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STRATEGIC BUSINESS
PLAN 2012-2013
OVERVIEW:
. CLUB HISTORY
. OUR VISION
. OUR MISSION
. OUR CORE VALUES
. ORGANISTIONAL STRUCTURE
. CRITICAL SUCCESS FACTORS
. STRATEGIC PILLARS
HISTORY OF LONSDALE GOLF CLUB
Opening day was Saturday 22nd November, 1922; President: Mr A M Nicholas.
In 1921, residents and home owners in Point Lonsdale met under the leadership of Mr A M Nicholas of
Aspro fame, to discuss the formation of a golf club in the area; 43 acres of land were purchased for £1000 ,
from a Mr Thompson. This land extended from Boundary Road (now Fellows Road) To Lake Victoria.
In 1937, a further 52 acres were purchased for £650. Subs were £2/2/- for men and £1/10/- for ladies,
with a nomination fee of £1/1/-. Membership was then 90.
During the 1939-45 war, members were invited to play at East Geelong Golf Club free, for six Saturdays
between August and February, because petrol rationing made it difficult for some members to get to
Lonsdale.
In 1940, the membership was 178, plus naval and military members stationed at Fort Queenscliff. The first
fairway mower was purchased for £67/10/-, of which the ladies donated £25.
In 1945, the name of the club was changed to “Lonsdale Golf Club”.
Another 20 acres were purchased from Mr W Longuehaye for £2000.
In 1954, the new fairways and greens were ready to play. Subs were increased for £6/6/- for full members
with similar adjustments in other categories.
In 1955, the first Open Meeting was held resulting in a profit of £229/6/11, and it was decided to make it
an annual event.
In 1956, tenders were called for the construction of a new clubhouse.
In 1957, the new clubhouse was opened on the 25th May. Entrance fees were now £16/16/- and subs were
£8/8/-. In 1958, a liquor licence was applied for and approved.
In 1958, Veterans’ Day was introduced. This was the forerunner of the Geelong District Veteran Golfers’
Association competition.
In 1967, the clubhouse was extended at a cost of $19,232. Fees were increased to $35 for full members.
In 1984 the club was incorporated and the clubhouse was updated.
Lonsdale Golf Club is a highly regarded 18-hole sand belt course with a varied layout, situated on beautiful
Lake Victoria and conveniently located in Point Lonsdale on the Bellarine Peninsula. The club attracts
members locally and from Melbourne, with the current membership around 700.
The nearby Rip at the opening of Port Phillip Bay to the sea is one of the Bellarine region’s many stunning
attractions along with wineries, cafes, restaurants and accommodation. The course is a par 71 of 5700
metres for men and par 72 of 5200 metres for women. It is always in excellent condition due to its sand
belt position and is a “user-friendly” course for all golfers.
A feature of the course is the flourishing native bird life and shrubbery bordering the holes around the
calming waters of Lake Victoria. The club offers an on-course teaching professional, well-stocked pro shop
and 3 practice areas. The spacious club house provides members and visitors with a welcoming
atmosphere, excellent bar and dining facilities offering before and after golf snacks, lunches and a la carte
dining.
OUR VISION:
To provide a premier Golf Club experience in the Bellarine and Geelong region.
OUR MISSION:
. Operate and administer Lonsdale Golf Club efficiently and effectively on a positive financial basis.
. Reduce the existing overdraft.
. Complete the Club’s Redevelopment Program allowing for upgrading of the Golf Course and building of a
new Clubhouse. This will allow Lonsdale Golf Club to compete in a superior way with other clubs in the
Bellarine and Geelong region.
. Develop a marketing plan which will communicate the future development of Lonsdale Golf Club with the
objective of attracting new membership and retaining existing members.
. Deliver enjoyable member experiences in a warm, friendly and inclusive environment.
. Promote our Club as a place where members and visitors want to come.
. Provide the highest quality service to our members and visitors.
. Provide excellent golf playing conditions through the development of best practices in course
management in consultation with experts.
