Tulliallan Business Plan v3 - Tulliallan Golf Club

VersionV.3October2015

BusinessPlan

FortheperiodNov2015–Nov2020


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BusinessPlan:DocumentChangeControl

Version Date Prepared/UpdatedBy:VersionV.1 October2015 ClubCouncil/IanEvans

(SGU)VersionV.2

October2015 S.Lockhart

(Onepageplanupdated)(Committeerolesadded)

VersionV.3

December2015 S.Lockhart(ProJobdescriptionadded)


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Contents Page

1. WHEREAREWENOW?

Introduction 4SituationalAnalysis 5

2. WHEREAREWEGOING?

OurClub’sPurpose 10CoreAreasofourClub 10

3. HOWAREWEGOINGTOGETTHERE?

GolfCourse 11Attracting&RetainingMemberships 12Governance&FinancialManagement 13CustomerServiceLevels 14Visitors 14Bar&Catering 15

4. WHOISACCOUNTABLE?

Staff&Volunteers 16Training 16

5. HOWWILLWEKNOWWEARETHERE?

KeepingScore 17TheOnePagePlan 18Appendices 19

1. Memberbudgetnumbers20162. Committeeroles&responsibilities3. ProfessionalJobDescription4. Completedonepageplans


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Section1:WHEREAREWENOW?

Introduction

TulliallanisoneoftheoldestgolfclubsinScotland,havingbeenfoundedin1902,anditiseasytogetto,just40minutesfromGlasgowandEdinburgh.SetinspectacularwoodlandadjacenttotheTulliallanEstate,withscenicviewsoftheRiverForth,OchilHillsandtheForthValley.ThecourseisleasedfromFifeCouncilwiththeclubowningtheclubhouseandfittings.Inadditionthepracticeareaisleasedfromalocalfarmer.TulliallanGolfClubisaPrivateMember’sclubwiththelegalstatusofanUnincorporatedAssociation.OurClub’spriorityistoservetheinterestsofit’smembers,albeitonewhichoperateswithinthedisciplineofabusinessplan,toprovidefocusforachievingthemaximumbenefitstothemembers.OurmembersareourpriorityandwearemindfulofanybusinessdecisionwhichmayimpactadverselyontheMembers.TheScottishGolfUnion(SGU)predictsby201650%ofallgolfwillbeplayedbynomadicnon-members.Commentatorssuggesttheshiftinculturecoincideswiththeremovalofjoiningfeesandtheavailabilityofcheapgolfthroughsocialmediaapplications.Wehaveseenotherclubsoffergolfmembershipatheavilydiscountedprices.Thisisnotalong-termsolution.Ontheotherhandincreasingmembershipfeesyear-on-yeartomeetbudgetrequirementsisnotsustainableandweneedtocutoutwaste,reducefixedoverheadsandmaximiseincometosustainourlongtermfuture.Theclubalsoneedstosetasidesumsfromitsannualbudgettodesignatedreservestofundunforeseenevents.Maintainingthequalityofthecourseandthefabricoftheclubhouseisessential.However,weneedtoreacttothechangingcultureofmembershipandconsiderhowbudgetscanreacttovariableincomestreams.ThebusinessplanwillbereviewedbytheCommitteeonaquarterlybasistoensurewekeepfocusofourobjectivesandhavetheabilitytoreactquicklytochange.ThisBusinessPlanisdesignedtoensurethatwegiveourMemberswhattheywantresultingineverimprovingMembershipattraction/retentionlevelsandaspiringtobethemostpopulargolfclubinClackmannanandFalkirkareas.Thetimescaleoftheplaniscurrentlyonetofiveyears,itisnotintendedtobeaquick-fix,buttheintentionisthatitwillbeconstantlyupdated.Thisplanistobepresentedtothemembersforadoptionatthe2015AGM.Memberswillbekeptupdatedontheprogressoftheplanbyemail,clubnoticeboardsandNewsletter.AfterapprovaltheplanwillbeavailabletoCouncilandMembers,butitcanalsobemadeavailabletoourbankers,sponsorsandgeneralpublic.


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SituationalAnalysis

Understandingourclub’ssituationisanimportantparttohelpplanitsfuture.ByundertakingtheseexercisesweunderstandwheretheClubis,andwhichdirectionitshouldgo.

