Planning

2024 GMA NZ Club Benchmarking

The Golf Managers Association of New Zealand (GMANZ) provides the New Zealand club community with a bench marking tool.

Click here to view the 2024 GMA NZ Club Benchmarking Report

The Power of INFORMATION 

The  club bench marking tool  gives access to credible "apples-for-apples data,key performance indicators and reports for a club.Whether you are working on strategic planning, budgeting or analyzing your clubs strengths, weaknesses and opportunities as part of your regular routine Bench marking gives you the facts you need, when you need them, so you can lead your club with confidence.

Bench marking sheds light on issues that can make or break a club

Bench marking enables clubs to assess their financial and operational performances. You can benchmark your club against other  clubs in New Zealand according to key metrics, such as revenue, subscription revenue, fee structures, operational costs and more. Comparisons can be made more focused by using industry filters, such as  club type, club size, patronage and location.

Clubs can access reports in Excel to share the comparisons with their Boards and staff. Armed with this data, clubs can improve their profitability, discover ways to reduce costs, and grow their business.

If you have any questions about the benchmarking tool please contact us.

Click HERE to view Club Benchmarking sample report.

Click HERE to view Peer to peer Club Benchmarking report 

What Key Club Performance Indicators Should Your Club Be Watching?

In 2022, CMAA released the Universal Key Club Performance Indicators White Paper. This White Paper details the six Key Performance Indicators (KPIs) that encapsulate a high-level picture of financial health, including the major components of a club. This white paper is the result of the Universal Key Club Performance Indicators Task Force which was formed in March 2020. Over the course of two years, the Task Force worked to create metrics that would become a common language between club managers, boards, and industry consultants. From examining financial performance over a period to monitoring the retention and attrition of a club’s member base, each KPI serves as an important indicator of the approach a club should take to sustain the expected standard of service and member experience. Club boards have a significant role in the design, monitoring, and execution of organizational strategy. Collecting data points to produce metrics that make up KPIs is vital to understand what makes up the health and success of your club. Effective KPIs are important metrics to track to make sure that your club can accomplish business objectives. The KPIs introduced below are quantifiable and will assist in the measurement of progress toward organizational goals. The task force chose to highlight these six KPIs with the intention to provide the industry with a basic level of information regarding a club’s overall financial health. The KPIs give clubs a quick snapshot and provide a basis for understanding your club’s financial strengths and weaknesses. When properly understood and applied, these KPIs can provide you with the analytical starting point that will help you and your board make better, more informed decisions.

1. Change in Net Assets (Member’s Equity) Over Time = (Ending Net Assets – Beginning Net Assets) / Beginning Net Assets

2. Current Ratio = Current Assets / Current Liabilities

3. Debt to Equity Ratio = Total Liabilities / Total Members’ Net Assets (Total Equity)

4. Net PP&E (Property, Plant, and Equipment) Ratio = (Net PP&E – land) / (Gross PP&E – land)

5. Change in Full Member Equivalents = Change in Full Member Equivalents (Annual Subscriptions Revenues / Annual Subscriptions for a Full Member) over multiple years.

6. Dues to Operating Revenue = Operating Membership Subscriptions Revenue / Total Operating Revenue

These six KPIs encapsulate a high-level picture of f inancial health, including the major components of a club. First, the Change in Net Assts Over Time provides a snapshot of the club’s financial performance over the period of review. Then, the Current Ratio measures the club’s liquidity risk and the Debt-to-Equity Ratio indicates the club’s solvency risk. The Net PP&E Ratio provides the board with a quick evaluation of the age and estimated useful life of its fixed assets and can provide an indication of the significance of the need for repair and/or replacement of assets. A successful and healthy club also needs a strong membership base, and therefore the Change in Full Membership Equivalents Over Time affords evidence of membership growth or lack thereof. Finally, the percentage of Operating Membership Subscriptions Revenue to Total Operating Revenue also serves as an important indicator of the approach a club takes to covering the operating expenses necessary to deliver its member experience. The clubs which rely more on Subscriptions as a ‘recurring’ income rather than activity-based fees are more member-experience-centric and are more able to sustain the expected standard of service and member experience.