Old Palm Golf Club - Vision 2025

Vision 2025 Strategic Plan   Old Palm Golf Club  March 2020 

INTRODUCT ION

Old Palm Golf Club is a premier golf and social club in the beautiful Old Palm residential development. Since assuming control of the Club in the fall of 2019, the leadership has been working to clarify the Club’s strategy and operating model to assure its success. The Club has many wonderful assets, has a strong financial position, is led by an excellent and dedicated staff and is supported by favorable trends in lifestyles. It is comprised of members who love the Club and are highly committed to recruit their friends and families to become members. The purpose of the Strategic Plan is to serve as a roadmap to guide current and future leaders in their efforts to preserve and enhance the Club. It is the plan to inform action plans in key areas. The Board and management have invested considerable time and effort in the development of this plan. We carried out a comprehensive survey of the membership to identify the degree of member satisfaction with existing facilities, programs and services, as well as perceived future desires and goals. We met with industry experts to understand the private club environment today and the trends likely to impact us in the future, and to review how other premier clubs are addressing these trends. We also conducted a comprehensive assessment of the strengths and weaknesses of our Club and identified the opportunities ahead of us and the threats we need to counter. Based on this information, the Board identified the key issues we are facing or may face in the next several years and outlined potential actions for how we would utilize our strengths to capitalize on the opportunities open to our Club so we can attract and retain members that appreciate the quiet elegance and premier aspirations of our wonderful club and community. The Board and management have accomplished a lot since assuming control of the Club in October 2019. Major initiatives include:  Completed the turnover, including final financial reconciliation to achieve member-controlled status.  Developed the 2020 operating and capital budget.  Resolved and instituted reimbursement plan for member legal & turnover contributions.  Completed a financial analysis that resulted in significant reduction in 2020 dues.  Formed Club Committees, which include over 10% of membership.  Interviewed and retained professional advisors for legal, accounting and other departments.  Completed a comprehensive member survey to measure satisfaction and future needs.  Completed long-term Strategic Plan, including new Vision and Mission statements, to set our direction and guide our investments over the next few years.  Formed a Long-Range Planning Committee to develop specific solutions resulting from research and member survey feedback.  Ongoing response to the Coronavirus pandemic including Club activity restrictions, varying financial scenarios, member food service support and focus on well-being of our employees. We look forward to continued progress in the year ahead, with a strong focus on an ever-improving member experience and developing plans to our long range plan. As you will see in the Strategic Plan, we are committed to engaging with the membership throughout this process. Respectfully, The Board of Directors  Revised bylaws and held successful membership approval vote.  Completed reviews and new compensation plans for senior staff.  Developed and approved renovation plan for practice facility.  Developed first draft of options for golf course renovation.

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