Old Palm Golf Club - Vision 2025

Vision 2025 Strategic Plan   Old Palm Golf Club  March 2020 

PART I I I .

STRATEGIC INI T IAT IVES

Based on their review of industry and local conditions and internal data on membership, the Board identified the following issues as the strategic initiatives that Old Palm will need to address in the future to fulfill the vision of providing exceptional experiences:  Master Facilities Enhancement Plans o Develop master plans for the golf course, clubhouse and recreational amenities to support our Mission as an outstanding golf and social club. Engage the membership in the process of reviewing, refining and prioritizing the plans to assure they are responsive to our needs and to generate strong support for implementation.

 Exceptional Member Programs

o Continue to provide exceptional programs that create life experiences beyond expectations.

 Funding Our Future o Develop and communicate to members a plan for managing our resources to fund annual operations, annual maintenance and major repairs and periodic facility improvements while maintaining high perceived value among our membership.  Cohesive Membership and Marketing Plan o Insure a financially viable club by developing an external marketing and communications strategy.  Communications to Drive Engagement o Upgrade and contemporize all internal and external communications to drive engagement among our members and to maintain a positive image of our brand among leading clubs and communities.  Responsive Governance and Management o We are committed to having a governing Board, effective Committees and professional operating management as the organizational approach best suited to accomplishing our long-term goals. Our management team is effective, flexible and agile and populated with strong leaders in key areas, working together to adapt and respond to the varied desires of our membership segments and the continually changing nature of our business.

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