For an organisation to thrive and develop they must have a clear vision of where they would like to be. The level of detail will vary and will be informed by the type and size of their operation, with success for some looking very different to that of others.
The focus in Stage 3 is to support the development of a strategic plan and documenting a direction of travel for the future which includes a clear ambition with measurable targets. Any plan will only be as good as the people responsible for delivering it, so its essential that the workforce has a strong alignment to any strategic goals that are defined.
Overall, the implementation and delivery of an agreed plan will ensure greater business stability and sustainability, something that all types of organisations need to survive.
Analyse your current position using the Stage 3 checklist which helps you to perform a self-assessment, identifying areas of weakness and those that need to be focussed on as priority.
It is often said that an organisation is only as good as its people and golf is no exception. Whilst the quality of the facilities at a golf business are likely to be considered as their biggest asset, they are nothing without the people who maintain them, manage them, and ensure members and visitors receive maximum enjoyment.
The people at a club or facility, both voluntary and employed, are the heart and soul and should be empowered, supported and guided by the leadership team.
One of the most important questions any organisation should ask itself is where they see themselves in 10 years time. Many clubs may already feel this is clear with common agreement on their direction amongst a Board or committee, but unless this is well documented in a forward-looking plan it is unlikely to ever be achieved.
A plan provides continuity and ensures consistency regardless of who is responsible for delivering the objectives, something that is particularly important in golf given the sometimes transient nature of key volunteer and employed leadership roles.
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