Upton-by-Chester Golf Club  Strategic plan - 2025 – 2029

Foreword

Upton by Chester Golf Club has so much to offer as a club, a superb and ever-improving golf course, and a great clubhouse suited to golfers of all ages. However, it is crucial that as a club we don’t stand still. We need to continue to move with the times, be aware that golf clubs around us are constantly looking to improve their product and understand that our members quite rightly expect the highest standards throughout the year, both on and off the course.

The new Board has been reviewing the future direction of the Club, its governance structures, and other decision- making processes, as well as developing a strategic business plan for the club setting out our vision and our strategic objectives whilst identifying our priorities for the next 5 years.

In developing the plan, we have taken into account member’s views expressed via the recent Member’s Survey. The survey left us in no doubt that members consider the single biggest priority for the club going forward to be the continued development and improvement of the course – including the path project and completion of the drainage and bunker work. There was also significant recognition in the survey that work in and around the clubhouse is long overdue.

Alongside these proposed major capital investment projects, the plan sets out our intention to improve the club’s communication and consultation processes; to maximise both competitive and social golfing opportunities for members; and to enhance members’ overall clubhouse experience.

Importantly, we want to ensure we continue to provide our members, their families, guests, and visitors with a quality golfing and social experience within a friendly and welcoming environment.

We acknowledge that we have an ambitious agenda to work through as a club however, it is also important that our business plans are considered in the broader financial context of the economy in which we will be operating. Therefore, our plans will be kept under regular review and will remain flexible and subject to change.

We are committed to keeping you fully informed of progress against the plan, and to involving you in the key decisions required in respect of the major capital investment projects and other significant changes. In the meantime, I hope you will take time to study the plan and that you find it helpful in understanding more about the future plans for our great club.

Ian Clulow                  Diana Ormandy

Chairman                   Finance Director

Our Vision

To be a family-friendly golf club that welcomes golfers of all ages and skill levels, providing a competitive golfing experience all year-round supported by a Clubhouse that offers a relaxing and inviting environment for all who visit whilst maintaining a membership that is strong, diverse, inclusive, friendly and whose expectations are met.

Our Values

The delivery of our strategic objectives and vision is underpinned by the key values of our Club:

• Be friendly and welcoming to all - whether they are members, guests, visitors, or staff

• Treat all people fairly and with respect

• Act with integrity at all times thus promoting an atmosphere of honesty and trust

• Maintain high standards of behaviour, both on and off the course

• Take pride in our Club and instil it in others

• Promote camaraderie and friendship

• Value the diversity of our membership

• Recognise the contribution made by members and celebrate their success

• Conduct our business to the highest standards

• Be socially responsible and environmentally friendly

Strategic Objectives

Our goal is to provide a year-round golfing experience that supports golfers at every stage of their journey, from beginners to seasoned players, ensuring that both members and visitors consistently enjoy the Upton by Chester Golf Club experience. We strive to create the ideal environment for everyone to feel welcomed and able to enjoy their time on and off the course.

Course Objectives

To deliver a premium golfing experience, the club will maintain a high-quality course suitable for all skill levels. The aim is to achieve over 90% member satisfaction in annual course surveys by the end of the next season through consistent upkeep and feedback-driven improvements.
Ensure Inclusive and Challenging Play – Design and maintain course conditions that offer the right balance of challenge and accessibility, ensuring a rewarding and engaging experience for all golfers.
Commit to Continuous Course Development – Implement an ongoing course improvement programme focused on enhancing playability, sustainability, and overall enjoyment of the golfing experience.

Clubhouse Objectives

Maintain a clean, accessible, and inclusive Clubhouse – Ensure the clubhouse remains well-maintained and fully accessible to all members and visitors, including those with disabilities.
Modernise facilities – Upgrade the clubhouse and social spaces to enhance comfort, functionality, and overall appeal for both members and guests.
Enhance social experience – Foster a welcoming and vibrant atmosphere by creating inviting spaces that encourage relaxation, interaction, and community engagement.
Improve halfway house services – Enhance the halfway house experience by reviewing the services on offer to better accommodate golfers.
Elevate food and beverage offerings – Work closely with the bar and catering team to provide high-quality, diverse, and enjoyable food and drink options for all members and visitors.

Golf Objectives

Balanced competitions and social golf – Offer a well-structured mix of competitive and social golf events, ensuring a fair, inclusive, and enjoyable experience for all members.
High-quality coaching and practice facilities – Maintain and develop teaching and practice facilities to support golfers of all skill levels in improving their game.
Premium merchandise selection – Provide a diverse range of high-quality golf merchandise in the pro shop, catering to the needs and preferences of all members.

