Wednesday 23 March Clubhouse, 6pm What is the Strategic Plan? A 5 - - PowerPoint PPT Presentation

Wednesday 23 March Clubhouse, 6pm

What is the Strategic Plan?

A 5 year view of the Club’s overall business:

• 2016 actions firm but not final until Board-endorsed
• Expense initiatives endorsed as a block - done
• Capital projects approved individually
• 2017 – 2020 actions represent “current intent”
• Varied as priorities & funding constraints become clearer
• Each quarter, Board reviews progress against the Plan
• In Q4 each year, the Strategic Plan is refreshed, and firm

plans for the following year are endorsed

Why have a 5 Year Strategic Plan?

• Ensures routine check of compliance with Mission and

relevance with Members

• Ensures continuity of development despite changes in

administration

• Provides impetus and structure to address market changes

that impact club viability and member satisfaction

• Provides certainty and authority to get things done
• A 5 year window encourages achievable objectives, and

aspirational goals, and a roadmap to reach them

What it is not?

The 5 year Strategic Plan is NOT:

• Complete. Further communication and validation activities

will provide opportunity for member feedback and input.

• Cast in bronze. It is a living document that will be varied

with changing financial position, market conditions, extraordinary events, and member expectations.

• A constraint on the Board or Management. It is a roadmap

which can always be varied to respond to roadblocks,

• pportunities, or even new mission/vision.

Our approach to developing the plan is to:

• Go back to basics. Build the plan from scratch.
• Develop a draft using Board and Management input
• Validate and modify based on Members’ feedback

…Starting with our Mission Statement Current Mission: “To delight members with a quality golf complex and professional services in a most courteous and relaxing environment.” Proposed Mission: “To satisfy members’ and market demand by continuing to evolve Indooroopilly Golf Club as an Australian first-tier golf facility for members and guests.”

Strategic Plan Approach

Proposed Mission: “To satisfy members’ and market demand by continuing to evolve Indooroopilly Golf Club as an Australian first-tier golf facility for members and guests.”

Long term success demands that we excel in 4 Key Areas:

• 1. Consistently high-quality golf & leisure complex
• 2. Loyal membership and guest base
• 3. Strong and effective management of the business
• 4. Financial strength and governance

Each area divided into several categories for more granularity.

Strategic Plan Process/Structure

Member engagement is critical to the Strategic plan.

• By end-May, the Board will publish a summary of the draft

2016-2020 Strategic Plan.

• Members will be invited to provide comment and input to

the Board in any area of the plan.

• A sub-committee will consider all feedback and an amended

plan will be put to the Board in June.

• By end-July, an amended summary will be published.
• Member input/comment/feedback on the Strategic Plan is

ALWAYS welcome, even now, and even beyond publishing. It is a living document.

Strategic Plan - Member Feedback

Beyond 2020

The golfing world is changing and that provides our Club with a number of challenges and opportunities. Vision Statement (Example): “By 2022, Indooroopilly Golf Club will become the premier golf club, sport and leisure facility in Brisbane” In 2016/17, we will conduct market research and internal studies to determine what we want to be in 10-20 years. The Strategic Plan will be updated accordingly.

• 1. Revenues trending up
• 2. Continued cost control
• 3. Modest capital spending
• 4. Improved product and service
• 5. Increased Repairs & Maintenance
• 6. Membership numbers down

2015 2014 2013 2012 Revenue 9,210 9,035 8,804 8,856 EBITDA 918 999 901 505 Net Surplus/Deficit 54 23 290 737

2015 2014

Income $’000 3,859 3,917 OMEs 1,147 1,178

2015 2014

Golf Shop 216 223 Green Fees 457 494 Competitions 89 89 Corporate Golf 362 348 Coaching 49 39 Carts

• 64
• 38

TOTAL EBITDA 513 624

2015 2014

Poinciana Bar 817 712 Member Functions 39 18 Corporate Golf 179 169 Functions, Seminars & Weddings 311 392 TOTAL EBITDA 97 61

End 2015 Member Accounts 109 Entrance Fees 195 Trade 18 Total 322

• Exterior and Interior Painting.
• New Electrical Switchboard.
• New Hot Water System.
• New Air Conditioning Units.
• New Furniture in Lobbies and Poinciana.
• Gardens Renewed.
• New Pathway from Car Park.
• Significant tree and shrub planting.
• Coldroom Compressors

CAPITAL EXPENDITURE: $305,000

• IGC Governance Charter

– Substantive update of the version developed by Craig Eastwick – Defines respective roles, responsibilities and authorities of the Board of Directors (as a collective and individually) – Defines the role of the CEO including a decision matrix defining the relationship between the Board and the CEO

• IGC Governance Charter

– Defines Board processes – Terms of reference for the various committees

Finance; Membership; Match and Course Remuneration and Nominations Ladies Committee; Policy, Procedures and Risk

– Published on the IGC Website

• Risk Policy, Risk Appetite Statement,

Risk Management Plan, Risk register;

• 15 policies covering Human

Resources, Finance and business

• perations

23

Provides the Board with recommendations and decisions for matters relating to the playing of golf at IGC and to the presentation of the course to satisfy members’ and market demand by continuing to evolve IGC as an Australian first-tier golf facility for members and guests.

24

• The M & C Team

Brad Whiting – Vice Captain Felicity Seeto – Ladies Captain Terri William – Ladies Vice Captain Laurie Acreman – Board Member Peter Holmes – Board Member Brian Fitzpatrick – Member Representative Maurice Holland – Acting CEO Charlie Giffard – Course Superintendent Jo-Anne Atkin – representing Golf Operations

25

• Planting of a large number of trees and shrubs as a result of

the major storm activity in 2014 & early 2015

• Fixing the “small things” to provide members and visitors with

a much improved overall presentation of the course.

• Member safety – providing better access to the tee boxes,

greens and remove congestion areas on the course

• We commenced work on a new practice area at the right of

Red 5 quality facility for approach shots from 90 metres into a green and bunker area

…..

26

• Levelling out and aesthetically improving the standard and

presentation of the tee box and surrounding area

• Bunker Programme – After considerable testing we introduced

a sand replacement for Gold nine (PGA approved). Present the same sand on all greenside bunkers on all four nines.

• Our bunker programme is not limited to sand replacement

alone, it has also involved improving drainage, rematting of some bunkers and returfing of edges. eg. Reconstruction on Gold 4

• In early 2015 our “green nursery” was established and is now
• perational.

27

• The Ladies Committee working with Golf Operations and Golf

Qld started the Ladies Let’s Golf Program this year from Level 1 through to Level 4 – non threatening attracting new members.

• Continue the successful and popular 9 hole Birdies & Bubbles
• n a Friday afternoon
• The “Birdies Newsletter” to keep our ladies informed of

what’s happening around the club.

• In 2015 the ladies introduced their first Interclub Challenge

against Brisbane. Similar events are planned in 2016 with Brisbane and an expanded challenge with other clubs.

28

• A continued focus to provide and maintain our course as a

premium facility we can all be proud of.

• The completion of the Bunker programme commenced in 2015.
• Continue to improve and fix the small things
• Completion of the new practice area complete with an authentic

green located between Red 5 and Red 6

• Water is an essential requirement for all Golf Courses. As

identified in our Strategic Plan we believe it is necessary to review our Water Management plan to ensure it protects protect

• ur most important asset against drought.
• We must operate within budgets – cannot do everything.

We are an efficient Operator

29

1.10 1.00 0.85 0.83 0.72 0.66 0.80 0.60 0.55 0.50 0.00 0.20 0.40 0.60 0.80 1.00 1.20 NSW The Australian The Grange (36 holes) Royal Queensland Pymble Brisbane Brookwater Summer Brookwater Winter Twin Waters IGC (36 holes)

Manpower FTE's Course maintenance staff per hole

Notes (1) Source CEO IGC (2) Pymble 2 x Casuals 20hr pw (3) Grange 2 x seasonal Gardiners (4) IGC Gardiner 3 day pw (5) Twin Waters mechanical contracted

Punitive action is not the answer its up to all members to set the standard

30

• Improving Pace of Play is not the responsibility of your Board or the M & C

committee - it is the responsibility of all the Members

• If everyone adheres to a few simple practices pace of play will improve if we

adhere to 6 basic rules

• Make sure your group is keeping up with the group in front
• Hit when ready
• After you have hit up onto the green before attending to pitch marks

and marking of your ball make sure you have your buggy or cart at the side of the green as close to the next tee box as possible

• Repair and pitch marks and mark and clean your ball if required, putt
• ut and move to the next tee
• Tee off (hit when ready - the honour system only applies to match

play)

• Complete your scoring on the previous hole after you have hit off

31

• Our primary objective is to ensure that all our members have fun at

Indooroopilly!!!

• We will continue to explore and trial changes to competition formats

that will cater for the diverse requirements of all our members.

• The Committee appreciate that not all the decisions made will be

agreeable to everyone and on occasions whether it be rule changes, change of playing conditions or scheduling of fixtures difference of

• pinion will remain.
• IGC is like all other businesses namely we have to operate within

budget constraints. Capital and operating budgets are a reality so not everything we would like to do can be achieved.

• Lastly a big thanks to Charlie and the Golf Operations team for their

assistance in 2015 and I look forward to a great 2016.

32

MEMBERSHIP UPDATE Sam Christie

33

Membership numbers:

We talk in terms of OME’s or ORDINARY MEMBER

EQUIVALENTS

That is, 2 members in a category paying 50% of full fees = 1 OME 1 member in a Full category paying 100% fees = 1 OME

• Etc. etc.

