‘Our mission is clear’ at Scottish Golf

In the past year, the Scottish Golf team and I have travelled the length and breadth of Scotland hosting roadshows, the most recent series of which took place earlier this month, where we hosted 11 sessions with over 150 clubs over two weeks in late September and early October. From Tain in the north to Thornhill in the southwest, our message was consistent: as the governing body for the club and amateur game, Scottish Golf is here to guide, support and advise. Lean on us, we can help.

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Our nationwide roadshows are critical for us to create strong, sustainable golf clubs, prepared for the future, and the current economic pressures were keenly discussed by attendees at these forums. The small number of club closures highlighted in the media recently understandably can lead to some concern. Although the circumstances in each case differ, every one is upsetting, not least to the club’s membership. Our roadshows allowed us to explain in detail the breadth of support we can offer clubs, whatever circumstances they might find themselves in.

If a club is experiencing difficulties, we want to know and the sooner the better. Our mission is clear: to encourage more golfers into the game to play more golf, more often. If we want people of all ages and backgrounds to enjoy the fantastic social, mental and physical benefits of our sport, we must make sure our clubs and facilities are in a strong place to support the new or returning golfer.

But to face down the pressures of the current climate we must understand the context in which clubs are operating today. Around half of Scotland’s clubs are run by volunteers who are under the cosh dealing with the day-to-day running of the business as well as membership queries, adverse weather, competitions and events – so it is our job is to alleviate the burden wherever we can.

In our teams such as club services, participation, and digital, we work daily to support member clubs who, like any small business, are affected by wider economic conditions in the country. We’re currently asking clubs for their membership data and this information is vital so we have a clear sense membership trends. If we spot a dip in membership, we can immediately reach out to the club and offer support. Likewise, if a club is investigating potential future changes to their constitution, business model or financial planning, or if they need help unravelling historic decisions that prevent them from modernising, we have in-house teams and external partners that can help.

(Image: Scottish Golf) But we are not just here for the regulatory things in life. For real, practical help designed to reduce running costs and improve efficiencies at clubs, we have a portfolio of services to choose from. For example, a newly-launched partnership with ethical lender Capital Credit Union is proving extremely popular with clubs as it offers golfers the chance to spread payments over a year while the club receives the subscription in full and upfront to help with cash flow.

We point clubs to buying groups where they can make collective savings on items such as insurance and waste management. And experience tells us that if a club is well structured, it has a better chance of being an operational success, so through partnerships we provide free HR and health and safety resources as well as advice on good governance.

The digitisation of golf throws up another huge opportunity for clubs to advance and make savings, and I’m proud to say we have been pioneers in this field. We are the only golf governing body in GB and Ireland to offer full suite club management software, saving clubs between £3,000-10,000 a year to independent software vendors. If you imagine close to 50% of Scotland’s golf clubs are volunteer-run, the offer of an off-the-peg digital solution with account management, training and seven-day-a week support is invaluable. Around 200 clubs are already using our software, and more will come on board in 2025.

But, like any member organisation, we rely in part on inbound information from the membership to keep us appraised of the challenges, trends and issues of the day. This year, we have recruited a new team of six regional development managers who will provide “boots on the ground” support to clubs, and – crucially – insights on club health across the country so we can offer that pre-emptive support. This was something our clubs asked for last year and we have already delivered on that request. If any club is even slightly concerned about their future, we would encourage them to reach out to us as soon as possible as our most effective support comes before the point of crisis.

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But supporting the business and finances of Scotland’s clubs isn’t solely about cutting costs and profit and loss. We must think long-term to preserve the future of the game, so it is at the junior and grass-roots levels and within the women’s and girls’ space that clubs can also benefit from healthy growth.

Our participation team has a portfolio of ready-made beginner and junior programmes that can be dropped straight into clubs, with hands-on support from the central team. If any clubs are keen to grow their women’s and girls’ sections, they can get in touch with us, and we can help supercharge that work through resources, equality and safeguarding training, and marketing advice.

If I have one overriding message, it is that we are here to help. In choppy waters, yes, but even if things are going well, reach out. A club’s affiliation fee allows them to access more than they might realise, and we often surprise clubs when we explain the range of services on offer. We all care deeply about our national game – so many of the staff at Scottish Golf have been playing since they were children – and we are all unwavering in our determination to see our golf clubs and facilities thrive and flourish. We are here for all of them, no matter the shape, size, scale or location, and we will continue to do all we can as a governing body to make sure that, whatever the weather, golf’s future remains sunny and bright.

Robbie Clyde is the chief executive of Scottish Golf.