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Strategic Plan, 2013-2015 Strategic Plan, 2013-2015

Strategic Plan, 2013-2015 - PowerPoint Presentation

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Strategic Plan, 2013-2015 - PPT Presentation

Status Report Annual Meeting August 26 2012 Eagles Mere Pennsylvania Strategic Planning at The Country Club Never ever think outside the box EMCC Strategic Planning Process ID: 684637

2013 emcc 2015 strategic emcc 2013 strategic 2015 2012 plan club pptx membership golf members clubhouse staff potential committed

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Slide1

Strategic Plan, 2013-2015Status ReportAnnual Meeting

August 26, 2012

Eagles Mere, Pennsylvania Slide2

Strategic Planning at

“The Country Club”Slide3
Slide4

“Never, ever, think outside the box.”Slide5

EMCC Strategic Planning Process9/7/2012

EMCC Strategic Plan 2013-2015.pptx

1

Fall 2011

Fall – Winter

Summer – Fall 2012

Winter – Spring 2012

Process actively involved the board, long

range planning committee, and solicited input from members through newsletter updates on progressSlide6

Membership Facts9/7/2012

EMCC Strategic Plan 2013-2015.pptx

2

The decline in members, especially voting members, continues

Average age of voting members is 64, though not surprising, is not favorableSlide7

Financial Facts9/7/2012

EMCC Strategic Plan 2013-2015.pptx

3

Cash

balance has doubled due to prudent management and deferred capital investment

Voting

member decreases have put pressure on dues levels and expense managementSlide8

EMCC Strengths and Weaknesses

Strengths

Weaknesses

Current state of facilities

is positive. There are no significant capital expenditures necessary at this time to continue operating the Club.

The current financial state of the Club is stable. We do not have any long-term debt and there is a modest cash surplus.FoodBeautiful, well maintained, challenging, prestigious golf course

Terrific, dedicated staff

Economic ability to sustain

increased dues

Aging membership

Limited area with small population to draw members

Short season

Facing major facility needs (e.g., pro shop/patio, kitchen, irrigation system)

Lack of training in place to further develop candidates who may be able to replace current managers

9/7/2012

EMCC Strategic Plan 2013-2015.pptx

4Slide9

EMCC Opportunities and Threats

Opportunities

Threats

Membership

expansion – corporate members, gas drilling employees, new members outside our core area

Potential to monetize significant assets through gas leasing and/or timbering

Potential marketing of the Club within a 100 mile radius as a destination wedding site in the pre-Memorial Day and post-Labor Day periods to further utilize the facilitiesOutings – seeking to fill our outing schedule to maximize out of season as well as in

Appeal to the younger crowd either as a social club or golf

Junior golfers, including outreach to kids from surrounding area

General economic downturn

Decreasing popularity

of golf, particularly among younger people

Community divisiveness over gas drilling

Inability to attract qualified employees both in the clubhouse and the golf shop due to the escalation of wages and housing costs as a result of the gas drilling boom

Escalating clubhouse and golf course costs

County population has not increased in 50 years

Weather has a major impact on revenue

Lack of water storage (e.g., new pond)

9/7/2012

EMCC Strategic Plan 2013-2015.pptx

5Slide10

EMCC Mission, Vision and ValuesMission (i.e., Why does EMCC exist?)The Eagles Mere Country Club is a private club steeped in rich history and tradition, from its William Flynn designed golf course to its longstanding commitment to its membership, Eagles Mere and surrounding communities. The Club is committed to providing its members, families, and guests with an exceptional experience.

Vision (i.e., Where do we want EMCC to be in five years?)

Eagles Mere Country Club will be the premier country club in the mountains of northern Pennsylvania and a magnet destination for those seeking an outstanding golf, dining, and recreational experience.9/7/2012

EMCC Strategic Plan 2013-2015.pptx

6Slide11

EMCC Mission, Vision and Values (continued)Values (i.e., What behaviors will guide our growth and development?)We value our Club’s rich history and traditions

We respect and are committed to maintaining the Club’s beautiful natural settingWe value the EMCC as a family oriented clubWe are committed to meeting the evolving needs and expectations of our geographically diverse membership

We value our dedicated and talented staff and are committed to providing the staff with training and career opportunitiesWe are committed to responsible stewardship in all areas9/7/2012

EMCC Strategic Plan 2013-2015.pptx

7Slide12

Key Strategic Issues and Proposed Goals9/7/2012

EMCC Strategic Plan 2013-2015.pptx

8

Strategic Issues

Proposed

Goals (2013-2015)

Golf, dining, and recreational

excellence

To present the most attractive and best golf course

in NC PA

To

maintain, improve, and develop the golf course in a way that provides an outstanding playing experience

To enhance

clubhouse performance

Customer service

See above

Transfer

business office to the clubhouse

Membership retention

and growth

Reach 98%+ of the maximum membership level

Quality staff

Maximize staff leaders potential

and contributions to the club

Financial

strengths

Operate the club on

a break even basis

Identify other sources of revenue

Increase the return on liquid assets Slide13

Potential Initiatives (2013-2015) No/Minor Incremental CostImprove food quality and service via training, menu creativity, food presentation, etc.

Increase family involvement in clubhouse via pickleball, bocce, shuffleboard, live entertainment, etc.Update furniture, decor, and functionality of all clubhouse areasEnhance membership recruitment plan

Find the optimal level of dues and initiation fee to retain current members and attract new membersCarry out employee development program for staff leadersContinue to actively mange expensesPursue gas leasing and timber harvesting Actively manage investments to maximize return

9/7/2012

EMCC Strategic Plan 2013-2015.pptx

9Slide14

Potential Initiatives (2013-2015) Moderate/Major Incremental Cost

Finish paving cart pathsReconfigure practice range including adding a short game areaAdd a small building to the practice area for teaching equipmentBuild new forward tee boxes to enhance play and satisfaction

Install generator for backup power in dining room and kitchenExpand kitchenConstruct water retention pondRepair patio leakage and cart storage areaRenovate and expand Pro ShopAdd a fitness center including locker rooms, workout and multipurpose rooms

9/7/2012

EMCC Strategic Plan 2013-2015.pptx

10Slide15

Potential Initiatives (2013-2015) Moderate/Major Incremental Cost (continued)Expand parking

Expand porch for diningModify space for a business officeHire a consultant for membership recruitmentDesign and construct a new entrance to the clubhouse

Provide club owned living arrangements for an assistant pro9/7/2012

EMCC Strategic Plan 2013-2015.pptx

11Slide16

Feedback/Questions and AnswersWhat do you think about the plans as currently drafted?What have we missed?

What do you like most? Least?In particular as regards membership growth and future financial stability, do you think Greater emphasis needs to be placed on being family-friendly and increasing social and recreational activities beyond golf?

Membership recruiting emphasis should include attracting both voting and social members?Other?9/7/2012

EMCC Strategic Plan 2013-2015.pptx

12