Prestonfield Golf Club Business Plan · and from which a SWOT Analysis was developed. PGC now...

1 PGC Business Plan V2 - 1 05/08/14

Prestonfield Golf Club

Business Plan

For the period: 2013/2020 7 Year Plan

Produced by: Mev Welsh Date: 22/07/13 Rev 22/08/14

Graeme Ballantyne

Murray Prentice

Colin Grieve

Isabell Russell


Contents Page

Section 1

Introduction 3

Corporate Governance 3

Levels of Authority 3

PGC Structure 4

Business Approach 5

Situation appraisal 6

Section 2

Purpose of this club 7

Core areas for this club/business 7

Core aims & SMART objectives 8-11

Section 3

Initiatives 12-13

The one page plan 14

Section 4

Staff / Council/Volunteers 15

Training 15

Weekly Staff Meetings 15

Job Descriptions 16

Staff 16

Convenors 17-23

Section 5

Key Performance Indicators 24

Review Dates 24

On-going support & Review 24


SECTION 1

Introduction

Prestonfield Golf Club (PGC) was established in 1920. It is a scenic James Braid designed course situated in the heart of Edinburgh with the stunning backdrop of Arthur’s seat. Prestonfield is a course which has a challenging 6200 yard layout, easy walking and no severe hills. Our clubhouse was completed in 2003 and gives a great vista of both the course and Salisbury Crags. Our online booking system enables members to make advance bookings with ease and allows new members to become involved in both competitive and casual golf more quickly. The most significant improvement made to the club in recent years has been the extensive drainage work undertaken including re-laying the greens with a sand base and raising them to a USGA standard. This has resulted in the course remaining open and in great condition far more regularly than before. Corporate Governance This is “the system by which the club, which is a limited company, is directed and controlled”. It involves regulatory and market mechanisms, and the roles and relationships between the club's management, its council, members and other stakeholders such as staff and suppliers, and the goals towards which the club is being governed. The business plan itself sets the trend for the future, spelling out clearly the way forward for Prestonfield Golf Club and the structure that will help govern the club of council, committees and the members serving in them. Levels of Authority

The Council have agreed that there is a need for Levels of Authority to be introduced to Prestonfield Golf Club.

These Levels of Authority will be introduced forthwith with the following Levels agreed by Council in order to

safeguard both the club and employees.

Each department will have a pre-set authorisation limit as agreed by the Board of Directors, if there is a

requirement to spend more than the pre-approved limit then a second level of authorisation is required, all

authorised issues should be signed and dated by the relevant parties.

When expenditure exceeds a pre-set figure full board approval should be required, in addition, a member of

staff should not be allowed to approve any contract that will materially improve their own terms.

The levels of Authority are:

• The Secretary £300

• The Secretary plus the Director in charge of the particular department £600

• The Secretary plus either, The Captain, Vice-Captain or Financial Director £1000

• Any cost in excess of £1000, full board approval.

An email can be sent by the Secretary if there is an urgent need for a contract to be agreed that is over the

relevant limit and can be agreed up to board level authority provided there is enough Directors in favour of the

proposal.


Vice-Captain

Captain

Secretary

Admin Assistant

Director of Golf

Head G/K

Club Steward

Club Golf Team M+Hcp House Green Social Finance F+B MarketinLadies

Bar Manager

Bar Staff

Asst Head G/K

Green Keepers

X 4

Assistant Pro

PGC Structure

The structure below shows all the posts associated with the Prestonfield Golf Club including committees and

staff.

The New Club Structure is:-

Conveners and Committees


Business Approach Compared to many other golf clubs, we have adopted a more business-like approach to the management of the club, which has allowed us to turn an operating loss into a small operating profit. However, we need to continue to develop this approach if the club is to remain financially viable and continue to provide a course and clubhouse environment that can be enjoyed by members and visitors alike. This business plan allows the club to be more structured in its approach to the management and operation of the club. It provides council, members and staff with a clearly defined vision to work towards, while demonstrating to potential members, investors and visitors our vision and priorities for the future. This plan sets out our approach to delivering a thriving successful golf club by 2020 through the introduction of core strategies, objectives and initiatives via the various Convenors and their committees which will allow us to reach our goals. Our aim is to share this plan with everyone connected with PGC, its member’s, council and staff. We propose to do this through our monthly council meetings, three monthly, six monthly and annual reviews which will be produced both in paper copy and on our members’ page on our website www.prestonfieldgolf.co.uk. This document is confidential and should only be divulged to PGC members, council and staff.


Situation Appraisal

Issue and Trends The council has identified five clear issues that need to be addressed based on members’ feedback and analysis of the clubs accounts. These include:- - A steady decrease in membership numbers. - Bar seldom delivers a profit. - Reduced income from joining fees. - A lack of good practice facilities. - Increased expenditure on course vehicle maintenance, sand and seed. To assist in the development of the business plan we arranged a Members’ Forum which was attended by 57 members and from which a SWOT Analysis was developed. PGC now intends to hold regular members’ forums and to produce members’ satisfaction surveys to highlight specific topics within PGC, including but not exclusively covering Greens, Bunkers, Tees, Social Events and Food & Beverage provision.

