MARYBOROUGH GOLF CLUB INFORMATION NIGHT
Important Notes Please leave any questions to the conclusion of the Presentation. This Presentation will be available from tomorrow on the Club Website and in hard copy at the Members Bar and Administration Office Any questions in relation to the Club development should be directed in writing to development@maryboroughgolfclub.com.au or delivered to the Administration Office. These will be answered in a timely manner and the question and answer will be placed in the FAQ section that will accompany the Presentation on the website. The confidentiality of the writer will be respected at all times. Date of a Special General Meeting will be set by the Board at a meeting following the Presentation. Members will be advised accordingly.
Current Situation Registered Club Industry Small to medium clubs struggling to maintain their own identity due to amalgamations and closures. Rising costs putting pressure on membership fees. Competition in the gaming market reducing income stream. Clubs that operate under traditional “club operation” in trouble as the shortfall is met by rising membership fees. Social , demographic and commercial changes in the Club Industry have put pressure on traditional operation models.
KPMG as part of their 2016 Clubs Census made the following observation Bowling Clubs and Golf Clubs have facilities that require significant investment and ongoing maintenance as part of their primary mission. Changes in the level of demand for these facilities may impact the sustainability of these Clubs. In 2015 the highest proportion of clubs exhibiting signs of financial distress or serious financial distress were Golf Clubs & Leagues Clubs. The lowest signs were exhibited by RSL Clubs & Community Clubs.
Current Situation Registered Club Industry Combating the Challenges Diversify income base Decrease reliance on Gaming Revenue Make full use of Club assets. Ensure that Club is operating competitively Be mindful of a change in trends Become Community based. Ensure that a future plan and direction is in place Implement strategies to drive more traffic through the doors (food, community involvement) .
WE ARE AT THE CROSS ROADS
Current Bowls & Golf GOLF & BOWLS 400000 350000 300000 250000 200000 150000 100000 50000 0 INCOME EXPENSES
Revenue from Core users GOLFERS BOWLERS Golf M’Ship $555 212 Bowls $111 54 Membership Our average $360.84 Our Average $105.30 -Golf Link $3.00 -Bowls Victoria $62.64 - Golf Vic fee $59.13 -Goldfields $13.00 -Ballarat Dist $4.40 Bowls Fee $75.64 $66.53 Total Average $29.66 Total Average remaining per remaining $294.31 member per member Total Income $1601 Non Golf Link 68 263.81 available to Total Income $80,289 Club from available to Memberships Club from Memberships
Background Strategic Plan Process May 2016 the Club embarked on a Strategic Plan Process as follows Workshop held with Participants Information collated and in consultation with the Board a draft Plan produced Reported back to the initial workshop attendees with draft Strategic plan to get further feedback and additional information Strategic Plan ratified by the Board Strategic Plan released to Members Strategic Plan implemented Strategic Plan reviewed by the Board January 2017 Review by original Strategic Plan participants Nov 2017
Strategic Plan Vision Statement To make our Club the Club of choice by providing an entertainment facility that caters for the community
Strategic Plan Mission Statement Provide a facility that appreciates our members,encourages participation,welcomes the public and supports the local community whilst seeking continual improvement.
Challenges identified in the Strategic Plan Process These Challenges exist for most Golf & Bowls Clubs Australia Wide Reining in escalating costs. Reversing falling revenues Dealing with ageing infrastructure (especially Clubhouse) Adequate water supply Diversifying income base so as not to be reliant on fees to survive.
Objectives of the Board via Strategic Plan Ensure that Maryborough Golf & Bowls Club continues to provide first class facilities Future Proof the Club so we are not reliant on income from membership and playing fees and are able to minimise membership increases Establish the Club as a diverse Sporting & Community Club to service the Maryborough region. Make improvements to the Clubhouse facility to ensure that the above objectives are met.
Improving the Clubhouse Points to consider Ageing Kitchen facilities that are presenting on going problems. Toilet facilities that are in poor condition Club ambiance Make the Club Multi Functional Fit the Clubs Financial Capability
What do we hope to Achieve? Bring the Club Facilities up to an acceptable competitive standard Have a Clubhouse that not only services our members but services the whole community A Club that supports its core sports of Golf & Bowls but also embraces other sports and community organisations Able to increase our income base. Build a foundation from which to grow Futureproof the Club operation
Time Line May 2016 Strategic Plan Workshop July 2016 Strategic Plan published Nov 2016 Investigate Clubhouse options Feb 2017 Engage Architect to look at Masterplan April 2017 Masterplan presented – Board asked for modifications August 2017 Board decide that Masterplan is beyond financial capability. Architect asked to produce new plan based on need & capability October 2017 New Plan submitted to Board- approved in principal. Discussion with Banks Nov 2017 Review of Strategic Plan by workshop participants. New Club plan viewed. Jan 2018 Information Night for Members Feb 2018? Special General Meeting to vote on funds for development.
Benefits of Project Update facilities to better reflect our standing in the community Install a sense of pride in the members Make the Club more competitive Deliver upgraded facilities that will lead to an increase in income streams outside Golf and Bowls revenue. Increase revenue without impacting on members
Financial Due Diligence has been undertaken on this project and reflects an ability to repay the Loan based on current trading results and future trends. Full costing will be provided as part of the Special General Meeting presentation. Good potential for further increases in function trade as well as general bistro trade.
Presentation Andrew Fedorowicz F .R.A.I.A
DEVELOPMENT OF MARYBOROUGH GOLF CLUB STAGES 1-5
PROJECT COST ESTIMATES Kitchen Facility $400,000 New Toilets x 2 $150,000 Relocate Administration $110,000 Car Park $250,000 Club House & New Alfresco $395,000 Consultants,site costs,Construct Margin $200,000 Build estimate $1,505,000 Carpet, Furniture Etc $100,000 Contingency $295,000 Project Cost $1,900,000
Where to now? Special General meeting to be called by the Board to seek permission of Members to fund the project. Consultation with golf members through Golf Committee and Greens & Match Committee in relation to changes of the course to accommodate the project. Tenders called for project Start project.
QUESTIONS
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