub Committees have provided I encourage all members to take the 7.2/10 (18-24y.o) an overview of each area, typically time to review this survey report and 8.6/10 (74-84y.o) summarising the responses and once again, thank all members who reflecting on the main positives and have contributed to this excellent themes from members responses. piece of two-way communication. Within the Chairs’ summaries are a number of key areas that have been benchmarked against previous surveys. Members will note that there is not Crawford Giles a specific section relating to the Captain women’s membership as all

STRATEGIC DIRECTION Kooyonga is in an enviable position with an outstanding course, newly renovated clubhouse and strong infrastructure but it is not immune to the societal changes in Australia and the world. The largest challenge for private golf clubs relates to the advent of more flexible working lives and a desire from younger generations for a better work/life balance. The impact of more flexible working lives is challenging the status quo of Saturdays, Wednesdays and Tuesdays being the prime golfing days with tee access pressure more prevalent on every day of the week. We have members who are more desirous of joining Kooyonga to play golf immediately as compared to the past where we had a cohort of members who joined Kooyonga for the prestige and played infrequently, and due to the historical waiting list, often took the opportunity to join earlier than the time in their life they were able to fully afford the time to maximise their membership enjoyment. Another significant change to the Club’s financial model approx. 10 years ago was to allow new members to join the Club and stay as a Category 2 member as compared to the previous model of a compulsory move to Category 1 when your position became available in the Category 1 quota. These two changes combined erode our financial model and put pressure on tee access as we end up with an ever growing percentage of Category 1 members regularly playing which puts downward pressure on the Category 1 quota, and thus financial strain on the membership model. From time to time it has been suggested that the main driver for acquiring surrounding properties has been to lengthen the course in an attempt to challenge the advancements of equipment, but that is a proposition that will not be successful and will be very expensive. The policy of acquisition of surrounding property is primarily founded on the Club as much as possible being able to control its own destiny, by reducing the number of neighbours it has and also where properties can be purchased at or near land value where there can be a financial return over the long term as well as providing options for future Committees re course developments. Committee’s continued focus for the long term remains to increase external income without impacting members amenity so as to reduce future reliance on subscription fee increases and grow the available cashflow to address the key priorities of: • Core debt repayment (allowing for external property debt to be repaid over 30 years); • Prioritisation of investment in club facilities that enhance the membership experience both on and off the course; and • Offering unique and desirable membership benefits that ensures our membership offering remains relevant and attractive to the next generation of members The Prime focus of Committee is the presentation of the course and practice facilities in the highest possible condition at all times throughout the year and due to the planned hosting of the Women’s Australian Open in February 2022 and our Centenary Year in 2023, we are planning to provide uninterrupted access to the course for members right through to the end of the Centenary Year. SATISFACTION OF STRATEGIC DIRECTION $250-$450 Decrease from 7.5 in 2019 and 7.8 in 2017 7% Values Culture HOW MUCH $100-$250 More than $450 MEMBERS ARE 17% 4% 6.9/10 WILLING TO INCREASE FEES TO No increase IMPROVE MEMBER 49% ACCESS AND REDUCE WEAR AND Less than $100 TEAR ON COURSE 23% Strategy Culture & Values Strategy 10 Inclusive Respect Proud Progressive Mission Vision 9 statement statement 8 7 6 5 4 3 2 1 0 Excellence 2021 Survey rating Satisfaction range 1-10 Average since 2017

STRATEGIC DIRECTION Theme Response 1 Stop increasing membership fees Committee has addressed two areas that have been an by more than CPI. We are in danger issue at Kooyonga for many years; 2 of becoming an elitist club with loss • The Club has made a loss before entrance fees 3 of valuable (especially younger) 4 members due to non affordability. since 2012 and only in 2020 did it record a 5 modest surplus of $39K, thus driving the required Stop pursuing an “elite” objective subscription fee increases to balance the books up regardless of the impact on to this point in time. members’ fees which ultimately • Access to tee times has continued to be a challenge drives normal people away as a result of more flexible working lives and only from joining. The reduction in exacerbated by COVID-19 travel restrictions. This membership numbers has been trend has driven Committee’s decision to reduce linked to a perception that we are playing member numbers by 75 and it is expected “elitist”. having done so over the next few years, subscription Stop spending disproportianate increases will be able to be kept at or below 5%. money on the clubhouse compared • Subscription fees for younger members are set at to course/practice facilities. extremely competitive rates with strong playing Club expenses need to be better rights all the way to 30 years of age so there is no managed to reduce impact on financial impediment for any young person to join membership fees. Get a better Kooyonga balance of continual expenditure Committee is committed to providing a premium versus fee increases. product to all members on course, in our practice There was a perception in some facilities and in our off course facilities. Members responses that fees were raised overwhelmingly join Kooyonga desirous of our premium to support a ‘buying’ program of product. Our subscription fees are monitored against neighbouring properties. the other Group One clubs in Adelaide and when our offering is compared, is deemed extremely competitive and our membership pipeline supports this. The budget for the clubhhouse redevelopment was presented to the membership on multiple occasions at Special General Meetings and two AGM’s which had strong support and has received excellent reviews since completion. No expenditure on course has been diverted away from the course due to the clubhouse redevelopment. The practice facilities is an area Committee has highlighted for investment. Operating costs have been kept to a combined increase of 7.5% over the past 5 years, equivalent to an average of 1.5% per annum. Management continue to pursue operational efficiencies and opportunities to minimise overhead costs, whilst reviewing opportunities to generate income from our facilities where that does not impact member enjoyment. The Committee is committed to acquiring boundary properties where those properties meet set criteria in Committee’s Land Aquisition Policy. Fees are based on reccurent expenditure and are not impacted by land aquisitions. It is a cornerstone of the Land Aquisition Policy that the cost of any boundary property purchases be spread over a 30 year period so as to spread the cost over the current and future membership cohorts. Member Survey Report Page 5