We will advise the membership of the results of these forums and surveys with regular communications via newsletters, notice boards, email and on our members’ page of the website.

The key points from our situation appraisal are noted below.

SWOT Analysis

Strengths Weaknesses • Location • Scenery • Friendly members • Easy Walk • Sand based greens • James Braid design • Pro shop staff • Online booking system • Improved drainage •

• Course maintenance & presentation • Inconsistent levels of catering • Lack of practice facilities • Lack of younger members • Financial position • Reputation of drainage • Resistance to change • Lack of gents medals • Lack of members using the bar •

Opportunities Threats • 2014 Ryder Cup in Scotland • 2014 Commonwealth Games • Potential closure of nearby courses • Fuller use of existing assets e.g.

o committee room for meetings o wedding venue o car park o open area / practice area etc

• Social membership esp. for locals • Student membership re Pollock Halls

• Severe inclement weather • Loss of existing members • Other nearby courses especially re

pricing policies • Dilapidation of clubhouse • Lack of resources to maintain/develop

course • Not keeping up with technology • • • • •


SECTION 2

Purpose

Our aim is to provide the best golfing facilities possible, while ensuring the long term financial viability of the club. By doing this it will create and maintain a club environment that enhances the overall experience both on the course and in the clubhouse.

Core Areas of the business

Listed below in priority order are the areas of the business that are most important to our club at this time.

1. Governance 2. Golf Course

3. Membership Attracting & Retaining members

4. Financial Management

5. Customer service levels

6. Juniors

7. Ladies

8. Food provision

9. Other revenue sources

10. Practice Facilities

11. Beverage provision

12. Visitors

13. Club social functions

14. Competitive golf at our club

15. The Professional or Retail Department


Core Strategy

To be true to our clubs overall purpose listed above, we have defined our basic aim or strategy in each of the core areas of the clubs business as follows –

1. Our overall strategy for the Governance of the Club is –

To have a well run well governed Golf Club by 2020

Our 5 SMART objectives in this area of the business are –

To have clearly defined roles and responsibilities for all staff and Council Members by 30th November 2014

To introduce a well-structured and documented appraisal structure for staff and council members by 30th November 2014

Have a website that contains current information regarding functionality of the club 30th August 2014

Create a Communications policy for PGC which covers all areas including email, web, and posters etc.by August 2014

Introduce a Welcome pack for new members by April 2014

2. Our overall strategy for the Golf Course is –

To be one of the premier Golf destinations in Edinburgh by 2020


To produce regular course news and updates published at least monthly on members’ area of website www.prestonfieldgolf.co.uk by30th June 2014 instead of 3 monthly newsletters

Produce and publish for members’ area of the website a greens work plan for summer and winter by 30th September 2014

3. Our overall strategy towards Membership attracting and retaining members is –

To have a healthy, dynamic and sustainable membership by 2020


Retain 95% of total membership by 30th November 2014

Attract 15% new members each year by 30th September 2014 and every year thereafter until full membership is reached

Have a robust and transparent system for the management of membership data in place by 31st December 2014

4. Our overall strategy towards financial management of the club is –

To make the accounts accurate, transparent and timely


Produce statements on member’s page of the web by 30th September 2014

Produce budget for 2015 by 31st September 2014

5. Our overall strategy towards customer service at the club is –


To be recognised as one of the friendliest golf club in Edinburgh across all areas by 2020


Plan staff training programme to be trained in customer service by 30th November 2014

Set out clear defined service standards by 30th September 2014

6. Our overall strategy towards Juniors at the club is –

To develop our relationship with Clubgolf and achieve a vibrant junior section by 2020


Introduce additional training for juniors who progress from Club Golf by 31st August 2014

Increase number of coaches for Club Golf by 30th September 2014

Introduce Club Competitions for Club Golf and new juniors on training scheme by September 2014

7. Our overall strategy towards Ladies at the club is –

To have an active, dynamic and successful Ladies section by 2020


Develop a strategy and action plan, by 30th September 2014, on how to retain and attract new Lady Members and how to increase the numbers taking part in competitions

Develop a system that captures new lady members golfing history and ensure they have a welcome to the club by 30th September 2014

8. Our overall strategy for the provision of food at the club is –

To consistently deliver a quality catering service to agreed standards


Create House/Food & Beverage/Social Committee by 31st August 2014

Set down standards and achievable goals for efficiency and quality by 31st November 2014

9. Our overall strategy towards other revenue streams is –

To maximise the revenue potential of alternate streams of revenue


Produce a detailed report on alternate streams of revenue and viability by 31st October2014

Hire rooms at going rate by 31st December 2014 at least 20 times

Create Sponsorship of Tees, Holes and Boards at Clubhouse and web space by 30th September 2014