Membership Objectives

Maintain a strong and inclusive membership base – Retain a healthy membership across all categories while actively attracting new members, regardless of their golfing ability, to foster a welcoming and diverse club community.
Targeted recruitment strategy for women golfers – Implement a focused membership recruitment plan to encourage more women to join, ensuring greater inclusivity and growth within the Club.
Enhance new member integration – Develop initiatives to fully integrate new members into club life, ensuring they feel welcomed, supported, and engaged from the outset.
Improve membership communication & engagement– Maintain regular and transparent communication with all members regarding Board updates, club developments, and upcoming events to strengthen engagement and trust.

Administration and Governance Objectives

Review the current governance structures to ensure they are transparent and effective – Implement best-practice governance with clearly defined committees, policies, procedures, and processes, all overseen by an elected Board to ensure accountability and efficiency.
Enhance communication and consultation – Strengthen communication channels between members, Club committees, and the Board to ensure greater transparency, collaboration, and engagement in decision-making.
Implement a structured feedback system – Develop a formal approach for handling member feedback and concerns, ensuring that all issues are addressed fairly, efficiently, and in a timely manner.

Finance and Risk Management Objectives

Ensure long-term financial stability – Maintain the Club’s financial health by ensuring that annual income generation covers operating costs, routine capital expenditures, and debt servicing while also providing sufficient cash flow reserves.
Strategic capital investment – Prioritise major capital investment projects only after a thorough evaluation of funding options and consultation with members to ensure financial sustainability and alignment with the Club’s long-term goals.
Implement a transparent risk management system – Develop a clear and structured risk management framework that identifies, assesses, and mitigates financial, operational, and strategic risks to safeguard the Club’s future.

Sustainability Objectives

Sustainable sourcing – Prioritise local, ethical, and eco-friendly products for the clubhouse and pro shop, supporting sustainability while reducing the Club’s environmental footprint.
Inclusive golf programmes – Develop and promote initiatives for juniors, women, and individuals with disabilities, ensuring golf is accessible and welcoming to all skill levels and backgrounds.
Community partnerships – Collaborate with local employers and sports clubs to foster meaningful community engagement, creating opportunities for participation, networking, and shared sporting initiatives.

Operational delivery and Implementation of the strategy

To successfully achieve the strategic objectives outlined above each Board member will be responsible for their implementation through clearly defined, time-specific objectives, as detailed below.

1. The Course

Golf Course Investment and Improvement Plan

Significant investments of £157k have been made across the golf course in recent years, leading to noticeable improvements. Our greenkeeping team is now well-balanced in skills, experience, and expertise, allowing us to maintain and enhance course conditions effectively going forward.

However, completing the Nine-Hole Path Project remains a top priority. This project is essential to ensuring year-round course quality, providing a fair challenge for golfers of all abilities, and attracting visitors and golf events that generate vital additional income for the Club.

To achieve this we will continue with a structured course maintenance and improvement program including:

Year 1 - 2 Priorities:

Complete the path project by November 30, 2026, to enhance accessibility and ensure that at least 9 holes remain playable throughout the winter season.
By the end of 2025, trace, survey, and map 100% of uncharted manholes, gullies, ditches, and drainage runs, and integrate the data into an updated CAD drawing.
Clear drainage in all existing bunkers and install one new Ecobunker on the 18th hole by November 30, 2025, to improve drainage and winter playability.
Install two lateral drains into the new ditch on Hole 3 by November 30, 2025, to improve water flow and course conditions for winter.
To keep members informed, course status updates will continue to be sent daily via the IG app and email. The objective is to increase app usage to 80% by the end of 2025, with promotion and onboarding support encouraging adoption.
To manage weeding and surrounding areas, the club aims to expand its volunteer program within three months. The goal is to recruit at least 10 regular volunteers to assist the greenkeeping team in maintaining non-playing areas.
To maintain the appearance of the course through regular clearing of ditches, removal of leaves and ensuring that the fairways and rough are maintained to the standard of a premium golf course.

