SFCC 2030 - Our Centennial Vision

SFCC 2030 - OUR CENTENNIAL VISION

A STRATEGIC PLAN FOR STARMOUNT FOREST COUNTRY CLUB

GREENSBORO, NORTH CAROLINA

INTRODUCTION

Starmount Forest Country Club will reach its centennial anniversary in 2030. The purpose of this Strategic Plan is to clarify the Club’s Mission and Vision and to put a roadmap in place to guide current and future leaders in their efforts to position the Club to sustain its success into its second century. The Board and management have invested considerable time and effort in the development of this plan. The planning participants took part in planning workshops where they completed a SWOT (strengths, weaknesses, opportunities, threats) analysis, reviewed the Club’s current Mission Statement and formulated a Vision Statement, and ultimately, identified action plans to achieve the goals of the plan. In the lead-up to the planning sessions, McMahon Group completed a scan of the Club’s primary market area to gauge its strength and its ability to support membership in the years ahead. That data is part of this report.

Based on our internal and external reviews, we believe Starmount Forest Country Club is well-positioned in the marketplace because of its golf course and diverse membership profile, which will allow it to carve out a unique position in the community. A key aspect of this effort will be to increase the focus on capital generation and expenditures, with the priority of restoring the infrastructure and other aspects of the golf course. This approach will strengthen the Club’s position as the leading course in the area and allow it to showcase its rich history in the sport. While the golf course work is moving ahead, the Club will embark on a Master Plan study to identify optimal use of its limited land area and decide on the most effective approach for investing in the clubhouse, pickleball and other areas, to ensure they are at the quality level and scale required to sustain membership.

The Strategic Plan identifies multiple initiatives, including:

• Golf Course Restoration: Restore the golf course and celebrate Starmount’s historic role in Greensboro golf to carve out a differentiated position in the marketplace.

• Optimize the Membership Plan: Update the Membership Plan and the new-member development process to assure that the Club retains its diverse, friendly culture, offers the proper mix of categories and privileges, and is focused on attracting the next generation of members.

• Create a Facilities Master Plan: Develop a Facilities Master Plan for the clubhouse and surrounding amenities to leverage its limited land area and support the full-service vision for Club activities and member engagement.

• Deliver the Starmount Experience: Restore programs and activities curtailed by staffing and other factors to pre-pandemic levels to promote engagement among a larger, more active membership.

• Be a Hospitality Leader: Focus on Human Resources to assure effective talent acquisition, training and performance.

Two items that will be critical to achieving the initiatives of the plan are the modernization of the Club’s governance process and providing transparent and informative communications. These items are enablers of the strategic plan, as they will provide the structure to allow the leadership to perform a strategic role and the membership to understand the rationale for key decisions and actions, including capital investments.

STRATEGIC PLANNING PARTICIPANTS

Board of Directors

John Barbee

Aprille Black

Greg Brown

Michael Corbett

Scott Fowler

Ashley Fuquay

Kevin Greene

Scott Henegar

Candice Horvath

Matt Kibble

Rob Luce

Brad Penn

Caitlin Thompson

Ex-Officio

Ray Armini, General Manager

Tonia Vaughn, Chief Financial Officer

Frank Vain, President, McMahon Group, Inc.

Starmount Forest Country Club

MISSION

Starmount Forest Country Club, in keeping with our rich tradition, is dedicated to providing exceptional social and recreational activities for members and guests who value a premier club experience that is diverse, inclusive and familyoriented.

VISION

We envision Starmount as the leading club in the Triad, recognized for its top-ranked golf course and premier family-friendly activities. We strive to be the club of choice, offering a wide range of programs for children, hosting memorable events, and providing a perfect setting for life’s milestones. Our commitment to diversity and continuous improvement ensures that we remain the area’s most desirable and welcoming country club, where members can enjoy a vibrant community and outstanding service.

EXTERNAL ENVIRONMENT

As part of the strategic-planning process, McMahon Group completed a review of Greensboro-area demographics to understand the potential of the community to support the private clubs that exist in the region. Additionally, McMahon provided insight into the major trends in the club industry, to help the Board understand how changing lifestyles are likely to impact the preferences of current and future members.

