Club Report 2018 by Alchemy Contract Publishing

CLUB REPORT Sound business advice for club professionals

2018

Positive perspectives for 2018 Club Mirrorâ&#x20AC;&#x2122;s annual guide with expert advice for the year ahead

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CONTENTS

Contents

CONTRIBUTORS

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4 Welcome to the Club Report 2018 6 Club Mirror – 50 years young 8 Legal eagle – reviews and predictions 10 Legislation – licensing act 2003 14 Club Awards 2018 – time to shine

53 Mike Ashley Braidwood CCM Cairns

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SPORTS AND ENTERTAINMENT 18 Gaming –opportunities and advice 22 BT Sport – thunderous live action for 2018 26 Sky Sports – a bumper year of sport ________________________________________________

CLUB BUSINESS 29 Sport England – funding opportunities 30 Sport & Recreation Alliance – club governance 33 Planning for success – from signage to sports screenings

34 HQ Building The Business – better buying 36 HQ Building The Business – revenue generating ideas

39 Sponsorships – securing sponsorship satisfaction 41 Racing Club – discounted race days for clubs and members

42 Junior members – attracting them and keeping them 46 Personal Injury Damage – discount rate reduction 47 Theft – it isn’t always a stranger 48 Security – protecting your club from criminals 49 Club insurance – the cost of underinsuring 50 DBS checks – handling confidential data ________________________________________________

Haley Cox

Bruce Cuthbert

Chris Haley

Lawrence Hardcastle

Rob Hill

David Lucas

Mark Newton

Victoria Romero-Trigo

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MEDIA AND MARKETING 53 Social Media – instigating a club policy 54 Home pages – making a difference 55 Web sites – why change may be the right solution 56 Membership marketing – a turnaround case study 57 Social Media Awards – why you should enter 60 Slow running websites – content and conundrums 61 Membership input – effective surveys

ON BEHALF OF CLUB MIRROR

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CLUB MANAGEMENT 63 Leadership – high performance culture 64 Performance – effective club management 66 Time management – a tool for success 67 HR – time-saving preventative systems 69 Training – why it pays to make them stay

Sean Ferris

Caroline Scoular

Karen Foreman

Jonathan Hardy

Justin O’Regan

Nick Sellens

Jill Slingsby

David Foster

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FOOD AND BEVERAGE 70 At the bar – getting the right range 71 Spirits – the in-vogue categories 72 Wine – tips on growing the category 74 Cask ale – best advice and beer festivals 76 CAMRA – is 2018 the year of a new CAMRA? 78 Soft drinks – making your sales the best they can be 79 Menu design – making it count 80 Club kitchen – top trends for 2018 82 Kitchen equipment – starting from scratch 83 Fridges – buying and maintaining fridges 84 Ice hygiene – why ice makers mean business

Contact the team on 01753 272022 or email info@clubmirror.com

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CLUB REPORT 3

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Committed to clubs Our magazines, e-zines, Awards and networking events are geared up to providing all of the support and business advice to clubs that we possibly can. And in 2018 we will be turning up the volume still further on the club sector as Club Mirror launches into its 50th year of publication.

ast year was an exceptionally busy one with new launches and new events in advance of celebrating Club Mirror’s 50th birthday this year. It’s set to be a dynamic year.

Club Mirror Club Mirror continues to work hard with and for the club sector. Our work in this respect has broadened into even closer ties with the main Club Associations and has seen the launch of a number of Club Association events – drinks receptions, attendance at Association Conferences and AGMs and attendance at All Party Parliamentary Group meetings. 50th celebrations We’re busy planning events for the whole of this year across the country, joined by club-supporting suppliers, by readers and by club associations. Events will embrace the many different club sectors and importantly the majority of these activities will be hosted in clubs. We kicked off in January with another takeover of BT Sport’s Rugby Tonight programme, whilst in February we met up with our friends at the Club Managers Association (CMAE) to discuss a number of golf activities with the new President as well as

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training with the new Director of Education at the end of an intensive five day Management Development Programme in Stirling. As we go to press some of the team are boarding a plane – snow permitting – to San Francisco to attend the CMAA’s World Conference on Club Management. (Look out for a report on the Conference in the next issue of Club Mirror.) Planned activities Sportsman lunches, golf days, two conferences, three new sets of Awards, comedy nights, a boxing night, club racing days, wine tastings, cookery demonstrations and celebrity get togethers are all on the drawing board for 2018. We also have a National Campaign designed to turn up the volume on the club sector, helping to highlight the value of clubs up and down the country. Under wraps for now, more details will be revealed later in the year. Watch this space. New launches We’ve been busy launching a number of new magazines targeting specific sports clubs and – importantly for you the readers – all of the new magazines are free to clubs.

Club Football Club Football is the latest and largest launch to date. In it you’ll find expert advice on everything from club management to the launch of a new advisory service. With football as its heart, the magazine includes upcoming fixture lists, interesting trivia for those behind the bar, a glimpse behind the scenes of televising a game and the latest on the Cup competitions. There are Awards to get involved with and you’ll be able to watch video clips which will be embedded throughout the issue. Catch all the action at http://www.clubfootball.org.uk Clubhouse Europe Clubhouse Europe continues to work with partners across Europe, predominantly in larger sports clubs and sports resorts. We are working ever more closely with the Club Managers Association of Europe to expand the membership-base still further. It’s an exciting year ahead with many plans under discussion. Sports Club Management Like Club Rugby and Sports4Bars.com, Sports Club Management launched online with content specifi-

cally related to sports clubs. In conjunction with a number of club-supporting suppliers, the magazine is sent straight to the inbox of our sports club readers. This year we have the UEFA World Cup so expect some great features in the coming months. Club Cricket Club Cricket has also been launched with Club Tennis and Club Bowls soon to follow, sitting alongside existing sports titles Club Rugby, Clubhouse Europe and Sports Club Management. A Formula 1 title will join the portfolio, designed to run alongside club screenings for enthusiastic members. Watch this space for the latest launches – there are more to come! Let’s get digital In the digital world, 2018 sees our Sports4Bars.com going from strength to strength. This is the definitive online guide to all the live sport screenings available to all types of licensed premises in the UK. Pan sector innovation and interaction On the pan-sector theme, clubs and licensed premises of all types can also get involved with the panindustry Hospitality Social Media Awards this year. From the back of these we are busy planning webinars, training sessions and expert advice on building the business through the power of social media. HQ Building the Business Another major activity we’ve been accelerating this year is the new HQ Building the Business advisory service, free to clubs. This is a quick way to ensure you’re getting the best possible purchasing power for your club with no fees, no contracts and no obligations, just the opportunity to save your club money

and improve efficiencies – ideal for time-strapped committees and clubs who feel they could be getting better value. We’re very proud to have launched this for clubs, so take a look at page 34 for details. Racing Club launch Last year we launched our Racing Club, offering all readers and clubs the opportunity to enjoy a day at the races with as many members as they care to take, all at specially negotiated rates. This is a completely free service (of course) and it is already being enjoyed by thousands of club members across the land. Club Brands Report Each year we publish the much prized and exclusive Club Brands Report in association with CGA Strategy, highlighting which brands are proving their worth at the club bar. This will appear in April issues. Which brands are remaining at the top of the club tree, who are the new kids on the block and which brands are on the way out. Club Journal We are also very proud to be the contract publisher of the very fine Club & Institute Union’s Club Journal, a title which has been running for well over 100 years. The annual AGM and the Beer and Trades Exhibition sees hundreds of Union clubs travelling from all over the UK to congregate and circulate at Blackpool. In summary... Our titles, Awards and events are all geared up to providing all of the support that we possibly can to help our thriving industry continue to grow. Thank you for all of your input and we hope you enjoy reading the titles as much as we do creating them.

CLUB REPORT 5

CLUB MIRROR â&#x20AC;&#x201C; 50 YEARS YOUNG

Happy birthday First appearing in June 1968, Club Mirror has published its way through decades of world history and this year reaches the milestone of 50 years young. We are planning a year long series of activities from a House of Commons party to new Awards, from club party nights to sportsmans lunches and from roadshows to a national PR campaign for clubs. Watch this space!

6 CLUB REPORT

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Club Kitchen Recipes for rugby showdown

Club Mirror Awards And the winners are...

Club Mirror HQ 2005 – resolutions or revolutions?

Game on Latest and greatest at ATEI

Backing English rugby SIX NATIONS SPECIAL

CLUB REPORT Sound business advice for club professionals

2016

Positive perspectives for 2016 Club Mirror’s annual guide with expert advice for the year ahead

CLUB REPORT 7

LEGISLATION – REVIEWS AND PREVIEWS

Club Mirror’s annual review Last year proved a busy time for club legislators. Legal Eagle David Lucas reviews some of 2017’s significant events affecting clubs (and pubs) and those which are likely to be of interest during 2018. Licensing Act 2003 On 25 May, 2016 the House of Lords appointed a Select Committee to consider and report on the Licensing Act 2003. The Select Committee issued a call for evidence on 30 June 2016; in response they received 175 written submissions and heard evidence from 65 witnesses. On 14 April, 2017 the Select Committee published its report. Highlights of the recommendations contained in the report included: • Transferring the functions of local authority licensing committees and sub-committees to planning committees on a trial basis in a few pilot areas. • Appeals from licensing authorities should no longer be heard in the magistrates’ courts, but should go to the planning Inspectorate. • Licensing authorities should be given the power to object to temporary event notices, together with the police and environmental health officers. • The late night levy has failed to achieve its objectives and should be abolished. • Licence fees should be set locally by licensing authorities and not nationally by central government.

8 CLUB REPORT

• Removal of the two-day waiting period required for new club members. In the response to the report published in November 2017 the Government stated that it did not agree with any of those recommendations. One leading licensing barrister described the Government response as ‘a dispiriting read’ and considered it to be a ‘lost opportunity’. [Editor’s note: see next page for more details on the response.] Immigration Act 2016 On 6 April, 2017 the licensing provisions of the Immigration Act came into force, including: • A person resident in the UK may not apply for a premises licence to sell alcohol or provide late refreshment unless they have an entitlement to work in the UK. • Illegal working is a new crime and employing an illegal worker may also be an offence. • The Home Office (Immigration Enforcement) is added to the list of responsible authorities notified when an application for a premises licence is made. • An existing premises licence will lapse if the

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Illegal working is a new crime and employing an illegal worker may also be an offence.

