Strategic Plan and Planning Process
Hayden Golf Consultants can assist in communicating basis terms and concepts in club strategic planning via (1) a description of the Strategic Plan itself and (2) a list of the steps in the planning process. Since the plan will contain chapters that will tend to match the steps in the process, these two objectives can be met by rehearsing the steps in the process as follows:
Define the Golf Course mission (why it exists)
Cast the Golf Course vision (what it wants to be)
Describe the current environment in which the club must operate (external factors affecting Club and values of members now and in the future)
Identify strategic issues (major policy questions or critical challenges)
Test for cultural and mindset impediments (historical thinking that may preclude certain options for addressing the strategic issues)
Develop strategic options (ways to address strategic issues)
Establish measurable goals (translating strategic options into reality)
Assess club readiness (SWOT analyses of preferred strategic options)
Draft action plan (recommended course of action)
Each of these steps is connected with the steps above it, so that the actions recommended in Step 9 can be logically traced back from Step 8 through Step 1. Each of these steps is briefly described below, preceded by a discussion of some basic concepts associated with strategic planning.
Strategic Plan = Decision Document
A strategic plan is a document that describes a clear path from the present to a future date (the planning horizon). As such it provides the basis for on-going decisions and tactical planning. It contains clearly defined long-range and intermediate-range goals and metrics for monitoring performance against those goals. It is a working document that is updated at least annually and more frequently if warranted by changing events or assumptions.
An effective strategic plan focuses present decisions on the future welfare of the organization and avoids “mission creep” by exercising the authority for saying “no.” Important decisions typically involve a commitment of resources, which means that when the resources are allocated, some function, facility, or program gets more than another. We want the Strategic Plan to inform its leaders as they make these decisions. A plan that does anything less seldom justifies the effort that goes into its development.
Another way to look at the process is to remember that strategic planning and the plan are not the goals. Strategic planning is a disciplined process for getting to the important decisions and the plan is simply the document that contains these decisions. This mindset helps guard against the fear that by the time the plan is finished, it will be out of date and never used. But, if the mission is constant, meaningful, and shared, there will probably be many different ways to implement it. It is like an estate plan that reflects some core goals and values of a person, but needs to be monitored and modified over the years as the economy, tax policies, and one's net worth and family situation change.”
The Golf Course Planning Process
Step 1: Define the Mission – Often a mission is a simple sentence stating the purpose of the club. However, the mission that is envisioned coming out of Step 1 includes more than a simple statement of what you do at the course. It also includes the:
rationale for doing it, i.e., the needs/wants of the customers/members that you are addressing,
types of customers/members you will serve – golfers, social members, families, etc., and
services or functions that you are performing, i.e., lines of business, e.g., golfing experience, wellness/fitness counseling/training, fine/casual dining, event planning/support, etc.
Step 2: Cast the Vision -- Another way to look at vision is as a statement of identity for the operation. What does the operation want to be known for? The quality of its golf course? Its reputation as a member of the local community? As the venue of choice for events, parties, meetings? The best high-end dining value in the area?
Step #3: Describe Current Environment – This step includes two key analyses:
trend analysis [factors or trends (e.g., economic, social, political) that are likely to influence the ability to carry out the mission]
stakeholder (member) analysis [the expectations (needs/wants) of members now and into the future]
Considering the results of these two analyses together will inform questions like:
Will golf continue to be the sport of choice among retirees?
How about golf’s popularity among younger people?
Is the percent of members who are retirees likely to change?
Is the interest of members in fitness likely to continue?
Are preferences for event venues (holidays, weddings) likely to change?
How are the demographics of the surrounding region likely to change?
Step #4: Identify Strategic Issues – A strategic issue is a major policy question or critical challenge facing an organization. Strategic issues are derived from the analyses in Step #3, i.e., a clear understanding of the emerging trends and changing expectations of the primary stakeholders (members). A strategic issue, for example, may be: Given the shifting mix of retired families and working families, what programs can be developed to encourage an increase in the number of social memberships?
