GOLF CLUB • KEW
PILLAR 1: Participation
The Club aims to deliver a golfing syllabus, social
PILLAR 3: Finance, Governance and
Leadership
calendar and Club environment that encourages
The Club aims to promote the creation of value
members and guests to be active users of the Club.
and
Progress made to date includes:
performance management. Progress made to date
• A golfing syllabus has been created that responds
sustainability
through
conformance
and
includes:
to membership demands and an internal register
• The Club is continuing to pay off its Clubhouse
of events has been created to ensure the smooth
Redevelopment debt in a responsible manner.
running of Club events.
• A Risk Management Plan is under construction to
• Internal teaching facilities and access to qualified
professionals
provide
a
first-class
teaching
experience.
• Reciprocal
• The Club’s Constitution and By-Laws have been
updated to accurately reflect the regulatory
club
arrangements
are
being
environment in which the Club operates while
meeting the needs of the membership.
reviewed.
PILLAR 2: Facilities Management
• All statutory requirements have been met.
The Club aims to ensure that our Clubhouse and
course facilities together with associated services
are maintained and that the course continues to
improve with the objective of achieving a course
that is of the highest possible standard. Progress
made to date includes:
• A Course Master Plan is being finalised by
external experts to guide the development
and maintenance of the course and practice
facilities.
• Clubhouse
safeguard assets and promote sustainability.
maintenance
procedures
and
essential services records have been established
to protect Clubhouse assets.
PILLAR 4: People and Culture
The Club aims to promote the personal development
of staff and foster a culture based on the values of
excellence, respect and fellowship. Progress made
to date includes:
• Staff
performance
reviews
are
conducted
regularly and Key Performance Indicators used to
ensure that alignment exists between the goals of
staff and the Club.
• A culture that inspires ongoing staff development
is encouraged, with the Club actively supporting
staff completing traineeships or