Dear Members,
Welcome to another exciting year at Mandurah Country Club.
You have recently received a letter from our General Manager, Grant, outlining a range of operational updates aimed at enhancing member golf programs and services. Building on this, the Board has now developed its strategic framework and priorities for the next 12 months.
This framework has been formed by our recent Strategic Planning process.
Governance
Governance remains a core focus, as it underpins the success of all clubs. This year, the Governance Sub-Committee will undertake a review of the Club’s By-Laws, with the intention of refining them to provide clear oversight of the Club’s rules. To support this, a comprehensive Policy framework will be introduced to better guide and clarify the day-to-day operations of the Club and members.
Golf
We are pleased to welcome Dean Stewart to the position of Director of Golf. Dean will focus on introducing clear golf policies and frameworks to better support the Match Committees and ensure the divisions are well-supported and continue to enhance the overall member golf experience.
In addition, the Club has recently completed a five-year Business Plan framework, which has placed us in a strong position. It is now timely to review this model, with an initial focus on considering fewer rounds, improved experiences, with continued financial sustainability.
Facilities
Course
A major priority is the upcoming irrigation installation, which will be overseen by Course Committee. In addition, two Master Plan projects are planned for the 8th tee box and the 17th green complex. Further updates will be provided as these projects progress.
Clubhouse and Car Park
The car park is the next major infrastructure project for the Club. Survey and civil investigations have been completed, and concept Master Plan drawings have been commissioned. These designs will concept Master Plan the potential uses of the land, but then ensure the car park can proceed as soon as practicable, while still preserving flexibility for any future land development decisions by members. Further updates are expected in the first half of the year, with this project remaining a priority.
Finance
Finance will play a strong oversight role across business planning, capital modelling, and the sound governance of the Club’s finances. In addition, the Club will commence a significant project to replace its current membership and financial software systems, modernising away from outdated platforms. These will streamline processes to our operations but also improved services to members.
Membership
The Membership Sub-Committee will undertake surveys and reviews focusing on member attrition and retention, new member integration, a review of membership categories and entrance fees, and a comprehensive review of the Club’s Code of Conducts.
As you can see, this represents a substantial agenda for the year ahead, and I thank the Board not only for its commitment to our members, but for its continuing drive for strong governance, rigorous oversight, and the protection of the Club’s best interests at all times. I believe this agenda strikes an appropriate balance between delivering immediate value to members while positioning the Club for sustained, long-term success.
Regards
Ron Stone
President
Published on 4th February 2026
