Tulliallan Golf Club
Business Plan
For the period Nov 2015 – Nov 2020
Version V.3
December 2015
Business Plan: Document Change Control
Version
Date
Prepared / Updated By:
Version V.1
October 2015
Version V.2
October 2015
Club Council / Ian Evans
(SGU)
S.Lockhart
(One page plan updated)
(Committee roles added)
Version V.3
December 2015
S.Lockhart
(Pro Job description added)
Version V.3
December 2015
2
Contents
Page
1. WHERE ARE WE NOW?
Introduction
Situational Analysis
4
5
2. WHERE ARE WE GOING?
Our Club’s Purpose
Core Areas of our Club
10
10
3. HOW ARE WE GOING TO GET THERE?
Golf Course
Attracting & Retaining Memberships
Governance & Financial Management
Customer Service Levels
Visitors
Bar & Catering
11
12
13
14
14
15
4. WHO IS ACCOUNTABLE?
Staff & Volunteers
Training
16
16
5. HOW WILL WE KNOW WE ARE THERE?
Keeping Score
17
The One Page Plan
18
Appendices
19
1. Historical Financial Analysis
2. Member budget numbers 2016
3. Committee roles & responsibilities
4. Professional Job Description
5. Completed one page plans
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3
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.
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4
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
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Challenging course
Condition of course especially
greens
Best in area
Location – Motorway links
Good Reputation
All year round playability
Visitor friendly
Choice of memberships
Sociable environment
Good catering
We have a professional
Good practice facility
Very friendly ladies section
Weaknesses

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Opportunities
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Course condition
Location
Grow Female Membership
Better use of social media and
email for contact with
members and visitors
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December 2015
Lack of junior members
Lack of investment capital for
clubhouse facilities, members
and visitors
Underuse of clubhouse – too
many car park members.
Location means you need to
drive
Member retention
Balance of senior members vs
ordinary members
No course development plan
Poor first impression on arrival
Lack of customer service in pro
shop
Bunkers inconsistent
No online booking
Bar prices too high
Apathy of membership
Dining room lacks view
Threats

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New drink / drive legislation
Other sports
Finances
Work / life balance
Weather
5
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
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Less of

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Long Term Members
More members willing to help
areas of the club
Constant Cash Flow
Members using the facilities
more often
Members paying fees on time
Juniors
Community engagement
Members leaving
Negativity and whingeing
Unnecessary expense
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
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Alloa
Braehead
Glenbervie
Carmuirs
Falkirk Tryst
Pitfirrane
Pitreavie
Canmore
New Entrants

Customer Bargaining Power
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All clubs offer special deals
No joining fees at clubs
2 for 1 vouchers
Supply / demand too many clubs
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No new courses?
Threat of Substitutes

Alternative sports
6
Local Membership Fees
900
800
700
600
500
400
300
200
100
or
e
an
m
C
av
ie
e
Pi
tre
rra
n
st
Pi
tfi
Tr
y
rs
lki
rk
Fa
ar
m
ui
C
er
vie
G
le
nb
he
ad
a
Br
ae
Al
lo
Tu
llia
lla
n
0
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
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Equality act
Fife council
Community council
Employment law
Heath and safety legislation
Data protection legislation
Economic
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Social
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Demographic profile of membership
Work patterns
Work life balance
Alternative attractions for young
people
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Decreasing disposable incomes
Staff costs
Cost per round
Inflation rates
Interest rates / cost of borrowing
Credit availability
Technological
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Use of Social media increasing
Internet
Need to have an up to date website
7
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.
2.
3.
4.
5.
Decreasing membership income
Increasing proportion of senior members
Increasing visitor income over last 2 years
Operating deficit for a number of years
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.
2.
3.
4.
5.
6.
7.
Income from membership subscriptions to exceed £230,000 on an annual basis
Increase or maintain visitor revenue at no less than £60,000
Senior members fees to be 90% full fees by 2020
Avoid exceeding £600 threshold on full member fees for as long as possible.
Review all services to reduce expenditure by 10%
Increase non golf income streams (eg bar / restaurant) to be 15% of total income
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
Membership Income
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2013
2014
2015
F'cast
8
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
Cash in Bank end Oct
Profit / (deficit)
60000
40000
20000
0
2006
2007
2008
2009
2010
2011
-20000
2012
2013
2014
2015
F'cast
-40000
-60000
-80000
Profit / (deficit)
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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.
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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
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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
4.
5.
6.
7.
8.
9.
communication to Greens staff.
Staff Appraisals to be done with Green Staff and an Appraisal to be carried out on
Head Greenkeeper.
Carry out members survey
Monthly newsletter to members
New tee signage to be costed
Bunkers prepared for new season
Daily communication between greens team and new professional
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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
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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
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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
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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.
Club shop to be a positive cash contributor to club finances
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
2.
3.
4.
5.
6.
7.
8.
appendix to this plan and to be subject to annual updates.
Annual review of all services and expenditure to be carried out and opportunities for
savings to be identified and implemented.
Introduce a governance operating manual.
Create roles and responsibilities for every committee role.
Move to 12 monthly payments for all Direct Debits
Introduce new member induction process
Council meetings to last no longer than 120 minutes.
Prepare KPI’s that monitor progress vs business plan
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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
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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.
2.
3.
4.
5.
6.
Survey members and visitors on their experience of the facility.
Defining Staff Customer Services Standards.
Communicate these standards to staff as part of staff appraisal.
Create a staff appraisal system.
All visiting parties to be greeted in a polite and welcoming manner.
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
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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
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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

