Adapting to Changing Times
Master Facilities Plan
In 2024, the CCV Board completed a three-plus-year master planning process, initiated to assess how the Club’s facilities needed to evolve to meet and exceed member expectations. The master planning effort was been wide-ranging and involved the combined efforts of numerous member committees, at least four Boards, staff leadership, consultants, and many members-at-large.
After healthy debate, the Board unanimously agreed on the priorities for facility improvements to be completed in the next three to four years. Each project the Club intends to pursue both addresses access compression and positively impacts member satisfaction—adapting to changing times.
Community Engagement
One of the eight foundational pillars of the Club’s Strategic Plan is Community Engagement.
CCV has had a number of long-standing relationships in the community, and is striving to be recognized as a caring, active contributor to the Greater Richmond community in new ways.
We have been purposeful in our alignment of new community engagement efforts to:
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Match community-identified needs
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Establish connections to foster greater understanding in the public of our Club; likewise, foster greater understanding in the Club of the community around us
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Identify organizations that have needs we can meet through our expertise
Partnering with
the PGA TOUR
to Benefit the
Greater Community
As host of the Dominion Energy Charity Classic, a PGA TOUR Champions Charles Schwab Cup playoff event, CCV was able to help bring championship golf back to the City of Richmond.
The annual tournament includes 1,000+ volunteers, 130+ sponsors, 11 hours of broadcast on the Golf Channel, $15 million estimated economic impact, and has helped to generate in excess of $14 million for charity since the tournament’s inception in 2016.
Most importantly, hosting the tournament allows CCV to support a charitable event, take pride in our Club and its history, open our doors to the community, keep championship golf in Richmond and help write the next chapter of golf history at CCV, and offer visibility for the Club to stimulate new member matriculation.
Adapting to the Changing Workforce
Adapting to the changing workforce involves more than providing competitive wages—the employee experience is more important than ever.
With the help of a local artist, the Club also created a new staff and recruiting “brand.” This brand allows CCV to stand out at job fairs and have their own logo, exclusive to staff.
The logo was developed to represent all areas of the Club, with fun cameos of items only employees will recognize.
Working Parents Employee Resource Group
CCV recently created a Working Parents Resource Group. First, to empower a group of employees to gather and share knowledge, past experiences, and provide support to one another.
In addition, it provides avenue for cross department connections, conversation, and engagement.
The employee resource group is open to any employee who has children, serves in a guardian role, or is preparing for children. They currently meet once a month, and have a Microsoft Teams channel for communication between meetings.