COURSE Bunker entry/exit points attracted GOLF COURSE some criticism. The Course Committee has requested Richard Overall satisfaction James to identify bunkers where entry/exit points can be softened 8.3/10 without impacting their playability. Inconsistency of bunkers across A slight increase from 8.1/10 in 2019 but the course was also referenced decrease from 8.7/10 in 2017 in the survey. Consistency across DAVID FRATERMAN bunkers is difficult to achieve Top 5 words used to describe Chair - Course, Water & due to seasonal and local the course environmental conditions. The Infrastructure bunkers on 16 were singled out (Most common word displayed largest to smallest) and renovation works have been A key plank of our mission is conducted on some of these EXCELLENT to provide members with an which have been well received by GOOD BEAUTIFUL outstanding experience on a members. GREAT championship golf course. Bunker raking is key to maintaining CHALLENGING The survey once again highlighted consistent bunker surfaces. There that members are enjoying the is an opportunity for members to SATISFACTION OF SATISFACTION OF challenge and presentation of our improve their “raking skills” and VEGETATION PLAN COURSE WORKS course, highlighted by an increase in there will be a focus through the (PRINCIPLES & IPLEMENTATION) the overall course satisfaction rating e-news to assist in this regard. from 8.1 in 2019 to 8.3 in 2021. Many members are keen to see There was strong commentary the discontinuance of fescue from members for current course given it is not native to Kooyonga. management practices to be The Vegetation Management Plan retained. states that future fescue planting That said, the Committee has a will only be in transitional areas commitment to excellence and from couch to rough around tees. a relentless focus on continuous There will be a promotion of native improvement. grasses which over time will reduce Unsurprisingly anything to do with the prominence of fescue. bunkers generally attracted a lower rating than other aspects of the course. 7.3/10 8.2/10 10 Design Fairways Greens Pathways Rough Tees Tree vegetation Overall 9 Features management condition 8 7 6 5 4 3 2 1 0 Bunker access Condition of bunkers 2021 Survey rating Satisfaction range 1-10 Average since 2017

COURSE Theme Response 1 A general belief that bunkers are The sand density changes from bunker to bunker due 2 inconsistent across the course and to environmental and seasonal factors. However we 3 could be better maintained and continue to identify bunkers requiring renovation such presented by course staff. as the rear of the 16th hole completed recently. 4 Some access points in bunkers Staff rake on Tuesdays and Fridays in line with a 5 need to be improved for aging consistent course maintenance plan. 6 members. Committee are creating a list to identify bunkers with difficult points of entry and investigate what minor changes can be made to improve the ease of entry/exit. Discontinue use and promotion of Fescue has been used on course over the last few years existing fescue on course. to soften the transition between the turf and more sandy, native areas. We have found fescue somewhat challenging to manage as it either grows in a clumpy form or it becomes thick and lush, tending to fall over making it difficult to play shots from. Whilst fescue will remain on course, our primary focus in vegetation areas is to promote the development of native grass populations to achieve the desired look throughout the roughs which will see less emphasis and prominence of fescue over time. Better weed control required In comparison to the vast majority of like Clubs, we have of paramatta grass, poa kikuyu, an extremely low tolerance to weed infestation on the thistles, bridal creeper and caltrop. course and utilise a combination of registered pre and post emergent products to maintain control and reduce the population of broadleaf and other undesirable grass weeds on the property. Click here for a copy of the course maintenance policy A perception of too much tree Tree removal that has occured in recent years has been removal being carried out. in response to trees and bushes that have reached their end of life, ie areas on 2nd and 12th tees. Committee has implemented a vegetation plan to address ares of decline that require revegetation (click here to view) Preference identified for no further 2nd tee vegetation is our focus and any other work will major work/changes to the course. mainly be driven by deteriorating vegetation - no green complex planned to be worked on other than practice facilities prior to 2024. Member Survey Report Page 7

