Canmore Golf & Curling Club - Business Plan 202019-202120
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Canmore Golf & Curling Club
Business Plan
202019-202120
www.canmoregolf.net
info@canmoregolf.net
Ph: 403-678-4785
Toll-free:1-877-678-5959
1Table of Contents
INTRODUCTION ..........................................................................................................3
1.0 BACKGROUND ..............................................................................................................3
1.1 STRUCTURE ........................................................................................................................3
1.2 PROPERTY ....................................................................................................................... 43
2.0 MISSION STATEMENT ................................................................................................ 43
2.1 Vision Statements ..............................................................................................................4
3.0 GOLF AND CURLING MARKETS .................................................................................... 54
3.1 TRENDS ........................................................................................................................... 54
3.2 CANMORE GOLF MARKET ............................................................................................... 65
3.3 CANMORE CURLING MARKET ......................................................................................... 76
3.4 GOLF MEMBERSHIP ........................................................................................................ 87
3.5 CURLING MEMBERSHIP .................................................................................................. 97
3.6 OPERATIONAL ISSUES ..................................................................................................... 97
4.0 FINANCIAL TRENDS ..................................................................................................... 98
4.1 OPERATIONS OVERVIEW.............................................................................................. 108
4.2 INCOME......................................................................................................................... 108
4.3 OPERATING EXPENSE .................................................................................................... 119
4.5 EXCESS INCOME OVER TOTAL EXPENSES...................................................................... 119
4.6 LONG-TERM DEBT ......................................................................................................... 119
5.0 CAPITAL PROGRAMS .............................................................................................. 1210
5.1 ..................................................................................................................................... 1210
FUNDING ........................................................................................................................... 1210
5.2 LONG-RANGE PLANNING – CAPITAL PROGRAMS ....................................................... 1210
5.3 CAPITAL RESERVE ........................................................................................................ 1311
CONCLUSION ............................................................................................................... 1311
APPENDIX: VISION STATEMENTS AND CHARACTERISTICS ...................................... 1412
2INTRODUCTION
Canmore Golf & Curling Club Business Plan 2019-202020-2021, approved August
October 202019.
This document incorporates a five-year business plan for the Canmore Golf & Curling
Club (C.G. & C.C.), applicable through to 20232-20243 and approved annually as part of
the budget process. The Executive Committee makes changes as needed. Factors
considered in an annual review include:
• Changes that occur in the golf market.
• Provincial economic status and Provincial health regulations / guidelines.
• Membership interests.
• Operational priorities.
• Long-term capital programs required to maintain and develop club facilities.
This business plan focuses on:
• The C.G. & C.C. Mission and Vision Statement.
• The Canmore golf market.
• Financial trends.
• Significant operating issues.
• Long-term capital programs.
• Opportunities outside golf and curling.
SPECIAL CONSIDERATION for Fiscal 2020-2021
On March 15, 2020March 15, 2020, the Alberta Government declared a public health
state of emergency in response to the Covid-19 global pandemic, requiring the shutdown
of restaurants and recreation facilities. Through the summer of 2020 these restrictions
were gradually lifted, with changes to the services provided, numbers of people allowed
to gather, operating policies and procedures, etc. At the time of updating this Business
Plan, the Province is at Relaunch Stage 2, limiting gatherings depending on the type and
requiring heightened attention to personal protective equipment and cleaning protocols.
The Canmore Golf and Curling Club takes seriously the responsibility to ensure the
health and safety of staff, members, and guests. Weddings, tournamentstournaments, and
other events have been cancelled or scaled back where necessary, and expenses increased
to ensure safety.
The results of the fiscal year ending October 31, 2020 are expected to below budget,
though supported by government subsidy programs, however the full extent of this is
unclear at this time. Projections for the upcoming fiscal year are difficult because there
are many unknowns with respect to revenue options.
