Old Palm Golf Club - Vision 2025

Vision 2025 Strategic Plan   Old Palm Golf Club  March 2020 

PART IV.

POTENT IAL SOLUT IONS TO ADDRESS CHALLENGES ( cont i nued )

Strategic Initiative: Exceptional Member Programs Continue to provide exceptional programs that create life experiences beyond expectations. Strategies:  Offer relevant and engaging programming.  Encourage interaction among our interesting and welcoming membership.  Make the Club the members’ favorite gathering place.  Support members’ pursuit of fitness, wellness and healthy lifestyles.  Build year-round use and value.  Assure members are well-informed about our programs and activities. Action Plans:  Continue to provide high quality and consistently presented food and beverages supported by friendly, professional service so that Old Palm is one of the membership’s favorite places to socialize and dine.  Refresh menu to better communicate/highlight varying food options.  Address member survey feedback on what would cause them to dine at the Club more frequently, including: o More value priced menu options, and o Theme dinners or international cuisine.  Wine Program: Review and revise the Club’s wine program to increase engagement, leverage the significant interest in wines and increase members’ perception of value in this program. Potentially, offer wine for sale to members through the Club (compliance with State law).  Casual Dining: While awaiting development of the new bar and casual dining venue that will be part of the Facilities Enhancement Plan, explore ways through programming and periodic policy modifications to meet member expectations for a casual dining experience and more relaxed dress in select areas.  Concierge Services: Formalize and more effectively communicate the Club’s concierge services in support of the vision of supplying extraordinary experiences. This could include special activities and social events at the Club, opportunities to attend special events in Palm Beach County, golf and other trips and other curated experiences.  Expand the organization chart to include a Program Director to oversee and regularly update member programs. Responsible: General Manager and Program Director in place by end of 2020 Timing: Experience Improvement: Ongoing o More diversity on the menu, o Small plate menu options, o Very casual grab and go foods, o More healthy/vegetarian options,

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