PRO SHOP DECISION ASSESMENT TOOL
|
|
- Angel Watkins
- 6 years ago
- Views:
Transcription
1 PRO SHOP DECISION ASSESMENT TOOL
2 Contents BACKGROUND... 3 Golf Club Landscape... 3 MOTIVATION FOR CHANGE... 4 Introduction... 4 Motivations... 4 Operating Challenges... 6 Satisfaction... 7 KEY CONSIDERATIONS CHECKLIST... 8 PRO SHOP DECISION ASSESMENT TOOL Benchmark Data PSDAT Logic Instructions I. Questionnaire II. PGA Contracted Scenario Model III. Inhouse Scenario Model IV. Scenario Outputs
3 BACKGROUND A key question many golf clubs across Australia are considering is What is the most suitable operating structure for their pro shop? Clubs either operate the pro shop inhouse, outsource to a PGA Contracted Professional or adopt a hybrid model of sorts. Each club, in determining the most suitable structure, should be going through a reasonably detailed process to determine which option best suits their particular circumstances. This Pro Shop Decision Assistance Tool (PSDAT) has been developed to assist golf clubs in making such a decision. The Professional Golfers Association of Australia (PGA) regularly receives call from managers, professionals and in some instances, Club directors, seeking information on what strategy would be the best outcome. As a result, the PGA has engaged Golf Business Advisory Services (GBAS) to develop the PSDAT to assist golf clubs in their decision making process. Observations around this topic over time have seen a range of wellstructured and poor decision making processes alike. Good processes take an objective approach, consider all possible alternatives and then make a fact based assessment against predefined criteria. Poor decision making processes are often subjective, unsupported by facts and in some instances are driven by individual motivations or objectives. With golf facilities across Australia under increasing financial pressure, sound decision making is essential to ongoing financial health. It is hoped future decisions around the structure of a pro shop operation can be enhanced through the use of the PSDAT. Golf Club Landscape Golf Australia reports there are 1,583 golf clubs in Australia. The PGA advises there are 529 Clubs who engage at least one PGA Member (34%). Of this group, 328 Clubs (21%) have an outsourced arrangement with a Head Professional Contractor and 201 Clubs (13%) employ PGA Members directly 3
4 MOTIVATION FOR CHANGE Introduction For a number of reasons club boards and managers from time to time choose to review the operating model of their Pro Shop. With regard to the level of change evident in today s market, in a presentation made by GBAS to the Golf Management Australia national conference in 2013, it was reported that the pace of Clubs changing their Pro Shop operating structure has generally increased in the last 10 years. In totality 50 clubs have changed their operating model by insourcing (employing lead PGA Professional) on the 15+ years since 1999, with 23 having changed in that way since Up until 2008, the average club size making a change to insourcing in terms of members was Between 2008 and 2013 the average size was 833, suggesting smaller midlevel clubs are now potentially reviewing their options. Over the same period since 2008 over 100 PGA Head Professional contractor roles had come up for review by virtue of the contract ending or termination of the incumbent s services occurring. In that time, whilst 23 clubs made a change to the operating model, 77 clubs did not change and reengaged the incumbent under the same outsourced contractor model. The number of clubs, their size and the year in which the change in operating model was made is illustrated below. Motivations In August 2013 a GMA survey of golf clubs that have recently changed the operating structure of their Pro Shop was undertaken to identify what the main the motivations were in making the decision. The same survey questions were also put to a sample of PGA Professionals to provide a counter balanced view of these motivations. The findings, which illustrate the number of respondents who either agreed/strongly agreed with the respective motivation, are displayed in the chart below. 4
5 Several clear disconnects exist in the findings of the survey. PGA Professional respondents felt the main motivators which led a Club to make a change were financial. From the Club manager s perspective, the main stated motivating factors were improving overall services and improving the overall operating structure of the club. In 2011 the PGA undertook research which found in Clubs with 800 members or more, only 40% of PGA Professionals were involved in a formal performance assessment and review process. Irrespective of operating structure, it is critical Clubs and staff/contractors meet regularly to discuss performance related issues. For those Clubs who undertook a review, but elected not to make a change, motivations included: Not historically an area (retail or day to day golf operations) that the club has experience in 5
6 Club generally not large enough to support the operation Can t support hours a week of customer interface Prefer outsourced operating/employment risk Operating Challenges Whilst there may be motivations for change, there are a number of additional operating challenges to be considered in any change process. These challenges include: Having another direct report to manage Cost of daytoday wages and HR/IR considerations Understanding the increase in accounts function Understanding stock control, turns and profitability Managing staff retention and turnover Understanding of the general added issues inherent in managing a new area of club operations Employment restrictions around required supervision of PGA trainees Transitioning PGA member understanding the new culture of being an employee Right balance within the retail stock mix Golf professional remuneration structure, including allowances for teaching and merchandise commissions Provision of game development services core to the skills of the PGA professional in areas of coaching and game development The 2013 survey also probed an understanding of operating challenges. Both Clubs and PGA Professionals were asked to rate the Club s understanding and preparedness to deal with the challenges above, with the findings in the following table showing those who felt they were in a good or very good position to deal with such challenges. 6
7 What is clear from the table above is Club Managers felt they were in a much better position to understand, confront and deal with the challenges involved in a change in operating model compared to the perspective of the PGA Professional. Satisfaction For those Clubs who currently work under a changed model or did change the operating model to an inhouse structure, the survey asked the manager (or their board) to rate how satisfied they were with the decision from a range of perspectives. The table below shows those managers who responded they were either reasonably or highly satisfied with the decision for each respective are of satisfaction. Area of Satisfaction % highly / reasonably satisfied Service standards 93% Golf Administration 85% Staff Structure 78% Financial performance 67% Coaching programs 67% The biggest motivating factor, being service standards, has provided the highest level of satisfaction after the change. 7
