Business

Plan

For the period Nov 2015 – Nov 2020

Version V.3
October 2015

Business Plan: Document Change Control

Version Date Prepared / Updated By:
Version V.1 October 2015 Club Council / Ian Evans
(SGU)
Version V.2 October 2015 S.Lockhart
(One page plan updated)
(Committee roles added)
Version V.3 December 2015 S.Lockhart
(Pro Job description added)





































Version V.3 Page 2
October 2015


Contents Page

1. WHERE ARE WE NOW?

Introduction 4
Situational Analysis 5

2. WHERE ARE WE GOING?

Our Club’s Purpose 10
Core Areas of our Club 10

3. HOW ARE WE GOING TO GET THERE?

Golf Course 11
Attracting & Retaining Memberships 12
Governance & Financial Management 13
Customer Service Levels 14
Visitors 14
Bar & Catering 15

4. WHO IS ACCOUNTABLE?

Staff & Volunteers 16
Training 16

5. HOW WILL WE KNOW WE ARE THERE?

Keeping Score 17
The One Page Plan 18
Appendices 19
1. Member budget numbers 2016
2. Committee roles & responsibilities
3. Professional Job Description
4. Completed one page plans











Version V.3 Page 3
October 2015

 Section 1: WHERE ARE WE NOW?

Introduction

Tulliallan is one of the oldest golf clubs in Scotland, having been founded in 1902, and it is
easy to get to, just 40 minutes from Glasgow and Edinburgh. Set in spectacular woodland
adjacent to the Tulliallan Estate, with scenic views of the River Forth, Ochil Hills and the
Forth Valley.

The course is leased from Fife Council with the club owning the clubhouse and fittings. In
addition the practice area is leased from a local farmer.

Tulliallan Golf Club is a Private Member’s club with the legal status of an Unincorporated
Association.

Our Club’s priority is to serve the interests of it’s members, albeit one which operates within
the discipline of a business plan, to provide focus for achieving the maximum benefits to the
members. Our members are our priority and we are mindful of any business decision which
may impact adversely on the Members.

The Scottish Golf Union (SGU) predicts by 2016 50% of all golf will be played by nomadic
non-members. Commentators suggest the shift in culture coincides with the removal of
joining fees and the availability of cheap golf through social media applications.

We have seen other clubs offer golf membership at heavily discounted prices. This is not a
long-term solution. On the other hand increasing membership fees year-on-year to meet
budget requirements is not sustainable and we need to cut out waste, reduce fixed
overheads and maximise income to sustain our long term future. The club also needs to set
aside sums from its annual budget to designated reserves to fund unforeseen events.

Maintaining the quality of the course and the fabric of the club house is essential. However,
we need to react to the changing culture of membership and consider how budgets can
react to variable income streams.
The business plan will be reviewed by the Committee on a quarterly basis to ensure we keep
focus of our objectives and have the ability to react quickly to change.
This Business Plan is designed to ensure that we give our Members what they want resulting
in ever improving Membership attraction/retention levels and aspiring to be the most
popular golf club in Clackmannan and Falkirk areas. The timescale of the plan is currently
one to five years, it is not intended to be a quick-fix, but the intention is that it will be
constantly updated.

This plan is to be presented to the members for adoption at the 2015 AGM.

Members will be kept updated on the progress of the plan by email, club notice boards and
Newsletter.

After approval the plan will be available to Council and Members, but it can also be made
available to our bankers, sponsors and general public.



Version V.3 Page 4
October 2015

 Situational Analysis

Understanding our club’s situation is an important part to help plan its future. By
undertaking these exercises we understand where the Club is, and which direction it should
go.

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Our SWOT analysis is designed to identify what we are good at, what we can do better, as
well as the things which may have a positive or negative impact on our Club. This is our
Club’s SWOT which includes the input from our Member Forum:

Strengths Weaknesses
• Challenging course • Lack of junior members
• Condition of course especially • Lack of investment capital for
greens clubhouse facilities, members
• Best in area and visitors
• Location – Motorway links • Underuse of clubhouse – too
• Good Reputation many car park members.
• All year round playability Location means you need to
drive
• Visitor friendly
• Member retention
• Choice of memberships
• Balance of senior members vs
• Sociable environment
ordinary members
• Good catering
• No course development plan
• We have a professional
• Poor first impression on arrival
• Good practice facility
• Lack of customer service in pro
• Very friendly ladies section shop
• Bunkers inconsistent
• No online booking
• Bar prices too high
• Apathy of membership
• Dining room lacks view
Opportunities Threats
• Course condition • New drink / drive legislation
• Location • Other sports
• Grow Female Membership • Finances
• Better use of social media and • Work / life balance
email for contact with • Weather
members and visitors








