2025\u20132028<\/strong><\/p>\n\n\n\n Vision:<\/strong> Mission:<\/strong> Goal:<\/strong> Maintain and enhance the quality of the golf course and supporting facilities to meet high member and guest expectations.<\/p>\n\n\n\n Objectives:<\/strong> Goal:<\/strong> Grow and retain a diverse and engaged membership base.<\/p>\n\n\n\n Objectives:<\/strong> Goal:<\/strong> Ensure the Club operates on a stable and profitable financial footing.<\/p>\n\n\n\n Objectives:<\/strong> Goal:<\/strong> Strengthen the Kooindah Waters Golf Club brand and attract more visitors and event clients.<\/p>\n\n\n\n Objectives:<\/strong> Goal:<\/strong> Position KWGC as a positive contributor to the local community and a hub for social interaction.<\/p>\n\n\n\n Objectives:<\/strong> Goal:<\/strong> Strengthen the Club\u2019s governance structure and ensure professional leadership in all areas of the golf operations.<\/p>\n\n\n\n Objectives:<\/strong> Approved by:<\/strong> Owners Representative and General Manager Dave P Stretton<\/p>\n\n\n\n General Manager Kooindah Waters Golf Club<\/p>\n\n\n\n <\/p>\n","protected":false},"excerpt":{"rendered":" Strategic Plan: Kooindah Waters Golf Club 2025\u20132028 Vision:To be recognised as one of Australia\u2019s premier regional golf destinations, delivering an…<\/p>\n
To be recognised as one of Australia\u2019s premier regional golf destinations, delivering an exceptional experience<\/strong> for members, guests, and the wider community.<\/p>\n\n\n\n
To provide a welcoming, professionally managed golf club that offers a high-quality course, outstanding facilities, and inclusive social and competitive opportunities for all levels of golfers.<\/p>\n\n\n\n
\n\n\n\nStrategic Goals & Objectives<\/a><\/h3>\n\n\n\n
\n\n\n\n1. Course Excellence & Facility Enhancement<\/a><\/h3>\n\n\n\n
– Maintain championship-standard playing conditions year-round.
– Upgrade course infrastructure (e.g., irrigation, cart paths, bunkers) by 2028.
– Improve Golf shop amenities including offices, lounge areas, and event spaces.
– Invest in sustainable practices such as water and wetland management.<\/p>\n\n\n\n
\n\n\n\n2. Membership Growth & Retention<\/a><\/h3>\n\n\n\n
– Introduce flexible membership categories (e.g., Freedom Pass, Intermediate, mid-week, and dual options).
– Launch a formal new member onboarding and welcome program.
– Continue to host Member exclusive events.
– Achieve a 90%+ annual member retention rate by 2026.<\/p>\n\n\n\n
\n\n\n\n3. Financial Sustainability<\/a><\/h3>\n\n\n\n
– Diversify revenue streams through events, pro shop sales, sponsorship, and non-golf functions.
– Develop a 5-year capital works plan to align budgeting with growth priorities.<\/p>\n\n\n\n
\n\n\n\n4. Marketing, Events & Brand Awareness<\/a><\/h3>\n\n\n\n
– Refresh the Club\u2019s website and social media presence with professional content.
– Create seasonal marketing campaigns, on and off the course targeting golfers across NSW and interstate.
– Promote annual Legends Pro Am, corporate golf days, charity days, and community events as revenue drivers.
– Partner with local tourism and hospitality businesses to boost visitor traffic.<\/p>\n\n\n\n
\n\n\n\n5. Community & Member Engagement<\/a><\/h3>\n\n\n\n
– Offer junior clinics, women\u2019s development programs, and open days.
– Establish partnerships with local business to help build recognition in the community.
– Continue to host annual charity and fundraising events; Breast Cancer Day.
– Celebrate club culture through member exclusive social events and member recognition.<\/p>\n\n\n\n
\n\n\n\n6. Governance & Leadership<\/a><\/h3>\n\n\n\n
– Review and update the Club\u2019s policies.
– Provide regular reports, newsletters, and clear communication to the membership.
– Conduct annual reviews of staff performance and club KPIs.
– Promote transparent communication between management, staff, and members.<\/p>\n\n\n\n
\n\n\n\nImplementation & Review<\/a><\/h3>\n\n\n\n
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\n\n\n\nSuccess Indicators<\/a><\/h3>\n\n\n\n
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Date:<\/strong> June 2025
Next Review:<\/strong> June 2028<\/p>\n\n\n\n