EASTLAKE GOLF CLUB STRATEGIC PLAN 2013 - 2016
Our Vision :
To promote excellence in golf and provide fellowship among our members. This will be accomplished by welcoming those who share our core values,
our challenging high quality golf course and our modest facilities.
To be recognised as the best B Grade course in the state and the "Place to Play"
Our Success will be measured by:




Exemplary customer service to members and non members
Innovation in providing products and services and being proactive to member's needs and industry trends
Teamwork - recognising no unit is greater than the sum of all parts. And individual teams working towards a common goal
Fellowship - welcoming new members or guests and promoting a friendly and genial atmosphere to ensure
high member retention ratios.
We will achieve our vision by:
To achieve our vision we will focus on four (4) Key Strategies:
Written by George Kozis 10/1/2013
1
Maintaining and Continually improving our golf course
The golf course is our primary asset and its maintenance and improvement is a key priority. Whilst the course has improved significantly
in the last 18 months, we must implement a strategic renovation plan if we are to achieve our vision. The first improvement will involve
replacing / upgrading our watering system. The current system requires using decoders which are sourced only from the U.K. and which
will become obsolete in due time. This will be replaced by a satellite system which is expensive but vital for the Club's longevity
(see risk register). The Board of director's will seek ways in which the system can be funded.
The implementation of this strategy will involve the renovation and or the building of new tees and greens (possibly) to make the course
challenging yet accessible to all golfing standards, as well as creating practice facilities. A major challenge with respect to this strategy
is to align the renovations / improvements in such a way as to increase the participation and membership of juniors and lady golfers.
The renovations also involve creating and maintaining garden beds to make the course more aesthetically pleasing. Any course renovation
will be consistent with our Environmental Management Plan. The Golf Cart Path Master Plan included in this strategy.
Refer to the "Golf Cart Path Master Plan"
2
Club House Development
We must accept the fact that the Club is not asset rich. And whilst its profit centres are operating profitably we still are not able to obtain
the level of funding required to redevelop the current site of the Club House. We must also accept that any Club House redevelopment
must incorporate the current foot print of the Club House which incorporates the attached residential premises. Therefore, for the long
term (post 2016) a business model needs to be developed in which the Club can enter into a joint venture with developers, other clubs
(not necessarily golf orientated) or business partners to assist with the level of funding required for a complete Club redevelopment.
This strategic plan addresses refurbishments to the Club rather than structural developments. The items outlined whilst basic, are
necessary if not vital. They are aimed at making the Club compliant with building codes as well as making it more family friendly,
comfortable and bringing its condition to be more contemporary. These are necessary if we are to compete with other venues for a share
in the corporate and social markets. A staged, pragmatic, sensible and prudent refurbishment of the Club House will be in keeping
with our vision and will assist significantly to promote fellowship amongst the Club's members.
Written by George Kozis 10/1/2013
3
Business Development
The strategic direction of the Club has been reviewed to include a strong focus on business development. In a very competitive market
the Club must substantially grow non golfing revenue leveraging off its excellent golfing product and its attractive location, 20 minutes
from Sydney's CBD.
In response to changing demographics, consumer needs and industry trends, we must continue to introduce flexible and
innovative membership options to attract and retain members. In addition a growth in revenue from corporate bookings, function
bookings, social clubs and public golfers will be essential if we are to maintain membership subscriptions at competitive levels.
The revenue from these areas will also go towards funding improvements on the golf course and the Club House.
The social aspect of the Club needs to be developed so it is more family friendly where people can come in and enjoy social
interaction in a relaxed atmosphere.
With the building of the new putting / chipping facility we now have a business opportunity to develop the old putting surface into a
facility which will go towards enhancing the social aspect the Club House as well as lend itself to corporate and functions bookings.
The caterer and the associated contract represents another business opportunity for the Club in which a long term lease may
be offered to the right caterer in exchange for developing the bistro and / or the adjoining residence. This development has the potential of
introducing an outdoor fresco area as well as restaurant. Other than creating an entrance to the common wall between the kitchen
and the residence, there is no other structural work involved.
