Strategic Plan
2022 - 2026
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Captain’s Introduction
5
Purpose & Vision
7
Values
9
Who We Are
11
People
13
Performance
15
Our Membership
17
Enhancing Our Facilities
19
Strengthening Our Position
21
Member Quotes
Captain’s Introduction
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I love the Club and want to share the experience, challenge and culture with others.
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Club Survey December 2020
Since commencing this strategic plan in 2020, the golfing landscape has changed significantly. A global pandemic brought golf back to the forefront of many people’s priorities and introduced the game to a new wave of players, something not seen since the ‘Greg Norman boom’ of the 1990’s. Being one of the few sports able to be played during the pandemic, the game highlighted core values, including social time with family and friends, physical fitness and health benefits amongst many others. With golf popularity soaring, the strategic plan took a complete transformation. The initial focus being membership growth and retention, now turned to maintaining a waiting list and enhancing member value in addition to course condition and sustainability.
assisted in establishing benchmarks for the strategic plan and will be used to measures different areas of success.
The Membership Survey conducted in December 2020, in addition to workshops with various sub-Committees and key stakeholders, provided valuable information and insights into membership aspirations and areas of importance. This data has
By the end of the Plan, success will be measured by factors including a golf course and facilities we can all be proud of, enhanced waiting list, improved financial performance and a sustainable program that secures a strong future for many
This new strategic plan focuses on how we can build on our established standards, target opportunities to achieve our purpose and vision, and ensure the Club is economically and environmentally sustainable long into the future. The Course Enhancement project plays a significant role in this strategic period with the aim to increase efficiencies, modernise our course and most importantly improve playing surfaces. It will lead to better use of our available resources with the emphasis on quality of turf, bunkers and vegetation to complement and frame the course.
generations of Glenelg golfers. In addition to building on our grand history set by past Members and Committees, we aim to uphold the high level of participation and interest in long-term, new and future Members of this proud Club. We have a responsibility to be progressive through membership innovation and offerings that inspire and connect Members, families and communities. The Committee very much look forward to executing this plan on behalf of the Members to ensure that Glenelg continues to be the destination Club of choice for South Australians. Our Club culture is one that we are proud of at Glenelg Golf Club. Our set of values ensure that we act with integrity, while being committed to delivering exceptional golf and social experiences for Members whenever they enter the scenic drive through our front gates. Greg Rundle Captain Captain’s Introduction
Purpose & Vision
Purpose To provide exceptional golf & social experiences - this is the “Bay Experience”.
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When you set foot in the golf club, you know it will be a special day. Members are welcoming, staff know you, and you feel an instant sense of belonging.
Vision The destination Golf Club in SA for experiences that inspire and connect Members, families and communities.
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To create an environment and culture where if you have free time, the golf course and hospitality at “The Bay” is what comes to mind.
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Purpose & Vision
Values Our core values build the foundation that drives our decision making and influences how we treat each other.
Integrity Our Members, staff and guests are honest, responsible, exhibit great sportsmanship, and act with respect, in the best interests of the Club at all times.
Commitment We are committed to improving Member and guest experiences. We will ensure inclusivity and further build engagement. We are proud of our history, but also embrace the future to ensure long term sustainability.
Progressive Elevate “The Bay” status within the community through membership innovation and offerings, for the benefit of our Members.
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Values
Who We Are
1927 Established
122
Acres of Land
42 Volunteers
9
1401 Members
8
Committee Members
$3.96M Course Enhancement & Irrigation Project
76 Juniors
268
Junior Golf / Pennant Clinics Per Year
56 Staff
45,569 Member Competition Rounds in 2021
$148K Funds Raised for Junior Foundation 2019-2021 Who We Are
People Club Members, leaders & staff all play an essential role in pursuing the Club’s purpose & vision with integrity, commitment & a progressive outlook.
Sub-Committees
11
People
Performance
EBIDA
EBIDA
11%
Member Survey
4.5
Overall Experience
4.6
Golf Course Value for Money Club Culture Food & Beverage
4.2
4.6
Golf Course
4.7
Value for Money Club Culture Food & Beverage
3.8 4.3
Clubhouse
Member Service & Communications
4.3
Member Service & Communications
4.0
15%
Overall Experience
Clubhouse
Practice Facilities
13
3.9
Future Goal
Practice Facilities
4.2 4.3 4.2 4.3 4.4 4.2
Pro Shop
4.3
Pro Shop
4.4
Golf Operations
4.2
Golf Operations
4.3 Performance
Strategic Objectives
Our Membership Optimise membership & engagement • • • •
Utilise contemporary communication channels. Build and incentivise waiting list. Expand Member events to include family friendly focus. Be innovative to support the needs of our current and future Members. Expand our Member offering beyond golf & hospitality
• Create strategic partnerships to enhance membership value. • Investigate fitness and healthy lifestyle options. • Capitalise on underutilised areas of the course and clubhouse. Increase engagement in our local community • Grow programs and offerings to attract younger generations. • Build relationships with council and government to highlight the important environmental role of golf clubs, in turn elevating our Club status. • Increase Glenelg brand awareness in community. 15
Our Membership
Strategic Objectives
Enhancing Our Facilities Improve & evolve the golf course, clubhouse & infrastructure • • • • •
Implement course enhancement plan. Review on-course infrastructure and buildings. Progress long term environmental sustainability strategies in all departments. Improve practice facility for game improvement. Ensure ongoing sustainability through strategic water and land management.
Create opportunities to derive greater value for the Club • Develop a long-term master plan for the entire facility. • Explore potential for the addition of wellness and other activities. • Investigate opportunities for additional land.
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Enhancing Our Facilities
Strategic Objectives
Strengthening Our Position Improve annual financial performance and position • • • •
Improve annual EBIDA% performance to 15%. Strengthen our foundation funds and establish bequest program. Expand golf cart offerings. Explore additional service offerings at practice facility.
Ensure high-performance leadership and teamwork • • • •
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Deliver best practice governance and compliance. Succession planning for Committee and Staff. Broaden Volunteer Program. Expand training for all areas of staff, to enhance our delivery capability.
Strengthening Our Position
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Member Quotes
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Quality in all aspects of playing golf at a great golf club. I have enjoyed being a Member for over 60 years. Club Survey December 2020
I have only been a Member for 12 months, but love the course, facilities and the social aspect… I also like how staff make an effort to engage with the Members.
Club Survey December 2020
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The overall experience since joining the Club has been great, everyone is extremely welcoming… makes Glenelg the best private Club on and off course in my opinion. Club Survey December 2020
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Member Quotes
Glenelg Golf Club James Melrose Rd, Novar Gardens SA 5040 www.glenelggolf.com (08) 8350 3200