1.0 BACKGROUND
1.1 STRUCTURE
In 1988, the Canmore Golf Association and the Canmore Curling Club amalgamated to
form the Canmore Golf & and Curling Club—a non-profit society under the Societies Act
3of Alberta. C.G. & C.C. is governed by an Executive Committee that is elected annually
by Privileged Members Certificate (PMC) holders, in accordance with C.G. & C.C.Club
bylaws.
The club is governed by a set of Bylaws and Policies, bylaws are approved and amended
by a vote of PMC holders. Policies are approved and amended by the Executive
Committee as required during monthly Executive Meetings.
The Executive Committee and sub committees, as established by the Executive
Committee, review Policies, Bylaws, Business plans and Financial statements on an
ongoing basis. A review of governance practices will take place to ensure the
organization if providing quality leadership in the ever changing business and financial
environment.
The Executive feels that the , Rrecent pandemic implication has initiated the need for a
Business continuity plan to be developed. The intention is to have this plan completed
during the winter of 2020-2021.
1.2 PROPERTY
C.G. & C.C. holds a Head Lease from the Province of Alberta for all land between the
Canmore Recreation Centre property line and the end of hole #4, and from the CPR
tracks to the Bow River. This lease expires May 31, 2054, in accordance with agreements
signed by the Canmore Golf & Curling Club and the Province of Alberta.
2.0 MISSION STATEMENT
To provide and maintain the best quality golf and curling opportunities for all members
of the Canmore Golf & Curling Club, at a reasonable and affordable cost.
This mission statement includes the following considerations:
• Provision of excellent golf and curling at a reasonable price for members, juniors,
residents of the Bow Corridor and visitors.
• Community responsibility.
• Quality and excellence as a constant goal in service.
• Sensitivity and responsiveness to market trends.
• Environmental awareness.
2.1 Vision Statements
Overall Club Operations
To provide an outstanding golf and curling experience, and a general sense of belonging.
Service will exceed customer expectation.
Food and Beverage
To provide a food and beverage operation that is beneficial and desirable to members,
guests, and for successful wedding parties, banquets and special functions.
4Grounds
To provide the best quality golf course and practice conditions, and to exceed golfer
expectations.
Pro Shop
To provide a full range of professional services to golfers, including a welcoming pro
shop, driving range, equipment, rentals, repair, lessons, starters, marshals, tournament
organization and retail sales.
Administration/Membership
To ensure that all records (financial, board minutes, membership and tournaments) are
accurate, timely and secure. To provide effective communication with members, staff and
public.
Curling
To offer curling opportunities that encourage continued support and growth with high-
quality service and facilities.
3.0 GOLF AND CURLING MARKETS
3.1 TRENDS
The demand for golf has increased as a result ofbecause of the Covid lockdown because
locals and members are unable to travel and have few recreational options.
Presently, C.G. & C.C. enjoys the benefit of having a waitlist for golfers, but attention
must continually be directed to the general state of the industry. Excluding this year, In
other areas, golf courses are closing, and many strugglestruggles to fill tee times, attract
tournaments and meet membership quotas.
Other current trends include:
• Excellent golf courses within the Canmore area target the local and regional
tourist markets, thus provide increased competition, but at prices substantially
higher than C.G. & C.C.
• The demand for corporate events has decreased over past years (i.e. there are
fewer events traveling outside of Calgary to find a venue).
• Weddings and outside events are increasing as a valuable source of income.
• Demand for weddings in the Town of Canmore are exceeding venue supply. This
is an excellent opportunity for C.G. & C.C. to pursue.
• The Executive Committee should balance the wants of the members and access to
the clubhouse with financial impact.
• Increased hotel and convention space in Canmore, which means potentially more
golfers, but also increased competition.
5• With 2020 increased demand for tee times, Executive must look for a balanced
approach with respect to tee time access. Consideration should be examined to
management outside play with members demands. i.I.e. value of open and
interclub events.
• Fairness of tee time booking system should also be a member priority.