SWOTAnalysis(Strengths,Weaknesses,Opportunities,Threats)

OurSWOTanalysisisdesignedtoidentifywhatwearegoodat,whatwecandobetter,aswellasthethingswhichmayhaveapositiveornegativeimpactonourClub.ThisisourClub’sSWOTwhichincludestheinputfromourMemberForum:

Strengths Weaknesses• Challengingcourse• Conditionofcourseespecially

greens• Bestinarea• Location–Motorwaylinks• GoodReputation• Allyearroundplayability• Visitorfriendly• Choiceofmemberships• Sociableenvironment• Goodcatering• Wehaveaprofessional• Goodpracticefacility• Veryfriendlyladiessection

• Lackofjuniormembers• Lackofinvestmentcapitalfor

clubhousefacilities,membersandvisitors

• Underuseofclubhouse–toomanycarparkmembers.Locationmeansyouneedtodrive

• Memberretention• Balanceofseniormembersvs

ordinarymembers• Nocoursedevelopmentplan• Poorfirstimpressiononarrival• Lackofcustomerserviceinpro

shop• Bunkersinconsistent• Noonlinebooking• Barpricestoohigh• Apathyofmembership• Diningroomlacksview

Opportunities Threats• Coursecondition• Location• GrowFemaleMembership• Betteruseofsocialmediaand

emailforcontactwithmembersandvisitors

• Newdrink/drivelegislation• Othersports• Finances• Work/lifebalance• Weather


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Moreof/Lessof

Everyclubhasthingsthattheywouldlikemoreof,andthingsthattheywouldlikelessof.Thisisourlist:

Moreof Lessof• LongTermMembers• Morememberswillingtohelp

areasoftheclub• ConstantCashFlow• Membersusingthefacilities

moreoften• Memberspayingfeesontime• Juniors• Communityengagement

• Membersleaving• Negativityandwhingeing• Unnecessaryexpense

CompetitorsAnalysis

Themarketcompetitionthatourclubfacesismuchmorethanjustothergolfclubs.HereisthecompetitionwehaveidentifiedinourClub’smarketplace:

DirectCompetitors/Rivals NewEntrants• Alloa• Braehead• Glenbervie• Carmuirs• FalkirkTryst• Pitfirrane• Pitreavie• Canmore

• Nonewcourses?

CustomerBargainingPower ThreatofSubstitutes• Allclubsofferspecialdeals• Nojoiningfeesatclubs• 2for1vouchers• Supply/demandtoomanyclubs

• Alternativesports


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PESTAnalysis(Political,Economic,Social,Technological)

OurPESTanalysishelpsusunderstandtheexternalfactorswhichimpactuponourclub.Thesefallintofourdifferentareas:

Political Economic• Equalityact• Fifecouncil• Communitycouncil• Employmentlaw• Heathandsafetylegislation• Dataprotectionlegislation

• Decreasingdisposableincomes• Staffcosts• Costperround• Inflationrates• Interestrates/costofborrowing• Creditavailability

Social Technological• Demographicprofileofmembership• Workpatterns• Worklifebalance• Alternativeattractionsforyoung

people

• UseofSocialmediaincreasing• Internet• Needtohaveanuptodatewebsite

0

100

200

300

400

500

600

700

800

900

Tullial

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Local Membership Fees


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FinancialAnalysis

Togetanunderstandingofourclub’sfinancialsituationwehavecompletedaFinancialAnalysisSpreadsheet(seeappendices).Usingtheinformationinthiswehaveidentifiedanumberofnoteworthyrecentfinancialtrendsatourclub:

RecentFinancialTrendsatourClub1. Decreasingmembershipincome2. Increasingproportionofseniormembers3. Increasingvisitorincomeoverlast2years4. Operatingdeficitforanumberofyears5. Negativecashflowoveranumberyearsrequiringanoverdraftfacilitytocover

Totakethisopportunitytoidentifyupto8futurefinancialtargetsthattheclubmustachieveaspartofthisplan:

FutureFinancialTargetsatourClub1. Incomefrommembershipsubscriptionstoexceed£230,000onanannualbasis2. Increaseormaintainvisitorrevenueatnolessthan£60,0003. Seniormembersfeestobe90%fullfeesby20204. Avoidexceeding£600thresholdonfullmemberfeesforaslongaspossible.5. Reviewallservicestoreduceexpenditureby10%6. Increasenongolfincomestreams(egbar/restaurant)tobe15%oftotalincome7. Developa5yearrollinginvestmentplanforcourseandclubhouse

Membership Income

180000

190000

200000

210000

220000

230000

240000

250000

2009 2010 2011 2012 2013 2014 2015F'castMembership Income


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Cash in Bank end Oct

-£50,000

£0

£50,000

£100,000

£150,000

£200,000

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

Ca sh in Ba nk e nd Oc t

Profit / (deficit)

-80000

-60000

-40000

-20000

0

20000

40000

60000

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

Profit / (deficit)


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Section2:WHEREAREWEGOING?

