SCOTTISH GOLF STRATEGY

2014 - 2018

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Introduction The Scottish Golf Union (SGU) and Scottish Ladies’ Golfing Association (SLGA) are the governing bodies for golf in Scotland. Working in partnership across the men’s and ladies’ game, the SGU and SLGA represent golfers and golf clubs to champion the sport in our country and maintain Scotland’s position at the forefront of golf. Our roles have evolved significantly over the past decade to encompass a broad remit of golf’s development in Scotland; ensuring we have a strong network of clubs; making the sport more accessible than ever before; getting more people playing the sport at all levels to producing winning players capable of performing on the world stage. We are focused on a vision supported by a set of key goals. This strategy outlines how success will be measured against these goals over the next four years. Golf’s roots are in Scotland, golf facilities are plentiful and accessible nationwide and Scotland hosted the Ryder Cup in 2014 as well as hosting the Open Championship and Women’s British Open regularly. All represent significant opportunities for golf - we aim to embrace Scotland’s passion for golf and grow its future. A Vision for Scottish Golf To lead our clubs, develop champions and provide the opportunity for everyone in Scotland to play golf for life The following key goals will help us realise this vision.

Key Goals 1. 2. 3. 4. 5. 6. 7.

Stronger Clubs More Golfers Quality Coaching Winning Golfers Outstanding Events Excellent Governance Strong Partnerships

Achieving our Goals The following SGU and SLGA strategy summarises each goal and how we measure our success in each area. 1.

Stronger Clubs

Supporting Strong and Sustainable Golf Clubs at the heart of their community - We aim to support golf clubs in all areas of their business, providing resources to help them maintain an environment where golfers will choose to spend their leisure time.

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What success looks like: Success means......

As measured by....... 

Golf Clubs working to robust business plans

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Educated Club Managers and Club Committees

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Clubs giving customers the membership options they want

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A relationship between the governing bodies and every golfer

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Club Support services available for every club

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Clubs creating a great environment for their customers

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300 clubs completing a robust Business Plan by 2018 125 clubs can demonstrate the benefit of Business Planning Advice by 2018 80 Club Managers completed MDP 1 with over 85% approval rating by 2018 50 Club Managers successfully completed MDP 2 with over 85% approval rating by 2018 10 specific education seminars available to Club Committees annually 400 clubs secure their future by reviewing their membership structure and considering different options by 2018 Membership attrition halted by 2017 All Clubs that deliver Get Into Golf offer an Introductory category of membership by 2018 Directly communicating with 150,000 golfers (Members and Non-Members) per annum through registered golfers, unique users of the Scottish Golf website and social media (or future equivalent) Scottish Golf & ClubGolf Profile raised through our presence at major events in Scotland (e.g. Scottish Open, Ladies’ Scottish Open, The Open, Women’s British Open, Golf Show, Johnnie Walker Championship) Fully populated Central Database of membership (CDM) system integrated into a golfer Customer Relationship Management (CRM) system A series of 8-10 key benefits associated with the Member Card by 2016 Advice notes provided by qualified experts on specialist topics as the need arises £80,000 invested in club projects aligned to our strategic aims via a Club Dev Fund by 2018 Establish 3 new tools annually to support clubs in core areas of club management An implemented Strategy for the recruitment, development and retention of Club Level Volunteers by end of 2016 80 clubs attended Customer Service training by 2018 200 clubs tracking member satisfaction levels and overall satisfaction levels by 2018 100 clubs tracking visitor satisfaction levels and overall satisfaction levels by 2018

Success means...... A world class handicapping system, supporting increased participation

As measured by.......  Golfer and Club Administrator attitudinal survey conducted  Handicap and Course Rating systems further developed, based on survey findings 

A world class environmental advisory service

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Children and vulnerable adults are safe when they are playing golf

 Highly satisfied clubs

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A thriving development centre programme

