GCMA CEO Tom Brooke outlines the work and thought that has gone into our new Strategic Plan and shares the key themes within it that will drive the association forward for the next three years Describe the process you went through to put the Strategic Plan together It goes without saying that our strategic plan should be entirely based on serving the needs of our members, as well as looking to grow and evolve as an Association. We began with a series of meetings with our Board of Directors around 12 months ago and followed up with meetings involving the team at HQ and our Regional Managers in order to discuss, debate and identify a series of headline objectives to work towards over the next three years, all built from our purpose, vision and values. The collective knowledge and experience within these groups really is excellent, with a broad range of skills and all with the needs of our members and the Association at the heart of decision making. We then undertook an in-depth member survey using the excellent Players 1st platform – thank you to over 550 members who took part and provided us with invaluable insights. I, along with fellow members of our team at HQ, then visited every region for the Spring Business Meetings earlier this year to present the findings, answer questions and, most importantly, generate ideas and feedback from members to help us add detail to our plans and to identify key priorities based on member needs. We’re confident that we’ve comprehensively addressed all of those priorities within the final version of the strategic plan that we’re now delighted to be presenting. Only once we had completed all of this work and involved everyone within the Association were we able to finalise the Strategic Plan in full. So, it’s been an in-depth process and one that I like to think has been inclusive and very much member-centric - as it very rightly should be. Can you outline the work you are doing to present the GCMA as leaders in the industry That’s really what our vision for the next three years is all about. It’s not just about the reputation of the Association – more importantly, it’s about our members and for them to be valued as leaders in the golf industry. Golf club managers are at the heart of so much of what happens within golf at a grassroots level and we’re striving for that to be more greatly appreciated. A lot of that relies on our external communications, ensuring that the brand of the GCMA is more widely recognised and represented, getting in front of not just fellow industry bodies and the golfing workforce, but also golfers, golf club members, club committees, boards and owners and talking more widely about the role of the golf club Manager and the value that they bring to any golf club. The word ‘collaboration’ features strongly within the Strategic Plan. We have a collective responsibility with fellow...
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