Purpose

WehavechosenthewordsthatfeaturedmostprominentlyinourSituationalAnalysistocreateastatementofwhyourclubexists,ourClubPurpose:“Tulliallanprovidesanexcellentallyearroundgolfingexperienceformembersandvisitorsinawelcomingandfriendlyenvironment,witha

varietyofmembershipoptionstosuitamodernlifestyle”

GolfClubCoreAreas

Withourclubpurposeatthecentreofeverythingwedo,wehaveidentifiedthemostimportantpartsofourgolfclub–ourCoreAreas.

CoreAreaofourClubTheCourse:Maintenanceofahighqualitycourseusinghighlyprofessionalgreenkeepingstaff.AttractingandRetainingMembers:OurmembersarethecorelifebloodofourclubandwewillacttoattractandretainthemtoprovidestabilitytoourClub.FinanceandGovernance:Clubmanagedinprofessionalmannerwithaneffectiveandefficientmanagementstructurewhichoperatesinabusiness-likemannerinlinewithourpurpose.CustomerService:Afriendlyandwelcomingenvironmenttobemaintainedforbothmembersandvisitors.Visitors:WeareaClubwhomakevisitorsfeelwelcomeandwemanageourvisitorbookingsinsuchawaythatourmemberscanstillgetagoodselectionofteetimesonanydayoftheweek. Revenuefromvisitorsbeingutilisedtothebenefitofclubmembers.Bar&CateringServices:TohaveanappealingandprofitablebarandcateringservicewhichcreatesavibrantClubhouseatmosphere.

Section3:HOWAREWEGOINGTOGETTHERE?

ThissectionishowourClubwillachieveitspurpose.ForeachofourGolfClub’sCoreAreas,wehaveidentified:AStrategyStatement:HowthiscoreareawillcontributetoouroverallClubPurpose.SMARTObjectives:WhatweareseekingtoachieveinthisCoreArea.Initiatives:TheideaswhichwillhelpusachieveourSMARTObjectives.Note:SMART=Specific,Measurable,Achievable,RealisticandTimed.


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CoreArea1 TheCourseStrategyStatement

Maintenanceofahighqualitycourseusinghighlyprofessionalgreenkeepingstaff.Wewillprovideahighqualitycourseensuringthatalllevelsofgolferwillhavean

enjoyableexperience.

SMARTObjectivesSPECIFIC–MEASURABLE–ACHIEVABLE–REALISTIC–TIMED

• Achievegreaterthan85%membersatisfactionscoreannually• Operatewithinannualbudgetyearonyear• Keepcourseclosurestoaminimumthroughout2016.• Increasecommunicationoncoursework/conditiontomembers• Ongoingbunkerreviewwinter2015/16withtheobjectiveofbetterbunker

consistencyoverthecoursebyMay2016.

Initiatives1. A5yearcoursedevelopmentplantobeprepared.2. CaptaintoincludeHeadGreenkeeperinbudgetpreparationprocess.3. MonthlystaffmeetingsbetweenGreensConvenerandstafftoimprove

communicationtoGreensstaff.4. StaffAppraisalstobedonewithGreenStaffandanAppraisaltobecarriedouton

HeadGreenkeeper.5. Carryoutmemberssurvey6. Monthlynewslettertomembers7. Newteesignagetobecosted8. Bunkerspreparedfornewseason9. Dailycommunicationbetweengreensteamandnewprofessional


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CoreArea2 AttractingandRetainingMembersStrategyStatement

Ourmembersarethecorelifebloodofourclubandwewillacttoattractand

retainthemtoprovidestabilitytoourClub.


• Reviewallmembershipcategoriesinordertomakethemmoreappropriatetoa

wideraudience.• Carryoutanannualmembers’survey.• Increasejuniormembershiptoretainacorenumberof25acrossthevariousage

groupseachseason.

