The Club

Lacombe Golf and Country Club

 

 

 Central Alberta Reciprocal Agreement for Members

 

Rules & Regulations

 

-Bookings 48 hours in advance

 

-Monday to Thursday Only

 

-Home Pro booking must state club and request reciprocal rate which will be a $40.00 green fee for 18 Holes. 

 

-Golf Canada or Membership card plus picture identification may be required

 

-Not Valid for tournament rounds

 

-All club have the option of "powercart rental mandatory"

 

Clubs Involved in Reciprocal Agreement

 

Carstairs Community Golf Club, Innisfail Golf Club, Lacombe Golf & Country Club, Dinosaur Trail, Olds Central Highlands, Sundre GC, Pine Hills Golf Club, Ponoka Golf Club, Coyote Creek GC, Strathmore GC, Wolf Creek Golf Resort ($45 Green Fee), Woodside GC, Alberta Springs

 

February 12, 2014

LGCC Board Operating Strategy – 2014 to 2017

Vision:

Destination of choice, accessible and quality experience; financially and operationally sustainable, valued and supported by community.

Mission:

Delivery of results necessary for long term sustainability while providing a high quality golf experience for all abilities, exceptional service in a friendly inviting environment.

Values:

Safety, Integrity, Respect, Excellence and Accountability

Critical Operating Principles

  • Aligning Members service expectations and willingness to pay;
  • Aligning Revenue and profit streams, for example, if Green Fees generate more revenue and profit than Tournaments then it should be reflected in operating strategy;
  • Achieving break even on the profit line in any given year -- taking necessary action, on an emergency basis, to ensure breakeven or acceptable position based on Board assessment.

Key Performance Dimensions for the Club:

  • Safety, Health and Environment
  • People Leadership, Management, Training and Development
  • Finance:
  1. Operations Budget and Execution
  2. Capital Budget and Execution
  • Operations: Food and Beverage; Pro-shop; Course, Administration
  • Marketing and Communications

Strategies

Strategic Actions – the necessary actions, on a priority basis, to move us from our current performance to the Desired Outcome. Actions assigned to Board or staff – then develop specific objectives for the year

Desired Outcome - if everything is working well this is what it would look like.

  1. To implement an Operating and Capital Improvement Plan
  • To establish key performance measures and targets for critical aspects of Club Operations: revenue stream targets, debt level range, gross margin, inventory, and staffing. These metrics will guide development of effective annual operating plans and budgets.

     Board – Phil leads

  • To establish an overall plan to replace and/or upgrade equipment and buildings based on:
  1. Recommended equipment life cycle;
  2. Meeting recommended and required maintenance and service plans;
  3. Achieving Club operating and service standards – and Club’s ability to pay;
  • Each item will be reviewed against above requirements annually, resulting in items coming forward in annual budgets for Board approval

   GM – Dave is staff lead involving Mgrs as required.

  • A financial operating strategy aligned with our vision and mission and members expectations: staffing and service level strategy.
  • A Capital Improvement Plan; establish maximum debt load in consultation with our bank and accountant; accurate inventory of existing equipment with a replacement plan for each item; a rolling 5 year Capital Projects List.
  1. To implement a Building and Equipment Maintenance Plan
  • To establish documented maintenance standards for all the Club’s equipment and bldgs., e.g. safety checklists; housekeeping checklists; fluid change intervals, general inspections, painting intervals, grounds cleanup, window washing. This will include a process for timely identification of problems/deficiencies to management with semi-annual reports to the Board.

GM – Dave to lead involving Managers as appropriate;

  • Once the Standards Documents are in place – establish a plan for prompt employee orientation, training and education and performance monitoring and reporting.

GM: develop and review implementation plan with Board

  • The Club has safe reliable equipment and buildings.
  • The Club is able to plan improvements to maintenance and build improvements into Annual Operating Plans and Budget.
  • Everyone is operating to the same performance standards
  • Everyone understands the performance expectations for a given asset.
  1. To implement formal Performance Monitoring and Development processes for all positions of the Club
  • To develop a model/template to describe what performance monitoring and development will include for the LGCC.

Board: Al to develop template for Board review and approval

  • Once the model/template is approved by the Board – communicate appropriately to all stakeholders.

Board: develop communication plan once model/template complete and approved.

  • Each person actively involved with the Club:
  1. Knows what they are to do;
  2. Knows how to do it;
  3. Knows why it is important they do it well;
  1. Receives training, coaching and performance feedback at regular intervals.
  1. To make effective use of human and capital resources; i.e., right job with right people/skills, right equipment for the job
  • To review job expectation for all positions and formalize a performance review process for all management positions.

Board – Al lead for GM Job and overall Review Process; GM – Manager job descriptions

  • Key performance measurements – this is in progress with some KPI’s established. We need to work it for a few months then reassess effectiveness.

Board – review end of each Q in 2014

  • The essential policies are drafted – have gone through legal review and now waiting for Board approval

Board – review end of 2014

  • The Board and GM understand and agree on work to be done – what skill and experience is required to meet work expectations
  • The key performance measurements are in place, reported on and reviewed on a regular basis.
  • The Board implements a key set of documents outlining how the Club will conduct business: Business Conduct Policy, Governance, Health and Safety, Respectful Workplace and Progressive Discipline.
  1. To review the organizational structure for the Club (org chart)
  • Define the roles and responsibilities of the Board and its members. This will include an Orientation Process for new Board members.

Board – Al has draft ready for Board review and approval

  • To establish a Terms of Reference for Committees establish by the Board.

Develop whenever a committee is established

 

  • To update the Clubs supporting Administration documents, e.g., Club Policies and Procedures, Job Descriptions, Articles of Association, etc..

     GM – Dave to lead

  • The full scope of accountabilities, responsibilities and duties are understood by Board members, Staff and Members.
  • The necessary guidance and control documents are in place – reviewed annually by appropriate group.
  1. To actively engage Members and Volunteers to assist in accomplishing the Club’s Business Plan
  • Establish a process to generate and communicate a volunteer project list at the start of each season.

Board – need a lead

  • Establish a Volunteer Committee(two year term) to formalize:
  1. Project work list generation;
  2. Project scope and skills required;
  3. Volunteer project leads;
  4. Skills inventory;
  5. Volunteer recognition.

     Board – need a lead

  • Each year, there is a clearly defined list of work projects and duties for volunteers to take on (with guidance from appropriate Staff).
  • Volunteers are acknowledges and thanked in a timely and appropriate way.
  • Members feel informed and take ownership and pride in all aspects of Club operations.
  1. Effective Marketing and Communication
  • To establish a Marketing and Communication Plan for the Club: not limited to, but include things like effective use of the Web and Social Media; Advertising and associated solicitation;

Board – Al to provide scope document for Board review and approval of next steps

  • The Club staff, membership and local community know their local Club – what’s important, what drives it, its successes and challenges.

 

2017/18  Board of Directors

President- Rick Plante

Vice-President- Dana Nolan

Secretary- Wayne Robertson

Director- Phil Boston

Director- Tim Ford

Director- Mike Etienne

Director- Tom Mckinlay Jr.

Director- Tim Oldford

Director- Barb Young

 

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