Version V.3 Page 5
October 2015

 More of / Less of

Every club has things that they would like more of, and things that they would like less of.
This is our list:

More of Less of
• Long Term Members • Members leaving
• More members willing to help • Negativity and whingeing
areas of the club • Unnecessary expense
• Constant Cash Flow
• Members using the facilities
more often
• Members paying fees on time
• Juniors
• Community engagement
Competitors Analysis

The market competition that our club faces is much more than just other golf clubs. Here is
the competition we have identified in our Club’s marketplace:

Direct Competitors / Rivals New Entrants
• Alloa • No new courses?
• Braehead
• Glenbervie
• Carmuirs
• Falkirk Tryst
• Pitfirrane
• Pitreavie
• Canmore

Customer Bargaining Power Threat of Substitutes
• All clubs offer special deals • Alternative sports
• No joining fees at clubs
• 2 for 1 vouchers
• Supply / demand too many clubs

Version V.3 Page 6

October 2015

 Local Membership Fees

900

800

700

600

500

400

300

200

100

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PEST Analysis (Political, Economic, Social, Technological)

Our PEST analysis helps us understand the external factors which impact upon our club.
These fall into four different areas:

Political Economic
• Equality act • Decreasing disposable incomes
• Fife council • Staff costs
• Community council • Cost per round
• Employment law • Inflation rates
• Heath and safety legislation • Interest rates / cost of borrowing
• Data protection legislation • Credit availability

Social Technological
• Demographic profile of membership • Use of Social media increasing
• Work patterns • Internet
• Work life balance • Need to have an up to date website
• Alternative attractions for young
people



Version V.3 Page 7
October 2015

 Financial Analysis

To get an understanding of our club’s financial situation we have completed a Financial
Analysis Spreadsheet (see appendices). Using the information in this we have identified a
number of noteworthy recent financial trends at our club:

Recent Financial Trends at our Club
1. Decreasing membership income
2. Increasing proportion of senior members
3. Increasing visitor income over last 2 years
4. Operating deficit for a number of years
5. Negative cash flow over a number years requiring an overdraft facility to cover

To take this opportunity to identify up to 8 future financial targets that the club must
achieve as part of this plan:
Future Financial Targets at our Club
1. Income from membership subscriptions to exceed £230,000 on an annual basis
2. Increase or maintain visitor revenue at no less than £60,000
3. Senior members fees to be 90% full fees by 2020
4. Avoid exceeding £600 threshold on full member fees for as long as possible.
5. Review all services to reduce expenditure by 10%
6. Increase non golf income streams (eg bar / restaurant) to be 15% of total income
7. Develop a 5 year rolling investment plan for course and clubhouse
Membership Income
250000

240000

230000

220000

210000

200000

190000

180000
2009 2010 2011 2012 2013 2014 2015
F'cast
Membership Income

Version V.3 Page 8

October 2015

 Cash in Bank end Oct
£200,000

£150,000

£100,000

£50,000

£0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
F'cast
-£50,000

Ca s h in Ba nk e nd Oc t


Profit / (deficit)

60000

40000

20000

0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
-20000 F'cast

-40000

-60000

-80000

Profit / (deficit)

Version V.3 Page 9
October 2015

 Section 2: WHERE ARE WE GOING?

Purpose

We have chosen the words that featured most prominently in our Situational Analysis to
create a statement of why our club exists, our Club Purpose:

“Tulliallan provides an excellent all year round golfing experience for
members and visitors in a welcoming and friendly environment, with a
variety of membership options to suit a modern lifestyle”


Golf Club Core Areas

With our club purpose at the centre of everything we do, we have identified the most
important parts of our golf club – our Core Areas.

