Twenty Ingredients Of A Well Run Golf Club

Transcription

1 Twenty Ingredients Of A Well Run Golf Club Reflecting on research papers produced by Industry Consultants at the World Conference of Cub Management & our own Department s experience of working closely with over 100 Scottish Golf Clubs, we now reveal the 20 components that we believe provide a golf club with the greatest opportunity to succeed. You will also be given the opportunity to review your own clubs performance in these areas by honestly assessing whether your club has evidence of best practice in each area and where additional support can be found if required.

2 Twenty Ingredients Of A Well Run Golf Club Please feel free to identify which of the bullet points from the Evidence you are doing this page you do for each of the twenty ingredients. This will present you with the most accurate indicator of where your club requires further development. The Tools Available page is aimed to help find potential solutions for each ingredient that your club may have difficulty with. The club services page on our website hosts a wealth of further information:

3 # 1 AN UNDERSTANDING OF CURRENT TRENDS AND DEVELOPMENTS IN THE INDUSTRY

4 # 1 Evidence You Are Doing This 1. Attendance at seminars & education 2. Your club demonstrates a willingness to explore current trends by dedicating time to research and debate them at committee-level. 3. Members views on evolving trends are sought through surveys. Your Score / 5 4. Members views on evolving trends are sought through focus groups representing every section of the club. 5. Threatening subjects are never ignored (i.e flexible membership fees, dress codes, modern technology)

5 # 1 Tools Available To You Industry Research Management Development Programme Scottish Golf Intelligence Scottish Golf Seminars & Education Scottish Golf Customer Feedback Tool

6 # 2 A PERENNIAL MEMBERSHIP RECRUITMENT PLAN

7 # 2 Evidence You Are Doing This 1. Clear understanding of your current and future target market(s). 2. Membership Recruitment Plan with Clear Objectives and Initiatives, and an understanding of who is accountable for the recruitment of new members, every year. 3. A Marketing Budget to support the plan. Your Score / 5 4. A range of Membership Categories and payment options to fit behavioural patterns not historical club categories. 5. A method for introducing new golfers to game, through your club

8 # 2 Tools Available To You Scottish Golf Club Business Planning Process Case Studies on Membership Get Into Golf Club Development Fund Online Marketing Guidance Video Case Studies inc. Open Days Management Development Programme

9 # 3 A MEMBERSHIP COMMUNICATION AND RETENTION PLAN

10 # 3 Evidence You Are Doing This 1. Members Benefits List. 2. Membership Communication Policy.(e.g. Survey/Newsletter) 3. New member 1 st 90 day Orientation Policy 4. Annual Membership Satisfaction Survey and 1 st 90-Days Survey Your Score / 5 5. Membership Categories and payment options that align to the current/target demographics.

11 # 3 Tools Available To You Scottish Golf Club Business Planning Process Customer Feedback Tool Member Benefits Poster Tool New Member Orientation Guidance & Templates Online guidance on Communication and Retention Management Development Programme

12 # 4 A CLEAR UNDERSTANDING OF THE ROLE OF CATERING AT YOUR CLUB

13 # 4 Evidence You Are Doing This 1. An agreed policy on what role catering plays at your club, and the best way that this can be achieved. 2. An open statement to the membership setting expectations in this area, demonstrating that you understand the fundamental principles of club catering. 3. Financial key performance indicators including profit/loss, policy on GP, and wage control (number of staff), and regular review/reporting of these figures by accountable person. Your Score / 5 4. Constant customer feedback monitored, reviewed and published, along with corrective action. 5. A training programme for your key staff in this area.

14 # 4 Tools Available To You MDP Level 1 The F&B Basics MDP Level 2 Customer Service Standards MDP Food & Beverage Management Mystery Shopper (coming 2015) Customer Service Training (coming 2015) F&B Principles Booklet Committee Training Session (September 2014)

15 # 5 A CLEAR UNDERSTANDING OF THE ROLE OF THE CLUB BAR

16 # 5 Evidence You Are Doing This 1. An agreed policy on what role the club bar plays at your club, and the best way this can be achieved. 2. An open statement to the membership setting expectations in this area, demonstrating that you understand the fundamental principles of operating the club bar. 3. Financial key performance indicators including profit/loss, policy on GP, wage control (number of staff), and regular review/reporting of these figures by accountable person. Your Score / 5 4. Constant customer feedback monitored, reviewed and published, along with corrective action. 5. A training programme for your key staff in this area.

17 # 5 Tools Available To You MDP Level 1 The F&B Basics MDP Level 2 Customer Service Standards MDP Food & Beverage Management Mystery Shopper (coming 2015) Customer Service Training (coming 2015) F&B Principles Booklet Committee Training Session (September 2014)

18 # 6 A CLEAR UNDERSTANDING OF THE ROLE OF FUNCTIONS AT YOUR CLUB

19 # 6 Evidence You Are Doing This 1. An agreed policy on what role social functions play at your club, and best way that this can be achieved. 2. An open statement to the membership setting expectations in this area. 3. Financial key performance indicators including number of events, purpose of events, financial aim of events, and SOP for the delivery of them. Your Score / 5 4. Regular review/reporting of these figures by accountable person. 5. Constant customer feedback monitored, reviewed and published, along with corrective actions for next calendar.

