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
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Strategic Plan, 2013-2015Status ReportAnnual Meeting
August 26, 2012
Eagles Mere, Pennsylvania Slide2
Strategic Planning at
“The Country Club”Slide3Slide4
“Never, ever, think outside the box.”Slide5
EMCC Strategic Planning Process9/7/2012
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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
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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
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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
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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
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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
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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
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Key Strategic Issues and Proposed Goals9/7/2012
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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
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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
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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
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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
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