• At the beginning of the covid restrictions and golf season, there was a strong
sense that, revenues could be much lower than budget. The federals government
introduced several employment driven incentives for companies to maintain
staffing numbers and assist with declining revenue.
• Due to a decline in early season business, group events, opens and weddings, we
were able to qualify for these programs. Canmore Golf and Curling Club has
received substantial funding from the Canada Emergency Wage Subsidy.
• We alsoagain benefited from a student grant program for the Maintenance
department. This we have received in the past. as in past years.
• During 2020-2021 we will not be including any funds from any government
programs.
Formatted: List Paragraph, Bulleted + Level: 1 + Aligned at:
0.63 cm + Indent at: 1.27 cm
In Alberta, provincial and federal public health mandates must be diligently monitored
for the potential impact that amendments in policyregulations may have on course
operations. Specifically, increased minimum wage may cause an increase in overall
expenses (i.e. several C.G. & C.C. employees are paid close to minimum wage; an
increase in minimum wage could place the club’s entire wage structure under pressure).
As wages increase, associated expenses also increase (e.g. health care, Canadian Pension
Plan, Employment Insurance and holiday pay)—all considerations for the
employer.Specifically, operating expenses (golf supplies, signage, personal protective
equipment, etc.) have increased considerably to comply with provincial health guidelines.
3.2 CANMORE GOLF MARKET
In its present state, C.G. & C.C. should continue to experience a market with strong
demand. This is based on the following factors:
• Canmore’s population and the lack of affordable membership options from other
nearby golf clubs generates a local demand for golf at reasonable prices. Local
rates are a key factor in success.
• Continued marketing of the Banff-Canmore region as a holiday destination for
golf is encouraged by area resort operators, and should help create a broader
tourism market from which to draw visitors to C.G. & C.C. Golfers and curlers
continue to travel to access these sports. Tourist attractions and accommodations
experienced a positive summer (2019).
• The Covid shutdown effectively curtailed any corporate golf tournaments for the
2020 season. The prospects for the 2021 season and beyond are uncertain,
however smaller groups are likely to return in time. The corporate tournament
market significantly affects C.G. & C.C.’s bottom line. To remain competitive as
a corporate venue, C.G. & C.C. must continue to focus on servicing corporate
events with a balance between member accessibility and revenue.
Oil price instability affects many companies within our market (Calgary area).
6This forces companies to reduce costs of non-essential expenses, which include
golf and corporate events. Thus, C.G. & C.C. must remain focused on its strengths
in the corporate arena, and promote the advantages that this club/course has over
other courses and activities. At present, C.G. & C.C. continues to experience a
decline in corporate events over past years.
One of C.G. & C.C.’s strongest regional competitors is Kananaskis Golf and Country
Club, and is back in operation.. This will have positive and negative aspects. More
golfers will travel to the area looking for the price point C.G. & C.C. offers, but there will
also be increased competition at a similar price point.
Tourists from outside of the Bow Valley significantly contribute to green-fee revenue.
The Canada-U.S. border has been closed since March 2020 and as of October 2020 this is
likely to continue for some time. Tourists from around Western Canada are coming to
Canmore and are keeping the tee sheet full. This revenue is sensitive to the state of the
general economy and variances in tourism in the area. With the U.S. exchange rate,
Canadians (in particular, Albertans) are staying home, while Americans appreciate the
value of the Canadian dollar and the Canadian golf experience.
To provide a high-quality golf experience at competitive and affordable pricing, it is
necessary to ensure that C.G. & C.C. maintains its competitive advantage. The quality of
play and the standards of service offered here have a direct influence on the club’s ability
to attract players. Effective club management, a strong commitment to customer service,
operational control of the club’s cost structure, and fashioning ongoing policy and
operational reforms in line with shifting market conditions are all essential. This includes
a close examination of revenue-generating opportunities and policies, in addition to the
identification and development of innovative revenue for the benefit of the membership.
3.3 CANMORE CURLING MARKET
The curling rink is one of the single biggest assets of the club, with an insured value of
approximately CAD $1.2 million.