8 KEY CONSIDERATIONS CHECKLIST As a club potentially considers a review, the quality of outcomes from the both a Club and a PGA Professional perspective will largely be dependent on the scope and objectivity of the decision making process. A comprehensive evaluation and review process could result in a number of different structures and deliver a win/win outcome to all parties. Provided below are a list of considerations that should be assessed objectively in any Pro Shop review process. Area Consideration Completed (Y/N) Evaluation of Status Quo Have the goals and objectives of any potential change in Pro Shop operating structure been defined? Has a like for like financial evaluation of alternatives been completed? Has the manager/board surveyed members/customers to ensure their perceptions and views are well understood? Has the Club conducted regular formal performance reviews with the PGA Professional/Director of Golf in the past? Has the Club performed a skills and competency analysis on the staff (& the structure) required to be involved in a model change? The evaluation process has been conducted in a fair and transparent manner free of any personal bias or individual objectives. Club Self Assessment Were review objectives set at the outset to define the criteria to be satisfied for implementation of structural change? Does the club have the internal skills set to operate the Pro Shop? Does the Club have financial resources to fund the working capital and asset investment required? The Club has assessed its willingness to accept a less favourable financial outcome than the status quo in exchange for nonfinancial benefits. Potential motivations for change have been considered and discussed with all key stakeholders a long time in advance of any contract review timeframes. Potential operating challenges associated with a change in Pro Shop structure have been considered and planned for. 8
9 Area Consideration Completed (Y/N) The Club has adequate back of house resources to administer the Pro Shop operation and deal with an expanded operation. Staffing A realistic assessment of inhouse wage costs has been completed as part of the PSDAT. Realistic hours of work have been set for club employed staff and adequate casual coverage has been allowed in the base roster (contractors are more likely to do additional hours than salaried staff). The PGA Professional/Director of Golf is incentivised and has skin in the game in support and alignment to the Club s objectives. The club is aware of and has considered the requirements/limitations around employing PGA Trainees under an inhouse model. Customer Service Wages and salaries have been determined based on attracting suitably experienced and qualified staff, ensuring market rates have been adopted rather than simply relying on award minimum conditions. Any customer service gaps existing in the current structure have been defined, documented and given a reasonable chance for improvement. Identified issues have been communicated to the current Contractor/Director of Golf. Clear measurable objectives for customer service levels have been established and will form the basis for determining future performance. Financial The club has completed the PSDAT Model to provide a like for like objective financial analysis of the alternatives The Club considered and can fund out of cash reserves any investments a change in structure may require, including but not limited to: Range balls and buckets Hire clubs Point of Sale system Pro Shop fit out Inventory Repair equipment Golf carts and buggies Teaching equipment 9
10 PRO SHOP DECISION ASSESMENT TOOL Benchmark Data Golf facilities across Australia vary greatly in terms of rounds, members, revenues, assets, locale and staffing structures. As such, the creation of a one size fits all assessment tool is challenging. In addressing this challenge, the PSDAT enables users to select two key criteria against which they can benchmark themselves. Key criteria used in the PSDAT include: Annual subscription category Annual rounds category The above criteria have been adopted due to the benchmark data available for use in the PSDAT. Three sources of information are included as benchmarks in the Version 1 release, being: The 2013 Retail Operations Survey conducted by GBAS The 2011 Golf Club Salary Census Report conducted by GBAS (on behalf of Golf Management Australia) A data extract from the Golf Management Australia s Benchmarking Tool (data ranges from 2012 to 2014) The table below lists the number of Clubs which make up the data set relevant to each data source which is used by the PSDAT. Annual Subscription Range 2013 Retail Operations Survey GMA Benchmarking Tool 2011 Golf Club Salary Census Report Inhouse Other/ Contracted Inhouse Contracted Unknown* <$1, $1,000 to $1, $1,500 to $2, $2,000 to $2, $2,500 to $3, $3,000 to $3, $3, Annual Rounds Range 2013 Retail Operations Survey GMA Benchmarking Tool Inhouse Other/ Contracted Unknown* <40, ,000 to 45, ,500 to 50, ,000 to 60, , *Some clubs have not entered annual round volumes and/or subscription rates and therefore fall into the lower range classification. Only clubs which have responded to benchmark indicators have been used in the comparative data set. The respondent profile in the above surveys is skewed towards private and semiprivate golf clubs. This information should be considered in evaluating outputs of the PSDAT as results may be statistically unreliable due to the limited sample size available. 10
11 PSDAT Logic The Chart below illustrates the logical process users should follow in using the tool. Complete Questionnaire Annual subscription range Annul rounds range Enter baseline financials PGA Contractor Scenario Retainer Commissions Cost Contributions Inhouse Scenario Base roster Staff mix Revenues Expenses Scenario Outputs Financial Evaluation The objective of the tool is to enable the comparison of the current position to two alternate states. The first state being a theoretical PGA Contractor agreement and the second state being under a theoretical inhouse operating model. Instructions The following instructions are presented in line with the tabs in the workbook. Cells which are not to be edited are locked to maintain model integrity. Any cells requiring you to enter values will be shaded in light green (the value may be zero). I. Questionnaire This tab required you to provide some information about your Club and also the current financial position. a. Please select the correct categories which apply to your Club by selecting from the drop down list in each cell. About Your Club Select your home State VIC In what range does you annual subscription fall? $2.5k to $3k How many annual rounds have bene played over the past 12 months? 40k to 45k What is the current structure in place PGA Contracted b. Enter revenue and expense details in Column B. Each items enables you to also include a current commission percentage. Note, if a value of a revenue item is zero, the cells are greyed out as per below. Revenue Arrangements Please enter the gross amounts (ex GST) and inclusive of commissions COGS Pro Commission Green Fees Enter existing Pro Revenue % 10% Cart Fees Enter existing Pro Revenue % 25% 11