Highlights of this research and guidance:

A Growth Story: Greensboro, like most of the Carolinas, has been growing at a very healthy pace for over 20 years. This is projected to continue for the remainder of the decade. This bodes well for Starmount, as a healthy location is the number-one factor in club success,

• Growing Community: The population of Greater Greensboro grew by nearly 30% between 2000 and 2020. In the year 2000 there were 469,000 people living within 15 miles of the club. This grew to 608,000 in 2020. In McMahon’s database, 75% of a club’s membership will reside within seven miles, or a 15-minute drive time, of their club. Fully, 85% will reside within 15 miles of their club.

• Continued Growth: The projected growth rate for Greater Greensboro for the years 2022 through 2027 is 6%, which is roughly double the national average. By 2027, it is projected that 645,000 people will live within 15 miles of Starmount, which is nearly 15% more people and 18,000 more households than currently exist in the area.

Marketplace Characteristics (Positives):

Market-area descriptors that appear favorable for club membership include:

• Above-Average Education

• More Recent Movers

• Wealthiest Black Households (More)

• Young and Rich Households (More)

Marketplace Characteristics (Negatives):

Market-area descriptors that are not as conducive to club membership include:

• More Apartments

• Bargain-Seekers Market

• More Recent Movers

• Wealthiest White Households (Fewer)

• Fewer Expensive Homes

• Fewer Long-Time Residents

• Lower Median-Income Profile

Competitive Set: Greensboro Country Club (GCC) is the major competitor in the area, with some 1,300 total members and a long waiting list. The Club has two locations and two golf courses: the main course in Irving Park designed by the legendary architect Donald Ross, and The Farm. The Club recently completed a $20 million clubhouse renovation at the Irving Park location, and its finances are such that it has a disciplined approach to capital maintenance/ investment. GCC is very much a neighborhood club, as 90% of its members reside within six miles of the Irving Park campus and 70% reside within three miles of Irving Park. The Club is very family-oriented. GCC is the market leader with outstanding facilities, programs and amenities. It is very different than Starmount, with multigenerational memberships and a very localized member base. In part, Starmount exists to fill a market niche that GCC doesn’t.

• Greensboro is an evolving city with an increasingly favorable club market. Both the population and affluence of the area are increasing. The market leader in the area has a very geographically centralized membership and a very long list of candidates. It is also a multigenerational club that will not be the first option for new people coming to town. McMahon summarizes the market as increasingly positive and conducive to growth for Starmount if it provides the experience that new and younger members want, which we would describe as a casual, family-oriented, fun and fitness-focused environment with a foundation of great golf.

Starmount Forest Country Club

EXTERNAL ENVIRONMENT (Cont.)

Broader National Club Trends: Clubs prospered during COVID by offering a safe and secure environment with a focus on individual and family well-being. Clubs during this time were also very innovative in their offerings. A key takeaway from the COVID period is that clubs would do well to continue their member-focused attitudes and they should continue to be innovative in their approach as the world progresses to a new normal.

• Hybrid lifestyles are here to stay with the lines between home, work and play less distinctive. While CEOs continue to encourage a return to the office, many employees are resistant to this notion, especially Millennials (people born between 1980 and 1999). The flexibility associated with this change in work-life balance is good for clubs, as it expands the times of day at which members can use the club.

• Attracting Millennials, which comprise an increasingly larger and larger segment of the target market, will require a club to be diverse. Millennials are the most diverse generation in American history - family-focused, tech-friendly, and one that provides a broad range of activities.

• Work-Life Balance: It will be important for clubs to be more “lifestyle clubs” with interesting people and experiences, all at a high-quality facility. Members will be seeking:

• Safety and security.

• A sense of community.

• Health and wellness facilities and programming.

• A multigenerational experience.

• An organization with a family focus.

• Events and services for children.

• Golf Trends: The game of golf is undergoing huge transformation. The profile of players is changing dramatically, particularly among previously underserved groups like women and children.

Junior golf is very popular with both boys and girls, and along with women, they are the largest growing player segments according to the National Golf Foundation and other groups that

track participation. Technology is also changing the way the game is taught and experienced. Today’s players like to practice more than prior generations and they enjoy less time-intensive ways to participate through things like golf simulators, golf performance centers, short-game areas and putting courses. The future of the game is bright, especially for those clubs that challenge themselves to reimagine their golf programming to capitalize on the trends.

