1. Strategic Plan, 2013-2015 Status Report Annual Meeting
Eagles Mere, Pennsylvania
Strategic Plan,
Status Report
Annual Meeting
August 26, 2012

2. Strategic Planning at
“The Country Club”

4. “Never, ever, think outside the box.”

5. EMCC Strategic Planning Process
Fall 2011
Summer – Fall 2012
Fall – Winter
Winter – Spring 2012
Process actively involved the board, long range planning committee, and solicited input from members through newsletter updates on progress
9/18/2018
EMCC Strategic Plan pptx

6. Membership Facts
The decline in members, especially voting members, continues
Average age of voting members is 64, though not surprising, is not favorable
9/18/2018
EMCC Strategic Plan pptx

7. Financial Facts
Cash balance has doubled due to prudent management and deferred capital investment
Voting member decreases have put pressure on dues levels and expense management
9/18/2018
EMCC Strategic Plan pptx

8. EMCC Strengths and Weaknesses
Current state of facilities is positive. There are no significant capital expenditures necessary at this time to continue operating the Club.
The current financial state of the Club is stable. We do not have any long- term debt and there is a modest cash surplus.
Food
Beautiful, well maintained, challenging, prestigious golf course
Terrific, dedicated staff
Economic ability to sustain increased dues
Aging membership
Limited area with small population to draw members
Short season
Facing major facility needs (e.g., pro shop/patio, kitchen, irrigation system)
Lack of training in place to further develop candidates who may be able to replace current managers
9/18/2018
EMCC Strategic Plan pptx

9. EMCC Opportunities and Threats
Membership expansion – corporate members, gas drilling employees, new members outside our core area
Potential to monetize significant assets through gas leasing and/or timbering
Potential marketing of the Club within a 100 mile radius as a destination wedding site in the pre-Memorial Day and post-Labor Day periods to further utilize the facilities
Outings – seeking to fill our outing schedule to maximize out of season as well as in
Appeal to the younger crowd either as a social club or golf
Junior golfers, including outreach to kids from surrounding area
General economic downturn
Decreasing popularity of golf, particularly among younger people
Community divisiveness over gas drilling
Inability to attract qualified employees both in the clubhouse and the golf shop due to the escalation of wages and housing costs as a result of the gas drilling boom
Escalating clubhouse and golf course costs
County population has not increased in 50 years
Weather has a major impact on revenue
Lack of water storage (e.g., new pond)
9/18/2018
EMCC Strategic Plan pptx

10. EMCC Mission, Vision and Values
Mission (i.e., Why does EMCC exist?)
The Eagles Mere Country Club is a private club steeped in rich history and tradition, from its William Flynn designed golf course to its longstanding commitment to its membership, Eagles Mere and surrounding communities. The Club is committed to providing its members, families, and guests with an exceptional experience.
Vision (i.e., Where do we want EMCC to be in five years?)
Eagles Mere Country Club will be the premier country club in the mountains of northern Pennsylvania and a magnet destination for those seeking an outstanding golf, dining, and recreational experience.
9/18/2018
EMCC Strategic Plan pptx

11. EMCC Mission, Vision and Values (continued)
Values (i.e., What behaviors will guide our growth and development?)
We value our Club’s rich history and traditions
We respect and are committed to maintaining the Club’s beautiful natural setting
We value the EMCC as a family oriented club
We are committed to meeting the evolving needs and expectations of our geographically diverse membership
We value our dedicated and talented staff and are committed to providing the staff with training and career opportunities
We are committed to responsible stewardship in all areas
9/18/2018
EMCC Strategic Plan pptx

12. Key Strategic Issues and Proposed Goals
Golf, dining, and recreational excellence
To present the most attractive and best golf course in NC PA
To maintain, improve, and develop the golf course in a way that provides an outstanding playing experience
To enhance clubhouse performance
Customer service
See above
Transfer business office to the clubhouse
Membership retention and growth
Reach 98%+ of the maximum membership level
Quality staff
Maximize staff leaders potential and contributions to the club
Financial strengths
Operate the club on a break even basis
Identify other sources of revenue
Increase the return on liquid assets
9/18/2018
EMCC Strategic Plan pptx

13. Potential Initiatives (2013-2015) No/Minor Incremental Cost
Improve food quality and service via training, menu creativity, food presentation, etc.
Increase family involvement in clubhouse via pickleball, bocce, shuffleboard, live entertainment, etc.
Update furniture, decor, and functionality of all clubhouse areas
Enhance membership recruitment plan
Find the optimal level of dues and initiation fee to retain current members and attract new members
Carry out employee development program for staff leaders
Continue to actively mange expenses
Pursue gas leasing and timber harvesting
Actively manage investments to maximize return
9/18/2018
EMCC Strategic Plan pptx

14. Potential Initiatives (2013-2015) Moderate/Major Incremental Cost
Finish paving cart paths
Reconfigure practice range including adding a short game area
Add a small building to the practice area for teaching equipment
Build new forward tee boxes to enhance play and satisfaction
Install generator for backup power in dining room and kitchen
Expand kitchen
Construct water retention pond
Repair patio leakage and cart storage area
Renovate and expand Pro Shop
Add a fitness center including locker rooms, workout and multipurpose rooms
9/18/2018
EMCC Strategic Plan pptx

15. Potential Initiatives (2013-2015) Moderate/Major Incremental Cost (continued)
Expand parking
Expand porch for dining
Modify space for a business office
Hire a consultant for membership recruitment
Design and construct a new entrance to the clubhouse
Provide club owned living arrangements for an assistant pro
9/18/2018
EMCC Strategic Plan pptx

16. Feedback/Questions and Answers
What do you think about the plans as currently drafted?
What have we missed?
What do you like most? Least?
In particular as regards membership growth and future financial stability, do you think
Greater emphasis needs to be placed on being family-friendly and increasing social and recreational activities beyond golf?
Membership recruiting emphasis should include attracting both voting and social members?
Other?
9/18/2018
EMCC Strategic Plan pptx