Mowsbury Golf Club Business Plan 2017-2020
Introduction The objective of this business plan is to address the issues and concerns raised in the members survey conducted in the summer of 2016 to improve the golfing experience, increase our membership and ensure the stability of our finances for the next three years. If you have any views on the plan or new ideas please let one of the committee know at the earliest opportunity to enable them to be given full consideration. Mowsbury Golf Club Mission Our mission is to provide an excellent golf and social experience that gives value for money for ALL our members, their families and guests. Draft V1.1 Jan 2016 Page: 1
Foreword by the President, Ed Willars Mowsbury golf course was opened in 1975 and Mowsbury Golf Club was formed. Through much hard work over 42 years the club is still functioning as a viable friendly club. However the heady days of over 800 members has now reduced to little more than 300. During this time the number of players has remained flat but the number of courses both locally and nationally has increased dramatically. In Bedford there are now twice as many courses as there were 20 years ago. The golfer can now pick and choose their club and clubs must provide an attractive proposition to retain and attract members. Last year your committee realised action must be taken to address this at Mowsbury and decided to canvass the views of the members with a survey. The results had a lot of positives, it showed that members were loyal to the club, it s a friendly place, easily accessible, good value for money and we have a fine course to play on. Most importantly it provided the committee with a number of priorities to focus on if we are to achieve our goal to retain and grow the membership. These aims are captured in this business plan to take the club forward over the coming years. We cannot implement all of the actions alone, we are not a private club and we accept that the course and complex are managed on behalf of the council by Fusion. I believe that Fusion now realise that the golf club is an important function of the overall success of the golf course and complex and that by working with us it will benefit all parties, them, us and ultimately the council. Your committee through much hard work and time has developed this three year plan focused on, improving the members golfing and social experience at the club, continuing to build our membership base, and ensuring the financial stability of the club. I am very passionate about the well-being and future of this great club of ours and want it to be here, going strong for many more years to come, and to be a success and a benefit for our juniors, ladies, men and all those socially linked with us. I look for your support in helping us to implement this plan and would ask you to actively encourage family, friends and acquaintances to come and join us here at Mowsbury on the next stage of the club s journey. Best wishes and good luck for the new season and the years to come. Ed Draft V1.1 Jan 2016 Page: 2
Aim 1: To enhance the members experience of playing golf at the Mowsbury Complex Mowsbury Golf Club has the benefit of no direct responsibility for the management of the complex and the associated challenges that this presents eg staffing, maintenance and repairs etc. This is undertaken by Fusion, Bedford Borough Council s appointed contractor. However this does leave the club with little opportunity to directly plan and pay for improvements that the membership would like to see as demonstrated in the 2016 survey results. However the club committee is developing a closer relationship with Fusion (through regular monthly meetings), which offers the club the opportunity to advise and influence Fusions maintenance and complex improvements. This section of the club plan is focused on working with, supporting and advising Fusion on the views of club members to the benefit of both the club and Fusion. Objective Action Cost Lead Timescale Comments 1.1.To improve bunkers A.1.1. To continue to work with Fusion, Turfcare and BBC to develop an ongoing programme of on course work, with a focus on bunkers and publish progress to members 1.2. To improve greens A.1.2. To continue to work with Fusion, Turfcare and BBC to develop an ongoing programme of on course work with a focus on greens and publish progress to members None Captain/President 2016-20 MGC does not have responsibility for managing the course, however as key customers can influence both Fusion and BBC None Captain/President 2016-20 MGC does not have responsibility for managing the course, however as key customers can influence both Fusion and BBC 1.3. To improve the look of the clubhouse A.1.3.1.To work with Fusion and Lorenzo to improve the internal décor of the clubhouse, including the bar and function areas A.1.3.2 To ensure basic facilities are available at all times TBD Captain/President in conjunction with Fusion and Lorenzo 2017 The survey results highlight this as a weakness in the complex to maintain high levels of attendance at social events 1.4. To improve on course amenities A.1.5. To provide a toilet facility on the course None Captain/President to work with Fusion 2017/18 A key issue highlighted, in particular by lady members Draft V1.1 Jan 2016 Page: 3