In the past few years, the curling club has seen positive benefit from the recharged and
focused direction of the curling committee. The curling club has a moderate demand
based on the following factors:
• Canmore’s growing population generates increased curling demand, considering
that Canmore and Banff offer access to numerous other winter activities,
including Nordic skiing, alpine skiing and hockey.
• Additional marketing of the Banff-Canmore region as a curling destination is
encouraged by local resort operators; this should help create a broader tourism
market from which to draw. This may be a potential market for club operations.
• New curling experiences will bebeing developed support include a Canadian
curling experience and a learn to curl league, which will fill underutilized
facilities. The plan to install curling ice during summer months of 2020 was
waylaid due to the Covid shutdown. HoweverHowever, a number ofseveral
7groups have expressed interest so this may be an option for summer 2021. This
may lead into curling ice being installed during the summer months
• The rental market in corporate curling, which at present is moderate, significantly
affects the club’s bottom line. As rinks strive to remain competitive, the club must
maintain focus on servicing this group with a balance between member
accessibility and revenue.
• Increased attention to advertising, which includes up-to-date website content and
communication of winter operations, is essential to the longevity of curling
operations.
Other essential strategies include:
• Effective club management including an effective response to Covid reopening
concerns.
• Strong commitment to customer service
• Operational control of the club’s cost structure
• New programs
• Fashioning policy and operational reforms to reflect shifting market conditions.
This means a close examination of revenue-generating opportunities and policies,
as well as the identification and development of new revenue for the benefit of the
membership.
3.4 GOLF MEMBERSHIP
Golf membership is currently at 630 adults and 150 juniors (noting that junior
membership has not been maximized). A significant change to these numbers is not
anticipated.
Membership numbers are comparable with other semi-private golf clubs in the Calgary
area and allow access for green-fee players, (which is necessary to serving Bow Corridor
residents). Green-fee players and corporate tournaments represent vital sources of income
for the club; said revenue helps maintain affordable membership prices. Decline in these
areas has occurred in the past few years due to barriers that range from increased
membership usage (although in itself, not a negative point), economic factors, a decrease
in popularity of the game, the time it takes to play a round, and overall expense.
The long-term effect of golf course usage in relation to membership rates and green-fee
revenue must be considered. Pressures that stem from these factors will unquestionably
impact the future direction of the club.
During the 2019 season the Executive Committee has takenundertook a strong thorough
review of membership categories and initiation fees. A desire for one initiation fee for
permanent and non permanentsnon-permanents has been supported by the Committee.
Also a desire to modify the existing life membership category is under reviewwas revised
to allow moderate charges to life members based on level of usage.
8Membership Waitlist
In the past several years, the club has benefited from a long membership waitlist (up to
nearly 200 applicants in 2006). At present, the waitlist is approximately 970 people, with
no waitlist for junior membership. Each year, the Executive Committee and club
management must closely monitor and assess the impact the waitlist has on budget and
operational issues. Again, it is noted that junior membership has not been maximized.
Club policies and bylaws must be reviewed on a regular basis, and creative thinking must
occur to stay ahead of trends in the market.
3.5 CURLING MEMBERSHIP
Curling membership for the 2019-208 season is currently at 28530. We continue to work
on increasing this number.
3.6 OPERATIONAL ISSUES
The winter of 2020 and summer of 2021 will be impacted by the re-launch of business
and tourism after the Covid-19 outbreaks. Operations have been revamped to allow for
the physical safety of staff, membersmembers, and guests. This requires additional
attention to cleanliness, physical distancing requirements and conforming to changing
regulations. This adds to the ‘normal’ While C.G. & C.C. has established itself as an
attractive golf facility, local competition and economic uncertainties impacting the Club.
increase pressure on the Executive Committee and club management to offset any
potential loss of market and revenue.
