Member Survey and Strategic Plan
Dear Members
Thanks to the 330 members that participated in the recent survey. This engagement from members is fantastic and forms part of the process and direction for the Club’s new Strategic Plan 2026-2030.
Below is some feedback on the key outcomes and core areas noted from the survey as well as a general overview.
Over 200 individual comments were provided, with the majority being positive recognition or constructive comments to give thought to. All Board Directors have been given this information so it can be taken into future deliberations within their areas of the club.
A standard Golf Club Member survey will generally see more negative comments than positive, with many clubs having higher negative satisfaction results than positive. Although we would love to strive for 100% satisfaction, the facts are this never happens, however the Club and those supporting it should be very encouraged by the results.
78% deem membership value for money, whilst only 8% do not, 83% of members feel valued and 12% not, whilst 94% of members being satisfied with communication from the club and 5% not. These are abnormally high in a Golf Club survey.
As expected, 94% of members prioritise the golf course and the golf program as the priority for their membership. Interestingly, there was very little negative feedback or significant changes proposed to both course and golf programs, which gives good endorsement of where the club is going and current provisions.
Feedback for Competition access and formats were in line with current offerings. 83% of the members believe the club is providing sufficient support to pennants. 51% of members endorse the current steps being taken to pace of play, with 38% suggesting penalising individuals.
It was clear from the answers in the golf and hospitality sections that members paying more for services is not a desired outcome, and the club continuing on the current path of improvements was endorsed. In hospitality, external use of the venue was more desirable whilst on course, members that play more should pay more was favoured.
In the more strategic issues, car park investment was favoured, closely followed by course. It is rare in a golf club for membership not to prioritise course spend, this is reflective of the current investment in the irrigation project, and the need to improve the car park, it gives the Board encouragement to continue on this plan.
Although 75% of members didn’t have an issue with issuing of fee invoices in December, 25% is a reasonable response for movement away from December fees.
Whilst items like a benevolent fund for bequests were supported, but rebranding was not.
As an overall summary, the core items of course and golf were strongly supported and certainly no disgruntlement in any one area, through the questions or comments. The current use of the course and management of membership generally marries with how members responded to how they want to use it, whilst the club remains financially responsible for its immediate needs.
What is clear from the survey is immediate and drastic changes are not required at MCC however, there are Strategic and Long Term issues that should continue to be reviewed, and this data gathering exercise is not just for any immediate feedback but is important in helping shape our strategic planning process.
The next step in determining our future Strategic Plan will be to hold Member Workshops which will enable us to review the outcomes from the member survey and clarify the Club’s major aspects and goals during the 2026-2030 period. These workshops will be held mid June and we will advise of the dates in due course.
Danielle Hunt
Director of Governance
