Southwick Park Naval Recreation Centre Ltd

Transcription

1 Southwick Park Naval Recreation Centre Ltd The Home of Southwick Park Golf Club Strategic Plan Page 1 of 14

2 Executive Summary SPNRC Ltd is well poised for modest growth in a challenging climate. As a not for profit enterprise and without the benefit of external investment, our business success relies on sound, modest-risk financial management funded only by a healthy membership profile, successful marketing, and diligent cost control. Despite such challenges, our business is financially sound. We have no debts and are very confident of meeting our financial commitments, including significant investment in the course and amenities planned for 2017 and beyond. The business also has modest contingency funds to protect it against the uncertainties of golfing popularity and our British weather. We are proud in reaching our 40th year in business and have enjoyed special celebrations in During these 40 years, we have demonstrated responsible stewardship, never failing to pay our bills, and always providing good golfing services to our members and visitors. Strategic planning is a continuous process for our enterprise indeed it is our main tool for sustaining and growing our business. This Strategic Plan is a snapshot in time to inform our members, our landlord, potential new members and potential investors. In the following pages, we present: A brief profile of our business, How we organise ourselves and plan our future, The headlines of our strategic planning, i.e. the proposed and agreed spending priorities for 2017 and beyond. Page 2 of 14

3 A Brief Profile of Our Business Strategic Planning is SPNRC Ltd. s main tool for sustaining and growing our business and follows a continuous process of reviewing and re-planning across our business/income streams: The 18-hole golf course and practice areas. The main asset of our club and the predominant magnet for a healthy membership of golfing enthusiasts. Buildings, roads and parking. The necessary infrastructure for members access, comfort and safety. Golfing services. The Pro-Shop is the customer facing hub for golfing services and offers golfing equipment, a golf academy, a permanent golfing professional, tee and bookings management. Catering services. The Clubhouse is the 19 th hole of the golf course and offers a welcoming, comfortable and sociable environment for all members and visitors. Enterprise management. The management function for the business, operating across all business streams. SPNRC Ltd is a not for profit business established to manage all the affairs of Southwick Park Golf Club. SPGC provides golfing services and amenities to private members, but is also available for members of the public to play golf on a green fee basis. Page 3 of 14

4 Organisational Structure & Management Approach Over our years in business, we have developed a committee structure to complement our enterprise and help sustain our future for our members and visitors. We employ a modest number of permanent employees; however, committee membership is dominated by volunteers drawn from the membership. The following diagram illustrates how we manage our business: Staffing Profile Staffing: Employed Staff: o Club Manager o Club Manager s Assistant o Head Greenkeeper and 5 staff (3 full-time, 1 part-time and 1 seasonal) o Golf Professional (on a retention salary) Sub-Contracted Staff (under a franchise arrangement) o All catering Staff Sub-Contracted Staff o All Cleaning Staff Page 4 of 14

5 Management Process Our Club Manager and his assistant, supported by the Management Board, coordinate the continuous process of strategic planning. Each business area identifies their needs in order to sustain and grow their part of the business, and provide details of the cost estimates/quotations, benefits and priorities associated with these needs. All business area proposals are coordinated by the Manager and periodically presented to the Management Board - where they are scrutinised for benefits and affordability, prior to approval. All committees have access to the Management Board and are often invited to present, justify and defend their funding requirements. Once agreed, budget owners manage their spending in accordance with the agreed budget and its timeline. The Management Board monitors actual spending against the budget timeline, intervening only if required. Committees meet on a regular basis to manage their delegated responsibilities and provide reports to the board. All committees have access to the board should they need to make any significant changes to their plans, or to escalate issues, or if significant decisions are required. Strategic Plans for each Business Stream The following tables briefly describe the investments being considered, the benefits expected, and the costs of purchasing and thereafter owning/maintaining the new items. The tables also show where the Management Committee have agreed the expenditure, or where future decisions are required as a natural part of our strategic planning process. Page 5 of 14