OUR CORE VALUES:
Respect
In making our decisions we listen to our members and staff and respect their rights, opinions and needs.
Consultative
We have open and regular communication between board, staff and members and we consider new ideas;
we utilise members’ expertise.
Integrity
We act with honesty, fairness and decisiveness. We confront difficult decisions for the benefit of the club.
Friendly
We embrace our diverse member base and are welcoming to all.
The Organisational Structure for Golf Club Governance
MEMBERSHIP
EXEC
HOUSE
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PRESIDENT
------
EXEC POL/PLAN
EXEC GOLF
OPERATIONS
CLUB MANAGER
FINANCE
MEMBERSHIP/
MARKETING
EXEC
COURSE
EXEC WOMEN’S
GOLF
SUB
SUB
SUB
SUB
SUB
SUB
SUB
COMITTEE
COMMITTEE
COMMITTEE
COMMITTEE
COMMITTEE
COMMITTEE
COMMITTEE
TASKFORCE
CRITICAL SUCCESS FACTORS
. Obtain approval for rezoning of existing land for residential purposes
. Obtain approval for Redevelopment of Lonsdale Golf Club course
. Provide high quality golf facilities and service standards for all members and visitors
. Attract high quality, competent staff with clear Key Performance Indicators
. Ensure quality of infrastructure and equipment to service course needs including latest technology
systems
. Reduce existing overdraft amount to a zero position by 2015, and continue to deliver a sustainable
positive cash flow
. Continue all marketing programs to ensure new targets of membership are reached by 2015
. Continue raising the profile of Lonsdale Golf Club
. Improve communications to members, visitors and guests through improved club website operations
STRATEGIC PILLARS:
1st PILLAR
THE GOLF COURSE
2ND PILLAR
MEMBERSHIP/MARKETING
3RD PILLAR
GOLF SERVICES
4TH PILLAR
CLUB HOUSE & EVENTS
5TH PILLAR
COMMUNICATIONS
6TH PILLAR
FINANCE
7TH PILLAR
GOVERNANCE-PLANNING POLICY
8TH PILLAR
WOMEN’S GOLF
9TH PILLAR
REDEVELOPMENT
10TH PILLAR
GOLF CLUB PROFESSIONAL & PRO SHOP
1ST PILLAR: THE GOLF COURSE
. To resolve future water supply and reticulation
. To formalise a documented course management plan
. To provide continuous playing facilities for members during redevelopment
. To pursue continuous course improvements through consultation with experts.
2nd PILLAR: Membership/Marketing
In order to support the Marketing/Membership Business plan, promotional activities have commenced and
some are currently being tested by sponsors etc.
Firstly, and from population and residential development forecasts produced by the City of Greater
Geelong (COGG), we know that our main target markets are Point Lonsdale/Queenscliff, Ocean Grove and
Leopold.
The COGG forecast also gives a break up of age groups by town from 2007 to 2031.
One of our studies shows the figures with regard to where our main playing members reside.
295 Reside in Point Lonsdale/Queenscliff area
189 Reside in the Bellarine and Geelong Area
75 Reside in Melbourne
559 Total playing members
Our major membership objective is to increase playing membership to 800 within the next 5 years.
KEY INITIATIVES 2012/13:
MEMBERSHIP
Finalisation Date
. Finalise new members welcome form
31/04/12
. Appoint Club Ambassadors – Geoff Peters and Barbara Prussner
31/04/12
. Formalise welcome letter for new members (to be signed by the President)
31/04/12
. Formalise welcome package for new members
31/04/12
. Develop promotional material to attract new junior members
30/09/12
MARKETING
. Review all local advertising with the view of updating all advertisements
30/04/12
. Review all advertising by end of 2012 or before, if approvals for redevelopment
are concluded
31/12/12
. Set program advertising for 2013 introducing new advertising format geared
to the future
31/12/12
.