PRACTICE FACILITIES The member survey highlighted that a known deficiency in our service offering related to the practice facilities has now become something that the members in reasonable numbers would like addressed, principally due to the increased usage of the facilities as a result of the building of the Golf Academy in 2016, which has driven the increased member usage. A significant segment of the membership now see the practice facilities, not as “part of the course proper” but as an integral part of the golf experience at Kooyonga, and as such there is an opportunity to both address member concern and take the service offering to the next level. Committee has worked with Course Architect, Crafter + Mogford to develop plans to enhance our practice facilities including; • a greatly expanded putting green • an enlarged and ehanced chipping and bunker area and chipping green • lights on the practice fairway, putting green and chipping green • a pavilion over the hitting bay including facilities for food & beverage service on the practice fairway • a net at the southern end of the practice fairway to protect our boundary with the school oval • a dedicated pitching area on the nursery to the left of the 1st green and 2nd tee • parking at the rear of the new safety net to access the new dedicated pitching area RESPONDENTS WHO USE PRACTICE INTEREST IN USING PRACTICE LIGHTS FAIRWAY AT LEAST ONCE PER WEEK AT LEAST TWICE PER WEEK Under 18 y.o 18-24 y.o 54% 25-34 y.o 35-44 y.o 45-54 y.o 55-64 y.o Full Flight Balls There is not enough interest in 65-74 y.o using full flight balls to warrant a change without increasing safety Usage has grown 7.5% over the last 3 surveys, 75-84 y.o risk. which is supported by an equivalent increase in range bucket sales in the golf shop 85+ y.o 0% 20% 40% 60% 80% 100% 10 9 8 7 6 5 4 3 2 1 0 Chipping & Condition of Practice Size of Target Bucket size Hours of Quality of Range card bunkers hitting putting practice greens and on offer operation practice benefits surfaces greens fairway bunkers balls 2021 Survey rating Satisfaction range 1-10 Average since 2017

PRACTICE FACILITIES Theme Response 1 The practice chipping area, All of these issues are being considered by Crafter 2 putting greens and bunker are not & Mogford as part of our overall masterplan for the 3 reflective of the course and not practice facilities. 4 large enough. The practice facilities need to be A concept plan for a short game area has been expanded with more area added to developed as part of our overall masterplan for the practice chipping.. practice facilities. Expand access to practice fairway Lights form an integral part of the Practice Facilities by installing lights and offering Masterplan. range balls until 9pm. This will assist 9-5 workers wanting to practice during winter. Comments suggest that range balls Committee is of the strong view that range balls should should be included free of charge continue to be a user pay service due to concerns or members receive a quota per that complimentary balls would result in a significant year with costs to be absorbed in increase in wear and tear and overuse of the practice the membership subscription fees. facilities and not all members use the range balls. The cost of our range balls remains competitive within the golf industry and any income generated will continue to be re-invested to maintain a quality practice facility and improve the practice experience at Kooyonga. Member Survey Report Page 9

MEMBERSHIP GEOFF KAY Some members believe that playing MEMBERSHIP Chair - Finance & Membership golf at Kooyonga is expensive but The survey results show that the the average number of rounds Overall satisfaction majority of members find that played by Category One members being a member of Kooyonga is a is 65/year which equates to an 8.0/10 privilege of which they are proud. average of $72 per round. For those However, many members are that play more than the average A decrease from 8.3 in 2019 and finding it difficult to access the number of rounds it is even less but 8.5 in 2017 course when and with whom they those unfortunate enough to play would like to play. Committee is less could find it more expensive. Top 5 words used to describe aware of this issue and is looking In the life cycle of a member, those membership into ways that will provide members costs are evened out the longer one better access to the course while remains a member. (Most common word displayed largest to smallest) still providing the enjoyable Being a member of Kooyonga is experience of playing one of the a wonderful experience and the ENJOYABLE premier golf courses in Australia. friendliness and camaraderie of A recent Committee initiative has your fellow members is one of EXPENSIVE been to restrict entry into the the exciting privileges of being a Club only through Pathway to member. Whilst value for money PRIVILEGE Membership or Tee off with Friends received a lower than ideal GOOD (except for women and under 30 satisfaction rating (as detailed members). This effectively is our below), planned retention of waiting list. membership remains high at 91% which represents healthy satisfaction of membership at Kooyonga. In conclusion, the Committee believes that the vast majority of members are pleased to be a member of the best golf club in Adelaide with the best conditioned course and clubhouse and soon to be practice facilities. EXCELLENT MEMBERSHIP FRIENDLINESS & LIKELIHOOD OF REPRESENTS VALUE CAMARADERIE OF REFERRING A FRIEND FOR MONEY FELLOW MEMBERS TO KOOYONGA 7.2/10 8.2/10 7.8/10 MAIN REASON FOR JOINING LIKELIHOOD OF RETAINING NET PROMOTER SCORE KOOYONGA MEMBERSHIP OVER THE NEXT 5 YEARS Average global score +32 36.4 Family or friends were 47% members 91% 23.4 Course quality 43% TOP 3 REASONS MEMBERS WOULD CONSIDER RESIGNATION Prestigious club 5% Financial pressure NPS 2021 NPS 2019 Tee times Clubhouse facilities 1% Health reasons The Net Promoter Score (NPS) is a global and services measurement of how a business is perceived and based on the question ‘how likely are you to refer a friend’. The average global score is +32, Kooyonga’s NPS in 2021 is 23.4, a decrease from 36.4 in 2019 which indicates a declining satisfaction with the Club.