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licence holder ceases to be entitled to work in the UK. • An applicant for a personal licence must have an entitlement to work in the UK. • Immigration Officers are given a right of entry to investigate Immigration Act offences. Policing and Crime Act 2017 April 6 also saw the commencement of the majority of the licensing provisions contained in the Policing and Crime Act, including the following:

• The definition of alcohol was extended to include powdered and vaporised alcohol. • A restriction on the number of times that a premises licence holder can make a representation against interim steps imposed pending a summary review. • At the hearing of a summary review, the licensing authority must review any interim steps that have previously been taken. • A licensing authority is given the power to suspend or revoke a personal licence. • The statutory guidance to the Licensing Act 2003 no longer requires Parliamentary approval and can be amended by the Home Office with immediate effect. The amended guidance published in April 2007 incorporates the changes made by the Immigration Act and Policing and Crime Act. Greene King v The Gambling Commission In 2013 Greene King applied to the Gambling Commission for an operating licence in order to provide commercial bingo in the company’s pubs. The application was refused by the Commission and that decision was the subject of several appeals which finally came to a conclusion in the Court of Appeal. In May 2017, the Court of Appeal gave a decision which agreed with the Commission with the result that it will be difficult for pub operators to provide commercial bingo and category B gaming machines in their premises. A matter of form April 6 seems to have been a popular date in the licensing calendar; that was also when Regulations came into effect which introduced new prescribed forms and major changes to some existing forms.

2018 – what lies ahead? Policing and Crime Act 2017 Two provisions of the Policing and Crime Act which did not come into effect on 6 April 2017 are those relating to cumulative impact and the late night levy. Cumulative Impact Assessments The House of Lords Select Committee supported the Government’s move to transfer cumulative impact policies from the guidance phase and put them on a statutory basis. The new provisions relating to cumulative impact assessments (as they will be known) are likely come into effect in April 2018. The statutory provisions will allow a licensing authority to publish a cumulative impact assessment stating that it considers that the number of licensed premises in a specified area is such that granting further licences would be inconsistent with its duty to promote the licensing objectives. The licensing authority will be required to publish the evidence for its opinion and consult a list of specified persons before publishing an assessment. The evidence supporting a cumulative impact assessment will need to be reviewed by the licensing authority at least every three years. Late night levy Amendments to the late night levy contained in the Policing And Crime Act will: • Allow licensing authorities to impose the levy in specific geographical areas rather than the entire area of the authority. • Extend the levy to include premises licensed to provide late night refreshment. • Give Police and Crime Commissioners a right to request a licensing authority to propose a levy. • Require licensing authorities to provide information about how they spend their share of the levy. The amendments to the levy have yet to be introduced and the earliest date that they could come into effect would be October 2018 but that is by no means certain. Statutory guidance Further amendments will be made to the statutory guidance to incorporate the new provisions relating to cumulative impact assessments and the late night levy when they come into effect. The statutory guidance will also be amended in order to provide clarification in other areas. Wedding bells A consultation on the relaxation of licensing hours for the royal wedding of Prince Harry and Meghan Markle on 19 May, 2018 was published by the Home Office on 7 January, 2018. The consultation ended on 4 February, 2018. As we go to press, the Government has proposed to make a Licensing Hours Order which would extend opening hours to 1.00am on Saturday 19 May and Sunday 20 May for the sale of alcohol for consumption in licensed premises in England and Wales. In conclusion As we predicted in last year’s Club Report, 2017 proved a busy year with important implications for all clubs and premises involved in the provision of licensable activities under the Licensing Act 2003. And this year? As always we’ll keep you in touch through our Legal Eagle pages in Club Mirror. In the meantime, if you have any queries do get in touch.

CONTACT DETAILS Fraser Brown Solicitors 84 Friar Lane, Nottingham NG1 6ED e. dlucas@fraserbrown.com t. 0115 959 7139 mob. 07973 899398

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Statutory provisions will allow a licensing authority to publish a cumulative impact assessment stating that it considers that the number of licensed premises in a specified area is such that granting further licences would be inconsistent with its duty to promote the licensing objectives. CLUB REPORT 9

LEGISLATION – LICENSING ACT 2003

Government’s response – Licensing Act 2003 Last year Club Mirror reported on the findings of The Select Committee on the Licensing Act 2003. The Select Committee heard evidence from the club sector and industry as a whole and presented its findings to the government. The government issued its response in November 2017.

he government’s response to the Select Committee (SC) on the Post Legislative Scrutiny of the Licensing Act 2003 is too extensive to repeat in full here but at HQ we have selected a number of key recommendations from the Select Committee and excerpts of the government’s response. (For the full document visit www.gov.uk/Government/publications.) Recommendations and responses surrounding the Late Night Levy will be covered in the December issue. SC recommendation 1: We think it unfortunate that in the 11 years since the full implementation of the Licensing Act there have been piecemeal amendments made by nine different Acts of Parliament, a large number of significant amendments made by other Acts and by secondary legislation, and further changes to licensing law and practice made by amendment of the section 182 Guidance. (Paragraph 54) Government response: The Government notes the Committee’s concerns. It is important to ensure that the Act remains flexible and responsive to emerging trends and issues. The changes made both to the Act and to the guidance reflect concerns highlighted by partners and those responsible for implementing the legislation and have, in our view, served to make the legislative framework stronger and more effective.

SC recommendation 3: Assuming that minimum unit pricing is brought into force in Scotland, we recommend that once Scottish Ministers have published their statutory assessment of the working of MUP [Minimum unit pricing], if that assessment demonstrates that the policy is successful, MUP should be introduced in England and Wales. (Paragraph 86) Government response: Minimum unit pricing remains under review. Subject to the outcome of the legal case between the Scottish Government and the Scotch Whisky Association and any subsequent decision of the Scottish Government to introduce a minimum unit price for alcohol; the Government will consider the evidence of its

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impact once it is available. SC recommendation 7: We believe that the debate and the consultation on transferring the functions of licensing committees and sub-committees to the planning committees must start now, and the pilots must follow as soon as possible. (Paragraph155) Government response: The Government recognises that the recommendations this Committee has made about the relationship between licensing and planning is the start of a debate. We acknowledge that others are interested in there being further consideration of whether, and how, licensing and planning could work better together and where there is good practice within planning that could be applied to licensing. Local planning authorities have a duty to determine planning applications in line with their local plan, policies and other material considerations. However, local authorities in England are not explicitly required by statute to have a planning committee (although there are statutory requirements on the make-up of local authority planning committees in Wales); whereas licensing authorities are required to establish committees by the Act. It should be noted that in some areas a planning authority may not be coterminous with the licensing authority. In some English local authority areas there are planning committees and licensing committees made up of the same committee members, or subsets of the same members. It is a matter for local authorities to determine the best arrangements for their area, taking into account the needs of their communities and to provide value for money to the taxpayer. It is up to local authorities to determine how they organise committees to deliver their statutory functions and we do not intend to take the approach recommended by the Committee at this time. Section 7 (5) of the 2003 Act already allows that where a matter relates to a licensing function and to another function of the local authority (for example, planning), the matter may be referred to either committee. This allows for the licensing committee to discharge functions other than licensing matters, and

vice-versa, for a planning committee to discharge a licensing function. However, the Committee raises important points in its report on the effectiveness and consistency of implementation of licensing processes and decision making. We accept that improvements could be made in some local areas and that the synergies between planning and licensing should be part of an ongoing discussion about how we can support local improvements. Instead of transferring the functions of licensing committees to planning committees, we are focusing on improving training and providing stronger guidance on how licensing hearings should be conducted. The basic structures of the planning and licensing system are similar and our focus will be on improving how the two regimes communicate and interact at local level. There is good practice in many local areas that we will disseminate and build on, for example whether there is additional support that local residents could be given to frame and present their concerns about a licensing application to the committee effectively. The local planning authority is already listed in the Act as a responsible authority and therefore has a statutory role in considering applications for the grant, variation or review of a premises licence. SC recommendation 8: Licensing authorities should publicise the reasons which have led them to settle an appeal, and should hesitate to compromise if they are effectively reversing an earlier decision which residents and others intervening may have thought they could rely on. (Paragraph 173) Government response: We agree that there should be transparency around the decisions made on licensing appeals, in particular for local residents who may have attended a hearing and expect the decision to be implemented. Our view is that any decision by a local authority should be justified with clear reasons and, where a case is settled out of court, this is just as important as publicising the original outcome of the review hearing... We do not consider it necessary to legislate to this effect. The section 182 guidance states

that “It is important that a licensing authority should give comprehensive reasons for its decision in anticipation of any appeals. Reasons should be promulgated to all the parties of any process which might give rise to an appeal under the terms of the 2003 Act.” We will amend the guidance to extend this principle to decisions made after a hearing. SC recommendation 9: We recommend that appeals from licensing authorities should no longer go to magistrates’ courts, but should lie to the planning inspectorate, following the same course as appeals from planning committees. This change is not dependent on the outcome of our recommendations on the licensing function, and should be made as soon as possible. Government response: The Government notes the Committee’s comments on the appeals process. We do not intend to change the system so that licensing appeals no longer go to magistrates’ courts but lie to the planning inspectorate. However, we accept the Committee’s findings that the licensing appeals system could be improved and we are aware that some local areas find the system unwieldy and prone to delay. We will explore with partners whether there is good practice within the existing regime and from similar regimes that may offer some ideas for consideration. SC recommendation 17: We recommend that where on a summary review a licence is revoked and the livelihood of the licensee is at stake, magistrates’ courts should list appeals for hearing as soon as they are ready. (Paragraph 236) Government response: The Government cannot

implement this recommendation because listing is a judicial responsibility and function... We have discussed this recommendation with HM Courts and Tribunals Service who will bring the select committee’s recommendation to the attention of the judiciary. SC recommendation 20: Coordination between the licensing and planning systems can and should begin immediately in all local authorities. The section 182 Guidance should be amended to make clear that a licensing committee, far from ignoring a relevant decision already taken by a planning committee, should take it into account and where appropriate follow it; and vice versa. (Paragraph 246) PW Government response: Planning and licensing are separate regimes that serve separate purposes. There may be overlapping considerations that are relevant both from a licensing and a planning perspective. Effective coordination is important to ensure that planning and licensing work together to produce better decision-making that supports the needs and aspirations of local communities. The Government encourages local authorities to take steps to achieve coordination where appropriate and to avoid contradictory decisions as far as possible... However, we recognise that coordination between systems is inconsistent and could be improved in many areas. We will revisit how this issue is presented in the section 182 guidance with a view to strengthening the call for consistency, wherever possible, in the assessment and approach of those matters that are considered by both regimes to support local authorities to make effective decisions.

