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The Wanderers Club – Strategic Business Plan 1

The Wanderers Club

Strategic Business Plan 2013-2018


Contents

Page

1. Background 3

History 3

Analysis of 5 year Business Plan: 2008 - 2013 5

What projects will be adopted in the new Plan 9

The Planning Process 9

Acknowledgements 10

Statement of Purpose 10

2. The Strategic Business Plan 10

2.1 Vision 10

2.2 Mission 11

2.3 Key Strengths and Opportunities 11

2.4 Key Challenges 11

2.5 Principles 12

2.6 Strategic Objectives 12

2.7 The Business Model 14

2.8 Business Plan Projects 14

2.9 Funding 15

2.10 Monitoring and Evaluation 19

2.11 Rates 20

2.12 Golf Club 21


1. Background

History

Since the Club’s inception way back in September 1886 when the first game of rugby was played

under “The Wanderers” banner, the Club has provided facilities for an increasing range of sporting,

business and social activities.

The current land occupied by The Wanderers Club in Illovo was part of a purchase of 200 acres in

the 1930s. This facility was not, however, fully utilised until the closing of the original Club

premises in the centre of Johannesburg as a result of the loss of an appeal against the Supreme

Court ruling that the land be returned to the Railway Administration from whom it was leased.

From 27th October 1946, the Illovo premises have provided the base for a wide range of sporting

and social activities for its membership and over the years these activities have been changed,

dropped and ‘tweaked’ to meet the needs and expectations of the members.

Today the principal activities of the Club are the provision of a range of sports that includes, but is

not limited to: Athletics, Badminton, Basketball, Bowls, Cricket, Gymnastics, Hockey, Karate,

Rugby (including Touch Rugby), Snooker, Squash, Soccer, and Tennis. A Cross Fit Gym will be

introduced from September 2013.

As at 28th February 2013 the Club membership stood at 5 437 members.

The sporting activities of the Club have never been, nor will be, financially independent and have

to be supported by the commercial activities of the Club, namely income generated from the use of

the Clubhouse restaurants, bars and banqueting division and through its renting or leasing of land

and buildings.

The provision of services in the Clubhouse restaurants, bars and conferencing facilities is currently

contracted out to a third party service provider (SilvaSale) who pays a percentage of the turnover

to the Club. This and other commercial income is used to maintain sporting facilities, the

clubhouse, pay for running expenses and invest in new facilities and services for members.

The contract with SilvaSale was renewed for a further period of five years in 2011.

The Club has leased land to Protea Hotel and Planet Fitness which provides regular income.

The Club has these tenants on the property :

Johannesburg Bowling Association


Wellness Centre

Muse Inspired Events

Cricket SA

Squash SA

Hooker Attorneys

The Club has 14 sporting sub-clubs:

Athletics

Badminton

Basketball

Bowls

Cricket

Gymnastics

Hockey

Karate

Rugby

Snooker

Soccer

Squash

Tennis

Touch Rugby

The Club facilities comprise of:

Sports Facilities

A four-lane, 400metre flood-lit grass track.

Three indoor Badminton courts.

Two outdoor flood-lit basketball courts

Four Bowling greens.

Two Cricket ovals, one flood-lit.

Four Astroturf cricket nets as well as six grass practice nets.

A fully equipped Gymnasium.

Flood-lit Hockey Astroturf


Two flood-lit Rugby fields with a clubhouse.

Ten full size Snooker tables

Eight Squash courts, one being an international all-glass court.

Twelve flood-lit tennis courts

Food and Beverage

Centrecourt a-la-carte restaurant which leads onto a wooden deck overlooking the gardens

Chariots Bar equipped with a big screen

Spinners Sports Bar

Players Cigar Bar

Children’s games room

Banqueting

A 350 seater ballroom

Twelve various sized function rooms

The Club outsources its food and beverage facilities and the banqueting to SilvaSale Events and

Catering CC. In addition the Club has commercial office facilities which are let to various parties,

and it hires out the sports facilities on a once-off basis, or through longer term contracts with

coaches and operators.

The Club developed a 5-year business in 2008, and this is now due for update. Against this

background, and the current environment in which the Club operates, it has developed this

Strategic Business Plan to guide it over the next 5 years.

Analysis of the 5 year Business Plan: 2008 - 2013

What has been accomplished?

Marketing

A Marketing Strategy and Plan was identified as a necessary investment in order to increase

The Wanderers Club exposure. This took the form of the Lloyd campaign, developed by

students of the Vega School of Advertising. The campaign ran for over a year but it was not as

successful as anticipated and was eventually discontinued.


