Tulliallan Business Plan 1

Tulliallan Golf Club
Business Plan
For the period Nov 2015 Nov 2020
Version V.3
December 2015
Business Plan: Document Change Control

Version
Date
Prepared /
Updated By:
Version V.1
October 2015
Version V.2
October 2015
Club Council / Ian

Evans (SGU)
S.Lockhart
(One page plan
updated)
(Committee roles
added)
Version V.3
December 2015
S.Lockhart
(Pro Job description
added)
Version V.3
December 2015
Contents
Page
1. WHERE ARE WE NOW?

Introduction
Situational Analysis
4
5
2. WHERE ARE WE GOING?

Our Clubs Purpose
Core Areas of our Club
10
10
3. HOW ARE WE GOING TO GET THERE?

Golf Course
11
Attracting & Retaining Memberships
Governance & Financial Management
Customer Service Levels
Visitors
14
Bar & Catering
12
13
14
15
4. WHO IS ACCOUNTABLE?
Staff & Volunteers
Training
16
16
5. HOW WILL WE KNOW WE ARE THERE?

Keeping Score
17
The One Page Plan
18
Appendices
19
1. Historical Financial Analysis
2. Member budget numbers 2016
3. Committee roles & responsibilities
4. Professional Job Description
5. Completed one page plans
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Section 1: WHERE ARE WE NOW?

Introduction
Tulliallan is one of the oldest golf clubs in Scotland, having been founded
in 1902, and it is easy to get to, just 40 minutes from Glasgow and
Edinburgh. Set in spectacular woodland adjacent to the Tulliallan Estate,
with scenic views of the River Forth, Ochil Hills and the Forth Valley.
The course is leased from Fife Council with the club owning the clubhouse
and fittings. In addition the practice area is leased from a local farmer.
Tulliallan Golf Club is a Private Members club with the legal status of an
Unincorporated Association.
Our Clubs priority is to serve the interests of its members, albeit one
which operates within the discipline of a business plan, to provide focus for
achieving the maximum benefits to the members. Our members are our
priority and we are mindful of any business decision which may impact
adversely on the Members.
The Scottish Golf Union (SGU) predicts by 2016 50% of all golf will be
played by nomadic non-members. Commentators suggest the shift in
culture coincides with the removal of joining fees and the availability of
cheap golf through social media applications.
We have seen other clubs offer golf membership at heavily discounted
prices. This is not a long-term solution. On the other hand increasing
membership fees year-on-year to meet budget requirements is not
sustainable and we need to cut out waste, reduce fixed overheads and
maximise income to sustain our long term future. The club also needs to
set aside sums from its annual budget to designated reserves to fund
unforeseen events.
Maintaining the quality of the course and the fabric of the club house is
essential. However, we need to react to the changing culture of
membership and consider how budgets can react to variable income
streams.
The business plan will be reviewed by the Committee on a quarterly basis
to ensure we keep focus of our objectives and have the ability to react
quickly to change.
This Business Plan is designed to ensure that we give our Members what
they want resulting in ever improving Membership attraction/retention
levels and aspiring to be the most popular golf club in Clackmannan and
Falkirk areas. The timescale of the plan is currently one to five years, it is
not intended to be a quick-fix, but the intention is that it will be constantly
updated.
This plan is to be presented to the members for adoption at the 2015
AGM.
Members will be kept updated on the progress of the plan by email, club
notice boards and Newsletter.
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After approval the plan will be available to Council and Members, but it
can also be made available to our bankers, sponsors and general public.
Situational Analysis
Understanding our clubs situation is an important part to help plan its
future. By undertaking these exercises we understand where the Club is,
and which direction it should go.
SWOT Analysis (Strengths, Weaknesses, Opportunities,