SC recommendation 22: Promotion of health and well-being is a necessary and desirable objective for an alcohol strategy, but we accept that it is not appropriate as a licensing objective. (Paragraph 261) Government response: The Government is committed to working with public health organisations and professionals, in particular Public Health England, to support local areas to tackle the public health harms associated with excessive alcohol consumption. Public health teams have an important role to play in the licensing system, and that is why they have a statutory role as a responsible authority under the 2003 Act. We believe there is much that can be done within the existing licensing framework...We are determined to continue to support an increased focus on public health engagement with licensing. We are working with public health stakeholders to ensure that the promising work underway in this area continues and that new evidence is considered to support future policy decisions. SC recommendation 26: We do not recommend that powers to ban superstrength alcohol across many premises simultaneously be granted to local authorities. (Paragraph 309) Government response: The Government does not intend to grant local authorities these powers. SC recommendation 28: We believe that proposed Group Review Intervention Powers, which would give local authorities the power to introduce mandatory blanket conditions on all premises in a particular area, should not be intro-

CLUB REPORT 11

LEGISLATION – LICENSING ACT 2003 duced. As a blanket approach to problems which can normally be traced back to particular premises, they are likely to suffer from the same problems as Early Morning Restriction Orders, and the same results can be achieved through existing means. (Paragraph 316) Government response: In the Modern Crime Prevention Strategy, the Government committed to consult on a group review intervention power (GRIP) to enable licensing authorities to consider the licensing conditions of a group of premises to address problems in a specific location. Where there are serious concerns about individual premises, licensing authorities will continue to use the existing review process; the group review intervention power would not itself result in the closure of premises. Before proceeding with a consultation on the introduction of a GRIP, the Government will explore whether similar measures could be achieved within the existing system. SC recommendation 29/30: We strongly believe that the Alcohol etc. (Scotland) Act 2010 offers a proportionate and practical basis for measures specifically regulating the off-trade. (Paragraph 321). AND: We recommend that legislation based on part 1 of the Alcohol etc (Scotland) Act 2010 should be introduced in England and Wales at the first available opportunity. In the meantime, the section 182 Guidance should be amended to encourage adoption of these measures by the off-trade. (Paragraph 322) Government response: The Government does not intend to introduce legislation based on part 1 of the Alcohol etc (Scotland) Act 2010. Research published to date on the impact of the provisions in part 1 of the Alcohol etc (Scotland) Act 2010 suggests that these restrictions have had a limited impact on the amount of alcohol sold by the off-trade and the manner in which it is sold. Although the research cited by the Committee, conducted by NHS Health Scotland and the University of Glasgow, suggests that the legislation was associated with a decrease in off-trade sales of wine in Scotland in 2013, other studies have shown little or no impact. Research showed that following the ban on multi-buy promotions, households bought alcohol on more occasions but bought fewer products per shopping trip. The PHE Evidence Review also concluded that bans on price promotions are not as effective and are easily circumvented. The Act already includes a mandatory condition for all premises selling alcohol to have an age verification policy that must, as a minimum, require people who appear to be under 18 to produce identification on request. Many licensed premises have adopted the challenge 21 or 25 scheme; we therefore do not consider it necessary to make this a legislative requirement. The industry signed up to support staff locally to take action, for example by introducing Challenge 25 as standard, in the Modern Crime Prevention Strategy.

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SC recommendation 31: Temporary Event Notices are used for a wide range of purposes, and the impact of a particular event on local residents cannot be reliably determined by whether they fall into broad ‘community’ and ‘commercial’ categories. We do not recommend the division of the current TENs system into ‘community’ and ‘commercial’. (Paragraph 344) Government response: We agree with the Committee’s view that changing the current system or introducing different systems for community and commercial events would be undesirable and the Government does not intend to introduce this division. SC recommendation 32: We recommend that licensing authorities be given the power to object to Temporary Event Notices, alongside police and environmental health officers. A system for notifying local councillors and local residents of TENs in a timely fashion should also be implemented. (Paragraph 349) Government response: The power to object to TENs is limited to police and environmental health teams to ensure the system remains light touch...The Government proposes that the section 182 guidance should recommend that licensing authorities consider how to bring TENs to the attention of residents who may be particularly affected, for example if there have been previous complaints about a premises (licensed or not). SC recommendation 35/36: Although it is difficult to know whether the inadequate recording of TENs is widespread among local councils, we recommend that the section 182 Guidance be strengthened and clarified with respect to the collection and retention of TENs. It should clarify what personal information should be retained and in which particular format. (Paragraph 357). AND: This information must be retained in a system allowing for its quick and easy retrieval, both by local authorities and by the public, and in such a way that local and national statistical data can be produced from them. The national GOV.UK platform should be used for receiving and processing TENs. (Paragraph 358) Government response: The Government collects statistics on the number of TENs and late TENs received, withdrawn, modified, and rejected. Section 8 of the Act requires all licensing authorities to keep a register containing a record of, among other things, each TEN received. Under Schedule 3 the licensing authority must also keep a record of any notice of withdrawal of a TEN, any counter notice to a TEN given following an objection by a relevant person, any TEN received following modification and any copy of a TEN received following loss or theft of an original. If requested to do so a licensing authority must supply a person with a copy of the information contained in any entry in its register... The Government believes that the systems in place are sufficient, but agrees that guid-

ance on the requirements for storing and retaining information should be strengthened and clarified and will amend the section 182 guidance accordingly. SC recommendation 38/39: We are convinced that licensing is a sufficiently specialist and technical area of policing, requiring a distinct and professional body of police licensing specialists. Although we are aware of the many demands currently placed on police resources, the proper and attentive licensing of premises has a considerable if sometimes indirect impact on public reassurance and wider aspects of crime and disorder. AND: We recommend the development and implementation of a comprehensive police licensing officer training programme, designed by the College of Policing. While we accept that such an undertaking will require additional funds, these costs will likely be more than offset if the quality of police licensing decisions is improved, thereby reducing the number of appeals and other corrective procedures. (Paragraph 388) Government response: The Government agrees that comprehensive training should be available to all officers required to undertake licensing duties. All probationary police officers currently undergo training in licensing issues as part of the basic training provided to all those joining the police force... The Government will work with the College [of Policing] and relevant partners to consider whether to commission this training in the future as part of our work to professionalise the licensing system. SC recommendation 42: We support the Government’s current move to transfer Cumulative Impact Policies (CIPs) from the section 182 Guidance and to place them on a statutory footing as this will introduce much needed transparency and consistency in this area. (Paragraph 409) Government response: Cumulative Impact Policies (CIPs) assist licensing authorities in carrying out their functions in relation to controlling the number or type of licence applications granted in an area where there is evidence of problems caused by high numbers of licensed premises concentrated in the area. Prior to these changes they have had no statutory basis and not all licensing authorities have been making effective or consistent use of CIPs...The Government is pleased that the Committee supports the move to put CIPs on a statutory footing in order to provide greater clarity, transparency and legal certainty about their use.

More information For the full document visit https://www.gov.uk/government/publications/t he-government-response-to-the-report-from-thehouse-of-lords-select-committee-on-the-licensingact-2003

CLUB MIRROR – CLUB AWARDS

Time to shine 2 0 1 8

Announcing the 2018 Club Awards

The Club Awards recognise the commitment of clubs, committees and individuals who work to ensure a healthy future for their clubs. Could this be your year? It’s time to find out.

f you haven’t entered the Club Awards before, then make sure 2018 is the year that you do. From football clubs to rugby clubs and from social clubs to political clubs, and everything in between, we look forward to your entry, both old friends and new. The Club Awards Gala Dinner celebrates clubs across the UK and provides the perfect opportunity to meet up with fellow clubs to share ideas and issues while having a lot of fun along the way.

JOIN THE JOURNEY – WHY ENTER? Clubs use their success to: • Raise the club’s profile. • Gain coverage in the local press and media. • Encourage new members. • Thank existing members for their support. • Show that the club is spending members’ money for their benefit. • Celebrate clubland in all its forms with fellow clubs from across the country.

IT COULD BE YOU So, do you think you could be a finalist? Do you have what it takes to beat the best and stand out from the rest? Time to find out. HOW TO ENTER This year following club requests, we have increased the number of ways to enter the Awards. 1. Traditional – fill in the form opposite and request a call from one of our judges. 2. New this year – fill in the form and opposite and request a self-entry form which you can complete at the club and send in to our judges. We look forward to your entry!

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HOW TO ENTER Please tick preferred option

n I would like one of the Club Awards judges to contact me to discuss the club. OR

n I would like to complete a self-entry form on behalf of the club. Please send me a form. Which categories would you like to be considered for? (Please tick as many/few boxes as you wish).

n Bar Manager/Bar Steward of the Year (Q)

n Green Club of the Year (AG)

n Bowls Club of the Year (S)

n Innovative Club of the Year (AI)

n Business Initiative of the Year (R) n CAMRA Club of the Year (T)

n Catering Club of the Year (U)

n Catering Club of the Year – Golf (V) n Charity Club of the Year (W) n Committee of the Year (X)

n Community Club of the Year (Y) n Cricket Club of the Year (Z) n Darts Club of the Year (AA)

n Entertainment Club of the Year (AB) n Family Club of the Year (AC)

n Football Club of the Year (AD)

n Grounds Team of the Year (AH)

n Manager/Secretary of the Year (AJ) n Marketing Club of the Year (AK)

n Membership Club of the Year (AL) n Racing Club of the Year (AM)

n Refurbishment Club of the Year (AN) n Rugby Club of the Year (AO)

n Sports Club of the Year (AP)

n Sports and Social Club of the Year (AQ) n Tennis Club of the Year (AR)

n Traditional Club of the Year (AS)

n Turnaround Club of the Year (AT)

n Golf Club of the Year – under £1m turnover (AE) n Website of the Year (AU) n Golf Club of the Year – over £1m turnover (AF)

n King of Clubs (AW)

Name:

____________________________________________________________

Job title:

____________________________________________________________

Club:

____________________________________________________________

Address:

____________________________________________________________ ____________________________________________________________

Postcode: ____________________________________________________________ Tel:

____________________________________________________________

Email:

____________________________________________________________

CONTACT THE CLUB AWARDS TEAM: BY POST: Club Awards, Club Mirror, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX ONLINE: www.clubmirror.com/Awards BY EMAIL: Email your details to info@clubmirror.com BY PHONE: Call in your details to 01753 272022 BY FAX: Fax this page to 01753 272021 OR USE THIS QR CODE

CLUB REPORT 15

CLUB MIRROR – CLUB AWARDS

Club Awards –ohwhatanight! From a networking drinks reception to the Awards themselves, the Club Awards are truly a night to remember. Make sure you enter. It’s your time to shine!