Member Facilities

The investigation, costing and possible upgrading of several facilities formed part of the

business plan and included the following:

Discovery Soccer Park

Five years ago, there was a large piece of unsightly open ground next to the tennis courts

and bordering Corlett Drive. It was identified as an opportunity for development in the

business plan and this was realised when the Soccer Park was built (8 astro 5-a-side fields

and a clubhouse) with extra facilities for the Tennis section. The Soccer sub-club was born

as a result of this development and it has proven to be a thriving section bringing additional

members and visitors to the Club.

Spinners Bar

It was refurbished in 2008/9

Gym and Badminton entrance and spectator area

It was proposed that instead of doing minor structural changes to the Gymnasium to rather

pursue the possibility of creating a Racquet centre to house various sports. A lengthy

investigation was undertaken for a Racquet centre involving several sub-clubs’ members and

some professionals but no formal proposal was put forward.

Squash access and public areas

The squash section undertook to engage the services of paid professionals to make an in-

depth study into how to upgrade the Squash facilities and the Club set aside funds for this.

Unfortunately, due to the initial quotes being prohibitive, no formal proposal was submitted to

the main committee.

Hockey spectator facilities

The Astroturf Lapa was built and subsequently enclosed and it has the dual purpose of

serving the section needs and is used for outside income-generating functions.

Sables changing room improvements


Both ladies and gents changing rooms were upgraded and are used by several sports

sections.

Develop proposals for old Lodge/Sables building

This building was revamped and rented out as an income-generating building.

Other matters considered

o Investigation of new sub-clubs, off-peak utilisation of facilities and interest groups.

We introduced Touch Rugby, Karate and Soccer, rented Squash and Astroturf during off-

peak periods, built the Pizzeria to attract families, and experimented with Sunday buffets,

singles social clubs, Friday roll-over draws with music, chess club, bird club, wine tasting,

whiskey tasting, boot camp and quiz evenings. Some were more successful than others

and continued for a while, whilst others did not receive much response.

o Rugby sub-club extensions

The change rooms and bar were upgraded. The building of a viewing deck was, however,

placed on the back burner because of its high cost and other more pressing priorities in

the other sub-clubs.

o Parking and access control

Two new parking areas were developed to accommodate about 212 additional bays.

Gate 2 was opened to improve the traffic flow in and out the Club. Charging for parking

was investigated but found to be expensive to implement and impractical to monitor and

maintain therefore it was not given further consideration. The building of a multi-storey

parkade was investigated but the cost was prohibitive. Some money was spent on a

preliminary investigation for an overhead pedestrian bridge over Corlett Drive and this will

probably be revisited in the business plan for the next five years.

o Increase membership by 1000 new members per annum

In most cases we achieved approximately 1000 new members per annum and lost

roughly a similar number which also included the reduction of Golf club affiliated members

after synchronising our database with their own. The above changes resulted in the

membership figures showing minimal change.


o Upgrades to the Club’s Information Technology and accounting system

The Jonas membership and accounting software was implemented and it proved very

successful. Upgrades including hot-listing defaulted/resigned cards were done to the

Smartcard system to eliminate previous problems and members are now able to view their

accounts with the Club on line. The Club’s computer hardware was replaced with new

equipment in order to keep up to date with technology.

o Improve sub-club areas

The Snooker room was air-conditioned, cricket nets were relocated, additional cricket

pitches were constructed, the building of a cricket kiosk was commenced, three bowling

greens were reseeded, the compactor was relocated, tennis got a new clubhouse (see

Discovery Soccer Park) and enclosed access control to the courts, tennis courts were

resurfaced and 6 additional courts were floodlit, basketball was relocated, the karate

building was extended, squash courts were refurbished, new spectator stands are being

built, new umbrellas and flags were purchased and a third generator catering solely for

sporting areas was commissioned.

It is evident from the above that the committee and management, in conjunction with sub-clubs,

are constantly looking for ways to improve the sporting facilities for all members. Several

members of the finance committee visited clubs in other areas to investigate suggestions such as

building a cycling velodrome, an indoor sports centre, a rock-climbing wall and a pizzeria. The

idea of a pizzeria was adopted and ultimately built. The velodrome and other suggestions

mentioned above were declined for various practical and financial reasons.