12 Where there is a value entered, the commission percentage cell changes to green shading as illustrated below. Revenue Arrangements Please enter the gross amounts (ex GST) and inclusive of commissions COGS Pro Commission Green Fees 100,000 Enter existing Pro Revenue % 10% Cart Fees 20,000 Enter existing Pro Revenue % 25% For retail (golf and F&B) there is also an option to enter a cost of sales percentage, if applicable. On the expense side, there is the option to show the part of the club s cost is recovered from the contactor by entering a value in Column F. In the example below, the contractor contributes 50% of cleaning and utility costs. Direct Expenses (enter gross amounts if known, ex GST, else leave blank) Advertising and Promotion Enter existing Pro Contibution 0% Cleaning and Utility Costs 15,000 Enter existing Pro Contibution 50% At the conclusion of the questionnaire the Current Annual Club Result should equal the most recent annual trading performance for your Pro Shop. II. PGA Contracted Scenario Model This tab builds a hypothetical remuneration model for a contractor s agreement. The model allows for the following components of a potential contractors agreement. a. Select which of the available items are applicable in the hypothetical contractor s agreement by selecting Yes/No from the drop down boxes in Column D. Item Range Min Range Max Applicable Service Fee / Retainer 394 1,202 No Green Fee Commission 5.8% 11.4% No Golf Cart Commission 25.0% 70.0% No Range Ball Commission Competition Fees (% of Rev) 1.7% 8.1% No Competition Fees (player) Starters Fee (per Comp) Handicap Admin (per Comp) Handicap Admin (per Card) b. Columns B and C contain a maximum and minimum range of values from with the benchmark dataset. These vary significantly and should be considered the outliners for each variable. c. Once various components have been selected as Yes/No, you must then enter the respective values for each component in Column F. Base values for green fees, cart hire and competition fee revenues all flow from the questionnaire. In the example below, the retainer has been set at $1,000 per week, 10% of green fees, 30% of carts and 30 cents per processing of competition card. Competition Fees are set as being not applicable. When including a Handicap Administration component, the number of No No No No No 12
13 competition rounds needs to be entered in cell E12 also. Item Range Min Range Max Applicable Base Specify Value Unit Amount Service Fee / Retainer 394 1,202 Yes 1,000 per week 52,000 Green Fee Commission 5.8% 11.4% Yes 100,000 10% per $ 10,000 Golf Cart Commission 25.0% 70.0% Yes 20,000 30% per $ 6,000 Range Ball Commission No 0% per $ Competition Fees (% of Rev) 1.7% 8.1% No 0% per $ Competition Fees (player) No per Player Starters Fee (per Comp) No per Comp Handicap Admin (per Comp) No per Comp Handicap Admin (per Card) Yes 30, per Card 9,000 Projected PGA Pro Contract Fee 77,000 d. The PSDAT also provides the ability to model contributions to costs being incurred by the club. Information entered in the Questionnaire flows through, with an override percentage option for each cost element. If you wish to model a cost recovery contribution enter a value in Column F for the respective expense line. EXPENSES Current Value Current Pro % Override Pro % Advertising and Promotion 0% 0% Cleaning and Utility Costs 15,000 50% 0% COGS Merchandise/Retail 0% 0% COGS Food and Beverage 0% 0% COGS Tuition 0% 0% Depreciation 10,000 0% 0% Employment Costs 0% 0% Golf Cart Costs 20,000 0% 0% Insurance 0% 0% inting, Postage and Stationery 0% 0% Range Balls 0% 0% Technology Systems 15,000 0% 0% Trophy and Prizes 40,000 0% 0% Other 0% 0% Scenario Cost Recovery Projected Cost Recovery 7,500 7,500 e. Once the hypothetical package has been completed, the lower section of the page provides a benchmark reference against data for clubs who are in your same annual subscription and annual rounds categories. Where N/A values are returned it means a comparable data set was not available. In the example below, the benchmark package is $73,300 which is used as a reference point. The projected package of $69,500 (retainer less cost recovery) is therefore 94.8% of the benchmark. 13
14 Benchmark Reference Points Based on Your Facility Profile Subscriptions Rounds $3.5k and over 45k to 50k Base Retainer Your Value 52,000 Well 52,000 Subscription Category 65,958 Under 70,151 % of benchmark 79% 74% Green Fee Percentage Your Value 10.0% 10.0% Well Over Subscription Category 3.5% 5.3% % of benchmark 286% 189% Cart Fee Percentage Your Value 30.0% 30.0% Well Over Subscription Category 25.0% 11.9% % of benchmark 120.0% 253% Well Under Well Over Well Over Competition Fee Percentage Your Value 0.0% 0.0% Subscription Category 2.5% 0.0% % of benchmark 0.0% #DIV/0! Contractor Package Total (Calculated) Your Value 69,500 In line 69,500 Subscription Category 74,458 with 77,827 % of benchmark 93.3% 89.3% Contractor Package Total (Benchmark) Your Value 69,500 Well 69,500 Subscription Category 93,042 Under 114,379 % of benchmark 74.7% 60.8% Under Well Under III. Inhouse Scenario Model This tab builds a hypothetical financial model for a, inhouse club operation. The model focuses on the revenue and cost profile of this scenario, paying particular attention to labour costs. a. The first requirement is to enter the actual number of rounds and also the retail spend per round. For the retail spend, again a max and a min are provided in addition to the average vale for clubs in your category. Unless a specific reason exists to select another value, it is recommended your category average be used. Rounds and Average Retail Your Category Min Max Value Used Enter Actual Rounds for past 12 Months 44,500 Retail Spend Per Round b. The next requirement is to enter values required to project your likely labour cost. The first step is to build the hypothetical roster. This is based on entering the average number of hours of staff coverage would will require on various tasks throughout a normal week. The PSDAT provides for shop, range, marshalling and Admin/Other hours. For each day of the week enter the number of staff coverage hours required (if two people are on concurrently in the shop then that counts as two labour hours for which hour the shop is open). 14