Endeavour to negotiate a monthly editorial in “The Rip” newspaper presenting
club news and upcoming events
29/04/12
.
Develop marketing report for monthly Club Bulletin
31/04/12
.
Develop marketing strategies with 3 local Real Estate Agencies to:
1. Develop an offer to new land or home buyers to join Lonsdale Golf club
2. Promotion for Christmas rentals and holiday makers
.
Review all material related to Christmas promotions and update if necessary
.
Identify target population for Christmas promotions including all caravan parks
in Point Lonsdale, Queenscliff and Ocean Grove
.
30/06/12
31/08/12
31/08/12
Develop and organise at least 2 letter drops for Point Lonsdale and Queenscliff
residences – specifically targeting marketing of “Tea Trees Bistro”
30/06/12
.
Calculate and develop membership/marketing Budget requirements for 2013
30/09/12
.
Investigate with Clubhouse Executive the position re special events e.g. theme
nights, guest speakers, cocktail events etc.
31/07/12
3RD PILLAR: GOLF SERVICES
The major objective is to efficiently provide the most enjoyable and equitable golfing experience,
essentially for all Club members but also very importantly for any playing visitors to Lonsdale Golf Club.
Continued close co-operation between the Club Captain, the Golf sub committees, the Club Professional
and Pro Shop staff, the Course Executive and sub-committee, and the General Manager is obviously a key
element in achieving this.
ONGOING TASKS:
.
Conduct annual reviews of all major Club events in relation to their format, participation and
scheduling.
.
Provide clear and consistent information to members re club events, results, new golf developments
as well as allowing avenues for member input.
.
Promote Lonsdale Golf Club through the efficient and friendly conducting of Special Events/Open
events, District events at Lonsdale, coupled with significant club participation in District events across
the GDGA region.
.
Produce a well ordered Fixture Book which permits maximum participation by the maximum number
of members
.
Conduct further development of programs to attract more Junior golfers to Lonsdale Golf Club as well
as to further enhance the skills of Junior Club members.
4th PILLAR: CLUBHOUSE & EVENTS
.
Promotion of restaurant locally and throughout the Bellarine Peninsula
.
Increase patronage of restaurant and club house by members and local community
.
Upgrade/renovate kitchen facilities
.
Update/renovate current club house facilities
.
Develop staff training re service and attitude
5TH PILLAR: COMMUNICATIONS
Key Initiatives 2012/2013
.
Develop and implement a communication and public relation plan
.
Establish a Webmaster to review and refresh the website
.
Continue to develop and present information to members on strategic plan issues
.
Continue monthly information documentation through the Club Bulletin
.
Investigate the use of the latest social media as a means of communication to members
.
Develop data bases for visitors who enjoy the facilities of the Golf Club be it for golf or clubhouse
usage
.
Provide availability of Board Members and Management for face to face communication with
members
6TH PILLAR: FINANCE
Operation
. Review trading activities and outsource when appropriate
. Conduct a forensic review of expenses
. Develop and document procedures for the Finance Committee
. Investigate solar power options and implement if appropriate
. Benchmark operations against other golf clubs
Finance
. Refinance the Redevelopment Project and Club operations
. Conduct a comprehensive review of the Redevelopment Project
Accounting & Reporting
. Revise the format of monthly financial statements and reports
. Realign the Chart of Accounts to the new reporting format
. Review internal controls, strengthen and document
. Institute monthly reports to members
. Determine Key Performance Indicators (KPI’s) and report against them
Administration
. Conduct an inventory of the Club’s fixed assets
. Develop a Maintenance, Repair & Replacement program for the Kitchen, Course and Clubhouse
. Prepare desk procedures for all Administration staff
7TH PILLAR: GOVERNANCE-PLANNING POLICY
.
To continue monitoring, reviewing and updating the structure of the Club and the co-ordination of
future development activities
.
To oversee policy development, rules of the Club and legal matters
.