Club/non-member facilities upgrades

o The new storage area and member and staff ablutions were built to fulfil a need but

also with the view to build an additional floor for expansion in either sporting or

commercial facilities in future.

o Two generators and water storage tanks were commissioned to ensure no disruption

to banqueting or members areas.

o The Vista room and Restaurant deck extension added new marketable facilities.


o Maintenance items and improvements included deck awnings, deck roofs, carpeting,

kitchen upgrades, replacement of wooden doors with aluminium ones, fire-doors,

rerouting the sewerage line, paving, workshop extensions, automatic sliding doors

and new gardens and fences after finishing the additional parking. We also asked our

insurers to thoroughly assess the risk profile of the premises in order to make it a

safer place for all. They came back with some recommendations which we have

implemented.

What projects will be adopted in the new Plan

In order for the Club to be able to afford to invest in projects and improvements it has to generate

surplus cash flows from its commercial activities to cover the Club’s operational costs and

generate sufficient reserves to implement new strategic objectives. It is therefore very important to

maintain and improve upon the current income streams as well as identify and create new income-

generating areas. With this in mind an independent monitoring Committee will be established to

thoroughly investigate all the strategic objectives listed in the Business Plan and to prioritise and

project manage the implementation of those objectives that meet the needs of the Club and are

affordable to implement.

The Planning Process

An external consulting firm, Grant Thornton, facilitated the process to develop the Business plan,

which included:

Interviews with:

Executive management (3)

All 14 sub-clubs

SilvaSale

The Main Committee

The Business Planning Group

The Golf Club

An electronic Club Member Survey sent to all members with 509 responses received and

analysed

Review of:

The financials and annual reports

The organogram

Silva Sales and Golf Club contracts

The Club Constitution, Rules and Regulations


The 2008 business plan

The Development Fund Rules

Local demographics and sporting information

Other international and local sporting clubs

Presentations and workshops with:

the Main Committee

the Business Planning Group

a selected smaller task force of representatives from the Main Committee and the Business

Planning group

A comprehensive situation analysis was developed to inform this business plan. This included a

list of all the potential business plan options and projects, which were derived from the interviews.

The options and projects list is a comprehensive list of all projects and needs identified during the

process.

Acknowledgements

The Committee of The Wanderers Club wish to express their appreciation to all those who

participated in the process to develop this Business Plan. Its value is the direct result of their

willingness to give time, energy and ideas so that the Club at large can benefit.

Statement of Purpose

The Wanderers Club (“The Club”) Business Plan is intended to provide a blueprint, approved by

members, which will guide and inform them in taking decisions in respect of future development

and activities within the Club for the next five years.

2. The Strategic Business Plan

2.1 Vision

The Club Vision, as developed by the Business Planning Group and retained through this process

is:

To be the Gauteng club of choice for the sporting, social and business communities

by providing quality facilities and services to meet their needs and aspirations.


2.2 Mission

The Wanderers Club Mission, similarly derived is:

“To be the club of choice for all sections of the community by continuing to provide a wide range of

sporting activities and exceptional hospitality facilities at competitive prices in an environment that

fosters social interaction and business networking while implementing policies and initiatives that

will ensure growth and sustainability.

2.3 Key Strengths and Opportunities

The Club has a number of key strengths

An excellent location

A strong Wanderers brand

A proud and long history and tradition

Strong income streams from rentals – Protea Hotel, Planet Fitness and offices

Extensive banqueting and meeting facilities which are a major revenue generator

A strong balance sheet with a Development Fund of R23,5 million and cash on hand of R10,5

million as of January 2013

2.4 Key Challenges

The key issues and challenges facing the Club are:

The highly competitive environment for people’s leisure time

Sporting club competition from lower cost base /municipal clubs

The global and South African decline of membership clubs from a prestige, corporate support,

and social centre perspective

The changing South African demographics not reflected in Club membership

A relatively static membership base at ±5 000 – down from around 11 000 in peak years

The Sports sub-clubs are mainly operating at capacity and active sports membership cannot

increase significantly without changes to the facilities or a change in approach of the Clubs

The Club faces a number of financial challenges:

The Club’s current operating income and expenditure are sufficient for a break-even

operation, but not the funding of significant on-going investment, nor other major possible

future expenses. This is due to the fact that food & beverage and conferencing income has

declined in the current economic environment.


The distinct possibility that the Club will be required to pay substantially more in assessment

rates, based on the City’s new valuation and rates policy.

Repayments of the balance of R5,8 million owed by the Golf Club are under pressure.

For the 2012 year-end 21% of revenue was from membership subscriptions, 24% from food

and beverage rentals and trading, 44% from office and ground rentals and 11% from

investments. Significant increases in membership will not alleviate the operating cash

situation.