6 The 18-Hole Golf Course and Practice Areas (1) Drainage for 4 th Hole To improve drainage of fairway and rough areas. Improved playability and availability, particularly in winter months. Estimated cost 30,000 plus VAT 3 quotations obtained. Approved by board. Reduced Less maintenance effort (e.g. less need for temporary tee/green and roped-off areas). 6 th and 16 th White Tee Landscaping and Repair To improve size and quality. Larger teeing area required Green keeping staff to implement. There may be a modest cost for materials. Cost Neutral New Tractor To support heavier course work. Turf Iron To improve quality of greens. IT facilities for Head Greenkeeper (HGK) To improve access and convenience for HGK and staff. Remove the need to hire specific machinery for heavy course work, e.g. verti-draining, verti-quaking. Improved consistency and quality of greens. Minor net saving in effort to iron reduces total effort required to cut and maintain greens. PC located in HGK s office with internet access improved accessibility. 19,600 plus VAT. Reduced Expect to break even after 2 years: reduced hiring costs offset by modest cost of fuel, regular maintenance and servicing. Need to depreciate over 4-5 years. 8,500 plus VAT. Increased An investment in SPGC s course reputation. Need to depreciate over 4 years for PC plus 700 for specialist PC software (Turfkeeper - soil quality management) and 300 for Internet Service Provision at HGK office. Costs include VAT. Cost Neutral Expect to break even after 3 years. Need to depreciate over 4 years. 500 per annum for Turfkeeper services. Page 6 of 14

7 The 18-Hole Golf Course and Practice Areas (2) Greenkeeping Material Storage 3 Storage Bins required. Planned for 2018/19. Replacement Irrigation System Course infrastructure improvement includes pumping station in boat-house Planned for 2019/20. General Greenkeeping Equipment (PPE, clothing, Pins, Flags, Collars etc.). Consumable Materials (sand, seed, chemicals, fertilisers, pesticides, verti-draining equipment hire). Eliminates piles of sand or topsoil in car park, and keeps material clean and in better condition. Reduced maintenance effort. This project will be discussed with our new Landlord since it would add value. A necessary cost to maintain course standards. 2 blocked out maintenance periods per annum (March and September). Estimated cost 3,000 incl. VAT. Estimated at 70,000 to 100,000 incl. VAT. 2,500 annual cost incl. VAT. Cost Neutral 36,000 annual cost incl. VAT. Cost Neutral Reduced Materials stored will last longer and keep cleaner. Reduced Significant reduction in maintenance effort of ageing equipment. Machinery Maintenance (for owned equipment and certain leased equipment). A necessary cost to maintain equipment. 21,300 annual cost incl. VAT. Estimated cost of parts, consumable, transport to external maintenance locations. Cost Neutral Page 7 of 14

8 The 18-Hole Golf Course and Practice Areas (3) 2 nd Hole Greenside Bunker Requires significant volume of sand. Improved playability. Estimated at 1500 incl. VAT. Cost Neutral New Machinery Costs (purchase and lease costs) 2 utility vehicles, flail mower, scarifier, leaf collection, greens mower. Will reduce maintenance effort expended on ageing equipment. Estimated at 80,000 incl. VAT. Plan being developed. Reduced Reduced maintenance effort and increased efficiency for Greenkeeping staff. Driving Range Improvements (fencing, drainage, bays, ball dispensing, ball collecting, floodlighting, academy expansion). Potential improvements for members and visitors. Increased footfall could benefit other revenue streams (teaching, green fees etc.). Estimates being compiled. Increased Modest costs to maintain more sophisticated facility. Par 3 Course Improvements Potential improvements for members and visitors Estimates being compiled. Cost Neutral Page 8 of 14

9 Buildings, Roads and Parking (1) Note that under the terms of our lease, SPNRC Ltd must 1. Maintain the external fabric and paintwork of buildings at least once every 7 years. 2. Maintain the internal fabric and paintwork of buildings at least once every 4 years. External Facia Repair/renew facia boards and repaint exterior walls of west side of clubhouse, changing rooms and courtyard area. Shed (next to Pro-Shop) Re- Roofing To improve appearance and offer dry storage area. Cottage: Re-Roof Lean-To Planned for 2018/19. Improved appearance. 12,500 incl. VAT. Improved appearance. Improved appearance and usage for tenants. 200 for materials. Labour costs are internal (part time greenkeeper). Estimated at 8,000 to 10,000 incl. VAT. Cottage: External Decoration Planned for 2018/19. Improved appearance and usage for tenants. Estimates being obtained. Page 9 of 14