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To increase profits by 10% by end October 2016
To increase ‘footfall’ / ‘repeated use’
Initiatives
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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)
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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
Attracting & Retaining
Members
Finance & Governance
Greens Convener
Council / Professional
Customer Service
Head Green Keeper
Marketing Convener (Vice
Captain)
Captain
House Convener
Visitors
Bar & Catering
Professional
Past Captain
Vice-Captain
Professional / Bar Manager /
Caterer / Head Green Keeper
Marketing Convener
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
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Training Required
16
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
Golf Course
Attracting & Retaining
Members
Primary KPI
5 year course development plan approved and operational
Member satisfaction rating
Retention levels to be >90%. (see appendix 2)
Number of members’ vs plan. (see appendix 2)
Number of new members.
Governance and
Number of junior members.
Committee job descriptions established
Finance
Customer Service
Cash flow to be positive throughout year
Number of complaints
Visitors
Bar & catering Service
Member survey score
Visitor income ≥£60,000
Visitor income per month
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’.
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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:
By who
Captain
By When
Complete
Obtain member’s approval at EGM for 2016 fee
proposal
Captain
Complete
Establish Job Descriptions for Convener and
Committee roles
Captain
Complete
Review catering provision to members with
caterer. Offering to be improved.
Past Captain /
House Convener
Complete
Develop 5 year course development plan
Greens Convener
March ‘16
Plan Open Day prior to season starting
Vice-Captain
Complete
Define club professional role
Captain
Complete
Recruit new club professional
Captain
Complete
Introduce a new members induction pack and
welcome strategy
Vice-captain
End Mar ‘16
Move all direct debits to 12 monthly instalments
Captain
Complete
Perform annual members survey
Vice-captain
July ‘16
Define required Staff Customer Level standards
and training to fill gaps.
House Convener
March ‘16
Set plan for 4 social events in 2016
Bar Manager
March ‘16
Initiative
Launch Business Plan to member
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Appendix 1: Historical Financial Analysis
Tulliallan Golf Club Historical Financial Analysis
2006
228490
2007
221896
2008
234938
2009
238982
2010
241835
2011
206863
2012
223548
2013
207714
2014
206197
2015
193284
Rental Income
8400
10400
9600
9600
9600
10080
10480
10333
6465
4531
Restaurant
4929
4928
4850
5282
4276
7737
9578
6307
8115
7034
Visitors
62693
52978
47711
47608
41813
45195
37665
34185
56512
67930
Other Income
57137
46602
28387
26349
18983
23624
17548
10738
17691
23325
Total Income
361649
336804
325486
327821
316507
293499
298819
269277
294980
283323
Course Expenditure
172190
175173
202446
226033
188105
170839
176360
193000
185052
179056
General Expenditure
138694
138694
165503
153569
149861
137963
135918
134746
138507
128888
50765
26823
-42802
-51780
-21459
-15303
-13459
-58469
-43579
-22621
Membership Income
Profit / (deficit)
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Appendix 2: Budget Member Numbers 2016
To be updated after 29th Feb (all fees due by then)
Category
Full Gents
Full Lady
5 Day Gent
5 Day Lady
Senior Gent
Senior Lady
Gent Life
Lady Life
Age 25
Age 24
Age 23
Age 22
Age 21
Youth 18-20
Junior senior 16 – 17
Junior 13-15
Junior Under 13
Country
Staff
Gents Advance
Lady Advance
Senior Gent Advance
Senior Lady Advance
5 Day Gent Advance
5 Day lady advance
TOTAL
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Budget No.
164
9
89
3
62
2
10
1
1
2
2
3
1
0
0
4
6
6
1
35
3
19
8
5
0
437
Actual No.
Variance
Appendix 3: 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.
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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.
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22
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.
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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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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.
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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.
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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.
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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.
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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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








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 5: Completed One Page Plans
Oct 2015
By who
Captain
By When
Complete
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
statement
House Convener
Complete
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
accountable conveners
Captain
Complete
Initiative
Add Business Plan review to council meeting
agenda
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