• Innovation: Offering a club that is relevant to evolving lifestyles, including a facility that is easy to use and with an emphasis on health and wellness, will all be important in attracting that next generation of members. Another important aspect of membership for future members will be for a club to be a good citizen by giving back to the community.

Trends Summary: Starmount is well-positioned to address the population and lifestyle trends noted above. Its diverse and youthful member profile is a plus, as is its broad-based experience. Golf is at the core of its being and it is time to reinvest in the course. As part of that planning, the Club must also identify ways to satisfy the demand for better practice facilities, potentially through a golf performance center if the land area is unable to support a better range. The pool and indoor tennis/fitness center are supportive of the family experience. There are aspects of this experience that demand attention, such as outdoor pickleball, but overall, the Club is in reasonably good shape here. The course is the top priority, and the second priority is the clubhouse, both of which can be successfully addressed within the 2030 timeline of this plan.

IMPLEMENTATION GUIDANCE

The Strategic Plan is meant to be a guiding document for Club leadership between now and the Club’s Centennial in 2030. To realize the benefits of the Strategic Plan, the Board and management should adopt it as the official Vision of the future, communicate the Strategic Initiatives to the membership and regularly monitor progress toward the goals. Completing the following steps will lead to successful implementation of the plan:

• The Action Plans included in this Strategic Plan are recommended starting points for the discussions and analysis that will take place among the Board, Standing Committees, Task Forces and Management as they delve deeper into each of the initiatives. The teams should research other best practices for the club industry or related organizations (i.e., non-profit governance) to identify the full range of opportunities available to the Club.

• Communicate the highlights of the plan to the members and report on progress toward the goals of the plan through periodic communication on Club business.

• The President and the General Manager will oversee efforts to implement the Strategic Plan and coordinate activities among the executive staff, standing committees and task forces.

• Review the Strategic Plan and corresponding actions at the regular monthly Board meetings.

• Review and update the plan as part of the annual Board strategy update that will take place each year upon election of the new Board. A briefing of the strategic plan must be part of the orientation for new Board members.

• Convene a meeting of all Committee members at the start of the new Board year to review the Strategic Plan with them and outline the goals and objectives for the coming year.

• Complete a comprehensive update of the Strategic Plan at least once every five years.

ENABLING STRATEGIES (Foundational Items for Advancing the Strategic Plan)

An essential element of the Strategic Plan is to have a nimble, strategic Board of Directors. The plan calls for a retooling of the governance process, to include steps that include reducing the size of the Board from 13 to 9 directors, improving the recruitment, orientation and training of new Directors, and documenting practices through a Board Policy Manual and responsibility matrix.

Another critical element of moving forward with the Strategic Plan is to have open and informative member communications. To that end, the Club should implement a continuous improvement program to upgrade communications with the membership. The overriding objective relative to communication with the members is to ensure transparency. As with most initiatives, resources are vital, which in this instance may necessitate hiring a Communications Director to lead all aspects of member communications.

Understanding the rationale for key management and governance decisions and the results of these decisions as they are manifested in operating and financial reports is critical to achieving the level of transparency the Club needs to unify the membership toward the vision. Starmount will utilize the full range of available communication tools to ensure that the membership is fully apprised of this information, including:

• Letters from the President,

• Periodic Board update reports (minimum quarterly),

• The monthly newsletter,

• E-mails,

• The website,

• The annual and special meetings, and

• A communications process to facilitate feedback from members.

The communications process will include periodically communicating the status of the strategic initiatives described in this plan and our status and progress in achieving our long-term goals.

Starmount Forest Country Club

CORE VALUES

• Excellence

• Inclusivity

• Adaptability

• Family-Friendly

• Financial Stability

• Community

• Service Excellence

STRATEGIC INITIATIVES

• Invest in our golf course and develop a Facilities Master Plan.

• Adopt a financial strategy to support our operations, maintenance Cap-Ex and facility enhancements.

• Optimize our Membership Plan for privileges, size, nomenclature and enrollment.

• The Starmount Membership Experience: Restore member programs to pre-pandemic levels.

• Strategic Governance and Empowered Management.

• Effective communications.

• Staff Development and Retention Plan.

COMPETITIVE ADVANTAGES:

• Diverse and friendly membership

• Family-Friendly

• Welcoming

• Engaged

• Location

• Variety of facilities and amenities

• Great golf course

• Outstanding professionals and outstanding staff

• Club’s history, especially in golf

MOST IMPORTANT GOAL

Golf Course Restoration and Campus Master Plan:

• Finalize solution and financial modeling to restore the golf course.

