Six key priorities are identified in the recently adopted Strategic Plan, with those relating to the golf course unambiguously recognised as the most critical. Addressing these priorities requires the development of a long term capital expenditure programme with appropriate sustainable funding (i.e. a long term business plan).
This is not easy and, ultimately, will come down to a vote of confidence and an investment by members in the future of the Golf Club to enable it to address current shortcomings and maintain our course and house at a consistently acceptable quality throughout the year.
Adoption of this business plan by the members will allow COM to frame annual budgets in a programmed way that ensures that all necessary works, both on and off the course, are completed within the lifetime of the current Strategic Plan and none is overlooked because of a lack of a strategic approach.
We are not a wealthy golf club and we must generate the bulk of our income ourselves, through annual subscriptions, bar revenue and competition fees. We do not have the luxury of a large green fee revenue stream or high entrance fees like some other clubs.
Similarly, we must finance capital projects ourselves.
COM is now finalising its business plan and we hope to be in a position to present it to members early in September.
I am confident that, on that occasion, as on many occasions in the past, COM can rely on the collective support of the members.