2015
ANNUAL REPORT
REPORTED BY
Jane / John Smith, PGA
Head Golf Professional
ABC Golf Club
SAMPLE REPORT – HEAD GOLF PROFESSIONAL
ABC Golf Club
Annual Report
Overall Key Performance Indicators
For 20__, there was an increased emphasis and focus on enhanced service levels
in the entire golf operation. A primary area was improving both the level and
consistency of service in all areas, especially outside operations. New bag drop
and golf car staging procedures were put in place, along with an ongoing training
and evaluation program for all employees. A reduction in complaints and a
noticeable increase in positive comments on Customer Comment cards indicate
this effort was very successful.
In addition, the Professional staff developed and implemented a new pace of play
program. The program involved guidelines for evaluating daily pace of play,
increased education and promotion to our customers, and specific procedures for
handling out-of-position groups. The result was a reduction in average peak
weekend playing time from 4:30 to 4:15, and a reduction in average weekday
peak playing time from 4:15 to 4:00.
Annual rounds played totaled 29,550, which was 3.2% over the PGA
PerformanceTrak median total for like facilities in our region. This was an
increase of 2.5% over our 20__ rounds played figure.
Potentially a more important statistic is the golf fee revenues per round, which
exceeded the PGA PerformanceTrak figure for like facilities in our region by 7.2%,
$32.91 vs. $30.70. This was due in part to an increase in 18-hole rounds played
compared to 9-hole rounds.
Green Fees/Membership
The growth in rounds played in 20__ resulted in an increase in greens fee
revenue of nearly $40,000 over 20__. This was due primarily to the recruitment
of two major group outings, the addition of new golf events, and the introduction
of a reduced green fee program which encouraged members to bring more guests
to the club at traditionally non-peak weekday playing times.
ABC Golf Club
Annual Report
General Golf Shop Operations
As described above, there was a primary focus on improving efficiency and
service in the outside services area. In addition, in the golf shop there was a
consistent effort to improve customer greetings and reduce the average waiting
time to register to play or make a purchase. Prior to the season, the Professional
staff evaluated the process and flow in the counter area and identified two key
issues.
First, the procedure used in the past for paying for golf cars and registering
guests had created longer than desired waiting time at the counter, especially
during shotgun start events. The procedure was evaluated and streamlined,
resulting in less waiting time and a much quicker flow through the registration
process in 20__.
Also, the computer used for score posting had been in an area which created
congestion around the counter at busy times. The computer was moved to a
location away from the counter and more accessible to golfers who were entering
the golf shop after playing. This resulted in less congestion and confusion around
the registration counter.
The Professional staff has been utilizing a weekly e-mail blast to communicate
golf activities, events, sales, etc, to both members and guests, in addition to the
regular monthly club newsletter. The staff will continue to build the database of
e-mail addresses and will enhance this communication vehicle in the future.
Merchandising
For 20__, a number of initiatives were put in place to increase sales and
profitability of the merchandising program. These initiatives included reevaluating the product assortment and establishing more competitive price
points; providing ongoing training to the entire golf shop staff on product
knowledge and sales techniques; encouraging add-on sales when a member or
guest registered to play or made a purchase; and implementing a new inventory
tracking and control process, which allowed the staff to better monitor stock
levels and identify slower moving items. . The result was a 12.2% increase in total
sales, from $255,000 in 20__ to 286,000 in 20__. Sales per round increased
from $8.84 to $9.68, which is 12.5% above the PerformanceTrak median for like
facilities in our region. In addition, the gross profit margin improved from 26% to
28%.
ABC Golf Club
Annual Report
Personnel Management
Due to a thorough review of the staff training program and customer service
standards, the improvement in quality and consistency of service has been
noteworthy and has been reflected in a number of positive comments by both
members and guests. This increase in service came at no extra expense to the
facility, as budgeted payroll costs were met 10 of the 12 months, resulting in an
overall annual payroll cost that was 1.8% under budget. In addition, the entire
golf operations Policy and Procedures manual was updated, providing both new
and existing employees with clear personnel and operational information.
Tournament Operations
As is the case after the completion of every season, the Professional staff
evaluated the entire tournament schedule and sent a survey to all members to
gather input on selected events. As a result, the Fall Four-Ball event was dropped
from the 20__ schedule due to declining participation and lack of interest
according to the survey. In its place, a new two-day event, the Fall Classic, was
introduced and received excellent participation with 120 players. The event
generated $3,800 in golf car revenue, $6,500 in food and beverage revenue, and
5,000 in golf shop prizes.
