Twenty Ingredients Of A Well Run Golf Club Ingredients Of A Well Run Golf Club • Reflecting on research papers produced by Industry Consultants at the World Conference of Cub Management

Twenty Ingredients Of A

Well Run Golf Club

• Reflecting on research papers produced by Industry

Consultants at the World Conference of Cub Management

& our own Department’s experience of working closely

with over 100 Scottish Golf Clubs, we now reveal the 20

components that we believe provide a golf club with the

greatest opportunity to succeed.

• You will also be given the opportunity to review your own

clubs performance in these areas by honestly assessing

whether your club has evidence of best practice in each

area and where additional support can be found if

required.

Twenty Ingredients Of A

Well Run Golf Club

• Please feel free to identify which of the bullet points from

the ‘Evidence you are doing this’ page you do for each of

the twenty ingredients. This will present you with the most

accurate indicator of where your club requires further

development.

• The ‘Tools Available’ page is aimed to help find potential

solutions for each ingredient that your club may have

difficulty with.

• The club services page on our website hosts a wealth of

further information:

http://www.scottishgolf.org/club-services/

# 1

AN UNDERSTANDING OF

CURRENT TRENDS AND

DEVELOPMENTS

IN THE INDUSTRY

Evidence You Are Doing This

1. Attendance at seminars & education

2. Your club demonstrates a willingness to explore current

trends by dedicating time to research and debate them at

committee-level.

3. Members views on evolving trends are sought through

surveys.

4. Members views on evolving trends are sought through

focus groups representing every section of the club.

5. Threatening subjects are never ignored (i.e flexible membership

fees, dress codes, modern technology)

Your Score

/ 5

# 1

Tools Available To You

• Industry Research

• Management Development Programme

• Scottish Golf Intelligence

• Scottish Golf Seminars & Education

• Scottish Golf Customer Feedback Tool

# 1

# 2

A PERENNIAL MEMBERSHIP

RECRUITMENT PLAN


1. Clear understanding of your current and future target

market(s).

2. Membership Recruitment Plan with Clear Objectives and

Initiatives, and an understanding of who is accountable

for the recruitment of new members, every year.

3. A Marketing Budget to support the plan.

4. A range of Membership Categories and payment options

to fit behavioural patterns not historical club categories.

5. A method for introducing new golfers to game, through

your club

Your Score

/ 5

# 2


• Scottish Golf Club Business Planning Process

• Case Studies on Membership

• Get Into Golf

• Club Development Fund

• Online Marketing Guidance

• Video Case Studies inc. Open Days


# 2

# 3

A MEMBERSHIP

COMMUNICATION AND

RETENTION PLAN


1. Members Benefits List.

2. Membership Communication Policy.(e.g.

Survey/Newsletter)

3. New member 1st 90 day Orientation Policy

4. Annual Membership Satisfaction Survey and 1st 90-Days

Survey

5. Membership Categories and payment options that align to

the current/target demographics.

Your Score

/ 5

# 3



• Customer Feedback Tool

• Member Benefits Poster Tool

• New Member Orientation Guidance & Templates

• Online guidance on Communication and Retention


# 3

# 4

A CLEAR UNDERSTANDING OF

THE ROLE OF CATERING AT

YOUR CLUB


1. An agreed policy on what role catering plays at your club, and the

best way that this can be achieved.

2. An open statement to the membership setting expectations in this

area, demonstrating that you understand the fundamental

principles of club catering.

3. Financial key performance indicators including profit/loss, policy

on GP, and wage control (number of staff), and regular

review/reporting of these figures by accountable person.

4. Constant customer feedback monitored, reviewed and published,

along with corrective action.

5. A training programme for your key staff in this area.

Your Score

/ 5

# 4


• MDP Level 1 – The F&B Basics

• MDP Level 2 – Customer Service Standards

• MDP Food & Beverage Management

• Mystery Shopper (coming 2015)

• Customer Service Training (coming 2015)

• F&B Principles Booklet

• Committee Training Session (September 2014)

# 4

# 5


THE ROLE OF THE CLUB BAR


1. An agreed policy on what role the club bar plays at your club,

and the best way this can be achieved.

2. An open statement to the membership setting expectations in

this area, demonstrating that you understand the

fundamental principles of operating the club bar.

3. Financial key performance indicators including profit/loss,

policy on GP, wage control (number of staff), and regular

review/reporting of these figures by accountable person.

4. Constant customer feedback monitored, reviewed and

published, along with corrective action.

5. A training programme for your key staff in this area.

Your Score

/ 5

# 5


• MDP Level 1 – The F&B Basics

• MDP Level 2 – Customer Service Standards

• MDP Food & Beverage Management

• Mystery Shopper (coming 2015)


• F&B Principles Booklet

• Committee Training Session (September 2014)

# 5

# 6


THE ROLE OF FUNCTIONS AT

YOUR CLUB


1. An agreed policy on what role social functions play at

your club, and best way that this can be achieved.