• Update the 2013 master plans for the clubhouse and amenities to identify the next phase of improvements.

Strategic Planning Report

STRENGTHS

An asset, practice or situation that creates a competitive advantage for the club.

• Membership

• Diverse

• Family-friendly

• Welcoming

• Engaged

• Location

• Variety of facilities and amenities

• Great golf course

• Great tennis facilities

• Outstanding professionals and an outstanding staff

• Club’s history, especially in golf

OPPORTUNITIES

An area where the club can improve satisfaction or operating performance.

• Develop a Strategic Plan.

• Leverage our leading position in golf.

• Develop and communicate a master facility plan that includes:

• Clubhouse

• Pickleball

• Parking

• Adopt a debt-management plan.

• Reach full staff level in dining operation.

• Develop an engaging slate of member events.

• Optimize and contemporize our membership plan.

• Take advantage of the special Centennial Celebration.

• Highlight the history of the Club.

• Continue to increase the capital reserves.

THREATS

WEAKNESSES

A deficiency of the club that negatively impacts satisfaction or creates a competitive disadvantage.

• Facilities

• Aged golf course

• Dated clubhouse

• Landlocked

• Inadequate debt-management plan

• Financial structure/not enough capital dollars available to fund needed improvements

• No outdoor pickleball

• No strategic plan to guide decisions for the shortand long-terms

• Mentality of “value club” unwilling to pay for quality

• Understaffed in places

• Seasonal parking challenges

• Lack of dedicated youth activities space

A situation where a failure to respond leads to a diminishment in performance or loss of competitive presence.

• Economic factors - recession/real estate decline/ inflation/supply chain.

• Competition from other clubs.

• Attracting and retaining quality staff.

• Storm damage/natural disasters.

• Not maintaining the aging infrastructure.

• Not investing in the facilities to remain attractive to the next generation.

• Security on Club property whereby strangers can roam the grounds.

• COVID safety net going away, so people are going back to work, traveling and doing other things.

Starmount Forest Country Club

STRATEGIC INITIATIVES

The Starmount Board identified the following Strategic Initiatives as the key elements to address in its five-year Strategic Plan:

Golf Course Restoration and A Facilities Master Plan That Supports Our Vision:

• Golf Course Restoration: Our top priority capital project is to develop, communicate, fund and execute a golf course restoration plan that assures Starmount’s primacy in golf and leverages its rich history in the game.

• Facilities Master Plan: Our second priority capital project is to develop a Facilities Master Plan for the clubhouse and surrounding amenities and identify the top-priority improvements that fit within the membership’s financial capabilities by the 2030 Centennial.

Financial Stewardship:

• Update Starmount’s financial model so that dues and fees fund operations to a breakeven level and the Club fully funds annual capital expenditures from dedicated sources.

• Generate member support for funding the golf course restoration and facility master planning from a combination of assessments and a sustainable debt-management plan (supported from monthly member payments).

Optimize Our Membership Plan:

• Develop and implement a strategic membership plan with proper quotas, privileges and nomenclature to align with our Mission and amenities.

• Follow membership development and assimilation practices that promote harmony and collegiality among our membership and build a pipeline of future members.

The Starmount Membership Experience:

• Assure Starmount remains one of the membership’s favorite places to dine and socialize and provide access to year-round, engaging, multigenerational social activities and recreational programs.

Strategic Governance and Empowered Management:

• We are committed to having a governing Board, effective Committees and empowered professional operating management as the organizational approach best suited to accomplishing our long-term goals.

Staff Development and Retention Plan:

• Create and maintain robust talent acquisition, retention, and professional development systems at all levels of the organization.

STRATEGIC INITIATIVES (Cont.)

INITIATIVE ONE: Golf Course Restoration and A Facilities Master Plan That Supports Our Vision

• Golf Course Restoration: Our top priority capital project is to develop, communicate, fund and execute a golf course restoration plan that assures Starmount’s primacy in golf and leverages its rich history in the game.

• Facilities Master Plan: Our second priority capital project is to develop a Facilities Master Plan for the clubhouse and surrounding amenities and identify the top-priority improvements that fit within the membership’s financial capabilities by the 2030 Centennial.