Initiatives

1. Establishflexiblemembershipcategories.2. Reviewmembershipdemographicstoensureincomelevelsmaintainedasmore

becomeseniormembers.3. Establishanexitsurvey.4. Introduceanewmembers’inductionpack.5. Gathermembersconcernsviacollationofsurveyinfo.6. Improvecommunicationstomembers.7. HoldatleasttwoOpenDaysoreventsperseasontoattractnewmembers.8. Juniordevelopmentprogrammetobedevelopedovernext3years.9. Benchmarkmembershipfeeswithcompetitorclubs.10. IntroduceaPayasYouPlaymembershipcategory11. Captureemailinformationfromallmemberstoensurefuturecommunications,

includingfeenotesareissuedelectronically


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CoreArea3 FinanceandGovernanceStrategyStatement

Clubmanagedinprofessionalmannerwithaneffectiveandefficientmanagement

structurewhichoperatesinabusiness-likemannerinlinewithourpurpose.Continuallyreviewtheclub’sexpenditureandincomeensuringthatwearegetting

thebestvalueformoneyandexploitingallpossiblerevenuestreams


• Monthlyupdatesonincome,expenditureandcashflowforecaststobepreparedfor

theClubCouncil.• Allexpendituretobecarriedoutinaccordancewithinadefinedandagreedplan

whetheritberelatedtothecourse,staffcosts,clubhouseoradministrationcosts.• Clubtogenerateasurplusbyendofthisplan.• Wewillfocusontheactionplanateverycouncilmeeting.• DefineKPI’stomanageoverallclubperformance.

Initiatives

1. Detailedanalysisofincomeandexpendituretrendsforlast5yearspreparedasan

appendixtothisplanandtobesubjecttoannualupdates.2. Annualreviewofallservicesandexpendituretobecarriedoutandopportunitiesfor

savingstobeidentifiedandimplemented.3. Introduceagovernanceoperatingmanual.4. Createrolesandresponsibilitiesforeverycommitteerole.5. Moveto12monthlypaymentsforallDirectDebits6. Introducenewmemberinductionprocess7. Councilmeetingstolastnolongerthan120minutes.8. PrepareKPI’sthatmonitorprogressvsbusinessplan


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CoreArea4 CustomerServiceStrategyStatement

Afriendlyandwelcomingenvironmenttobemaintainedforbothmembersandvisitors.

SMARTObjectives

SPECIFIC–MEASURABLE–ACHIEVABLE–REALISTIC–TIMED

• Establishabenchmarkoncustomersatisfactionandregularlymeasure.• Trainingprogrammeforstafftobeinstigated.• Barandrestauranttobeacashpositivecontributortoclub

Initiatives

1. Surveymembersandvisitorsontheirexperienceofthefacility.2. DefiningStaffCustomerServicesStandards.3. Communicatethesestandardstostaffaspartofstaffappraisal.4. Createastaffappraisalsystem.5. Allvisitingpartiestobegreetedinapoliteandwelcomingmanner.6. Identifytrainingrelevanttocustomersatisfaction.

CoreArea5 Visitors

StrategyStatement

WeareaClubwhomakevisitorsfeelwelcomeandwemanageourvisitorbookingsinsuchawaythatourmemberscanstillgetagoodselectionofteetimesonanydayoftheweek.

Revenuefromvisitorsbeingutilisedtothebenefitofclubmembers


• Increasevisitorincomeby5%yearonyear(startingpoint£60,000)• Toprotectmembersteetimes–ensuringthat50%ofourteetimesareavailablefor

membersbookingexcludingcompetitions

Initiatives• Dataonnumberofvisitorroundstobepreparedandreviewed.• Visitorwelcomepacktobeintroduced.• Dataonthenumberofvisitorroundstobepreparedandreviewed• Regularcomparisonofourchargestobemadewithcompetingclubs• Regularvisitorpromotiontobeundertaken.• Surveyvisitorsontheirexperienceofthefacility.• Continuewithtwilightgolfoffersduringsummerseason.• Detailstobecollatedoneveryvisitor,suchasemailaddressandadatabase

establishedtoallowfutureevents/membershipofferstobemarketedtothisdatabase

• Considerimplementinganon-linebookingsystemforvisitors


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CoreArea6 Bar&CateringService

StrategyStatement

TohaveanappealingandprofitablebarandcateringservicewhichcreatesavibrantClubhouseatmosphere

SMARTObjectives

SPECIFIC–MEASURABLE–ACHIEVABLE–REALISTIC–TIMED

• Toincreaseprofitsby10%byendOctober2016• Toincrease‘footfall’/‘repeateduse’

Initiatives

• Customerservicefeedbackforms• Manhours/costreviewandanalysis• Canvasmembersre:nonusageofClubhouseCatering• Lookatusebynon-golfingparties• Familydays• Socialevents• Usageofspace/functionality• MealDealsonquietdays(Mondays/Thursdays)


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Section4:WHOISACCOUNTABLE?