15 Employment Costs Template Roster Labour Hours By Day (Avg Winter and Summer 0.5 = 30 minutes) Shop Range Marshall Admin/Oth Mon Tue Wed Thu Fri Sat Sun Weekly Hours 162 Annual Hours 8,424 c. Once the roster is complete, you need to enter the profile of the Full Time Employee. Enter the base number of weekly hours for your standard full time positions. Full Time Employee Profile Annual Hrs Annual Leave Sick Avg Work Hours Weekly Hours 40 2, ,848 Full Time Equivalent Employees Required 4.56 d. The requirement in projecting staff costs is to determine the staff mix proposed and the respective wage costs for each position. Position provided for in the PSDAT include a Manager/Director of Golf, supervisory, services attendant and PGA Trainee. The first requirement is to enter the number of full time equivalent staff by position. The second step is to confirm the average annual hourly rate which will apply to each position. The PSDAT include a base wage rate for each position in Column D, but also provides the preferred position of an override rate when your club elects to pay above award wages in the form of a marketrelative salary. Staff Mix Position Full Time Staff Work Hours Base Rate Override Rate Roster Cost Manager/Director of Golf 1.0 1, ,000 Assistant Manager/Supervisor Services Attendant 2.0 3, ,000 PGA Trainee 1.0 1, ,500 Subtotal FTE Wages 4.0 7, ,500 Full Time Coverage 7,392 Residual Casual Coverage 1, ,389 Subtotal All Wages 199,889 Oncost 18.0% 0.0% 35,980 Total Wage and Oncost 235,870 The final result is a projected labour cost based on your model roster, staff mix and average hourly rates. e. The next requirement is to enter all of the projected revenues for the inhouse operation. Base values which have been entered in the Questionnaire earlier flow through, however each revenue line has an override capability in Column D. For retail sales and tuition incomes provides the ability to enter a Cost of Sales percentage. 15
16 REVENUE Current Value Override Value COGS % Scenario Value Green Fees 100, ,000 Cart Fees 20,000 20,000 Competition Fees Merchandise/Retail 464, % 464,580 Food and Beverage 75, % 75,000 Range Balls 15,000 15,000 Repairs 5,000 5,000 Tuition 50, % 50,000 Other 5,000 5,000 Total Revenue 734,580 f. The final part of building the inhouse scenario is to enter the cost profile. Costs which are pegged to revenues are automatically calculated and wage costs flow from the model roster and staff mix completed earlier. Again, base values from the Questionnaire flow through with provision for an override amount to be entered. EXPENSES Advertising and Promotion Cleaning and Utility Costs 15,000 15,000 COGS Merchandise/Retail (from above) 301, ,977 COGS Food and Beverage (from above) 26,250 26,250 COGS Tuition (from above) 40,000 40,000 Depreciation 10,000 10,000 Employment Costs (from roster) 238, ,712 Golf Cart Costs 20,000 20,000 Insurance 5,000 5,000 Printing, Postage and Stationery 5,000 5,000 Range Balls Technology Systems 15,000 25,000 25,000 Trophy and Prizes 40,000 40,000 Other Total Expenses 726,939 g. Once the hypothetical inhouse model has been completed, a benchmark reference against data for clubs who are in your same annual subscription and annual rounds categories is provided. Comparisons are provided for merchandise sales, wages as a percentage of revenue and gross wage costs. Benchmark Reference Points Subscriptions Rounds $3.5k and over 45k to 50k Merchandise Sales Your Value 464, ,580 In line with Subscription Category 499, ,764 % of benchmark 93% 103% Manager/Director of Golf Salary Your Value 61,750 61,750 Well Under Subscription Category 106, ,200 % of benchmark 58.1% 61.0% Assistant Manager/Retail Manager Salary Your Value Subscription Category 51,000 60,000 % of benchmark 0.0% 0.0% Wages as a $ Value Your Value 238, ,712 Well Under Subscription Category 465, ,692 % of benchmark 51.2% 67.5% In line with Well Under Well Under 16
17 IV. Scenario Outputs If outside a variance range you should reconsider or assess some of your assumptions. The final tab provide a read only comparison of the current situation against the model contractor and inhouse options. SCENARIO OPTIONS GBAS GOLF CLUB LIMITED CURRENT SCENARIO SCENARIO 1 SCENARIO 2 Structure PGA Contracted PGA Contracted Club Operated Gross Pro % Gross Pro % Gross Revenues Green Fees 100,000 0% 100,000 10% 100,000 Cart Fees 20,000 0% 20,000 30% 20,000 Competition Fees 0% 0% Merchandise/Retail 464,580 Food and Beverage 75,000 Range Balls 0% 15,000 Repairs 0% 5,000 Tuition 0% 50,000 Other 0% 5,000 Total Revenue 120, , ,580 Expenses Advertising and Promotion 0% 0% Cleaning and Utility Costs 15,000 50% 15,000 50% 15,000 COGS Merchandise/Retail 0% 0% 301,977 COGS Food and Beverage 0% 0% 26,250 COGS Tuition 0% 40,000 Depreciation 10,000 0% 10,000 0% 10,000 Employment Costs 0% 0% 238,712 Golf Cart Costs 20,000 0% 20,000 0% 20,000 Insurance 0% 0% 5,000 Printing, Postage and Stationery 0% 0% 5,000 Range Balls 0% 0% Technology Systems 15,000 0% 15,000 0% 25,000 Trophy and Prizes 40,000 0% 40,000 0% 40,000 Other 0% 0% Pro Retainer/Service Fee 52,000 Pro Commission 25,000 Pro Cost Recovery 7,500 7,500 Total Expenses 92, , ,939 Projected Club Result 27,500 49,500 7,641 Variance from Current 77,000 19,859 17
Summary of Proposal to Upgrade Swimming Facilities for the Wanaka Ward
Attachment B Summary of Proposal to Upgrade Swimming Facilities for the Wanaka Ward Introduction The Queenstown Lakes District Council is proposing to build an eight lane lap pool and a learners pool costing
More informationGolf Tasmania Annual General Meeting. 9 th December, 2018
Golf Tasmania Annual General Meeting 9 th December, 2018 Participation 2 Key priorities 2018/19 Participation programs Launch of adult beginner programs Finalisation and launch of Australian Golf Pathway
More informationPOSITION DESCRIPTION
JC RESORTS LLC POSITION DESCRIPTION JC GOLF JOB TITLE: DEPARTMENT: REPORTS TO: Head Golf Professional (Full-Time) Golf Director of Golf Operations ESSENTIAL PURPOSE: To manage the staff and operations
More informationReview and Approval of Golf Pro Employment Agreement
TO: Mayor & Council FROM: Golf Commission BY: Tab Ray MEETING: November 19, 2007 Regular Session PREPARED: November 13, 2007 Review and Approval of Golf Pro Employment Agreement Summary: Greg Mason was
More informationNew Zealand Thoroughbred Racing (NZTR) Job Description
New Zealand Thoroughbred Racing (NZTR) Job Description Position Director, NZTR Board External and Internal Key Relationships Internal: NZTR CEO Managers & Staff of NZTR External: NZ Racing Board (NZRB)
More informationPDMS Report 2012, NZG Consultation Process National Membership Statistics, Casual Golf Membership Research.
. STRATEGIC PLAN Throughout the various review processes and studies carried out over the past five years, it has become clear there are a number of core issues facing the golf industry in New Zealand.