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75 clubs receiving relevant direct environmental advice annually 40 clubs participating in GEO OnCourse and 15 Certified by 2018 Work in partnership with other environmental organisations to deliver agreed outcomes 100% of Scottish Golf coaches are registered on PVG Scheme constantly Full compliance to obligations in Children st 1 Minimum Operating Requirements Average 35% NPS score - satisfaction levels in annual club satisfaction survey 600 children in the programme annually 75% annual retention of children in the Development Centre programme 50% of Academy intakes have come through the Development Centre programme annually

How will we achieve this? The SGU and SLGA have nearly 600 affiliated golf clubs across Scotland. With a shift in consumer st behaviour and the related fall in club membership, managing a golf club in the 21 century is challenging and involves managing a more transient and unpredictable revenue stream. We will continue our work to understand consumer behaviour and what the future economic model of golf clubs might entail and help clubs plan for the future, recognising that each club will have a different solution to the next. We will evidence the social benefits of golf and encourage clubs to consider the importance of providing a welcoming, family-friendly environment to both existing and new customers. We will advocate providing golfers with choices in terms of membership categories, format of play and the number of holes played. We aim to continue and scale-up the support for clubs to meet the demands they face. Education for Managers and Club Committees will lie at the heart of what we do and will be complemented by our business planning support service and an array of relevant support services. We will work with a variety of partners to add value and support clubs. We will continue to provide every golf club member with a Scottish Golf Member Card, entitling cardholders to benefits not available to the non-member and we will encourage clubs to offer favourable terms only to Scottish Golf Member Card holders. This, we believe, will serve to arrest declining yields at golf clubs throughout the country. Our support services will include but not be limited to Handicapping and Course Rating, Health & Safety, Environment, Marketing, Legislation and Child Protection. Our Handicap and Course Rating work will aim to provide a basis for all golfers to compete on a level playing field whilst complementing work to increase participation and membership levels. Our Environmental Advisory Service can assist clubs with issues surrounding nature, water and energy efficiency, supply chain and waste management, pollution control and community engagement.

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We provide help with environmental audits, project advice and support, environmental action planning and assistance with Golf Environment Organisation (GEO) certification. Above all else, we aim to support clubs in establishing an environment where both current golfers and those of future generations will choose to spend their leisure time and disposable income. 2. More Golfers Increasing the Number of People Playing Golf - We aim to get more people playing golf and promote golf as a sport for life which is accessible to all. What success looks like: Success means......

As measured by.......

A sound understanding of consumer trends affecting golf participation and initiatives to make golf more appealing A nationwide school introductory programme

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Publish robust evidence of trends in golf participation and consumer behaviour

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Strong school to club links

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Structured junior coaching programmes

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40,000 children receiving an introductory programme annually 300 facilities delivering junior coaching 15% transition rate to club-based coaching 12,000 children participating in structured, fun coaching sessions annually 65% Transition rate from stage 1 to stage 2 45% Transition rate from stage 2 to stage 3 (Development Centres) 200 facilities delivering Get Into Golf 5,000 non-golfing adults introduced and participating in structured coaching annually

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Structured adult participation programme

How will we achieve this? Since 2003, the Scottish Government-backed ClubGolf programme has had the aim of introducing golf to every 9-year-old in the country. ClubGolf has seen over 350,000 children come through the programme, now reaching more than 40,000 primary school children each year and delivering the sport at more than 300 clubs. Working with key partners at the PGA, sportscotland and the Golf Foundation, we aim to continue the school-based introductory programme with an increased emphasis on links to golf clubs and facilities and the retention of players in the sport by creating the right welcoming environment at clubs. In addition, we aim to capitalise on the success of the ClubGolf programme by introducing adult beginners to the sport. We will adapt many of the success principles from ClubGolf in providing an innovative, fun and structured programme for adults and especially for parents of those children learning the sport. We will target participants from other sports to Get Into Golf. We want to give people a great experience of golf and make them want to come back for more. We want our club volunteers to be ambassadors for our sport, our coaches to ignite people’s passion for the sport and our clubs to welcome and retain a new generation of golfers. To attract more people to the sport, we need to better understand the motivations and barriers to greater participation and work to make the sport more appealing to people all over Scotland, irrespective of their background or ability.