StaffandVolunteers

Havingcompletedourplanwehavereflecteduponwhowillbeexpectedtocarryitoutsuccessfully.ForeachofourClub’sCoreAreashereistheresponsiblepeopleandwhowillhelpthem:CoreAreaofourClub PersonAccountable SupportedBy

GolfCourse HeadGreenKeeper GreensConvenerAttracting&Retaining

MembersMarketingConvener(Vice

Captain)Council/Professional

Finance&Governance Captain Vice-CaptainCustomerService HouseConvener Professional/BarManager/

Caterer/HeadGreenKeeperVisitors Professional MarketingConvener

Bar&Catering PastCaptain HouseConvener/BarManager/Caterer

Training

Incertaincasesourstaffandvolunteersmayneedtrainingtohelpthemintheirroles.HerearethetrainingrequirementswehaveidentifiedforourStaff&Volunteers:

Person TrainingRequired


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Section5:HOWWILLWEKNOWWEARETHERE?Toknowifweareprogressingsatisfactorily,weneedtokeepscoreforeachofourCoreAreas.Theseareourclub’sKeyPerformanceIndicators(KPIs)-thethingsthatwilldeterminewhetherourSMARTObjectivesontracktobeingachieved:-CoreAreaofourClub PrimaryKPI

GolfCourse 5yearcoursedevelopmentplanapprovedandoperationalMembersatisfactionrating

Attracting&RetainingMembers

Retentionlevelstobe>90%.(seeappendix2)Numberofmembers’vsplan.(seeappendix2)Numberofnewmembers.Numberofjuniormembers.

Governanceand

Finance

CommitteejobdescriptionsestablishedCashflowtobepositivethroughoutyear

CustomerService NumberofcomplaintsMembersurveyscore

Visitors Visitorincome≥£60,000Visitorincomepermonth

Bar&cateringService Marginonsalestobe>46%Trackperformancemonthly

OurCommitteeMeetingAgendawillconsistofourKPIReportandanydiscussionrequiredaroundCoreAreasthatarenot‘Not-Target’.


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TheOne-PagePlan

WithoutimmediateactionswecannotachieveourClub’spurpose.ThispagecontainstheimmediateactionswemustundertaketosecuretheongoingfutureofourClubandstarttodeliveronourbusinessplan.Itdetailstheaction,thepersonresponsible,andwhenitwillbedoneby:

Initiative Bywho ByWhenLaunchBusinessPlantomember Captain Feb‘16 Obtainmember’sapprovalatEGMfor2016feeproposal

Captain Complete

EstablishJobDescriptionsforConvenerandCommitteeroles

Captain Complete

Reviewcateringprovisiontomemberswithcaterer.Offeringtobeimproved.

PastCaptain/HouseConvener

Dec‘15

Develop5yearcoursedevelopmentplan GreensConvener March‘16 PlanOpenDaypriortoseasonstarting Vice-Captain EndFeb‘16 Defineclubprofessionalrole Captain Complete Recruitnewclubprofessional Captain Complete Introduceanewmembersinductionpackandwelcomestrategy

Vice-captain EndMar‘16

Movealldirectdebitsto12monthlyinstalments Captain Complete Performannualmemberssurvey Vice-captain July‘16 DefinerequiredStaffCustomerLevelstandardsandtrainingtofillgaps.

HouseConvener March‘16

Setplanfor4socialeventsin2016 BarManager March‘16

Appendix1:BudgetMemberNumbers2016


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Category BudgetNo. ActualNo. Variance

FullGents 164 FullLady 9 5DayGent 89 5DayLady 3 SeniorGent 62 SeniorLady 2 GentLife 10 LadyLife 1 Age25 1 Age24 2 Age23 2 Age22 3 Age21 1 Youth18-20 0 Juniorsenior16–17 0 Junior13-15 4 JuniorUnder13 6 Country 6 Staff 1 GentsAdvance 35 LadyAdvance 3 SeniorGentAdvance 19 SeniorLadyAdvance 8 5DayGentAdvance 5 5Dayladyadvance 0 TOTAL 444


Appendix2:CommitteeRolesandResponsibilitiesRole:CaptainResponsibleto:TheClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised

• Preparedtomakearegulartimecommitment

• Preparedtomakeinstantdecisionswhennecessary

• Confidentatsomepublicspeakingandkeepingorderduringmeetings.MainDuties:

• Takeresponsibilityformanagingthecommitteeandtheaffairsoftheclub.