Explore Sale of available plot of land at Peffermill road to developers 30th September 2014


10. Our overall strategy towards practice facilities at the club is –

To create practice facilities which members can be proud of by October 2014


Produce development report regarding practice facilities by 31st October 2014

Create and build 2 new Practice Greens for Clubgolf including bunker and tees at Peffermill Rd practice area by 31st August 2014

Level Practice area tee area between3rd and 16th fairways by 31st July 2014 Produce Practice Calendar on website for practice availability in 2015 by December 2015

11. Our overall strategy for the provision of drinks at the clubs is –

To make the clubhouse a warm and welcoming to both members and visitors


Create House/Food & Beverage/Social Committee by 31st August 2014

Obtain a growth in overall bar turnover by at least 15% by 31st October 2014

12. Our overall strategy towards visitors at the club is –

To provide a platform to maximise visitor revenue by providing an enjoyable visitor experience


Identify Peak and Off Peak times to be made available to visitors by 31st Octoberr 2014

Develop a strategy document for increasing visitors’ revenue by 31st October 2014

13. Our overall strategy towards social functions at the club is –

To give the clubhouse a vibrant atmosphere on all social occasions


Consult members on their preferred social activities by 30th September 2014 using members’ forum and update website by 31st October 2014

Create regular activities and advertise on Website and notice boards by 31st August 2014

Produce calendar of Social events on Website by 31st August 2014

14. Our overall strategy towards competitive play is –


To strike an ideal balance in the calendar between competitive, fun and casual play


Develop a strategy document to satisfy the members playing requirements by 31st October 2014 using survey and/or members’ forum.

Develop 2 x fun and family competitions which includes non-members by 31st October 2014

15. Our overall strategy towards the professional is –

To utilise the knowledge and skillset of the professional team and to maximise their potential


Develop an annual appraisal scheme for the professional by 30th January 2015

Have a functioning Pro Shop that is well stocked and able to repair equipment by 31st August 2014

Have Golf Professional staff that is well informed and able to deal with members’ requests by 30th September 2014


SECTION 3

The previous section outlined our strategy statements and objectives. This section lists the initiatives that we hope will allow us to achieve those objectives. These initiatives may relate to one objective or it may assist us in achieving several. Each of these initiatives that we have identified has been assessed as to its financial cost, resource implications and overall impact for PGC. The initiatives are set out below in priority order of the core areas of the business that are most important to our club at this time.

Core area- Governance Initiative Introduce appraisal system for all staff and council members by 30th November 2014 Introduce job specifications and job descriptions for all staff and council members by 30th November 2014 Update new website to contain current information regarding functionality of the club by 30th August 2014 Create training for website and identify who will update website by 30th April 2014 Create information policy for all communications by 31st August 2014 Create welcome & information pack for new members on website by 30th April 2014 Core area- Golf Course Initiative Produce and publish work plan for greens staff for summer and winter on Website by 30th September 2014 Produce and publish regular course updates on website by 30th June 2014 Core area- Membership Attracting and retaining memb ers Initiative Create new member get member initiative 20% discount for member and new member for 2 years by April 2014 Hold Forum for all members by 31st October 2014 Hold open day for new members by 30th tSeptember 2014 Core area- Financial management Initiative Present membership information on members’ website. e.g. with relevant categories and related income by 30th September 2014 Create budget for 2015 by 30th September 2014 Core area- Customer Service Initiative Introduce Staff Training programme for Customer Service by 30th November 2014 Introduce Minimum Standards for Food & Beverage staff by30th September 2014 Core area- juniors Initiative Introduce additional training programme for juniors who progress from Club Golf by 31st August 2014 Introduce competitions for new juniors and Club Golf 30th September 2014 Increase coaches and arrange training for Club Golf by 30th September 2014 Core area- Ladies Initiative

Introduce a system that captures new lady members golfing history and ensure they have a welcome to the club by 30th September 2014 Create ways to increase numbers of lady members’ taking part in competitions by 30th September 2014