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We will continue to implement our Facilities Plan which seeks to guide limited public funding into the most worthwhile projects and encourages the further development of suitable facilities to introduce new players to the sport and enable all players to develop their skills through meaningful practice. 3. Quality Coaching Creating a World Class Coaching System – We will establish a trained, supported quality coaching workforce (comprising PGA Professionals and qualified volunteers) which meets the needs of all Scottish Golfers; enabling More Golfers, Stronger Clubs and Winning Golfers. What success looks like: Success means......

As measured by....... 

Having a Coaching Pillar within the Scottish Golf Strategy which is underpinned by the Coaching Action Plan:

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Having a Player Model which paints an accurate picture of who is playing our sport both now and in the future and their needs.

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Having a Coach Model which paints an accurate picture of the current and potential coach workforce and the key capabilities required to meet the needs of Scottish Golfers.

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Effective Workforce Planning ensuring every Scottish Golfer has access to an appropriate coach and coaching experience

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Workforce Management to recruit, develop and retain our coaching workforce

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A signed partnership agreement in place between The PGA and Scottish Golf by January 2015 All partners, resources and staff aligned to the Quality Coaching plan by January 2016 An effective Monitoring, Evaluation and impact process in place by September 2016 Current and future player populations and segments identified by September 2015 Player profiles published by January 2016 All Coaching roles identified by September 2015 Key coach capabilities identified and coach profiles published by January 2016 Skills gap analysis conducted by September 2016 Training in place for every coaching and delivery role The Coaching needs of all Scottish Golfers are being fully met by 2018 To have a fully populated and accurate Scottish Golf coach database by September 2015 To have a fit for purpose Coach License Scheme fully implemented by September 2016 An online system providing access to resources that meet the needs of all coaches by September 2016 Robust coach recruitment, induction and review processes in place by September 2016

Success means...... Delivering Coach Education and Development which ensures our coaching workforce are equipped to meet the needs of Scottish golfers, whatever their pathway, environment or ambition

As measured by.......  A sufficient supply of/access to Coach Education to meet the needs of our programme delivery across L1, L2, L3 and L4 each year  All Scottish Golf Performance Coaches to have achieved L3 by December 2016  A sustainable network of Coach Developers supporting the development of Scottish Golf coaches at club level  Needs-led support to all Scottish Golf Coaches delivered annually  All tutors, assessors and verifiers have the appropriate qualification, induction, support and are reviewed in line with the role annually  Effective engagement with all active Scottish Golf Coaches as measured in an annual engagement survey  Appropriate reward and recognition programme implemented by September 2016  Needs-led research projects carried out as required

Profile and Recognition for our coaching workforce, creating a meaningful relationship with our coaches

Utilising Research, latest coaching knowledge and evidence to inform our coaching system

How will we achieve this? We recognise that our goals to produce Stronger Clubs, More Golfers and Winning Golfers will not be achieved without a world class coaching system supporting the development of golfers at all levels. We therefore aim to work with our partners at The PGA and be guided by the PGA’s GB&I Coaching Strategy, ‘Right Coach, Right Place, Right Time’, to build such a system in Scottish Golf. We will also work with technical advisors from sportscotland and utilise the coaching scorecard to guide and build our coaching system. We must ensure we meet the needs of all Scottish Golfers, whatever their age, stage of development or personal aspirations in golf. In order to do this, we will commit to better understanding who is playing our sport, and why. In turn we will ensure we have a sufficient workforce with the skills, knowledge and behaviours required to meet the needs of all Scottish Golfers. With an ever increasing number of active volunteer and PGA Professional coaches in Scotland, we will ensure we have the right systems and processes in place to recruit, support and retain our workforce. We will also review the economic model to develop a culture of affordable coaching which supports the development of a world class coaching workforce. We will commit to the provision of needs led coach education and development to enable the coaching workforce to deliver our programmes at every stage of the Scottish Golf Player Pathway. This work will be delivered through appropriate coach inductions and progressive coaching resources. We will develop relationships with the coaches and ensure that needs led support and Continuous Professional Development (CPD) are provided. We will support the development of a tutor workforce that will enhance the quality of both technical and non-technical coaching in golf in Scotland and seek to build a truly Performance Sport ethos in our work to develop champions. In addition to more regular research with our coaching workforce, we will ensure we receive the latest coaching knowledge to best inform our coaching system.