Context:

The golf course is the Club’s most important and largest asset. The quality of the layout and its historic role in Greensboro golf are core elements of Starmount’s competitive advantage. The course has an aged infrastructure and dated features that need to be restored. Additionally, the golf practice areas are sub-standard for modern clubs. While land limitations will impact how much the Club can provide in this area, improving this aspect of the golf experience should also be part of the long-range plan.

The clubhouse is also dated relative to modern club trends and member use, reflected in limited casual dining space, oversized event areas and limitations in supporting the golf experience and operations (golf shop/bag drop/cart staging locations and locker rooms). Additionally, there is demand for outdoor pickleball and parking is insufficient and disjointed. There is significant work to be done to analyze the existing condition, develop an overall concept and begin the process of making improvements. A 2013 plan for the clubhouse did not move forward. The Planning Committee should review this plan as part of their efforts. The new/updated plan should include the type of site layout, clubhouse and other facilities components to support Starmount in 2030 and beyond.

Strategies:

• Leverage the golf course’s prime position in the Triad.

• Master Plan the facilities to promote orderly and cost-effective development.

• Brainstorm solutions prior to acting.

• Enroll members in decision making.

Action Plans:

• Golf Course Restoration (Now through 2025): To address our top priority capital project, we will review and update the golf course improvement plan to prepare a comprehensive solution addressing infrastructure (irrigation) and aesthetic improvements.

• Review the conceptual plan, budget and timeline for restoration of the course.

• Identify the impact construction will have on course availability and develop a plan for golf practice and play during construction.

• Work with the Finance Committee to fund the plan.

• Develop a communications plan to explain all aspects of the plan to the membership – rationale, vital nature, drivers of cost (infrastructure), features/benefits, funding plan, timing, golf play during construction, etc.

• Following a series of informational meetings, collect member feedback on the concept and level of support for moving forward. Respond as appropriate to the feedback and then take steps to secure approval for moving forward with the golf course restoration project

• Facilities Master Site Plan (2025 through 2030)

• The feedback survey on the golf course restoration should include questions about other potential improvements, especially the clubhouse. This will start the process of gathering data that the Facilities Master Planning Committee can use to develop a Facilities Master Plan for the balance of the facilities.

• Facilities Master Plan: Appoint a Facilities Master Planning Committee to oversee updating the 2013 Facilities Master Plan in conjunction with professionals experienced in club planning and design. The Committee

Starmount Forest Country Club

STRATEGIC INITIATIVES (Cont.)

should include a mix of current Club leaders (3 to 4) and at-large members (6 to 8) who are representative of the membership by age, gender and interests. The General Manager and President are ex-officio members of the Committee.

• Vision: The current clubhouse was designed to serve a prior generation of Club members. A large portion of the building is dedicated to events that are no longer a vital piece of the business plan. Additionally, more space is dedicated to formal dining than casual dining and the level of finish is questionable. The location of the Golf Shop, bag drop, and other aspects of golf services do not reflect the Club’s lead position in golf. As the Club was undercapitalized for many years, the infrastructure is worn. Finally, the Club’s rich history is not properly emphasized in the décor.

• The professionals and Facilities Master Planning Committee should review options for solving the challenges in respective areas and developing long- and short-term solutions. Once that Committee has developed a preliminary plan, the leadership should socialize the plan among the membership and provide a feedback loop for the potential betterment of the solution and to enroll members in the planning process. Steps in the process include:

• Reviewing existing facility conditions.

• Reviewing the 2013 clubhouse improvement plan.

• Establishing an architectural space program of facilities that the Club should provide.

• Developing conceptual architectural floor and site plans and associated costs.

• Identifying project phases using membership survey input and this Strategic Plan for selecting projects.

• Align the Plan with the Club’s Capital Strategies Model.

• Presenting the project to the members for input.

• Securing member approval to implement the next-phase projects.

• Building and completing the projects as approved.

• The Facilities Master Planning Committee will work with the Finance Committee to align the projects with the Club’s Capital Strategies Model.

• The communications process will include informational meetings to explain the rationale, solutions and financial plan, sending a written report of the proposal to the membership and collecting member feedback through a survey designed for that purpose.