MEMBERSHIP Theme Response 1 A general consensus that members The Women’s Sub Committee have expanded their need to be more welcoming in mentor programme to help integrate new members into general and offer more support to the Club, which has been well received. Elements of the the new or occasional players. programme will now be rolled out across the Club. 2 Kooyonga has a fabulous ‘try golf’ The Committee is working on concept plans for a short 3 program but the championship game area which will include multiple tee locations and course suits experienced golfers. the opportunity for beginner golfers to improve their 4 There needs to be more patience game as well as play a short course without the pressure for learners on course. of other golfers on the course. A lack of membership options Committee is not supportive of a 9 hole membership for the aging member. Consider category, but will continue to expand the opportunity to flexibility such as 9 hole play 9 hole competitions throughout the week. The new membership for the older members short game area mentioned above will be available for who don’t play as frequently/can’t older members to use if they are no longer able to play afford full membership. the course and wish to revert to a non-playing absent Explore alternative membership membership. models such as pay to play for Committee does not support a play for play membership those who don’t play frequently yet model and believes unrestricted access to the course are required to pay full fees. is one of the fundamental benefits of joining a private Club. 5 Offer Category 2 membership to Committee has a long standing policy of not allowing 6 Category 1 members who only play transfers from Category 1 to Category 2 and any change on weekdays. of this policy would be to the detriment of all members who would be required to pay higher subscription fees to offset any loss of income. Frustration expressed over booking Committee has been very mindful of this issue, which is sheets filling within minutes of the a primary reason we resolved to reduce the number of timesheet opening. playing members by 75 (15%) as previously advised to improve member comfort and course accessibility. 7 Stop restricting member access to Since 2015 we have reduced the number of corporate 8 the course because of trade days. golf events by close to 50% (equivalent to 1,000 rounds Why are we trying to attract new on the course) whilst maintaining the same total income members when our goal is to from this important revenue source through significant reduce members? price increases to reflect the value of our Kooyonga experience. A further restriction on course access for corporate golf would result in lost revenue and higher subscription fees for all members. We continue to accept applications from women, under 30 and junior members to improve the diversity of our membership. We also need to continue to attract applications for the waiting list to ensure we maintain a pipeline of new members to join the Club once we have achieved our total reduction of playing members within 2-3 years by normal attrition which has averaged 30 playing members per year.

GOLF & MEMBER STANDARDS The are a couple of key issues ACCEPTABLE TARGET TIMES AT being considered by the Match KOOYONGA Committee based on members’ GEOFF BRENNAN feedback. One is to reduce the Stableford 87% believe it should be Chair - Match Committee incidents of slow play through 4 hrs or less played within our target Match Committee is using the encouraging the universal time feedback provided by members adoption of Ready Golf. Stroke 80% believe it should be through the survey to continue Another is to improve the 4hrs 15 mins played within our target to improve member’s experience communication, compliance and or less time whilst participating in Club consistency of application of the Par 50% believe it should be competitions and to seek to Club’s dress code. 3hrs 50 mins played within our target enhance member standards. Whilst the survey demonstrates or less time that there are a wide range of Kooyonga has an active views as to the Club’s dress code, 40% membership that participate in the Club will take a balanced a broad range of competitions approach of maintaining respondents believe and Committee is continually appropriate standards whilst members do not reviewing all facets of its offering taking into account members follow the principles to members including proposing preferences. of ready golf new and improving existing competitions. DRESS CODE ADHERENCE RAKING OF BUNKERS REPAIRING OF DIVOTS REPAIRING OF PITCH MARKS DRESS CODE ADHERENCE RAKING OF BUNKERS REPAIRING OF DIVOTS REPAIRING OF PITCH MARKS 7.8/10 5.8/10 6.3/10 5.9/10 10 9 8 7 6 5 4 3 2 1 0 Availability of tee times Range of competitions Course challenge based Golf events and results Hours of operation of the and events on ability communication course 2021 Survey rating Satisfaction range 1-10 Average since 2017