More informationWANAKA SWIMMING FACILITIES STATEMENT OF PROPOSAL
WANAKA SWIMMING FACILITIES STATEMENT OF PROPOSAL 17 October 2014 Contents Executive Summary Background National Guidelines The Status Quo Issue One Timing Issue Two Location Issue Three Size Issue Four
More informationGOLF OPERATIONS MANAGER NF
GOLF OPERATIONS MANAGER NF-1101-03 INTRODUCTION Works under the general supervision of the Regional Golf Operations Manager and is responsible for the supervising, planning, coordinating and managing the
More informationAlley OUR BUSINESS SUMMARY
Alley OUR BUSINESS SUMMARY Table of Contents Introduction to Strike Bowling Alley 1 Our Organizational Model 2 Revenue Streams 3 Personnel & Job Creation 4 Location Selection & New Construction 5 Bowling
More informationRochester Area Bike Sharing Program Study
roc bike share Rochester Area Bike Sharing Program Study Executive Summary ~ January 2015 JANUARY 2015 8484 Georgia Avenue, Suite 800 Silver Spring, MD 20910 3495 Winton Pl., Bldg E, Suite 110 Rochester,
More informationBUSINESS PLAN January Richard Wooles. Executive Director # West Broadway Vancouver, BC V5Y 3W2 Tel:
BUSINESS PLAN January 2015 Richard Wooles Executive Director #201-210 West Broadway Vancouver, BC V5Y 3W2 Tel: 604 737 3164 richard@cyclingbc.net Table of Contents Vision... 2 Mission... 2 Values... 2
More informationTennis Victoria Club Guide Coach Relationship
Tennis Victoria Club Guide Coach Relationship Background Tennis is in a unique position as the sport has a large workforce of qualified & skilled development officers at its disposal the professional tennis
More informationCounty Donegal Public Participation Network Work Plan
County Donegal Public Participation Network Work Plan Introduction The purpose of this document is to present a (DRAFT) Work Plan for County Donegal Public Participation Network which will enable member
More informationSEPTEMBER The HLB Sydney Golf Survey. hlb.com.au. Great people, great results
SEPTEMBER 2017 The HLB Sydney Golf Survey hlb.com.au Great people, great results Note from the Author I m pleased to announce the 2017 report is the seventh annual Sydney Metropolitan Golf Survey published
More informationDiscussion Paper Men s and Boy s Competition Review 26 May 2017
BACKGROUND As we enter into the third year of the Men s National Premier League (NPL) three-year licence period, and having launched the Women s NPL off the back of last year s Women s and Girl s Competition
More informationGeneral Manager. Cog Hill Golf and Country Club Palos Park, Illinois
Cog Hill Golf and Country Club Palos Park, Illinois About Cog Hill: is a world renowned public golf facility located 30 miles southwest of Chicago. Cog Hill s nationally ranked Course No. 4 Dubsdread has
More informationSmithers Golf and Country Club
P a g e 1 Smithers Golf and Country Club DRAFT Strategic Plan 2018-2023 Draft Approved by The SGCC Board of Directors: March, 2018 1 P a g e 2 Introduction The Smithers Golf and Country Club (SGCC) is
More informationPlay Golf America University Professional Golfers Association of America. Program Manual
Play Golf America University Professional Golfers Association of America Program Manual 2012-2013 Table of contents Welcome... 1 Mission and Objectives... 2 Program Elements... 2 University Roles and Responsibilities...
More informationVISION MISSION NEW ZEALAND GOLF STRATEGIC TEGIC PLAN To be the sport of choice for all New Zealanders throughout their lives.
STRATEGIC PLAN 2008-2010 NEW ZEALAND GOLF STRATEGIC TEGIC PLAN 2008-2010 VISION To be the sport of choice for all New Zealanders throughout their lives. MISSION New Zealand Golf aspires to develop the
More informationTHE ECONOMIC CONTRIBUTION FROM HORSES
THE ECONOMIC CONTRIBUTION FROM HORSES ECONOMIC CONTRIBUTION FROM HORSES HIGHLIGHTS The horse industry contributes more than $19 billion annually to the Canadian economy On-farm activities with horses generate
More informationPRELIMINARY OPERATING BUDGET
Recreation & Parks Golf Course Fund GOLF COURSE City Administration 538,595 382,407 537,200 539,800 770,000 Food & Beverage 340,797 344,199 347,500 339,700 341,200 Pro-Shop 191,927 139,677 179,700 192,000
More informationCITY OF HAMILTON PUBLIC WORKS DEPARTMENT Energy, Fleet & Facilities Management Division
CITY OF HAMILTON PUBLIC WORKS DEPARTMENT Energy, Fleet & Facilities Management Division TO: Chair and Members Public Works Committee COMMITTEE DATE: June 5, 2017 SUBJECT/REPORT NO: Municipal Golf Course
More informationTwenty Ingredients Of A Well Run Golf Club
Twenty Ingredients Of A Well Run Golf Club Reflecting on research papers produced by Industry Consultants at the World Conference of Cub Management & our own Department s experience of working closely
More informationInternship Procedures Manual The University of Central Oklahoma PGA Golf Management Program 100 North University Drive, Box 115 Edmond, OK 73034 405-974-5247 Phone 405-974-3821 Fax pgm@uco.edu http://www.busn.uco.edu/pgm/
More informationQuestions and Answers Management Services Agreement between The Powder Horn and Troon Privé. November 15, 2015
Questions and Answers Management Services Agreement between The Powder Horn and Troon Privé November 15, 2015 Ownership, Control, and Management Q: Does the agreement with Troon Privé change the ownership
More informationBUSINESS PLAN January 2015
BUSINESS PLAN January 2015 Richard Wooles Executive Director #201-210 West Broadway Vancouver, BC V5Y 3W2 Tel: 604 737 3164 richard@cyclingbc.net Table of Contents Vision... 2 Mission... 2 Values... 2
More informationGROWING THE GAME FOR THE FUTURE
GROWING THE GAME FOR THE FUTURE THE CHILDREN AND YOUNG PEOPLE S PLAN FOR GOLF 2017 2021 INTRODUCTION As pressure on young people s time continues to increase and the pace of life moves quicker, young people
More informationGuidelines for Providing Access to Public Transportation Stations APPENDIX C TRANSIT STATION ACCESS PLANNING TOOL INSTRUCTIONS
APPENDIX C TRANSIT STATION ACCESS PLANNING TOOL INSTRUCTIONS Transit Station Access Planning Tool Instructions Page C-1 Revised Final Report September 2011 TRANSIT STATION ACCESS PLANNING TOOL INSTRUCTIONS
More informationThe Economic Impact of Colonial Downs in Virginia
The Economic Impact of Colonial Downs in Virginia Prepared for Revolutionary Racing January 31, 2018 1309 E Cary Street, Richmond, VA 23219 1025 Huron Road East, Cleveland, OH 44115 chmuraecon.com Table
More informationFrankston City Council Centenary Park Sporting Complex Management and Business Model
Frankston City Council Centenary Park Sporting Complex Management and Business Model Review Forum 16th August 2016 Project Aims To develop a sustainable model in which Golf, Tennis and Gymnastics can be
More informationHORSERACE BETTING LEVY BOARD BUSINESS PLAN 2014
HORSERACE BETTING LEVY BOARD BUSINESS PLAN 2014 INTRODUCTION 1. Section 24(1) of the Betting, Gaming and Lotteries Act 1963 requires the Horserace Betting Levy Board to assess and collect monetary contributions
More informationPOSITION DESCRIPTION. Head Golf Professional, First Assistant Golf Professional, or Director of Golf
JC RESORTS LLC POSITION DESCRIPTION JC GOLF JOB TITLE: DEPARTMENT: REPORTS TO: Assistant Golf Professional (Full-Time) Golf Head Golf Professional, First Assistant Golf Professional, or Director of Golf
More informationECONOMIC DEVELOPMENT ELEMENT
ECONOMIC DEVELOPMENT ELEMENT Background The Economic Development Element considers labor force and labor force characteristics, employment by place of work and residence, and analysis of the community
More informationST. JOHNS GOLF CLUB PHASE II FINDINGS, PHASE III RECOMMENDATION, AND POTENTIAL PARTNERSHIP OPPORTUNITY
ST. JOHNS GOLF CLUB PHASE II FINDINGS, PHASE III RECOMMENDATION, AND POTENTIAL PARTNERSHIP OPPORTUNITY Board of County Commissioners January 16, 2018 Introduction St. Johns Golf Club: Opened in 1989.
