AEGC Greens Committee Strategic Plan April 2012

1. AEGC Greens Committee Strategic Plan April 2012

2. Executive Summary • The strategic plan centres around a few critical items; • Understanding that the course is the key element of our product and delivering it consistently at a standard where it is applauded by all that play on it. • Motivating our green staff in a way whereby they feel valued and empowered to deliver against the key objectives that they themselves and the greens committee will set. • Enhanced budgetary management to ensure all costs are controlled, improvement efficiencies gained and to contribute towards the financial growth of the club. • All of the above will be under-pinned by innovative thinking and a culture of change that may take some time to embed, therefore patience is requested.

3. Short-Term Plan • Simon Barber to familiarise himself with the EGU’s advice on how to act in the role of Chair of Greens – April 20th. • Simon Barber & Brian Boughey to meet to discuss key messages that we want to share with the green staff and to further develop plan – April 27th. • Initial meeting with green staff to communicate position, share plans and listen to their input – May 4th. • Greens committee meeting to agree specific actions and assign responsibility – May 11th. • Report progress back to Council for further input – June Council meeting.

4. Strategy An Outstanding Golf Course Open Communication Motivated Greens Staff Profitability £’s Cost Control Improved Efficiencies

5. The Course • Focus on the following in priority order; • Greens • Tees • Fairways • Surrounding Areas • Understanding and interpreting the agronomists report. • Developing a plan with the greens staff • Not just doing something because they have always done it that way. • Looking at improvements. • Planning for a longer season.

6. Motivating the Greens Staff • Developing relations • Closer link to the running of the club • Understanding the importance of their role and how it impacts • Listening to their concerns • Making them aware of the financial position • Regular and productive two-way communications • Making them feel part of a wider team • Delivering excellence not routine • Maximising skills and expertise • Personal development

7. Cost Control • Procurement processes • Suppliers • Volumes • Product types • Benchmarking • Use of equipment and materials • Budget management • Using staff in other areas of the club i.e. facilities management • Hole sponsorship from local garden centres and horticultural outlets

8. Improved Efficiencies • Current processes and procedures reviewed, amended and published as part of a Course Policy Document. • Working hours versus productivity • Stock control • Course management • Administration

9. Open Communication • Actively encouraging feedback from the membership about the state of the course. • Using feedback to help target improvements. • Improved communication between Greens Committee and greens staff. • Using Council as the decision making forum. • Monthly reporting enhancements. • Promoting the course to attract more players.

10. Vision • Best greens in Cheshire, recognised and applauded • Unique tees, remembered and remarked upon • Nicely presented fairways with minimal divots • Key processes and procedures all documented • Enhanced management of costs • Recognised for contributing to the future of AEGC

11. Measuring Our Progress