Just under two years after facing potential closure, Hollandbush Golf Club in Lanarkshire has formally transitioned into member ownership, marking a significant milestone for community-led golf course management in the UK.
Following the successful completion of a Community Asset Transfer (CAT) agreed with South Lanarkshire Council in 2025, the Scottish facility has now completed the handover process and is operating under a new governance and business structure. A formal handover ceremony took place at the club, attended by representatives from Scottish Golf, South Lanarkshire Council and the club’s new board of trustees.
The CAT positions Hollandbush as one of the most ambitious community asset transfers undertaken in South Lanarkshire, shifting full operational responsibility to the club’s membership after years of financial uncertainty under local authority control. The model follows similar transfers elsewhere in Scotland, including Winterfield Golf Club in East Lothian, reflecting a growing trend towards community ownership as councils reassess leisure provision.
With ownership secured, Hollandbush has implemented a five-year business plan focused on long-term sustainability, course improvement, participation growth and wider social outcomes. Membership currently stands at around 340, with the club targeting a net increase of 70 members ahead of the 2026–27 season through a combination of retention initiatives, targeted recruitment and flexible membership offers.
A critical early step in the transition has been securing £275,000 in grant funding to support set-up costs. Investment has been directed towards new greenkeeping equipment, the recruitment of three greenkeeping staff and three course starters, providing the operational foundations needed to deliver consistent playing conditions and visitor experience.
The business plan also places strong emphasis on environmental and community impact. As a registered charity, the club aims to leverage further grant funding for projects such as solar energy installation and water capture systems to reduce long-term utility costs, while continuing to grow pay-and-play income alongside membership revenues.
From an operational perspective, club management has highlighted the scale of responsibility that comes with ownership, balancing day-to-day delivery during peak season with long-term strategic planning. The transition has required the development of new systems around finance, procurement, staffing and compliance, alongside the ongoing demands of competitions, opens, societies and visitor golf.
With full control now established ahead of the new season, Hollandbush enters what it describes as a defining phase in its history — one driven by member engagement, clearer accountability and a renewed focus on sustainable course management. For the wider industry, it stands as a case study in how community asset transfers can provide a viable route to protecting and evolving golf facilities under increasing financial pressure.
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