Responsible:

• Golf Course Restoration Committee

• Facilities Master Planning Committee

Timing: CAPITAL PRIORITY ONE:

• Q3 2023 – Finalize golf course restoration plan and funding

• Q4 2023 – Communicate, collect feedback and secure member approval of golf course restoration, including survey input on potential non-golf improvements

• By Q2 2024 – Install golf simulators so they are available during the golf course restoration process

• 2024/25 – Implement golf course restoration CAPITAL PRIORITY TWO:

• 2025 - Form a Facilities Master Planning Committee, Review 2013 plan, Develop Program and Concepts, Identify Phasing

• Q1 2026 – Board approves Socializing Plan with Members

• Q2 2026 - Communicate plan to the membership and collect feedback

• Q3 2026 – Secure approval of top-priority projects

• 2027 – 2029 Implement phased projects

• 2030 – Centennial Celebration

Strategic Planning Report

INITIATIVE TWO: FINANCIAL STEWARDSHIP

• Update Starmount’s financial model so that dues and fees fund operations to a breakeven level and the Club fully funds annual capital expenditures from dedicated sources.

• Generate member support for funding the golf course restoration and facility master planning from a combination of assessments and a sustainable debt-management plan (supported from monthly member payments).

Context:

Starmount has experienced significant growth in membership during the pandemic period. This expansion in the number of members will now slow as the Club is full. The financial model should be updated to reflect what will likely be annual attrition in the 4% range, which will impact capital flows. As such, the Club will need an updated model that shows how it will fund the desired member experience while generating capital for routine annual maintenance, likely in the $1.2 million range, and attract member funding for the next cycle of investments. This amount should be identified through a professionally developed asset reserve study. The hierarchy of capital obligations is:

1. Fund current debt/adopt a debt-management strategy.

2. Generate from known, reliable sources the amount necessary to fund the capital-reserve requirements, which is likely to require $1.2 million annually.

3. Generate member support for assessments/debt payments to fund aspirational projects.

4. Build cash reserves.

Strategies:

• Fund the desired member experience through annual dues.

• Focus on generating capital for obligatory and aspirational projects.

• Assure staff compensation levels are competitive with other hospitality providers.

Starmount Forest Country Club

Action Plans:

The Finance Committee should review and update the Club’s financial model to assure it is responsive to the changes in the labor market, the expanded level of operations due to the larger, more active membership, and to generate funds for the next-phase capital projects.

Among other activities, consider:

• Rolling Operating Forecast: Prepare a rolling forecast to identify expected operating costs/activity subsidies and dues between now and 2030. Update annually.

• Capital Reserve Study: Update the reserve/useful-life study so it accurately projects the 20-year expected cost and the average amount the Club should fund each year for major capital repair and replacement projects. Augment initiation-fee income (based on 4% annual attrition) and any net operating income with a monthly capital fee on the current membership, ultimately totaling $1.2 million annually from all sources (or the current value of the updated reserve study).

• Capital Improvements: Work with the responsible parties to identify sources of funds for the Golf Course Restoration and related work (estimated at $7 million) and funding the development of the Campus Master Plan (estimated at $75k – planning only, not implementation).

• Member Forecast: Work with the Membership Committee to identify the number of turns the Club can reasonably expect over each of the next six years.

• Human Resources: Work with Human Resources to see that the Club has a competitive wage structure and a funded training program.

• Good Works: Consider developing a foundation/employee assistance program to help the Club attract and retain staff.

Responsible:

• Finance Committee

Timing:

• Complete update/review by end of Q3 2023.

• Work with the Golf Course Restoration Committee to fund the course work by Q3 2023.

• Interface with the Planning Committee throughout their planning activities and help them meet the goal of funding the Campus Master Plan.

INITIATIVE THREE: OPTIMIZE OUR MEMBERSHIP PLAN

• Develop and implement a strategic membership plan with proper quotas, privileges and nomenclature to align with our Mission and amenities.

• Follow membership development and assimilation practices that promote harmony and collegiality among our membership and build a pipeline of future members.

Context:

Like many country clubs across the U.S., Starmount is experiencing increased demand for membership and more activity at the Club. This is a change from the past and creates compaction in some areas while also introducing many more members in the Club, many of whom have not previously belonged to a private club The Membership Plan may no longer include the caps and privileges that will be appropriate for the Club going forward. Additionally, the descriptions used for these memberships may not reflect the value of the category or their marketability (i.e., Social membership). Finally, as the pandemic wanes, the Club will need to reinvigorate all aspects of a functioning membership department – having a website that makes a positive first impression on new residents seeking a club to join, networking with current members to identify and sponsor prospective new members, offering mandatory, effective orientations of those who join the Club and maintaining healthy relationships among the membership.

