Page 41 - CGC_Annual_Report_2014
P. 41
2015-2020
KEY ISSUES KEY STRATEGIES
alising design changes for front 9 • Pursue waste water options in consultation with the
ter management City of Nedlands and other stakeholders.
ding and Project Management
onsistencies of finish (ie pathways • Review grass types for greens to achieve same grass
urse furniture, tees etc.) strain across all 18 greens and practise greens.
nsistency & quality of course presentation
ar round • Finalise design, costing & approvals for hole changes
o Appoint project manager & complete changes
rnate directions and costs
rt term maintenance issues • Complete course mapping to achieve consistent
ding presentation and water efficiency and integrate into
maintenance program including pathways,
rently many membership categories vegetation and areas between tee and fairway.
portunities to expand our base
ilities underutilised • Drive course care etiquette program, membership
eing membership base and diversity engagement and ownership
needs
• Identify options and overall costs for members
paration of capital and decision by March 2015 – including review of
erational demands existing Site Master Plan and rebuild option.
bility of AWF Project
ntifying capital needs and sources of • Develop funding options
ds • Develop a detailed plan to deliver upgrade by 2020
bt aversion
at latest
mber contribution to strategic direction
anced feedback reflecting total club • Review exiting membership structure
mmunications consistent with strategic • Look at advantages of developing
rities
other streams (corporate/social, overseas etc)
rity in Board and management roles • Develop programs to encourage greater usage of
rd composition/skills/selection
nagement and IT systems facilities
ning and development • Develop membership segment strategy based on
gration of operations
needs
• Review best practise and alternative models.
• Develop a capital budget (based on clubhouse
options) and funding sources
o View needs independently of AWF
• Separate operation and capital expenditure needs
and isolate within subscription revenue
• Consider the advantages of a Foundation
• Pursue AWF opportunity
• Ensure a consistent ‘brand’ image
• Maintain weekly email bulletins
• Develop quality marketing material
• Separate Board governance from operational delivery
• Match board skills with strategic direction
o Proactive succession planning
• Ensure seamless and efficient management systems
• Training and development aligned to our overall goal
and measurable KPI’s
• Staff performance and measurement
KEY ISSUES KEY STRATEGIES
alising design changes for front 9 • Pursue waste water options in consultation with the
ter management City of Nedlands and other stakeholders.
ding and Project Management
onsistencies of finish (ie pathways • Review grass types for greens to achieve same grass
urse furniture, tees etc.) strain across all 18 greens and practise greens.
nsistency & quality of course presentation
ar round • Finalise design, costing & approvals for hole changes
o Appoint project manager & complete changes
rnate directions and costs
rt term maintenance issues • Complete course mapping to achieve consistent
ding presentation and water efficiency and integrate into
maintenance program including pathways,
rently many membership categories vegetation and areas between tee and fairway.
portunities to expand our base
ilities underutilised • Drive course care etiquette program, membership
eing membership base and diversity engagement and ownership
needs
• Identify options and overall costs for members
paration of capital and decision by March 2015 – including review of
erational demands existing Site Master Plan and rebuild option.
bility of AWF Project
ntifying capital needs and sources of • Develop funding options
ds • Develop a detailed plan to deliver upgrade by 2020
bt aversion
at latest
mber contribution to strategic direction
anced feedback reflecting total club • Review exiting membership structure
mmunications consistent with strategic • Look at advantages of developing
rities
other streams (corporate/social, overseas etc)
rity in Board and management roles • Develop programs to encourage greater usage of
rd composition/skills/selection
nagement and IT systems facilities
ning and development • Develop membership segment strategy based on
gration of operations
needs
• Review best practise and alternative models.
• Develop a capital budget (based on clubhouse
options) and funding sources
o View needs independently of AWF
• Separate operation and capital expenditure needs
and isolate within subscription revenue
• Consider the advantages of a Foundation
• Pursue AWF opportunity
• Ensure a consistent ‘brand’ image
• Maintain weekly email bulletins
• Develop quality marketing material
• Separate Board governance from operational delivery
• Match board skills with strategic direction
o Proactive succession planning
• Ensure seamless and efficient management systems
• Training and development aligned to our overall goal
and measurable KPI’s
• Staff performance and measurement
