Strategic Plan

In 2008, Whitevale Golf Club conducted a full membership survey, the intent of which was to lay the groundwork for the ultimate creation of a Strategic Plan. Over 85% of the Membership participated in the 2008 Survey.

In 2009, with the assistance of the National Private Club Practice consulting group, Whitevale created a Long Range Strategic Plan that is now fully adopted and supported by the Board of Directors, Management, and the vast majority of members.

The Strategic plan provides Whitevale Golf Club with:

• A detailed document to guide the evolution of the club and initiate a process by which each new Board can review and update major action items annually, ensuring the club remains on a well-charted course.
• A communication tool for all members, allowing each individual member to track the progress of activities and projects each year.
• A point of reference for Senior Staff and Club Management to guide their actions towards achieving the Club's long-term goals.

Through the Strategic Plan, the Board of Directors has created five key areas of focus:

1. Golf Course: The Plan recognizes that the golf course is an active and ever-changing element, and the most important asset, feature and benefit of membership. The chief mandate is to continue to improve course conditioning and enhance the playing characteristics of the golf course.
2. Finance: The Plan recognizes that the club's finances are an active and ever-changing element. The Finance Committee mandate is to develop and maintain a rolling five-year plan for revenue growth and the financing of future capital improvements such as a new clubhouse. This includes a review of the current debt and pay-down schedule, and the membership categories, rights and privileges that will be offered.
3. Marketing: In 2009, as a result of the Strategic Plan, Whitevale developed a comprehensive Marketing Plan to attract new members and build member participation within the Club. Over 70 new members joined Whitevale in the first two seasons under the new marketing regimen, which has the longer-term objective of increasing demand such that members realize capital appreciation in the value of their equity memberships.
4. Clubhouse: The Plan calls for the development of a Clubhouse Master Plan, with extensive member consultation to identify all options and determine the optimal design, location and acceptable pace for investment and construction.
5. Governance: The Plan clearly sets out Whitevale's shift to a Policy Governance model, whereby the Board of Directors and its committees establish, monitor and update policies, which are managed and executed by the Club's professional operations managers.

Whitevale Members can view the updated Strategic Plan and past Survey Results in the Reference Materials section in the Members Only pages.