Threats)
Our SWOT analysis is designed to identify what we are good at, what we
can do better, as well as the things which may have a positive or negative
impact on our Club. This is our Clubs SWOT which includes the input from
our Member Forum:
Strengths
Challenging course
Condition of course
especially greens
Best in area
Location Motorway
links
Good Reputation
All year round
playability
Visitor friendly
Choice of memberships
Sociable environment
Good catering
We have a professional
Good practice facility
Very friendly ladies
section
Weaknesses
Opportunities
Course condition
Location
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Lack of junior
members
Lack of investment
capital for clubhouse
facilities, members
and visitors
Underuse of
clubhouse too many
car park members.
Location means you
need to drive
Member retention
Balance of senior
members vs ordinary
members
No course
development plan
Poor first impression on
arrival
Lack of customer service
in pro shop
Bunkers inconsistent
No online booking
Bar prices too high
Apathy of membership
Dining room lacks view
Threats
New drink / drive

legislation
5 5 5
Grow Female
Membership
Better use of social
media and email for
contact with members
and visitors
Other sports
Finances
Work / life balance
Weather
More of / Less of
Every club has things that they would like more of, and things that they
would like less of. This is our list:
More of
Less of
Long Term Members

More members willing to
help areas of the club
Constant Cash Flow
Members using the
facilities more often
Members paying fees on
time
Juniors
Community engagement
Members leaving
Negativity and
whingeing
Unnecessary expense
Competitors Analysis
The market competition that our club faces is much more than just other
golf clubs. Here is the competition we have identified in our Clubs
marketplace:
Direct Competitors / Rivals

Alloa
Braehead
Glenbervie
Carmuirs
Falkirk Tryst
Pitfirrane
Pitreavie
Canmore
Customer Bargaining Power
All clubs offer special deals
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New Entrants
No new courses?
Threat of Substitutes
Alternative sports
6 6 6
No joining fees at clubs

2 for 1 vouchers
Supply / demand too many
clubs
PEST Analysis (Political, Economic, Social, Technological)

Our PEST analysis helps us understand the external factors which impact
upon our club. These fall into four different areas:
Political
Equality act
Fife council
Community council
Employment law
Heath and safety legislation
Data protection legislation
Economic
Social
Demographic profile of
membership
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Decreasing disposable
incomes
Staff costs
Cost per round
Inflation rates
Interest rates / cost of
borrowing
Credit availability
Technological
Use of Social media

increasing
7 7 7
Work patterns
Work life balance
Alternative attractions for
young people
Internet
Need to have an up to date
website
Financial Analysis
To get an understanding of our clubs financial situation we have
completed a Financial Analysis Spreadsheet (see appendices). Using the
information in this we have identified a number of noteworthy recent
financial trends at our club:
Recent Financial Trends at our Club

1.
2.
3.
4.
5.
Decreasing membership income

Increasing proportion of senior members
Increasing visitor income over last 2 years
Operating deficit for a number of years
Negative cash flow over a number years requiring an overdraft
facility to cover
To take this opportunity to identify up to 8 future financial targets that the

club must achieve as part of this plan:
Future Financial Targets at our Club

1.
2.
3.
4.
5.
6.
7.
Income from membership subscriptions to exceed 230,000 on an

annual basis
Increase or maintain visitor revenue at no less than 60,000
Senior members fees to be 90% full fees by 2020
Avoid exceeding 600 threshold on full member fees for as long as
possible.
Review all services to reduce expenditure by 10%
Increase non golf income streams (eg bar / restaurant) to be 15%
of total income
Develop a 5 year rolling investment plan for course and clubhouse
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Section 2: WHERE ARE WE GOING?

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Purpose
We have chosen the words that featured most prominently in our
Situational Analysis to create a statement of why our club exists, our Club
Purpose:
Tulliallan provides an excellent all year round

golfing experience for
members and visitors in a welcoming and friendly
environment, with a variety of membership options
to suit a modern lifestyle
Golf Club Core Areas
With our club purpose at the centre of everything we do, we have
identified the most important parts of our golf club our Core Areas.
Core Area of our Club

The Course: Maintenance of a high quality course using
highly professional green keeping staff.
Attracting and Retaining Members: Our members
are the core lifeblood of our club and we will act to attract
and retain them to provide stability to our Club.
Finance and Governance: Club managed in
professional manner with an effective and efficient
management structure which operates in a business-like
manner in line with our purpose.
Customer Service: A friendly and welcoming
environment to be maintained for both members and
visitors.
Visitors: We are a Club who make visitors feel welcome
and we manage our visitor bookings in such a way that
our members can still get a good selection of tee times
on any day of the week. Revenue from visitors being
utilised to the benefit of club members.
Bar & Catering Services: To have an appealing and
profitable bar and catering service which creates a
vibrant Clubhouse atmosphere.
Section 3: HOW ARE WE GOING TO GET THERE?