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4. Winning Golfers Creating Winning Golfers - We aim to produce golfers who can perform and succeed at the highest levels of the sport, creating good role models and inspiring the next generation. What success looks like: Success means......

As measured by.......

Scottish players winning on the world stage

Men   

Win a key GB&I or International event annually rd Win a medal in the Eisenhower every 3 championship (6 years) Win a medal in the European Team’s th every 4 championship (4 years)

Ladies  Top 3 in a key GB&I or International event annually  Finish top 10 in the Espirito Santo every rd 3 event (6 years)  To finish top 6 in the European Team’s th every 4 championship (4 years) Scotland represented in all GB&I teams

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Scottish players placed high up in the WAGR

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Scottish players progressing through the pathway

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Scottish players progressing on to the main professional tours

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1 Male and Female player in all GB&I teams annually 1 male player in the top 50 WAGR (2014 -18) for an average of 26 weeks per annum 2 male players in top 100 WAGR for an average of 26 weeks per annum (2014 18) 1 female player in the top 100 WAGR for an average of 26 weeks 2 female players in the top 200 WAGR for an average of 26 weeks 80% of players entering the men’s and ladies’ squads have been part of the Academy Programme A supported player gaining a challenge or LET tour card or retaining a challenge tour card or LET top 50

How will we achieve this? The performance of our country’s leading golfers in major national and international events is the area which generates the most media coverage and interest among club golfers. Scotland has enjoyed great success at the highest level of amateur and professional golf but as the sport continues to expand globally, we face increased competition from golf’s emerging nations. We strive for Scottish golfers to succeed at all levels. Our overall goal is to have Scottish players winning major UK and international events (as individuals and teams), being selected for Great Britain & Ireland amateur teams with the best players progressing to succeed on the premier professional tours.

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We aim to develop a world leading player development pathway by providing the best support systems and structures at all ages and stages to those players with the skills, motivation and mindset to fulfil their potential and become high performing golfers. We want to create a performance culture in golf where everyone strives and challenges themselves to be the best they can be: coaches, support staff and players. Although a significant focus remains success in the amateur sport our role has expanded into the professional sport, working alongside the PGA and sportscotland to better support the transition from ‘Am to Pro’, of those young professionals who have been identified as having the right attributes to succeed. We will explore ways to enable successful tour professionals to ‘give something back’ to the development of future players. We deliver a comprehensive series of competitive events at a national level offering all players the opportunity to compete relative to age and ability (see Goal 5). We also provide opportunities for talented players to reach their potential by competing on the UK, European and World stages. 5. Outstanding Events Delivering National Championships and Events for Golfers of all Levels and Ages and for golf fans - We aim to provide high class events for aspiring competitive golfers, recreational golfers and for golfing fans generally. What success looks like: Success means......

As measured by....... 