More informationFUNDING THE INFRASTRUCTURE OF THE SPORT OF BASKETBALL IN AUSTRALIA
FUNDING THE INFRASTRUCTURE OF THE SPORT OF BASKETBALL IN AUSTRALIA Why We Need to Have Registration Fees 1. How is the Infrastructure of Basketball in Australia Funded? The registration fee system in basketball,
More informationSUPERVISING PROFESSIONAL S GUIDE TO THE PGA OF AMERICA S PGM 2.0 PROGRAM
SUPERVISING PROFESSIONAL S GUIDE TO THE PGA OF AMERICA S PGM 2.0 PROGRAM Table of Contents Welcome 2 Mission of the PGA 3 Mission of the PGM Program 3 Program Requirements 4 PGM Program At-A-Glance 6 Membership
More informationKAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016
KAMLOOPS CANOE AND KAYAK CLUB: A STRATEGIC PLAN AND BUSINESS MODEL FOR 2012 TO 2016 Policy: The Kamloops Canoe and Kayak Club is a registered non-profit society (S-0026104) with a Board of Directors committed
More informationGeneral Isolation Procedures
Module General Isolation Procedures Definitions Worker: an employee; a contractor or subcontractor; an employee of a contractor or subcontractor; an employee of a labour hire company who has been assigned
More informationDIRECTION REGARDING WEHO PEDALS BIKE SHARE PROGRAM AND DOCKLESS BIKE SHARE PILOT MAYOR PRO TEMPORE JOHN D' AMICO COUNCILMEMBER LAUREN MEISTER
CITY COUNCIL DECEMBER 3, 2018 NEW BUSINESS SUBJECT: INITIATED BY: DIRECTION REGARDING WEHO PEDALS BIKE SHARE PROGRAM AND DOCKLESS BIKE SHARE PILOT MAYOR PRO TEMPORE JOHN D' AMICO COUNCILMEMBER LAUREN MEISTER
More informationCypress Lake Country Club Board of Directors Meeting Minutes
Cypress Lake Country Club Board of Directors Meeting Minutes August 29, 2017 PRESENT: EX-OFFICIO: ABSENT: CALL TO ORDER: Scott, Fischer, Ralph Hutchins, Steve Weisberg, Cheryl Schramm, Gary Saft, Chris
More informationStrategic Plan for Sevens Rugby. September 2006
Strategic Plan for Sevens Rugby September 2006 Introduction The promotion of Sevens has been instrumental in taking Rugby to new territories and regions. The continued growth of Sevens would help achieve
More informationMembers and proprietary golf clubs survey 2017 report
Members and proprietary golf clubs survey 2017 report Hillier Hopkins LLP Members and proprietary golf clubs survey 2017 report 2 Contents Foreword 3 General Members clubs Proprietary clubs Staffing 6-9
More information39B, Kingfisher Court, Hambridge Road Newbury, Berkshire RG14 5SJ
Part 4 JOCKEYS TAX & VAT BOOKLET 39B, Kingfisher Court, Hambridge Road Newbury, Berkshire RG14 5SJ Telephone: Newbury (01635) 44102 Fax: (01635) 37932 email: info@thepja.co.uk Web: www.thepja.co.uk 1 I
More informationWorking Draft: Gaming Revenue Recognition Implementation Issue. Financial Reporting Center Revenue Recognition
October 2, 2017 Financial Reporting Center Revenue Recognition Working Draft: Gaming Revenue Recognition Implementation Issue Issue # 6-12: Accounting for Racetrack Fees Expected Overall Level of Impact
More informationThe development of Emergency Aquatic Animal Disease Response Arrangements
Working together for animal health The development of Emergency Aquatic Animal Disease Response Arrangements 1. What are emergency response arrangements? Australia has a number of emergency response arrangements
More informationFortnum Private Wealth Ltd Financial Services Guide Part 2
Fortnum Private Wealth Ltd Financial Services Guide Part 2 Fairway Financial Advice Fairway Financial Advice Ltd 1 (ABN 68 786 381 811) and Fairway Too Pty Ltd (ABN 82 601 766 581) trade together as Fairway
More informationThe Royal Bangkok Sports Club
The Royal Bangkok Sports Club Announcement No. 029/2016-2017 Golf Pro Shop at RBSC New Sports Pavilion The Royal Bangkok Sports Club is announcing an open-bidding for qualified companies to manage Golf
More informationRACING VICTORIA S EQUINE WELFARE STRATEGY
RACING VICTORIA S EQUINE WELFARE STRATEGY Published October 2016 Racing Victoria s vision is to be a leader in equine welfare and build a racing culture in which the safety and welfare of the racehorse
More informationBSAC Strategic Plan. January 2016 December National Governing Body for scuba diving and snorkelling
BSAC Strategic Plan January 2016 December 2020 National Governing Body for scuba diving and snorkelling BSAC Strategic Plan 2016-2020 Purpose: To grow the nation s love of diving Organisational goals:
More informationCity of Long Beach Office of the City Auditor. Harbor Security Division Dive Team Overtime Review. Laura L. Doud, CPA City Auditor.