This section is how our Club will achieve its purpose. For each of our Golf
Clubs Core Areas, we have identified:
A Strategy Statement: How this core area will contribute to our overall
Club Purpose.
SMART Objectives: What we are seeking to achieve in this Core Area.
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Initiatives: The ideas which will help us achieve our SMART

Objectives.
Note: SMART = Specific, Measurable, Achievable, Realistic and
Timed.
Core Area 1
The Course
Strategy Statement
Maintenance of a high quality course using highly
professional green keeping staff. We will provide a high
quality course ensuring that all levels of golfer will have an
enjoyable experience.
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
Achieve greater than 85% member satisfaction score annually

Operate within annual budget year on year
Keep course closures to a minimum throughout 2016.
Increase communication on course work / condition to members
Ongoing bunker review winter 2015/16 with the objective of better
bunker consistency over the course by May 2016.
Initiatives
1. A 5 year course development plan to be prepared.
2. Captain to include Head Green keeper in budget preparation
process.
3. Monthly staff meetings between Greens Convener and staff to

improve communication to Greens staff.
4. Staff Appraisals to be done with Green Staff and an Appraisal to be

5.
6.
7.
8.
9.
carried out on Head Greenkeeper.

Carry out members survey
Monthly newsletter to members
New tee signage to be costed
Bunkers prepared for new season
Daily communication between greens team and new professional
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Core Area 2
Attracting and Retaining

Members
Strategy Statement
Our members are the core lifeblood of our club and we will
act to attract and retain them to provide stability to our
Club.
SMART Objectives
Review all membership categories in order to make them more

appropriate to a wider audience.
Carry out an annual members survey.
Increase junior membership to retain a core number of 25 across
the various age groups each season.
Initiatives
1. Establish flexible membership categories.
2. Review membership demographics to ensure income levels
maintained as more become senior members.
3. Establish an exit survey.
4. Introduce a new members induction pack.
5. Gather members concerns via collation of survey info.
6. Improve communications to members.
7. Hold at least two Open Days or events per season to attract new
members.
8. Junior development programme to be developed over next 3 years.
9. Benchmark membership fees with competitor clubs.
10.
Introduce a Pay as You Play membership category
11.
Capture email information from all members to ensure future
communications, including fee notes are issued electronically
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Core Area 3
Finance and Governance
Strategy Statement
Club managed in professional manner with an effective and
efficient management structure which operates in a
business-like manner in line with our purpose. Continually
review the clubs expenditure and income ensuring that we
are getting the best value for money and exploiting all
possible revenue streams
SMART Objectives
Monthly updates on income, expenditure and cash flow forecasts to

be prepared for the Club Council.
All expenditure to be carried out in accordance within a defined and
agreed plan whether it be related to the course, staff costs,
clubhouse or administration costs.
Club to generate a surplus by end of this plan.
Club shop to be a positive cash contributor to club finances
We will focus on the action plan at every council meeting.
Define KPIs to manage overall club performance.
Initiatives
1. Detailed analysis of income and expenditure trends for last 5 years
2.
3.
4.
5.
6.
7.
8.
prepared as an appendix to this plan and to be subject to annual

updates.
Annual review of all services and expenditure to be carried out and
opportunities for savings to be identified and implemented.
Introduce a governance operating manual.
Create roles and responsibilities for every committee role.
Move to 12 monthly payments for all Direct Debits
Introduce new member induction process
Council meetings to last no longer than 120 minutes.
Prepare KPIs that monitor progress vs business plan
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Core Area 4
Customer Service
Strategy Statement
A friendly and welcoming environment to be maintained for

both members and visitors.
SMART Objectives
Establish a benchmark on customer satisfaction and regularly

measure.
Training programme for staff to be instigated.
Bar and restaurant to be a cash positive contributor to club
Initiatives
1.
2.
3.
4.
5.
Survey members and visitors on their experience of the facility.