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CLUBREPORT 17

ENTERTAINMENT – GAMING

Gaming – why there’s everything to play for Last year Dransfields’ Managing Director Chris Haley predicted a busy year ahead. He wasn’t wrong. The government’s introduction of a new pound coin and polymer banknotes has proved a technically challenging process for machine suppliers on all fronts with an inevitable knock on effect. Chris offers his insights on how clubs can keep at the top of the game.

he introduction of the new polymer banknotes together with the new £1 coin has been a technically and logistically difficult process for machine suppliers. Every note acceptor, coin mechanism and recycler has had to be reprogrammed several times to accept the new polymer notes and the new £1 coin and to remove acceptance of the old paper notes and the round £1 coin. Unfortunately, the technical specifications of the note were such that the suppliers of the actual note acceptor units had to issue several complex software updates to ensure compatibility with machines produced by all the various manufacturers. As a result, and despite everybody’s best efforts, there has been an unprecedented number of ‘note jams’. In addition, the £1 coin tolerances changed as they became more worn leading to increased coin rejection. All machine operators therefore saw a huge spike in the number of service calls attended due to note reader jams and coin acceptance issues. Recently further new firmware has been released to the market which, once applied to machines, will see the number of note jams reduce to more normal levels. By now all coin mechanisms should have been updated to accept the new £1 coin to a consistent standard. Machine incomes have been adversely impacted this year due to these problems but should now start to see a return to more normal levels. The gaming machine industry has worked extremely hard to accommodate and deal with these major currency changes and has had to absorb all the costs of doing so with no financial assistance given by Government. Be warned – fraudulent activity There are organised criminals that specifically target gaming machines. This is more of an issue for pubs, as in clubs only members and their bona fide guests may use gaming machines. Clubs should nevertheless remain vigilant for unknown machine players attempting to access their machines. They usually operate in groups of at least three people and typically work together to block sight of the machine whilst the theft is performed. One person will tend to distract the bar staff / door staff

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Chris Haley

whilst the theft is occurring and a club may not even be aware that they have been robbed until long after they have left the premises. Clubs that have CCTV systems should ensure the machines are actively monitored; however, this will not necessarily deter thieves as they will often block the view to any camera recording their activities. The best way to deter thieves from attacking machines is by ensuring they cannot crowd around them to block the view of staff and any CCTV. The proximity of the machine to the bar does not necessarily deter them but active engagement from staff/members does. If in doubt simply explain that only members and their bona fide guests are allowed to play the gaming machine, then ask that they play existing credits off and switch the machine off until they have moved on. If the machine alarm sounds, this is a strong indicator that something is amiss and needs to be urgently investigated. Also, clubs should always check suppliers ID badges before allowing anyone to collect, repair or remove a machine. There have been further cases this year whereby thieves have walked into a club and said that the committee have organised a machine change. They have then ‘removed’ the old machine and simply driven off with it, complete with its contents. If in doubt, always contact the machine supplier to check.

Machines and game styles – the future Over recent years there has been a marked uptake in digital gaming machines providing a compendium of games for the player. Clubs were at the forefront of this changing trend but pubs are now beginning to catch up and most major pub chains now offer at least one digital gaming machine to their customers. Digital gaming machines allow much more flexibility and innovation in games design than traditional reel-based machines. In the past traditional games have tended to have feature trails with fairly complicated game play. A regular complaint about these machines is that they are too complex and can be off-putting to casual players who feel that they will lose money whilst trying to learn how to play them. As a result, over the years the number of players has dwindled with a resultant decline in machine income. Digital games however tend to be much more straight forward slotstyle games with few of the complicated features that put off non-core players. The numbers of ‘win lines’ are increased, often to up to 20 or more, and pay-out percentages are increased thereby giving the player a more engaging experience. Digital machines typically have a menu of games which means there is therefore a much greater variety available for a wider range of players. Digital machines with £400 maximum prize can attract club machine players back from the Bookies as

“

“. There has been a marked uptake in digital gaming machines providing a compendium of games for the player. Clubs were at the forefront of this changing trend.

they offer similar high quality appealing games with similar maximum prizes. Stakes and Prizes – review On 31 October, 2017 the Department of Culture Media and Sport launched its long awaited ‘Consultation on proposals for changes to Gaming Machines and Social Responsibility Measures’. The headlines generated in the major newspapers concentrated on the proposals surrounding Category B2 machines in Licensed Betting Offices commonly known as Fixed Odds Betting Terminals. The headlines have been largely accurate highlighting concerns around the high levels of problem gambling associated with their rapid play, £100 maximum stake roulette. There have been many documented cases of lives ruined by these machines and the pressure on the

Government to take action has been loud and prolonged with numerous groups calling for a £2 maximum stake. These groups include The Labour Party, The Liberal Democrats, Church of England, Democratic Unionist Party and the FOBT All Party Parliamentary Group. Further information can be found at www.stopthefobts.org The proposals within the Consultation document are for the maximum stake to be reduced to one of four options, these being: £50 on all B2 stakes, £30 on all B2 stakes, £20 on B2 stakes (slots) and £2 (non-slots) and £2 on all B2 stakes. The low stakes gaming machine industry is generally firmly in favour of a maximum £2 stake. This will bring the B2 machines into line with the same maximum stake as all other categories of gaming machine including those found in clubs. If the £2 proposal is accepted by the Government

”

then this should help clubs as it will level the playing field between what clubs are allowed to offer their members and the incredibly high stakes offered by the bookies. The Consultation ended on 23 January, 2018 with final decisions expected later in the Spring. The full consultation document can be accessed online by searching on the www.gov.uk website for ‘Consultation on proposals for changes to Gaming Machines and Social Responsibility Measures’.

CONTACT DETAILS Dransfields Ltd Dransfield House, Mill Street, Leeds LS9 8BP t. 0345 6449414 f. 01132 343948 www.dransfields.com.

CLUB REPORT 19

ENTERTAINMENT – BT SPORT

BT Sport – perspectives on 2018 There is some thunderous live action coming up throughout 2018 on BT Sport, including live coverage from the Premier League, UEFA Champions League and Emirates FA Cup. Football There has been some fantastic action on BT Sport during the current Premier League campaign and there is plenty more to come before the season ends as Manchester City continue their seemingly unstoppable march to the title. In March alone, Manchester City, Chelsea, Liverpool and Everton are among the teams involved in live Premier League action on BT Sport as we hit the final months of what has been a gruelling but enthralling season in the top flight. It looks set to be one of the tightest battles for a place in the top four in recent memory as five clubs set their sights on grabbing the three remaining places for next season’s UEFA Champions League

22 CLUB REPORT

behind City, ensuring that interest among club members is certain to be high until the very end of the season. Meanwhile, the knockout stages of the UEFA Champions League continue apace with all the games exclusively live on BT Sport, ensuring some busy Tuesday and Wednesday nights in clubs up and down the land. With five Premier League teams – Chelsea, Liverpool, Manchester City, Manchester United and Tottenham Hotspur – all still in the mix during the Last 16 stage there is every chance of seeing an English team going all the way to the Final being held in Kiev on May 26 and proving their worth against some of the biggest names in club football.

Man City appear to have a huge amount of momentum behind them as they battle on and in Pep Guardiola they have a manager who knows exactly what it takes to reach the pinnacle of this fabled European competition, having guided Barcelona to the title on two occasions. English hopes are still alive in the UEFA Europa

September with the BT Sport cameras at a packed Twickenham stadium to capture the excitement of the opening weekend which saw a double header of games – Saracens v Northampton Saints and London Irish v Harlequins. Reigning champions Exeter Chiefs have been in fine form as they look to defend their title but face tough opposition from fellow leading lights Saracens and Wasps. As in previous seasons, the top four teams at the end of 22 rounds will contest the semi-finals with the winners of those ties meeting in the Final at Twickenham on May 22. This season’s European Champions Cup has also produced some fantastic rugby and the competition’s last-eight matches get underway on Friday, March 30 on BT Sport as Welsh side Scarlets take on French powerhouse La Rochelle at Parc y Scarlets. The BT Sport cameras will also be in attendance at the Aviva Stadium in Dublin on Sunday, April 1 as unbeaten Leinster take on title holders Saracens in what is likely to be a thunderous occasion at the home of Irish rugby. The semi-finals take place later in April with the Final being staged at San Mamés Stadium in Bilbao on May 12. There will also be coverage of the second-tier European Challenge Cup which reaches its climax in May. Boxing BT Sport has some top boxing action coming up throughout 2018, including the upcoming bout which sees Lee Selby making the fifth defence of his IBF World Featherweight Championship against challenger Josh Warrington at Elland Road on Saturday, May 19. There is plenty of bad blood between the fighters but they will get the opportunity to settle their differences in the first ever World Title fight to be held in Leeds. Welshman Selby claimed the IBF Featherweight crown against Russia’s Evgeny Gradovich in 2015 and will be defending his belt on away soil for the fifth time. Other huge fights coming up on BT Sport include the WBO Middleweight title fight between Billy Joe Saunders and Martin Murray (Saturday, April 14) and the Featherweight tie between Carl Frampton and Nonito Donaire (Saturday, April 21).

League too with Arsenal the sole Premier League representative still in the hunt at the Last 32 stage of the competition. With the Gunners looking unlikely to finish in the top four domestically, winning the Europa League may be their best chance of getting back into the Champions League next season, a huge incentive for the club and one that will surely see manager Arsene Wenger prioritise success in European competition. With the matches showing on a Thursday evening, BT Sport’s Europa League coverage gives members another reason to head down to their club during midweek. There is also some tantalising Emirates FA Cup

action in prospect on BT Sport with the quarter and semi-finals taking place in March and April before the Final at Wembley Stadium on May 19. BT Sport also has regular live match action from Italy’s Serie A, Germany’s Bundesliga and France’s Ligue 1. Rugby Union BT Sport is the exclusive home of Aviva Premiership rugby and brings thrilling action from every round of the tournament throughout the season as English rugby’s top flight continues to attract many new supporters. The season got off to a rousing start back in

Cricket, Darts, MotoGP, NBA, Tennis and UFC There is plenty of other sporting action on BT Sport for members to enjoy throughout 2018, including cricket action from Australia, MotoGP, American sport, tennis, Ultimate Fighting Championship and darts, including the 2019 BDO World Professional Darts Championship at Lakeside, Frimley Green.

CONTACT DETAILS BT Centre 81 Newgate Street, London EC1A 7AJ t. 0800 678 1065 https://btsportbusiness.com/

CLUB REPORT 23

ENTERTAINMENT – SKY SPORTS

A look at the year ahead with

Sky Sports Sky Sports will be delivering a bumper year of sport for club members in 2018, serving up seriously gripping sporting action, explains the company.

ore than 70,000 hours of sport was shown on Sky Sports in 2017 and 2018 looks to be bigger and better with an action-packed year of exciting action and fascinating showdowns for clubs to enjoy across a varied range of sports. The Premier League remains the number one footfall driver for out-of-home venues. Club members can look forward to some big matches including top six head-to-head clashes and there’s all to play for to secure the remaining places in Europe. There’s also plenty of EFL and SPFL action including exclusive coverage of the Old Firm game in March. Sky Sports breadth and quality of football coverage continues to attract club going sports fans. And it’s not just football. Other crowd pulling Joshua v Klitschko on Saturday 29 April, 2017 attracted 1,052,000 viewers out of home (Source: Ipsos MORI Out of Home Viewing Panel 29 April, 2017)

26 CLUB REPORT

events in 2018 include England’s rugby union tour to South Africa during the summer. The rugby will culminate with the Autumn Internationals where England will play World Cup winners New Zealand for the first time since 2014. This year also sees the return of The Ryder Cup, a tournament which attracted over 300,000 golf fans to out-of-home venues the last time it was played. Formula 1, international cricket, Super League and darts are among the other sports events shown on Sky Sports in 2018, along with several huge boxing fights. Boxing is a sport that’s growing in popularity, the fight between Joshua v Klitschko at Wembley attracted over one million sports fans into out-ofhome venues making boxing a great opportunity for

clubs. The fights in 2018 include Kell Brook v Sergey Rabchenko (which took place on 3 March) and Amir Khan v Phil Lo Greco (21 April), which will be shown on Sky Sports, and Anthony Joshua v Joseph Parker (31 March) and Tony Bellew v David Haye (5 May), which will be available on pay-per-view. All this great sporting action, coupled with the free-to-air offering of the football World Cup is a sports fans dream – from sunrise to sundown. Clubs can encourage members through their doors and keep them in for longer with live international rugby union, international test cricket, live Formula 1 including the French Grand Prix, golf Majors, darts and much more, helping to further boost trade during a huge summer for sports fans in clubs.