Notable operational issues include:
• Attention to health regulations regarding Covid outbreak while maintainingThe
assurance of a high-quality golf experience must be reflected in course
management, club facilities and customer service.
• Effective marketing to ensure high usage of the golf course and facility, including
better utilization of clubhouse facilities in the winter season.
• Improved and increased use of the curling facility in summer months.
• Prudent financial management to maintain affordability for members and Bow
Corridor residents.
• Enhanced role of club management within an effective management structure.
• Potential staffing challenges, which could result in increased costs or reduced
services.
• Possible need for additional administration staff, including a sales/events person. Formatted: Highlight
This leads to the need for additional office space allocations.
• Turf care facility upgrades. Formatted: Highlight
4.0 FINANCIAL TRENDS
94.1 OPERATIONS4.1 OPERATIONS OVERVIEW
In the past six years, since 2012, excess income (total revenue less operating expenses),
has averaged $69,305 per69,305 per year, excluding casino, grant proceeds and
gains/losses on disposal of capital assets. This has been an important contributor to the
funding of capital programs.
In that five-year period, the components of income and expenses have shifted. In terms of
income, there is a lower contribution from green fees, and an increase from food and
beverage and membership. Relative to income, expenses remain consistent. See Table 1.
Income % of total income Expenses % of total expenses
Food & beverage 36.034.4 Payroll & staff-related 43.841.8
Green fees 16.416.1 Supplies & materials 21.018.2
Golf memberships 34.833.9 Promotion & tournaments 10.510.4
Rentals (carts & facilities) 7.07.1 Facilities & amortization 15.114.9
Financial & other 5.35.3 Hired services 6.16.8
Curling membership 2.11.6 Vehicles 3.33.3
Financial 2.22.6
100% 100%
Table 1: Income and expenses (20198).
Income % of total income Expenses % of total expenses
Food & beverage 34.4 Payroll & staff-related 43.8
Green fees 16.4 Supplies & materials 18.2
Golf memberships 34.8 Promotion & tournaments 10.4
Rentals (carts & facilities) 7.0 Facilities & amortization 14.9
Financial & other 5.3 Hired services 6.8
Curling membership 2.1 Vehicles 3.3
Financial 2.6
100% 100%
Table 2: Income and expenses (2018).
Income % of total income Expenses % of total expenses
Food & beverage 36 Payroll & staff-related 42.6
Green fees 18.8 Supplies & materials 19.1
Golf memberships 31.8 Promotion & tournaments 10.3
Rentals (carts & facilities) 7.0 Facilities & amortization 15.9
Financial & other 4.7 Hired services 6.6
Curling membership 1.7 Vehicles 3.0
Financial 2.5
100% 100%
Table 1: Income and expenses (2017).
4.2 INCOME
Golf operates at close to capacity, with a 60/40 member to green-fee player ratio, hence, Formatted: Not Highlight
future revenue increases will primarily be dependent on the pricing of member dues and
green fees.
10Unpredictable weather and course playability constitute the major risks to green-fee
revenue. Member dues, as well as green fees, are somewhat constrained by the club’s
mandate to provide affordable golf. The avoidance of substantial price increases is an
important consideration in managing club finances.
Golf and curling operations, which contribute approximately 60% of the club’s total
income, are key factors to the club’s financial performance. Food and beverage
operations, which contribute approximately 35% of club income, are secondary, but
remain important contributors to club objectives.
Special fundraising initiatives have been introduced by the Curling Executive to augment
curling income contributions and should be continued. The curling club has raised
approximately $320,000 in their fundraising efforts over 12 years. Casinos are tentatively
scheduled for December 2020 however the amount of revenue generated is uncertain.
4.3 OPERATING EXPENSE
Inflationary pressure is expected to remain low over the five-year plan period. Payroll
expenses constitute the cost component of greatest sensitivity, andsensitivity and
increases to minimum wages must be closely monitored. Utility costs and facility costs
such as garbage removal and insurance are also increasing at rates greater than inflation.
