Message from The Board: SVGC Strategic Plan

The Board has approved the 2025 – 2028 Strategic Plan, FY26 (1 July 25 – 30 June 26) annual plan initiatives and FY26 budget.

On behalf of the SVGC Board, thank you to everyone who has provided input to the strategic direction of the club for the next three years. Our future looks bright with so many important projects underway, new members joining and opportunities to make Spring Valley a golfing ‘happy place’ for us all. 

The 2025 – 2028 plan builds on the significant work of previous boards and subcommittees.

The initial vision for the club was developed in 1947 by a group of members of the Forest Hills public course at Dandenong. Their vision was crystallised the following year when, in September 1948, 33 foundation members formed the Spring Valley Golf Club. Since that time, stewardship of the club has passed along to successive boards, and the current board recognises the importance of honouring the dedication and hard work that has come before us to make the club what it is today.

At the same time, we must also recognise that the golf industry is constantly evolving and that Spring Valley Golf Club must respond to emerging trends if we are to remain relevant and viable in the future.

I would like to draw your attention to the four core tenets of our strategic plan. We will use these to strive for excellence in all facets of our operations and to drive the success of our club over the next three years.

1. Membership Experience– the club exists for our members, and we will look for ways to ensure that all members and their guests feel welcome and enjoy the many benefits of our club, whilst nurturing a culture of responsible play and member pride.
2. Course – we will constantly invest in our course whilst upholding the Morcom design principles, to deliver a first-class golfing experience, worthy of a premium private course located on Melbourne’s world-famous sandbelt.
3. Finance, Risk and Governance– we are committed to building a strong and sustainable furture for the club by managing our finances responsibly, addressing risks comprehensively, and drawing on the skills and experience of our capable subcommittees and board members.
4. Future Directions– we will ensure the long-term prosperity of our club by exploring commercial and partnership opportunities.

The process of developing this strategic plan has included: 

–        Board workshops to develop the initial framework and set the direction on vision, mission, values, strategic pillars and goals,

–        A workshop to bring all subcommittees together to align on future directions, better understand dependencies between subcommittees and strengthen working relationships,

–        Individual subcommittee meetings to develop detailed initiatives and plans

–        Finance committee meetings to set the FY26 budget and to align the annual planning and budgeting processes,

–        A member consultation period.

The strategic plan, annual plan and annual budget will be reviewed regularly by the Board and the President will keep members informed of our progress.  In addition we will keep conducting member forums and providing opportunities for members to have their say about any important decisions regarding the future direction of the club. 

Please click on the link below to view the Spring Valley Golf Club Strategic Plan. 

Best Regards, 

Michael Hill
Vice President SVGC

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