2026 Club Goals & Action Plan: Building On Our Momentum
Strategic Goals
Focus: Long-range vision, structural changes, and institutional health
GOALS / ACTIONS
Revise Master Plan for Member Vote
• Analyze member feedback and rework the plan
• Communication plan emphasizing emotional connections (the "why") and transparent funding and implementation plans PLUS member town hall
• New vote
Financial Stewardship ➔ continued evolution to sustainable financial model supporting long-term club health
• Analyze capital dues levels to support proactive investment
• Develop key long-term financial metric targets (eg, dues-to-rev) and recommendations to move toward target over time
Member Communications & Education ➔ optimize for user friendliness, transparency, frequency and impact
• Create and launch detailed plan, to include quarterly reports and potentially a club scorecard
• Crisis Communication Plan
• Financial literacy curriculum for new Board members and new member orientation
Membership Structure Modernization in line with industry best practices
• Study optimal member caps for current classes
• Study potential new/modified member classes, such as proposed modifications to Life and Junior provisions
Bylaws Modernization ➔ review and select optimal list of Bylaws improvements
• Review/recommend potential changes to vote on now vs later
Member Giving and Gifting Program
• Create formal program and introduce to membership
Tactical Goals & Activities
Focus: Immediate operational actions and projects
• Operating Surplus for FY26
• Professionalization:
o EOS Self-Implementation
o Board meeting improvements: consent agenda, goals check-in, emphasize strategic topics
• Centennial Activation: Incorporate the finalized calendar of events into daily staff and Board activities
• Operational Excellence / Member Experience:
o Formalize "magical moments" into standard service procedures
o CSAT Survey: Analyze 2025 survey feedback and make operational and F&B adjustments as appropriate
o Lakefront Experience: Execute specific revamps for cleanliness, dining strategies, and service levels
• Tee Access Review prior to season opening
• Cost Benchmarking: Benchmark and study efficiency opportunities
• Traditions & Compliance Committee Reset
o Add Vice President as liaison, identify committee members
o Develop “consequences framework” to foster consistency and align expectations across the club
• Membership Application & Approval Process Reset
o Create board visibility to process activities via President as liaison
o Define process (which parties do what, when), and ensure process speed and quality
• Governance Review looking at areas such as:
o Board member succession planning and nomination criteria
o Clarifying committee authority and Board approval requirements
• Specific to the Bylaws Modernization goal, potential areas to consider and which would require detailed member communications and support (not an exhaustive list): member vote thresholds (versus current 2/3); household membership; and Board slate
2026 Committee Goals
GOLF
• Implement, evaluate, and refine initiatives to improve the member experience relating to golf course access, from the tee sheet to the balance of open golf and organized play.
• Continue to maintain and improve the pace of play for a better overall golf experience.
• Continue to offer consistent and transparent communication with the membership, board, and management team.
• Continue to evaluate and improve the membership seniority point system as needed for a transparent process of determining member eligibility for certain events.
• Share feedback with the management team when appropriate to continually refine and improve the member golf and locker room experiences.
GREENS & GROUNDS
• Rhebb & Johns Master Plan: Phased Execution
o Align golf course renovation with the Golf Services Building project to maximize construction efficiency and minimize disruption.
o Prioritize renovation of Holes 1, 9, and 18 in coordination with Golf Services Building construction.
o Install 100% of the new irrigation system on these holes during this phase to avoid future infrastructure disruption.
o Direct Rhebb & Johns to present a phased roadmap for the remaining 15 holes over the following 2–3 years while maintaining member play access.
• Capital Planning & Fall Maintenance Alignment
o Ensure annual maintenance priorities support long term capital improvement strategy.
o Each year the Green Committee will review and prioritize fall projects in consultation with Rhebb & Johns and the Superintendent Aaron McMaster to determine the most impactful work achievable within the seasonal construction window.
o Finalize the 2027 equipment lease structure, including appropriate integration of autonomous equipment to support labor efficiency and future shaping work.
• Surface Quality & Firmness Improvement
o Continue improving putting surface consistency, firmness, and playability.
o Implement a dual sand agronomic program for existing push up greens.
o Core Aeration: Utilize a firmness focused sand during aeration to improve soil structure and surface consistency.
o Routine Topdressing: Continue USGA‑spec sand applications to maintain smoothness and manage organic matter while preserving turf durability.