The Club carries out little or no marketing and SilvaSale market conferencing and banqueting

under their own brand.

There is no sense of place, heart, or centre of the Club for members or visitors, and no

perception of a pleasant garden environment.

2.5 Principles

The following are and remain non-negotiable principles for the Club going forward:

1. Remain a members' club owned by the members

2. Do not close down any sub-clubs based on measures of profitability or sporting success

3. No sale of any land

4. Ensure a sustainable Club for future generations – always a Wanderers Club – but it may

be a different Wanderers

5. Non-Partisan subclub-wide management

2.6 Strategic Objectives

Five guiding strategic objectives were identified against which any actions or projects must be

evaluated. These are:

1. Additional sustainable, profitable, income streams

Cost management

2. Remain at the core a sporting club

Improvement to members’ sporting experiences

3. More members

Better member demographics – youth, black people, families

Member satisfaction

4. More attractive for social and relaxation activities with ambience and a sense of place.

5. Retain/Regain prestige and profile


2.7 The Business Model

The acknowledged and agreed business model for the Club comprises two main elements:

A private sporting and social club

It is acknowledged that this is a non-financially viable operation that requires income streams

other than membership income to support it and enable quality and prestigious sporting sub-

clubs to operate sustainably

A commercial operation with sustainable, profitable, income streams which support or cross-

subsidise the sporting and social club

Commercial operations may include, but are not limited to:

Ground rentals

Building rentals

Conferencing, banqueting, food and beverage and restaurant operations

Sports facility rentals

Sponsorships

Parking income

The business model , operating structure and levels of leadership and management are shown in

the figure below.


Option

Professional

Service Firm

Support

Wanderers Club: Structure and Leadership

Main Committee

Strategic Leadership

CEO

Marketing Operations Finance

& Admin

Grounds

& Maintenance

Sub Club

Committee

Members

Members

General Public / Corporate market

New

Badm

into

n

Custo

mers

Busin

ess U

nits

Busin

ess O

pera

tions

Str

ate

gic

Leaders

hip

&

Govern

ance

Ow

ners

Option

Professional

Service Firm

Support

Ath

letics

Basketb

all

Billiard

s/S

nooker

Bow

ling

Cri

cket

Gym

nastics

Hockey

Kara

te

Law

n T

ennis

Rugby F

ootb

all

Squash R

acquet

Soccer

Touch R

ugby

Socia

l

Sports and Social Clubs

New

Letting /

Rental

Offices

Catering &

Banqueting Sports

Facilities

Rentals

Commercial Operations

Outsourced

Service Provider

2.8 Business Plan Projects

The strategic planning process identified a number of projects or options to pursue to improve the

Club’s performance and meet its strategic objectives. The full list of options is included in the

attached situation analysis.

The list of potential projects was reviewed by the Business Planning Committee, the Main

Committee and the Executive Management. While views and opinions differed, a final list of

projects was developed and accepted by the Executive and the Main Committee. The project list

is in three categories viz: Sub-clubs and member satisfaction, Operations and Income generation.

The three project lists are shown below. Many of the projects require an investigation phase

followed by a decision and then should the project proceed, an implementation phase.

The project schedule includes:

the key responsible group/person


any key supporting group required for implementation

timeframe for investigation and decision, if applicable

timeframe for implementation, should the project proceed

The projects highlighted in light green are considered priority projects to be addressed first.

2.9 Funding

Many of the projects will require capital investment and some will require operational investment

e.g. in marketing. The Main Committee and the Business Planning Committee considered some

ballpark estimates of likely costs, however these were felt to be too arbitrary at this stage for

decision taking and inclusion in the Business Plan. Proper investigation and costings, and where

relevant projections of improved income flow, will be developed before each project is officially

sanctioned for implementation.

Income generating projects must demonstrate an adequate return on investment and cash flow

generation.

The Main Committee together with the Executive will continue to act with prudence and

appropriate governance in addressing both capital and operational expenditure budgets. It will also

work with the Development Fund Trustees where capital or operational expenditure could be

sourced from the Development Fund.


No.