4
Innovative and Customer Focussed Culture
Whilst we recognise that club loyalty is being challenged by the more transient golfer, if we are to achieve our Vision we will need
to develop a strong and adaptable culture that promotes innovation, fellowship and exceptional customer service. Through continually
our website we will communicate the enthusiasm and passion with which we want to engage our members. We understand there is
no quick fix to customer service problems and culture. Organisational culture is a unique and complex combination of club values, beliefs
and vision. It influences people behaviour and ultimately business performance. This is why we are bound to a long term commitment to
quality that is accepted by everyone in the organisation, top to bottom. We will establish policies that are customer friendly and show
and show concern for our customers whilst still being able to enjoy our facilities. We will become a Club which is easy to do business
with and be recognised as one of the friendliest in Sydney
Written by George Kozis 10/1/2013
ANNUAL SCORECARD
FINANCIAL CONTRIBUTION
Course
Bar
Gaming
Membership
Administration (expense)
Operations
Corporate Sponsorship
Functions & Corporate Bookings
Raffles
Catering
Vending Machines
KPT for 1st Year
Actual Year End Budget Year End
June 30, 2012
June 30, 2013
-108,540
-59,379
33,327
25,522
202,950
178,541
651,902
714,280
-374,279
-384,661
-486,386
-545,359
15,800
18,000
13,987
2,400
-2,725
-3000
-7,220
-6,600
5,030
5,151
-56,154
-55,105
KPT for 1st Year
CASH POSITION
Closing Cash Balance
MEMBERSHIP
Playing
Juniors
Colts
Social
Ladies
2 Day Member
Holding
TOTAL
Actual Year End June
30, 2012
581
5
22
115
18
57
47
845
Actual Year End Budget Year End
June 30, 2012
June 30, 2013
334,761
330,000
KPT's
12/13
610
10
45
140
20
75
75
975
13/14
625
20
63
180
25
97
83
1093
14/15
650
35
95
225
30
130
91
1256
15/16
670
45
115
260
35
150
100
1375
Written by George Kozis 10/1/2013
PLAYER NUMBERS
Actual Year End June
30, 2012
18,548
Member's comp
2,813
Visitor's comp
22,170
Social
43,531
TOTAL
KPT's
12/13
13/14
21,500 22,500
3,200 3,800
25,500 28,000
50,200 54,300
14/15
23,750
3,900
30,000
57,650
15/16
25,000
4,100
33,000
62,100
CUSTOMER SATISFACTION
We will use a customer satisfaction index to measure customer satisfaction. This index has proven to be a parameter that is extremely good with
predicting revenue and repeat sales. The measurement of customer satisfaction is mandatory for any service industry such as ours. The periodicity at
which at which we actually get the customer satisfaction survey done will be every 6 months.
A typical customer satisfaction survey collects information on the level of satisfaction at an overall level, repeat business intention and
likelihood to recommend.
Customer satisfaction index - This is an aggregate of the overall questions that have been asked in the survey. This can be calculated as a
weighted mean or as in index.
an index. The parameters we will use to calculate the customer satisfaction index are overall satisfaction, repeat business intention, and likelihood to
recommend.
Customer Satisfaction
CSI KPT
Quality of Facilities
Overall Satisfaction
Repeat Business Intention
Likelihood to Recommend
Satisfied
Extremely Satisfied
Very Satisfied
Overall Satisfaction
Repeat Business Intention Likelihood to Recommend
CSI KPT
Satisfied
Quality of Golf Course
CSI KPT
Extremely Satisfied
Overall Satisfaction
Satisfied
Very Satisfied
Repeat Business Intention
Extremely Satisfied
Likelihood to Recommend
Very Satisfied
PEOPLE
KPT's
Employee Culture
90% job satisfaction
Voluntary turnover
5% or better
Time lost
Nil time lost through injury
Written by George Kozis 10/1/2013
KEY OUTCOMES AND OBJECTIVES
STRATEGY 1
Maintaining and Continually improving our golf course
The golf course is our primary asset and its maintenance and improvement is a key priority. Whilst the course has improved significantly
in the last 18 months, we must implement a strategic renovation plan if we are to achieve our vision. The first improvement will involve
replacing / upgrading our watering system. The current system requires using decoders which are sourced only from the U.K. and which
will become obsolete in due time. This will be replaced by a satellite system which is expensive but vital for the Club's longevity
(see risk register). The Board of director's will seek ways in which the system can be funded.