Step #5: Test the Cultural Mindsets – In
Step #6, we will be formulating options to address the strategic issues. Before we do that, however, we want to identify any real or perceived barricades or hindrances to a certain option or category of options. For example, even though the demographics of the surrounding area will change, which may suggest an option of publishing club material in a different language, has this practice been resisted in the past? There may well be openness to any and all options, but it is still worth pausing to test for these mindsets.
Step #6: Identify Strategic Options – These options essentially answer the questions/challenges posed in Step #4. For example, creating different categories of social members (fitness, dining, business meetings) might increase the exposure of the club and the overall use of the facilities.
Step #7: Set Measurable Goals – Goals are a translation of an option into a measurable action. For example, if there are different categories of social membership, there may be a goal (in terms of numbers or percent increases) associated with each category.
Step #8: Conduct SWOT Analysis for Each Goal – Some approaches to strategic planning have the SWOT analysis conducted earlier in the process and applied across a broader scale, say, by line of business (e.g., SWOT analysis of the golfing experience). By conducting the SWOT analysis after the specific goals are identified, we can be more focused and invested in the results. We know the goals that we want to achieve and we are in essence assessing the readiness of the club to achieve each of these goals.
Step #9: Action Plan – The action plan identifies:
the tasks that are necessary and feasible to achieve the goal
the interrelationship of the tasks (dependence, sequence)
the person or group responsible for each task
the resources necessary to support the task completion
the calendar time and person-hours estimated to complete each task
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Golf Course Developments
While the golf course is not the financial engine for a development, it is an economic driver and plays a critical role in the positioning and success of any project. The challenge of golf valuation and consulting is understanding the role of golf within the surrounding environs, comprehending the many business models that exist, as well as the challenges of generating clientele and operating a complex business. For existing or planned developments the use of financial and strategic planning is necessary to assure long term success and value generation for the development, the course or club.
We take pride in arming you with the foundation for sound and profitable decisions to assure long term success and value generation. Uniquely focusing on golf within the context of global objectives, we support investors and operators who are both new to this marketplace or already have substantial experience in golf, club and community operations and development.
Our specialties include:
- Valuation and appraisal
- Feasibility studies
- Market study
- Economic land planning
- Strategic planning
- Economic and financial assessment
- Club membership planning and bundling
- Golf course, club and real estate integration
- Business plan development
- Golf/no golf analysis
- Highest and best use analysis
- Operational analysis and audits
- Impact assessment
- Litigation support and expert testimony
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Our Planning Process
Phase One:
Route Plan Development / Site Planning
- Establish project requirements and design criteria through close communication with all members of the Project Planning Team.
- Site inspection and other necessary field investigation.
- Development of schematic design concepts for client review and discussion.
- Preparation of a Preliminary Opinion of Costs for golf course construction.
- Calculate water use requirements for each schematic design concept.
- Route Plan revision and refinement.
- Development of final Golf Course Route Plan.
- Preparation of a color rendering AND OR A SCALE MODEL of the Golf Course Route Plan.
Phase Two:
Details of Construction
Produce the necessary construction details and working drawings required to construct the golf course facilities including but not limited to the preparation of the following documents:
- FIELD STAKING PLAN
- VEGETATION CLEARING PLAN / SITE PREPARATION PLAN
- MASS GRADING PLAN - FINE GRADING PLAN
- CUT & FILL PLAN
- GREEN DETAILS
- LANDSCAPE PLANTING PLAN
- GOLF COURSE DRAINAGE DESIGN
- WATER MANAGEMENT & IRRIGATION ENGINEERING
- WATER FEATURE DESIGN & WATER HYDRODYNAMIC ENGINEERING
- CONSTRUCTION DETAILS
- TURFING PLAN
- CART PATH PLAN
- ENVIRONMENTAL REHABILITATION PLANS
It is important to note here that working drawings, details & systems operational analysis is performed on computer. Our base CADD platform is AutoCAD 2000 Land Development Desktop. Not only does our use of computer-aided design, engineering and drafting guarantee construction documents of the highest quality and accuracy, this method allows us to provide 3 Dimensional (3D) Imaging of for the entire design process.