Strategic

Objectives

addressed

Project Comments Recommendations

Target Date

Investigation

& Decision

Target Date

Implementatio

n

Responsibility

2014

2015

2016

2017

2018

1,2,3,4Expand Spinners bar with

catering facilities

The location of the Spinners Bar is ideal as it is close to many of the

sporting sections, but currently it is little more than a substandard

bar, with a limited beverage choice and no food service

Remodelling of this facility and the relocation of the current Squash SA offices could

easily allow the Club to create a modern vibey bar with a kitchen and entertainment

area that would appeal to the younger members. 1-Mar-14 1-May-15

Executive with

Main Committtee

Pool table / centreThe creation of a pool centre would appeal to the younger adults with

the potential to attract players to Snooker at a later stage

Incorporate a pool centre into the new Spinners bar concept1-Mar-14 1-May-15

Executive with

Main Committtee

A2 2,3 Squash centre refurbishment

The renovation of the Squash centre into a more modern and inviting

facility must be prioritised.

Investigate and develop a proposal. To possibly include plastering and painting of

exterior, replacement of windows, a mechanical louvre system, interior

modernisation, spectator area, lighting, glass back walls and conversion of two

singles into a doubles court.

1-Feb-14 1-May-14

Executive, Main

Committee with

Squash sub-club

A3 1,3

Form bi-lateral arrangements

with other clubs to share

facilities and provide services

to members

The Club currently has Reciprocity with 35 overseas and 15 South

African clubs outside Johannesburg. This could be expanded to

clubs in Johannesburg.

This could improve revernue in the F&B outlets. Sharing of facilities could be

investigated. This must not result in the downgrading of the Wanderers membership

as there is the risk that Wanderers members may perceive that reciprocal members

gain access to the Wanderers Club by paying cheaper subs at another club.

1-Oct-13 1-Dec-13Executive & Main

committee

A4 1,3

Virtual clubs - based at

Wanderers but use facilities

elsewhere e.g. fishing,

canoeing, rock climbing

The Wanderers Club has the scope to be the base for a multitude of

sporting and social activities that require little in the way of resources

and facilities (photography club, wine club, chess club, cycling club

etc)

1. Align ourselves with established clubs and societies. This could be accomplished

by offering free membership to existing members of these clubs or societies. The

Club's database could also be used to attract virtual clubs.

2.Dedicated rooms could be made available free of charge for weekly/monthly

meetings in non-peak times.

1 December

2013 and

ongoing

Executive with

possible task team

from members

A5 3,4Develop a social/special

interests club

More than half of the club's membership are not active in any of the

14 sporting codes. The Club could easily ask the members if there is

any interest in establishing a social club.

Investigate the possibility of a social club

1-Mar-14 1-Aug-14

Executive with task

team from

members

3,4Quiet pub / lounge for older

members

With the busy banqueting areas, conference / banqueting guests

tend to frequent the bar before or after their event, which does make

the Chariots bar busy and noisy on some occasions. The inclusion

of a 'Members only bar' would appeal to some members looking for a

quiet drink

1. With the proposed changes to smoking legislation the current Cigar bar would

become reduntant and could be utilised as a quiet bar.

2. Open the bar in the members lounge or utilise Spinners bar for members only 1-Aug-14 1-Aug-15 Executive

New dedicated members

pub/restaurant

This idea has been covered under the new dedicated members pub

above

A7 2,3Replace Astroturf carpet

The carpet is 8 years old and has been fully depreciated Investigate options and timing1-Aug-15 1-Oct-15

Executive with

Hockey Sub-club

A8 2,3 FloodlightsUpgrade/improve existing floodlights and erect floodlights on bottom

Oval

Investigate and develop a proposal1-Mar-14 1-Jun-14

Executive with

Cricket subclub

A9 2,3 Additional change roomsExpand & renovate Squash change rooms or build new ones at

Astroturf (for usage by Hockey, Cricket, Athletics)

Investigate and develop a proposal and overall inventory of available facilities1-Jun-14 1-Sep-14

Executive with Main

committee

A10 3,4,5 Social swimming poolThe construction of social pool would appeal to a segment of the

club's membership, but space is a limiting factor at this stage.

Investigate and develop a proposal (site near Sables building)1-Jul-15 1-Sep-15

Executive with Main

committee

A11 3,4,5 Teenagers club facility

Children between the ages of 12 and 17 are not catered at the Club.

The Kids room no longer appeals to them and the Bar and

Restaurant is still a no go area. This age group needs an area that

they can call their own, where they can meet friends and enjoy

themselves without being under the scrutiny of the older members

whose tolerance levels have diminished over the years.