34

Our OME situation is:

Feb 2014 = 1214 Feb 2015 = 1169 Feb 2016 = 1206

35

Our RESTRICTED situation is:

Feb 2014 = 378 Feb 2015 = 370 Feb 2016 = 367 LOSS OF 11 Restricted

36

GATEWAY PREMIUM

Feb 2014 = 120 Feb 2015 = 118 Feb 2016 = 106 LOSS OF 14 Gateway Premiums

37

Now some GOOD NEWS……

Juniors & 25 to 39 year

• lds

38

JUNIORS

Feb 2014 = 82 Feb 2015 = 127 Feb 2016 = 122 Increase of 40 Juniors

39

25 to 39 year olds

Feb 2014 = 97 Feb 2015 = 114 Feb 2016 = 114

Increase of 17 people

40

But, here’s the bad news ….

FULL MEMBERS …..

Feb 2014 = 705 Feb 2015 = 629 Feb 2016 = 623 Loss of 82 FULL MEMBERS

41

In financial terms, 82 full members lost = approx $260,000 in lost revenue

And we are working hard to recover those membership numbers

42

Securing new members is not a task to be ignored

43

Maybe YOU know someone who may be interested in becoming a member? If yes, maybe set the ball rolling with him or her?

So, how do our Fees Compare to other similar golf clubs?

44

 Grange ( Adelaide ) ---- $3310  Indooroopilly ( Bne ) ---- $3400  Woodlands ( Melb ) ---- $3365  Killara ( Sydney ) ---- $4335  Commonwealth ( Melb ) --- $4192  The Lakes ( Sydney ) --- $4300

45

And in no particular order …..

46

Very quickly – what makes a good member?

47

Has a sense of Pride in this club …..

48

Enjoys the whole “golf” thing …

49

Participates …

50

Stays INFORMED …

Website News Newsletters Notice Boards Apres Golf announcements Information Nights

51

And the “BIG 3” …..

• 1. Pace of Play

52

And #2 …

Takes care of the courses

53

And #3 …

Is good company on the course and in the Clubhouse

54

And regularly plays with a range

• f other members ..

55

This is YOUR CLUB …

Use it and enjoy it !

56

THE END

Maurice Holland

• Acting CEO: Maurice Holland
• Food and Beverage Manager: Diana O’Mally
• Finance Manager: Michael Gaffey
• Course Superintendent: Charlie Giffard
• Membership Coordinator: Rebecca Burchill
• Golf Operations Manager: Jo-Anne Atkin

• Sous Chef: James Earnshaw
• Corporate Golf Coordinator: Aaron Scanlan
• Business Development Manager: Nelson Eaton
• Director of Golf: Position Vacant
• Accounts Payable and Payroll: Tanya Pietzner
• HR Consultant: Julie George

• Presentation and Conditioning
• Incursions
• Manpower Levels
• High Level of Motorised Cart Use
• Limited Bunker Maintenance

The Courses

Future Financing

• Peak Debt down from M$2.8 to M$1.5
• Core Debt circa $800,000
• Member Revenue M$3.7 vs M$9 in
• utgoings
• Cash flow per year needs to be M$1.4

Longer Term Planning

• Demographics for Catchment Area
• Understanding the Modern Family
• Club to be a meaningful part of family and

sporting life

Wednesday 23 March Clubhouse, 6pm

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the existing clause 11.1(a) and inserting a new clause 11.1(a) as follows:

• "(a) The Board will comprise up to 9 members including:
• President;
• Vice President;
• Captain;
• Treasurer; and
• ther members."

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the existing clause 11.1(c) and inserting a new clause 11.1(c) as follows:

"(c) At the time of the second Annual General Meeting following the meeting at which the Board member was elected, such Board member shall retire from

• ffice at that Annual General Meeting, and shall be eligible for re-election at

that Annual General Meeting. If such Board member has applied for re-election at that Annual General Meeting but is not re-elected, that Board member will remain in office until the closure of that Annual General Meeting at which that Board member retires."

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the existing clause 11.1(d) and inserting a new clause 11.1(d) as follows:

"(d) Any member retiring from the Board upon completion of a term of

• ffice will be eligible for re-election. If re-elected, clause 11.1(c) shall

again apply to such re-election."

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the existing clause 11.1(f).

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by re- numbering the existing clause 11.1(g) as "clause 11.1(f)".

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the existing clause 11.1(h).

To consider and vote on the following motion and, if approved, pass as a special resolution: That, in accordance with clause 23 of the Constitution of Indooroopilly Golf Club, the Constitution be modified by deleting the following words from clause 13.2:

• "which will be filled as follows:
• In the case of President or Vice President, the Board will appoint a President or Vice

President.

• In the case of the Captain, the Vice Captain will become Captain.
• In the case of the Vice Captain, the Board will appoint a Vice Captain from among its

number.

• In the case of another Board position,"
• and inserting in their stead the word "and", so that the amended clause 13.2 will read as

follows: "13.2 Vacancies

• If an office bearer or Board member resigns, or otherwise ceases to hold the position during

a term of office, or if an office or position remains vacant following an election, there will be a casual vacancy, and the Board may appoint an eligible person to fill the vacancy."

Wednesday 23 March Clubhouse, 6pm