GOLF & MEMBER STANDARDS Theme Response The club appears to be aware of the Committee agrees there should be a multi-faceted key individuals who are inherently approach to ensuring a good pace of play. These include; slow, but seems reluctant to impose • Educating members as to Ready Golf and pace of warnings or ‘end of field’ sanctions play being part of a member’s obligation. on key offenders. • Trialling different tees for B&C grades and A grade 1 respectively on competition days • Match Committee continue to review time per 2 round reports on Competition days. A new measure 3 is being considered for Committee members to play 4 with consistently slow players. 5 • Members are expected to adhere to our speed of 6 play policy (click here to view) 7 Slow play should be managed by The golf shop have committed to greater frequency of 8 having an on course marshall. monitoring slow play on busy competition days. It is the responsibility of each group to keep up with the group ahead and not just keep ahead of the group behind. The lowest marker is the Captain of the group and is responsible for ensuring the group keeps up with the field. Broaden the variety of golf events. Committee are considering a range of new golf events to engage with the membership eg. intraclub match play, 6 or 9 hole events for beginner golfers, special events for under 50’s and putting competitions. Members are finding it more Committee are very mindful of this issue which is being difficult to book their preferred tee addressed by the Membership Sub Committee via time. reduction in membership quotas. Members are frustrated with lack Management will increase awareness with educational of care for the course by other videos, e-news articles, and course marshalling. members with low satisfaction of Members can assist by reminding playing partners and raking bunkers, rapiring divots etc. leaving the course in better condition than you found it. There appears to be a lack of Committee are currently reviewing our policy wording understanding on some specific to ensure acceptable attire is clear with pictures to be elements of the dress code eg. added as reference to improve member understanding. acceptable women’s dress shoes. Committee and management do This has been addressed with the golf shop & hospitality not consistently monitor member teams as part of training and development and remains and guest adherence to the dress a constant item of staff training. Members are reminded code policy. that it is their responsibility to ensure at all times while on Club property they and their guest respect and Committee and management comply with the dress code requirements. The golf shop should be more tolerant of non- staff will continue to act in the unenviable position of compliance of member standards having to enforce the code from time to time. in certain circumstances. Committee wish to maintain a very high standard in keeping with the traditions and prestige of the Club which can only be achieved through clear rules and consistent application. We will aim to maintain respect and discretion when handling dress code infringements to avoid embarrassment for the individual. Member Survey Report Page 13

GOLF SHOP SERVICES JOHN CORBETT In terms of stockholding, we have GOLF SHOP Head Professional always maintained a good range The Club has now run the golf of hardware including clubs, Overall satisfaction shop operation since 2015 and putters and wedges in the major over the last 3 surveys we have brands with strong sales driven 8.8/10 seen steady improvement in the from our golf academy and fitting overall satisfaction of our services process. It has been somewhat An increase from 8.7 in 2019 and from 8.0 in 2017 to 8.8 in this challenging however to grow our 8.0 in 2017 latest survey. From the outset, our range of apparel and accessories primary goal in the golf shop has to levels members would find at Success Drivers for Increased been to provide an outstanding some of our key reciprocal clubs Purchasing in the Golf Shop service for members and guests due to the limited market we have and the results are pleasing, with for interstate and overseas visitors (in order of importance) members indicating that we are keen to take home a keepsake delivering to high standards. from their round at Kooyonga. COMPETITIVE PRICING Member satisfaction from service We have seen an increase in related questions including staff member demand for apparel since WIDER PRODUCT RANGE approachability, friendliness and COVID-19 which has given us interactions all exceeded 9 out of confidence to expand our range MORE FREQUENT SALES/PROMOTIONS 10 which is something the entire and introduce new brands which team is extremely proud of. to date have been well supported IMPLEMENTATION OF A LOYALTY PROGRAM The survey results highlighted by the membership. We also offer member desire that we increase custom orders, so encourage INCREASED STAFF PRODUCT KNOWLEDGE the range of retail items for sale members to speak to our staff if we in the shop and also provide more don’t have something you are after. competitive pricing. These are We have always said that we will be certainly two areas that we are very competitively priced and will always mindful of as we strive to balance do our best to beat competitor the competing needs of member prices on equipment, however at value versus profitability. times it is extremely difficult when compared against larger retailers with much greater buying power. In saying that, we are confident that the additional value we provide in terms of product knowledge, service and after sales assistance with any issues far exceeds any premium members may pay when purchasing through the Club. We also remind members that any profits from a sale in the golf shop are returned to the Club for the benefit of the membership. 10 Golf shop Hours of operation Ordering Range of Golf retail value Speed of Interaction & Staff product 9 presentation processes golf retail for money service service of staff knowledge 8 7 6 5 4 3 2 1 0 Ability to manage competition days 2021 Survey rating Satisfaction range 1-10 Average since 2017