Defining Staff Customer Services Standards.
Communicate these standards to staff as part of staff appraisal.
Create a staff appraisal system.
All visiting parties to be greeted in a polite and welcoming
manner.
6. Identify training relevant to customer satisfaction.
Core Area 5
Visitors
Strategy Statement
We are a Club who make visitors feel welcome and we manage our
visitor bookings in such a way that our members can still get a
good selection of tee times on any day of the week. Revenue from
visitors being utilised to the benefit of club members
SMART Objectives
Increase visitor income by 5% year on year (starting point 60,000)

To protect members tee times ensuring that 50% of our tee times
are available for
members booking excluding competitions
Initiatives
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Data on number of visitor rounds to be prepared and reviewed.

Visitor welcome pack to be introduced.
Data on the number of visitor rounds to be prepared and reviewed
Regular comparison of our charges to be made with competing
clubs
Regular visitor promotion to be undertaken.
Survey visitors on their experience of the facility.
Continue with twilight golf offers during summer season.
Details to be collated on every visitor, such as email address and a
data base established to allow future events/membership offers to
be marketed to this data base
Consider implementing an on-line booking system for visitors
Core Area 6
Bar & Catering Service
Strategy Statement
To have an appealing and profitable bar and catering service
which creates a vibrant Clubhouse atmosphere
SMART Objectives
To increase profits by 10% by end October 2016

To increase footfall / repeated use
Initiatives
Customer service feedback forms

Man hours/cost review and analysis
Canvas members re: non usage of Clubhouse Catering
Look at use by non-golfing parties
Family days
Social events
Usage of space/functionality
Meal Deals on quiet days (Mondays/Thursdays)
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Section 4: WHO IS ACCOUNTABLE?

Staff and Volunteers
Having completed our plan we have reflected upon who will be expected
to carry it out successfully.
For each of our Clubs Core Areas here is the responsible people and who
will help them:
Core Area of our

Club
Person
Accountable
Supported By
Golf Course
Attracting &
Retaining Members
Finance &
Governance
Head Green Keeper

Marketing Convener
(Vice Captain)
Captain
Greens Convener
Council / Professional
Customer Service
House Convener
Visitors
Bar & Catering
Professional
Past Captain
Professional / Bar
Manager / Caterer /
Head Green Keeper
Marketing Convener
House Convener / Bar
Manager / Caterer
Vice-Captain
Training
In certain cases our staff and volunteers may need training to help them in
their roles. Here are the training requirements we have identified for our
Staff & Volunteers:
Person
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Training Required
16
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Section 5: HOW WILL WE KNOW WE ARE THERE?

To know if we are progressing satisfactorily, we need to keep score for
each of our Core Areas.
These are our clubs Key Performance Indicators (KPIs) - the things that will
determine whether our SMART Objectives on track to being achieved:Core Area of our
Club
Golf Course
Attracting &
Retaining
Members
Primary KPI
5 year course development plan approved and
operational
Member satisfaction rating
Retention levels to be >90%. (see appendix 2)
Number of members vs plan. (see appendix 2)
Number of new members.
Governance and
Number of junior members.

