GOLF


During the


development’s planning stages, it became


”


apparent to the club that they needed expertise within the team to run a project like this


by big decisions. I think a lot of these things come down to research and making sure you’ve asked all the right questions and got the right team and finance involved. I was very enthused by the fact that the Chairman, David Coventry, worked with the rest of the committee to change the governance model for Royal Norwich because he recognised that trying to run a multimillion pound


redevelopment project by committee, where you had to make daily decisions on things, just wasn’t going to work.” Peter regards the change in the governance model as fundamental to move the club in a new direction and why further progress will continue. The complete shift away from a committee saw nine directors appointed, five of which are members, with


the other four being compiled of industry experts in their field. Recruiting people with experience in greenkeeping, finance, catering and golf club management allows the club to be run more like a proprietary business, with each person accountable for their own areas. A specific business plan is in place along with financial and membership targets, turning Royal Norwich


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PC June/July 2019 25


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