• Overseeandguidealldecisionstakenbytheexecutivecommitteeandsubcommittees.

• InliaisonwiththeVice-Captain,overseetheworkofallconvenors.

• Inconjunctionwiththesecretary,prepareandpresenttheannualreport

• LiaisewiththesecretaryontheAgendaforeachmeetingandapprovetheminutesbeforetheyarecirculated.

• Becompletelyfamiliarwiththeconstitution,clubrules,committeeproceduresandtheNGBrulesandregulations.

• LiaisewiththeTreasurertoensurethatfundsarespentproperlyandinthebestinterestsoftheclub.

• Helptoprepareandsubmitanystatutorydocumentsthatarerequired

• OverseetheimplementationoftheclubsBusinessPlan

• Ifunabletoattendanycommitteemeeting,awrittenreportshouldbesenttothemeetingandtheVice-CaptainbriefedontheAgenda

THISLISTISNOTEXHAUSTIVEANDALLMEMBERSOFTHECLUBCOMMITTEEMAYBEREQUIREDTOPERFORMDUTIESOUTWITHTHEIRNORMALRESPONSIBILITIESFROMTIMETOTIME.


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Role:Vice-CaptainResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised



• Confidentatsomepublicspeakingandkeepingorderduringmeetings.MainDuties:

• TostandinfortheCaptaininhisorherabsence[seelistbelow]

• SupporttheCaptainbyworkingcloselywithhimandacceptinganydelegatedtasksthatareassignedfromthelistbelow:i. TakeresponsibilityformanagingtheCommitteeandtheaffairsoftheclub.ii. Chaircommitteemeetingssothateveryonehasachancetopresenttheir

views,thatallbusinessiscompletedandthatalldecisionsareproperlyunderstoodandrecorded

iii. OverseeandguidealldecisionstakenbytheCommitteeandsubcommittees.

iv. Inconjunctionwiththesecretary,prepareandpresenttheAnnualReportv. LiaisewiththeSecretaryontheagendaforeachmeetingandapprovethe

minutesbeforetheyarecirculated.vi. Becompletelyfamiliarwiththeconstitution,clubrules,committee

proceduresandtheNationalGoverningBodyrulesandregulations.vii. LiaisewiththeTreasurertoensurethatfundsarespentproperlyandinthe

bestinterestsoftheclub.viii. Helptoprepareandsubmitanystatutorydocumentsthatarerequired

• OverseetheimplementationoftheBusinessPlan



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RoleTitle:FinanceConvenerResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Wellorganised

• Enthusiasm

• Abletokeeprecords

• Confidentabouthandlingfiguresandmoney

• Honest

• PreparedtomakearegulartimecommitmentMainDuties:• Responsiblefortheclubfinances

• Dealefficientlyandeffectivelywithallinvoicesandbills

• Keepuptodaterecordsofallthefinancialtransactions

• Ensurethatfundsarespentproperly

• Issuereceiptsandrecordallmoneyreceived

• Attendcommitteemeetingsandpresentthebudgetreport

• Preparetheendofyearaccountstopresenttotheauditors

• Inagreementwiththecommitteeplantheannualbudget

• Monitorthebudgetthroughouttheyear.

• OverseetheimplementationoftheobjectivesforfinancialmanagementinBusiness

Plan

• SendawrittenreporttothesecretarypriortomonthlymeetingTHISLISTISNOTEXHAUSTIVEANDALLMEMBERSOFTHECLUBCOMMITTEEMAYBEREQUIREDTOPERFORMDUTIESOUTWITHTHEIRNORMALRESPONSIBILITIESFROMTIMETOTIME.


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RoleTitle:MatchSecretaryResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised



• Approachableinafriendlymanner.MainDuties:

• Toorganiseandadministerallclubcompetitions.

• Publishinadvancethedate,name,formatandteestobeusedforcompetitions.

• Inmatchplayeventspublishtherulesandcompletiondatesforeachandensurecompletiondatesareadheredto.

• Checkallscorecardshandedinandcollatetheresultsofcompetitions.

• Displaytheresultsintheclubroomandpasstothewebmaster.

• Allotandmaintainhandicapsforallclubmembers.

• Displayanuptodatelistofhandicaps.

• Provideaprocedureforreportingawayscores.