Core area- Food Initiative Hold a member’s forum/survey to provide feedback by 30th September 2014 Create Food & Beverage Sub Committee involve Bar Manager and Caterer by 31st August 2014 Core area- Other revenue streams Initiative Rent meeting room at going rate by 31st December 2014 at least 20 times Obtain quotes for new lockers and approach locker waiting list to ascertain whether they would be interested in buying their own locker by 31st August 2014 Create advertising for web, tees, Holes and boards 30th September 2014 Sell available land at Peffermill Road to developer – no. time scale Core area- Practice facilities Initiative Create and build 2 new Practice Greens for Club Golf / Members including Bunker and Tees at Peffermill Rd practice area by 31st August 2014 Level Practice area tee area between 3rd and 16th fairways July 2014 Create practice calendar for practice areas for 2015 by December 2014 Introduce recommendations from development report regarding Practice Facilities by 31st December 2014 Core area- Drinks Initiative Hold members forum/survey on Food & Drink to provide feedback by 30th September 2014 Create Food & Beverage Sub Committee involve Bar Manager and Caterer by 31st August 2014 Core area- Visitors Initiative Investigate third party booking portal on Freetime by 30th October 2014 Liaise with members using Forums and Surveys to Identify Premium and Off Peak Tee times for visitors that are acceptable to members by 30th October 2014 Core area- Social Functions Initiative Create regular activities and advertise on Website and Notice Boards by 31st August 2014 Use member forum/survey in 2014 to build social events around members’ preferences by 31st October 2014 Update Calendar on website to advertise Functions throughout the year by December 2014 Core area- Competitive Play Initiative Liaise with members using Forums and Surveys to identify members playing requirements 31st December 2014 Organise 2 x fun competitions by end of October 2014 Core area- Professional Initiative Prepare Appraisal system for Director of golf by 31st January 2015 Have a well-stocked and functioning Pro Shop that is able to carry our repairs to member’s equipment by 31sy August 2014 Ensure Golf Professional’s staff is well informed and able to deal with members’ and Visitors requests by 30th September 2014


THE ONE PAGE PLAN

Listed below is a one page plan prioritising our initiatives from section 3. These initiatives will be allocated to a respective Convenor or staff member who will be charged with the responsibility of ensuring that these initiatives are progressed. Each Convenor will provide a report to the council each month on how the plan is progressing. Our prioritisation is based on assessing the cost, resource implications and potential impact of each.

Initiative Convener Responsibility

On-going / Completed

Introduce appraisal system for all staff and council members by30/11/14 Captain ongoing

Introduce job specifications and job descriptions for all staff and council members by 30/11/14 Captain ongoing

Update new website to contain current information regarding functionality of the club by 30/08/14 Conveners & Staff ongoin g

Arrange training for website and identify who will update website by 30/04/14 Captain completed

Create welcome & information pack for new members on website by 30/04/14 Captain completed

Create information policy for all communications by 31/12/14 Marketing completed

Produce and publish work plan for greens staff for summer and winter by 31/05/14 Greens completed

Produce and publish regular course updates on website by 30/06/14 Greens ongoing

New member get member initiative 20% discount for member and new member for 2 years 04/14 Marketing completed

Hold Forum day for all members by 30/09/14 All Conveners ongoing

Hold open day for new members by 31/08/14 All Conveners ongoing

Review layout of financial information and publish on member’s website by 30/09/14 Finance ongoing

Present membership information on members’ website.31/08/14 Finance ongoing

Produce budget for 2015 by 30th September 2014 Finance ongoing

Introduce Staff Training programme for Customer Service by 30th November 2014 F & B ongoing

Introduce Minimum Standards for Food & Beverage staff by 30th November 2014 F & B ongoing

Introduce additional training programme for juniors from Club Golf by 31/05/14 Club Golf completed

Introduce competitions for new juniors and Club Golf 31/05/14 Club Golf ongoing

Increase coaches and arrange training for Club Golf by 30/09/14 Club Golf ongoing

Hold open days and welcome nights for new lady members by October 2014 Lady Captain ongoing

Create ways to increase lady members’ taking part in competitions by 31/10/14 Lady Captain ongoing

Create F & B Sub Committee involve Bar Manager and Caterer by 31/08/14 F & B ongoing

Implement communication programme for food & beverage events by 31/08/14 F & B ongoing

Prepare meeting room in clubhouse to useable, marketable condition by 31/03/14 House completed

Obtain quote for new lockers for waiting list offer members to use for 10 years by 31/08/14 Captain completed

Create 2 new Practice Greens including Bunker and Tees at Peffermill Rd by 31/08/14 Greens ongoing

Create advertising for web, tees, Holes and boards 30/09/14 Marketing completed

Sell available land at Peffermill Road to developer – no. time scale Captain ongoing

Level Practice area tee area between 3rd and 16th fairways June 2014 Greens completed

Update website with practice calendar for practice area at Peffermill Rd by 31/08/14 Club Golf / D.O.G. ongoing

Implement communication programme for food & beverage events by 31/08/14 F & B ongoing

Investigate third party booking portal on Freetime by 30/11/14 D.O.G ongoing

Use members forum and survey to identify premium times for visitors suitable to members 07/14 D.O.G ongoing

Free social membership to local businesses by 30/09/14 Social Convener ongoing

Use member forum/survey in 2013 to build social events 30/09/14 Social Convener ongoing

Update Calendar on website to advertise Functions throughout the year by31/12/14 Social Convener ongoing

Liaise with members using Forums and Surveys to identify if any new competitions, medals, opens etc. are wanted by 31st December 2014

Competition & Handicap Sec

ongoing

Organise 2 x fun competitions by end of October 2014 C & H Secretary completed

Prepare Appraisal system for D.O.G. by 31/01/15 Captain ongoing

Pro Shop Staff trained re members and visitor enquiries by 31/10/14 Director of Golf ongoing