Core Area of our Club
The Course: Maintenance of a high quality course using highly
professional green keeping staff.
Attracting and Retaining Members: Our members are the core
lifeblood of our club and we will act to attract and retain them to
provide stability to our Club.
Finance and Governance: Club managed in professional manner with
an effective and efficient management structure which operates in a
business-like manner in line with our purpose.
Customer Service: A friendly and welcoming environment to be
maintained for both members and visitors.
Visitors: We are a Club who make visitors feel welcome and we manage
our visitor bookings in such a way that our members can still get a good
selection of tee times on any day of the week. Revenue from visitors
being utilised to the benefit of club members.
Bar & Catering Services: To have an appealing and profitable bar and
catering service which creates a vibrant Clubhouse atmosphere.


Section 3: HOW ARE WE GOING TO GET THERE?

This section is how our Club will achieve its purpose. For each of our Golf Club’s Core Areas,
we have identified:

A Strategy Statement: How this core area will contribute to our overall Club Purpose.

SMART Objectives: What we are seeking to achieve in this Core Area.

Initiatives: The ideas which will help us achieve our SMART Objectives.

Note: SMART = Specific, Measurable, Achievable, Realistic and Timed.


Version V.3 Page 10
October 2015

 Core Area 1 The Course
Strategy Statement

Maintenance of a high quality course using highly professional green keeping staff.
We will provide a high quality course ensuring that all levels of golfer will have an
enjoyable experience.

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• Achieve greater than 85% member satisfaction score annually
• Operate within annual budget year on year
• Keep course closures to a minimum throughout 2016.
• Increase communication on course work / condition to members
• Ongoing bunker review winter 2015/16 with the objective of better bunker
consistency over the course by May 2016.

Initiatives
1. A 5 year course development plan to be prepared.
2. Captain to include Head Green keeper in budget preparation process.
3. Monthly staff meetings between Greens Convener and staff to improve
communication to Greens staff.
4. Staff Appraisals to be done with Green Staff and an Appraisal to be carried out on
Head Greenkeeper.
5. Carry out members survey
6. Monthly newsletter to members
7. New tee signage to be costed
8. Bunkers prepared for new season
9. Daily communication between greens team and new professional




















Version V.3 Page 11
October 2015

 Core Area 2 Attracting and Retaining Members
Strategy Statement

Our members are the core lifeblood of our club and we will act to attract and
retain them to provide stability to our Club.

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• Review all membership categories in order to make them more appropriate to a
wider audience.
• Carry out an annual members’ survey.
• Increase junior membership to retain a core number of 25 across the various age
groups each season.

Initiatives

1. Establish flexible membership categories.
2. Review membership demographics to ensure income levels maintained as more
become senior members.
3. Establish an exit survey.
4. Introduce a new members’ induction pack.
5. Gather members concerns via collation of survey info.
6. Improve communications to members.
7. Hold at least two Open Days or events per season to attract new members.
8. Junior development programme to be developed over next 3 years.
9. Benchmark membership fees with competitor clubs.
10. Introduce a Pay as You Play membership category
11. Capture email information from all members to ensure future communications,
including fee notes are issued electronically



















Version V.3 Page 12
October 2015

 Core Area 3 Finance and Governance
Strategy Statement

Club managed in professional manner with an effective and efficient management
structure which operates in a business-like manner in line with our purpose.
Continually review the club’s expenditure and income ensuring that we are getting
the best value for money and exploiting all possible revenue streams

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• Monthly updates on income, expenditure and cash flow forecasts to be prepared for
the Club Council.
• All expenditure to be carried out in accordance within a defined and agreed plan
whether it be related to the course, staff costs, clubhouse or administration costs.
• Club to generate a surplus by end of this plan.
• We will focus on the action plan at every council meeting.
• Define KPI’s to manage overall club performance.

Initiatives

1. Detailed analysis of income and expenditure trends for last 5 years prepared as an
appendix to this plan and to be subject to annual updates.
2. Annual review of all services and expenditure to be carried out and opportunities for
savings to be identified and implemented.
3. Introduce a governance operating manual.
4. Create roles and responsibilities for every committee role.
5. Move to 12 monthly payments for all Direct Debits
6. Introduce new member induction process
7. Council meetings to last no longer than 120 minutes.
8. Prepare KPI’s that monitor progress vs business plan

Version V.3 Page 13

October 2015

 Core Area 4 Customer Service
Strategy Statement

A friendly and welcoming environment to be maintained for both members and visitors.

