FOCUS TODAY - May 2002

New Thoughts on Strategic Planning

From Jerry N. McCoy, MCM

Clubwise, Virginia Beach, VA

Clubs today may better each their potential if they refocus their planning process on their primary mission, that being member satisfaction. It is common for clubs to complete a strategic plan then move into facilities master planning where they get off track. Many times, issues get caught up in the politics of fund raising and the cost/values relationships of the members, committees and board. If planning focused on member satisfaction and methods to deliver service, the planning process could be crystallized, and priorities established that meet member needs.

We need to pass all ideas through a service filter to insure that every aspect of planning will support the primary mission of enhancing those service delivery systems that lead to member satisfaction. Another way of analysis it to consider the filter concept as a Service Gauntlet. When an idea is sent through the gauntlet and beat up from all directions, does it survive as a cost-effective viable addition to the primary mission.

Assume the mission is membership satisfaction, the goal to maximum cost/value relationships, the objective excellent services and the strategy to provide the best possible service delivery systems. Therefore, when evaluating a new fitness center it is appropriate to look at it as a service delivery system. What will be needed in each area, or as a requirement to provide a specific product, that will meet the goal/objective/strategy?

It is important to carry these strategic thinking concepts to all facilities master planning. Does the change to a facility, or addition of a new area, provide all the necessary elements to insure effective service delivery.

This Service Gauntlet concept can be used in day to day operations with committee activities or at the board level. Let's say that the Tennis Chairman wanted to increase participation on Thursday night with a men's round robin. This simple idea could be means tested by asking the following questions:

1. What staff will be needed to maximize the service?

2. What other costs may be involved?

3. What revenue may be produced for tennis or other areas like F&B.

4. What impact will the round robin have on present Thursday night users?

5. Will the program enhance member satisfaction, be a good value to the participants and be able to be provided at a quality level.

6. Could the time, effort and money be better spent elsewhere?

If the present idea fails the critique efforts of those involved it could be modified or discarded. Whatever the result you will either, end up with a better idea or, will have discarded a weak idea before it is implemented. Just like using the system on facilities expansion to get a more functional product.

Once each club sets its own definitions for the terms - excellent and good cost/value - then a form can be developed with all the appropriate questions to test any idea of concept. It would require a member or employee to think through the idea and allow for critique by a manager or fellow member. It would also give the Board of Directors a clear understanding of all aspects of the idea whether it is a new program, service, rules change or capital expenditure. Everybody from the leadership, to management, to the hourly employees would always be thinking in terms of the overall strategy of enhanced service delivery systems.

A Service Gauntlet form document could also include timetables for implementation, the person or committee who is responsible and present status of the project. Some very organized clubs presently uses this style of thought regarding timetables and responsibilities.

Jerry N. McCoy, MCM, Clubwise

Phone: 757-563-9229 � Fax: 757-427-2863

E-mail: [email protected]