Professionally delivered golf championships for scratch golfers and club-level golfers

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A qualified panel of rules officials across Scotland

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A world class annual Scottish Golf Awards event to showcase our activities to the private sector and influential golf organisations

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Attainment of defined operating standards annually Player satisfaction levels maintained above 80% annually Field size at an annual average of 95% capacity for male events Field size at an average of 90% capacity for female events by 2018 Minimum of 30 delegates including 20 Scottish-based delegates attend the Scottish Golf (Level 2) Rules School annually All panel members have attained 80%+ in Level 3 Rules Exam by 2017 Minimum of 550 guests attending annually Generating £20k profit from ticket sales and sponsorship annually Generating £15k charity fundraising annually

How will we achieve this? National Championships remain a focal point for both organisations. We are committed to staging a comprehensive programme for men, women, boys and girls to promote our sport, provide a platform for our developing players and showcase affiliated clubs. Our events for recreational golfers, utilising the handicap system, enable golfers from throughout Scotland to compete in a national championship environment.

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We aim to stage these events ‘professionally’ providing an excellent showcase for the competitors, attracting good media coverage and interest from golfers all over the country. Our events portfolio has evolved, introducing new events which fit our strategy, but also dropping events which no longer attract demand or meet our objectives. The national events programme receives fantastic support from volunteers, clubs, players and sponsors. We will deliver outstanding golf events by developing our staff to lead via education and exposure to other high-quality golf events. We will deliver an annual programme of rules education, working with partners such as The R&A, to develop a panel of appropriately qualified referees to support our event schedule nationwide. Scotland also hosts a large number of major professional events for men and women. These events provide great opportunities for Scottish players, courses and spectators. We utilise tickets, player promotions and fun activities when supporting such events, to inspire the next generation of golfers and those volunteers who help develop them. We also aim to organise high quality events that don’t involve playing golf. Our Annual Scottish Golf Awards has served to raise our profile and generate revenue for our Charitable Trust. 6. Excellent Governance Providing Excellent Governance in our Sport - We aim to be the best-managed national governing body in Scottish sport with a structure capable of providing strong governance and excellent leadership for our shareholders, clubs and participants. What success looks like: Success means......

As measured by....... 

One governing body leading the sport

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Satisfied shareholders

  A thriving workforce

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Well managed finances

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Scottish Golf is recognised for its Equality

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Effective marketing strategy

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SGU and SLGA Amalgamate by end of 2015 One brand identity by June 2016 Consistent brand architecture by June 2016 A review of the governance structure of ClubGolf (Scotland) Ltd by the end of 2015 SGU Area Overall Satisfaction at 70% by 2018 SLGA Club and County Satisfaction at 70% annually Scorecard outcomes published annually with minimum of 75% of targets achieved Staff Satisfaction at 80% annually An implemented Strategy for the recruitment, development and retention of Scottish Golf Volunteers by end of 2015 Achieve annual budgets Achieve Clean Audits annually Achieve Intermediate Level of the UK Equality Standard by 2016 A pan-disability Scottish Disabled Golf Championship by 2017 Annual marketing plan in place with measurable goals A digital strategy integral to the marketing plan in place by 2015

How will we achieve this? The key, short-term measure of success in this area will be the amalgamation of the SGU and SLGA to form a single governing body for the sport in Scotland. A key element of this will be to build closer and stronger working relations with the Area and County golfing bodies. We will seek to build on existing relationships and support Areas and Counties to develop their own business plans. Once amalgamated, we aim to establish a strong and consistent Scottish Golf brand identity and brand architecture, underpinned by an effective marketing strategy and good communication channels. At any given stakeholder touchpoint, whether sponsor, golf club, golfer or golf fan, he or she will know they have just been in contact with Scottish Golf. Healthy finances and strong business planning are also required. From being largely reliant on subscription income from our clubs, we now attract just over 50% of our revenue from public and private sector investment. We aim to continue to diversify our income to minimise risk and manage our finances in line with industry best practice. Our staff is a major asset in supporting the achievement of our key strategic goals. People development is therefore a key aim, ensuring we have the best people, suitably challenged and supported, in place to lead and manage the organisation. Without volunteers, our sport cannot function. We will implement a plan to recruit, retain, develop and recognise our volunteer workforce and put in place a plan to support clubs to do the same for their volunteers. Our aim is to continue to develop our organisation, provide value to our clubs, regional golfing bodies and golfers and to show strong leadership. To achieve this we must also communicate more effectively with a wider audience, enabling our clubs, regional bodies and golfers to gain a better understanding of our activities and how they can benefit from working with us and using our resources. We want to have a closer relationship with more clubs, regional bodies and every golfer. 7. Strong Partnerships Building Effective Partnerships - We aim to build effective partnerships with organisations which support our strategy, add value to activities, grow our resources and diversify our income. What success looks like: Success means......

