Wednesday 23 March Clubhouse, 6pm What is the Strategic Plan? A 5 - PowerPoint PPT Presentation

Wednesday 23 March Clubhouse, 6pm

What is the Strategic Plan? A 5 year view of the Club’s overall business: 2016 actions firm but not final until Board-endorsed o o Expense initiatives endorsed as a block - done o Capital projects approved individually 2017 – 2020 actions represent “current intent” o o Varied as priorities & funding constraints become clearer Each quarter, Board reviews progress against the Plan o In Q4 each year, the Strategic Plan is refreshed, and firm o plans for the following year are endorsed

Why have a 5 Year Strategic Plan? Ensures routine check of compliance with Mission and o relevance with Members Ensures continuity of development despite changes in o administration Provides impetus and structure to address market changes o that impact club viability and member satisfaction Provides certainty and authority to get things done o A 5 year window encourages achievable objectives, and o aspirational goals, and a roadmap to reach them

What it is not? The 5 year Strategic Plan is NOT: Complete. Further communication and validation activities o will provide opportunity for member feedback and input. Cast in bronze. It is a living document that will be varied o with changing financial position, market conditions, extraordinary events, and member expectations. A constraint on the Board or Management. It is a roadmap o which can always be varied to respond to roadblocks, opportunities, or even new mission/vision.

Strategic Plan Approach Our approach to developing the plan is to: Go back to basics. Build the plan from scratch. o Develop a draft using Board and Management input o V alidate and modify based on Members’ feedback o … Starting with our Mission Statement Current Mission: “ To delight members with a quality golf complex and professional services in a most courteous and relaxing environment.” Proposed Mission: “To satisfy members’ and market demand by continuing to evolve Indooroopilly Golf Club as an Australian first- tier golf facility for members and guests.”

Strategic Plan Process/Structure Proposed Mission: “To satisfy members’ and market demand by continuing to evolve Indooroopilly Golf Club as an Australian first-tier golf facility for members and guests. ” Long term success demands that we excel in 4 Key Areas: 1. Consistently high-quality golf & leisure complex 2. Loyal membership and guest base 3. Strong and effective management of the business 4. Financial strength and governance Each area divided into several categories for more granularity.

Strategic Plan - Member Feedback Member engagement is critical to the Strategic plan. By end-May, the Board will publish a summary of the draft o 2016-2020 Strategic Plan. Members will be invited to provide comment and input to o the Board in any area of the plan. A sub-committee will consider all feedback and an amended o plan will be put to the Board in June. By end-July, an amended summary will be published. o Member input/comment/feedback on the Strategic Plan is o ALWAYS welcome, even now, and even beyond publishing. It is a living document.

Beyond 2020 The golfing world is changing and that provides our Club with a number of challenges and opportunities. Vision Statement (Example): “By 2022, Indooroopilly Golf Club will become the premier golf club, sport and leisure facility in Brisbane” In 2016/17, we will conduct market research and internal studies to determine what we want to be in 10-20 years. The Strategic Plan will be updated accordingly.

1. Revenues trending up 2. Continued cost control 3. Modest capital spending 4. Improved product and service 5. Increased Repairs & Maintenance 6. Membership numbers down

2015 2014 2013 2012 Revenue 9,210 9,035 8,804 8,856 EBITDA 918 999 901 505 Net Surplus/Deficit 54 23 290 737

2015 2014 Income $’000 3,859 3,917 OMEs 1,147 1,178

2015 2014 Golf Shop 216 223 Green Fees 457 494 Competitions 89 89 Corporate Golf 362 348 Coaching 49 39 Carts -64 -38 TOTAL EBITDA 513 624

2015 2014 Poinciana Bar 817 712 Member Functions 39 18 Corporate Golf 179 169 Functions, Seminars & 311 392 Weddings TOTAL EBITDA 97 61

End 2015 Member Accounts 109 Entrance Fees 195 Trade 18 Total 322

• Exterior and Interior Painting. • New Electrical Switchboard. • New Hot Water System. • New Air Conditioning Units. • New Furniture in Lobbies and Poinciana. • Gardens Renewed. • New Pathway from Car Park. • Significant tree and shrub planting. • Coldroom Compressors CAPITAL EXPENDITURE: $305,000

• IGC Governance Charter – Substantive update of the version developed by Craig Eastwick – Defines respective roles, responsibilities and authorities of the Board of Directors (as a collective and individually) – Defines the role of the CEO including a decision matrix defining the relationship between the Board and the CEO

• IGC Governance Charter – Defines Board processes – Terms of reference for the various committees Finance; Membership; Match and Course Remuneration and Nominations Ladies Committee; Policy, Procedures and Risk – Published on the IGC Website

• Risk Policy, Risk Appetite Statement, Risk Management Plan, Risk register; • 15 policies covering Human Resources, Finance and business operations

Provides the Board with recommendations and decisions for matters relating to the playing of golf at IGC and to the presentation of the course to satisfy members’ and market demand by continuing to evolve IGC as an Australian first-tier golf facility for members and guests. 23

 The M & C Team Brad Whiting – Vice Captain Felicity Seeto – Ladies Captain Terri William – Ladies Vice Captain Laurie Acreman – Board Member Peter Holmes – Board Member Brian Fitzpatrick – Member Representative Maurice Holland – Acting CEO Charlie Giffard – Course Superintendent Jo-Anne Atkin – representing Golf Operations 24

 Planting of a large number of trees and shrubs as a result of the major storm activity in 2014 & early 2015  Fixing the “small things” to provide members and visitors with a much improved overall presentation of the course.  Member safety – providing better access to the tee boxes, greens and remove congestion areas on the course  We commenced work on a new practice area at the right of Red 5 quality facility for approach shots from 90 metres into a green and bunker area 25

…..  Levelling out and aesthetically improving the standard and presentation of the tee box and surrounding area  Bunker Programme – After considerable testing we introduced a sand replacement for Gold nine (PGA approved). Present the same sand on all greenside bunkers on all four nines.  Our bunker programme is not limited to sand replacement alone, it has also involved improving drainage, rematting of some bunkers and returfing of edges. eg. Reconstruction on Gold 4  In early 2015 our “green nursery” was established and is now operational. 26

 The Ladies Committee working with Golf Operations and Golf Qld started the Ladies Let’s Golf Program this year from Level 1 through to Level 4 – non threatening attracting new members.  Continue the successful and popular 9 hole Birdies & Bubbles on a Friday afternoon  The “Birdies Newsletter” to keep our ladies informed of what’s happening around the club.  In 2015 the ladies introduced their first Interclub Challenge against Brisbane. Similar events are planned in 2016 with Brisbane and an expanded challenge with other clubs. 27

 A continued focus to provide and maintain our course as a premium facility we can all be proud of.  The completion of the Bunker programme commenced in 2015.  Continue to improve and fix the small things  Completion of the new practice area complete with an authentic green located between Red 5 and Red 6  Water is an essential requirement for all Golf Courses. As identified in our Strategic Plan we believe it is necessary to review our Water Management plan to ensure it protects protect our most important asset against drought.  We must operate within budgets – cannot do everything. 28

We are an efficient Operator Manpower FTE's Course maintenance staff per hole 1.20 1.10 1.00 1.00 0.85 0.83 0.80 0.80 0.72 0.66 0.60 0.60 0.55 0.50 0.40 0.20 0.00 NSW The The Grange Royal Pymble Brisbane Brookwater Brookwater Twin Waters IGC Australian (36 holes) Queensland Summer Winter (36 holes) Notes (1) Source CEO IGC (2) Pymble 2 x Casuals 20hr pw (3) Grange 2 x seasonal Gardiners (4) IGC Gardiner 3 day pw (5) Twin Waters mechanical contracted 29