Prestonfield Golf Club

Business Plan

For the period: 2013/2020 7 Year Plan

Produced by:Mev WelshDate: 22/07/13 Rev 22/08/14

Rev 06/05/15 Rev 22/11/16

Graeme Ballantyne

Murray Prentice

Colin Grieve

Isabell Russell

Scott Clark

Contents Page

Section 1

Introduction3

Corporate Governance3

Levels of Authority3

PGC Structure4

Business Approach5

Situation appraisal6

Section 2

Purpose of this club 7

Core areas for this club/business 7

Core aims & SMART objectives 8-11

Section 3

Initiatives12-13

The one page plan14

Section 4

Staff / Council/Volunteers 15

Training 15

Weekly Staff Meetings15

Job Descriptions16

Staff16

Convenors17-23

Section 5

Key Performance Indicators24

Review Dates 24

On-going support & Review24

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

Thisis “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 otherstakeholderssuch 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.

PGC Structure

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

The New Club Structure is:-

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 proposeto 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

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 levelsof 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
  • Potential closure of nearby courses
  • Fuller use of existing assets e.g.
  • committee room for meetings
  • wedding venue
  • car park
  • open area / practice area etc.
  • Social membership esp. for locals
  • Student membership re Pollock Halls
  • 2015 Open St Andrews
  • 2015 Scottish Open Gullane
/
  • Severe inclement weather
  • Loss of existing members
  • Other nearby courses especially repricing 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
  1. Golf Course
  2. Membership Attracting & Retaining members
  3. Financial Management
  4. Customer service levels
  5. Juniors
  6. Ladies
  7. Food provision
  8. Other revenue sources
  9. Practice Facilities
  10. Beverage provision
  11. Visitors
  12. Club social functions
  13. Competitive golf at our club
  14. 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 3 SMART objectives in this area of the business are –

To have clearly defined roles and responsibilities for all staff and Council Members

To introduceawell-structured and documented appraisal structure for staff and council

Continually review and update all written communication to members including update of notice boards and website.

  1. Our overall strategy for the Golf Course is –

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

Our 3 SMART objectives in this area of the business are –

To produce regular course news and updates published at least monthly on members’ area of website

Produce and publish on members’ area of the website a greens work plan for summer and winter.

Upgrade the remaining 5 Greens to USGA standard.

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

To have a healthy, dynamic and sustainable membership by 2020

Our 3SMART objectives in this area of the business are –

Retain 95% of total membership in 2015See KPI for FiguresSee Section 5

Attract 15% new members each year in 2015 and every year thereafter until full membership is reachedSee

KPI for FiguresSee Section 5

Have a clear documented strategy for encouraging new members in all categories.

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

To make the accounts accurate, transparent and timely

Our 2 SMART objectives in this area of the business are –

Produce monthly statementto Council of all financial accounts

Produce budget for 2016

  1. 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

Our 2 SMART objectives in this area of the business are –

Create staff training programme to be trained in customer service.

Set out clear defined service standards for catering and bar

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

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

Our 3 SMART objectives in this area of the business are –

Introduce additional training for juniors who progress from Club Golf

Increasenumber of coaches for Club Golf

Introduce Club Competitions for Club Golf and juniors on training scheme

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

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

Our 2 SMART objectives in this area of the business are –

Attract new Lady Members using business networking and connections with Club Golf and the Junior Girls

Encourage membership retention by keeping in regular contact with new members and devise a social programme to ensure all members feel part of a welcoming club

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

To consistently deliver a quality catering service to agreed standards

Our 2 SMART objectives in this area of the business are –

Create regular Catering functions for members and advertise on Notice Boards and Website.

Set down standards and achievable goals for efficiency and quality

  1. Our overall strategy towards other revenuestreams is –

To maximise the revenue potential of alternate streams of revenue

Our 4SMART objectives in this area of the business are –

Produce a detailed report on alternate streams of revenue and viability.

Hire rooms at going rate at least 20 times per annum.

Create Sponsorship of Tees, Holes and Boardsat Clubhouse and web space.

