PRETORIA COUNTRY CLUB GREENS RESURFACING PROJECT APRIL 2018
NOTICE OF A SPECIAL GENERAL MEETING APRIL 2018 AGENDA 1. 2. 3.
NOTICE OF THE MEETING ATTENDANCE AND APOLOGIES PROPOSED REPLACEMENT OF GREENS’ SURFACES AND IMPROVEMENT OF GREEN PROFILES 3.1 3.2 3.3 3.4
Chairman’s Address Chairman of Greens Committee Address Presentation of the selected Contractor Presentation of Financing Model
TO ASK IN TERMS OF SECTION 23.3 (AS APPROVED AT THE AGM OF JUNE 2017) OF THE CONSTITUTION OF PRETORIA COUNTRY CLUB THAT NOT LESS THAN TWO-THIRDS OF THE MEMBERS ELIGIBLE TO VOTE AND PRESENT AT THE MEETING APPROVE A MOTION WHICH MANDATES THE MAIN COMMITTEE TO INCUR THE NECESSARY EXPENDITURES TO REPLACE GREENS’ SURFACES AND IMPROVE GREEN PROFILES AS PER THE PROPOSED FINANCING MODEL AS PRESENTED IN 3.4 ABOVE
3.1 CHAIRMAN’S ADDRESS
STRATEGIC BUSSINESS PLAN
The following points have been extracted from the Strategic Business Plan in support of the Main Committee’s proposal to resurface green complexes. It is of utmost importance to any business that major Capital Improvements are proposed as part of a structured business plan to ensure sustainability thereof. Vision The Pretoria Country Club’s vision is to be the country club of choice for the residents of the greater Pretoria area who require an outstanding bowls, golf, squash and tennis experience supported by a unique social and family environment. “Our objective as Main Committee is to create an enhanced family experience for members at Pretoria Country Club that is interactive, co-operative, effective, powerful and most importantly fun” Long Term Goals and Objectives 1) Maintain total membership above 2000 with more focused increase on sectional growth. 2) Increase member participation with emphasis on inter-sectional activities by members. 3) Improve financial sustainability by increasing reserves to the value of 6 months operating expenses and sufficient capital to address critical risk factors. 4) Develop a sufficient Strategic Marketing Plan that is realistic and sustainable with the main objective to add value to membership. 5) Optimize the site by introducing a site development master plan to improve service delivery and to ensure sustainable additional income statements. 6) Develop a sustainable sponsorship model that aligns with the Strategic Marketing Plan and complements the PCC brand image and Corporate Identity.
STRATEGIC BUSSINESS PLAN
Strategy of Main Committee 1) 2) 3) 4)
Maintain financial stability and increase reserves equivalent to six (6) months operating expenses. Maintain a top 50-rated golf course, including practice facilities. Grow membership in each section to full utilization of the respective facilities. Optimise communication mediums across entire membership base to ensure effective participation of all members in all sections of the club. 5) Improve social media communication to the benefit of all members. 6) Maintain a demographic representative membership profile within the immediate surroundings of PCC to ensure continued viability of the club with special focus on young members and families. 7) Use best governance and management techniques to ensure best of breed management outcomes. 8) Ensure capital expenditure is spent in accordance with the constitution of the club to ensure that members enjoy best possible facilities and environment. 9) Use best of breed management principles to monitor and improve execution of plans to meet strategic objectives. 10) Maintain top class facilities by developing a long-term Capital budget for all sections.
3.2 CHAIRMAN OF GREENS COMMITTEE ADDRESS
EXECUTIVE SUMMARY - THE NEED TO UPGRADE Upgrade of Greens Complexes For some time now, the Main Committee has been consulting with various companies in the golfing industry, including our golf course maintenance company and professional consultant, Johan Jansen van Vuuren, on the state of our greens’ playing s