Committee job descriptions established
Finance
Customer Service
Cash flow to be positive throughout year

Number of complaints
Visitors
Bar & catering
Service
Member survey score

Visitor income 60,000
Visitor income per month
Margin on sales to be > 46%
Track performance monthly
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Our Committee Meeting Agenda will consist of our KPI Report and
any discussion required
around Core Areas that are not Not-Target.
The One-Page Plan

Without immediate actions we cannot achieve our Clubs purpose. This
page contains the immediate actions we must undertake to secure the
ongoing future of our Club and start to deliver on our business plan. It
details the action, the person responsible, and when it will be done by:
By who
Captain
By When
Complete
Obtain members approval at EGM

for 2016 fee proposal
Captain
Complete
Establish Job Descriptions for

Convener and Committee roles
Captain
Complete
Review catering provision to

members with caterer. Offering to
be improved.
Past Captain /
House
Convener
Complete
Develop 5 year course development

plan
Greens
Convener
March 16
Plan Open Day prior to season

starting
Vice-Captain
Complete
Define club professional role
Captain
Complete
Recruit new club professional
Captain
Complete
Introduce a new members induction

pack and welcome strategy
Vice-captain
End Mar 16
Move all direct debits to 12 monthly
Captain
Complete
Initiative
Launch Business Plan to member
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instalments
Perform annual members survey
Vice-captain
July 16
Define required Staff Customer

Level standards and training to fill
gaps.
House
Convener
March 16
Set plan for 4 social events in 2016
Bar Manager
March 16
Appendix 1: Historical Financial Analysis

Tulliallan Golf Club
Historical Financial
Analysis
Membership
Income
200 20 20 20 20 20 20 20 20
6
07 08 09 10 11 12 13 14
22 23 23 24 20 22 20 20
228 18 49 89 18 68 35 77 61
490 96 38 82 35 63 48 14 97
201
5
193
284
Rental Income
840
0
10
40
0
Restaurant
492
9
49
28
48
50
52
82
42
76
77
37
95
78
63
07
81
15
703
4
Visitors
626
93
52
97
8
47
71
1
47
60
8
41
81
3
45
19
5
37
66
5
34
18
5
56
51
2
679
30
Other Income
571
37
46
60
2
28
38
7
26
34
9
18
98
3
23
62
4
17
54
8
10
73
8
17
69
1
233
25
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96
00
96
00
96
00
10
08
0
10
48
0
10
33
3
64
65
453
1
19
191919
361
649
33
68
04
32
54
86
32
78
21
31
65
07
29
34
99
29
88
19
26
92
77
29
49
80
283
323
Course
Expenditure
172
190
17
51
73
20
24
46
22
60
33
18
81
05
17
08
39
17
63
60
19
30
00
18
50
52
179
056
General
Expenditure
138
694
13
86
94
16
55
03
15
35
69
14
98
61
13
79
63
13
59
18
13
47
46
13
85
07
128
888
507
65
26
82
3
42
80
2
51
78
0
21
45
9
15
30
3
13
45
9
58
46
9
43
57
9
226
21
Total Income
Profit /
(deficit)
Appendix 2: Budget Member Numbers 2016

To be updated after 29th Feb (all fees due by then)
Category
Full Gents
Full Lady
5 Day Gent
5 Day Lady
Senior Gent
Senior Lady
Gent Life
Lady Life
Age 25
Age 24
Age 23
Age 22
Age 21
Youth 18-20
Junior senior 16
17
Junior 13-15
Junior Under 13
Country
Staff
Gents Advance
Lady Advance
Senior Gent
Advance
Senior Lady
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Budget No.
164
9
89
3
62
2
10
1
1
2
2
3
1
0
0
Actual No.
Variance
4
6
6
1
35
3
19
8
20
202020
Advance
5 Day Gent
Advance
5 Day lady
advance
TOTAL
5
0
437
Appendix 3: Committee Roles and

Responsibilities
Role: Captain
Responsible to: The Club Committee
Skills Required:
Enthusiastic
Well organised
Prepared to make a regular time commitment
Prepared to make instant decisions when necessary
Confident at some public speaking and keeping order during

meetings.
Main Duties:
Take responsibility for managing the committee and the affairs of
the club.
Oversee and guide all decisions taken by the executive committee

and sub committees.
In liaison with the Vice-Captain, oversee the work of all convenors.
In conjunction with the secretary, prepare and present the annual

report
Liaise with the secretary on the Agenda for each meeting and
approve the minutes before they are circulated.
Be completely familiar with the constitution, club rules, committee

procedures and the NGB rules and regulations.
Liaise with the Treasurer to ensure that funds are spent properly and
in the best interests of the club.
Help to prepare and submit any statutory documents that are

required
Oversee the implementation of the clubs Business Plan
If unable to attend any committee meeting, a written report should

be sent to the meeting and the Vice-Captain briefed on the Agenda
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THIS LIST IS NOT EXHAUSTIVE AND ALL MEMBERS OF THE CLUB

