When was the last time your club reviewed its strategic plan? For many, it is still a five-year document filed away and only revisited when a new committee comes in or a major project is proposed. The challenge is that, in today’s climate, five years is a very long time.

Operating costs are shifting faster than ever. Member expectations are evolving. New technology, sustainability pressures and capital requirements are reshaping what clubs need to deliver. In other words, what felt like a sound plan three years ago might already be out of date.

This is why more clubs are moving toward a three-year rolling business plan. It gives enough time to deliver meaningful projects but is short enough to adjust when circumstances change. It also aligns naturally with annual budgets and committee terms, giving continuity even as leadership rotates.

This article explores the benefits of moving to three-year planning, how to put it in place, and why now is the right time to consider making the change.

Why Move from Five Years to Three?

Agility in a Changing Market

Membership trends, operational costs and expectations are shifting quickly. A shorter planning horizon allows your club to review and recalibrate every year rather than risk following an outdated roadmap.

Balance Between Vision and Action

Three years is long enough to deliver significant results, such as phased facility upgrades or membership growth campaigns, but short enough to stay focused on actionable goals that do not drift into broad ambitions.

Continuity Through Leadership Changes

Changes to captains and committees can disrupt five-year strategies. A rolling three-year plan provides a consistent framework that survives leadership transitions and keeps projects moving.

Scope for Ambitious but Realistic Targets

Because the plan is reviewed annually, clubs can set bold goals, like increasing female membership by 25 per cent, knowing there is flexibility to adjust tactics along the way.

Financial and Capital Planning

Rising wages and energy costs have made long-term forecasting difficult. A three-year plan links strategy with budgets and, importantly, rolling capital improvements and machinery replacement schedules. This ensures investments are phased sensibly and avoids sudden budget shocks.

How to Implement a Rolling Three-Year Plan

Shifting to a shorter cycle does not mean abandoning long-term thinking. It means approaching strategy in a way that stays live and relevant. Here are seven key steps:

1. Create a Living Framework

Begin with a three-year plan that sets priorities for the next three seasons. At the end of each year, review progress, update goals and extend the plan so there is always a three-year outlook ahead. This rolling approach keeps the plan relevant and responsive to results and changing market conditions.

2. Set a North Star Vision Document

Develop a concise vision document that defines where the club wants to be over the next five years, or aligned to a significant milestone such as a clubhouse redevelopment or centenary celebration. This should outline priorities across the club’s key areas, for example:

• Membership – size, profile and retention targets

• Course and Facilities – presentation standards, practice areas, clubhouse upgrades

• Finance – reserves, revenue mix and capital investment priorities

• Governance and Leadership – committee structures, management roles and decision-making clarity

• Member Experience and Culture – service standards, social activity and inclusivity

• Capital and Machinery Planning – long-term replacement schedules for course machinery and phased capital projects such as irrigation or drainage systems

This vision acts as the anchor for successive three-year rolling plans, ensuring every cycle supports the same overall direction. While the rolling plans focus on actionable goals, the vision provides the broader context and continuity for future committees and leadership teams.

3. Engage Members and Committees

Gather input from members and leadership groups through surveys or town halls. When members see their priorities reflected in the plan, they are far more likely to support it and stay engaged with its delivery.

4. Define Clear Goals and Milestones

Use SMART objectives across areas such as membership, facilities, finances and member experience. Break these into annual targets so progress can be tracked, measured and celebrated each year.

5. Integrate Finance, Capital and Machinery Planning

Connect your strategy to financial forecasts and schedule capital works or machinery replacements within the three-year horizon. This avoids surprises, spreads costs more evenly, and ensures standards on the course and in the clubhouse are maintained.

6. Review and Refresh Annually

Hold a strategic review at the end of each season. Ask what worked, what changed and what needs adjusting. Extend the plan by another year to maintain the rolling cycle and keep it future‑focused.

7. Track and Communicate Progress

Monitor key performance indicators such as membership numbers, satisfaction scores and financial results. Share updates with members and staff through newsletters or brief annual summaries. Clear communication builds trust and shows that the plan is driving real outcomes.

Common Challenges and How to Address Them

• Maintaining Long-Term Vision: Pair the rolling plan with the North Star vision so each cycle is a stepping stone toward the bigger aspiration.

  
  

• Avoiding Strategic Whiplash: Keep high-level objectives consistent and adjust only the tactics, unless there is a major external shift.

  
  

• Prioritisation and Overcommitment: Do not overload the first year with too many initiatives. Phase projects over the three years and leave room for unexpected needs.

  
  

• Cultural Shift to Planning: If the club is new to structured planning, start inclusively and highlight early wins to demonstrate value.

  
  

• Responding to External Shocks: Be prepared to hold interim reviews if circumstances change dramatically. A plan is a compass, not a fixed track.

Why 2025 is the Right Time

Strategic planning has never been more important or more time-sensitive. Clubs are under pressure from rising costs, evolving member expectations and increasing competition from other leisure activities. Younger golfers expect flexibility and quality, while long‑standing members value tradition and stability.

A three-year rolling plan gives you the tools to manage both. It allows for:

• Alignment of strategy with realistic budgets and resources

• Phased capital improvements and machinery replacements

• Continuity across leadership changes

• Agility to respond quickly to market or membership shifts

• Delivery of meaningful projects without overextending

Final Thought

Moving from a five-year plan to a three-year rolling strategy is not about thinking smaller; it is about thinking smarter. It keeps your club focused, flexible and resilient.

Is your club ready to rethink how it plans for the future?

Learn More

To learn more about Business Planning for golf clubs, please contact Damien by clicking HERE