V S 3 2 ON ensuring a strong future
SHARON
President
JOHN
Vice President, Governance Chair
ED
Secretary, Golf Chair
JOHN MCCOOEY
Treasurer, Finance Chair
GERRY DESMOND
Executive At Large, Racquets Chair
ANDREW
Legal Affairs & Insurance Chair
DANIEL COAR
Long Range Planning Chair
DANIEL LUCKENBAUGH
Membership Chair
JAMES A. HORTY, III
House Chair
JOE KIRCHNER
Buildings Chair
KAREN SCHNEIDERMAN
Hospitality & Centennial Chair
MIKE MCGUINESS
Greens Chair
WILLIAM
CARPIU “C” CHERECHES
GM/COO - Ex Officio
WHAT IS Vision 2030?
Vision 2030 is a coalescence of the following: Membership Survey – The first two: May & December 2023 Strategic Plan – began in the Spring 2023 and will continue with updates Board Initiatives
WHY IS IT Important?
1.
It is the membership’s mutual responsibility as stewards to ensure the future strength of the Club.
It is the Board’s responsibility to clearly communicate what is needed to do this.
3.
2. With the club turning 100 years old next year, the Board of Directors, Members, and Club Management have a duty to preserve the physical “plant”, and our stellar membership experience, just as previous Members have done in the past.
WHAT IS Next?
The Board of Directors and Talon Tribe are doing all that is possible to help educate the membership about Vision 2030 and the Club’s future needs. It is imperative we all understand so that we can make informed, strategic decisions for the future of Rehoboth Beach Country Club.
V S
2 ON ensuring a strong future
WE HEARD YOU
Survey Results
WHAT IS THE OVERALL SATISFACTION?
Overall, 97% (increased from 93% in May of 2023) of members at Rehoboth Beach Country Club are satisfied with their experience. Rehoboth Beach Country Club’s mean satisfaction score of 6.28 out of 7 is above the industry benchmark of 5.81. The Club has been able to make significant improvements in overall satisfaction since the prior survey. The Club has shifted to a best-in-class score, with over 35% of members selecting strongly agree and less than 5% selecting a negative score.
WHAT IS THE OVERALL SATISFACTION - VALUE PROPOSITION?
Value is the link between motivation (expectation) and satisfaction, which can be described in monetary terms and terms of quality, social, and behavior Rehoboth Beach Country Club’s value proposition mean score of 5.8 is above the industry average of 5.36. This score has also greatly improved since the prior survey. In the prior survey, the Club received a score of 5.49.
WHAT IS THE NET PROMOTER SCORE?
The Net Promoter Score (NPS) is a research-based question created by Bain & Co that determines “customer” loyalty, satisfaction measurement and enthusiasm. The question asks the survey participant to rate on a level from 0 to 10 how likely they are to recommend a brand to friends or family.
WHY IS A NET PROMOTER SCORE IMPORTANT?
NPS can be used as a predictor of growth and can showcase a healthy or unhealthy relationship between a club and its members. Member loyalty is significant as many members come into the Club through word-ofmouth recommendations. Additionally, Rehoboth Beach Country Club has many new members who have joined the Club in the last two years. Those new members bring their friends and family to the Club to enjoy the facilities; ultimately, some of those visitors will choose to become members. New members are crucial to building a robust and healthy club.
WHAT IS THE NET PROMOTER SCORE SCALE?
Based on how likely they are to recommend a brand to their friends and family, the Net Promoter system divides individuals into Promoters, Detractors, and Passives.
Promoters - (score 9 and 10) represent a club’s most enthusiastic and loyal members. Detractors - (score 0 to 6, included) represent those unlikely to recommend a Club. Passives - (score 7 or 8) represent those that are not actively recommending a club, but also aren’t likely to damage it with negative word of mouth.
COMPANIES YOU KNOW USE NPS?
Many companies and businesses you know use a Net Promoter Score such as:
Google - NPS 44
Amazon - NPS 49
Apple - NPS 72
Netflix - NPS 68
Coca-Cola - NPS 40
WHAT IS RBCC’S NET PROMOTER SCORE?
Rehoboth Beach Country Club has a Net Promoter Score of 62.56. The industry’s consultant for clubs, Club Benchmarking’s, research shows that the average club has a Net Promoter Score of 44. Rehoboth’s score is considered best-in-class club by surpassing a score of 60.
62.56 As of December 2023
WE HEARD YOU Survey Results
HOW HAS RBCC’S NET PROMOTER SCORE CHANGED?
Below you will find two graphs showcasing the current Net Promoter Score for RBCC and the comparison in changes for the NPS in May 2023 to December of 2023. The NPS is a difficult score to increase, but given that the Club has seen improvement across many of the amenities, the already high score has remained at a high status quo.