COMMITTEE MAY BE REQUIRED TO PERFORM DUTIES OUTWITH THEIR
NORMAL RESPONSIBILITIES FROM TIME TO TIME.
Role: Vice-Captain
Responsible to: Captain/Club Committee
Skills Required:
Enthusiastic
Well organised
Confident at some public speaking and keeping order during

meetings.
Main Duties:
To stand in for the Captain in his or her absence [see list below]
Support the Captain by working closely with him and accepting any
delegated tasks that are assigned from the list below:
i.
Take responsibility for managing the Committee and the
affairs of the club.
ii.
Chair committee meetings so that everyone has a chance to
present their views, that all business is completed and that all
decisions are properly understood and recorded
iii.
Oversee and guide all decisions taken by the Committee and
sub committees.
iv.
In conjunction with the secretary, prepare and present the
Annual Report
v.
Liaise with the Secretary on the agenda for each meeting and
approve the minutes before they are circulated.
vi.
Be completely familiar with the constitution, club rules,
committee procedures and the National Governing Body rules
and regulations.
vii.
Liaise with the Treasurer to ensure that funds are spent
properly and in the best interests of the club.
viii.
Help to prepare and submit any statutory documents that are
required
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Oversee the implementation of the Business Plan

Role Title: Finance Convener

Skills Required:
Well organised
Enthusiasm
Able to keep records
Confident about handling figures and money
Honest
Main Duties:
Responsible for the club finances
Deal efficiently and effectively with all invoices and bills
Keep up to date records of all the financial transactions
Ensure that funds are spent properly
Issue receipts and record all money received
Attend committee meetings and present the budget report
Prepare the end of year accounts to present to the auditors
In agreement with the committee plan the annual budget
Monitor the budget throughout the year.
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Oversee the implementation of the objectives for financial

management in Business Plan
Send a written report to the secretary prior to monthly meeting

Role Title: Match Secretary

Skills Required:
Enthusiastic
Well organised
Approachable in a friendly manner.
Main Duties:
To organise and administer all club competitions.
Publish in advance the date, name, format and tees to be used for
competitions.
In match play events publish the rules and completion dates for
each and ensure completion dates are adhered to.
Check all scorecards handed in and collate the results of

competitions.
Display the results in the clubroom and pass to the webmaster.
Allot and maintain handicaps for all club members.
Display an up to date list of handicaps.
Provide a procedure for reporting away scores.
Carry out annual review of handicaps.
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Role Title: Greens Convenor

Responsible for: Greens Staff
Skills Required:
Enthusiastic
Well organised
Approachable with a friendly manner.
Main Duties:
Implement course management policy
Assess progress in relation to the objectives of this policy
Work within course budget
Deal with staff performance issues relating to course management
Deal with health and safety issues relating to course management
Inform members of impending works on the golf course which will

disrupt play
Oversee the implementation of the objectives for the golf course in

Business Plan
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Role Title: House Convnenor