As measured by.......   

Our partners support our strategy Being the third most funded NGB in Scotland from commercial supporters

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Raise Scottish Golf’s profile within the corporate sector Public sector funding secured for 4 years

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Other golfing organisations contribute funding to our programmes A thriving Scottish Golf Charitable Trust

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Key partners endorse this strategy Cross Party support for this strategy £600k annual cash sponsorship and commercial income £250k annual in kind support Successful corporate business engagement programme (e.g. Global Scot Golf day) Maintain £1.5m annual public sector funding £135k per annum £100k invested in Scottish Golf projects aligned to the charitable purposes of the Trust annually

How will we achieve this? Effective partnership working has become a strong focus for both governing bodies, utilising the expertise and strengths of other organisations rather than ‘reinventing the wheel’ or over-stretching our own resources. This way of working has proved successful in the public sector, with investment from the Scottish Government through support from sportscotland, Scottish Enterprise, VisitScotland and EventScotland as well as the golf industry itself with organisations such as The R&A, PGA, Golf Foundation, European Tour, Ryder Cup Europe, British & International Golf Greenkeepers Association (BIGGA), Golf Club Managers’ Association (GCMA) and Club Managers Association of Europe (CMAE). Through a higher profile and improved marketing, we have been successful in attracting support from more private sector blue chip brands, with an excellent portfolio of sponsors including Aberdeen Asset Management, Belhaven, Royal Bank of Scotland, Scottish Hydro and TaylorMade-adidas Golf, all on a long term basis. Our strategic aim is to maintain and grow partnerships with these organisations to deliver the resources which enable us to grow and develop while attracting new partners in other areas who can have the same positive impact on our business. To enable this, we need to raise our profile within the corporate sector and present a strong case for private companies to invest in the future of Scottish Golf, in return for a value for money benefits package that our events and activities can deliver. Having launched the Scottish Golf Charitable Trust, we aim to grow our fundraising activities and find new sources of income to be invested into our charitable purposes. The role of Affiliated Clubs and Areas and Counties The role of the national governing bodies in delivering this strategy has been detailed above. However, success will not be achieved without the support and cooperation of affiliated clubs and our regional infrastructure, as outlined below: Affiliated Clubs           

Ensure club governance is fit for purpose Engage in the business planning process and implement Understand consumer trends and offer membership categories that appeal to both existing and new members Conduct regular Member and Visitor Satisfaction surveys and implement action plans to build on strengths and address areas for improvement Ensure all members are included in the club Handicap Database, ensuring each receives a Scottish Golf Member Card and the related benefits Utilise the suite of Club Services provided by SGU & SLGA Invest in education of staff and volunteers Encourage the next generation of golfers through engagement in ClubGolf Attract new adult golfers via Get Into Golf Invest in coaching to enable all golfers to maximise their enjoyment of the sport Stage appropriate competition formats for all levels of golfer with emphasis on providing fun, choice and opportunities for all members

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Regional – Areas and Counties      

Ensure governance is fit for purpose Develop and implement business plans Align coaching to national programmes Stage regional competitions Coordinate Course Rating Support communications throughout golf

Evaluation The success criteria outlined above will be constantly reviewed by our Annual Scorecard. In addition, the 4-year strategy will be reviewed regularly and refreshed every 2 years.

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