2. An open statement to the membership setting

expectations in this area.

3. Financial key performance indicators including number of

events, purpose of events, financial aim of events, and

SOP for the delivery of them.

4. Regular review/reporting of these figures by accountable

person.

5. Constant customer feedback monitored, reviewed and

published, along with corrective actions for next calendar.

Your Score

/ 5

# 6



# 6

# 7

DEMONSTRATE FISCAL

RESPONSIBILITY


1. Zero Based Budget that supports implementation of the

club’s Business Plan

2. Asset Register – detailing asset value, asset replacement

cost and asset replacement timing

3. Financial Reporting System

4. Accounting and Internal Control Procedures Manual

5. Adequate insurance in case of disaster

Your Score

/ 5

# 7


• Financial Planning Template

• Auditel Cost Management

• Carrick Neil Insurance


# 7

# 8

FULFIL ALL OF YOUR LEGAL

OBLIGATIONS


1. H&S compliant

2. HR compliant

3. A list of all other legal requirements

4. Compliance with Equality Act

5. A suitable appointed person(s) to oversee these issues,

ensure that they are attended to and minuted accordingly.

Your Score

/ 5

# 8


• XACT advice

• PVG

• Advice Notes


• Write your H&S “in a day” Seminar (Sept 2014)

• Write your Staff Manual “in a day” Seminar (Sept 2014)

# 8

# 9

AN ENGAGING PROGRAM

OF GOLF EVENTS


1. An understanding of what your golf events must deliver in

order to satisfy your overall club direction/purpose.

2. A programme of golf events that reflect your club needs,

which maximise the use of the tee (male/female)

(competitive/social) (medal strokeplay/stableford).

3. An agreed calendar of more social based events such as

family, mixed, 9-hole and fun golf competitions.

4. A policy on slow play, which recognises the age old

problems, but the level to which the club is going to

address this.

5. Clearly defined ‘Conditions of Competition’ for each

competition and compliance with CONGU regulations

Your Score

/ 5

# 9


• Central Database of Handicaps

• Course-rating (range of Tees, tee it forward)

• Match & Handicap Convenor Education (Sept 2014)

• Customer Feedback Tracker

• Handicapping Experts

• Rules Experts

# 9

# 10

MAXIMISE THE BENEFIT OF

HAVING A PRO OR RETAIL

DEPARTMENT


1. The Professional is utilised in the decision making process,

especially where customer insight and industry expertise is

required.

2. An understanding of the role of the Golf Pro, the purpose of retail in

your organisation, and the shared service standards to be

expected.

3. The Pro (and their team) operate as the welcoming face of the

Club, they add value to the member/visitor experience, aiding

retention & leading to frequent repeat sales of memberships, green

fees and society packages.

4. The Pro is integrated into the recruitment process for new

customers.

5. The golf facilities are utilised by the Pro to drive junior development

& increase adult participation, increasing the sustainability of the

club and cementing the clubs place within the local community.

Your Score

/ 5

# 10


• New PGA Business Relationship Officers

• Management Development Programme L1 & 2

• MDP Golf Management

• PGA – High quality training facilities

# 10

# 11

A GOLF COURSE TO SUIT

YOUR MEMBERSHIP


1. Evidence that you understand the needs of your

membership, and have an openly publicised statement

regarding the course set up.

2. A Course Policy Document with standards and

agronomic/environmental measures identified.

3. A Golf Course Development Plan (or non-development

plan) produced in consultation with golf course architect.

4. A replacement machinery plan that supports the Course

Policy Document and Course Development Plan.

5. A Training Plan for the Course Manager and Green-Staff,

including, a Succession plan.

Your Score

/ 5

# 11


• Template Golf Course Policy Documents


• Signposting towards expert advice

• Scottish Golf Environment Group

• Green Convenor Education (Sept 2014)

# 11

# 12

A STRATEGY TOWARDS

VISITING GOLFERS


1. A clear understanding of the importance (or lack of

importance) of visitors to your clubs culture or finances.

2. A very public statement on your clubs policy towards visitors

at your club.

3. A marketing strategy with clear Objectives and Initiatives to

achieve your Visitor policy.

4. Genuinely strong links with other tourism

businesses/industry partnerships.

5. Online Booking and implementing of a tested Yield

Management policy.

Your Score

/ 5

# 12


• Online Tee Time Booking Support



• Your regional Golf Tourism Partnership


• Management Development Fund

# 12

# 13

FACILITIES MASTER PLAN


1. A list of club assets and when these will require replacement.

2. A spreadsheet detailing likely maintenance costs over the

next ten years.