The computer has become an indispensable and invaluable tool for golf course design and construction. Be it new construction, or the re-modeling of an existing golf course, the computer can aid the designer and contractor by providing accurate images of two dimensional (2D) plan drawings in three dimensional (3D) form. It has been proven, that the use of 3D wire frame drawings by the rough and finish grading contractors will speed up construction by as much as 30%. This 30% factor is enormous, affecting one of the biggest line item costs in the golf course construction budget. We are given the ability to review the final landforms in a true perspective environment from any location on, above, or even below the golf course. This technique allows modifications to be made at the design level. In addition, we check the proposed landforms for proper drainage, and perform aspect, slope, elevation, visibility, shadow, and proximity analysis
It is during the construction of a project that the true cost savings are realized. By providing the 3D imaging service to the people in the field, the contractor can offer the golf course developer, construction that is, under normal budget constraints and ahead of normal estimated schedules. In addition, be assured that they are getting the exact design that has been drawn on the plans. The possibility that feature development is affected by improper plan interpretation from 2D drawings to the developed mental image of the 3D-finished product is greatly minimized. The necessity for elaborate field control, and feature staking is reduced. The operators have been given an additional tool to allow them to review a modeled 3D image of the desired finished product. The design intent, projected in true 3D perspective, is on paper in plain view. What you see on paper is what you will get in the field. Normal operator's anxiety over potential designer changes during random site construction observation is virtually eliminated.
The 3D color renderings can be made available to project marketing professionals. The client will appreciate the ability to bring potential investors to the site during construction and be able to provide color rendered images for any view of the golf course.
The opportunities made available by the use of the computer in the field are boundless. This is just a small portion of the enormous potential the equipment offers. Everyone involved with the development of the project waits with excited anticipation as the virtual reality of the computer images become tangible reality in the field as construction unfolds the final playable design. The pictures speak for themselves. Surprise have been eliminated and everyone that has come in contact with the project waits with eagerly for the opportunity walk and play upon the finished landscape.
Phase Three:
Construction Review
We assume responsibility for plan implementation and make site visits at critical stages during the construction period to observe and report to the Owner on the quality and quantity of work and to determine if it is proceeding in accordance with the construction documents. During each visit, direction is given relative to the construction process and the contractor’s progress in achieving the desired result expected by the Owner and the Golf Course Designer.
Although supervision is on going throughout construction, the following phases of work receive special and more intensive review:
- VEGETATION CLEARING
- ROUGH GRADING
- FEATURE DEVELOPMENT
- FINISH GRADING
- TURFING
- PUTTING GREEN & BUNKER CONSTRUCTION
- ADMINISTRATIVE SERVICES performed as part of the Construction Review process:
- Observation and review of construction operations;
- Acting as interpreter of the Drawings, Specifications and Contract Documents;
- Making decisions relating to golf strategy and artistic effect;
- Rejecting work which does not conform to the Design Document; and
- Conducting the final walk-through inspection
Achieving Outstanding Results for You
Hayden Golf Consulting is directed by Tracy Hayden who has worked on hundreds of golf projects in the U.S., Canada and Mexico on behalf of developers, investors, lenders, corporations, private land owners and governmental entities. From pre-development planning and financing, through project development and operation, you can rely on our specialized industry knowledge and expertise to enhance economic returns and asset value. We offer an up-to-date database of industry information, broad insight and extensive industry contacts, and provide clients with the utmost in objectivity, professionalism, thoroughness and credibility.
We believe and adhere to
Arnold Palmer's philosophy when he said:
“the business of golf, like the game,
must be held to the highest standards” |
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