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monitoring statements to the end of September. However, NB advised that itwas our intention to present an overall 5 year projection of budgets for golf whichwould be appended to the summary Golf Plan to be inserted within the FFL andIW / AS agreed with this approach. A view of the budgets was then undertakenwith the following queries being raised by IW/AS: -• The vehicle hire costs were attributable to vans utilised by EL’s HorticulturalEngineer which had demonstrated savings in recent years as previously thishad been undertaken by external contractors, however JC to query the needfor a second van.• JC referred to the materials budget which was significant and related tomaterials needed for the quality of the course e.g. fertiliser, top soil, topdressing and so on. Prior to the golf development plan this had beenapproximately £60k, which had been increased to £130k but in recent yearsbeen reduced to £90k. NB/JC believed this to be the minimum required toensure the standard of the courses was maintained..• JC referred to the depreciation costs of £93k for previous capital investmentsin starters facilities and in essence this was shown as being ‘written off’ over aperiod of 10 years.• IW referred to significant operational leased costs. JC explain that significantsavings had been made in this area in the past through our in-house repairsand maintenance of grass cutting machinery and that further savings from thisarea would be utilised to appoint an additional engineer to further improve theefficiency and effectiveness of the ground maintenance section.• JC referred to £33k of marketing costs and all agreed that in percentageterms against the income budget of £1.45m this was not a not a large amount, i.e. (2%)• IW raised the issue of coaching expenditure. NB/JC referred to the reductionin coaching provision in recent years with the Craigentinney Golf School andthe indoor lessons at the Crags being undertaken this year. EL’s GolfDevelopment Officer was compiling an end of year review, which will helpplan the way ahead. Opportunities exist to work closer with the Braid Hillsgolf driving range.• AS queried staffing levels and JC provided numbers of staff in relation toSeasonal Greenkeeprs, Golf Starters, Grounds Maintenance staff etc andreferred to the career structure from Assistant Greenkeeper to HeadGreenkeeper. Some Head Greenkeepers had recently been relocated toother facilities with intention to do similar with the Assistant HeadGreenkeepers for their personal development and the benefit of a freshperspective on the courses.• AS queried the life cycle maintenance costs and NB advised that this was asagreed by the Board in allocating £500k for life cycle maintenance costsacross EL to reflect a more accurate cost of maintaining the port folio offacilities.• IW queried the ‘flat rate’ employee costs and JC advised that this was atemporary coding issue referring to Supervisor costs which should be part ofthe overall salary budget.IW/AS acknowledged that there were no significant efficiency savings which wereevident following this scrutiny process.JCINFOINFOJCINFOJCJCINFOINFOINFO4
5. FUTURE GOLF PLAN5.1 NB referred to the Health & Fitness plan which was to be used by the key serviceareas as a template for 5 year plans, which would be included in the overall FFLstrategy. A draft FFL strategy would be prepared for the Board at theirNovember meeting. Meanwhile an early draft of the Plan was passed to IW/ASfor their comments.IW/AS6. ANY OTHER COMPETENT BUSINESS6.1 AS queried the potential for winter session tickets. JC advised that EL hadintroduced these last year for the first time and found that many private clubs hadcopied this initiative. This initiative was repeated from October this year to March2010. A total of 168 had been sold in the first 2 weeks of October. AS queriedwhether this initiative had been promoted enough. JC referred to posters whichwere being displayed at all sites however our Golf Starters could be selling thesemore proactively to our regular golfers e.g. AS at PGC.6.2 IW referred to the importance of the marketing and promotional aspects of a GolfPlan with the overall aim to maintain usage numbers and income levels. JCreferred to the planned implementation of online bookings which all felt would besuccessful and JC’s intention of each golf course having their own particularmicro site on EL’s website to ensure different segmentation of the marketJCJC7. DATE OF NEXT MEETING7.1 NB referred to the next scheduled meeting as being the 28 th January. Howevergiven existing diary commitments, NB to suggest alternative dates to the subcommittee members for week beginning 18 th January.NB5
Page 3: EDINBURGH LEISURE BOARD SUB COMMITT
Page 7 and 8: 3. BOARD REQUEST FOR SCRUTINY OF IN
Page 11: • Working closer with the 9 clubs
Page 15 and 16: Edinburgh Leisure Board Sub Committ
Page 17 and 18: coaches awards which will recognise
Page 19 and 20: 1.5 Golf Coaching ReviewJC/NB refer
Page 21: fees and also their pay and play pr

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