3. A spreadsheet detailing likely decorating costs over the next

ten years.

4. An annual budget which reflects these needs.

5. A capital replacement budget which will take priority over the

whims of a future committee.

Your Score

/ 5

# 13


• Facility Convenor Education (Sept 2014)

• Facilities Gatekeeper Stock take / maintenance List


# 13

# 14

A CLEAR POLICY TOWARDS

JUNIORS AND THEIR FAMILIES


1. Clear understanding of what the junior and family aims are

for your club.

2. Well-resourced coaching program (qualified coached,

equipment and facilities).

3. A family recruitment and welcome plan.

4. Links with your local schools.

5. Golf events for juniors, young people and families.

Your Score

/ 5

# 14


• ClubGolf

• Get into Golf

• Marketing support

• PVG support

• Training for your Junior Convenor (Sept 2014)

# 14

# 15

A SERVICE MIND-SET


1. A clear picture of how well you are performing in this area now,

and a shared agreement on how you would like to perform in this

area in the future.

2. Definition of/Setting of Customer Services Standards in all areas

of your club.

3. Ongoing, (annual) staff training in these agreed standards, with

realistic reward/appraisal of these standards.

4. An enforcer of these Standards & Contractual obligation for staff

uphold standards.

5. Ongoing measurement of Customer Service levels: Mystery

Shopping, Visitor & Member Surveys

Your Score

/ 5

# 15


• Mystery Shopper Programme (coming 2015)





# 15

# 16

A MARKETING MIND-SET


1. You have asked people what they want from your club, and

2. You have then set about giving it to them.

3. Your membership numbers prove that you are delivering

what people want from your club.

4. Your footfall figures are proving that you are delivering what

people want from your club.

5. You have obtained a demographic survey of trends to help

you conclude what type of club is most likely to succeed in

your region.

Your Score

/ 5

# 16



• Scottish Golf Intelligence

• Marketing Convenor Education (Sept 2014)

• Online Toolkits / Advice Notes / Guidance


# 16

# 17

A CLEAR SENSE OF BELONGING


1. You have engaged the membership in establishing what makes

your club special.

2. You could easily tell me what makes your club special, have

committed this to print and can prove that you make decisions

based on this common purpose and direction.

3. You have an established policy and schedule of events building

familiarity amongst the membership to enhance those ingredients

that make it special AND you know whether your cliques are open

for new people to join them or foster new social groups in forming.

4. You encourage open and adult debate amongst the membership

about the critical issues of the day affecting your club.

5. You select your club leaders to amplify the community feel at your

club

Your Score

/ 5

# 17




• Committee Education


# 17

# 18

A ‘WORKING DOCUMENT’

BUSINESS PLAN


1. A clear Purpose and Direction committed to print, and

agreed by all (the majority) of stakeholders.

2. Comprehensive Situational Analysis and understanding

of the trends that are affecting your club.

3. A clear strategy in each of the Core Areas of the business

to help achieve your agreed direction.

4. Clearly defined objectives and accountable initiatives for

each Core Area of the business.

5. A way of keeping score and reviewing progress in key

areas that will lead to the ultimate success or failure of

the business – KPI’s.

Your Score

/ 5

# 18


• Golf Club Business Planning Process


# 18

# 19

EXCEPTIONAL

COLLABORATIVE

GOVERNANCE


1. Committee and staff have the same goals.

2. Fully defined and understood purpose found through

member consultation.

3. Roles and Responsibilities and Accountabilities for

committee and staff.

4. Effective Nominations Committee

5. Committee Code of Conduct and Meeting Rules

Your Score

/ 5

# 19


• Governance Self-Assessment

• Committee Orientation Guidance (October 2014)

• Business Planning Process – Members Forum


• Roles and Responsibilities Templates

• “So now you are the Club Captain.....” (December 2014)

• Template Rules and Code of Conduct Template Constitution

# 19

# 20

STRONG LEADERSHIP


1. Manager/Secretary has a job description that fits with

priorities of the club’s business plan.

2. Manager is given appropriate authority to manage, in

line with the directions of the board.

3. Is trained in industry best practice to do the job that

members and committee need them to do.

4. Has a budget and appraisal system to ensure that the

club has quality trained staff to execute the wishes of

the committee.

5. Every committee member has been through a thorough

induction held by the manager and captain.

Your Score

/ 5

# 20




• Demand-led website – training for committee volunteers

• The support of your network of peers

• The support of the Scottish Golf Club Development Officer

# 20

Stronger Clubs

Our Scottish Golf Club Development Officers are on hand to helP:

Iain Evans (East)

Mobile: 07714 770431

Email: [email protected]

John Kemp (North)

Mobile: 07714 770432


Claire Middleton (West)

Mobile: 07714 770430


mailto:[email protected]