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• Establish a benchmark on customer satisfaction and regularly measure.
• Training programme for staff to be instigated.
• Bar and restaurant to be a cash positive contributor to club
Initiatives

1. Survey members and visitors on their experience of the facility.
2. Defining Staff Customer Services Standards.
3. Communicate these standards to staff as part of staff appraisal.
4. Create a staff appraisal system.
5. All visiting parties to be greeted in a polite and welcoming manner.
6. Identify training relevant to customer satisfaction.

Core Area 5 Visitors
Strategy Statement

We are a Club who make visitors feel welcome and we manage our visitor bookings in such
a way that our members can still get a good selection of tee times on any day of the week.
Revenue from visitors being utilised to the benefit of club members

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• Increase visitor income by 5% year on year (starting point £60,000)
• To protect members tee times – ensuring that 50% of our tee times are available for
members booking excluding competitions

Initiatives
• Data on number of visitor rounds to be prepared and reviewed.
• Visitor welcome pack to be introduced.
• Data on the number of visitor rounds to be prepared and reviewed
• Regular comparison of our charges to be made with competing clubs
• Regular visitor promotion to be undertaken.
• Survey visitors on their experience of the facility.
• Continue with twilight golf offers during summer season.
• Details to be collated on every visitor, such as email address and a data base
established to allow future events/membership offers to be marketed to this data
base
• Consider implementing an on-line booking system for visitors


Version V.3 Page 14
October 2015


Core Area 6 Bar & Catering Service
Strategy Statement

To have an appealing and profitable bar and catering service which creates a vibrant
Clubhouse atmosphere

SMART Objectives
SPECIFIC – MEASURABLE – ACHIEVABLE – REALISTIC – TIMED

• To increase profits by 10% by end October 2016
• To increase ‘footfall’ / ‘repeated use’

Initiatives

• Customer service feedback forms
• Man hours/cost review and analysis
• Canvas members re: non usage of Clubhouse Catering
• Look at use by non-golfing parties
• Family days
• Social events
• Usage of space/functionality
• Meal Deals on quiet days (Mondays/Thursdays)

























Version V.3 Page 15
October 2015


Section 4: WHO IS ACCOUNTABLE?

Staff and Volunteers

Having completed our plan we have reflected upon who will be expected to carry it out
successfully.

For each of our Club’s Core Areas here is the responsible people and who will help them:

Core Area of our Club Person Accountable Supported By
Golf Course Head Green Keeper Greens Convener
Attracting & Retaining Marketing Convener (Vice Council / Professional
Members Captain)
Finance & Governance Captain Vice-Captain
Customer Service House Convener Professional / Bar Manager /
Caterer / Head Green Keeper
Visitors Professional Marketing Convener
Bar & Catering Past Captain House Convener / Bar
Manager / Caterer


Training

In certain cases our staff and volunteers may need training to help them in their roles. Here
are the training requirements we have identified for our Staff & Volunteers:

Person Training Required






















Version V.3 Page 16
October 2015

 Section 5: HOW WILL WE KNOW WE ARE THERE?

To know if we are progressing satisfactorily, we need to keep score for each of our Core
Areas.
These are our club’s Key Performance Indicators (KPIs) - the things that will determine
whether our SMART Objectives on track to being achieved:-

Core Area of our Club Primary KPI
Golf Course 5 year course development plan approved and operational

Member satisfaction rating
Attracting & Retaining Retention levels to be >90%. (see appendix 2)
Members
Number of members’ vs plan. (see appendix 2)

Number of new members.

Number of junior members.
Governance and Committee job descriptions established

Finance Cash flow to be positive throughout year
Customer Service Number of complaints

Member survey score
Visitors Visitor income ≥£60,000

Visitor income per month
Bar & catering Service Margin on sales to be > 46%

Track performance monthly


Our Committee Meeting Agenda will consist of our KPI Report and any discussion required
around Core Areas that are not ‘Not-Target’.