Bi-monthly Friday “Nine and Dine” couples events were also introduced and
proved to be very popular, with an average of 40 couples per event. These events
not only generated interest in an enjoyable new golf activity, but also resulted in
utilization and revenues for the golf operation and restaurant at a typically slow
time of the week.
The format for the Men’s Member-Guest tournament was revised, resulting in an
increase in participation from 56 teams in 20__ to a full field of 64 teams in
20__. The Women’s President’s Cup tournament was also revamped, resulting in
a 15% increase in participation. In addition, two major Monday outings were
added to the schedule, resulting in over $20,000 in combined golf and food and
beverage revenue.
ABC Golf Club
Annual Report
Golf Instruction
In addition to the Men’s and Women’s clinic programs offered in past years, the
Professional staff introduced a series of short game clinics which proved to be a
popular addition to the instruction program, with an average of 25 students per
session. Other new 20__ programs offered in conjunction with Play Golf America
were the “Get Golf Ready” clinics, geared towards introducing new players to the
game.
Another new addition in 20__ was the purchase of a computer swing analysis
system, which enabled the Professional staff to enhance the teaching experience
for golfers of all skill levels.
Participation in individual lessons increased 10% from 20__, due largely to the
new clinic programs and introduction of the computer swing analysis. More
significantly, lesson and clinic participation by beginners was up by 25% over
previous years, indicating a potential group of new players who will utilize the
club in the future. It was also determined that the increased interest in the
instruction program also resulted in an increase in practice range revenues,
which grew from $32,000 in 20__ to over $40,000 in 20__.
Junior Golf
The club’s popular junior golf program remained strong in 20__ and continues to
be considered as one of the premier programs in our area. Participation increased
again this year to 110 juniors, up from 95 in 20__. New in 20__, the Professional
staff utilized the Family Course program, offered by the PGA through Play Golf
America, to set up appropriate yardages and teeing areas on each hole for juniors
of all skill levels.
In addition to the weekly age group clinics and play days conducted by the
Professional staff, the advanced junior clinic introduced last year grew from 12 to
18 participants in 20__. The advanced clinic is an in-depth program geared to
juniors age 12 and over who strive to play high school and college golf and
compete at a high level. Also new this year, additional junior clinics were offered
in the fall on Saturday afternoons to keep juniors interested in the game.
Accomplishments of the club’s junior program include winning the 20__ Junior
Interclub Championship (3 of the last 5 years); having three girls on the state
championship high school team, including the individual runner-up; 5 boys
playing on two local high school teams; and three former club juniors who are
now scholarship players on college teams.
ABC Golf Club
Annual Report
Golf Cars
Golf car gross revenue increased to $224,000, up 4.5% from 20__. In addition,
the outside service staff was continually trained and supervised on keeping the
cars clean, rotating car usage, monitoring maintenance issues, and driving with
caution at all times.
Outside Services
As indicated previously, the procedures for the bag drop and golf car staging area
were evaluated and revamped for 20__. In addition, there was an emphasis on
staff training and improved service in this area, which was led by the Assistant
Professionals taking a more active role in working with the outside service staff
and supervising this area. Based on feedback from members and guests, the
changes improved both the level of service and the efficiency of moving golfers
and their clubs from the parking lot to the range/putting green, and then to the
first tee.
ABC Golf Club
Annual Report
Practice Facilities
As indicated above, practice range revenues increased from $32,000 in 20__ to
over $40,000 in 20__, due in part to the interest in the instruction program. In
addition, there was an emphasis on keeping the practice range area well
organized and presentable at all times, with clean practice balls, hitting stations
and bag stands neat and in proper order, and water and club cleaning supplies
available.
Activities and Services
In 20__, the Professional staff once again distinguished itself through PGA and
community activities and services. Head Golf Professional _______achieved
PGA Certified Professional status in Golf Operations; received the PGA Section’s
Merchandiser of the Year award; placed 3rd in the PGA Section Championship;
was elected to the PGA Section Board of Directors; and spoke at two local high
schools about a career as a PGA Professional.
Senior Assistant Professional _______completed Level II of the PGA
Professional Golf Management program; placed 2nd in the PGA Section
Assistant’s Championship; represented the club in the national PGA Assistant’s
Championship; and was elected as President of the PGA Section Assistant
Professionals Association. Assistant Professional ________ passed the PGA
Playing Ability Test and is near completion of Level I of the PGA PGM program.
The entire Professional staff attended the PGA Section Spring and Fall Meetings
and Education Seminars, as well as the PGA Merchandise Show in Orlando,
Florida. In addition, all members of the staff participated as volunteer teachers
for the PGA Section Play Golf America Day, completed additional training in club
fitting, and achieved CPR Certification through the Red Cross.