City of Long Beach Office of the City Auditor Harbor Security Division Dive Team Overtime Review July 2011 Laura L. Doud, CPA City Auditor Office of the City Auditor Harbor Security Division Dive Team
More informationDecember Emirates Cricket Board. Job Vacancy Emirates Cricket General Manager. Job Description and Application Process
December 2018 Emirates Cricket Board Job Vacancy Emirates Cricket General Manager Job Description and Application Process Background: Emirates Cricket Board (ECB) is the governing body for cricket in the
More informationStrategic Plan Basketball in Victoria:
EP64949 placed pages.indd 21/11/12 2:14 PM - 1 - Strategic Plan 2013-2016 Basketball in Victoria: The world s best sporting community EP64949 placed pages.indd 21/11/12 2:14 PM - 2-2 EP64949 placed pages.indd
More informationGraduate Lifeguard Programme. Graduate Log Book and Club Information
Graduate Lifeguard Programme Graduate Log Book and Club Information Following the introduction of the new GLP Log Book, Trainers and Coaches involved with the personal development of their club s Graduates
More informationCommunity Development and Recreation Committee. General Manager, Parks, Forestry and Recreation. P:\2015\Cluster A\PFR\CD AFS#22685
CD10.2 STAFF REPORT ACTION REQUIRED City of Toronto Outdoor Tennis Operations Date: February 19, 2016 To: From: Wards: Reference Number: Community Development and Recreation Committee General Manager,
More informationRole Profile. Chief Executive of Blackburn Youth Zone. Chair and Board of Blackburn Youth Zone
Role Profile Job Role: Accountable to: Key Relationships: Chief Executive of Blackburn Youth Zone Chair and Board of Blackburn Youth Zone Youth Zone Chair and Board, Youth Zone Senior Management Team,
More informationStrategic Plan
Strategic Plan 2016-2020 President s Message On behalf of the Board and staff I am very pleased to present the Ballarat Golf Club Strategic Plan 2016-2020 (the Plan) to the members. The Plan has been
More informationLONG TERM STRATEGIC PLAN. February 2017
LONG TERM STRATEGIC PLAN February 2017 I. Mission Statement The Northeastern New York PGA Section, our Officers, Board of Directors, Committee Members and staff exist in order to enhance the profession
More informationAustralian Volleyball Federation
Australian Volleyball Federation Strategic Plan (2002-2005) (Updated July 2003) GOAL - to foster the sport of volleyball as a human endeavour 1 of 13 Contents: Introduction 3 Purpose & Vision 4 Whole of
More informationRECREATION AND PARK COMMISSION:
RECREATION AND PARK COMMISSION: Concession Audit of the Harding Park Golf Course Complex July 1, 2004, Through June 30, 2005 FINANCIAL AUDITS June 30, 2006 05044 CITY AND COUNTY OF SAN FRANCISCO OFFICE
More informationCoaching advertisements: details, template and sample
Placing a coaching advertisement on the Tennis Australia website Tennis Australia coach members and affiliated tennis clubs and facilities can place coaching advertisements for free on Tennis Australia
More informationIndividual Athlete Support Program Athlete Selection Policy
Individual Athlete Support Program Athlete Selection Policy Owner: National Teams Performance Team Director Approved by: CEO Version: 1.3 Next review date: September 2018 Last Date of Edit: August 2017
More informationLAKE VIEW GOLF & COUNTRY CLUB TEMPORARY COMMITTEE Box 1089 Soap Lake, Washington 98851
April 24, 2015 1. PURPOSE This letter is being written to inform each member of the McCullar Golf, Inc of the status of the McCullar Golf, Inc s offer to sell the the golf course to the members; to inform
More informationApprentice and conditional jockeys
Apprentice and conditional jockeys The following is a brief guide for trainers with apprentice or conditional jockeys. It does not seek to cover every scenario nor individual cases but gives an overview
More informationThe Stirling Golf Club
MEMBERSHIP INFORMATION PACK 2018-19 Welcome Letter ship Plans Benefits ship Specials Application Form Fee Summary Direct Debit Request The Stirling Golf Club 35 Golflinks Road (PO Box 20), STIRLING, SA
More informationFuture Options for City Operated Golf Courses
GM24.4 REPORT FOR ACTION Future Options for City Operated Golf Courses Date: December 22, 2017 To: Government Management Committee From: General Manager, Parks Forestry and Recreation and Chief Purchasing
More informationMay 12, 2016 Metro Potential Ballot Measure Issue Brief: Local Return
Summary: Local return is an important revenue source for cities to maintain their local transportation infrastructure. Most cities use their local return to operate small bus systems and repave streets,
More informationAUSTRALIAN MEN S HANDICAPPING SYSTEM (Copyright)
AUSTRALIAN MEN S HANDICAPPING SYSTEM (Copyright) Revised 11 May 2006 (incorporating terminology changes, the deletion of the former section 6 (Handicap Match Play), and material changes denoted by bold,
More informationNorthern California Golf Association & Poppy Holding, Inc. Five Year Strategic Plan June 1, 2007 December 31, 2011
Northern California Golf Association & Poppy Holding, Inc. Five Year Strategic Plan June 1, 2007 December 31, 2011 MISSION NCGA - To support and promote the game of golf in Northern California and to enhance
More informationHOW TO JOIN CLIFTON SPRINGS GOLF CLUB INC
HOW TO JOIN CLIFTON SPRINGS GOLF CLUB INC 1 Complete the attached application form and mail to P. 0. Box 197 DRYSDALE 3222 or email to admin@cliftonspringsgolfclub.com.au 2 Payment plans are available
More informationBeyond the Tee Box: Promoting Municipal Golf in Today s Marketplace
Beyond the Tee Box: Promoting Municipal Golf in Today s Marketplace Greg A. Weitzel, Director, Division of Parks and Recreation Tim Reinke, Manager of Golf Operations City of Idaho Falls, Idaho Changing
More informationWAIS Canoe Sprint Program Selection Guidelines, Criteria and Process
WAIS Canoe Sprint Program Selection Guidelines, Criteria and Process Approved by: National Teams Director Effective from: 2014 Next review date: March 2018 Last Date of Edit: March 2017 1. Background The
More informationStrategic Plan. Approved: September 2016
Strategic Plan 2016 2020 Approved: September 2016 VISION To be the leading university hockey club in Australia for high performance and development, and recognised as one of the most participation-friendly,
More informationUSGA Tournament Management - Club
(TM-Club) is a modern, cloud-based software product that promises less work and superior results for golf professionals who organize and run golf tournaments. In addition to comprehensive tournament management
More informationGolfers in Colorado: The Role of Golf in Recreational and Tourism Lifestyles and Expenditures
Golfers in Colorado: The Role of Golf in Recreational and Tourism Lifestyles and Expenditures by Josh Wilson, Phil Watson, Dawn Thilmany and Steve Davies Graduate Research Assistants, Associate Professor
More informationHazardous Waste Training Plan. Supersedes: 02/15/16 (Rev.02) Preparer: Owner: Approver: EHS Team Member EHS Team Member EHS Manager
Procedure No.: PA-033-0006 Page: 1 of 19 Port Arthur, TX. Reviewed: 02/18 Effective: 02/06/18 (Rev.03) Supersedes: 02/15/16 Preparer: Owner: Approver: EHS Team Member EHS Team Member EHS Manager Document
More informationCounty of Orange Resources and Development Management Department Harbors, Beaches and Parks. Strategic Plan. HBP Strategic Plan Workshop 1.
County of Orange Resources and Development Management Department Harbors, Beaches and Parks Strategic Plan HBP Strategic Plan Workshop 1 v18 PRESENTATION OUTLINE Harbors, Beaches & Parks (HBP) History
More informationAmendment 80 Non-AFA Trawl Gear Catcher/Processor
Amendment 0 Non-AFA Trawl Gear Catcher/Processor Report Prepared for Pacific States Marine Fisheries Commission 205 and 206 Calendar Year Data CPAs AND BUSINESS CONSULTANTS PROCESSOR TABLE OF CONTENTS
More informationFrequently Asked Questions on the Restructuring and Integration of Operations between the AGA and AWGA
Frequently Asked Questions on the Restructuring and Integration of Operations between the AGA and AWGA 1. Why are the AGA and AWGA restructuring their operations into one golf association? Golf has evolved.
