Page 6 - CGC_Annual_Report_2014
P. 6
Annual Report 2013-2014
3. Membership and Usage 5. Communications
Assess opportunities to expand our base and usage of Clear and regular communication with membership
our club and encouraging involvement and feedback.
What we have achieved: What we have achieved:
• New members total 139: 19 juniors (3 girls and • Appointment of communications manager Lauren
16 boys), 9 males (aged 21-29), 33 males (aged Black.
30+), 30 women (4 x 18 hole, 26 x 9 hole) and 48 • Weekly E news.
social members. • Improved signage around clubhouse.
• Competition involvement up by 1% • Land asset information night in May.
• Bar and catering revenue up 7% • Member strategic session in September.
• Increased access to Saturday golf for Restricted A • Colonel publications.
and B members. • Updated and improved website.
• Continued improvement of the induction process • Course care etiquette program.
for new Women members. Still to do:
Still to do: • Mobile phone CGC app.
• Unify and simplify current membership categories • Completion of a style and branding guide.
• Introduce other streams e.g. corporate and • Corporate membership package.
transferable memberships • Development of quality marketing material.
• Increased focus on function revenue
• Explore if membership category leaders can assist 6. Management and Governance
in further engagement of members Best people, best practice and best systems.
• Reinvigorate social engagement of older members What we have achieved:
• Better engagement of the male new members • Review of golf operations with appointment of a
full time teaching professional.
4. Finance • Review of bar and catering with the appointment of
Sustainable funding for capital and operational needs. an assistant bar/functions manager.
What we have achieved: • Use of the GMA benchmarking tool to measure our
• A profit of $26k against target of $24k. club against like clubs.
• Generated $664k in cash from operating activities • Evaluation and selection of the Infogensis software
allowing us to spend $935k on capital improvements to replace current obsolete point of sale and back
with $413k remaining in the bank. office systems. This will lead to improved.
• An improved process to follow up on outstanding management controls and improved membership
debts. accounts.
• Formulation of a capital fund raising committee • Strategic direction document 2015-2020.
• Formulation of a land asset evaluation committee • Major project implementation policy.
and engagement by the group AWF, to provide a • Memorial policy.
feasibility study. • Communication policy.
• A review of costs in greens, bar and catering • Review of Course preparation policy.
departments • Disaster Recovery Plan implemented.
Still to do: • CEO attending Development Course.
• Board evaluation of land asset feasibility study Still to do:
• Members understanding and engagement in the • Board skills matrix review.
land asset options • Board performance appraisal.
• Set up a Foundation for future capital projects • Allocate specific strategic tasks to each Board
• Identify source of funds for future capital works member from recent 2015-2020 strategic direction
• Continue to seek ways to reduce waste and costs documents.
• Reduction of accumulated leave by senior staff • Completion of the risk assessment exercise by all
• Review of administration costs following head of department.
implementation of the Infogensis system
3. Membership and Usage 5. Communications
Assess opportunities to expand our base and usage of Clear and regular communication with membership
our club and encouraging involvement and feedback.
What we have achieved: What we have achieved:
• New members total 139: 19 juniors (3 girls and • Appointment of communications manager Lauren
16 boys), 9 males (aged 21-29), 33 males (aged Black.
30+), 30 women (4 x 18 hole, 26 x 9 hole) and 48 • Weekly E news.
social members. • Improved signage around clubhouse.
• Competition involvement up by 1% • Land asset information night in May.
• Bar and catering revenue up 7% • Member strategic session in September.
• Increased access to Saturday golf for Restricted A • Colonel publications.
and B members. • Updated and improved website.
• Continued improvement of the induction process • Course care etiquette program.
for new Women members. Still to do:
Still to do: • Mobile phone CGC app.
• Unify and simplify current membership categories • Completion of a style and branding guide.
• Introduce other streams e.g. corporate and • Corporate membership package.
transferable memberships • Development of quality marketing material.
• Increased focus on function revenue
• Explore if membership category leaders can assist 6. Management and Governance
in further engagement of members Best people, best practice and best systems.
• Reinvigorate social engagement of older members What we have achieved:
• Better engagement of the male new members • Review of golf operations with appointment of a
full time teaching professional.
4. Finance • Review of bar and catering with the appointment of
Sustainable funding for capital and operational needs. an assistant bar/functions manager.
What we have achieved: • Use of the GMA benchmarking tool to measure our
• A profit of $26k against target of $24k. club against like clubs.
• Generated $664k in cash from operating activities • Evaluation and selection of the Infogensis software
allowing us to spend $935k on capital improvements to replace current obsolete point of sale and back
with $413k remaining in the bank. office systems. This will lead to improved.
• An improved process to follow up on outstanding management controls and improved membership
debts. accounts.
• Formulation of a capital fund raising committee • Strategic direction document 2015-2020.
• Formulation of a land asset evaluation committee • Major project implementation policy.
and engagement by the group AWF, to provide a • Memorial policy.
feasibility study. • Communication policy.
• A review of costs in greens, bar and catering • Review of Course preparation policy.
departments • Disaster Recovery Plan implemented.
Still to do: • CEO attending Development Course.
• Board evaluation of land asset feasibility study Still to do:
• Members understanding and engagement in the • Board skills matrix review.
land asset options • Board performance appraisal.
• Set up a Foundation for future capital projects • Allocate specific strategic tasks to each Board
• Identify source of funds for future capital works member from recent 2015-2020 strategic direction
• Continue to seek ways to reduce waste and costs documents.
• Reduction of accumulated leave by senior staff • Completion of the risk assessment exercise by all
• Review of administration costs following head of department.
implementation of the Infogensis system