Year 3 - 4 Priorities:

The club has invested £14k in winter tee areas to reduce wear on regular tee boxes during the winter months. Further work on the levelling of uneven tee boxes will be addressed in years 3–4 as part of longer-term planning.
Review and update course signage and install at least 10 new or replacement signs, to improve navigation and enhance member and visitor experience.
Install fencing to the left of Hole 3 by November 30, 2028, to minimize the risk to neighbouring houses and address ongoing safety concerns.
Construct a hammerhead turning area on the path near Hole 2 green by to facilitate safe and efficient course navigation.
Begin transition to robotic mowing technology by replacing the traditional mowing equipment to robotic mowing, with a multi-year plan for full implementation and cost-saving analysis.
Continued Investment in Staff – Enhance training, development, and working conditions for our greenkeeping team to maintain a high standard in the support of the greenkeeping team’s development and retention.
Continually review working practices to ensure environmentally friendly practices are introduced and maintained, as part of the club’s sustainability initiative for long-term course care.

This structured approach will ensure that the course remains in top-quality condition all year-round, benefiting members, visitors, and the Club’s long-term financial sustainability.

2. The Clubhouse

Clubhouse Development and Hospitality Plan

The clubhouse is an integral part of the golf club experience. While some members spend as much time in the clubhouse as they do on the course, for most, it is a place to relax before or after a round, enjoy food and drinks, or take part in social functions and in-house activities. A welcoming, comfortable, and well-equipped clubhouse is essential to fostering a vibrant club atmosphere.

To enhance our clubhouse experience, several initiatives are already underway:

New Bar and Catering Contract – Aiming to elevate the quality and variety of food and beverage offerings through a refreshed and diverse menu.
New Social Committee – Established to organise a broader range of events and activities for members.
Encourage Greater Use of Clubhouse Facilities – Attract more members, including younger demographics by offering a wider variety of social events and dining experiences.
Promote the Upstairs Dining Room – Maximise its potential for hosting upmarket non-member events and private functions without disrupting regular clubhouse and golfing activities.

Acting upon feedback from the members survey, we are committed to investing in the club house to enhance the clubhouse experience.

Year 1 - 2 Priorities:

Renovate and update the ladies' toilet facilities by July 2026, with the aim to complete installation of improved accessibility features (including widened doors, handrails, and step-free access), ensuring compliance with disability access standards and enhanced comfort for all users.
Conduct a comprehensive review of the Halfway house operations by October 2025 working in conjunction with the bar and catering provider to provide a viable on-course food and beverage service for members.
Begin renovation of the patio area by July 2025, with improvements to include reintroduction of the gravelled patio area with the aim of enhancing the outdoor social space for member and guest enjoyment.

Year 3 – 4 Priorities:

Undertake a phased modernisation of the clubhouse to align with long-term member expectations and lifestyle trends. The goal is to create a more comfortable, welcoming, and functionally versatile environment that supports year-round social engagement, club events, and member satisfaction.
Enhance locker room facilities to improve comfort, convenience, and privacy for members and guests, ensuring the club remains competitive and supports retention through the provision of premium locker rooms that align with the club's standards and meet evolving member needs.  The 3–4-year plan will focus on layout redesign, modern fixtures, storage solutions and decor.

By implementing these initiatives, we aim to create a modern, inclusive, and enjoyable clubhouse environment that enhances the overall member experience while attracting new visitors and revenue opportunities.

3. Golf

Golf Competitions and Member Experience Plan

Building on the Club’s strengths in delivering open and inclusive golf, it is essential that organised competitions reflect the needs and expectations of all members. Maintaining the right balance between individual handicap-qualifying events and fun/team competitions ensures engagement across all skill levels while fostering a strong club atmosphere.

Additionally, we recognise the importance of tee availability for general and social play, while also acknowledging the Club’s need to generate essential revenue from visitor green fees and society bookings.

With the World Handicapping System now well integrated, we must ensure that all competitions remain fair, enjoyable, and reflective of members' playing abilities.

Year 1 - 2 Priorities:

Balanced Competition and Social Golf Offering

Provide the right mix of competitive and social golf to encourage participation of all members through a monthly email of up-and-coming competitions.
Promote social golf to include monthly mixed competitions to maintain a vibrant club atmosphere and drive clubhouse engagement.

Improving Tee Availability for Members

Allocate at least 75% of tee times before 9:30 am exclusively for members when no external bookings exist, starting June 2025.
Automate the release of unused competition/event tee times within 24 hours of unbooking by June 2025.

Fair and Transparent Handicap Management

Audit and update all member handicaps quarterly, with reports published on the members' portal starting July 2025.
Implement a consistent review process for competition results to flag anomalies within 48 hours of play by August 2025.

