Sunningdale

Recommendations

Info

MANAGEMENT AND OPERATIONS Under the supervision of three Trustees, a General Committee serves as the decision-making facility within the Club. An appointed Club Chairman facilitates these meetings with fifteen Members on the Committee. With a reduction in numbers on the Committee in progress, as is the global trend, over a three-year period we will have reduced from eighteen to twelve Members. There will also be a reduction in the same period of Committees themselves, moving from sixteen historically to a final number of six. Other Committees at the Club who currently report to the General Committee include: - • Executive • Compliance • Green • Rules • Membership • Nominations • Operations • Wine • Property & Estates In each of the above, Members will be selected based on their skills and expertise to create truly productive environments for decision making and recommendations. All major decisions within the Club go to an Annual General Meeting of the Members and Officials are voted for and adjudicated by a third-party ballot company. With the clear governance structure in place as above, the Club have employed a forward thinking, passionate and suitably qualified executive management team lead by the Managing Director and General Manager, both of whom are Certified Club Managers (CCM).
Technological advancements from four new operating systems were planned in advance of the pandemic and executed successfully with the purpose of creating a more efficient Club, where people could spend more time performing interpersonal services, as opposed to administration. Extensive refurbishment of the Clubhouse was carried out with energy saving LED lighting upgrades, sympathetic re-decoration of the Edwardian Clubhouse interior and extensive works to the practice facilities. COVID-19 did dictate certain stylistic changes, particularly in service. Transformational technology was embraced to introduce tee times (something uncommon in UK elite private golf clubs), as well as the move to offering table service exclusively throughout. ADAPTING TO CHANGING TIMES Planned and imposed changes have been in abundance over the past year at <strong>Sunningdale</strong>. A 36-hole installation of cutting edge irrigation equipment was completed over a two year period at a cost of £1.75m, the benefits of which extend to the environment with a water usage reduction of 40%, as well as the quality uplift of all playing surfaces. Investment in outdoor dining areas was essential due to the pandemic laws in the UK and our £20,000 tent provided some much-needed relief for our Members. It has become a popular fixture and is now one of our most enjoyed spaces. Interaction changed entirely. Meetings both with Members and Staff moved into a format that we had not widely used before, the online videocall. Engagement became the key focus for all the Club’s stakeholders and communication style and levels had to be analysed and delivered perfectly. We truly feel that nobody felt left alone during this testing time, be it Members or Staff.
Page 2 and 3: UNIVERSAL RECOGNITION “Some of th
Page 4 and 5: EXCEPTIONAL SERVICE STANDARDS Sunni
Page 8: OVERALL EXPERIENCE The experience o

Sunningdale

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?