Governance & Prudent
Fiscal Management

As a member-owned club, our Board of Directors is a strategic leadership body that has delegated all operating
procedures to our GM/CEO and senior management team. Grey Oaks’ culture reflects the club’s commitment to
embrace prudent fiscal management and strategic governance practices.

The foundation of Grey Oaks Country Club’s powerful governance model can be found in its solid and modern set
of bylaws and club rules, which are reviewed by management and the Governance Committee on a yearly basis. In
addition, an accountability matrix is used to assign specific responsibilities to various branches of the club, including
management, members, committees, and the Board of Directors.

Annually, the Board of Directors sets priorities, and the General Manager sets goals to deliver the club’s overall strategic plan. These documents naturally flow into yearly work plans, which are developed by the staff and club leaders.

Job descriptions further clarify the roles and responsibilities of committee members. These roles are reinforced through committee charters, which are found in the bylaws and outline the differences between Governing Committees and Advisory Committees. Orientation meetings are also held for all committee members.

From an operational perspective, annual budgets are created by the department heads, reviewed by the CFO and GM, and presented multiple times to the Finance Committee, which then recommends the annual and capital budgets to the Board of Directors for approval. Aspirational capital is addressed on a five-year basis, with larger plans brought forward by management and the Strategic Planning Committee to the membership for approval. These long-term strategic capital plans help keep the club relevant to an ever-changing membership demographic and at the cutting edge of industry changes and trends.