Version V.3 Page 17

October 2015

 The One-Page Plan

Without immediate actions we cannot achieve our Club’s purpose. This page contains the
immediate actions we must undertake to secure the ongoing future of our Club and start to
deliver on our business plan. It details the action, the person responsible, and when it will be
done by:

Initiative By who By When
Launch Business Plan to member Captain Feb ‘16

Obtain member’s approval at EGM for 2016 fee Captain Complete
proposal

Establish Job Descriptions for Convener and Captain Complete
Committee roles

Review catering provision to members with Past Captain / Dec ‘15
caterer. Offering to be improved. House Convener

Develop 5 year course development plan Greens Convener March ‘16

Plan Open Day prior to season starting Vice-Captain End Feb ‘16

Define club professional role Captain Complete

Recruit new club professional Captain Complete

Introduce a new members induction pack and Vice-captain End Mar ‘16
welcome strategy

Move all direct debits to 12 monthly instalments Captain Complete

Perform annual members survey Vice-captain July ‘16

Define required Staff Customer Level standards House Convener March ‘16
and training to fill gaps.

Set plan for 4 social events in 2016 Bar Manager March ‘16







Appendix 1: Budget Member Numbers 2016

Version V.3 Page 18

October 2015


Category Budget No. Actual No. Variance
Full Gents 164
Full Lady 9
5 Day Gent 89
5 Day Lady 3
Senior Gent 62
Senior Lady 2
Gent Life 10
Lady Life 1
Age 25 1
Age 24 2
Age 23 2
Age 22 3
Age 21 1
Youth 18-20 0
Junior senior 16 – 17 0
Junior 13-15 4
Junior Under 13 6
Country 6
Staff 1
Gents Advance 35
Lady Advance 3
Senior Gent Advance 19
Senior Lady Advance 8
5 Day Gent Advance 5
5 Day lady advance 0

TOTAL 444

Version V.3 Page 19

October 2015

Appendix 2: Committee Roles and Responsibilities

Role: Captain

Responsible to: The Club Committee

Skills Required:

• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Prepared to make instant decisions when necessary

• Confident at some public speaking and keeping order during meetings.

Main Duties:
• Take responsibility for managing the committee and the affairs of the club.

• Oversee and guide all decisions taken by the executive committee and sub
committees.

• In liaison with the Vice-Captain, oversee the work of all convenors.

• In conjunction with the secretary, prepare and present the annual report

• Liaise with the secretary on the Agenda for each meeting and approve the minutes
before they are circulated.

• Be completely familiar with the constitution, club rules, committee procedures and
the NGB rules and regulations.

• Liaise with the Treasurer to ensure that funds are spent properly and in the best
interests of the club.

• Help to prepare and submit any statutory documents that are required

• Oversee the implementation of the clubs Business Plan

• If unable to attend any committee meeting, a written report should be sent to the
meeting and the Vice-Captain briefed on the Agenda

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.








Version V.3
October 2015

Role: Vice-Captain

Responsible to: Captain/Club Committee

Skills Required:

• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Prepared to make instant decisions when necessary

• Confident at some public speaking and keeping order during meetings.

Main Duties:
• To stand in for the Captain in his or her absence [see list below]

• Support the Captain by working closely with him and accepting any delegated tasks
that are assigned from the list below:
i. Take responsibility for managing the Committee and the affairs of the club.
ii. Chair committee meetings so that everyone has a chance to present their
views, that all business is completed and that all decisions are properly
understood and recorded
iii. Oversee and guide all decisions taken by the Committee and sub
committees.
iv. In conjunction with the secretary, prepare and present the Annual Report
v. Liaise with the Secretary on the agenda for each meeting and approve the
minutes before they are circulated.
vi. Be completely familiar with the constitution, club rules, committee
procedures and the National Governing Body rules and regulations.
vii. Liaise with the Treasurer to ensure that funds are spent properly and in the
best interests of the club.
viii. Help to prepare and submit any statutory documents that are required

• Oversee the implementation of the Business Plan

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.










Version V.3 Page 21
October 2015

Role Title: Finance Convener

Responsible to: Captain/Club Committee

Skills Required:

• Well organised

• Enthusiasm

• Able to keep records

• Confident about handling figures and money

• Honest

• Prepared to make a regular time commitment

Main Duties:
• Responsible for the club finances

• Deal efficiently and effectively with all invoices and bills

• Keep up to date records of all the financial transactions

• Ensure that funds are spent properly

• Issue receipts and record all money received

• Attend committee meetings and present the budget report

• Prepare the end of year accounts to present to the auditors

• In agreement with the committee plan the annual budget

• Monitor the budget throughout the year.