Explore Sale of availableplotof land at Peffermill road to developers

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

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

Our 3SMART objectives in this area of the business are –

Produce/update development report regarding practice facilities

Improve Practice area tee area between3rd and 16thfairways.

Produce Practice Calendar on website for practice availability.

  1. 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

Our 2 SMART objectives in this area of the business are –

Identify drinks that members require and introduce new products.

Obtain a growth in overall bar turnover by at least 15% See KPI figures See Section 5

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

To provide a platform to maximise visitor revenue by providing anenjoyable visitor experience

Our 2 SMART objectives in this area of the business are –

Identify Peak and Off Peak times to be made available to visitors

Develop a strategy document for increasing visitors’revenue

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

To give the clubhouse a vibrant atmosphere on all social occasions

Our 3 SMART objectives in this area of the business are –

Introduce Social nights that tie in with Catering Dinners for members etc.

Create regular activities and advertise on Website and Notice Boards

Produce calendar of Social events on Social Notice Board and Website

  1. Our overall strategy towards competitive play is –

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

Our 2 SMART objectives in this area of the business are –

Develop a strategy document to satisfy the members playing requirements using survey and/or members’ forum.

Develop fun and family competitions which includes non-members

  1. Our overall strategy towards the professional is –

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

Our 3 SMART objectives in this area of the business are –

Develop an annual appraisal scheme for the professional.

Have a functioning Pro Shop that is well stocked and able to repair equipment.

Have Golf Professionals staff that are well informed and able to deal with members’ requests.

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

Introduceappraisal system for all staff and council members

Introduce job specifications and job descriptions for all staff and council members

Update all written communication to members including update of notice boards and website

Core area- Golf Course

Initiative

Produce and publish on members’ area of the website a greens work plan for summer and winter. Produce regular course news and updates published at least monthly on members’ area of website Upgrade the remaining 5 Green to USGA standard.

Core area- Membership Attracting and retaining members

Initiative

Create new member get member initiative

Hold Forum for all members

Hold open day for new members

Core area- Financial management

Initiative

Produce monthly statementto Council of all financial accounts Produce budget for 2016

Core area- Customer Service

Initiative

Introduce Staff Training programme for Customer Service

Introduce Minimum Standards for Food & Beverage staff

Core area- juniors

Initiative

Introduce additional training for juniors who progress from Club Golf Introduce Club Competitions for Club Golf and juniors on training scheme Increasenumber of coaches for Club Golf

Core area- Ladies

Initiative Use business networking and connections to attract new Lady Members with Club Golf and the Junior Girls by Encourage membership retention by keeping in regular contact with new members and devise a social programme to ensure all members feel part of a welcoming club

Core area- Food

Initiative

Create regular Catering functions for members and advertise on Notice Boards and Website. Set down standards and achievable goals for efficiency and quality

Core area- Other revenue streams

Initiative

Hire rooms at going rate at least 20 times annually Create Sponsorship of Tees, Holes and Boards at Clubhouse and web space Sell available land at Peffermill Road to developer – no. time scale Produce a detailed report on alternate streams of revenue and viability.

Core area- Practice facilities

Initiative

Produce/update development report regarding practice facilities Improve Practice area tee area between 3rd and 16th fairways. Produce Practice Calendar on website for practice availability

Core area- Drinks

Initiative

Obtain a growth in overall bar turnover by at least 15% Identify drinks that members require and introduce new products.

Core area- Visitors Initiative Investigate third party booking portal on Freetime Identify and Provide Peak and Off Peak times to be made available to visitors Develop a strategy document for increasing visitors’ revenue

Core area- Social Functions

Initiative

Create regular activities and advertise on Website and Notice Boards Introduce Social nights that tie in with Catering Dinners for members etc. Produce calendar of Social events on Social Notice Board and Website

Core area- Competitive Play

Initiative

Develop a strategy document to satisfy the members playing requirements using survey and/or members’ forum. Develop fun and family competitions which includes non-members

Core area- Professional

Initiative

Develop an annual appraisal scheme for the professional. Have a functioning Pro Shop that is well stocked and able to repair equipment Have Golf Professionals staff that are well informed and able to deal with members’ requests.

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. Ourprioritisation is based on assessing the cost, resource implications and potential impact of each.