Adapting to Changing Times
Strategic Planning
In 2021, The Country Club of Virginia developed a strategic plan called Vision 2025, recognizing that a strategic plan is a vital tool. As with most social clubs, CCV’s enduring strategic issues are maintaining:
-
Relevance of facilities and programs
-
Value proposition of club membership
-
Legacy-friendly culture
Vision 2025
In 2025, The Country Club of Virginia will be the model of the market-relevant, 21st century country club while continuing to embrace its core traditions. The Club leverages innovation and creativity as essential tenets of its strategic plan, and has realized its broad vision through the never-ending pursuit of excellence. The Club consistently delivers a family-centric, member experience coupled with a value proposition attractive to those in Richmond and nationwide.
​
CCV will be the finest club in the nation, where the happiest people work and the most satisfied members belong.
​
Vision 2025 has provided critical direction for the Club’s goals and action plans, including:
​A new position was created to track many of the Club’s goals in relation to Vision 2023, CCV’s Director of Strategic Initiatives. The position also spearheads community engagement for the Club, to cultivate connection both within the CCV community and in the greater Richmond community.
access compression
CCV’s leadership believes that “no one joins a club to wait in line.”
In line with the changing times, it now seems unlikely that the extraordinarily high club activity and usage will recede. CCV has been actively studying access compression throughout the Club. A number of changes have been made to our program offerings, procedures,
and policies; we have endeavored to improve communication so our members can optimize their use of the Club; and we understand there is more work ahead of us.
the changing workforce
Adapting to the changing workforce involves more than providing competitive wages—the employee experience is more important than ever. CCV enlisted the help of an outside company to conduct a Human Resources Department audit, leading to a restructuring of the department and the addition of funding for two positions: a professional development specialist and Human Resources generalist.
The audit and restructuring also led to an intentional “back to the basics” approach. With the additional support in Human Resources, CCV offers personalized onboarding, holistic benefits, enhanced employee communication, and greater access to educational resources, guidance, and one-on-one support.
With the help of a local artist, the Club also created a new staff and recruiting “brand.” This brand allows CCV to stand out at job fairs and have their own logo, exclusive to staff. The logo was developed to represent all areas of the Club, with fun cameos of items only employees will recognize.