• Carryoutannualreviewofhandicaps.

• Sendawrittenreporttothesecretarypriortomonthlymeeting



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RoleTitle:GreensConvenorResponsibleto:Captain/ClubCommitteeResponsiblefor:GreensStaffSkillsRequired:

• Enthusiastic

• Wellorganised



• Approachablewithafriendlymanner.MainDuties:

• Implementcoursemanagementpolicy

• Assessprogressinrelationtotheobjectivesofthispolicy

• Workwithincoursebudget

• Dealwithstaffperformanceissuesrelatingtocoursemanagement

• Dealwithhealthandsafetyissuesrelatingtocoursemanagement

• Informmembersofimpendingworksonthegolfcoursewhichwilldisruptplay

• OverseetheimplementationoftheobjectivesforthegolfcourseinBusinessPlan

• Sendawrittenreporttothesecretarypriortomonthlymeeting



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RoleTitle:HouseConvnenorResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Cancommunicateeffectively

• Enthusiasm

• Wellorganised

• HasahighlevelofattentiontodetailMainDuties:

• Maintaintheclubroomsandsurroundingarea

• Workwithinhousingbudget

• Sendawrittenreporttothesecretarypriortomonthlymeeting• Toco-ordinatefundraisingeventsonaregularbasis

• ToensureeventsareproperlylicensedwithLocalAuthorities

• TopromotefundraisingeventsinthelocalpresswiththehelpoftheMarketingConvenor

• EnsurefundsareproperlyaccountedforandinformationispassedtotheTreasurer



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RoleTitle:MarketingConvenorResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised



• Confidentandimaginative.MainDuties:

• Takeresponsibilityforpublicisingtheclub,itseventsandspecialoffers

• LiaisewiththeCaptaintopromotetheClub

• Buildalistoflocalmediacontacts

• Producepressreleases/articlestopromoteandpublicisetheclubthroughthemedia

• Recommendwhatsocialmediaoutletstheclubshouldusetopubliciseitself.

• Keeparecordofallpresscuttings

• Overseetheimplementationoftheobjectivesforvisitors/marketinginBusinessPlan



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RoleTitle:JuniorConvenorResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised



• Toorganiseandadministeralljuniorclubcompetitions.

• Publishinadvancethedate,name,formatandteestobeusedforcompetitions.

• Checkallscorecardshandedinandcollatetheresultsofcompetitions.

• Displaytheresultsintheclubroomandpasstothewebmaster.

• Allotandmaintainhandicapsforalljuniormembers.

• Displayanuptodatelistofhandicaps.

• ToorganiseClubgolfactivities

• OverseetheimplementationoftheobjectivesforJuniorsinBusinessPlan



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RoleTitle:CouncilMemberResponsibleto:Captain/ClubCommitteeSkillsRequired:

• Enthusiastic

• Wellorganised



• Becompletelyfamiliarwiththeconstitution,clubrules,committeeproceduresandtheNGBrulesandregulations.

• AssistwiththeimplementationoftheclubsBusinessPlan

• Attendcouncilmeetingsandcontributetodebates.

• Providesupporttoclubconvenersasrequired.



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APPENDIX4:JobDescription:PGAGolfProfessionalJobPurposeTotakepersonalresponsibilityfortheprofessionaldeliveryanddevelopmentofallaspectsofthegolfoperationsandtoensurethatmemberandguestexpectationsareconsistentlymetorexceeded.Golfoperationsareasofresponsibilityincludestockingandrunningaprofitableclubshop,organisingandcoachinggroupsandindividuals,theprovisionofaclubrepairandcustomfitservice.Italsoincludesorganisationofcompetitions,corporatedaysandpro-amsandliaisingwithgreenkeepingstaffinthedevelopmentofthecourse.Itwillincludeaproactiveroleintherelationshipmanagementoftheclubtoattractnewmembersandretaintheexistingones.ResponsibleforaPGAAssistantProfessionalandtheirdevelopment. KeyResponsibilitiesStrategic• ToworkcloselywiththeClubCounciltodevelopandimplementanannualbusiness

developmentplanfortheGolfShopandfacility.• Toregularlyreviewplanstotakeintoaccountchangesintheenvironmentinwhichthe

cluboperatesandcontinuallyseeknewbusinessdevelopmentopportunitiesforallareasofgolfoperations.