20 # 6 Tools Available To You Management Development Programme

21 # 7 DEMONSTRATE FISCAL RESPONSIBILITY

22 # 7 Evidence You Are Doing This 1. Zero Based Budget that supports implementation of the club s Business Plan 2. Asset Register detailing asset value, asset replacement cost and asset replacement timing 3. Financial Reporting System Your Score / 5 4. Accounting and Internal Control Procedures Manual 5. Adequate insurance in case of disaster

23 # 7 Tools Available To You Financial Planning Template Auditel Cost Management Carrick Neil Insurance Management Development Programme

24 # 8 FULFIL ALL OF YOUR LEGAL OBLIGATIONS

25 # 8 Evidence You Are Doing This 1. H&S compliant 2. HR compliant 3. A list of all other legal requirements Your Score / 5 4. Compliance with Equality Act 5. A suitable appointed person(s) to oversee these issues, ensure that they are attended to and minuted accordingly.

26 # 8 Tools Available To You XACT advice PVG Advice Notes Management Development Programme Write your H&S in a day Seminar (Sept 2014) Write your Staff Manual in a day Seminar (Sept 2014)

27 # 9 AN ENGAGING PROGRAM OF GOLF EVENTS

28 # 9 Evidence You Are Doing This 1. An understanding of what your golf events must deliver in order to satisfy your overall club direction/purpose. 2. A programme of golf events that reflect your club needs, which maximise the use of the tee (male/female) (competitive/social) (medal strokeplay/stableford). 3. An agreed calendar of more social based events such as family, mixed, 9-hole and fun golf competitions. Your Score / 5 4. A policy on slow play, which recognises the age old problems, but the level to which the club is going to address this. 5. Clearly defined Conditions of Competition for each competition and compliance with CONGU regulations

29 # 9 Tools Available To You Central Database of Handicaps Course-rating (range of Tees, tee it forward) Match & Handicap Convenor Education (Sept 2014) Customer Feedback Tracker Handicapping Experts Rules Experts

30 # 10 MAXIMISE THE BENEFIT OF HAVING A PRO OR RETAIL DEPARTMENT

31 # 10 Evidence You Are Doing This 1. The Professional is utilised in the decision making process, especially where customer insight and industry expertise is required. 2. An understanding of the role of the Golf Pro, the purpose of retail in your organisation, and the shared service standards to be expected. 3. The Pro (and their team) operate as the welcoming face of the Club, they add value to the member/visitor experience, aiding retention & leading to frequent repeat sales of memberships, green fees and society packages. Your Score / 5 4. The Pro is integrated into the recruitment process for new customers. 5. The golf facilities are utilised by the Pro to drive junior development & increase adult participation, increasing the sustainability of the club and cementing the clubs place within the local community.

32 # 10 Tools Available To You New PGA Business Relationship Officers Management Development Programme L1 & 2 MDP Golf Management PGA High quality training facilities

33 # 11 A GOLF COURSE TO SUIT YOUR MEMBERSHIP

34 # 11 Evidence You Are Doing This 1. Evidence that you understand the needs of your membership, and have an openly publicised statement regarding the course set up. 2. A Course Policy Document with standards and agronomic/environmental measures identified. 3. A Golf Course Development Plan (or non-development plan) produced in consultation with golf course architect. Your Score / 5 4. A replacement machinery plan that supports the Course Policy Document and Course Development Plan. 5. A Training Plan for the Course Manager and Green-Staff, including, a Succession plan.

35 # 11 Tools Available To You Template Golf Course Policy Documents Management Development Programme Signposting towards expert advice Scottish Golf Environment Group Green Convenor Education (Sept 2014)

36 # 12 A STRATEGY TOWARDS VISITING GOLFERS

37 # 12 Evidence You Are Doing This 1. A clear understanding of the importance (or lack of importance) of visitors to your clubs culture or finances. 2. A very public statement on your clubs policy towards visitors at your club. 3. A marketing strategy with clear Objectives and Initiatives to achieve your Visitor policy. Your Score / 5 4. Genuinely strong links with other tourism businesses/industry partnerships. 5. Online Booking and implementing of a tested Yield Management policy.

38 # 12 Tools Available To You Online Tee Time Booking Support Scottish Golf Club Business Planning Process Customer Feedback Tool Your regional Golf Tourism Partnership Club Development Fund Management Development Fund

39 # 13 FACILITIES MASTER PLAN

40 # 13 Evidence You Are Doing This 1. A list of club assets and when these will require replacement. 2. A spreadsheet detailing likely maintenance costs over the next ten years. 3. A spreadsheet detailing likely decorating costs over the next ten years. Your Score / 5 4. An annual budget which reflects these needs. 5. A capital replacement budget which will take priority over the whims of a future committee.