Investigate options for facility above storage rooms

1-Mar-16 1-Aug-16Executive with Main

committee

2,3

Convert Basketball courts

into indoor facility

Possible usage by other sports codes (e.g. Netball) Investigate and develop a proposal re the erection of a skeleton structure in keeping

with Club overall look1-Mar-17 1-Aug-17

Executive, Main

Committee with

Basketball Subclub

2,3 Netball

Netball is a fast growing and very popular sport amongst the 20 year

olds, however the current infrastructure does not allow for the

inclusion of this sport at the club, unless existing assets are taken

from one of the 14 sporting codes.

Investigate and develop a proposal - possible sharing of facilities with Basketball

1-Mar-17 1-Aug-17

Executive, Main

Committee with

Basketball Subclub

A1

A6

A12

A. SUB-CLUBS / MEMBERS SATISFACTION Year Ending


No.

Strategic

Objectives

addressed


Target Date

Investigation

& Decision

Target Date

Implementatio

n

Responsibility

2014

2015

2016

2017

2018

B1 1 Energy saving initiatives Initiatives must include lights, floodlights and airconditioners Investigate and develop a proposal Immediate Ongoing Executive

B2 1,3,4,5 Implement more Marketing

The Club currently conducts limited ad hoc marketing with the sole

purpose of increasing membership. The marketing of the banqueting

facilities is left up to the in-house caterers (Silvasale) which promote

their brand more than the Wanderers

1. Develop a marketing strategy and action plan with measurable targets

2. Assess resources and options for implementation

3.Possibly assist Silvasale with manpower to market the Club as a whole OR

4. Appoint a marketing company to market the Club OR

5. Establish a marketing and sales department to drive the brand and external profile

of the Club, increased membership, increased member spend and banqueting and

F&B sales growth

6. Or combinations of the above

1-Mar-141 November

2014 onwards

Executive and Main

Committee

B3 1,3,4

Silvasale Contract - improve

service levels and

management reporting

The current agreement has a further three years to run to

14.02.2016 thereafter Silvasale has the right to 'first refusal' with

terms and conditions not less favourable that the current contract.

1. Club to employ manpower resources to monitor service levels in the members

areas on a day to day basis from a members point of view or

2. Introduce new caterers to operate the proposed new facilities or

3. Renegotiate the catering lease agreement to provide for a new caterer to operate

existing members areas

4. Create a communication channel for members to express their

satisfaction/concerns

5. Change operating hours to focus on service levels during peak periods (close

Mondays, open Chariots from 11am and not 7am)

6. Require more comprehensive management reporting from SilvaSale so that

efficiency and capAcity utIlisation levels are understood

Phased in

from 1 March

2014

Phased in from

1 March 2014

Executive and Task

team

B4 3,5

Changes in the composition

and role of the committee

preferably to introduce

diversity (race, age etc.) and

role

The Wanderers Club is an association, established for the purpose

of providing sports and social facilities/amenities for its members.

Changes to its current structure require membership approval,

however, diversity in race, gender, age is necessary

1. Co-opt younger members onto specific task groups or sub-committees.

2. Incentivise members to serve on the Committee (eg. free membership for family)Immediate

Immediate and

ongoingMain Committee

B5 3

New entrance for use at peak

periods/events to alleviate

congestion

Egress into the club can be difficult during peak periods and a

frustration to the Club's neighbours. The construction of a new

Entrance comes with a number of logistical hurdles, such as town

planning approval, traffic impact studies, additional guards and the

possibility that the existing gate or the corner of Rudd and North

streets will become redundant which will not solve the problem

Increase the number of lanes of the current entrance on the corner of Rudd/North

streets or create a new entrance/exit1-Oct-14 1-Mar-15

Executive with Main

Committee

B. OPERATIONS Year Ending


No.

Strategic

Objectives

addressed


Target Date

Investigation

& Decision

Target Date

Implementatio

n

Responsibility

2014

2015

2016

2017

2018

C1 1,3,4,5

Pleasant garden surroundings

linked to a coffee shop

creating an attractive

ambience and a "heart" for

the club

A garden setting under the oaks leading near the Gazebo with

waterfalls and semi-private seating areas surrounded by plants and

serviced by a Coffee shop

The garden around the gazebo could be redesigned to provide hidden eating areas

or benches for relaxation and create a country feeling. A pathway leading from the

road in front of the Gymnasium would link that area with the coffee garden area thus

enabling gym mothers to utilise the proposed coffee shop.Immediate 1-Dec-13

Executive with Main

Committee

1,3,4,5

1. Coffee Shop - A portion of the current Kids Room could be converted into a

modern ‘vibey’ coffee shop along the lines of the popular franchises with small

kitchen facilities. This facility could have a window looking into the Kids room and

would open up onto a well-equipped children’s outdoor playing area. Tables and

chairs would be placed outside as well as inside depending on the weather - may link

to C1 above

1-Feb-14 1-Sep-14Executive with Main

Committee

1,3,4,5

2. Family Restaurant - The restaurant needs to be redesigned with a family concept

in mind and with a menu and décor similar to a Spur/Pappuchinos/Pizza e Vino etc.