GOLF SHOP SERVICES Theme Response 1 Would like to see extended hours of Investigations are underway to provide after hours 2 access to the “old” buggy storage access but this will require investment in additional 3 area, particularly during summer. autodoors and security infrastructure. Members seeking 4 after hours access should contact the Club to discuss 5 options. Club cleaning needs to be more Committee and management appreciate the feedback consistent as there is a variance and have made golf shop staff aware of these concerns between clubs being beautifully and have committed to provide a high quality service. cleaned and other times put away dirty or not well cleaned. Missed opportunity to significantly The golf shop was upgraded in 2012. A new fit out will improve golf shop with clubhouse be considered over the next 3 years but is not listed redevelopment. as a high priority and was was not able to be included within the budgetary constraints of the clubhouse redevelopment. Some feedback reflected the golf It is challenging to get the right balance of stockholding shop range is small and also too to meet the needs of our diverse membership. expensive. However we offer a custom and special order service Some commentary reflected a for members and have been working to expand the desire for members to receive a selection of our range with some good success as sales loyalty discount on equipment have increased in recent times. purchased from the Club. Loyalty discount has previously been considered but in a small margin environment, is difficult to introduce. Our model provides reduced pricing for all members irrespective of their buying habits with value added benefits provided where appropriate. The Club aims to achieve only a modest surplus and any ‘discounts’ provided in one area of the Club typically results in higher charges in another area. Member Survey Report Page 15

COACHING SERVICES COACHING TUITION PREFERENCE Individual lessons with Overall satisfaction a golf professional and video analysis is the most 8.9/10 preferred form of tuition On par with 8.9 in 2019 and slight 69% increase from 8.7 in 2017 10 9 8 7 6 5 4 3 2 1 0 Availability of Booking system Communication Cost of lessons Knowledge of Quality of Range of Use of technology coaching services following a lesson teaching coaching services coaching services for teaching professionals 2021 Survey rating Satisfaction range 1-10 Average since 2017 Key Findings Response 1 Availability of teaching Pros can be The success of our Golf Academy has resulted in high 2 limited due to demand. Feedback demand for coaches. We have recently employed Peter 3 from lessons is not always provided. Cooke and 2 trainees to grow our teaching team and 4 increase capacity. Explore options for lesson Feedback has been provided by the coaching team availability before/after work as who will widen their availability to increase flexibility for timeslots are limited particularly for lessons. those who play golf on Saturday. Consider a loyalty program to Packaged lesson options are available with members encourage people to get more encouraged to discuss with their preferred coach. lessons more often. 22% of women prefer group In response to this feedback, our PGA Professionals have lessons or clinics with other club scheduled group clinics for women in two handicap members as opposed to just 3% for ranges for spring & summer 2021 and will continue to men. schedule in future to meet demand.

Member Survey Report Page 17

HOSPITALITY SERVICES One aspect of staff service we are HOSPITALITY looking to improve is our consistency, which will be achieved with increased Overall satisfaction focus as well as training and development of our core team by 8.4/10 those that thrive in this area. As can be seen in the column graph A decrease from 8.5 in 2019 but below, the variety of food on offer in increase from 8.1 in 2017 the halfway hut received the lowest MICHAEL GILROY satisfaction level, so in recent months Hospitality Success Drivers Chair, House, Events & Heritage the kitchen team have been trialling Our hospitality services including a number of new menu items that (in order of importance) social events are a really important appeal to the membership, while being aspect of our membership offering practical to cook in small quantities QUALITY OF FOOD and I am proud to report an overall and be easy enough to eat while satisfaction level of 8.4 out of 10 walking the fairways. SERVICE LEVELS from close to 500 respondents. We asked members for feedback on The results showed improvement in their interest in various social events MENU RANGE a number of areas in comparison to and there were no standout events the last 3 surveys, including quality highlighted, reflective of our diverse VALUE FOR MONEY of food and service levels which membership. are considered the number one Over the next 12 months we will ATMOSPHERE and number two most important introduce a variety of smaller social success drivers for hospitality events that appeal to different OPERATING HOURS according to those that responded segments of the membership. We to the survey. will also focus on providing food and COMFORT LEVELS Since the opening of the new beverage offerings that are on par clubhouse we have experienced with quality restaurants and clubs 8.4SERVICE BY /10 strong growth in food and beverage which will help drive further revenue sales, which along with the survey growth. STAFF results, provide us with confidence We thank you for providing valuable that members are enjoying the feedback and encourage you to hospitality services provided at the utilise our members’ bar facilities pre Club. and post golf, dine in the HL Rymill Room and attend some of the social events held at the Club throughout the year to maximise the value of your membership. 10 9 8 7 6 5 4 3 2 1 0 Atmosphere of Presentation of Coffee quality Menu range Quality of food Wine List range Halfway hut Halfway hut Social events dining dining facilities cleanliness variety 2021 Survey rating Satisfaction range 1-10 Average since 2017