• Oversee the implementation of the objectives for financial management in Business
Plan

• Send a written report to the secretary prior to monthly meeting

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.




Version V.3 Page 22
October 2015

Role Title: Match Secretary

Responsible to: Captain/Club Committee

Skills Required:

• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Prepared to make instant decisions when necessary

• Approachable in a friendly manner.

Main Duties:
• To organise and administer all club competitions.

• Publish in advance the date, name, format and tees to be used for competitions.

• In match play events publish the rules and completion dates for each and ensure
completion dates are adhered to.

• Check all scorecards handed in and collate the results of competitions.

• Display the results in the clubroom and pass to the webmaster.

• Allot and maintain handicaps for all club members.

• Display an up to date list of handicaps.

• Provide a procedure for reporting away scores.

• Carry out annual review of handicaps.

• Send a written report to the secretary prior to monthly meeting


THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.









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October 2015

Role Title: Greens Convenor

Responsible to: Captain/Club Committee

Responsible for: Greens Staff

Skills Required:
• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Prepared to make instant decisions when necessary

• Approachable with a friendly manner.

Main Duties:
• Implement course management policy

• Assess progress in relation to the objectives of this policy

• Work within course budget

• Deal with staff performance issues relating to course management

• Deal with health and safety issues relating to course management

• Inform members of impending works on the golf course which will disrupt play

• Oversee the implementation of the objectives for the golf course in Business Plan

• Send a written report to the secretary prior to monthly meeting


THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.

Version V.3 Page 24

October 2015

Role Title: House Convnenor

Responsible to: Captain/Club Committee

Skills Required:
• Can communicate effectively

• Enthusiasm

• Well organised

• Has a high level of attention to detail

Main Duties:
• Maintain the clubrooms and surrounding area

• Work within housing budget

• Send a written report to the secretary prior to monthly meeting

• To co-ordinate fund raising events on a regular basis

• To ensure events are properly licensed with Local Authorities

• To promote fund raising events in the local press with the help of the Marketing
Convenor

• Ensure funds are properly accounted for and information is passed to the Treasurer

• Send a written report to the secretary prior to monthly meeting

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.

Version V.3 Page 25

October 2015

Role Title: Marketing Convenor

Responsible to: Captain/Club Committee

Skills Required:
• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Prepared to make instant decisions when necessary

• Confident and imaginative.

Main Duties:
• Take responsibility for publicising the club, its events and special offers
• Liaise with the Captain to promote the Club
• Build a list of local media contacts
• Produce press releases/articles to promote and publicise the club through the media
• Recommend what social media outlets the club should use to publicise itself.
• Keep a record of all press cuttings
• Oversee the implementation of the objectives for visitors/marketing in Business Plan
• Send a written report to the secretary prior to monthly meeting








THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.














Version V.3 Page 26
October 2015

Role Title: Junior Convenor

Responsible to: Captain/Club Committee

Skills Required:
• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Approachable in a friendly manner.

Main Duties:
• To organise and administer all junior club competitions.

• Publish in advance the date, name, format and tees to be used for competitions.

• Check all scorecards handed in and collate the results of competitions.

• Display the results in the clubroom and pass to the webmaster.

• Allot and maintain handicaps for all junior members.

• Display an up to date list of handicaps.

• To organise Clubgolf activities

• Oversee the implementation of the objectives for Juniors in Business Plan

• Send a written report to the secretary prior to monthly meeting

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.



















Version V.3 Page 27
October 2015

Role Title: Council Member

Responsible to: Captain/Club Committee

Skills Required:
• Enthusiastic

• Well organised

• Prepared to make a regular time commitment

• Approachable in a friendly manner.

Main Duties:
• Be completely familiar with the constitution, club rules, committee procedures and
the NGB rules and regulations.

• Assist with the implementation of the clubs Business Plan

• Attend council meetings and contribute to debates.

• Provide support to club conveners as required.

THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB COMMITTEE MAY BE
REQUIRED TO PERFORM DUTIES OUTWITH THEIR NORMAL RESPONSIBILITIES FROM TIME TO
TIME.

