The implementation of this strategy will involve the renovation and or the building of new tees and greens (possibly) to make the course
challenging yet accessible to all golfing standards, as well as creating practice facilities. A major challenge with respect to this strategy
is to align the renovations / improvements in such a way as to increase the participation and membership of juniors and lady golfers.
The renovations also involve creating and maintaining garden beds to make the course more aesthetically pleasing. Any course renovation
will be consistent with our Environmental Management Plan. The Golf Cart Path Master Plan included in this strategy.
Refer to the "Golf Cart Path Master Plan"
Key Actions
A
Installation of a new watering system (see operational risk register)
(i)
GW to set up meeting with an alternative supplier to TORO so we can
compare quotes. (N6)
(ii)
Board to consider the TORO quote & plan for replacing our watering
system.
(iii)
GM & Super met with TORO and discussed funding and installation
arrangements
(iv)
(v)
President, Treasurer and the GM to meet with Westpac to discuss
alternative funding arrangements
TORO have agreed to finance the system. Total finance is $225K. First
payment due 22/08/2013. Work can commence after the April green
renovations.
Target
Timeframe
Jul-05
Accountability
GM & Board
5/07/1905
GW
29/01/2013
Board, GM & Super
31/01/2013
5/02/2013
27/03/2013
Progress Notes
GW reports that after talking to the alternative
supplier, the TORO system is our best option and we
should proceed.
225,000 (ex
GST)
Priority
1
The Board have instructed for the GM and Super to
meet with TORO and discuss the installation.
GM
TORO advised they can provide leasing arrangements
for the system. It's a 5X5 year lease at 6.99% with a
balloon payment of 30% at the end of the period. This
can also be financed over a 5 year period.
Treasurer
Westpac advised the funds are subject to how the
system is classified. Namely; if classified as (1) primary
we can borrow the funds with no security; if classified
as (2) tertiary we will need the equivalent of the
balance of the loan in our account. The Treasurer does
not think option (2) is viable.
GM
Cost
GM informed the Board about TORO financing the
watering system. He also received authorisation from
the Board to notify TORO to start installation.
Written by George Kozis 10/1/2013
Address drainage problem on the 6th and 12th holes. Establish a clear
and agreed plan on how to fix the drainage problem. What work can be
done in house and what needs to outsourced. Once that is done cost
the plan.
B
C
2013 - 2015
Ensure we have the right mix of course staff. Apprentices, green
keepers, groundsmen and casuals. (i) develop a course staff
management plan to ensure seasonality demands are met in the most
cost effective manner.
2013
Apr 2013
D
The M&G to consider the "Cart Path Master Plan" CPMP (attached)
(N1)
E
Replace or build new fences, gates. The main areas are the OOB on the
18th hole and access points on the golf course. The fence and hedge
idea has been put on hold. Instead appropriate signs have been erected 2015 - 2016
Mar 2013
2013
GM, Super, M&G
Super & GM
M&G Committee, GM and
Super
GM
Following the M&G meeting on 13/3/2013 it was
agreed the drainage problem on the 12th should be
fixed first. The preferred method is to put a drainage
pit on the 12th fairway into which ag lines will
discharge. We them pump the water into the creeks.
This fix requires a combination of 4 things. (1) install ag
lines in a similar fashion as we did on the 15th hole; (2)
build up the area and contour the topography so that it
slopes towards the creeks; (3) dredge the creeks and
(4) clear the area behind the 6th green of reeds and
unwanted vegetation. On the 18/3/2013 the Super did
some exploratory dredging on the pond in front of the
ladies 7th tee (1st pond). He discovered a pipe leading
to the pond in front of the ladies 12th tee (2nd pond).
He unblocked the pipe & discovered the water draining
from the 2nd pond into the 1st pond & then into the
creek adjacent to the OOB fence on the 7th hole. This
proves the flow of water is not what was originally
believed & therefore the above remediation strategy
has been put on hold until more investigation has been
carried out.