The enclosed terrace and the large deck outside the restaurant are relatively

unknown and underutilised. The entire area must be redesigned to ensure better

flow and utilisation - may link to C1 above

1-Apr-15 1-Sep-15Executive with Main

Committee

1,2,3,

1. Pavilion above storage building - The storage facility between the bowling

greens and tennis courts was originally designed to accommodate an additional

floor. A new structure/pavilion could be built to either accommodate another function

venue or to move a current sports section to.

1-Feb-16 1-Aug-16Executive with Main

Committee

1

2. Gala Room -The Gala room on the first floor of the clubhouse is popular for

conference venue, but due to the low ceiling which has a claustrophobic effect and

its location it is seldom used for banqueting and weddings.

The existing roof design does restrict the height that the ceiling can be raised, but it it

could be raised by approximately 50cm which would improve the aesthetics of the

room. The Gala room has a wooden deck primarily used for smoking deck but if this

is enclosed with glass and aluminium it would improve the flexibility of the venue.

Alternatively pergolas could be erected with pot plants creating green screens.

3. Roof-Top Garden - A roof top garden on the unutilised concrete roof leading

from the gala deck is a novel area which would attract outdoor weddings and other

outdoor functions.

A staircase could be erected on the outside of the building linking the roof-top garden

to the garden below so that this facility can be marketed separately.

1-Feb-14 1-Sep-14Executive with Main

Committee

C4 1,3,5

Pedestrian Bridge over

Corlett Drive - to connect

Rugby, Golf and cricket

stadium, alleviate parking and

create new uses for rugby

clubhouse plus provide

visibility for sponsorship and

advertising

The Club has previously looked at the feasibility of constructing a

bridge over Corlett drive to link the Rugby facilities/Cricket Stadium

with the main club. The cost for such a structure is reasonable and

could be recouped by advertising on the bridge.

Parking is a perpetual concern but with the introduction of a bridge

between the two facilities the rugby fields could be used for overflow

parking and the overhead bridge would provide a safe passage for

visitors to the Club.

Investigate and develop a proposal. This project is a feasible option with the

advantage of generating advertising income and linking the two separate club

properties.

1-Mar-14 1-Oct-14Executive with Main

Committee

C5 1,5

Major sponsorships driven

strategically across the club,

consider naming rights - use

strength in Brand

Sourcing major sponsorship in this day and age is extremely difficult

it is worth trying it through a skilled professional as long as there is no

risk to the Club.

Appoint an advertising specialist to manage all the Club's advertising space on a

commission basis (linked to Marketing above)1-May-14

1 November

2014 onwardsExecutive

C6 1Team Building / Adventure

activity area

An outdoor team building / adventure area would allow Club to

expand its product offering to members and conference clients and

increase the conference revenue, but the current space limitations

prohibit us from undertaking this project.

Investigate unutilized areas along Corlett Drive 1-Jul-17 1-Feb-18Executive with

SilvaSale

C2Destination/family

restaurant/bistro/coffee shop

The Club tries to cater for various age profiles, but falls short on the

social side. Whilst the existing Restaurant and Chariots Bar do

provide a much needed service to specific member profiles, they

cannot service all needs.

C3

More function/events

facilities: Pavillion, rooftop

garden for weddings, improve

Gala room

The Club has the capacity to increase the number of banqueting

venues within its current infrastructure. Small modifications can be

made to some facilities and minor building works can be carried out

on others to create more available space for this income generating

area

C. INCOME GENERATION Year Ending


2.10 Monitoring and Evaluation

The project schedules on the previous pages provide a framework for monitoring the projects over time.

In addition, the appropriate measures of performance are shown in the table below.