Promoting Good Golfing Etiquette

Launch an etiquette awareness campaign by Sept 2025, including signage and briefings before major events.
Decrease pace-of-play complaints by 10% by December 2025 through targeted education and course marshals.

Celebrating Member Achievements – Recognise and promote the successes of members and Club Professionals in both internal and external events.

Feature at least two member or professional achievements monthly on the club website and newsletter starting July 2025.
Host an annual awards evening recognising standout performances across all club competitions by January 2026.

Year 3 – 4 Priorities:

Enhance and future-proof practice and training facilities.
Over the next 3–4 years, work closely with the Club Professional to evolve the club’s coaching and practice environment by:

Expanding the functionality and usage of the swing studio and practice areas to meet growing member demand.
Maximising access to high-quality coaching through our dedicated professional, supported by structured development programmes designed to extend learning beyond individual sessions.
Strengthening operational systems to ensure a seamless professional coaching experience that supports long-term member improvement and satisfaction.

Ensure ongoing compliance and leadership in SafeGolf Standards.

Maintain and build upon SafeGolf accreditation as a long-term commitment to safety, welfare, and good governance by:

Embedding regular policy reviews, staff training, and safeguarding practices into the club’s operational framework.
Positioning the club as a leader in SafeGolf compliance through continuous improvement and proactive engagement with national standards.

By implementing these initiatives, we aim to ensure that competitive and social golf at the Club remains enjoyable, accessible, and well-structured, while supporting the long-term growth and sustainability of the game.

4. Membership

We pride ourselves on our diverse membership base, as we look to maintain our membership.

Our key focus it to attract more lady members with the launch of our ‘Get into Golf’ programme with follow-up mentoring arrangements will hopefully see the number of female members steadily grow during 2025.

However, we need to be mindful of any potential declining membership as the cost-of-living crisis continues to bite and membership fees and other costs rise. It is important to ensure that we retain existing members by keeping members involved in decisions about the club’s future, as well as finding ways of encouraging our younger members to engage more - not only with on-going club debates and decision-making, but also with social activities away from the golf course whilst helping them feel more integrated into club life.

Therefore, in continuing to develop a welcoming, inspiring, and inclusive environment for all our members, our focus will include:

Year 1 - 2 Priorities:

By September 25, redesign and relaunch the 'Have Your Say / Suggestions Box' initiative to encourage increased participation from members. This will facilitate the collection of feedback and provide Board members with more opportunities for direct engagement with the membership.
From September 2025, we will include a strategy update within the newsletter to inform members of progress updates, so everyone knows how we’re doing against our plans. in addition to the Club’s committee structure.
When consulting on major projects and other significant decisions, we will strive to involve as many members as possible from across the whole membership base through engagement within the focus groups.

We’ll work to grow attendance at social and golf events by 10% by September 2025—with new event types and better promotion to suit different interests.

Aim to achieve a fair and balanced representation on The Board and across the Club’s committees that reflects the diversity of our overall membership.
Building on the ‘Get into Golf’ scheme to ensure that all new members have a dedicated mentor.  From July 2025, every new member will be paired with a mentor within their first week to help them settle in and feel welcome.
Starting June 2025, we’ll ask all leaving members to share their reasons in a short exit interview, so we can keep learning and improving.
Review and relaunch by July 25 the membership feedback processes to ensure that all membership concerns are dealt with equitably and in a timely manner.

Year 3 – 4 Priorities:

Undertake our third Members Survey during the summer of 2026.

5.Governance and Administration

Governance

The Club Rules have been in place for many years, and there are many Club policies and procedures that have been developed that are documented in stand-alone documents or in board minutes. The Board has therefore begun a review of these and other Club governance arrangements. This work will continue over the coming months with our focus to include:

Year 1 - 2 Priorities:

Conduct a comprehensive review of the Club Rules to identify outdated or unclear provisions, and propose necessary revisions, with a draft of the updated rules presented to the Club Board for approval by 30 September 2025.
Compile, standardise, and publish all existing Club policies and procedures into a single, accessible digital repository on the Club’s website by September 2025, ensuring all documents are reviewed for consistency and relevance.
Develop and implement a clear Code of Conduct for members, visitors, and staff, along with a comprehensive Grievance, Complaints, and Discipline Policy, including procedural guidance, to be approved and distributed by October 2025.
Ensure commercial contracts are thoroughly reviewed and that due diligence checks are carried out before the Club undertakes any significant capital investment projects.