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APPENDIX 4: Job Description: PGA Golf Professional

Job Purpose

To take personal responsibility for the professional delivery and development of all aspects
of the golf operations and to ensure that member and guest expectations are consistently
met or exceeded.
Golf operations areas of responsibility include stocking and running a profitable club shop,
organising and coaching groups and individuals, the provision of a club repair and custom fit
service. It also includes organisation of competitions, corporate days and pro-ams and
liaising with greenkeeping staff in the development of the course. It will include a proactive
role in the relationship management of the club to attract new members and retain the
existing ones. Responsible for a PGA Assistant Professional and their development.

Key Responsibilities

Strategic

• To work closely with the Club Council to develop and implement an annual business
development plan for the Golf Shop and facility.
• To regularly review plans to take into account changes in the environment in which the
club operates and continually seek new business development opportunities for all areas
of golf operations.

Operations

• To develop tuition programs and deliver high quality individual and group coaching to
members, juniors, guests, and other interested parties.
• To establish and operate an appropriately stocked golf shop, providing expert advice, a
high quality custom fitting and club repair service delivering customer service excellence.
• To deliver a high standard of support in golf operations, including organising and running
tournaments, providing expert advice on rules, monitoring tee sheet activity and
handicapping records, player service operations, providing an efficient buggy hire
service.
• To establish and maintain a clean, safe and tidy working environment, ensuring that
Health and Safety procedures comply with up-to-date legislation, are effectively
implemented and regularly reviewed.
• To develop, implement and review operational policies regarding the use of Club
facilities in order to maintain quality service standards for members and guests, whilst
maximising revenue and profitability.
• To produce regular operation reports containing details of course utilisation, sales and
marketing activity, financial performance and human resources, as appropriate.
• To keep abreast of technological improvements in the industry and recommend any
potentially beneficial additions to the facility e.g. EPOS systems.
• To contribute to the preparation of annual budgets, business plans, sales and marketing
plans and operational strategies.
• To ensure that every new member to get an introductory call and a complimentary 10
minute coaching session.

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October 2015

• To ensure that annually every member to be offered a complimentary 15 minute swing
check.
• Weekly newsletter to be sent to all members and visitors and to update members on
any change in course condition as advised by Greens staff.
• To create, maintain and utilise for marketing purposes a database of visitors, including
organisers of visiting parties (eg email, texting, use of social media, etc)
• To actively participate in networking opportunities, developing links with external
agencies (local schools, clubs, businesses, etc) to promote the game of golf and facilities
at the club to potential new members and golf participants.
• To organise corporate, promotional, sales and marketing events, ensuring that they are
properly structured, coordinated, communicated and delivered to benefit members,
guests and other potential users of the golf club.
• To organise and conduct demo days to stimulate product sales.
• Visitor experience to be managed by professional, including welcome and introduction
to club and facilities, and conduct of a “satisfaction survey” post visit. Ensure bar and
catering operations are aware of the visitors and their catering requirements. All visitor
bookings to have deposits taken at point of booking.
• To provide a new member introduction and tour of club facilities.
• Responsible for all visitor advertising using the budget provided.

People

• To be responsible for staffing the golf shop ensuring that sufficient cover available to
meet the operational needs.
• To recruit, induct and develop new staff ensuring that they receive initial training that
covers all key aspects of the professional’s business and that of the club.
• To monitor and manage members of golf shop team to ensure that customers
consistently receive the standards of conduct appearance, advice and service expected.
• To identify individual training needs, develop and deliver training to meet those needs
(including all regulatory training applicable) and complete regular performance reviews.
• To promote PGA training and CPD opportunities, ensuring that any staff undergoing
training have the support needed to complete their qualifications.
• To conduct regular, scheduled staff meetings.
• To ensure all human resource policies are being implemented and followed by all
Professional staff.

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Appendix 3: Completed One Page Plans

Oct 2015

Initiative By who By When
Add Business Plan review to council meeting Captain Complete
agenda

Complete introduction section of Business Plan Captain Complete

Add Competitor analysis to plan Captain Complete

Add financial trends to plan Captain Complete

Work the “future” flipchart into a vision House Convener Complete
statement

Draft Club Purpose Vice-Captain Complete

Define Core Areas to go into plan Captain Complete

Commit to include accountability grid in plan Captain Complete

Prepare KPI’s to drive club management Captain Complete

Co-ordinate creation of Core Areas with Captain Complete
accountable conveners

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October 2015