Skills Required:
Can communicate effectively
Enthusiasm
Well organised
Has a high level of attention to detail
Main Duties:
Maintain the clubrooms and surrounding area
Work within housing budget
To co-ordinate fund raising events on a regular basis
To ensure events are properly licensed with Local Authorities
To promote fund raising events in the local press with the help of
the Marketing Convenor
Ensure funds are properly accounted for and information is passed

to the Treasurer

Role Title: Marketing Convenor

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Skills Required:
Enthusiastic
Well organised
Confident and imaginative.
Main Duties:
Take responsibility for publicising the club, its events and special
offers
Liaise with the Captain to promote the Club
Build a list of local media contacts
Produce press releases/articles to promote and publicise the club

through the media
Recommend what social media outlets the club should use to

publicise itself.
Keep a record of all press cuttings
Oversee the implementation of the objectives for visitors/marketing

in Business Plan

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Role Title: Junior Convenor

Skills Required:
Enthusiastic
Well organised
Main Duties:
To organise and administer all junior club competitions.
Publish in advance the date, name, format and tees to be used for
competitions.
Check all scorecards handed in and collate the results of

competitions.
Display the results in the clubroom and pass to the webmaster.
Allot and maintain handicaps for all junior members.
Display an up to date list of handicaps.
To organise Clubgolf activities
Oversee the implementation of the objectives for Juniors in Business

Plan

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Role Title: Council Member

Skills Required:
Enthusiastic
Well organised
Main Duties:
Be completely familiar with the constitution, club rules, committee
procedures and the NGB rules and regulations.
Assist with the implementation of the clubs Business Plan
Attend council meetings and contribute to debates.
Provide support to club conveners as required.

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APPENDIX 4: Job Description: PGA Golf Professional

Job Purpose
To take personal responsibility for the professional delivery and
development of all aspects of the golf operations and to ensure that
member and guest expectations are consistently met or exceeded.
Golf operations areas of responsibility include stocking and running a
profitable club shop, organising and coaching groups and individuals, the
provision of a club repair and custom fit service. It also includes
organisation of competitions, corporate days and pro-ams and liaising with
greenkeeping staff in the development of the course. It will include a
proactive role in the relationship management of the club to attract new
members and retain the existing ones. Responsible for a PGA Assistant
Professional and their development.
Key Responsibilities
Strategic
To work closely with the Club Council to develop and implement an

annual business development plan for the Golf Shop and facility.
To regularly review plans to take into account changes in the
environment in which the club operates and continually seek new
business development opportunities for all areas of golf operations.
Operations
To develop tuition programs and deliver high quality individual and

group coaching to members, juniors, guests, and other interested
parties.
To establish and operate an appropriately stocked golf shop, providing
expert advice, a high quality custom fitting and club repair service
delivering customer service excellence.
To deliver a high standard of support in golf operations, including
organising and running tournaments, providing expert advice on rules,
monitoring tee sheet activity and handicapping records, player service
operations, providing an efficient buggy hire service.
To establish and maintain a clean, safe and tidy working environment,
ensuring that Health and Safety procedures comply with up-to-date
legislation, are effectively implemented and regularly reviewed.
To develop, implement and review operational policies regarding the
use of Club facilities in order to maintain quality service standards for
members and guests, whilst maximising revenue and profitability.
To produce regular operation reports containing details of course
utilisation, sales and marketing activity, financial performance and
human resources, as appropriate.
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To keep abreast of technological improvements in the industry and

recommend any potentially beneficial additions to the facility e.g. EPOS
systems.
To contribute to the preparation of annual budgets, business plans,
sales and marketing plans and operational strategies.
To ensure that every new member to get an introductory call and a
complimentary 10 minute coaching session.
To ensure that annually every member to be offered a complimentary
15 minute swing check.
Weekly newsletter to be sent to all members and visitors and to update
members on any change in course condition as advised by Greens
staff.
To create, maintain and utilise for marketing purposes a database of
visitors, including organisers of visiting parties (eg email, texting, use
of social media, etc)
To actively participate in networking opportunities, developing links
with external agencies (local schools, clubs, businesses, etc) to
promote the game of golf and facilities at the club to potential new
members and golf participants.
To organise corporate, promotional, sales and marketing events,
ensuring that they are properly structured, coordinated, communicated
and delivered to benefit members, guests and other potential users of
the golf club.
To organise and conduct demo days to stimulate product sales.
Visitor experience to be managed by professional, including welcome
and introduction to club and facilities, and conduct of a satisfaction
survey post visit. Ensure bar and catering operations are aware of the
visitors and their catering requirements. All visitor bookings to have
deposits taken at point of booking.
To provide a new member introduction and tour of club facilities.
Responsible for all visitor advertising using the budget provided.
People
To be responsible for staffing the golf shop ensuring that sufficient