Ensure Golf Pro staff is well informed and able to deal with members’ requests by 31/10/14 Director of Golf ongoing

Red = Behind Schedule or Not Started Orange = on schedule Green = completed


SECTION 4 The people we need to deliver this plan are: –

Core area Accountable Supported by

1. Governance Captain Council

2. Golf Course Greens Convenor Greens Committee

3. Attracting & retaining members Director of Golf Marketing Committee

4. Financial Management Finance Convenor Finance Committee/Secy

5. Customer service levels Captain House Committee

6. The Juniors Junior Convenor Club Golf Convenor

7. Ladies Lady Captain Ladies Committee

8. Food provision Food & Beverage Convenor House Committee

9. Other revenue sources Marketing Convenor Marketing Committee

10. Practice Facilities Director of Golf Greens Convenor/Club Golf

11. Beverage provision Food & Beverage Convenor House Committee

12. Visitors Director of Golf Marketing Committee

13. Club social functions Social Convenor House Committee

14. Competitive golf at our club Comp + Handicap Secretary Comp + Hcap Committee

15. The Professional or Retail Dept Director of Golf Professional’s Asst/Council

Training needs

PGC recognises that the people in the organisation are vital to its success. It is fully committed to developing all its employees in order to ensure that they are able to contribute to achieving the club’s objectives. PGC believes that the values of customer service, teamwork and excellence provide a challenge that all its employees should strive to meet. The Club Secretary, Director of Golf, Club Steward and Head Green Keeper should instigate a structured in house training programme for their staff.

This commitment applies to all employees who will:

- Understand their role and what is expected of them - Recognise how their role contributes to the aims of PGC - Have the opportunity to learn new knowledge and skills so as to perform both their current role effectively and

planned future roles successfully - Anticipate and prepare for the future changes and challenges created by the PGC’s initiatives. -

WEEKLY STAFF MEETING

A weekly staff meeting is to be undertaken by the Secretary and include the Director of Golf, Club Steward and Head Green keeper. Minutes should be taken of these meetings and issues brought up at next Council meeting. Copies of these minutes should be sent to relevant directors if any issues are brought up that may concern them or require them to be solved.


Job Specifications

PGC staff Job descriptions to be added here when co mpleted


GREENS CONVENOR Role The role of the Green Convenor is to liaise and work closely with the Head Greenkeeper to maintain and develop the golf course to the satisfaction of the club membership. The Course Manager / Head Greenkeeper and staff are fully involved in all decisions made in regard to equipment, machinery, budgets and course maintenance practices. The responsibility for the day-to-day management of the golf course should rest with the Course Manager / Head Greenkeeper operating to agreed policies Duties and Responsibilities In Conjunction with the Green’s Committee to formulate a Course Policy Document which should serve as an agreement between club and green staff in regard to how the course is to be managed and the expected standards of maintenance and presentation. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Arrange Annual Survey in November to membership on all aspects of the course throughout the last year. Identify problem areas and arrange with Greens committee and Head Greenkeeper ways of solving these to the members’ satisfaction. To set a budget on an annual basis to meet the aims and policies contained in the Course Policy Document. The budget should take account of the ‘historical’ level of spend and anticipated changes to the spend pattern. To produce, within the financial capability of the club, a ‘rolling’ programme in regard to replacement and purchase of new machinery to satisfy future needs. To devise a ‘rolling’ course improvement programme. To ensure that any changes to the course such as incorporation of bunkers, planting of trees are within the framework of the overall club policy and in the long term interests of the club and its members. To ensure that the staffing level is adequate to maintain the course in the condition, and to the standards set out in the Course Policy Document. Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met. General duties To liaise, on behalf of the Board or Committee of Management, with the Course Manager/ Head Greenkeeper on all matters relating to the management, maintenance and development of the course. To oversee the maintenance and presentation of the course to ensure that the expected standards are achieved and agreed policy implemented. Chair meetings of the Green Committee at appropriate intervals. Report to the Committee of Management at regular intervals on matters affecting the course and its management. To meet regularly with the Course Manager / Head Greenkeeper, generally at least once per week, as many meetings as possible to be held on the course, so that current conditions and problems can be viewed and discussed. To monitor on a monthly basis green spend against budget and investigate any variances. To advise the Match Committee, or equivalent body of the existence of such playing or other conditions on the course which require protection by local rule or otherwise. To oversee the implementation of the Winter Programme and any other alterations to the course authorised by the Committee of Management. To ensure that the policies in regard to course closure and the use of winter greens and other protective measures are consistently applied. Communication Members must be informed of any application of a chemical substance with a hazard to health. It is important that members are aware of the fact that to maintain a golf course to the desired standard, work has to be undertaken at times that will cause inconvenience and disruption to play. To minimise frustration and adverse comment members should be advised in advance of any course maintenance operation that is likely to disrupt play e.g. vertidraining, hollow coring and top dressing applications. The contents of major projects such as the Winter Programme should be communicated to the club members for information by newsletter, via the Club Website and/or via club notice board. Documents such as the Course Policy Document and Environmental Management Plan if appropriate should be made available to the club membership.


