Old Palm Golf Club - Vision 2025

Vision 2025 Strategic Plan   Old Palm Golf Club  March 2020 

PART IV.

POTENT IAL SOLUT IONS TO ADDRESS CHALLENGES ( cont i nued )

Strategic Initiative: Responsive Governance and Management We are committed to having a governing Board, effective committees and professional operating management as the organizational approach best suited to accomplishing our long-term goals. Our management team is effective, flexible and agile, and populated with strong leaders in key areas, working together to adapt and respond to the varied desires of our membership segments and the continually changing nature of our business. Strategies:  Adopt and follow the Strategic Management Process: The Board will function as the strategic mission-driven body setting the Club’s direction. Operations will remain under the direction of a professional management team.  Attract and retain avid leaders with required skill sets to serve on the Board.  Have an effective Committee system.  Understand and respond to member desires.  Create openness and transparency through effective communications.  Align the organization chart to the scope and scale of our operations and programs. Action Plans:  Appoint a Board member to monitor the Club’s progress toward the strategic initiatives in the goal plan.  Develop a Board policy manual to memorialize the Club’s policies and procedures, guide the leadership’s actions and promote continuity among administrations.  Establish clear criteria and promote a Board selection process which leads to an effective Board that is representative of member interests and includes required skills sets. Service on Committees should be seen a pre-requisite to Board service.  New Board members should be given a thorough orientation to Board service, guidance on their interface with fellow members and key staff, and key club issues by the general manager and President.  Use the Strategic Plan as the basis for the monthly Board meeting agenda and handle as much routine work as possible through consent agendas.  The Board should prepare and annually update a goal plan through a goal setting session held shortly after the new Board members are seated; participants in this session should include retiring Board members for their outgoing insights.

14