Sky Sports Snapshot Here’s a snapshot of what Sky Sports will be offering in 2018. Football Live action from the Premier League. Sky Bet EFL - including every play-off game - the SPFL, La Liga, Eredivisie, MLS, UEFA Nations League and much more.

first time in Formula 1 history, the new F1 season will begin with two fourtime world champions lining up on the grid as Lewis Hamilton and Sebastian Vettel prepare to do title battle again. The season begins in Australia on March 23. Formula 1 is a great way for clubs to encourage Sunday trade alongside Sky Sports’ Premier League Super Sundays, making the last day of the week a bumper sporting event. Rugby League Defending champions Leeds kicked off Sky Sports coverage of the 2018 Super League season at the start of February. Sky will be bringing another Magic Weekend in May with all six matches being aired live from Newcastle for a fourth successive year. Rugby Union Rugby Union in 2018 for England is all about preparation for the 2019 World Cup in Japan. Exclusively live on Sky, England take on a summer tour to South Africa and an autumn international series that includes a mouthwatering clash with the world champion All Blacks. In addition to the England games, Sky will also be showing Ireland’s three-test series against Australia which take place on 9, 16 and 23 June.

Golf The Ryder Cup returns to Europe and Sky Sports this September as Europe try to regain the trophy after the Americans ended a run of three consecutive defeats with a commanding victory at Hazeltine. Live coverage of the Majors including the Masters, the US Open, the Open from Carnoustie will also be shown, as well as WGC action, the PGA and European Tour and comprehensive coverage of the ladies’ game. 324K people watched day one of the 2016 Ryder Cup out of home (Source: Ipsos MORI Out of Home Viewing Panel Sept-Oct 2016)

The women’s international game is also broadcast on Sky with all the Red Roses’ Six Nations matches shown live. The very best from the men’s and women’s Sevens circuits, the brilliant attacking rugby from Super Rugby, plus the best from the Championship and Top 14 will also be broadcast. Cricket After the disappointment of the Ashes, England will look for revenge in a oneday international series against Australia at home, while they take on New Zealand, Pakistan and India in the three formats of the game. Formula 1 Dedicated purely to Formula 1, Sky Sports F1 is the only place to watch every F1 race live in 2018, as well as every practice and qualifying session. For the

Darts Premier League Darts, the World Cup of Darts, the World Matchplay, the World Grand Prix and the Grand Slam of Darts will preclude the traditional end-of-year finale at the 2019 World Darts Championship. Who will emerge from Phil ‘The Power’ Taylor shadow to challenge ‘Mighty’ Michael van Gerwen?

CONTACT DETAILS Sky Business, Sky UK Ltd Grant Way, Isleworth, Middlesex TW7 5QD t. 08442 411490 https://business.sky.com/clubs/

CLUB REPORT 27

Welcome to the

Hospitality Social Media Awards

2018

Open for entries

CLUB BUSINESS– FUNDING

Club funding schemes Sport England, the executive non-departmental public body sponsored by the Department for Digital, Culture, Media & Sport, provides numerous funding schemes as part of its overarching strategy to build an active nation. Here it explains how your club could benefit from financial support.

port England’s Community Asset Fund is keen to work with sports clubs and community groups that really respond to the people in their local community. We’re looking to work with different groups and organisations that ensure everyone has the opportunity to choose to take part in sport and physical activity as part of their lives. There are a number of things we want to achieve with this investment, but most importantly we want to help local organisations to create good customer experiences and financially sustainable facilities that benefit their community for years to come – which may mean providing help to get things up and running too. We know every project will be different as every community is different. It doesn’t have to be a traditional space – or a traditional sport. Any organisation with a great idea can apply for our support. You might be: • Wanting to expand or improve the sporting experience you offer your customers. You could be looking to improve a changing room or installing new toilets, heating system or social space. • Responding to an emergency or unexpected event that is stopping people from being active. You might need to fix a roof that’s been damaged or repair an area after flood damage. • Looking to take over an underused sports facility or one under threat of closure. You might need support to bring a building back into use or need improvements to a recreational space. How much you can apply for We’ll review every project individually but it is up to you and your organisation to shape your project and the funding request that you make to us. Based on our experience, we know that small scale and medium scale awards can make a significant difference to an organisation and the community it serves. Therefore we expect our typical awards to be either:

“

Small-scale investments – Typically ranging from £1,000 to £15,000, these will address emergency works due to something like storm or flood damage, or something totally unexpected that is stopping people from being able to stay active right now. Medium-scale investments – Typically ranging from between £15,000 to £50,000, these will address more substantial changes. This might be an upgrade to an existing facility or developing a new space in the community. Larger investments – By exception, we will consider larger investments ranging from £50,000 to £150,000. This will be when organisations can demonstrate a considerable impact or are targeting under-represented groups. They are also unlikely to have received funding from Sport England previously. Who are you? You may be a community organisation or club that currently: • Owns or leases existing local facilities that offer the community the chance to play sport and be active. • Is considering taking over an existing local facility that might not be a traditional space for sport. • Haven’t accessed our funding before but that wants to create great spaces for people to be active. Organisations we offer funding to will be committed to providing a sustainable place to be active in their community for the long term. We especially want to help organisations who have not received a lottery award greater than £10,000 before. Eligibility If you are successful and receive investment through our Community Asset Fund, you will need to be eligible to receive public funding – but we

We want to work with sports clubs and community groups that really respond to the people in their local community.

won’t start with eligibility. We won’t rule out a good project if there are practical areas that can be solved with some advice or support. Sport England has certain eligibility criteria that ensures public funding is properly managed. In the past, we have automatically rejected applications due to eligibility and may have not funded organisations that need our support. With the Community Asset Fund, the onus is on what you can do. We know most organisations will be eligible but we also know some will not be. This won’t be a problem in the first instance Only by the time an award is made will an organisation need to demonstrate they are eligible. This means they will need to meet the appropriate tier of our Code for Sports Governance and provide the relevant evidence (details available at https://www.sportengland.org/about-us/governance/a-code-for-sports-governance). One element we take very seriously is the protection of children, young people and adults at risk. Simple, practical and independent advice on safeguarding is available from the Child Protection in Sport Unit’s website (https://thecpsu.org.uk). The premises Our Community Asset Fund is a facility based development programme – so it’s focused around a specific place or space. Appropriate ownership of the facility or space is an eligibility requirement. If you are planning to change a space, for example, adding signage or a more substantial redevelopment of a building, it is likely you will need permission to make any changes legal. As well as being assured of permission, we need to ensure a long term benefit for our investment that is proportionate to the investment we’re making. Applicants will, therefore, need to own the space or facility through freehold or leasehold for a minimum period of time. If you are working towards having appropriate ownership, please apply and tell us where you’re up to.

CONTACT DETAILS Get in touch either by email funding@sportengland.org or give us a call us on 03458 508 508. If you don’t own the facility or space but want to discuss your situation, please give us a call us on 03458 508 508 or email: funding@sportengland.org

CLUB REPORT 29

CLUB BUSINESS – GOVERNANCE

Benchmarking tool aims to improve governace Marianna Sikorowska, Governance Officer at the Sport & Recreation Alliance, presents a Benchmarking Tool which aims to help sports clubs and recreation organisations to assess their standard of governance.

tories of corruption, mismanagement and other governance failures have overshadowed the fact that there are many well-governed organisations in our sector. The negative exposure has, however, pushed the need to improve governance standards up the agenda for many sport and recreation organisations and progress is already being made. To help you assess your club’s governance practices and the progress you have made, we have created the Good Governance Benchmarking Tool for signatories of The Principles of Good Governance for Sport and Recreation. The Benchmarking Tool is for organisations of all shapes and sizes and will help you measure against the key aspects of good governance, as listed in The Principles. Importance of governance A high standard of governance is one of the key factors that creates a successful and sustainable organisation. Every sport and recreation organisation should know how good their governance is but

30 CLUB REPORT

many struggle to identify this internally. This is why we have created the Benchmarking Tool. While good governance cannot resolve every issue in your organisation, it is a good starting point. The tool explained The Benchmarking Tool is an online self-assessment that will help identify the strengths and weaknesses of your current governance practices and, where needed, suggest improvements. The Alliance governance team will analyse the results and prepare a summary report which will include recommendations for further action. The report will help inform you about how behaviours affect the organisation/club and will also outline how well the board/commitee is working together. By using this Benchmarking Tool and implementing the recommended actions, you will be able to demonstrate a commitment to good governance and accountability to stakeholders. It will also help make sure that the governance systems and processes are working effectively.

What you can do Good governance is an ongoing and continuous process driven by effective leaders and a robust decision-making process. Even if your organisation has limited resources, doing nothing is not an option we recommend. The free Benchmarking Tool helps signatories of The Principle implement good practice, regardless of the resources at their disposal. Take the lead on improving your club’s governance by regularly revisiting and updating governance arrangements. Taking action to address the gaps and making improvements will show your stakeholders that your club’s governance is sound and complies with best practice.

The Benchmarking Tool is free of charge for signatories of The Principles. Contact msikorowska@sportandrecreation.org.uk for more information.

CLUB BUSINESS – PLANNING

Planning for success – from signage to sports screenings Clubs, like every other business in the UK, need to rise to the challenge of the economy we find ourselves in. This short, sharp audit is a good exercise to make sure you’re covering all bases.

o meet today’s challenges, clubs must continue to present themselves in the most professional manner that they can.

