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The Board is responsible for establishing the policy and strategic direction for the Club. This is formalized in a Strategic Plan that is updated periodically and presented to members for approval.
“To provide an excellent golfing and/or social experience for everyone using Russley Golf Club or the Russley Function Centre”
A distinctive tree lined and lake landscaped course rated as the top club course in Canterbury in terms of golfing challenge, course presentation and playing conditions, club house facilities, club competitions and offering a professional, hospitable and welcoming environment.
- Members golf club not a resort
- Respect and build on history, not bound by it
- Egalitarian culture rather than elitist
- A good community citizen
- A desire to remain pre eminent in golfing circles
- A “thinking” parklands type golf course
- Dual business, golf club and function centre
- Innovators, leaders in the industry
1.1. Goal. Ensure a high standard of communication and service levels for members.
1.2. Objectives.
- Conduct regular surveys of different members groups
- Conduct members focus groups
- Quarterly club publication
- The annual members handbook distributed on time
- New members properly introduced and inducted into the club
- Members attendance at general meetings encouraged
- Implement social programme
- Regular and effective use of notice boards, plasma screen and table flyers
- Website kept up to date and relevant
1.3. Key Performance Indicators.
- Develop a targeted communication plan (surveys and focus groups for different membership segments) by September 2005
- Find a successor for the present Greentalk Editor by September 2005
- Develop and implement a “buddy” system for introduction of new players by March 2006
- Get email addresses for 50% of the playing membership by September 2005, 75% by September 2006.
- Attract 120 members minimum to each general meeting
- Purchase a projector and use leader board technology to display results in the Main Lounge on members competition days by September 2005
- Establish a Social Committee to investigate and run various member group social events and organize a members mid winter Social evening each year as the main annual social event, commencing in 2006.
- Relocate Main Lounge notice board to a more convenient location by September 2005.
- Upgrade web site by September 2005.
2.1. Timetabling and Course Access.
2.1.1. Goal. Optimise use of the course whilst maintaining high quality course condition.
2.1.2. Objectives.
- Timetabling and course access improved with the introduction of a tee booking system
- Amount of course traffic targeted to achieve the right balance between play time and maintenance/fallow time
- Corporate and sponsors tournaments regulated
- Starting and marshalling improved
- Course maintenance improved
- Host a significant national event every five years
2.1.3. Key Performance Indicators.
- Computerised tee booking system to be introduced by September 2006
- Promote improvements to the Golf AutoScore card to allow “ pace of play” information to be included as appropriate by September 2006.
- Course traffic restricted to 40,000 rounds per annum by September 2007
- Number of green fee rounds (including corporate/charity events) to be under 5000 by September 2007
- Reduce Monday “outside” corporate/charity events to a maximum of 10 per annum by the end of 2006
- A maximum of 8 Friday sponsors events per year
- Develop and implement a marshaling regime using two way radios by September 2005
2.2.1. Goal. To provide a professional bar and catering service in an attractive, intimate and relaxed setting for members, visitors and function guests in a manner that optimizes bottom line contribution.
2.2.2. Objectives.
- Layout of clubhouse and outdoor areas enhanced
- Catering and bar services extended
- Website marketing improved
- Members extended use of facilities encouraged with bar and catering services priced at “moderate” club levels
- Function guests use of facilities enhanced
2.2.3. Key Performance Indicators.
- Retain catering margin at a minimum of 65% and improve catering bottom line contribution by 10% annually over the next 5 years
- Improve overall bar margin to 55% by September 2007
- A range of reasonable, good “price point” breakfasts and meals available in the main lounge on a continuous basis from September 2005
- Direct market regularly to the immediate neighbourhood to use the Main Lounge as the local café and restaurant commencing September 2005
- Investigate the redevelopment of the lounge as regards the establishment of a members library/internet area, lighting and furniture, extension of the members bar and soundproofing between the Main Lounge and the Function Centre by September 2007
- Provide the option for members to purchase using pre paid accounts that attract a discount, by September 2005
- Refurbish and provide lockers for the Men’s locker room by September 2007
- Installation of water feature off terrace to be done by September 2005
2.3.1. Goal. To provide a respectful and professional “front door” retail sales and service offer to members and visitors from a modern pro shop.
2.3.2. Objectives.
- Layout and merchandising of pro shop and surrounds upgraded
- Custom club fitting service provided
- Meet and greet, starting, marshalling and the supervision of the practice range carried out diligently and professionally
- Provision of a high quality coaching offer, with the use of the latest technology, available to members and visitors
2.3.3. Key Performance Indicators.
- Meet budgeted net profit by September 2006
- Complete a new shop fit out and re merchandise the pro shop by September 2006
- Provide custom club fitting service by March 2006.
- Establish marshaling regime with two way radios by September 2005
- Provide a comprehensive coaching service to junior and interclub players by September 2005
2.4.1. Goal. Optimize a positive club spirit within equitable and relevant membership categories and implement training and development programmes to enable members to reach their potential
2.4.2. Objectives.
- Club membership category totals agreed and profiled.
- Club players are successful competitors in local and national competitions
2.4.3. Key Performance Indicators.
- Complete a feasibility study on simplifying membership categories including ;
- doing away with “men” and “women” and just having “members”
- family packages
- having a 25-45 years of age membership which is a combination of a sub and green fees by September 2006.
- Investigate our current membership and our membership needs and implement a programme to attract the desired profile of players by September 2006
- Investigate methods whereby members (at differing levels) are able to be offered programmes to help them develop their golf game by September 2007
- Develop a successful Junior Development Academy to coach and assist players to achieve successful tournament results by September 2006.
- Implement comprehensive coaching and training regimes for all interclub players by September 2006.
2.5.1. Goal. Optimize profitability by achieving prudent financial goals whilst looking for opportunities to improve the members return on investment.
2.5.2. Objectives.
- Income and expenditure benchmarks set
- Budget targets agreed and monitored
- Capital investment in line with depreciation
- Establish new revenue sources for the club which are compatible with the Club’s overall strategy
2.5.3. Key Performance Indicators
- Subs increases to be equal to the CPI at a minimum
- Green fee income to be 20% of the annual subs income whilst achieving the reduction in course traffic specified under 2.1.3.
- Ensure that a minimum operating cash surplus of $100,000 is achieved each year
- Set the criteria for capital expenditure and develop a 10 year capital expenditure programme by September 2005
- Focus on and establish the options for the development of the “plantation” land over the next three years
2.6.1. Goal. To ensure that good employer best practice is met.
2.6.2. Objectives.
- To achieve a work place environment where people aspire to work
- Ensure all staff are imbued with the quality service culture that is seen as necessary to achieve our vision
- Ensure that all staff are trained to their optimum potential to help achieve this service level
- Ensure that the administrative expertise built up in the club is used effectively for the benefit of members
2.6.3. Key Performance Indicators.
- Establish and institute a staff induction programme for all catering and bar staff by September 2005
- Establish a comprehensive catering and bar operations manual by September 2006
- Establish an induction programme and operations manual for the administration area by September 2006
- Establish an induction programme and operations manual for the green keeping and pro shop area by September 2008
- Investigate the prospect of “franchising” the golf club management system by September 2008
- Ensure that staff remuneration is comparable to our main competitors within the golf industry
- Progress the Course Superintendent, the Assistant Course Super, Catering Manager and Office Administrator through a structured management programme over the next three years
- Ensure that the Office Administrator continues tertiary studies to completion by September 2008
- Ensure that all staff are formally appraised annually by their supervisor and their development needs established
- Investigate employing a mechanic/green keeper as the seventh green keeping staff member
- Investigate employing a part time gardener by September 2006.