STRATEGIC PLANNING COMMITTEE
JOHN CARUSO
Vice President, Governance Chair
DAN COAR
Long Range Planning Chair
ED BROWN
Secretary, Golf Chair
DAN LUCKENBAUGH
Membership Chair
JOHN MCCOOEY
Treasurer, Finance Chair
JIM ZAMBITO
Finance Committee Member
CARPIU “C” CHERECHES
General Manager, COO
BETHANY ACKERMAN
Membership & Communications Director
THE OF RBCC Heart
OUR VISION
With our Members first, RBCC will always strive to be the foremost private country club on the Delmarva Peninsula. We are committed to providing a welcoming environment while enjoying our scenic location, amenities and programs. We show appreciation and support to the dedicated Talon Tribe members that are second to none and aspire to be the employer of choice.
OUR MISSION
As stewards of Rehoboth Beach Country Club, we ensure our multigenerational Members a stronger future through encouraging enduring friendship, maintaining sound fiscal management, celebrating old and new traditions and inspiring innovation. We deliver the must-have membership experience at the most desired waterfront destination.
OUR CORE VALUES
STEWARDSHIP
We embrace the idea that we, as Members, have a responsibility to care for the well-being of RBCC today and for the future. We expect our leaders to be accountable and insist these individuals lead by example.
CARING
Caring is a powerful word. When we care, we engage, commit, are attentive, kind, honest, respectful and responsive. We have integrity and a passion for good. When we care, others want to be around us and importantly, caring inspires more care!
COMMUNITY
With outstanding stewardship and true caring, we create a sense of community. This reaches across everyone – Members, families, leadership and the Talon Tribe. Together, we have a strong sense of purpose and enjoy each other’s company. We communicate fully and respect others‘ differences and points of view.
VISION
Vision is powering up our imagination to create a mental picture that guides us to something new, innovative and sustainable for RBCC’s future. Having vision is forward thinking, exciting and should benefit the greater good for all Members, our campus and the Talon Tribe.
STRATEGIC PLAN So
WHAT IS THE STRATEGIC PLAN?
The strategic plan encompasses: a Mission Statement a Vision Statement four Core Values five strategic areas of focus seven must-have membership experience initiatives goals, objectives and tactics resources allocation measurable timelines evaluation and revisions
WHAT WAS THE INITIAL WORK?
an analysis of the current membership profile and categories a review of the Club’s finances from the past five years an understanding of demographics trends in Sussex County working with Club Benchmarking to determine Key Performance Indicators (KPIs) conducting and analyzing the Captial Reserve Study and two Membership surveys
WHAT ARE THE 5 STRATEGIC AREAS OF FOCUS?
WHAT ARE THE 8 MUST-HAVE MEMBERSHIP EXPERIENCE INITIATIVES?
RBCC is exclusive to belong to, but has an inclusive, friendly membership and leadership.
RBBC has amenities that are stellar, desirable, and well-maintained while being easily accessible and plentiful.
At RBCC all generations are well-represented in a relaxed, welcoming, cohesive atmosphere with rules enforced only when needed.
RBCC generates positive buzz throughout the Club and the surrounding areas.
RBCC has trained professionals who find ways and have the authority to say “yes.“
RBCC
Living
if needed.
communications strategy for membership and leadership
by expanding our capabilities and knowledge in all ways
BOARD INITIATIVES
What are they?
WHAT IS THE BOARD DOING?
The Board of Directors plays a crucial role in guiding the Club’s strategic direction and overseeing its longterm initiatives The 13 Board Members meet at least monthly, separately from committee meetings, to discuss updates, consent agendas, strategic plan initiatives, financials, and review motions for approval The Board works closely with the 14 committees and additional ad-hoc committees to ensure a strong future for RBCC.
WHAT ARE THE CURRENT BOARD INITIATIVES?
As outlined in the monthly Board Briefs, the Board of Governors is working on a number of initiatives to include:
Capital Needs Funding - Understanding and informing the membership of the long-range capital needs of the Club.
Membership category adjustments to align with the non-profit social club IRS tax code 501(c)7.
Reviewing the membership categories, membership caps, and the financial structure.
Bylaws revision.
COI restatement.
Review of Board election process.
WHAT IS PLANNED FOR THE FUTURE?
The Board of Directors will continue to communicate with the membership through the monthly Board Brief every Tuesday following the Board meeting. These Board Briefs can also be accessed on the Club’s website under “Club News.” The first topic the Club plans to address in Vision 2030 is “Capital Needs Funding” which will offer a view into the capital priorities hierarchy and what the Club needs to refurbish and replace over the upcoming years.