Judging by appearances The external appearance of the club is the first impression that members – and potential members – get of your club. The wrapping can be as important as what’s inside and perceptions can be heightened by taking time out to ensure you stand out in the crowd. Take a step outside the club. Would you be attracted enough to walk through the doors? Does it have ‘curb appeal’? Of course the vast size of many clubs and the cost of external decoration can make this a costly exercise. But even the smallest attention to detail can make a big difference. Ensuring that the doors are clean and freshly painted is an obvious one. Hanging baskets and plants can hide a multitude of sins and in the hands of the right committee member/s can be a cheap and effective way to inject new life into a tired exterior. Signage counts Make sure signage is sited correctly, that it is illuminated where it should be and ensure advertising material such as posters are in date. A wind-tattered poster announcing dates long gone by does little to present the venue as an upbeat, finger-on-the-pulse club. Marketing matters Impact and a ‘wow’ factor are important to grow the member base. The more advertising and marketing you can do the bigger the impact on membership and events sales, and – from a PR perspective – maintains the club’s profile in the minds of old, new and prospective members. Mailings to your membership database (where possible) is another way of ensuring you are generating the greatest footfall you can when attracting people to your events. This is where all your marketing initiatives should start – they are your most loyal customers. Sports screenings and big events Advertising is essential in and around the venue – particularly with respect to sports screenings. Make sure you regularly select the big dates, get the posters up and maximise the potential.

“ ”

Even the smallest attention to detail can make a big difference.

Often it is important to include promotional offers or something of interest to pull members away from the comfort of their own home. Check out your local competition. What are they doing? The high traffic areas at your venue are the ideal locations for your advertising literature – toilets, notice boards and entrances. Make sure these areas are well covered. All staff need to be fully briefed regularly on up and coming events. They are your sales team and are not just there to pull pints. Share the responsibility and strain with them giving you more time to focus on the detail.

Funding plans Seeking out sponsorship for events and functions means clubs can expand on original plans with a greater degree of support and finance. Raising the bar The product portfolio is key – the right brands, with the right support at the best prices giving the

necessary margins. Members’ preferences, combined with new (appropriate) launches and offers etc is the obvious port of call. How you promote and display the bar offering is also vital to encouraging volume up sells. Eye level positioning of high profit products and the overall general appearance of the bar are massive contributory factors in your challenge to increase revenues for the club. Targets and training Staff training is ever more important given the competitive marketplace that clubs are in. Product knowledge, customer skills, service techniques and a positive attitude are all essentials. And finally, for smaller clubs who may think they don’t need a business plan, now’s the time to reconsider. Developing a business plan (whatever the size of the club) and setting targets is the way to achieve objectives. Every business needs a framework to ensure it stays on track, focused – and open!

CLUB REPORT 33

CLUB BUSINESS – HQ BUILDING THE BUSINESS

HQ BUILDING THE BUSINESS

Want to cut club spend while increasing efficiencies? Well now you can. Introducing HQ Building the Business. Completely free to clubs this new service involves no contracts and no costs, just better buying and better club business.

Welcome to HQ Building the Business F

rom utilities and energy savings to procurement and financial services, HQ Building the Business works with your club as a surrogate head office, helping you to boost club business. And by working with carefully selected club-supporting partners and suppliers, HQ Building the Business will save you valuable time and resources in the quest to save your club money, freeing up you and your committee to run an even more efficient club. You’re just three steps away from saving money.

Step 1 Free no-obligation audit – just call us or email us.

Step 2 Following our audit and discussions, if we believe we can help your club we will source the best deals available.

Frequently Asked Questions Q. What do I get when I become a member? A: You get a free and confidential audit of your club in those areas where you would like to find savings and efficiencies. This could be anything from utilities to phone bills and from food to club equipment. Q. What are the costs? A. There are no costs. HQ is free to join. Q. If I become a member, what are my obligations? A. There are no obligations for you or your club and no contracts. All we ask is that when we work with you, you are open about your current supplier situation.

suppliers we need to prove the value of a club to their business, but if we can help we will. Q. What are your club credentials? A. We’ve been working in the club sector for over 30 years in various roles. The launch of HQ Building the Business is the culmination of many years working with clubs and suppliers, from brewers and telecoms suppliers, to energy and water companies. Q. Do I need a face to face meeting? A. Not necessarily. A lot of the ground work can be done over the phone/email. Q. How do I become a member? A. Just email enquiries@hqbusiness.com, call 01753 272022 or use the form on the opposite page.

Q. Does the club need to have a minimum turnover? A. Our services are most suited to clubs with a minimum turnover of £100,000. This is because to secure the HQ Building the Business deals with

Step 3 Your club starts saving money. This is what we call a win win! So get in touch now and help us help you to make 2017 an even better year for your club and your members. You can call on 01753 272022, email enquiries@hqbusiness.com or use the form opposite.

Ryan Bezuidenhout, General Manager of Aviva Premiership Rugby contender, Worcester Warriors “My role is very much to ensure that the support mechanisms of an efficient stadium and business are in place. I’ve worked with David and his team to assist in delivering savings across the business at Worcester Warriors and I am delighted to recommend the team on a professional as well as personal level. Energy has been one of the biggest projects, and this procurement is delivering significant short and long term savings. There are plenty of people out there who claim they can do this; this team can. A large part of my role is about getting things done efficiently and effectively, hence why I value the straight talking, efficient and short sharp presentation of results. No fuss, no salesmanship, just a host of opportunities followed up by appropriate and helpful assistance to deliver the chosen projects; make the most of them.” • www.warriors.co.uk

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MEMBERSHIP FORM Yes I am interested in joining the no-cost, no-contract, no obligation HQ Building the Business club. Your name: _____________________________________

HQ BUILDING THE BUSINESS

Role in club: _____________________________________ Club name and address: _____________________________ _____________________________________________ _____________________________________________ Tel no: ________________________________________ Email: _________________________________________ Number of members: ______________________________ Turnover*:______________________________________

n All n Other (please list): _____________________________

Particular areas you are interested in?

_____________________________________________

*Turnover - this information is entirely confidential and is not shared with any other companies/agencies etc. It is HQ Building the Businessâ&#x20AC;&#x2122;s measure as to how we can help you save money.

CLUB REPORT 35

CLUB BUSINESS – HQ BUILDING THE BUSINESS

HQ BUILDING THE BUSINESS

Revenue generation for clued-up clubs Resources will often determine how much time you can invest in revenue generation. But for larger clubs – particularly sports clubs – there are opportunities out there to be grabbed, says Mike Braidwood CCM.

hen did you last sit down to brainstorm alternative revenue opportunities? Because believe me there are lots of them out there. Here are just 10 ideas to get your started. 1. Sales culture Make sure you have a dedicated sales person and a sales culture within your organisation. This one might not be quick, but it needs serious consideration in these challenging economic times. If you do not have anyone dedicated to sales, then get one now. Also make sure that you have a sales culture within your organisation. Possibly the hardest thing of all is to build a salesfocused culture at your facility. It really is a challenge to get every team member to understand that it is not only the Sales and Marketing department’s responsibility to sell, it’s EVERYONE’S! Now if you don’t have a sales and marketing department/person or someone focused on this critical part of your business then you really are doomed. So how do you build up a sales focused culture? First of all you need to write into everyone’s job description that they have some responsibility to sell and promote the facility they work at. This includes everyone, even the maintenance crew; they should have a responsibility to pass on referrals, tell their friends about the great F&B offering, introduce people they know to the Golf Pro or Tennis Pro for lessons etc. Then have regular team meetings and briefings on sales and marketing and include as many people in the team as possible (preferably all). Your team needs to know the task in hand (targets), have a full understanding of the products on offer and be conversant with the marketing message and your current campaigns. There are many more initiatives to get your team developed into a sales culture, but even if you just create the awareness amongst them that they are all responsible, then that’s a good start. Soon you will hear the bar staff up-selling lessons to the member who’s complaining about a bad game over a pint and witness the tennis pros making pupils aware of membership products and benefits. In today’s tough business environment you really do need to have an extended sales force; everyone’s jobs depend on it. 2. Broaden your sales offering Too often we limit ourselves by not offering a wide

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enough range of products and services. The traditional club tends to sell the following: • Memberships. • Food and beverage. • Merchandise. • Instruction. • Some offer some form of daily fee e.g. a green fee for a golf club for example.

brand out there. Spend time looking at all of the available space you have to advertise, then make up a presentation and get selling. For example: • Naming rights to meeting rooms. • Staff uniforms. • Flag poles. • Products placements (cars). • Menus (drinks, food).

By thinking outside the box and branching out, there are extra funds to be had. For example: • Meetings. I’m sure your club has plenty of underutilised space. Start to promote it and use it. I am sure your members would love to be at the club for business as well as leisure. • Weddings and Anniversaries. Clubs are recognised as excellent event venues. If such events are not yet within your field of expertise – it has to be a great experience for word to get round – then partner up with a wedding organiser for the first few events to make sure you get it right. Like everything, there is a formula for successful weddings. • Branding and advertising. Don’t under-estimate what corporate companies will spend to get their

Some companies are just interested in brand association and the partnership can be promoted on the web site, some classy branding on the club house wall and recognition on club collateral. For golf clubs this could include tee signage, score cards, course guides, driving range signage/bay dividers, golf carts and pull trolleys. • Landscaping services. You have the crew, you have the tools and you have the expertise. Why not get your maintenance crew to branch out into some off-site landscaping services? 3. Member/guest surveys These are easy to do and really effective. Set up a survey on a system like Survey Monkey and ask you members what they want - then give it to them. Also

use the survey to make them aware of some of your less known products and services, such as: • Did you know that we have meeting facilities? • Did you know that we can order in corporate gifts and uniforms for your company? 4. Staff with a ‘yes’ attitude Train your staff to never say no. It’s all too easy for staff, new and old, to simply say, ‘sorry we’re out of stock of that product’, ‘Sorry the course is full today’, ‘Sorry we don’t provide that service’ – and so on. Train your staff to always offer an alternate solution. Always look to ‘squeeze’ someone out on the course, always ask internally if something is available, always ask ‘when do you need this for’. They might not even need it to today, so there is a chance you can get it for them. 5. Become a Tour Operator How much business do you send to the local hotel, restaurant, guest house and neighbouring courses? Lots I’m sure. So set up a Tour Operator agreement and make something out of these referrals. You don’t necessarily have to earn cash from them. You could potentially earn credit which can come in useful to lowering your costs – for example, for every 10 rooms of theirs you sell you get one free.

ties (tee times, meeting rooms, bedrooms) in exchange for their goods and services? It reduces your costs and it gets them starting to use your products. 9. Self generating events Create desirable events at your clubs that will entice people to particpate. By running events you manage your utilisation better. In areas where you have a diverse population run a ‘World Cup of Golf/Tennis/Football’ etc, and ask people to enter in teams to represent their country – people love it in my experience. If you’re close to a business community set up a Corporate League in various sports to get the competitive juices flowing between different local businesses.

