There is a need for a forward strategy to enhance the potential of the Club. It is important that the Club’s leaders create ideas that will re vitalise the golfing experience and build the profile of the Club in the community so more people participate in the game of golf. There are sound reasons for a fresh and innovative approach in the management of this Club.

1. The Club has been trading at a loss for many years.

2. The membership is declining.

3. The membership is aging.

4. There has been little investment into capital and course improvements, for some time.

5. Expenditure costs are being controlled, but it is revenue generation that requires a big boost. This will need to be achieved in a variety of ways.

6. There is a need to broaden the age and gender demographics of our membership. In mid 2016, members aged 40yrs + made up 81% of our membership. Of the 40yr+ members, 21% are female. Members aged 20-40yrs made up 9% of our membership. The club has 3 female members between 20-40yrs.There is a need to grow participation amongst the 20 -40 year olds, and to increase female membership, to bring a varied and vibrant flavour to the club. This requires a different marketing approach, and a sliding scale to a full membership fee is part of this. For junior players under 19, it is important that we retain their membership once they turn 20 and making it affordable for them is part of this. A graduated scale of membership from under 19 to an older age is designed to attract players under 40yrs. We also reward members for length of membership by providing a 25% discount for 20 yrs of membership. It is not unlawful to provide goods, services or facilities at a reduced rate to people of a particular age.

7. When you compare our fees with the other clubs across Auckland, we still represent great value and remain one of the cheapest clubs to belong to in Auckland , without players having to pay card fees each time they play.

8. The growing number of golfers under 19 yrs will require a clear pathway structure, more coaching services, more fun activities, and more people to mentor our young players.

9. The fees paid by juniors/youth were undervalued, for the facilities provided, and cheap in comparison with other child sports and activities.

10. The variety in club room services is improving and it remains very affordable.

11. There is no coaching service for members and for people who want to play the game for the first time.

We know what the issues are, we just need to put in place some good ideas to grow revenue, encourage more participation and improve the service to members. An increase in membership fees is only one step to take, there are many more bold steps to take before the Club returns to a trading profit. One of the key targets of the new Board is to create a strategic plan that will identify priorities for the next few years.

Not everyone will agree with change, but it is important for all members to understand why change is needed, and as Winston Churchill said “ to improve is to change; to be perfect is to change often”.