Strategic Plan

ACCOMP L I SHMENT S 2 0 1 4 - 2 0 1 7

• Extended the Women’s SEC contract and expanded the tournament to include TV coverage. • Hired Outside IT Company moving away from member managed IT. • Hired a Club Attorney • Hired a new Accounting Firm • Refinanced the Debt to save the Club over $50,000 annually • Created Player Development, Aspiring Tour Player, Tour Player and Non-Metro Categories of membership. • Re-named the non-resident membership to be National Membership with a full advertising campaign. • Added member services • Heightened level of staff professionalism and higher standards of employment (always working to improve). • Creation of Solid programming in dining that has stuck with members – Pizza and Pints, Wine Down Wednesdays, Family Night and Acoustic Fridays • Opened Plaza Bar and Increased to two beverage carts per course • Over 125 Net Positive Members from 2015-2017 • Increased the Level of creativity and execution of social events for the members • Synergy among the departments is creating unique experiences (i.e. Wimbledon on the Range) • Increased the cultural practices on the courses to include verticutting greens weekly, venting greens bi-weekly, aerifying greens twice annually, aerifying fairways and tees, and topdressing them twice annually, and aerifiying rough for the first time in history.

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