Members should be made aware of the club arrangements to discharge its obligations to Health and Safety legislation and any safety matter that could affect them personally. To educate members in matters affecting the golf course, consideration should be given to holding, from time to time, an ‘open forum’ with members. Course closure It is prudent to have clear responsibilities laid down in regard to closure of the course and its re-opening. It is recommended that during the working week this is the responsibility of the Course Manager/Head Greenkeeper. At weekends and staff holidays it should be the responsibility of the Green Convenor or nominated Committee Member, operating to guidelines determined by the Course Manager/Head Greenkeeper. (A consistent interpretation of the conditions affecting course closure/opening is key). In the event of closure, notice(s) should be displayed in a prominent position(s) to inform members and should, where practically possible, indicate the time of the next course inspection. A log should be kept of dates of course closure and the reason. This provides factual evidence of ‘problem areas’ on the course possibly requiring rectification. Competition days A policy should be defined identifying the extent of course preparation for competition days e.g. greens cut either on the morning of the competition or cut during the preceding day and ‘switched’ before play commences to remove surface water. Under normal circumstances it should be the expectation that new holes will be cut for each competition. In the event of an unfavourable weather forecast holes should be positioned on higher ground. Bunkers should be raked and the presence of flagsticks and tee markers checked. Greenstaff should be made aware that in compliance with the Standard Scratch Score and Handicapping requirements no tee marker should be more than 10 yards in front of the Distance Point and the total reduction in playing length must not exceed 100 yards.


HOUSE CONVENOR Role The role of the House Convenor is to ensure that Prestonfield Golf Club and Associated buildings are in good working order and a fit state of repair. Duties and responsibilities Liaise and work closely with the Club Secretary, Social Convenor and Food & Beverage Convenor to ensure that the Clubhouse and Associated buildings are working properly. Arrange for any repairs to the Clubhouse and Associated buildings to be carried out. Carry out and Annual Inspection of Clubhouse and Associated buildings Chair meetings of the House Committee which includes Social and Food & Beverage Convenors at appropriate intervals. Consult with members if necessary regarding assistance to repair Clubhouse and Associated buildings. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Advise members by notices’/email or web of changes/improvements and any substantial work being carried out on Clubhouse and Associated buildings Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met. SOCIAL CONVENOR Role The role of the Social Convenor is to ensure that Prestonfield Golf Club makes full use of its function suite by arranging various functions throughout the year to maximise its earning potential. Duties and responsibilities Liaise and work closely with the Club Secretary, Social Convenor and Food & Beverage Convenor regarding social events booked throughout the year. Arrange Quiz nights, Dinner dances, Karaoke night’s, Fireworks evenings, Children’s Christmas party and New Years Dinner Dance as appropriate throughout the year in association with the Food & Beverage Convenor and House Committee Attend meetings of the House Committee which includes House and Food & Beverage Convenors at appropriate intervals. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Advise members by notices’/email or web of functions held in the Clubhouse throughout the year Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met.

FOOD & BEVERAGE CONVENOR

Role The role of the Food & Beverage Convenor is to liaise and work closely with the Club Secretary, House Convenor, Club Steward and Social Convenor to maximise the earning potential of Prestonfield Golf Club. Ensure that the bar and catering provides a good standard for its members, guest, social members and visitors. Duties and responsibilities Attend meetings of the House Committee which includes Social and House Convenors at appropriate intervals. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Advise members by notices’/email or web of any changes to the bar (includes prices rises, new beers etc) and catering (includes special lunches/dinners, funerals, weddings and private party bookings) when facilities are unavailable or restricted. Formulate a clubhouse policy document which should serve as an agreement between club and staff in regard to how the clubhouse is to be managed and the expected standards of customer service and food and drink presentation FINANCE CONVENOR


Role The role of the Finance Convenor is to liaise and work closely with the Club Secretary on all financial matters of Prestonfield Golf Club. Assist in the setting a budget for the Club and Department heads. Duties and responsibilities Monitor budgets and ensure that they remain on target. Advise departments heads if budgets over target Ensure accounts are prepared timeously. Liaise with accountant throughout year to ensure financially prudent Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. CLUBGOLF CONVENOR Role The role of the Clubgolf Convenor is to liaise and work closely with the Junior Convenor to ensure the junior section thrives and grows. Ensure that all trainers are trained to the appropriate level and comply with all relevant legislation regarding working with children (includes Disclosure Scotland etc). Duties and responsibilities Arrange training dates throughout the year for Clubgolf Liaise with Clubgolf Co-ordinator on a regular basis Ensure that all available grants for Clubgolf and Junior activities have been applied for Co-ordinate Clubgolf with rest of trainers ensuring that all relevant training done. Arrange for all participants of Clubgolf and parents made aware of fee and entrance to Prestonfield Golf (includes all offers and social membership). Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met. MARKETING CONVENOR Role Investigate ways to increase and retain membership at Prestonfield Golf Club. Identify sponsorship opportunities (includes Corporate memberships, private sponsorship e.g. Sainsbury’s etc). Identify new revenue streams. Duties and responsibilities Arrange meetings of the Marketing Committee at appropriate intervals. Chair meetings of the Marketing Committee at appropriate intervals. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Arrange for Surveys to be carried out on a regular basis with the membership.