Operations• Todeveloptuitionprogramsanddeliverhighqualityindividualandgroupcoachingto

members,juniors,guests,andotherinterestedparties.• Toestablishandoperateanappropriatelystockedgolfshop,providingexpertadvice,a

highqualitycustomfittingandclubrepairservicedeliveringcustomerserviceexcellence.• Todeliverahighstandardofsupportingolfoperations,includingorganisingandrunning

tournaments,providingexpertadviceonrules,monitoringteesheetactivityandhandicappingrecords,playerserviceoperations,providinganefficientbuggyhireservice.

• Toestablishandmaintainaclean,safeandtidyworkingenvironment,ensuringthatHealthandSafetyprocedurescomplywithup-to-datelegislation,areeffectivelyimplementedandregularlyreviewed.

• Todevelop,implementandreviewoperationalpoliciesregardingtheuseofClubfacilitiesinordertomaintainqualityservicestandardsformembersandguests,whilstmaximisingrevenueandprofitability.

• Toproduceregularoperationreportscontainingdetailsofcourseutilisation,salesandmarketingactivity,financialperformanceandhumanresources,asappropriate.

• Tokeepabreastoftechnologicalimprovementsintheindustryandrecommendanypotentiallybeneficialadditionstothefacilitye.g.EPOSsystems.

• Tocontributetothepreparationofannualbudgets,businessplans,salesandmarketingplansandoperationalstrategies.

• Toensurethateverynewmembertogetanintroductorycallandacomplimentary10minutecoachingsession.


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• Toensurethatannuallyeverymembertobeofferedacomplimentary15minuteswingcheck.

• WeeklynewslettertobesenttoallmembersandvisitorsandtoupdatemembersonanychangeincourseconditionasadvisedbyGreensstaff.

• Tocreate,maintainandutiliseformarketingpurposesadatabaseofvisitors,includingorganisersofvisitingparties(egemail,texting,useofsocialmedia,etc)

• Toactivelyparticipateinnetworkingopportunities,developinglinkswithexternalagencies(localschools,clubs,businesses,etc)topromotethegameofgolfandfacilitiesattheclubtopotentialnewmembersandgolfparticipants.

• Toorganisecorporate,promotional,salesandmarketingevents,ensuringthattheyareproperlystructured,coordinated,communicatedanddeliveredtobenefitmembers,guestsandotherpotentialusersofthegolfclub.

• Toorganiseandconductdemodaystostimulateproductsales.• Visitorexperiencetobemanagedbyprofessional,includingwelcomeandintroduction

toclubandfacilities,andconductofa“satisfactionsurvey”postvisit.Ensurebarandcateringoperationsareawareofthevisitorsandtheircateringrequirements.Allvisitorbookingstohavedepositstakenatpointofbooking.

• Toprovideanewmemberintroductionandtourofclubfacilities.• Responsibleforallvisitoradvertisingusingthebudgetprovided.People• Toberesponsibleforstaffingthegolfshopensuringthatsufficientcoveravailableto

meettheoperationalneeds.• Torecruit,inductanddevelopnewstaffensuringthattheyreceiveinitialtrainingthat

coversallkeyaspectsoftheprofessional’sbusinessandthatoftheclub.• Tomonitorandmanagemembersofgolfshopteamtoensurethatcustomers

consistentlyreceivethestandardsofconductappearance,adviceandserviceexpected.• Toidentifyindividualtrainingneeds,developanddelivertrainingtomeetthoseneeds

(includingallregulatorytrainingapplicable)andcompleteregularperformancereviews.• TopromotePGAtrainingandCPDopportunities,ensuringthatanystaffundergoing

traininghavethesupportneededtocompletetheirqualifications.• Toconductregular,scheduledstaffmeetings.• Toensureallhumanresourcepoliciesarebeingimplementedandfollowedbyall

Professionalstaff.


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Appendix3:CompletedOnePagePlansOct2015

Initiative Bywho ByWhenAddBusinessPlanreviewtocouncilmeetingagenda

Captain Complete

CompleteintroductionsectionofBusinessPlan Captain Complete AddCompetitoranalysistoplan Captain Complete Addfinancialtrendstoplan Captain Complete Workthe“future”flipchartintoavisionstatement

HouseConvener Complete

DraftClubPurpose Vice-Captain Complete DefineCoreAreastogointoplan Captain Complete Committoincludeaccountabilitygridinplan Captain Complete PrepareKPI’stodriveclubmanagement Captain Complete Co-ordinatecreationofCoreAreaswithaccountableconveners

Captain Complete

Tulliallan Business Plan v3 - Tulliallan Golf Club

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