► Target by the end of 2019 is the complete restaurant and waterfront refurbishment ;
► Establish a condition survey and a tenyear planned preventative maintenance scheme ;
► Restaurant area and waterside are central to members ’ experience and will dominate the capital programme during this period ;
► Information Technology will figure highly in order to improve members ’ use of club services , facilitate recruitment and improve the running of the club ;
► Continued downward pressure on costs and ensure that the proportion of turnover spent on administration and management remains steady .
► Target by the end of 2019 is £ 250,000 turnover per annum with £ 100,000 profit ;
► In 2017 the expected commercial income equates to over £ 75 subsidy per membership : this will rise to £ 90 in 2019 ;
► Improve the use of spare capacity in facilities principally midweek , such as the development of wedding business ;
► Enhancement of the marketing plan , including website , brochures , better targeting , external presence , continuing to be mindful of the need not to impact on member activities .
► Explore new sources of funding from non-conventional sources , including corporate membership , sponsorship of events and facilities , donations and bequests .
► Ensure that the Club is able to exploit grant income as appropriate .
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