41 # 13 Tools Available To You Facility Convenor Education (Sept 2014) Facilities Gatekeeper Stock take / maintenance List Management Development Programme

42 # 14 A CLEAR POLICY TOWARDS JUNIORS AND THEIR FAMILIES

43 # 14 Evidence You Are Doing This 1. Clear understanding of what the junior and family aims are for your club. 2. Well-resourced coaching program (qualified coached, equipment and facilities). 3. A family recruitment and welcome plan. Your Score / 5 4. Links with your local schools. 5. Golf events for juniors, young people and families.

44 # 14 Tools Available To You ClubGolf Get into Golf Marketing support PVG support Training for your Junior Convenor (Sept 2014)

45 # 15 A SERVICE MIND-SET

46 # 15 Evidence You Are Doing This 1. A clear picture of how well you are performing in this area now, and a shared agreement on how you would like to perform in this area in the future. 2. Definition of/setting of Customer Services Standards in all areas of your club. 3. Ongoing, (annual) staff training in these agreed standards, with realistic reward/appraisal of these standards. Your Score / 5 4. An enforcer of these Standards & Contractual obligation for staff uphold standards. 5. Ongoing measurement of Customer Service levels: Mystery Shopping, Visitor & Member Surveys

47 # 15 Tools Available To You Mystery Shopper Programme (coming 2015) Customer Service Training (coming 2015) Customer Feedback Tool Club Development Fund Management Development Programme

48 # 16 A MARKETING MIND-SET

49 # 16 Evidence You Are Doing This 1. You have asked people what they want from your club, and 2. You have then set about giving it to them. 3. Your membership numbers prove that you are delivering what people want from your club. 4. Your footfall figures are proving that you are delivering what people want from your club. Your Score / 5 5. You have obtained a demographic survey of trends to help you conclude what type of club is most likely to succeed in your region.

50 # 16 Tools Available To You Customer Feedback Tool Scottish Golf Intelligence Marketing Convenor Education (Sept 2014) Online Toolkits / Advice Notes / Guidance Management Development Programme

51 # 17 A CLEAR SENSE OF BELONGING

52 # 17 Evidence You Are Doing This 1. You have engaged the membership in establishing what makes your club special. 2. You could easily tell me what makes your club special, have committed this to print and can prove that you make decisions based on this common purpose and direction. 3. You have an established policy and schedule of events building familiarity amongst the membership to enhance those ingredients that make it special AND you know whether your cliques are open for new people to join them or foster new social groups in forming. Your Score / 5 4. You encourage open and adult debate amongst the membership about the critical issues of the day affecting your club. 5. You select your club leaders to amplify the community feel at your club

53 # 17 Tools Available To You Scottish Golf Club Business Planning Process Customer Feedback Tool Committee Education Management Development Programme

54 # 18 A WORKING DOCUMENT BUSINESS PLAN

55 # 18 Evidence You Are Doing This 1. A clear Purpose and Direction committed to print, and agreed by all (the majority) of stakeholders. 2. Comprehensive Situational Analysis and understanding of the trends that are affecting your club. 3. A clear strategy in each of the Core Areas of the business to help achieve your agreed direction. Your Score / 5 4. Clearly defined objectives and accountable initiatives for each Core Area of the business. 5. A way of keeping score and reviewing progress in key areas that will lead to the ultimate success or failure of the business KPI s.

56 # 18 Tools Available To You Golf Club Business Planning Process Management Development Programme

57 # 19 EXCEPTIONAL COLLABORATIVE GOVERNANCE

58 # 19 Evidence You Are Doing This 1. Committee and staff have the same goals. 2. Fully defined and understood purpose found through member consultation. 3. Roles and Responsibilities and Accountabilities for committee and staff. Your Score / 5 4. Effective Nominations Committee 5. Committee Code of Conduct and Meeting Rules

59 # 19 Tools Available To You Governance Self-Assessment Committee Orientation Guidance (October 2014) Business Planning Process Members Forum Management Development Programme Roles and Responsibilities Templates So now you are the Club Captain... (December 2014) Template Rules and Code of Conduct Template Constitution

60 # 20 STRONG LEADERSHIP

61 # 20 Evidence You Are Doing This 1. Manager/Secretary has a job description that fits with priorities of the club s business plan. 2. Manager is given appropriate authority to manage, in line with the directions of the board. 3. Is trained in industry best practice to do the job that members and committee need them to do. Your Score / 5 4. Has a budget and appraisal system to ensure that the club has quality trained staff to execute the wishes of the committee. 5. Every committee member has been through a thorough induction held by the manager and captain.

62 # 20 Tools Available To You Management Development Programme Scottish Golf Club Business Planning Process Demand-led website training for committee volunteers The support of your network of peers The support of the Scottish Golf Club Development Officer

63 Stronger Clubs Our Scottish Golf Club Development Officers are on hand to help: Iain Evans (East) Mobile: John Kemp (North) Mobile: Claire Middleton (West) Mobile: