ORMONDE FIELDS GOLF CLUB Ltd
Nottingham Road
Codnor
Derbyshire
DE5 9RL
BUSINESS PLAN
2016-19 THE FIRST THREE YEARS
CONTENTS
3. Mission Statement.
4. Governance.
5. Management Structure.
6. Responsibility.
8. Where are we now?
10. Analysis.
15. Where are we going?
16. How are we going to get there?
20. Who does what? What training is needed?
21. What members want?
22. How will we know we are there?
23. Financial information
24. Conclusion.
Summary and Overview of Plan
This
business plan was prepared during 2016 with the assistance of ENGLAND GOLF for
which we are most grateful. It is first such plan for the club and is designed
to cover the period 2017-2019. The plans
objective is to provide the present and future committees along with the whole
club membership with a measure of direction for the future development of the
club.
MISSION STATEMENT
ORMONDE FIELDS GOLF CLUB Ltd
1.
To
provide a quality golfing experience to all its members and visitors within a
friendly and welcoming environment. Achieved
2. To
provide and continue to develop a golf course of quality, with the intention to
be of the best in the area. Ongoing
Achieved initial objective as quality improved and continual development.
3. To provide members with the best value
possible from their annual subscriptions and provide a legacy for future generations
Achieved to an
extent as now a better product.
4. To co-ordinate the development of the
clubhouse and supporting facilities to meet the needs of members and visitors
alike. Clubhouse
changed hands but working towards this aim with new proprietors, some
improvements to supporting structures but progress in some areas not achieved (outside
of our control).. (Plan 2020 -23)
5. To
ensure ongoing financial stability with income generation and prudent
management of costs to ensure the financial security of the club. Financially stable
as surplus for 3 years. Ideally increase reserves and develop financial
planning in new plan next 5 years.
GOVERNANCE
In order
to meet the demands of becoming a member’s club it is essential that OFGC Ltd
has a management structure fit for the purpose of achieving the objectives of
the business plan. The structure of OFGC is that it has been set up as a
limited company by guarantee. A Board of
Directors has been initially appointed and they will oversee the transition
from a propriety club to a member’s club.
This is a significant step forwards and considerable responsibility is
vested in this board. Initially it is a
board of 5 directors set up in accordance with the articles of association of
the company.
The
Directors are supported by the Office Manager, The Pro Shop, Green keeping
staff and the Golf Committee. The Board of Directors will appoint a Golf
Committee to replace the current structure of the General Club Committee. The Golf Committee will be responsible for
the organisation of competitions, managing the Handicaps of members in
accordance with CONGU regulations and any other such roles the Board of
Directors may wish to delegate to them.
In
accordance with the articles of the Company the Directors are elected for a three-year
term. It is anticipated that there will
be at least one vacancy per year in order to achieve continuity of work effort.
When a vacancy arises either through due process or other circumstances
eligible members may seek election to the Board of Directors, normally this
process will take place at the Annual General Meeting. Vacancies will be advertised and interested
members may put their names forward for election in accordance with the
process.
The Chair of the Board of Directors
will be selected by the Directors from members of the team.
The Chair of the Management Team will
also act as Chair of the Golf Committee in order to promote a close working
relationship.
With the
exception of the Chair, election to the Golf
Committee will continue as it exists and detailed in the club constitution.
Transition achieved. Some directors changed over the 3-year
period. Development of director specific
roles. Recruited new directors as
necessary. Established Golf
Committee. Structure is functioning but
we recognise the need for volunteer roles in specific areas if no director
input e.g. social media, juniors, project development.
AREAS OF
RESPONSIBILITY
Board
of Directors
The Board of
Directors is the management team of the Club.
They have overall control and responsibility for the day to day running
of the club. Their crucial role is responsibility for the financial wellbeing
of the club this will be achieved by providing prudent management including
both income and expenditure. Initially it is anticipated that during the first
three years of trading the focus will be on securing a healthy surplus thereby
ensuring the financial security of the club.
The upkeep and
development of the golf course ultimately rests with the Board. To achieve this they will as necessary employ
suitable support staff including office and managers, green keeping staff,
accountants etc.
The Board do not have
responsibility for the Clubhouse facilities. The clubhouse is leased by the
caterer from John Fearn and therefore not strictly within the Clubs control. However,
the Board intend to establish a relationship with the leaseholder and provide
input to the development of the catering facility.
Course Management
Whilst overall
management of the course is the responsibility of the Board, we recognise that
particularly during the formative months of ownership that this is not a task
that we can achieve without suitable guidance and assistance. During the initial period of OFGC Ltd the
day to day management of the course will be under the guidance of Mr John Fearn
who will act as an unpaid adviser. The overall responsibility and final decisions
on the management of the course remains the responsibility of the Board. This
arrangement we believe offers the best and most logical way forward, using Mr
Fearn's experience and knowledge of the course to the benefit of the members.
This period allows
the Board and the proposed Greens Committee to document and gain experience becoming
proficient in managing the course. Initially we propose to create in the short term small improvements
and to develop a long term strategy to facilitate further improvements.
The Board recognises
that the long term aim is to appoint staff to take on
the responsibility of these tasks, complementing the existing workforce. When
circumstances allow the aim would be to appoint someone to supervise the
management of the course. All these objectives can only be achieved within a
prudent financial structure.
Golf
Committee
The Golf Committee
will operate in support of the Board and the membership. The main function is to operate and run the
Golf both formal and informal competitions, social activities, and to liaise
with the Board on management of the course through its greens Committee. The
Golf Committee may run subsections to achieve these objectives
1.
Handicap Committee. To
provide a program of golf competitions, including Open Competitions. Maintain
the members Handicaps in accordance with CONGU.
2.
House/Social
Committee. The House committee will be
responsible for the social welfare of the club and organise official and social
functions to the benefit of the membership.
3.
Greens
Committee. This is a new development for
the Golf Committee. The Greens Committee will be responsible for being aware of
member’s feedback concerning the course, to record items which need addressing
and to make recommendations to the Board for the future development of the golf
course. They will liaise with the Board to achieve these objectives.
Golf
Committee has functioned well. The role
of the treasurer has been removed as financial responsibility moved to the
Board on advice from England Golf.
Lack of
Junior organiser but this is currently being addressed 2019 as increase in
Junior members.
Greens
Committee. Initially formed but did not
progress as enthusiasm waned. Proposed
to revisit this 2019/20 with a new group and direction.
Member Recruitment.
At some stage it is anticipated that a small Committee be
developed tasked with both recruitment and member retention. This is a new
area. As a member’s club it is vital to
the finances of the club that we retain a healthy membership. Recruitment will
be essential in order to maintain a viable level of membership. It will be the
responsibility of this new section to identify, investigate and recommend to
the Board any initiatives available whereby the club may benefit. This
committee will also organise and manage events aimed at increasing membership, with
particular emphasis on Ladies and Juniors member
recruitment.
Committee not established but initiatives and projects established. Working with partners England Golf strong
links established leads to a focus on retention and recruitment.
WHERE ARE WE NOW?
The course has a long and varied history
originating at Marehay during the 1920's before moving to its current location,
recently the Club celebrated its 50th anniversary at the current site.
Initially the course was 9 holes subsequently extended to 18 holes with a club
house situated where the current 16th green is located. The
current proprietor Mr John Fearn remodelled the layout to its current setting
with development of the current facilities ongoing since then to produce a
quality golf course.
The legal status the current club
The club is a proprietary club
and currently membership subscriptions are paid to the owner, as such the
membership have the legal status of members. The clubhouse and catering is
provided by a leaseholder who has an obligation under the agreement to provide
these services.
Is the Club a business?
Currently the club,
as a business, is managed by the owner, however a member’s committee exists to
organise competitions and to manage the member’s handicaps in accordance with
the requirements of the Derbyshire Union of Golf Clubs (DUGC). The committee
also advises the owner of the membership requirements.
What is our Golf Club’s Business Plan
designed to achieve?
The Plan will detail the
development needs that have been identified by the Board of Directors its Golf
Committee and the members during the process of plan preparation. It is expected that the Plan will provide the
club members with a clear statement of the proposed improvements and changes to
the club that have been identified, their priority, the means required and the
expected level of investment that will be required. It will set a framework for
the operation and management of the club for the foreseeable future for this
and future management. In this respect the framework will provide the basis of
future investment and attempt to avoid retrospective reaction to problems.
What time-frame
is this Business Plan based upon?
The Plan is subject to amendment
as required, but for initial planning purposes a 3-year period has been defined
for the work programme.
How have, and how will we engage our
membership in the Business Planning Process?
During the stages of the planning
process, all members were given an opportunity to identify the positive and
negative aspects of the club in order to provide the Committee with an
indication of the most pressing changes to be made.
The Management Team will ensure
that all members have access to the Business Plan and will be free to comment
at any time through the normal communication channels. At the AGM, future
reporting will take account of the Plan and provide the membership with direct
feedback on the success of keeping to targets.
How will this plan be shared?
The Plan will be made available
through a members-only secure section of the club webpage and will be
reproduced as part of the AGM reporting process.
Who will be reading this plan?
1.
Primary : All
present Committee Members
The full
Club membership
The
leaseholder
2. Secondary: Representatives
of EG and the DUGC
ANALYSIS
Understanding our club’s 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.
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 Club’s
SWOT which includes the input from our Members Forum: -
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
As part of our
diligence process we looked at various analyses to address our Clubs position.
Financial Analysis
The
most important question regarding the proposed takeover of the running of the
Club “is it financially viable as a business run by members”. To get an
understanding of our club’s financial situation we completed a Financial
Analysis Spreadsheet. 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. |
Income from membership
has been stable at around Ł210,000pa |
2. |
Visitor income has
varied in accordance with the seasonal weather but has generally been in the
order of Ł62,000pa |
3. |
Payroll costs for green
keeping staff, office staff and professional is the main expenditure and has
been around Ł98,000 pa, approx. 36% of income |
4. |
The club has managed to
operate with a healthy surplus over the years. * It should be noted
that these figures are VAT deducted |
We identified three
future financial targets that we believe the club must achieve as part of this plan:
Future Financial Targets at our
Club |
|
1. |
Income from member’s
subscriptions to increase by Year
3 a target of 20 extra full members would provide an increase in income of
Ł15000 Achieved |
2 |
Income from visitors
and societies to also increase by
year 3. A targeted 10% increase year
on year would achieve similar figures
Remained Stable on average. Weather issues |
3. |
Adequate funding set
aside over a 3-year period to allow for a course development programme to be
defined and agreed. Years 1 & 2 Achieved, issues year 3 |
In
simple terms we believe that having examined the accounts that were presented
to us the Club is in a viable financial situation. Maintaining the status quo would generate a
profit of approx. Ł60,000 if all variables remained stable. Setting realistic targets to increase membership
and other sources of income would help maintain this in the current economic
climate. Any additional surplus funds
generated could be targeted to specific projects.
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 Club’s marketplace:
Direct Competitors / Rivals |
New Entrants |
|
|
Customer
Bargaining Power |
Threat of
Substitutes |
|
|
Golf like many other activities now
competes with an increasing plethora of activities and pastimes as well as
limited financial resources in the current economic climate. By analysing our local competition, we are able to identify those areas which we can target and
develop to attract membership from the limited resources available. Some competitors we can match easily with
simple adjustments or targeting certain groups.
Longer term plans would need financial input which can only come as the
club develops.
PEST Analysis
A PEST Analysis helps us understand the
external factors which impact upon our Club. These fall into four different areas:
Political |
Economic |
|
|
Social |
Technological |
|
|
1. Politically. The Board will need to identify and establish
processes to manage these objectives.
Analysis of the current status of this area has identified a number of areas of concern which will need to be
addressed.
2. Economically. The economics of golf have been identified in
financial analysis and development is part of the business plan.
3. Social.
Clearly identifies the lack of Junior and Lady Members.
4. Technology. Web presence and social media needs to be
developed.
WHERE ARE WE GOING?
Having identified where we are now in
terms of the proposed direction and structure of the club, looked at the
viability of a plan in terms of the financial position and the strengths and
weaknesses of this we need to move forwards and identify where we are going and
how to get there. What is the purpose of our Club:
“Ormonde Fields Golf Club will provide
a quality golfing experience to all its members and visitors within a friendly
and welcoming environment”
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 professional green keeping staff. Achieved |
Members and Visitors: A friendly and welcoming environment to be maintained for both members and visitors throughout the course and the clubhouse. Clubhouse changes hands which brought a lot of benefits but some challenges |
Finance and Governance: Club managed in accordance to high principles of good governance and financial stability. Yes |
Golf Competitions: Active programme of Opens, Friendly and
internal competitions Yes |
Recruitment: increase number of Ladies and Junior members Ladies slightly Juniors better in 2019 with coaching and increase in numbers. |
HOW ARE WE GOING TO GET THERE?
How will our Club achieve its purpose?
Based on the identified Core areas for each of these we will
need:
1.
A Strategy Statement;
how this core area will contribute to our overall Club Purpose.
2.
SMART Objectives;
what we are seeking to achieve in this Core
Area.
3.
Initiatives;
the ideas that will help us achieve our SMART
Objectives.
Core Area 1 |
Golf Course |
Strategy Statement |
|
Maintenance of a high-quality course using
professional green keeping staff. |
|
SMART Objectives |
|
SPECIFIC – MEASUREABLE – ACHIEVABLE –
REALISTIC – TIMED
|
|
Initiatives |
|
|
|
Responsibility for Initiatives |
|
|
Development
strategy needs action, Volunteer days patchy but great input from gardening
volunteers, golf committee did not engage in activities.
D
Core Area 2 |
Members and Visitors |
Strategy Statement |
|
A friendly and welcoming environment to
be maintained for both members and visitors. Revenue from visitors being
utilised to the benefit of club members |
|
SMART Objectives |
|
|
|
Initiatives |
|
|
|
Responsibility |
|
· Management team to check on procedures along with the issue of amended Job Descriptions |
Membership goal achieved but reasonable retention
(80-90%). Online feedback positive but
still a need to develop survey etc. Active role in community and golf
environment. Staff training introduced. Welcome pack.
Secretary very active.
Core Area 3 |
Finance and Governance |
Strategy Statement |
|
Club managed in accordance to high
principles of good governance and financial stability. |
|
SMART Objectives |
|
· Monthly updates on income and expenditure to be prepared for the Management team.
|
|
Initiatives |
|
|
|
Responsibility for Initiatives |
|
|
Achieved but more development on forward planning
required.
Core Area 4 |
Competitive Golf |
Strategy Statement |
|
The Club will ensure that there is an
active programme of both Open and Members competitions suitable for all club
members. |
|
SMART Objectives |
|
·
·
Competition programme to be re-examined each
season, with emphasis being placed on ensuring a good mix of competition
structure.
|
|
Initiatives |
|
|
|
Responsibility for Initiatives |
|
|
Achieved.
Core Area 5 |
Recruitment of Key Groups |
||
Strategy Statement |
|||
Active Junior Section providing direct link to main adult sections. Initiatives to increase the number of
Lady members |
|||
SMART Objectives |
|||
· Full coaching programme to be prepared to provide a structured training package for the 2018 season.
|
|||
Initiatives |
|||
Coaching
Achieved only in 2018/19. New teaching
studio and club professional will see big improvement going forwards.. Engagement
with local schools ongoing from 2018 with Lady Coach for Juniors and ongoing
initiatives. Working
towards GolfSafe Expected to be achieved in 2020 Junior
organiser required. |
WHO
DOES WHAT
Having completed our plan, we have reflected upon who will
be expected to carry it out successfully. For each of our Club’s Core Areas
here is the responsible people and who will help them:
Core
Area of our Club |
Person Accountable |
Supported By |
Golf Course Development |
Head
Green Keeper |
Green
Committee |
Members
and Visitors |
Management
Team |
Pro
Shop & Secretary |
Governance and Finance |
Management
team |
Office
staff |
Competitive
Golf |
Golf
Committee |
Handicap
& Competition Committee |
Junior
Golf |
Junior
Organiser |
Sub
Committee |
Membership Attraction & Retention |
Management
team |
Sub
Committee |
To successfully manage a Golf Club requires
a suitable mix of both professional paid staff and volunteers who take on
unpaid responsibilities.
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 |
Training Required |
Green Keeper |
Professional skills appropriate to job role including refreshing of old skills. We identified areas where some tasks can only be carried out by certain individuals e.g. spraying, use of certain machinery. Training would be directed to achieving multi skilled workforce. |
Junior Organiser |
Coaching strategy and techniques. |
Members as Volunteers |
Food Hygiene and First Aid qualifications as required. |
Green Keeping staff. First aid training. One member trained to C&G level II. Need for “golfing training” identified for
2020-23
Other courses identified and progress
being made.
Junior organiser to be recruited and Club
welfare Officer has appropriate training.
Volunteers - essentially gardening but on
occasion a few work days proved useful.
What Members Want?
Every
club has things that they would like more of, and things that they would like
less of. To consult with members on what they would like to see at Ormonde
Fields the Board commissioned an extensive survey of Members views centred
around golf at Ormonde Fields. The
survey was carried out with the help of Derbyshire Golf and a comprehensive
report has been produced.
We
identified many areas that we can address both as short and
long term goals. Examples of these
are:
More Of |
Less Of |
Greater use of the clubhouse by
members |
Short-termness of many members |
Clean up of the approach to the club
including the car park area |
Less slow pay – particularly by
4-balls |
Greater commitment by members in
volunteering etc. |
Disruptive mowing / work during/on
competition days |
|
Dress code violations |
Additional social events to support
the Club |
|
Additional waste bins. |
|
Attention to course drainage. |
|
Attention to Bunkers. |
|
Obviously, these are just some examples
but we have included them in the Business plan to demonstrate their importance
to the process. Members input and the
action that the Board takes to their suggestions is crucial to addressing the
core aims of the Club.
A full report is available.
Clubhouse use has increase
with new proprietor. Purchased new
furniture for golfer’s bar to assist.
Improvements in relationship ongoing but more use and better atmosphere. Important to attract members and visitors.
Gardening volunteers have
greatly improved visual presentation of the course.
Social events increased in
2019 with new proprietor.
Waste bins were provided.
Drainage. Some work was done but cost issues and
weather. Plan is to improve in 2020-23
plan.
Bunkers. A lot of work has been done but proposed for
comprehensive review in 2020-23 plan.
Emphasis on retention and
recruitment. Working with England Golf
Some improvements in green
staff schedules but needs a review in 2020-23 plan.
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 club’s Key Performance Indicators (KPIs) - the things that will
determine whether our SMART Objectives
on track to being achieved: -
Core
Area of our Club |
Primary KPI |
Golf Course |
3-year
course development plan approved and operational |
Members
and Visitors |
Adult
membership to be kept close to 420 and
retention level reaches 90% Members
and Visitors to rate their overall satisfaction very highly (8+/10) |
Governance and Finance |
Income
from membership and green fees to reach target by 2019 |
Competitive
Golf |
New
programme including Opens to be agreed for inclusion in the membership
diaries by the end of each calendar year |
Junior
Golf |
Coaching
plan prepared and being implemented and to be in place for 2018 season. Increased
junior numbers. Retention
of Junior members moving to adult section. |
Ladies
Section |
Increase
Ladies section numbers by 2019. |
Our Board Meetings Agenda will include a regular assessment of
our KPI Report, and any discussion required around Core Areas that are not
specifically targeted.
We are nearly there. It is acknowledged that not all objectives
were achieved but most were.
The course developed and a plan was developed but
needs more definition and targets for 2020-23.
Membership achieved. Good satisfaction rates but accept more
surveys and questions needed to be asked.
Large scope for mid-week recruitment.
Opens in 2019 were well subscribed and are popular. Members competitions well supported.
Junior golf started in 2018 and progressed well in
2019. Targets and initiatives 2020-23
established and moving well.
Ladies no improvement. Despite offers and initiatives the number of
lady golfers failed to increase as we would have liked. It would require a concerted well led
initiative by the ladies’ section to achieve this going forwards.
Conclusion
At Ormonde Fields Golf Club we have the
opportunity as members to take on the running of the Club for the benefit of
members. It is currently owned and
managed by Mr John Fearn as a business with strong leadership and
governance. The business plan we have prepared,
we believe, not only demonstrates that becoming a member’s club is a viable
course of action but by seizing this opportunity we will ultimately improve the
golfing experience for all users of the course and secure a golfing future for
future generations of members.
The future is in all our hands but with
a common purpose and the contribution and support of the membership OFGC Ltd
could become one of the better golf clubs in Derbyshire.
Recommendation
The Management team having investigated
the proposal to become a member’s club, as directed by the members at the EGM
of 26/May 2016, find that there are no impediments to proceeding with this proposal.
2020. The members took over the running of the
course as agreed. The club has moved
forwards well during this time, but it is acknowledged that there are areas of
success but also equally areas of disappointment. There are a number of
factors principally finance, the club only has a limited income stream. In the current economic and social
environment golf is not the only offer on the table. The business plan has largely been followed
and been successful. Challenges have
been met and solutions found. As a club
the management structure is limited and relies on a small board of volunteers
with some but limited support.
Proposed
New plan 2020 -25 with a
focus on finance and projects.
Members input. Survey again and also
ask for direct input.
OFGC January 2020