Management and the Executive Committee continue to strive to ensure that operational
expenses do not rise at a greater rate than inflation. Many external factors are outside the
club’s control, such as an increase to minimum wage and the implementation of carbon
taxing. The question remains: as the club absorbs these expenses, how are they passed
along to the consumer, if at all?.
Since food and beverage operations are a major contributor to club income, menu prices
and cost of sales percentages are constantly monitored. To effectively maintain current
quality of service and products, food cost should remain below 38%.
4.5 EXCESS REVENUE OVER TOTAL EXPENSES
Excess revenue over expense (net income) is allocated to the capital reserve.
4.6 LONG-TERM DEBT
With the exception ofExcept for the Canada Emergency Business Account, the C.C. &
C.G. remains debt-free. It is desirable to maintain a very low debt ratio to provide
increased flexibility for future executive committees when setting operating budgets and
planning for capital programs.
115.0 CAPITAL PROGRAMS
5.1 FUNDING
Sources of funds for capital programs are derived from:
• Depreciation allowance
• Government funding
• Excess revenue over total expenses (net income)
• Borrowing
Depreciation is currently at approximately $3100,000 per year over the term of this plan
period. (This will increase to $320,000 with the completion of the maintenance building
.) Assuming eExcess revenue over total expenses will average $50,000 per yearlikely be
at or below zero in 2020 and possibly 2021, an estimated $370,000 could be generated
annually over the plan period to fund approved capital programs without borrowing
meaning there will be no additional . This amount is, however, highly sensitive in any
given year to weather conditions that adversely impact club revenue and increase
pressure on operating expenses, thereby reducing funds available for capital programs for
the foreseeable future.
Special fundraising initiatives may be required by the curling club to cover capital
program requirements, and have been initiated. Curling casinos are held every second
year and (next one scheduled for February 2020); proceeds are used for capital and
operational expenses for the curling facility. Special fundraising initiatives should be
encouraged by the executive, management and curlers.
Future grant applications, if successful, would speed up progress towards completing
projects in the master plans. For example, in 2017, the club received a grant for an
upgrade in turf care in the amount of $125,000. Mixed??
5.2 LONG-RANGE PLANNING – CAPITAL PROGRAMS
The Course Master Plan defines a long-term improvement and enhancement program that
reflects membership interests and priorities, along with a schedule and financial plan for
implementation. It was approved at the October 27, 2004, Annual Budget Meeting
(Motion 04:10:89 states that ...the Proposed Concept Plan be accepted as the Master Plan
for the golf course, including the approval of phase one, two and three, subject to
financial approval at each PMC budget meeting).
In 2005, the C.G. & C.C. assumed ownership of the curling rink building from the Town
of Canmore, which is an asset valued in excess of $1.2 million. Any possible facility
improvements for the curling rink building must be considered when addressing the
capital program each year.
In 2004, the Master Plan Committee and Executive Committee began developing a plan
to renovate and upgrade the clubhouse building based on a needs-assessment survey of
the membership. At the February 2010 AGM, PMC holders voted “that the proposed
12Clubhouse Facility Master Plan be approved in principle, subject to financial approval for
specific phases being obtained at future annual budget meetings.”
As capital reserves increase, the Executive Committee must annually review long-range
plans to align with available funding. The first priority remains the safety of members,
staff and guests; the second priority is course conditions and playability; the third is the
needs and expectations of the membership/guests followed by all others.
In 2015-2016, the Executive Committee and management engaged in a series of
membership surveys along with a strategic-planning session to explore the future vision
for the club.
5.3 CAPITAL RESERVE
Periodically, specific large-capital projects are identified for future implementation and
require a substantial capital expenditure. To financially prepare for such programs, the
club’s Executive Committee, on an annual basis, allow for an ongoing provision of a
capital reserve fund to offset in part, or in total, the future need to borrow funds, thereby
avoiding an increase in long-term debt.
Implementation of master plans for the golf course, clubhouse, curling facilities, and
sustaining capital should be considered when allocating excess annual income.