10 Buildings, Roads and Parking (2) Buggy Store New building or Storage Container, in an improved location to support and improve services to disabled golfers. Clubhouse Dance Floor Solid wood floor requires resurfacing and redecoration. Clubhouse Bar Re-Varnishing Customer facing woodwork looking tired. Clubhouse Kitchen/Bar Floor In need of replacement. Clubhouse Re-Decoration General uplift required. Clubhouse Furniture Some of the comfortable (wicker based) furniture is showing signs of wear. Improved availability and convenience (compared to existing location in Greenkeeper s machinery building). Improved appearance and general maintenance. Improved appearance and general maintenance. Improved environment for bar and kitchen staff. Improved appearance and general maintenance. Improved appearance and general maintenance. Estimated at between 7,500 and 12,500 incl. VAT (includes planning, purchasing and installing new facility). Estimated at 2,000 incl. VAT. Increased An investment in golfing services for elderly and disabled golfers. Potential for expansion to hiring buggies. 1,500 incl. VAT. Estimated at 3,500 incl. VAT. Estimated at 500. Labour costs are internal (part time greenkeeper) Estimated at 3,000 incl. VAT. Page 10 of 14

11 Golfing Services Pro-Shop: New Customer Service Counter Counter is worn and needs improvements. Pro-Shop: Re-Decoration Needs a new carpet and general re-decoration. To improve layout and access to customer services. To improve 1 st impressions, and general ambience of pro-shop. Donated by member. Estimated at 1500 to 2,500 for new carpet. Estimated at 500 for redecoration. Costs include VAT. Page 11 of 14

12 Catering Services Golfer s Café Planned for 2018/19. Re-use of existing building to provide an early morning coffee/tea/refreshments venue. Expected to offer a more convenient facility for golfers and golfing guests: close to 1 st tee and anticipated to provide a speedier response. Estimated at 25,000 to 30,000 incl. VAT. Still under golf committee consideration. SPNRC Ltd would fund this, and thereafter profit share with new Catering Franchise. Cost Neutral Expected to break even after 4 years. New Equipment (to support new catering franchise). Departing caterers owned certain equipment that needed replacement. 12,000 incl. VAT. Cost Neutral Page 12 of 14

13 Enterprise Management (1) New Laptop PC Dedicated to Meetings/Presentations Additional Greenkeeping Staff To improve meeting efficiencies and reduce paperwork. Extra greenkeeper for Winter months only (6 months). Donated by member. Estimated at 8,000 to 9,000. Reduced This will save photocopying effort and stationery costs. Cost Neutral Overall Wages Bill Inflation Linked Pay Rises Staff Training (greenkeeping practice and safety skills, office management and networking conference). SPGC Ltd Contribution to Gents, Ladies, Veterans, Juniors sections Stationery Costs (special items e.g. SPGC folders, score cards, ink cartridges etc.). Sales Promotion (social media support, marketing support). Staff retention and motivation. Allow 3% per annum on 240,000 (total estimated budget, including above additional greenkeeping staff, plus professional retention fee), i.e. 7,200 per annum. Increased But planned and expected. Maintaining/Improving currency. Estimated at 2,300 Cost Neutral Funds section costs for incidental costs of engraving, ink cartridges etc. 1,000. Cost Neutral annual costs are likely to reduce as sections are being encouraged to be self-sufficient. Must have items. 1,000. Cost Neutral Increased Revenue. 6,000. Reduced this activity increases sales Page 13 of 14

14 Enterprise Management (2) System Support (on-line booking, Must maintain currency for 3,300 per annum Cost Neutral admin software, web-site etc.). members benefit. Rent Mandatory 43,000 per annum Cost Neutral Insurances (public liability, buildings insurance) Mandatory 8,000 per annum Cost Neutral Services (utilities: power, gas, water, telephone) No choice, must have. 27,000 incl VAT Cost Neutral Audit/Accountancy (Bayliss/Ware) Mandatory 5,600 plus VAT Cost Neutral Legal & Professional (health, Some mandatory, some necessary 7,400 Cost Neutral safety, HR support, Lease renewal) Machinery Fuel, Oil & Lubricants No choice, must have. 8,000 Cost Neutral Page 14 of 14