More informationPGA Employment Services is pleased to notify you about the following employment opportunity based on the information in your CareerLinks profile
PGA Employment Services is pleased to notify you about the following employment opportunity based on the information in your CareerLinks profile Bradenton, Florida ABOUT THE CLUB: Named "Best New Private
More informationBC Games Society 2016/ /19 SERVICE PLAN
2016/17 2018/19 SERVICE PLAN For more information on the BC Games Society contact: 200-990 Fort Street Victoria BC V8V 3K2 Kelly Mann, President and CEO kellym@bcgames.org or visit our website at www.bcgames.org
More informationThe NSW Greyhound Breeders, Owners & Trainers Association
ACN 000 043 756 ABN 68 000 043 756 The NSW Greyhound Breeders, Owners & Trainers Association Submission to GRNSW re: Proposed Welfare and Integrity Levy From: The NSW GBOTA Date Submitted: March 27, 2015
More informationDate: September To the McLeod Membership,
1 P age To the McLeod Membership, Date: September 2015 We are pleased to provide you a copy of the Strategic Plan for the five year period, 2015-2020, which has been developed over the last few months.
More informationSwimming Tasmania Strategic Plan ST Strategic Plan Final
1 Our Vision: Swimming will be one of the premier aquatic sports in Tasmania, demonstrated through growing participation, outstanding performances and commercial sustainability. Purpose: The purpose of
More informationAFL GOLDFIELDS. Player Salary Cap Framework
AFL GOLDFIELDS Player Salary Cap Framework Introduction AFL Goldfields has endeavoured to limit the continuing upward spiral of player payments within community football across the AFL Goldfields Region.
More informationCity of Kingston Report to Council Report Number
To: From: Resource Staff: City of Kingston Report to Council Report Number 17-012 Mayor and Members of Council Date of Meeting: Subject: Executive Summary: Lanie Hurdle, Commissioner, Community Services
More informationVolunteer Program. Player Assistants Golf Stewarts Golf Advisory Committee Special Projects and Programs
Volunteer Program Thank you for interest in learning more about volunteer opportunities at Meadow Park Golf Course, a facility of Metro Parks Tacoma. We are very proud to serve our community by providing
More informationTRANSPORT PUBLIC SAFETY SERVICES THAT SUPPORT COMMUNITIES. Provide access to, from and for emergency services
Transport - 128 - Road Network KEY FACTS Council operates and maintains a network of some 2,53 km which includes: o 864 km of sealed roads o 1,666 km of unsealed roads o 7 bridges and large culverts o
More informationArchery Australia Inc High Performance Committee
Policy Name: National High Performance Program (NHPP) - Recurve 2014 Responsibility Archery Australia Inc High Performance Committee Effective 1 st April 2014 Policy Number 1060 Version Version 3 CONTENTS
More informationElm Park Tennis Vision Committee Report
Elm Park Tennis Vision Committee Report 0 Contents 1. Club Vision and Goals... 2 2. Constituent Parts... 3 3. Survey overview... 4 4. Director of Tennis Role... 6 5. Facilities... 7 6. Membership and Adult
More informationDallas Park and Recreation Department. ICMA 2005 Survey Briefing January 8, 2007
Dallas Park and Recreation Department ICMA 2005 Survey Briefing January 8, 2007 ICMA Center for Performance Measurement Purpose: To help local governments improve the effectiveness and efficiency of public
More information1. Executive summary Purpose Objectives Strategy: Specific priorities 4
HORSERACE BETTING LEVY BOARD BUSINESS PLAN 2018/2019 CONTENTS 1. Executive summary 1 2. Purpose 2 3. Objectives 3 4. Strategy: Specific priorities 4 5. Income 5.1 New Levy mechanism 5 5.2 Bank interest
More informationMembership Information Package 2017
Membership Information Package 2017 Bribie Island Golf Club Phone (07) 3408 14 www.bribiegolf.com.au office@bribiegolf.com.au p: 07 3408 1457 M e m b e r s h i p I n f o r m a t i o n P a c k a g e P a
More informationCooroy Golf Club Inc. (ABN ) of 28 Myall Street, Cooroy Q4563
Between Cooroy Golf Club Inc. (ABN 74 635 574 801) of 28 Myall Street, Cooroy Q4563 and Cooroy Veterans Golf Club (ABN 63 454 683 229) of 28 Myall Street, Cooroy Q4563 Background 1. A Background providing
More information1999 On-Board Sacramento Regional Transit District Survey
SACOG-00-009 1999 On-Board Sacramento Regional Transit District Survey June 2000 Sacramento Area Council of Governments 1999 On-Board Sacramento Regional Transit District Survey June 2000 Table of Contents
More informationBrookfield Asset Management O AK T R E E ACQUISITION M A R C H 1 3,
Brookfield Asset Management O AK T R E E ACQUISITION M A R C H 1 3, 2 0 19 Transaction Summary On March 13, 2019, Brookfield Asset Management ( BAM ) and Oaktree Capital Group ( OAK ) announced an agreement
More informationHickory Ridge Ladies PM League
League Member Golfing Rates As a Hickory Ridge League player, you will always save 10% off our already low rates. Additionally, as a HR League player, you save 10% off all our rates whenever you play.
More information2018/ /21 SERVICE PLAN
2018/19 2020/21 SERVICE PLAN February 2018 For more information on the BC Games Society contact: 200-990 Fort Street Victoria, B.C. V8V 3K2 Kelly Mann, President and CEO Phone: (250) 387-1375 Fax: (250)
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2015-2019 www.golfqueensland.org.au FROM THE BOARD This Golf Queensland Strategic Plan builds on the achievement of the previous four year plan and recognises the opportunities as well the
More informationRepositioning & Repurposing Your Golf Facility. Van Tengberg, John Brown, Larry Hirsh, Ron Carciere
Repositioning & Repurposing Your Golf Facility Van Tengberg, John Brown, Larry Hirsh, Ron Carciere Repositioning Your Golf Facility Economic Reality in the Post Golf Boom Era Speaker John A Brown Jr PGA
More informationCitizens of the World Charter Schools Los Angeles FY Preliminary Budget Assumptions
Citizens of the World Charter Schools Los Angeles FY 2013-14 Preliminary Budget Assumptions This preliminary draft budget represents the comprehensive approach to meeting a myriad of goals for 2013-14.
More information