No. Project Evaluation Measure A1 Expand Spinners bar with catering facilities General member satisfaction, turnover, customer satisfaction A1 Pool table / centre Utilisation levels of the pool facilities A2 Squash centre refurbishment Squash Sub Club acceptance A3 Form bi-lateral arrangements with other clubs to

share facilities and provide services to members No. of bilaterral arrangements, levels of utilisation of Wanderers by other Club members for each arrangement

A4 Virtual clubs - based at Wanderers but use facilities elsewhere e.g. fishing, canoeing, rock climbing

No. of virtual clubs, level of virtual club membership, spend of virtual clubs/club members

A5 Develop a social/special interests club A successful social club with reasonable levels of membership and activity

A6 Quiet pub / lounge for older members A space that functions well and is used by members, and general member satisfaction

A11 Replace Astroturf carpet Hockey member satisfaction and more Hockey members A14 Floodlights Cricket member satisfaction and more cricket members A13 Additional change rooms General member satisfaction A7 Social swimming pool General member satisfaction A10 Teenagers club facility Utilisation levels, more teenage members, additional turnover A12 Convert Basketball courts into indoor facility Basketball member satisfaction, more basketball members A12 Netball A successful netball subclub with reasonable numbers of members,

and good levels of activity and league participation

B1 Energy saving initiatives Reduced electricity consumption B2 Implement more Marketing Growth in the number of members, growth in member spend at the

Club, growth in Silvasale revenues and capacity utilisation, improved brand perceptions of the Wanderers Club

B3 Silvasale Contract - improve service levels and improve reporting

Member & customer satisfaction levels, improved reporting system, higher SilvaSale revenues

B4 Changes in the composition and role of the committee preferably to introduce diversity (race, Age etc.) and role

Better representivity in the main committee

B5 New entrance for use at peak period/events to alleviate congestion

New entrance is operational

C1 Pleasant garden surroundings linked to a coffee Shop creating an attractive ambience and “heart” for the Club

New garden setting is operational

Coffee shop is operational New family restaurant is operational

C3 More function/events facilities: rooftop garden for weddings, improve Gala room

New venues are operational

C4 Pedestrian Bridge over Corlett Drive - to connect Rugby, Golf and cricket stadium, alleviate parking and create new uses for rugby clubhouse plus provide visibility for sponsorship and advertising

Bridge is built

C5 Major sponsorships driven strategically across the club, consider naming rights - use strength of the Brand

Sponsorship is coordinated club-wide and sponsorship revenue targets are developed and achieved

C6 Team Building / Adventure activity area Team building area is operational

A. SUB-CLUBS / MEMBERS SATISFACTION

B. OPERATIONS

C. INCOME GENERATION

C2 Destination/family restaurant/bistro/coffee shop


The implications of measuring performance will require additional metrics and processes:

Member satisfaction survey – overall Club and by Sub-club

Tracking of member spend, by sub-club and overall, in all facilities

Tracking of allied club member spend

Banqueting and meeting room capacity utilisation and average spends

Tracking of membership levels by age, race and sub-club

External survey of Wanderers Brand perception

The monitoring and evaluation of the implementation of the business plan will be done utilising the

above framework and will fall under the projects committee.

2.11 Rates

There are two major threats which the Main Committee together with the Executive, continue to work

on. One of these is the Assessment rates situation. Wanderers continues to work with the Club

Management Association (CMASA) on this issue. The CMASA has received a response from the City

of Johannesburg to their objection to the categorisation of Sports and Recreation Clubs into “Business

and Commercial” vs. “Private Open Space” category mainly in the form of an approved Policy

document.

This Policy document is confusing, but does state that Clubs by default will fall into the “Business &

Commercial” Category unless they are able to comply with the following criteria:

The property is used 80% for sports activities;

the Club is actively (and it must prove to the City that it is) involved in sports development

programmes for previously disadvantaged communities;

The organisation is registered with SARS as an association without gain;

The organisation provides to the City, 3 years audited financial statements and can prove to the

City that it is not in the financial position to pay the full rates.

However there was also a recent announcement made by the mayor of Johannesburg during the

Budget Speech that Sports Clubs will receive a 40% rebate with no further clarification.

There is therefore no full clarity on policy, and the CMASA has written to the City of Johannesburg to

request clarification on the policy and the process.


The Club has also currently been re-valued at a much lower value which is currently in the Club’s

favour.

There are therefore a number of scenarios which Wanderers could be faced with, with respect to the

rates payable in the future, ranging from R25 000 to R2,55 million per annum in 2013/14.

The Executive and the Main Committee continue to work on, and monitor this situation.

2.12 Golf Club

The timing of the Golf Club’s repayment of its loan to the Wanderers Club is the other major uncertainty

facing the Club. Again, the Main Committee together with the Executive are handling this matter on an

on-going basis.

the wanderers club · we introduced touch rugby, karate and soccer, rented squash and astroturf...

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