2.7.1. Goal. To meet all statutory, environmental, health, safety and hazard requirements.
2.7.2. Objectives.
- All assets and operational risk are insured adequately
- That a proper health and safety regime is in place to meet the statutory requirements and an environmentally sensitive culture is nurtured
- That the course and clubhouse environs are a safe and risk free environment for staff and members
2.7.3. Key Performance Indicators.
- Ensure that the Health and Safety Committee meet quarterly to review hazards, incident investigation, hazardous substances requirements and other safety issues.
- Undertake a second audit by ACC to achieve secondary compliance with their requirements and achieve an ACC premium reduction by September 2006
- Ensure that the appropriate insurance is renewed annually
- Establish, communicate and implement protocols for players approaching green keepers working on the course, by September 2005
3.1. Goal. Maintain the highest possible standard of course presentation, ensuring that maintenance is adequately financed, timetabled and monitored.
3.2. Objectives.
- To develop and maintain the best club course in Canterbury by September 2009
- To establish a “thinking” course to compensate for our length limitations
- To ensure that the course is able to be played and enjoyed by “bogey” players and “scratch” players
- To ensure the course is developed in line with its natural landscape while maintaining its parklands identity by ongoing tree removal and planting
- To ensure that we provide first class practice facilities for all players
3.3. Key Performance Indicators.
- Implement an agreed annual renovation and course project regime by September 2006
- Complete standard guidelines for the course maintenance/renovation including annual spend, capex requirements and standards for greens, fairways, tees etc by September 2006
- Implement the course Master Plan approved by members at the 2004 including:
- 18 consistent quality greens
- a contingency plan for hole 16
- improved safety standards
- the new 18th for play by October 2006
- Upgrade the practice fairway by September 2007 including:
- establishing target greens on the range
- rebuilding the chipping and pitching greens
- leveling and re sowing the range fairway
- Complete the limbing up of all pines by September 2007
- Continue an ongoing tree removal and planting programme
- Upgrade assembly area and pro shop surrounds by March 2006.
- Investigate the feasibility of developing the practice fairway including floodlighting and covered hitting bays by September 2006.
4.1. Goal. Have excellent relationships with the local community, the golf community, sponsors and third party suppliers whilst maintaining continuity of supply of goods and services at competitive market prices.
4.2. Objectives.
- Continue to have a core group of main sponsors and hole sponsors supporting and contributing to the Club
- To maintain continuous relationships with our suppliers of goods and services as far as is feasible and business like
- To be seen as a responsible and contributing member of the golfing and local community
4.3. Key Performance Indicators.
- Ensure that our existing six main sponsors feel appreciated and involved so as they renew their contracts by September 2005
- Gain one more main sponsor to join our existing six main sponsors by September 2006
- Ensure we have 18 hole sponsors each year
- Explore the prospect of a sponsor/sponsors (new or existing) funding the development of the practice fairway by September 2006.
- Ensure that we apply for available pub charity and other community trust money each year to a level of $20,000pa
- Ensure that identifiable and sound projects receive sponsors funds
- Formalize a clear advertising/marketing strategy by September 2006
- Establish closer relationships with the Christchurch Airport Authority and the City Council
5.1. Goal. To develop a culture of awareness and performance improvement through the optimal use of computer and other technology.
5.2. Objectives.
- To effectively use the best technology available to provide the offer and standard of service inherent in our vision
5.3. Key Performance Indicators.
- To install new point of sale and back office systems in the two bars, the café and the pro shop by September 2005
- To introduce a system of member purchasing via a mag stripe on their membership cards from pre paid accounts (with some loyalty/discount component built in) by September 2005
- To install a computerized tee booking system in conjunction with the pro shop upgrade by September 2006
- To incorporate the green keeping computers into the existing clubhouse “network” by September 2005
- To investigate the use of “tracking” technology for use in course access and marshalling by September 2007
- To put an internet connection in the Club house for members use by September 2007
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