HOSPITALITY SERVICES Theme Response 1 The Member’s Bar and HL Rymill Menus are updated seasonally and daily specials are 2 Room menus need to be changed provided to ensure variety in our food offerings. The 3 more often and provide for dietary chef is committed to taking dietary requirements into requirements. account with variety offered on all future menu design. 4 A desire for coffee facilities to be 5 available before 9am such as a We trialled opening hours from 8am prior to the 6 coffee cart or self serve facilties clubhouse renovation project however there was a lack from the golf shop. of consistent turnover to support labour costs. The self Members wanting to use their service machine previously in the golf shop was not well catering levy to purchase supported. Barista coffee service prior to 9am will be beverages. considered as part of a future upgrade of the golf shop and/or practice facilities. The halfway hut facilities need to The catering levy was first introduced to support the be upgraded. kitchen operations to offer a wide variety of food menus and attract experienced and well credentialled chefs. The Committee has considered from to time the ability to use catering levy for beverages, but on each occasion decided to not amend the policy to maintain continued support for the kitchen which has significant fixed costs to operate across 7 days of the week. Member surveys (including current) have shown that members rank the quality of food and range of menus offered as important aspects of a successful hospitality operation. A reduction in food sales that would likely result from the allowance of alcoholic purchases would certainly be detrimental to the range and quality of the food menus at Kooyonga or alternatively will increase the overall cost of providing these kitchen services. Minor maintenance works are to be carried out on the halfway hut, with furniture and umbrellas to be set up to improve functionality and comfort when weather permits. The area remains a focus of the Committee’s Masterplan. The variety of food offerings Kitchen are rotating additional hot food options for the from the halfway hut need to be hut on Wednesdays and Saturdays. Rosters have been increased. Food items should be amended to ensure food items are delivered to the hut available from the halfway hut prior by 9.30am. These changes have been well received to 10am. based on recent feedback. Inconsistency in hospitality Management will focus on training and development of service from staff. Some provide our hospitality team to drive consistency in high levels exceptional service, others are less of service. We acknowledge that the nature of casual consistent and do not serve at the staff typically supplementing their income through same standard. university study, has inherent issues with transient staffing. However, our recruitment focuses heavily on presentation and attitude in an effort to ensure, when coupled with training, our staff continue to provide the highest possible service to our members.

CLUBHOUSE SERVICES With the clubhouse opening just prior to the survey being conducted, we were able to gauge initial satisfaction levels with the new facilities. The survey results showed an overall satisfaction of 8.2 out of 10 and the vast majority of respondents providing complimentary remarks in the comments section. Members would appreciate that with any project of this scale, there were a number of defects that took some time to resolve with the builders and contractors, some of which to date, are yet to be rectified. This has resulted in some frustration with Committee, staff and indeed members as it appears a lack of attention to the matters at hand. We can assure members that the Club is actively seeking to resolve any outstanding items as soon as possible. The Committee is really pleased with the functionality of the new clubhouse, with the Members’ Bar, wine lounge and Rymill Room providing appealing and exclusive areas for members to use with their guests. Similary, the Edward Leaver Library and Business Centre has been well patronised by members for meetings,work, bridge and French lessons. The growth in hospitality income shows members are enjoying these spaces without the impacts of third party events. We have received excellent feedback from organisers and guests at external events held at the Club in our Centenary Room. Committee have no doubt that post COVID-19, this area of the clubhouse will be well utilised, helping to diversify our income streams. Other constructive comments centred around the need to improve the warmth and appeal of the clubhouse with the display of art, memorabilia and greenery. The Committee wholeheartedly agree with this feedback and are actively working to address this by the end of this calendar year, with further work to be completed on club memorabilia displays as we head towards our centenary celebrations in 2023. The Cargie Rymill and May’s Paddock paintings commissioned by the Foundation have added significantly to the ambience and sense of history of the clubhouse. An area that Committee is focusing on is the shortage of carparks and minor works will be completed in the coming months to add an additional 15 car parks in the hope that usage of May Terrace by members will be largely eradicated as a required parking problem. Top 5 words used to describe CLUBHOUSE the clubhouse RENOVATIONS (Most common word displayed largest to smallest) OVERALL SATISFACTION FEAXNTCASETILC LENGTREAGTOMOODDERN 8.2/10 AAESETSHTETHICES T8I.2C/1S0 AAMMBIEBNICEEN8.C2/E10 SEPARATION OF QQUUAALLITIYTOYFOFIFNSFHIENS I8S.3H/1E0S SEPERATMIOEN MOFBMEERMBSE/RGS U& EGUSETSSTS 8.3/10 8.2/10 8.2/10 8.3/10 8.3/10 10 Condition of Cleanliness of Condition of Availability of Presentation of Gardens and 9 locker rooms restrooms showers toiletries artwork and surrounds 8 memorabilia 7 6 5 4 3 2 1 0 Cleanliness of locker rooms 2021 Survey rating Satisfaction range 1-10 Average since 2017

