Ongoing Management Services
1.1 Supervision and Management
Provide the requisite services to correctly supervise and manage the club, ensuring the efficient operation of the facilities and optimising the use of the club by its members.
1.2 Pricing Structures
Recommend, establish and revise appropriate prices for all aspects of the club operations, ensuring that the pricing strategy meets the business goals of the client.
1.3 By-laws and Rules & Regulations
Establish and implement the required byelaws and rules for the club and ensure that clear understanding established and enforced on all users of the club.
1.4 Repairs and Maintenance
Maintain the premises of the club in good condition and make recommendations for the necessary replacement, repair and renovation of the club premises.
This would incorporate a proper preventive maintenance procedure and the implementation of energy saving measures.
Negotiate contracts with suppliers, contractors and other parties in connection with the operation of the club to achieve the optimum conditions for the client.
1.5 Risk Management
Provide guidelines, procedures and systems to ensure that the club is correctly looking after health and safety risks, hygiene and personal injury requirements, as well as security and crisis management issues.
1.6 Capital Improvements
Present recommendations and proposals to the client for development of the club facilities which would be appropriate for the club’s growth, profitability and image.
1.7 Activities Programme
Organise and coordinate a full programme of activities for the members and their guests, thereby maximising the use of the club facilities and providing the full value to the members.
This would encompass proposals to the client for events and occasions that would create significant exposure for the club and assist with its market positioning.
1.8 Publicity and Public Relations
Responsibility for the promotion of the club both internally to the members and externally to the community to develop the awareness and the positioning of the club.
This would include newsletters, brochures, advertising (where appropriate) and publicity materials - all developed to enhance the club identity.
1.9 International Affiliations
Establish and maintain international affiliations with local and overseas clubs and resorts, ensuring that such affiliations are compatible with the aspirations of the club membership.
2. Finance Services
2.1 Accounting Procedures
Maintain proper accounting procedures relating to invoicing, purchasing, payroll and the general accounts for the club.
2.2 Assets Management
Maintain internal control measures and information systems to safeguard the assets of the club and to ensure the efficient operation of the club.
2.3 Operational Statements
Prepare and present monthly operational statements showing the gross revenues and results of the club operations, incorporating a review of the operations related to the financial budgets for the club.
2.4 Banking and Credit Systems
Develop adequate and proper banking procedures and policies to ensure the security of the club funds and to maximise the benefits from those funds. This would also include credit control systems to minimise the risk of bad debts.
2.5 Financial Budgets
Prepare annual budgets for the club and monitor the performance of the club against these budgets, including ensuring that the cash flow provisions for the club can be adequately covered.
These detailed forecasts for the club operations will form the basis for the annual operations and are an important procedure for the client and the management company.
Preparation and filing of all tax declarations relating to the club and its operations.
2.7 Purchasing Policies
Implementation procedures and controls for the acquisition of all stock and merchandise, including negotiating and dealing with all suppliers and vendors to ensure the best pricing and terms for the operation.
3.1 Staff Recruitment
Engage the personnel for the club’s operation, varying the requirements based on the efficient and effective operation of the club.
Determining the terms of employment, levels of remuneration, benefits and working conditions of personnel in line with industry standards and the financial budget for the club.
3.2 Training Programmes
The development and implementation of training programmes geared towards staff retention, productivity and the implementation of new procedures.
This would ensure individual growth and internal promotion aimed at the long-term development of superior human resources within the operation.
3.3 Personnel Records
Maintenance of personnel files and records for all personnel to ensure that conditions of employment are being fulfilled in accordance with local legislation and codes of practice.
Monitoring and appraising employees’ ability and performance in all aspects of their work.
3.4 Interim Manager Services
In the course of normal business, the upper layers of management may become indispensable even for a short period. In the club, spa and leisure industry today, industry best practice may not allow enough additional resources to cover necessary breaks in the yearly calendar such as annual leave. Emergencies such as bereavements or personal injury or sickness can devastate a business – particularly in extremely competitive markets and in remote locations.
The sudden permanent loss of top management for any reason causes a dilemma as the search and recruitment process for the right talent to replace specialist staff can take over 6 months in some cases.
Consequently, interim manager services inserts a specialist into a situation to ‘hold the fort’ and maintain stability in the business until adequate replacements are found or the gap has been bridged. This may be on a planned calendar to cover annual leave or on an emergency basis.
3.5 Physical Facility Reviews/Audits
There are three aspects to physical assets or facility ‘hardware’;
- Original design layout and space allocation, flow of traffic and selection of finishes
- Maintenance of the hardware over time – including preventive maintenance
- Expansion or remodelling requirements to respond to current market requirements
Reviewing and analyzing these in the context of each other can produce a facilities road map that can help to keep the facilities current.
Such an audit can also assist in avoiding sudden requirements for capital injections that can cripple the business. An assessment of capital replacement reserve status and additional funds to be set aside relieves pressure and anxiety on management - leaving the staff to focus on service delivery standards.
3.6 Management Reviews/Audits
To maintain high standards, it is often useful to have an independent review of current management practices. This ensures industry benchmarks being maintained yet it can also be a way of introducing new contemporary ideas and policies etc to a business.
A planned and assisted Management Review is a constructive way for the management team to self-evaluate and set short-term and medium-term goals – for their department and for themselves personally.
This should be a two-way procedure where the management staff be make known of their expectations from the employer and for their career.
Another alternative is to engage a ‘mystery shopper’ to experience, study the facilities and services on hand, produce a report, and plan for remedial action together with targets and milestones on a timetable.
3.7 Systems & Standards Reviews
Whereas the bricks and mortar, fixtures fittings and equipment of a leisure facility are very important in maximising the best facilities and services to be consistently delivered to the user . The systems and standards, policies and standard operating procedures, can differentiate two facilities with the same hardware. The ‘firmware’ can be altered and improved with very little or no investment or capital outlay. Yet the difference perceived by the user can be remarkable.
3.8 Staff Audit and Appraisals
In the same way that the ‘hardware’ and “firmware’ play their relative part in the service delivery process, the ‘software’ investment is not only the most crucial – it is by far the most difficult to get right – particularly in countries where the standards of hospitality are not so mature.
3.9 Joint Venture Team Formation
In the increasingly complex world, we find ourselves more sophisticated ways that are constantly sought to creatively combine resources efficiently to gain an edge. Sometimes this involves joint venture formations that necessarily span different countries, cultures, legal platforms and banking rules.
Creating a fair and equitable JV in such trying circumstances can be problematic and without due care and diligence may not be long lasting. International Leisure
Consultants have built a solid platform of expertise and wisdom in this area around the Asia Pacific region.