On Sunday (13 October 2024), the Country Club held its Annual General Meeting for 2024. At this AGM the results of the incoming Vice President 2024/27 positions were announced.
The result of the ballot involved a total of 1126 votes, of which 13 were informal, resulting in 1113 valid votes. The results were announced in order of the ballot paper:
Phillip Kennedy 573
Patricia Hutching 466
Peter Chivers 410
Barry Edwards 455
Fiona Collins 332
This means that Phil Kennedy has now filled the position of Senior Vice President, with Patricia Hutching as Junior Vice President.
Peter Chivers remains on the Board as a Director, while Barry Edwards and Fiona Collins have vacated their positions on the Board.
Congratulations to Phil and Patricia on gaining Board positions, and we acknowledge the contribution made to the Country Club by Barry and Fiona in previous years.
For those who did not attend the AGM, we share Cate Manning’s overview of her experiences as a CC member and some sage advice for moving forward:
I attended the scheduled AGM this morning and it ended up being better than I had anticipated. The questions put forward by members were excellent and generally comments made were very relevant to the situation as it stands now rather than the blame game or personal attacks.
Navigating a workable solution around the re-development of VGC requires a balanced approach that considers the interests of all stakeholders not just those of some Board members who prioritise their own interests and agendas over the collective good of the combined golf clubs. We know all the key stakeholders, but now what is needed is acknowledgement and understanding of the needs, concerns and goals of each stakeholder group, not just those of the Board or developer.
What needs to happen is less resistance to change or ideas, or dismissal of innovative collaborative ideas or alternative viewpoints, and more open dialogues, transparent communication, and strategic and collaborative planning.
By creating channels for members to discuss feasible solutions providing feedback and making suggestions, this will help to address stakeholder groups’ concerns and incorporate insights and input into any evolving re-development plans from now on.
Through consultation with all stakeholder groups, the Board needs to be able to plan for future growth and expansion, but it also needs to keep in mind the needs, concerns and preferences of all members.
Now is the time for meaningful discussion and collaboration, and the time to explore alternatives. Collaboration means that key stakeholder groups need to present alternative proposals that could potentially meet the re-development goals of the Board without compromising the VGC in the way that it has been to date. It is my hope that moving forward from this point, a reasonable sustainable outcome for VGC that balances the collective interests of all members of the combined clubs (including the Board) can be reached. Member consultation, Board collaboration, and the development of a comprehensive strategic plan, including risk assessments and feasibility studies around social and environmental impacts of any proposals or alternative, need to be part of the process.
Goals and objectives of any proposed re-development need to be clearly defined and outlined, as well as those relating to the desired outcomes for both St George’s Basin Country Club as the principal club and the closed VGC. Communication between all parties needs to be open and transparent, and misrepresentation of any kind financial or otherwise needs to be eliminated. Effective governance and oversight and good leadership, if sustained, can help shift the culture towards a more collaborative approach.
VGC holds significant historical and sentimental value to its members and the wider community.
Historical preservation such as continuing to maintain the greens on an ongoing basis, even while plans are on hold needs to be considered here, in order to protect future viability. The VGC and what it has afforded the community and golfing fraternity in terms of culture engagement and enjoyment, with its long-standing history, is so much a part of people’s identities and social connections around here. It has given the members and the wider community a sense of continuity and a feeling of belonging, which is and has been greatly valued, over time in years of uncertainty and natural disasters. The negative and profound social impacts of its closure cannot be underestimated… and somehow we all need to come together to the table, and be informed and inclusive, and collaborate to find a solution which honours the legacy of VGC.
Thank you to Cate Manning for giving us permission to share with FoVGC followers.