Rich sticky notes
The way to use The Directors Table within The Model Protopage Communications Portal
to simply sign in with the password : director
Then simple add your HTML page and make your reply to the suggestion book that I am setting up.
We will communicate through the club suggestion book.
And you can reply in the suggestion book please as this is your current standard.
What is the club take / line on junior golf development ?
Reply here please.
I suggest that you post minutes of meeting on the notice board in a more timely fashion and contact the members that have made suggestions via E' mail with minutes of the meeting the day after the meeting.
Running meetings should be simple and minutes should be produced for members to see the day after - that goes for all committee meetings.
Rich sticky notes
Stop Press 30/08/2020
The board has, over recent months, carried out a review of the club's operations. The review was necessary because of the unavoidable truth that the club has over recent years either been loss making or has marginally broken even - even with the benefit of exceptional income such as a large VAT refund, renting out parts of the club's car park for coach parking and to a motor cycle training business - and with the benefit of licence fees payable by Highways England (for access over our land to the M56 bridge for maintenance purposes). The club's finances have left it unable to invest in its infrastructure as it would like, to the detriment of the clubhouse and leaving the club unable to finance the improvements and maintenance projects as it would like in respect of the course. Further, the marginal position of the club's finances means that the club itself is under existential threat on a forward looking basis.
Against this backdrop, the board has carried out an essential review of the club's operations with a view to:
- reducing cost;
- increasing revenue;
in order to attempt to avoid the prospect of the club having to significantly increase subscriptions in order to stay afloat and to allow the club to move forward and significantly improve its offering to members.
The largest cost of the club is its human resource. A substantial percentage of the club's annual revenue is currently being spent on wages and salaries and other benefits, for the club's office and bar and the club professional's retainer and other commissions. Overall, these costs are unsustainable.
- last year the club took in house its catering operations, but has not, to date, put in place a satisfactory solution. The board regards this as an unresolved opportunity, not only to maximise established revenue streams, but to create new ones that will appeal to the members and enhance the membership experience;
- the board believes that the creation of a role which has a greater focus on golf related revenue generation represents an important opportunity. Such a role would focus on optimising society and green fee revenue - as well as optimising membership numbers by developing recruitment and retention strategies;
- the club has agreed terms in principle with Steve Marr (our club professional) to take over the professional shop, whilst retaining Steve as a consultant and as the club's teaching professional. This will allow the club the opportunity to generate a profit from shop sales, whilst retaining Steve's services for the benefit of the members.
Unfortunately, to allow the club to both reduce its costs and to create new roles which allow the twin objectives of reducing costs and increasing revenue to be achieved, it has been necessary to make the existing roles of general manager, finance assistant and steward, redundant. In their place the club is creating the new roles of club secretary and commercial manager. By way of explanation:
- the club secretary role will be a part time role which is administrative in nature only and does not include any management responsibilities.
- the commercial manager role will encompass managing the bar and catering as well as over viewing the profitability of the professional shop and being responsible for golf revenue generation. The role will have a focus on widening the offering to members by creating new and enhanced revenue streams (utilising on line technology) in areas such as pre' and post round and on-course, food and beverage, as well as organising regular club events and entertainment. The role will also be charged with increasing revenue by hiring out the clubhouse for outside functions and hospitality.
The board is very much aware and sympathetic to the fact that the redundancy of the existing general manager and steward roles will result in Patrick Keane's and Kath Donegan's employment with the club coming to an end. Nicola Sinclair will also leave with our thanks for her dedicated work in the office. As many of you will know, both Kath and Patrick have served the club loyally and with distinction over many years and members will rightly be concerned that they have been treated fairly. I would therefore like to assure members that the board has deliberated long and hard over many months before reaching the conclusion it has that the reorganisation is essential to the club's future viability and success - and it has done everything it can (and will continue to do everything it can) to ensure fairness to the affected employees.
What does this mean for the club and the membership?
The board believes that:
- the future year on year benefit directly associated with the reorganisation will be somewhere between £35,000 - £50,000 per annum. It is hoped that the additional revenue generation aspect of the reorganisation is capable of doubling this benefit. If that were to be the case, it would amount to an annual benefit to the club of between £70,000 and £100,000 per annum. To put this into context, to raise the same sum across 400 members without the restructure would require an average increase in subscriptions of between £175 and £250 per member.
- the membership experience will be enhanced by the new service lines that the commercial manager will be expected to deliver. In addition, as a "not for profit" organisation, any improvement in the club's finances will allow the club to reinvest in the clubhouse and course. By way of example, any such reinvestment could, over time, take the form of the creation of a spike bar, a new or expanded terrace for serving food and drinks, a permanent half-way house, a new and more appealing clubhouse entrance, the purchase of new course machinery and course architectural improvements.
Inevitably, the reorganisation we are embarking upon carries with it some risk (although the financial risk associated with maintaining the status quo is far higher). The main risk is likely to be in the transition period as the club moves over to a new operational structure and in the recruitment of the right personnel into the new roles. However, for the reorganisation to be successful, it will undoubtedly require the support of the members. It is recognised that this cannot be taken for granted and will require the club to deliver the enhanced services that deserve the members support.
I would also mention that the board is aware that, regrettably, news of the restructure was leaked to at least some members before the board was in a position to inform the membership and explain the need and rationale for it, with the suggestion being made that prior consultation or the consent of the members should have been obtained before any restructure affecting the club's employees was implemented. However, because of the very nature and the sensitivity to the individuals concerned of proposals such as these, it would not have been possible to debate them sensibly with all members in an open forum and comply with the employment law requirements which govern the process.
Finally, the board firmly believes that with the right recruitment into the commercial manager role (and make no mistake this is likely to be the most important appointment the club will ever make), the future of Withington Golf Club can be bright and exciting. We hope that you will support your club and join it on the journey.
The Board of Directors
Rich sticky notes
A day in the life - 31/08/2020
The 19 Hole for WGC had been nominated to be The Gardeners Arms due to the location to the Tram Station. However, we have reservations about holding events there due to communications issues.
So as of the 31/08/2020 we will be promoting the Crown Inn in Northenden - basically church because it was open serving excellent cheeses when Withington and Didsbury Golf Clubs were not serving food.
It saddens me that the working man can not visit his golf club after a hard days work for a few holes of golf - fine ale and snacks, - In the age of the microwave there is no excuse.
With UBA Eats now operating and restaurants offering discounts for take aways with free delivery service is it now not the time to review what bar food is available. Why can our restaurants not be open till 10pm offering a take away service to the local community.
Rich sticky notes
Q Core. 09/09/2020 - Pegasus Agile
How do you feel about doing some Lavarel / PHP / Bootstrap work.
I have a you tube video that creates a clone of instagram.
It might be a way of getting you and Paul to work together on my project.
Other wise is I will get Paul to write the program and have you amendi it to make it responsive.
This will be a Kaban project not a scrum project - it will be a scrum project for Paul.
The difference being Kanban does not have a delivery date fotr its sprint.
Please see http://protopage.com/withingtongolfclub Pegasus Agile.