CLUBHOUSE SERVICES 1 Theme Response 2 3 The on course toilets need to be One toilet at the halfway hut has been returned to 4 freshened up, with a preference female only with minor maintenance to be completed to 5 that one toilet is specifically for freshen up the facilities. women. We need additional car parks. A contractor has been appointed to undertake kerbing The car park also needs to be repairs and modify the carpark to provide additional resurfaced or at least relined and parking for 12-15 cars. the concrete planting edges need repair. The clubhouse needs a little more The House Committee is in the process of finalising warmth and clubby feel. A little the selection of art for the Centenary Room and visitor more colour / art / memorabilia. corridor. Curation of a centenary memorabilia cabinet opposite the honourboards is currently in progress. Planter boxes have been ordered to add warmth to the clubhouse. Concerns the renovation will end up The clubhouse was redeveloped primarily for the being over capitalised with cost not benefit of members and improved accessibility and being covered by extra functions functionality. While a return on investment was not a key leaving members to pick up the tab. goal of the project, the new layout provides increased opportunity to maximise external income for the use of the clubhouse, reducing pressure on subscription fees. Request for bridge tables to be Four new bridge tables were purchased following the made available as they were prior to survey for member use. Members can ask at the office the renovation. for access when required. Member Survey Report Page 21

ADMINISTRATION SERVICES I have taken on board some ADMINISTRATION feedback that response times to member correspondence can Overall satisfaction be slow at times and will commit to initial acknowledgement on 8.4/10 receipt of correspondence and a timeline of when the matter A decrease from 8.5 in 2019 and 2017 will be considered further by BRETT LEWIS Committee if necessary. I will also PREFERRED METHOD OF COMMUNICATION General Manager endeavour to be more visible around the clubhouse, with the results showing a slight decline in satisfaction in response to management visibility. There remains some opposition We aim to maintain strong E-News Club Website to the Club’s decision last year communication with the 87% 56% to become cashless, which membership about club events, in turn has placed increased upcoming works and Committee 8.6SERVICE BY /10 emphasis and scrutiny over the decisions via our weekly e-news layout and transaction detail articles, website and social STAFF included on the monthly house media feeds however with the account statement. With 75% wide variety of communication SATISFACTION OF BEING of respondents supportive of channels it appears from some A CASHLESS CLUB our cashless policy, we are not feedback that we need to be intending to reintroduce cash as more open and transparent a payment option at point of sale, about Committee decisions. however we are working with our Club Captain, Crawford Giles, software suppliers to improve has committed to providing the presentation of the member a “Captain’s Update” at least statement as well as providing quarterly on key strategic access to transaction information matters. via click through functionality I sincerely thank members for using a new phone app to be their honest feedback, good launched over the coming or bad as it is vital to enable us months. to enhance the membership experience. 7.6/10 10 9 8 7 6 5 4 3 2 1 0 2021 Survey rating Satisfaction range 1-10 Average since 2017

ADMINISTRATION SERVICES Theme Response 1 The monthly billing statement is We acknowledge some concerns and continue to 2 hard to read and confusing. There work on improvements to the statement layout but must be an easier more member we are restricted by our software supplier as well as 3 friendly statement systems the complication of our catering levy. We are close to 4 available. launching a new phone app that will simplify the way Commentary reflected that while members view individual transactions. cash is still currency, there is Our cashless system is supported by 75% of disappointment in the Club opting respondents and has improved operational efficiencies. to go cashless. We previously had 3 tills to count and set up each day and the labour costs saved improves operating Improve transparency and efficiencies of the team allowing them to focus on communication regarding member service. EFTPOS facilities remain available for Committee decisions and thought those who prefer this payment method. processes. We acknowledge transparency over the land aquisition of 5 Willingale Avenue could have been better. The Captain has now committed to distributing a regular ‘Captain’s Update’ to communicate any important Committee initiatives. Improve response time to member The Committee structure and meeting schedule does correspondence. at times delay response times, however management recognises the importance of acknowledging member communication and informing members of expected response time following correspondence. Member Survey Report Page 23

The Kooyonga Golf Club Inc May Terrace, Lockleys PO Box 119, Brooklyn Park SA 5032 t 08 8352 5444 [email protected] www.kooyongagolf.com.au