Y ear 2-3 priorities:

Establish a succession plan for Committee Chair vacancies to help ensure that nominations are received from as broad a range of suitable candidates as possible and in a timely way.

6.Administration

Whilst the management of the Club is vested through the Board, we are very much supported in this by our Admin Manager and other senior staff including the Finance Director, Course Director, House Manager and the Club Professional. Our collective aim is to provide an efficient Club administration system that supports members as well as the secure and effective management of the Club’s affairs and finances by employing well-trained staff. We always seek professional advice (legal or otherwise) when dealing with specialised processes and remain compliant with relevant legislation at all times.

7. Finance and Risk Management

Like all golf clubs, the Club will continue to face significant financial challenges over the next year or so. Inflation is currently hovering around 3% meaning that our day-to-day running costs have increased.  The club also requires some significant capital investment to upgrade and modernise our clubhouse facilities to align with long-term member expectations. The goal is to create a more comfortable, welcoming, and functionally versatile environment that supports year-round social engagement, club events, and member satisfaction.

Year 1 -2 priorities:

By April 2025, ensure that the Club's annual operating budget is balanced by generating income equal to or greater than total operating costs, routine capital expenditures, and debt servicing, while maintaining a minimum cash reserve equivalent to three months of operating expenses.
By 30 September 2025, establish a formal capital project evaluation protocol that includes financial modelling, member consultation, and sustainability assessment, and apply it to all proposed capital investments exceeding £50,000, ensuring alignment with the Club's 5-year strategic plan.
Develop and implement a risk management framework by 31 October 2025, including a risk register, risk assessment tools, and reporting processes, and conduct quarterly reviews to identify and mitigate key financial, operational, and strategic risks, including a move towards compulsory personal golf insurance for all members within 2 years.
Conduct an annual review of membership subscription rates by May 2025, using a transparent financial model that forecasts income and expenses for the next 3 years, ensuring any increase is limited to what is necessary for maintaining the Club’s long-term financial stability.
Implement a quarterly review process for all green fee rates and society packages, starting Q2 2025, with the goal of optimising revenue while remaining competitive with comparable clubs, and report findings to the Board.

Year 2 -3 priorities:

Examine the feasibility and financing options of installing solar panels to offset some electricity costs.
Explore a broad range of the medium and longer-term funding options available to allow us to pursue a phased capital investment programme in the clubhouse and on the course, ensuring that all projects are predicated upon the financial context in which we will be operating.

We will ensure that we only do what we can afford, and that any major alterations or investment will not be made without further consultation with, and the support of, members. Investment in these major improvement projects is also dependant on there being positive membership recruitment numbers going forward, and on interest rates remaining within affordable limits.

8. Sustainability

In support of our overarching sustainability objectives, we will endeavour to install a sustainable approach to the operation of the golf club which takes into account both environmental and economic factors while continuing to aim for a quality golf course and facilities.

Year 1 -2 priorities:

In support of the Club’s commitment to environmental responsibility and local community engagement, we will implement a sustainable sourcing policy for all clubhouse and pro shop purchases.
Audit current suppliers to identify opportunities for more local, ethical, or eco-friendly alternatives within the next 3 months.
Establish and build partnerships with local businesses and sports clubs to encourage community engagement through the forming of at least 4 partnerships offering discounted green fees during off peak times.  This will strengthen the Club’s local presence and increases visibility and participation with the ultimate aim of increasing membership.
Educate staff on sustainable practices and product choices through a quarterly sustainability briefing or training session.
Launch a Get into Golf initiative by May 25 aimed at increasing the membership of the ladies section.

Year 2 -3 priorities:

Launch a phased introduction of robotic mowing technology by replacing the traditional mowing equipment to robotic mowing thereby reducing emissions.

9. Measuring Our Success

This 5-year Plan is a high-level strategic document which contains a series of aspirational objectives towards which we are working and which, as a Club, we are hoping to achieve within the lifetime of the Plan.

Our success will largely be measured through the achievement of the supporting actions that are set out in the Plan. For some of these, success will be self-evident – for example, completion of the proposed path project and drainage work, revised governance improvements in place, and so on. On the major projects, when the timing is right, you should expect to see the preparation and presentation of costed proposals, a full consultation process with members, and implementation aligned with members’ decisions.

However, the key indicator of our overall success will be membership retention, evidenced through improved ratings in the annual Member Survey when we all should expect to see year-on-year improvements in the scoring of each of the questions and in the feedback commentary.