cover available to meet the operational needs.
To recruit, induct and develop new staff ensuring that they receive
initial training that covers all key aspects of the professionals business
and that of the club.
To monitor and manage members of golf shop team to ensure that
customers consistently receive the standards of conduct appearance,
advice and service expected.
To identify individual training needs, develop and deliver training to
meet those needs (including all regulatory training applicable) and
complete regular performance reviews.
To promote PGA training and CPD opportunities, ensuring that any staff
undergoing training have the support needed to complete their
qualifications.
To conduct regular, scheduled staff meetings.
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To ensure all human resource policies are being implemented and

followed by all Professional staff.
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Appendix 5: Completed One Page Plans

Oct 2015
By who
Captain
By When
Complete
Complete introduction section of

Business Plan
Captain
Complete
Add Competitor analysis to plan
Captain
Complete
Add financial trends to plan
Captain
Complete
Work the future flipchart into a

vision statement
House
Convener
Complete
Draft Club Purpose
Vice-Captain
Complete
Define Core Areas to go into plan
Captain
Complete
Commit to include accountability

grid in plan
Captain
Complete
Prepare KPIs to drive club

management
Captain
Complete
Co-ordinate creation of Core Areas

with accountable conveners
Captain
Complete
Initiative
Add Business Plan review to council

meeting agenda
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Tulliallan Golf Club

Business Plan: Document Change Control

Club Council / Ian

1. WHERE ARE WE NOW?

2. WHERE ARE WE GOING?

3. HOW ARE WE GOING TO GET THERE?

5. HOW WILL WE KNOW WE ARE THERE?

Section 1: WHERE ARE WE NOW?

SWOT Analysis (Strengths, Weaknesses, Opportunities,

New drink / drive

Long Term Members

Direct Competitors / Rivals

No joining fees at clubs

PEST Analysis (Political, Economic, Social, Technological)

Use of Social media

Recent Financial Trends at our Club

Decreasing membership income

To take this opportunity to identify up to 8 future financial targets that the

Future Financial Targets at our Club

Income from membership subscriptions to exceed 230,000 on an

Section 2: WHERE ARE WE GOING?

Tulliallan provides an excellent all year round

Core Area of our Club

Section 3: HOW ARE WE GOING TO GET THERE?

Initiatives: The ideas which will help us achieve our SMART

Achieve greater than 85% member satisfaction score annually

3. Monthly staff meetings between Greens Convener and staff to

4. Staff Appraisals to be done with Green Staff and an Appraisal to be

carried out on Head Greenkeeper.

Attracting and Retaining

Review all membership categories in order to make them more

Monthly updates on income, expenditure and cash flow forecasts to

prepared as an appendix to this plan and to be subject to annual

A friendly and welcoming environment to be maintained for

Establish a benchmark on customer satisfaction and regularly

Survey members and visitors on their experience of the facility.

Increase visitor income by 5% year on year (starting point 60,000)

Data on number of visitor rounds to be prepared and reviewed.

To increase profits by 10% by end October 2016

Customer service feedback forms

Section 4: WHO IS ACCOUNTABLE?

Core Area of our

Head Green Keeper

Section 5: HOW WILL WE KNOW WE ARE THERE?

Number of junior members.

Cash flow to be positive throughout year

Member survey score

The One-Page Plan

Obtain members approval at EGM

Establish Job Descriptions for

Review catering provision to

Develop 5 year course development

Plan Open Day prior to season

Define club professional role

Recruit new club professional

Introduce a new members induction

Move all direct debits to 12 monthly

Launch Business Plan to member

Define required Staff Customer

Set plan for 4 social events in 2016

Appendix 1: Historical Financial Analysis

Appendix 2: Budget Member Numbers 2016

Appendix 3: Committee Roles and

Prepared to make a regular time commitment