Strategies:

• Align the membership process with the Club’s culture and demand level.

• Ensure a financially viable Club.

• Establish clarity about our member process among existing members and sponsors/endorsers.

• Involve existing members in the process of new-member assimilation.

• Assure members have appropriate access to our facilities and programs, especially the golf course.

Action Plans:

• Membership Plan:

• Review capacity, access and operating and capital requirements to identify the optimal number of members in all categories and maintain the quality of the experience at an appropriate value.

• Identify names for each of the categories that reflect the privileges and make them attractive to prospective members.

• Evaluate the role and privileges of any associate categories to see if they remain appropriate for the current usage and demand. Young-member categories should be attractively and realistically priced and potentially include small annual payments of initiation fees to assure transition to full membership.

• Membership Process:

• Establish guidelines for selection and candidate criteria so our membership process is consistent with the Club’s vision and culture, and memorialize this process for future leaders.

Starmount Forest Country Club

• Assure that sponsors and endorsers are clear on their roles and responsibilities in the membership process. Stress the importance of the sponsor’s participation in “meet and greets” and other activities that advance their candidate’s application. Also, consider ways to keep the sponsors involved in new-member assimilation efforts.

• Increase existing member involvement in new-member orientation and assimilation. Participation in a mandatory new-member orientation must precede access to the Club.

• Make use of available technology, such as videos, to support membership orientation and assimilation efforts.

• Member Retention:

• The Membership Director should complete 90- and 180-day check-ins with new members to see that they are assimilating into membership.

• Develop clear policies for rules enforcement and broadcast them to the membership.

Responsible:

• Membership Committee and Membership Director

Timing:

The Membership Committee is already working on updating the membership process. This is important work that should continue on an ongoing basis.

INITIATIVE FOUR: THE STARMOUNT MEMBERSHIP EXPERIENCE

• Assure Starmount remains one of the membership’s favorite places to dine and socialize and provide access to year-round, engaging, multi-generational social activities and recreational programs.

Context:

Due to the pandemic, the membership increased and demand for a la carte dining soared, but the Club could sometimes not meet that demand due to staffing issues. Additionally, the Club was forced to eliminate almost all large-scale club and private events. With the pandemic subsiding and the hospitality market coming back to more normal levels, it is time to return services to pre-COVID levels.

Strategies:

• Continue to nurture a member-centric culture and experience.

• Use programs and events to create member interactions and build community.

Action Plans:

• Favorite-Place Dining: All members and their families can enjoy the Club’s dining offerings. When all members are polled, this is often the most important and influential experience. As such, the Club should continue to focus on delivering a positive experience. The management team should review all aspects of the hiring, training, and operating plan to assure effective performance.

• Member Events: Management should work with a committee of members to determine the type, frequency and delivery of large-scale social activities in the post-pandemic environment.

• All departments should evaluate their programming to see that it is driving member engagement – golf and tennis tournaments, fun and competitive events, swim team, etc.

• Conduct periodic member surveys to collect data on member satisfaction with dining and events.

Responsible:

• Management and Standing Committees

Timing:

• Ongoing

Strategic Planning Report

INITIATIVE FIVE: STAFF DEVELOPMENT AND RETENTION PLAN

• Create and maintain robust talent acquisition, retention, and professional development systems at all levels.

Context:

Like most clubs, it is difficult for Starmount to find talent to operate the Club effectively and the cost of labor is higher than it was prior to the pandemic. The changes in the labor market make it clear that the Club must improve all employment-related processes – recruiting, hiring, training, compensating and retaining staff. The Club is in the process of hiring a Human Resources Director, which is a critical part of the talent-development and management process.

Strategies:

• Make Starmount a Club that is recognized as an exemplary employer.

Action Plans:

• The HR Director will be responsible for developing a comprehensive plan for recruiting, onboarding, training and developing staff across all departments.

• Complete a compensation study of the local market to ensure the Club has a competitive pay structure.

• Evaluate ways to incorporate work-life balance solutions into the operating plan.

• Secure funds for employee training and development. Develop an employee training program and update training guides for all employees.

• Update the orientation program for all employees to communication the values of the Strategic Plan and the role that the staff plays in advancing the Club’s culture.