Considerations should be given to priorities, long-term goals and maintaining current
facilities.
CONCLUSION
???
Management and the Executive Committee strive for operational expenses to not rise at a
rate greater than that of inflation, thus ensuring modest increases in annual dues;
however, revenues must also be adequate to fund approved capital expenditures. It is
recognized that allowance for depreciation may be adequate to maintain existing
facilities, but likely inadequate to fund improvements in the golf course, clubhouse, pro
shop and auxiliary structures. Therefore, an increase in dues greater than those needed to
fund operational requirements may, from time to time, be proposed by the Executive
Committee.
It is noted that these projections (see appendix) do not take into account golf operations
being adversely impacted by abnormal weather, or the future identification of
extraordinary or unanticipated major capital requirements. For this reason, the Executive
Committee should, as part of its annual review, address the need to maintain a capital
reserve fund.
13APPENDIX: VISION STATEMENTS AND CHARACTERISTICS
Overall Club Operations
To provide an outstanding golf and curling experience, and a general sense of belonging.
Service will exceed customer expectation.
Characteristics of vision statement:
• Satisfied members and guests
• Recognition by media and golfing community as great value for the dollar
• Responsiveness and accountability to members
• Maintain high demand for membership and facility utilization
• Long-range business plan in place, and endorsed by the membership
• Continued pride in membership
• Make the Canmore Golf & Curling Club the employer of choice, thus maintaining
number of staff and employee standards
Food and Beverage
To provide a food and beverage operation that is beneficial and desirable to members,
guests and diners, and for successful wedding parties, banquets and special functions.
Characteristics of vision statement:
• Casual dining
• Relaxed dress and atmosphere
• Food and service that exceeds customer expectations
• Facilities that attract customers and increase utilization
• Continued staff training to ensure customer expectations are met
• Increase winter utilization
• Provide multi-function usage areas within clubhouse
• Ensure facility remains current with maintenance and industry customer trends
• Provide safe and environmentally conscious facility and services
• Long-serving competent staff
• Offer improved future services, which may include facilities for additional
external functions within clubhouse or curling rink
Grounds
To provide the best-quality golf course and practice conditions, and to exceed golfer
expectations.
Characteristics of vision statement:
• Maintain high standard of course condition and services
• Improve playing conditions in early season
• Environmentally sensitive
• Continued staff training to ensure customer expectations are met
• Ensure opening of golf course is timely and punctual
• Enhance presentation and appearance of facilities; ensure professional attire for
employees
• Continued upgrades and improvements to the course and practice facilities
14Pro Shop
To provide a full range of professional services to golfers, including a welcoming pro
shop, driving range, equipment, rentals, repair, lessons, starters, marshals, tournament
organization and retail sales.
Characteristics of vision statement:
• Improved service with greater responsiveness to customer/member needs and
concerns
• Create a positive image to customers, including increased interaction at the starter
shack
• Smooth flow of customers from parking lot to first tee
• Accessibility to tee times
• Update staff in regards to the latest industry trends
• Continued staff training to ensure customer expectations are met
• Enforcement of speed of play and dress code
• Improved club storage
Administration/Membership
To ensure that all records (financial, board minutes, membership and tournaments) are
accurate, timely and secure. To provide effective communication with members, staff and
public.
Characteristics of Vision Statement:
• Maintain demand for memberships
• Streamline budget process
• Improve communications between club and members, guests, and the public
• Develop and maintain financial business plan
• Continued staff training to ensure customer expectations are met
• Evaluate the wants and needs of members
Curling
To offer curling opportunities that encourage continued support and growth with high-
quality service and facilities.
Characteristics of vision statement:
• Build membership demand
• Develop new curler program
• Initiate a Canadian Curling experience at the club.
• Cultivate corporate demand for curling functions
• Enhance member interest in the club
• Maintain fiscal autonomy
• Continued staff training to ensure customer expectations are met
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