A New Partnership
This Spring, the Burnley Leisure took over the management of golf facilities in Towneley Park, tasked with increasing footfall and profitability.
In doing this they have prioritized marketing and upgrading facilities to make them more appealing. At the same time, the introduction of footgolf has given the 9-hole course a new lease of life.
The shop and the clubhouse entrance has had a major facelift but rather than tying up large sums investing in expensive slow moving stock items, they have worked on developing partnerships with other golf service providers.
This is very different approach and it hasn’t been without its challenges from the Club’s perspective but we continue to make progress.
Getting everything right is going to take time – we anticipate 12 to 24 months – but we are starting with a golf course that can match or better anything in the region.
Role of the Golf Club
The Club also has a major role to play in promoting golf at Towneley and ensuring visitors, regular users and those new to the game have a first class experience.
Over the past few years we have concentrated on securing the financial sustainability of the clubhouse, but that has often meant an emphasis on providing an attractive venue for private functions and sometimes that has been to the detriment of golfers’ enjoyment of the facilities.
The recent refurbishment of the locker rooms, toilets and Ladies room, provision of trolley storage and funding for the practice putting green and nets is evidence that the club has not lost sight of its primary purpose – encouraging more people to play golf and providing high quality facilities for Towneley golfers.
I now believe we need to focus on making the clubhouse itself and the services it provides more attractive to users of the 18-hole course and the Pitch and Putt.
With no members willing to take the responsibility at the last AGM for marketing and communications, socials or the junior section, Council members are overstretched and some jobs simply aren’t being done.
Council members need more support from members to fulfil their roles, but the old sub committee structure has fallen into dis-use and may not be fit for purpose.
Channels of communication need improvement so that members (and golfers in general) are able to let Council know what they want from their Club and what they will support.
In early October, Council will meet and draw up a draft Strategic Plan. They will also review the Club’s management structure. The outcomes of the workshop will be published and taken to a General Meeting in early November for discussion.
After considering feedback Council will bring final proposals to the AGM in February.