To oversee strategic planning and operation procedures
8TH PILLAR: WOMEN’S GOLF
The Women’s Sub Committee, as set out in our Terms of Reference, is made up of a President, Captain,
Vice President, Vice Captain, secretary and social representative. The Sub Committee meets each month,
Minutes of which are sent to the Executive and Club Captain.
Initiatives
.
Develop a plan to continue to organise and improve the conduct of women’s golf within the Club
.
Ensure the decision making process is efficient and effective in relation to the organisation of
women’s golf activities
.
Ensure the successful conduct of all women’s golfing events and, where appropriate, of open
tournaments
.
Liaise with Club personnel to ensure the efficient, harmonious and accountable operation of
women’s golf within the total structure of the Club
.
Develop a plan to foster a welcoming and supportive environment for all women.
9TH PILLAR: REDEVLOPMENT
All efforts now need to be directed to getting allotments “on the market” as quickly as possible.
The timetable below has been prepared using the Program and Cash Flow which was prepared dated 16
March 2011. Some changes have been incorporated to allow for our better understanding of the project at
this time.
When we receive the Panel Report, assuming it recommends that the project may proceed, we will need to
decide whether to immediately commit expenditure to the preparation of the Development Plan for the
residential subdivision. The alternative approach, which would be less risky, would be to hold back any
further expenditure until the planning scheme amendment is gazetted. However, by commencing
immediately we could advance the project by up to 6 months.
New Golf Course Development
Current thinking is that there will be little if any expenditure on the new golf course until funds are
available from the sale of allotments.
Banks are now very conservative and would be unlikely to lend the Club funds to build the golf course, and
further, the club should not borrow for that purpose due to the higher level of risk which that would entail.
Existing Course and Clubhouse
Consideration needs to be given to some short-term capital expenditure on the course and Clubhouse to
ensure that they operate satisfactorily until the new facilities are available.
Key initiatives
.
Receive recommendations from panel after public enquiry
.
Appoint new Task force members to take the project through the
Implementation stage
.
Finalisation Dates
30/04/2012
31/05/2012
Appoint consultant team to obtain planning approval and design for the
residential subdivision
. Town planner & urban designer
. Engineers
. Landscape architect
. Land surveyor
31/05/2012
.
Negotiations with Hanley family re purchase of land
30/06/2012
.
Complete Development Plan for residential subdivision
31/12/2012
.
Obtain Planning Permit for initial stages of residential subdivision
30/03/2013
.
Appoint project manager
30/03/2013
.
Appoint sales team
31/03/2013
.
Determine sales method and program
30/04/2013
.
Commence sales of allotments “off-the-plan”
30/04/2013
.
Arrange finance for 1st stage of allotments
30/06/2013
.
Complete Development Plan for golf course (subject to funds being available
for consultant fees)
30/09/2013
. Commence construction of 1st stage of allotments
01/09/2013
.
Obtain Planning Permit for golf course
31/12/2013
.
Settle first sales of allotments
31/03/2014
10TH PILLAR: GOLF CLUB PROFESSIONAL & PRO SHOP
Website – to be used as a marketing tool to promote the Club
. Promote members events to members
. Promote events to the public
. Promote pro shop services
Emailing – to be used as a marketing tool to promote pro shop services
. Monthly interactive email to be sent to members promoting themes in the pro shop
. Create a visitors database to send them emails regarding the Club. This must be a specific visitors’
email Promoting green fee specials, social group bookings, once-off clearance sale items in the
shop and Clubhouse activities.
Teaching – Promoting the game of golf
. Continue to promote Junior golf via junior clinics
. Continue to promote Women’s golf via Women’s clinics
. Invest in Ipad to teach clients the game of golf
Pro Shop – Develop and invest in making sure all areas of the pro shop are interactive with the golfers
. Invest in Ipads to have displayed around the shop to promote and have interaction with the
members. Ipads can be used by members to find out more about equipment, latest scoreboards
from around the world, checking emails.
. Promote the fact that everything in the shop is custom fit to the golfer.