6. Sell corporate ranges Through your buying channels it might be easier and more convenient for your corporate members to buy through you. Why not develop a flyer/e-flyer to promote to your membership – corporate logoed balls, uniform shirts, corporate gifts, company ties and so on. 7. Calendar of offers Nowadays we don’t seem to be able to buy anything unless it is on offer. So make sure you have a seasonlong list of promotions and offers to keep your members and guests engaged in your product. Mix the offers up and keep them interesting and fun. Work around the obvious ones first and build out from there – Valentines Day, Mothers Day, Easter, Fathers Day, National holidays, Christmas – then branch out

seasonally. Build offers around other global events – The World Cup, the Olympics etc. 8. Barter when all else fails There are most likely some good businesses in close proximity to your club who have products you want or need, but who are never going to be customers of yours. Why not trade off some of your unused facili-

10. Build up a partners program Work on the old adage that it is significantly cheaper to get your existing customers to spend more, than it is to find new customers. Take time to research who your highest spending customers are and try to build a tailor-made corporate partners programme for them. By getting them more involved and offering them a broader range of services and added value you will soon see spend increasing.

CLUB REPORT 37

JOIN THE CLUB

See page 41 for details

CLUB BUSINESS – SPONSORSHIPS

Securing sponsorship satisfaction The value of sponsorships to clubs is immense. So how do you ensure that the relationship works for all parties – including the members. Here are 10 Top Tips with an additional one thrown in, all in the spirit of under-promise, over-deliver! practical way to earn additional revenue for your club is to bring in sponsors. Not only can they add financial value to the club, they can also pro-actively promote the club and act as an endorsement of the club if the brand fit is right. To bring in the right sponsors at the right fee, you first of all need to understand what the sponsors are looking for. All businesses will have their particular targets so if, for example, they’re looking for a younger market you may want to discuss the youth section. If their product is female focussed, then your drive to bring in more 18-34 year old males may cause disappointment and friction at a later stage. Equally, be sure that the sponsors you hope to bring in will be viewed as a good fit by the members. The sponsors you choose to work with says as much about you as a club as it does about them as a sponsor. And also do remember to tap into the expertise and reach of your new partner. Examine cross-promotions and be ready to discuss their learnings while sharing your own to equal benefit. In general sponsors are looking for: • Positive promotion of their brand (exposure). • A platform through which to sell their products.

• A targeted client base who match the profile of their customers. • A facility that matches their brand aspirations. • And potentially a place to entertain existing clients to ensure ongoing loyalty. Here are top tips to ensure your sponsors are completely satisfied and keep coming back to you year on year. 1. Professionalism Many of the potential sponsors you will be dealing with will be reporting back to a head office which will have strict control procedures. Therefore it is important to understand quickly that these organisations will need professionally produced documents produced during the negotiations and contract process. Ensure that you have these documents to hand and that your communication and dealings are professional and efficient. Often large organisations make last minute decisions and are working to tight timelines, so it is important that you respect these timeline and follow through on their requests. Ensure that everything is signed and sealed as – like many clubs – budgets may be cut in

The sponsors you work with will tell your members much about you as a club.

times of austerity or if head office priorities change. 2. Respect their brand Sponsors are entrusting you with their brand. From the onset, then, you should ask them for a copy of their brand guidelines and any do’s and don’ts. This will not only impress them with your commitment to safeguard the brand values, but it will also ensure that you or your team don’t make any blatant errors when you do agree terms and are ‘managing’ their brand on your property. It is a good idea to quickly establish sign off procedures on their brand application at your facility so it does not hold up the process. 3. One stop shop Once you have established an agreement for a company to sponsor an element at your facility they may expect you to provide a ‘one stop shop’ for them. This is a great opportunity to add yet more valuable revenue by taking care of the production of branded items etc. Be careful during the negotiations that the sponsor understands that the fees you are charging are for the exposure opportunity and the cost of branding certain items is over and above that. You may be asked to source the signage company, printer, source the shirts, produce the flags etc. whatever it is you will need to project manage this carefully and charge a decent margin to cover the time you have put into this. Very often clubs will have much better supply chains for these items than the sponsoring company themselves. 4. Add value When you are developing sponsorship relationships make sure you understand the long term value of the sponsorship agreement and ensure that you are adding value into the agreement. This may be in the form of, for example, free activities – perhaps a four-ball at a golf day, seats at an annual dinner and so on. One good way to add value is to create a media release about the agreement and circulate (with their prior approval) to your database. By adding value you are reinforcing the relationship which should result in the relationship lasting

CLUB REPORT 39

CLUB BUSINESS – SPONSORSHIPS longer term, giving the club some sustainable income streams. 5. Communication – before, during and after Often the sponsoring company will have assigned the relationship to a specific person in their organisation. Whoever this person is and whatever their job title, rest assured they will be required to give timely feedback on what is happening to their sponsorship investment. As a result be proactive with your communication before, during and – in the case of an event – after. In this way you are making their life easier and, if there are any misunderstandings, they will emerge quickly and can be addressed. The aim is to show that you are meeting and exceeding expectations. It becomes quantifiable and, should this person leave, there is an accurate trail of activities to prove that you are meeting your side of the agreement. It also makes their life easier which can only help secure renewals/more business and goodwill. 6. Loyalty During a sponsorship relationship you need to be loyal to your sponsor and open and upfront about other sponsorship opportunities. You may, for example, tie down a local car dealer to be ‘Official car dealer of club X’. As a result of this you will have to have in your agreement certain exclusions regarding approaches from other car dealers and/or brands. This may not preclude you from having a competitor brand’s event at your club, but you better make sure that your sponsor knows that you will be open to other car brand business. This puts you in a position of power. If they demand exclusivity that will cost more as you’re losing potential revenue. A word of warning here; if exclusivity comes into play, be careful on your handling of turning others away. If your sponsor walks away from you (for whatever reason) you could find that those you’ve turned away have secured sponsorships elsewhere. Look at the length of your agreement and secure a three year exclusivity deal if possible. 7. Results The more results and stats you can feed back to the sponsor the better. They have to report up the chain the performance of their sponsorship investment, so it is crucial that you feed them with the right information. Some of the stats you could offer are: • Number of customers you have had through your doors who have seen their brand. • The number of hits on your web site pages that carry the sponsors brand (you might also show the click through rate). • Media clipping from a joint press release with some media value calculations. • Photographic log of their brand in situ. • Feed back/testimonials from sponsored events. 8. Longer terms presence If you have committed and loyal sponsors on board it is a good idea to have a sponsors’ recognition wall somewhere prominent in the clubhouse. This wall

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If your sponsors are focusing on the next generation of members, make sure they see your coaching programmes in action. can carry the logo and a story of the relationship, thus giving the sponsor more exposure and a feelgood factor. However, the sponsors’ wall is also a marketing showcase for you, because it sends a positive message to others that ‘yes we are open to sponsorship suggestions’. You should be able to measure the value of the sponsorships you receive and therefore you could put a ‘minimum’ spend threshold to qualify for permanent club house presence. 9. First refusal Over time you will think up many sponsorship opportunities at your club, from events and competitions to product placement or simply branding. Whatever they are, make sure you give your existing sponsors first refusal. There is nothing more infuriating for an existing sponsor seeing another brand take on something at a facility that they were unaware was up for grabs. Equally, if you feel the need to spread your sponsorships over more companies for security, use your diplomacy and communication skills to explain this reasoning. 10. Innovation Sponsors appreciate it if you come up with innovative ideas that help portray their brand in a positive light – and which also secure money for your club (win win). So take time to understand the business-

es your members are in and keep an eye on local and regional advertising to see who is promoting what. Then approach them with ‘have I got an idea for you!’. And finally – your bonus point! 11. Recognition Take time to recognise your sponsors at every available opportunity: • Thank them during speeches at events, specifically not generically. “I’d like to thank all the sponsors today” does not cut it. • Invite them to a sponsors’ golf day or event as your guest/s. • Invite them to an end of season dinner. • Send them a thank you gift at the end of the year (an innovative one ideally – stand out from the crowd). • Send them thank you notes. Ultimately, always try and step into the mind-set of your sponsors. And keep in touch with what they’re doing. If they shift direction or launch a new product, you want to be sure that together you stay on the same path and continue the journey for their benefit, the club’s benefit and ultimately the benefit of your members. And ultimately always remember the mantra – under promise and overdeliver!

CLUB BUSINESS – RACING CLUB

Club Mirror’s RacingClub races ahead in 2018 Club Mirror’s Racing Club was launched to great acclaim and clubs around the country are taking advantage of some great deals and some great days out. Have you joined yet? Here’s how.

rom flat racing to jumps, racedays are a great day out for members. Now you can make them even more enjoyable thanks to our specially negotiated club-only prices. HOW TO BOOK 1. Choose your raceday as listed in Club Mirror. 2. Write a cheque for the correct amount made out to the racecourse. 3. Send the booking form and cheque made payable to the relevant racecourse to: Club Mirror Racing Club, ACP, 59/60 Thames Street, Windsor, Berkshire, SL4 1TX. 4. Deadline – send the booking form and cheque at least four weeks in advance of the raceday. Tickets will be sent out once the cheques have been processed by the racecourse.

PARTICIPANTS INCLUDE THE FOLLOWING COURSES: THIRSK Thirsk Racecourse stages 14 race meetings from April to September, making the most of the Flat racing season in scenic Yorkshire. It plays host to a recognised classic trial as well as the Thirsk Hunt Cup a valuable handicap held around the end of April that is one of the best cavalry charges of the season.

CHEPSTOW Chepstow offers over 30 fixtures each year. The picturesque course combines both flat and jump racing with highlights including October’s Jumps Festival and December’s Welsh Grand National.

DONCASTER Doncaster Racecourse hosts two of Great Britain's 31 Group 1 flat races, the St Leger Stakes – the world’s oldest classic horse race – and the Racing Post Trophy. The course has the distinction of both starting and ending the flat season on turf.

HAYDOCK PARK Haydock Park is one of the finest viewing courses in Britain. Racing under both codes is of a very high standard and is well regarded by trainers looking to educate their younger horses.

CLUB REPORT 41

CLUB BUSINESS – MEMBERSHIP

Attracting and keeping junior members Much good work goes into developing junior membership. This is particularly noticeable in sports clubs where free lessons and tuition has become a norm. But has all this investment proved a good return on investment? The Club Managers Association of Europe (CMAE) offers up insights into how to attract and keep junior members, whatever your club.

unior memberships are ridiculously cheap and lessons are often free. Then, to add insult to injury, the kids leave at 18 never to return!

So what to do? Get proactive and make it a really great club experience for them. Make it such an important part of their life that they can’t do without it! And, following that line of thought, don’t give it away. Think how much parents spend on things like iphones, Xboxes and so on. It needs to have the same importance and the same entertainment value. So here are some pointers. Give them their own space Set aside some space within your club for your juniors and make it an attractive environment, a Keeping on the ball with junior members will pay dividends.