• Member Education & Communication
o Strengthen member understanding of agronomic practices and course planning through a 'Behind the Dirt' video series.
o Example topics include: the dual sand greens program, how aeration and topdressing create firmness and consistency, and the role of hand watering in summer turf performance.
o Communicate the rationale behind the 1–9–18 renovation phase, emphasizing that relocation of the 18th green is required to accommodate the new Golf Services Building and must occur in coordination with building construction.
• Green Committee Education & Leadership Development
o Organize a Green Committee retreat that includes visits to select golf clubs to observe best practices in course conditioning, maintenance operations, and renovation philosophy.
o The goal is to provide perspective that helps guide future decisions regarding Orchard Lake’s course management and long term improvements.
RACQUETS
• Increase participation for special events for tennis/pickle (examples: mixers, club championships, member-guest events that are currently only for paddle). How: (i) email marketing & social media; (ii) consistent signup via google form; and (iii) event chairs to encourage participation
• Continue to look for ways to improve the racquets area. Would like to add onto the deck if other improvements can't be made due to the city (bubble/paddle courts)
• Foster more competitive, fun and development-focused environment for junior tennis within the newly-formed interclub league.
o Introduce special one-day events for all age groups throughout the summer in addition to the normal Friday interclub matches
o Add younger age groups to Inter-Club Finals
WATERFRONT
• Improve the overall cleanliness of the lakefront, lake house, and locker room facilities.
• Enhance food service operations with a focus on timeliness, quality, and consistency.
• Review current staffing levels to identify any gaps or areas of inefficiency.
• Implement clear staff guidelines and performance expectations.
• Continue strengthening and planning for the success of Junior Sailing, Adult Sailing, and Watersports programs.
• Evaluate and address any additional needs related to the lakefront, picnic areas, and parking facilities.
• Continue improving the overall member experience through ongoing member feedback and engagement.
CLUB LIFE
• Enhance the Member Dining Experience (Lakehouse, Terrace, Dining Room)
o Provide feedback on menus and dining offerings based on member input
o Suggest seasonal menu rotations, chef's specials, and popular favorites
o Provide input on dining ambiance and overall experience
o Recommend improvements to service consistency and member experience
o Encourage members to think "club first" when choosing where to dine
• Strengthen Member Engagement in Club Events and Experiences (Serve as a voice of the membership for programming and social opportunities)
o Provide perspective on the club entertainment calendar and event programming
o Listen to member feedback and recommend new events, formats, or themes
o Encourage events that appeal to multiple generations and families
o Personally promote events and rotate serving as hosts when appropriate
o Suggest new programs, pop-up events, or experiences that encourage participation
o Capture photos and highlights from events to support future promotion and engagement
• Support a Welcoming and Comfortable Clubhouse Atmosphere
o Provide input on clubhouse environment and overall member experience
o Suggest simple ways to make spaces feel more inviting, relaxed, and family-friendly
o Share feedback from members on how spaces are being used and where improvements may help
• Position the Club as Members' Go-To Place for Dining, Socializing, and Family Time
o Encourage experiences that make the club feel like a "home away from home"
o Recommend casual, spontaneous events (happy hours, trivia nights, themed evenings)
o Support initiatives that encourage members to drop in more often-not just for major events
o Promote a welcoming environment where members of all ages feel comfortable gathering
o Reinforce the club as the first choice for dining, connection, and fun
MEMBERSHIP
• Study optimal member caps for current classes
• Study potential new and/or modified member classes, including membership requirements, privileges, and initiation fee and dues levels
• Provide the BOG with a financial model for Life Golf and Junior A caps and payment structures.
• Support the club’s communication and the Long-Range Planning Committee with proactive messaging
• Evolve the prospective member inquiry process to ensure long-term membership growth
FINANCE
• Identify and prepare a candidate for committee chair to replace Jeff Jamerino in 2027.
• Integrate and educate new committee members for 2026 (Bobby Hesano and Paul Seizert).
• Provide support and assistance to Peter, Wes and Jamie throughout the year with finance-related matters.
• Develop and recommend operating and capital budgets for 2027.
• Support and provide information to the long-range planning committee as it considers updated capital project proposals. This would include cost impacts, financing options, and necessary dues increases.
• Review and advise on the financial impact of initiatives by other committees.
• Perform monthly review of operating results and create a culture of accountability and transparency vis-à-vis those results. Transparency to include development of a KPI scorecard and better communication to constituents.
