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 1.Simon Barber to familiarise himself with the EGU’s advice on how to act in the role of Chair of Greens – April 20 th. 2.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 27 th. 3.Initial meeting with green staff to communicate position, share plans and listen to their input – May 4 th. 4.Greens committee meeting to agree specific actions and assign responsibility – May 11 th. 5.Report progress back to Council for further input – June Council meeting.

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

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 B est greens in Cheshire, recognised and applauded U nique tees, remembered and remarked upon N icely presented fairways with minimal divots K ey processes and procedures all documented E nhanced management of costs R ecognised for contributing to the future of AEGC

11. Measuring Our Progress