• Develop a succession plan for all key employees.

• Work with the Long-Range Planning Committee to provide the staff with the tools needed to do their jobs, including:

• Proper back-of-house areas, offices, storage, etc.

• Proper staff locker, break rooms and training rooms.

• Develop programs that support employee retention, such as employee scholarship programs and educational assistance.

• Conduct annual employee surveys to identify satisfaction levels and opportunities for improvement.

Starmount Forest Country Club

Responsible:

• Management and Human Resource Department

Timing:

• Ongoing

INITIATIVE SIX: STRATEGIC GOVERNANCE AND EMPOWERED MANAGEMENT

• We are committed to having a governing Board, effective Committees and empowered professional operating management as the organizational approach best suited to accomplishing our long-term goals.

Context:

As can be gleaned from reviewing the Strategic Plan, Starmount is a larger, more complex operation than it was prior to the pandemic. The Club has also retained a professional Club Manager who can develop and implement an effective operating plan. Now, the Board can focus on developing and implementing the strategic initiatives identified in this plan.

Strategies:

• Engaged, strategic governance.

• Responsive and representative leadership.

• Empowered management.

• Continually engage new people in governance.

• Continually identify and develop future leaders.

• Align Committees in support of our Mission and Vision.

• Transparent leadership and an informed membership.

Strategic Planning Report

Action Plans:

A Governance Task Force (i.e., a future Board Development Committee) will review and update the Club’s governance structure and processes and develop recommendations to transition to a more nimble, responsive and effective governance system. Based on our discussion, areas of focus include:

• Complete the transition to the Strategic Governance and Management Process:

• The focus of the Board will be on setting strategic direction, establishing long-term goals, setting policies, allocating capital and monitoring operating results.

• Consider reducing the number of directors from 13 to 9 by eliminating one position per year through 2027.

• Day-to-day operation of the Club will be the responsibility of the General Manager/Chief Operating Officer and the staff.

• Committees of members will assist the Board and management by providing guidance in their area of responsibility and advice and counsel to the staff.

• Actions to support the transition include:

• Develop and follow a Board, Committee and Management Responsibility Matrix to clarify each party’s role across long-term goals, short-term goals, budgeting, day-to-day operations, capital planning, fees, hiring, personnel, etc.

• Continue the process of reviewing and updating the Club’s bylaws and initiate an educational and memberreview process to build consensus to adopt the recommended bylaws.

• Develop a Board Policy Manual to memorialize written policies and procedures adopted by the Board in an easily accessible reference guide.

• Consider using a Board Portal to deploy technology to improve the effectiveness, efficiency and collaboration within the governance process.

• Revise the Board meeting process to include use of a Consent Agenda so the meeting time is better allocated for a review and discussion of high-level strategic issues.

• After developing the Strategic Plan, the Board should convene a meeting of all committee members to inform them about the plan and its initiatives and enroll them in the implementation process. Convening an All-Committee meeting where the Board shares its goals for the year ahead should be a regular part of the governance calendar.

• Consider replacing the Nominating Committee with a Board Development Committee to improve the process

Starmount Forest Country Club

by which we identify, cultivate and recruit prospective Board members.

• Establish criteria to be eligible for Board service, including a process that helps candidates prepare for service on the Board by working on committees and task forces.

• Assure representation from a cross-section of the membership on the Board and committees, including younger members, women and spouses, so that the Club can identify opportunities and implement plans to provide the right experiences for all member segments.

• Clarify the purpose and role of each Committee and establish Committee Charters for those that will exist.

• Develop a mandatory orientation program for Board and Committee members and conduct an annual allcommittee meeting to assure the committees are aware of and are working to support the Club’s vision and Board’s goals.

• Build a community of trusted advisors to expose the leadership to industry best practices and increase their understanding of the club business.

• Appoint a Governor to work with the General Manager to implement the Strategic Plan.

• Develop a Board Communications Program that identifies the vehicles (i.e., written, electronic, town hall meetings), frequency and other steps to regularly communicate key governance, financial and strategic issues to the members. Board communications should be separate from the Club’s standard marketing and member communications.

Responsible:

• Board Development Committee

Timing:

• Ongoing throughout 2023 with the recommended Board Policy Manual and other tools in place by December 2023.

• Complete downsizing of Board over several election cycles.