TEAM MANAGER

Role Ensure that PGC is represented in Edinburgh Summer and Winter leagues. Make arrangements to ensure team members are advised of date and time they are due to play. Ensure that you have a squad of players keeping them advised and that they act appropriately whilst on PGC business Duties and responsibilities Arrange team matches for summer and winter leagues. Arrange dates for matches ensuring that team members are advised of arrangements prior to match. Attend Edinburgh Summer and Winter league AGM’s Arrange match dates with other team matches as appropriate Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Attend monthly meetings of Committee. Update web with team match results/league positions as appropriate Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met.

LADY CAPTAIN

Role To organise, run and develop the Ladies Section of Prestonfield Golf Club, working with relevant members of the Ladies Committee and the Club’s Management Committee Duties and responsibilities Chair regular meetings of Ladies Committee. Liaise with new Lady Members. Communicate and update Lady Members Prepare a report to the Club’s Committee of Management by the Wednesday prior to its monthly meeting on the activities, initiatives and successes of the Ladies Section, as well as progress on relevant Club Business Plan initiatives. Liaise with Lady Treasurer re financial reports for Club’s Committee of Management Liaise with Ladies Team Selector to ensure Prestonfield G.C. is appropriately represented at all relevant Morrison Millar and inter-club team matches and attend, as appropriate. Liaise with Ladies Handicap Secretary re fixture list, draws and ladies competitions. Liaise with Ladies Opens Secretary re organisation of the Ladies Open Tri-Am, Henderson Loggie Open Greensomes, Senior Ladies Greensomes and Open Mixed Foursomes. Attend monthly meetings of the Club’s Committee of Management. Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiatives set are being met.


MATCH & HANDICAP SECRETARY Role To organise and administer stroke play and match play competitions for the benefit of club members and allot and maintain handicaps in accordance with CONGU®UHS Duties & Responsibilities Attend all committee meetings organised for the council Monitor Business Plan for Monthly, 3 Monthly, 6 Monthly and Annually. Make sure that plan is on target and ensure initiative set are being met. Prepare a report to the Committee of Management by Wednesday prior to monthly committee meetings Allot and maintain Handicaps in accordance with Unified Handicapping system. Ensure as far as possible, that all cards taken out in a qualifying competition are returned including incomplete cards. At the conclusion of each qualifying competition calculate a competition scratch score and adjust handicaps as appropriate. Post on club notice board, or communicate by similar means, all changes to members playing handicaps immediately they are made. Ensure that a list of members’ current playing handicaps is available in a prominent position in the clubhouse. Where the club is the player’s home club, maintain a handicap record sheet for each member that includes all information on all qualifying competitions played. The handicap record sheet, as a minimum, should contain all scores returned in the current and previous year. Ensure that the player handicap information, i.e. the handicap record and the summary of scores complies with the requirements of Appendix 1 of the CONGU® UHS. Ensure scores are recorded immediately after completion of each qualifying competition at the home club or after the reporting of a qualifying score returned elsewhere. Provide a procedure for members to notify away scores. When a player changes his/her home club copy the record sheet to the new home club. Carry out an Annual review of the handicap of all members. Exercise powers to adjust handicaps following the Annual review or by a general play adjustment. Advise players of changes to handicap when Annual review or general play adjustments have been made. Lapse (*) handicaps as directed by the Scottish Golf Union. Specify the conditions for obtaining a handicap including the conditions by which a player with a starred (*) handicap may have a ‘CONGU’ handicap re-allocated. Specify the ‘Preferred Lies’ period in compliance with the Preferred Lies section of the UHS and provide a Local Rule for its implementation. Stroke play competitions Make suitable arrangements for competition entry and allocation of starting times. Determine the Conditions of the Competition including, starting groups, starting intervals, handicap limitations if appropriate (and handicap allowance e.g. Four Ball Better Ball.) Notify entrants if competition is Non-Qualifying for handicap purposes. This must be done before play commences and only be in ‘exceptional circumstances’. Determine procedure for a player late for his/her allotted starting time. Define procedure in the event of a tie e.g. better inward half, followed by better last sic holes, last three holes etc. Determine who has the authority for suspension of play or abandonment of a competition in the event of adverse weather and a define procedure (Rules of Golf 6-8). The procedure should include the method by which competitors are made aware of dangerous playing conditions such as lightening e.g. by the sound of a siren. Where appropriate, determine the procedure for running a competition by computer including starting and closing down practices. If necessary establish disciplinary procedures for players failing to discharge their obligations to the handicapping system e.g. failing to return scores recorded away from home club and more seriously making false returns.