Aim 2: To sustain and develop the Golf Club Membership The membership is the life blood of the club. Many golf clubs are struggling to retain memberships at a level to ensure the club is financially sound; indeed some clubs have gone into liquidation recently ie Mentmore. MGC s membership has declined since 2010, although the decline has recently been stabilised. Junior membership has also declined by over a half in recent years. However MGC is in a unique position, being a pay and play complex there are many golfers using the facility who could become members of the club. In addition the survey highlights that the majority of driving range users are non-members, many of which are taking lessons or practicing, which presents a further opportunity to grow the membership. One of the key issues raised in the 2016 survey is weak communication to members about club activities both golf and social. Those members living further afield rely heavily on friends to check the noticeboards for information. If an updated website was available a specific members only section could be included in addition to improved promotion for the complex. Linking the content to social media will provide the club with an important marketing channel, especially to young people. Objective Action Cost Lead Timescale Comments 2.1 To improve communication with members (men and ladies). A.2.1.1.To set up a website for members use only. A.2.1.2.To create a monthly members newsletter. A.2.1.3.To review club matches during 2017 594 set up, annual support 660, prices incl VAT Secretary/ Playing Member Summer 2017 Will reduce costs of print as all information in e-format. Will keep members updated with latest information eg competitions, course conditions, flyby videos, social events, contacts for committee members. Will also enable members to interact, including raising issues, providing comments etc. 2.2. To grow member (men and ladies) attendance at social events. A.2.2.To achieve an increase of 10% per annum in attendance at social events. None Social Secretary From April 2017 Social events are an important source of club revenue. Draft V1.1 Jan 2016 Page: 4
2.3. To develop a marketing plan to promote the facility to non-club members to grow membership by 5% year on year. A.2.3.1 To utilise the 2016 member s survey results to target new members. A.2.3.2. To liaise with Fusion to identify nonclub members with a view to sign up. A.2.3.3.To create a pathway for casual golfers and those just starting the game to achieve a handicap. None (although plan activities will need financing) Secretary/Pla yers reps From 2017 The survey results reflected positive member comments on the facilities and friendliness of the club. Identified local residents as targets ie Brickhill. Mowsbury is a public venue; many users are not club members, particularly users of the driving range. 2.4. To increase junior membership to 2010 levels during the life of this plan A.2.4.To develop a pathway for juniors (under 18) to start to play golf and become club members Increase coaching budget to fund this plan. Junior Sec in conj with golf pro and junior captain From 2017 To explore opportunities of linking with local schools and youth group, also funding opportunities in conjunction with the EGU. Need to work closely with Fusion and BBC Draft V1.1 Jan 2016 Page: 5
Aim 3: To ensure the club is resilient and financially sustainable It is essential that the club has a robust financial or business plan to ensure club expenditure is covered with some growth to allow for one off investments. The biggest financial risk to the club is a potential loss of membership as it is the members fees that enable the club to function, this risk must be planned for in advance. Membership has fallen since 2010 and aged, although stabilised in the past two years. Costs have increased in the same period and some areas of club activity struggle to break even, so this does need to be kept under review. However the club does have reserves for investments into this plan ie the website, junior coaching, marketing and updating the honours boards. The club has found it difficult in recent years to fill committee roles. A number are essential to the smooth running of the club ie President, Secretary, Treasurer, Captains, Junior Organiser and Competition Secretary. Some training to support potentially new appointees over time may be required. The club will plan over the next three years how these posts will be maintained as these roles become vacant. This will be done in conjunction with an annual review of the club constitution Objective Action Cost Lead Timescale Comments 3.1. To ensure that the club has sufficient resources to fund this plan. A.3.1.1.To generate surplus funds over the lifetime of this plan for reinvestment back into club activities and programmes. None Treasurer/ Captain Jan 17 In order for the club to be sustainable and grow, funds need to be generated to be reinvested back into the club. A.3.1.2.To set budget targets for all sections of the club to ensure that each section is financially robust. This will also ensure new ideas to improve club activities can also be planned and budgeted for 3.2. To ensure resilience in filling committee roles. A.3.2.1.To identify members not involved on the committee to develop their skills to undertake key roles. A.3.2.2. To have a clear brief for each committee role with specific tasks. TBD (training) President and Secretary Jan 17 Roles such as President, Secretary, Comps, Treasurer, Captains and Junior Organiser are key to the long term success of the club A.3.2.3. To undertake an annual review of the club constitution to ensure fit for purpose. Draft V1.1 Jan 2016 Page: 6
3.3. To receive feedback from members on their club experience A.3.3. To undertake a members survey in 2018 None Secretary June 2018 It is important for the committee to monitor the views of the membership. This is in addition to general ad hoc feedback Draft V1.1 Jan 2016 Page: 7