2
Conduct interviews for 2 apprentice green keepers to
replace 1 full time green keeper
3
The M&G Committee will review the CPMP during
their March meeting. Submit their findings to the
Board for consideration at the Aril Board meeting
Two quotes have been received to erect a fence a
fence 1.5M - 2.0M high & between 15M - 20M long.
Another option is to plant a hedge where the fence is
going to be.
4
Hedge: $4K$5K; Fence
$5K-$7K
Cost of signs
was $1,221
5
Build new tee on the current 2nd hole. Work has commenced on this
project but has stalled due to changing priorities and work loads. (N2)
F
G
2013 - 2014
Super, M&G; GM
Renovate and / or create new garden beds.
May - ongoing
Super & GM
6
This involves the garden bed on the 1st tee and the
area on the LHS of the path leading to the Bridge after
the 4th hole.
Current &
Ongoing
Written by George Kozis 10/1/2013
H
I
J
K
Replace course furniture & course signage This to replace rubbish bins,
ball washers and add seats as necessary. (N10)
Build new practice facilities on the par 3 2nd hole (currently not used).
Add more bunkers and reshape surround.
Tree removal from the golf course. There are at least 30-40 trees which
need to be removed. The cost to remove 1 tree is $1,300. The Super
will indentify these trees and work out a plan how they will be removed
by 2016
Develop an EGC Bunker Master plan to refurbish bunkers as needed
(N12)
2014 - 2016
GM, Super
7
2015 - 2016
M&G Committee, GM and
Super
8
2013 - 2016
2013
Super
Super, GM, M&G
$52,000
between
2013 &
2016)
9
10
Written by George Kozis 10/1/2013
(i)
M&G to meet and indentify which bunkers need work and what sort of
work does involve. Nathan to obtain costs for the work.
2013
M&G, Super & GM
(ii)
Have 1st draft ready to show the Board
2013
M&G
(iii)
Prioritise the work
2013
M&G , Board
L
Complete the Environmental Management Plan (EMP)
2013
Super, GM & SW
M
Renovate the 11th tee
2015 - 2016
N
Extend the current cart shed to hold 6 extra carts. Also extend the
current work shed create more room for extra machinery and storage.
2013 - 2014
O
N1:
N6:
N2:
N10:
N12:
Eradicate the Lantana plants on the golf course. These are a noxious
weed. The 1st part of the process will involve the area along the LHS of
the 8th hole.
2013
11
12
Super; M&G; GM
Super, GM
Super
13
This work was scheduled to start late in the year and it
involved contractors bulldozing the plants. A new
strategy to eradicate the Lantana has been put forward
by the Super which involves poisoning the weed over a
3 month period and then crushing the dead plants
using an excavator. The process may take longer but it
is cheaper as it will be done in house.
Current &
Ongoing
Whilst the Board may approve The Cart Path Master Plan its implementation is still subject to where it sits within the priority scale which encompasses the entire
organisation. The completion of the plan is also subject to Sydney Water supplying crushed sandstone material gratis. The plan spans a 5 year period.
See attached quote and proposal
Building this tee will alleviate the small WH&S problem which exists with the current tee in its present position. It also gives an opportunity to beautify the area which
is currently made up of rubble, large boulders and green waste.
The signs will be new with a graphic of the hole showing bunkers and hazards. The seats, rubbish bins and ball washers will be replaced as required.
EGC bunkers are in need of a renovation and / or reconstruction. The Bunker Master Plan addresses the complete renovation / reconstruction of all our bunkers. The
Plan will span the entire period of this Strategic Plan.
Written by George Kozis 10/1/2013
STRATEGY 2
Club House Development
We must accept the fact that the Club is not asset rich. And whilst its profit centres are operating profitably we still are not able to obtain
the level of funding required to redevelop the current site of the Club House. We must also accept that any Club House redevelopment
must incorporate the current foot print of the Club House which incorporates the attached residential premises. Therefore, for the long
term (post 2016) a business model needs to be developed in which the Club can enter into a joint venture with developers, other clubs
(not necessarily golf orientated) or business partners to assist with the level of funding required for a complete Club redevelopment.
This strategic plan addresses refurbishments to the Club rather than structural developments. The items outlined whilst basic, are
necessary if not vital. They are aimed at making the Club compliant with building codes as well as making it more family friendly,
comfortable and bringing its condition to be more contemporary. These are necessary if we are to compete with other venues for a share
in the corporate and social markets. A staged, pragmatic, sensible and prudent refurbishment of the Club House will be in keeping
with our vision and will assist significantly to promote fellowship amongst the Club's members.
Key Actions
A
Develop the old practice putting facility to something new. The Board
to develop and consider options for this area.
B
Build new cool room (N7) (see operational risk register)
(i)
create new cool room whilst the old is being demolished and a new is
being built
(ii)
(ii)
Target
2013
Accountability
Cost
Priority
Board and GM
2014 - 2015
install new and / or extra beer lines
renovate existing bar area
C
Paint ceiling in the Club house
Feb - Mar 2013 GM & Golf Ops
D
Replace current honour boards with clear Perspex ones
Jul - Aug 2013
GM
Paint the internal walls of the Club House
E
Sept - Oct 2013 GM & Golf Ops
Make progressive improvements to the Club House on a cost effective
basis and within an agreed budget to increase the appeal and comfort.
G
Progress Notes
Progressive
throughout
2013 - 2016
subject to
Board approval
This project has been completed courtesy of member
Dominic Loughlan and his painting company Clearer
3,600
Definition. The was done gratis. EGC paid for the
materials only.
Complete
GM is getting quotes and will present to the Board for
approval
This project has been completed courtesy of member The cost is
Dominic Loughlan and his painting company Clearer
included in C
Definition. The was done gratis. EGC paid for the
above
materials only.
Complete
GM
Written by George Kozis 10/1/2013
H
Car Park Development
2014 - 2015
(i)
Engage a surveyor to get car park surveyed and indentify with the view
of maximising car spaces. Indentify possible garden beds, new rubbish
bin compound, loading bays ingress and egress signage.
31/01/2013
JK
Surveyor to present concept car park layout
22/02/2013
JK
27/02/2013
JK
Install a CCTV System for the Club House, & green keeper's compound.
A quotation has been received (hard copy only) & will be given to the
Board for consideration. (N8)
2015 - 2016
GM
J
K
Build new rubbish compound (N9)
2013 - 2014
Install new electrical switchboard (N11)
2013 - 2014
(i)
obtain quotes to replace switchboard and upgrade all circuits
(ii)
Present plan to Board for approval
(iii)
I
(ii)
Complete the installation
JK presented the survey however, the Board decided
this is low priority project.
$1,375
$16K
GM, Super
$4.5K
27/03/2013
GM
2013 - 2014
GM
1st quote has been received from member John
Ruane. More quotes are forthcoming.
$10.5K
N7:
The current cool room has insulation problems which at the moment are under control. However, there is no guarantee how long the room will remain effective in
terms of cooling. This Action should be placed in our risk register and note that the cool room needs to be replaced December 2014.
N8: This can be a staged project. The first stage is buying a 16 channel DVR which will future proof the system to 2015 and beyond. The cost for the DVR is $6,000. We
would also need a minimum of 2 cameras for a total cost of $2,000. This will secure the Club House particularly around the safe and bar area.
N9: The site for the rubbish compound is where the current Life Member parking spots are. Once the compound has been built these 2 car spaces will be relocated to where
the rubbish bins are currently located. The entire work can be done in house.
N11: The current switchboard is very antiquated, it is full and we can not add new circuits. The Club house has one main switchboard and 2 others which feed from it, all of
which are full. We have many electrical circuits running in parallel with no capability of expanding.
Written by George Kozis 10/1/2013
STRATEGY 3
Business Development
The strategic direction of the Club has been reviewed to include a strong focus on business development. In a very competitive market
the Club must substantially grow non golfing revenue leveraging off its excellent golfing product and its attractive location, 20 minutes
from Sydney's CBD.
In response to changing demographics, consumer needs and industry trends, we must continue to introduce flexible and
innovative membership options to attract and retain members. In addition a growth in revenue from corporate bookings, function
bookings, social clubs and public golfers will be essential if we are to maintain membership subscriptions at competitive levels.
The revenue from these areas will also go towards funding improvements on the golf course and the Club House.
The social aspect of the Club needs to be developed so it is more family friendly where people can come in and enjoy social
interaction in a relaxed atmosphere.
With the building of the new putting / chipping facility we now have a business opportunity to develop the old putting surface into a
facility which will go towards enhancing the social aspect the Club House as well as lend itself to corporate and functions bookings.
The caterer and the associated contract represents another business opportunity for the Club in which a long term lease may
be offered to the right caterer in exchange for developing the bistro and / or the adjoining residence. This development has the potential of
introducing an outdoor fresco area as well as restaurant. Other than creating an entrance to the common wall between the kitchen
and the residence, there is no other structural work involved.
Key Actions
A
Constitutional Changes
(i)
Constitutional Committee (GC, MG, GM) to review the Constitution and
make changes to make the document a little more contemporary and
incorporate new changes. (N4)
(ii)
(iii)
(iv)
Review Board structure. The Executive to consist of President, Club
Captain and Treasurer. The VP is to be elected from the Board by the
Board. The election of the Board is to be either a biennial election or a
triennial election. GM to seek legal advice and advice from Clubs NSW
to see how one of these election processes cam be implemented. The
Board feels if this strategic plan is to succeed there needs to continuity
of service from the current Board. (N5)
GM to notify Pigott and Stinson of the Boards decision and request a
draft special resolution and letter of notice which can be sent to the
members.
The Board to set a date for the Extraordinary AGM
Target
Accountability
27/02/2013
GM
Cost
Priority
Changes have been made and GM to edit current
constitution to incorporate the changes
The GM sought legal advice from Pigott and Stinson as
well Club's NSW. Both reported that to adopt the
triennial election process the triennial rule needs to be
adopted. This means in the 1st year members will vote
for a Pres.; Captain and Treasurer as well as 6 directors.
These names will go into a ballot. The 1st 3 names
drawn will serve office for 1 year; the next three names
drawn will serve office for 2 years and the next three
banes drawn will serve office for 3 years. However this
system does not guarantee the executive will serve for
3 years. Consequently the biennial election process will
adopted.
24/04/2013
GM has emailed Pigott and Stinson and asked for a
draft special resolution and letter notice document.
11/03/2013
27/02/2013
Progress Notes
Board
The date for the Extraordinary AGM is set for May 1,
2013
Written by George Kozis 10/1/2013
(v)
B
C
D
(i)
(ii)
GM to write a letter and broadcast it to the membership. This letter will
include this strategic plan, changes to the constitution, the new
election process for the board and other news relating to membership
fees.
Develop a lady, Colt and Junior Recruitment Program
Develop a marketing campaign to increase corporate and Function
business.
Apr-13
2013
2013 - 2014
Adopt a business model to maximise revenue on Sundays.
2013
review cancellation policy
2013
Review document "Maximise Revenue on Sunday" (attached) written
by GM and comment
E
Develop a marketing strategy to increase social members to meet KPT's
as outlined in the Annual Score card
F
Implement a cost control strategy across all cost centres paying
particular attention to bar rosters.
G
Develop membership retention and attraction strategies to meet KPT's
as outlined in the annual score card.
GM
TK, GM, M&G, Golf Ops
GM & Golf Ops
M&G
27/02/2013
Board
2013 - 2016
GM & Golf Ops
01/02/2013 ongoing
GM & Golf Ops
2013 - 2016
GM & Golf Ops
The Board have unanimously agreed that member tee
times on Sunday be from 6:30am (during daylight
saving) and for 3 hours. (9:30am) The start time will
change to coincide with daylight but the total hours
will remain 3 hours. The next hour will be for social
club booking only. Then there will be another 30
minutes of member times.
Ne w bar roster has been developed and will be
implemented 8/4/2013
Written by George Kozis 10/1/2013
H
Board to review catering contract (see attached document) and
submitting it to the catering contractor for initial comment
2013
GM and Board
(i)
receive comments from contractor and present same to Board
2013
Contractor & GM
(ii)
Board to consider contractors comments and finalise Contract, ready
for signing
2013
GM and Board
I
J
Replace current management system (Micropower) with a new one.
One quote has been received from Golf Management System (see
attached). Another system worth consideration is MiClub. (N7)
Replace current server, upgrade and or buy new PC's, kiosk (see
operational risk register)
27/02/2013
2013 - 2014
GM to meet with current IT support and discuss the issues
(i)
Board and GM
GM, Accounts and Golfops
$10K - $12K
GM and Secom Technology
12/02/2013
GM met with member George Kolistasi who is involved with IT
(ii)
(ii)
N4:
N5:
N7:
20/02/2013
The Board has considered the new software however,
before replacing Micropower consideration will be
given to what extent this need will be affected with the
installation of new server.
GM & G. Kolistasi
Secom have advised the current server has gone past
its used by date. It was installed in 2003. One main
issue which needs to be addressed is the speed of the
kiosk during the tee draw and member's gaining access
to the timesheets after 9:00pm One quote has been
received.
George has done an audit of our systems and reports
and agrees that our server is due to be replaced.
However, he does not agree on the size or capacity of
the one suggested by Secom. Furthermore he has
$3,588 p.a
ascertained our Friday night problems are due to our
+$1,099 one
small "upload" capabilities rather then our download
capabilities. To fix this problem we need to migrate our off set up
costs.
service to EFM (Ethernet in the First Mile) which will
ensure we will have symmetrical speed both up and
down to buy more upload capabilities.
GM presented G. Kolistasi's findings to the Board. Consequently the
Items J and I of this plan will have to be reviewed.
Club NSW is recommending that Clubs adopt a 2 or 3 year term for Board members. This is to ensure that strategic plans put forward will have enough processes put in
place to ensure their completion.
Whilst it is not mandatory to get the document ratified by a solicitor it is prudent to do so and highly recommended by our auditors and Clubs NSW.
The current software (Micropower) is becoming increasingly problematic. From a user interface is slow and inefficient. The pro shop POS uses 2 terminals for bookings
and “walk ins” do not get registered on the booking sheets. The supplier of the new software has indicated that the payment of the software can be made over a 2-3
year period.
Written by George Kozis 10/1/2013
STRATEGY 4
Innovative and Customer Focussed Culture
Whilst we recognise that club loyalty is being challenged by the more transient golfer, if we are to achieve our Vision we will need
to develop a strong and adaptable culture that promotes innovation, fellowship and exceptional customer service. Through continually
our website we will communicate the enthusiasm and passion with which we want to engage our members. We understand there is
no quick fix to customer service problems and culture. Organisational culture is a unique and complex combination of club values, beliefs
and vision. It influences people behaviour and ultimately business performance. This is why we are bound to a long term commitment to
quality that is accepted by everyone in the organisation, top to bottom. We will establish policies that are customer friendly and show
and show concern for our customers whilst still being able to enjoy our facilities. We will become a Club which is easy to do business
with and be recognised as one of the friendliest in Sydney
Written by George Kozis 10/1/2013
Key Actions
Target
Accountability
A
New survey to be developed in April 2013. Analyse findings of customer
surveys.
Jun - Jul 2013
GM
(i)
Publish findings to the members
May -Jun 2013
GM
B
Develop cultural standards & targets. Monthly meetings scheduled,
one team one message, cross skill; focus on customer and growth
opportunities; offer continual training to all staff.
Ongoing
GM
Ongoing
GM
C
Indentify learning & development needs and deliver training
programmes across all staff. The focus will be on customer service
delivery not withstanding the training and learning needs of green
keeping staff.
D
Effectively manage performance by providing constructive feedback,
coaching and direction to all staff (see attached Performance
document)
Ongoing
GM
E
Continually evaluate the performance of our website and seek ways to
Ongoing
improve communications with our members.
GM
F
Review policies and procedures with respect to customer service and
where necessary adopt more friendly ones focusing on service delivery Ongoing
to be in line with the Club's culture.
GM and staff
G
Recruit new staff (if necessary) on a part time or semi casual basis to
establish uniformity in customer service delivery as well as a more cost Ongoing
effective roster.
GM Golf ops
Progress Notes
Cost
Priority
Written by George Kozis 10/1/2013