Consider sanctions to be taken against players failing or refusing to enter scores into the computer, regularly failing to return scorecards on completion of a qualifying round, or regularly failing to turn up for a booked competition start time. Make arrangements to facilitate the reconciliation of entry list with cards returned, so that ‘No Returns’ are identified. Encourage all players to enter their gross scores for all holes completed on the computer, where applicable, even if they are recording a No Return. Simply entering an NR for every hole could potentially have an adverse effect in determining the players Median Gross Differential in the Annual Review process. Establish competition winners ensuring that a check on winning cards is carried out i.e. has the player played from the correct handicap, are scores properly recorded and has the player and marker signed the card. Calculate handicap changes and display up to date handicap list. Retain all scorecards until the end of the current playing season. Match play events Establish entry fee, provide entry sheet and identify entry closing date. Make draw and specify completion dates for each round. Specify who has responsibility for arranging the tie/match. Determine policy for extension of closing date in the event of players failing to play within specified period e.g. application in writing with extenuating circumstances explained. It is important that the policy is consistently and fairly applied. Determine procedure in event of match finishing all square. Advise handicap differentials to be used. Specify and special arrangements. (Some clubs require that the finals of all match play competitions be played on a designated date e.g. Finals Day). Consider procedures in the event of a tie, including stroke allowance implications. Other duties Report on Match & handicap matters at Club Committee meetings. Draw up and have approved by Committee, the programme of events and competitions prior to plating season. In conjunction with the Greens Convenor, make such temporary Local Rules as may be necessary from time to time. Wherever possible, Local Rules should follow recommended wording contained within the Rules of Golf (Appendix 1, Part B). Where appropriate, arrange for a starter in club competitions and define his/her duties and responsibilities. Where appropriate ensure that club competition results are reported to the newspapers or club website. In Mixed Foursomes events specify who plays from the first tee. Make timely returns, of Annual National Handicap Audit data when requested. Inform members of the significance of the Stableford/Nett Double Bogey Adjustment. Ensure all qualifying competitions are played from a measured course as defined by the Unified Handicapping System and with due regard to the definition of a Competition Tee. Inform the Union of course alterations, particularly length changes (increases and decreases) that may impact on the allotted Standard Scratch Score.


SECTION 5

From the SMART objectives set in this plan, we will keep score of our progress and have selected 4 key indicators to monitor as follows:–

Key Performance Indicators

Prestonfield GC Edinburgh City Edinburgh Area National

SO 1 – Governance- March 2014 71.4% 75.6% 75.6% 76.25

Increase % score by 5% and to stay above national a verage thereafter

SO 2 - Golf Course- 84.3% 78.9% 78.9% 82.7%

Increase % score by 1% and to stay 2% above nationa l average thereafter

SO 3 – Membership – PGC March 2014 PGC October 2014

Full members 342

Under 31 32

Retain 95% of membership by October 2014 attract 15% new members each year till full membership attained.

SO 6– Juniors 65

Retain 95% of Juniors by October 2014 attract 15% new Juniors each year.

This data will be made available to PGC Council, Staff, Members on members’ page of Web. Monthly or as per review date by email to members posted on notice board and by PDF on our Website www.prestonfieldgolf.co.uk .

Review dates.

Monthly Council Meeting from Mar 2014 to Dec 2014

April, October 2014 Business Plan Committee meeting 2014 Quarterly Review

July 2014 Business Plan Committee meeting Six Monthly Review

Jan 2015 Business Plan Committee meeting Annual Review

Ongoing Support and Review.

The SGU Development Officer has assisted PGC with the first of our Member forums and will continue to help throughout the process.

Thanks to the SGU for organising a Business Plan workshop that PGC attended at Stirling Management Centre on 12th November 2012.

Thanks to the SGU development Team for assisting us with our Marketing and arranging a meeting with a leading marketing professional in September 2013 to assist us with our revenue schemes including retaining and increasing members

This Business Plan is intended to be a work in progress and be subject to continual monitoring and change. However, we will review this Business Plan at the first council meeting after each AGM held in January.

This plan has been produced for the benefit of PGC and its members. It will not succeed unless we have the support of everyone involved. We have set up several Committees to enable us to reach our goals and each committee is supported by a Convenor who is a member of PGC council. However, to make this a success these committees need assistance from our membership. If anyone feels they have any of the following: - time, skills or knowledge to assist these committees the Council would be delighted to hear from you.

Prestonfield Golf Club Business Plan · and from which a SWOT Analysis was developed. PGC now...

Documents

Transcript of Prestonfield Golf Club Business Plan · and from which a SWOT Analysis was developed. PGC now...