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place where they would like to hang out. Make it inspiring to make them want to go out and play the game, whilst also offering some other activities. Relevant Wii games, indoor putting mats, cricket nets, short mat bowls – whatever the discipline there’s a way to bring it inside. And how about setting up their own notice boards? And maybe newsletters? Make it a real club for them Parents are always looking for someone else to do things with their kids! So make it more of an inclusive club and organise more than just competitions and lessons. Away days to other clubs and activities, challenge matches against other clubs, fun nights in the clubhouse and instigating a local league are just some ideas. If you roll out a series of events you’ll

develop a great club spirit and have parents dropping their kids off in droves. Make it fun Clubs can seem pretty boring to kids sometimes, so spice it up and make it fun for them. Don’t put too many rules in place and employ a ‘can do’ attitude. Kids love variety, kids love challenge, kids love team work so think of things that will get them excited. Maybe a monthly skills challenge surrounding their chosen sport, or fun competition formats. Maybe inter-club challenges. All of these can help to keep them engaged and motivated. Get parents involved Although parents often see kids clubs as a free

Kids love challenges. Look at inter-club competitions and mini-leagues to spark their interest.

baby-sitting service, it’s good to get parents to volunteer. Seek out a pool of mums and dads who are willing to help organise events, drive kids to places – but be sure to keep the adult-to-kid ratio right. Too many parents and the kids will feel swamped and intruded upon. Involving the parents is also a good way to introduce more adults to the sport. And you can always give them a free lesson as a thank you for helping out.

twitter, texting and keep the language relevant to kids.

shortage of good ideas coming in from your junior members.

Find out what they want Let them tell you what they want. It’s easy to come up with a survey to find out what they like and want. You could even get the kids to design and develop the survey for you. In that way they feel you care about their opinions and you are keen to create a club and club environment that suits their needs.

Student membership After all of your hard work you need to ensure your juniors stay with you once they reach adulthood. Put in place a tiered scheme to take them from a junior membership fee up to a full membership fee. Think about those juniors who leave to go off to further education. Wouldn’t it be great if you could keep them onboard so that they can still enjoy the club during the holidays and when they come home for weekends? And maybe create some special events just for the students so they still feel very much part of the club, even if they are off studying further afield. And finally – a bonus tip – create a loyalty scheme. These can be used to build credit towards the joining fee or adult membership. And don’t forget to include interesting and thoughtful things on the menu that kids will want to eat and drink. They’ll appreciate the effort and the fact that they could be earning loyalty points. It’s a grown up concept which will make them feel an integral and valued part of the club.

Educate them – more than just lessons Kids love to learn and they learn fast. Try to introduce more than just lessons. Teach them other things like the rules and etiquette (and set tests with certificates). Set them challenges to research different game formats, get them involved in volunteering with the club and train them in other aspects of the game, such as grounds maintenance, umpiring, and, for golf, caddying (they can then make some money at the same time!). All of your education activities will make them more informed sportsmen and women and they’ll go on to be better members, a force in the club’s future. And back to the parents, they love it when the kids walk out of the club grounds with more knowledge than they had when they entered.

Invite their friends The best way to keep kids engaged and to introduce more of them to the sport is to allow your junior members to bring friends to functions and events (for a nominal charge). In this way the kids won’t be shy in turning up as they have a friend with them and with any luck the friend will enjoy the event and want to sign up to the club as well.

Communicate at their level The best way to get the most out of kids is to not treat them like kids. Treat them with respect and space and communicate with them at their level. Use communication platforms such as facebook,

Variety, the spice of life To ensure kids remain engaged, continually mix it up. Keep it interesting, keep it relevant, keep it fun, but most of all make sure there is variety. If you follow some of the previous tips then there will be no

Showing progress Create a ladder for improvement. Kids love to strive to do better and get to the next level. Create leagues where they can play and progress through divisions. Maybe create skills test certificates and awards.

CONTACT DETAILS The Club Managers Association of Europe (CMAE) t. +44 (0) 247 669 2359 e. Debbie.Goddard@cmaeurope.eu www.cmaeurope.org

CLUB REPORT 43

CLUB BUSINESS – PERSONAL INJURY DAMAGES

Discount rate reduction for

Personal Injury Damage With the Lord Chancellor confirming her decision to reduce the discount rate reduction for Personal Injury Damages by 3.25 points to -0.75%, it’s important to review your current Limits of Indemnity in respect of both your Employers Liability and Public/Products Liability covers to ensure these are adequate, advises Club Insure. What is the Personal Injury Discount Rate? When assessing lump sum awards for personal injury claims, account is taken of the net rate of return (discount rate) the claimant might expect to receive from a reasonably prudent investment of lump sum compensation. The current rate of 2.5% was set in 2001 and reflects the gross redemption yields of Index-Linked Government Gilts. What are the changes? The Lord Chancellor has confirmed her decision to reduce the discount rate by 3.25 points to -0.75%. The Lord Chancellor has previously conceded that any change could have ‘profound financial consequences’. The revised rate now applies as of 20 March 2017 and will apply retrospectively to all current claims, as well as new incidents. Who is affected by the ruling? The new discount rate ruling has significant implications for insurers in respect of the potential additional costs relating to personal injury claims relating to Motor and Casualty risks. Existing reserves on open claims will need to be increased to reflect these changes. Impacts to Commercial Policyholders The reduction in the discount rate will particularly affect large personal injury claims settlements. For example: A 30 year old female is disabled due to an accident and cannot work again. She has no educational qualifications and it is determined she would have earned £20,000 a year until retirement at 65. Rest of life care is determined to be £100,000 a year. Under the current 2.5% discount rate the total sum award (consisting of Loss of Earnings and Cost of Care) would result in a lump sum award of £3,414,350. With the new discount rate of -0.75% this would increase to £8,480,400. Indemnity limits on Liability policies The record level for a court award in the UK currently stands at £23,000,000 - this was made in 2012 and was based on the previous discount rate. Bearing in mind the increases that the reduced rate will inevitably produce, we therefore feel that it

46 CLUB REPORT

Lord Chancellor and Secretary of State for Justice Elizabeth Truss.

“

The Lord Chancellor conceded that any change could have ‘profound financial consequences’. The revised rate now applies as of 20 March 2017 and will apply retrospectively to all current claims, as well as new incidents.

”

is prudent to reconsider the adequacy of the limits of cover carried under both your Employers and Public/Products liability policies. Clearly the greatest impact will be to those commercial policyholders with higher potential for large injury claims, as these costs will be disproportionately affected by increases in large awards resulting from the Discount Rate reduction. The way forward: You need to review your current Limits of Indemnity in respect of both your Employers Liability and Public/Products Liability covers, to ensure these are adequate. We would recommend that any company now takes minimum limits of £20,000,000 for Employers Liability and £10,000,000 for Public/Products Liability. However, these are only our recommendation for the minimum limits you require and companies with increased exposures should consider taking even higher limits. We will be happy to discuss this with you.

Please note that any decision not to increase your limits of indemnity to our recommended minimum limits could have serious implications for your business in the event of a loss and we will need to document that any such decision was taken directly against our own professional advice.

CONTACT DETAILS Club Insure covers all aspects of club insurance from start to finish, with Account Handlers and Claims Managers under one roof. Victoria Romero-Trigo, Director Club Insure Ltd Romero House, 8 Airport West, Lancaster Way, Yeadon, Leeds LS19 7ZA e. Victoria.romero-trigo@club-insure.co.uk t. 0844 488 9204 www.club-insure.co.uk

CLUB BUSINESS – DEALING WITH THEFT

Theft – it isn’t always a stranger Theft by an employee or club official is, thankfully, relatively rare but nonetheless we see a number of these claims every year. These crimes are particularly upsetting as they are often committed by people considered to be close friends. Discovering that money or stock is missing often comes as a massive shock, says Andy Kitchener Aon UK Limited.

e all think we are reasonable judges of character and these situations often leave you questioning your own judgement and wondering how you could be so wrong. Of course, these matters can be extremely delicate in that they affect personalities within the club so care needs to be taken. From an insurance perspective, what should you do if you suspect internal theft is going on? 1. You should always contact the police in the first instance. 2. You should then contact your insurance broker to report the claim. 3. You should then call your insurer’s legal expenses team to again report the incident and obtain any advice from them regarding disciplinary action to be taken against the employee/official. Fidelity Guarantee insurance is a policy designed to cover you for the loss caused by fraud, theft or dishonesty of an employee. For an insurer to ensure claims are paid promptly and without incident then you will need to comply with all conditions of your insurance policy. No matter who provides your club insurance there will be conditions attached and these can change over time so should be reviewed each year. Making the small print BIG print so to speak. As you renew your policy it is a good time to speak to your broker or your insurer to make sure you are aware of any changes that impact your policy. It is important to realise that Fidelity Guarantee cover is on a claims made basis meaning the policy in force at the time any theft is first discovered is

the policy that will deal with the claim. You can usually include monies stolen fraudulently in the preceding 24 months within that claim even if you were with a different insurer during that time. We thought it would be useful to highlight some typical conditions which may appear in policy wording. You should of course refer to your own club’s policy wording for a definitive guide. There will be special conditions which make you aware of the checks and systems you should have in place. If you aren’t operating in this way then the claim could be repudiated. For example, one of the most common reason a claim can be rejected is when a club have failed to get adequate written references for employees or officers. Typical conditions include: • When you discover any act which may give rise to a claim you should immediately take steps to prevent further loss. • Before engaging any employee or club officers a satisfactory written reference should be obtained covering their previous employment. This may need to be produced in the event of a claim. With some club insurance policies, you may only need to obtain references for new employees taken on after the policy starts. But for most insurers you’ll need to have references for everyone. As ever you should always clarify this with your broker or insurer. • There could be a stipulation that money is handed to an authorised employee or banked within a specified time frame, e.g. 24 hours or within three days of receipt. • Cash book entries and other records of money

received should be fully checked on a regular basis. This is often stipulated as every month at least. • Often there is a condition that stock should be independently and physically checked at least annually. You should be aware of some of these conditions before a claim is made rather than afterwards when it may be too late. It is important to make sure that you understand your obligations and discuss them with your broker if necessary.

CONTACT DETAILS If you have any questions about this article contact Andy Kitchener, Regional Client Manager, Aon UK Limited.?t. 07714 180 551 e. andrew.kitchener@aon.co.uk. Aon UK Limited is authorised and regulated by the Financial Conduct Authority. Whilst care has been taken in the production of this article and the information contained within it has been obtained from sources that Aon UK Limited believes to be reliable, Aon UK Limited does not warrant, represent or guarantee the accuracy, adequacy, completeness or fitness for any purpose of the article or any part of it and can accept no liability for any loss incurred in any way whatsoever by any person who may rely on it. In any case any recipient shall be entirely responsible for the use to which it puts this article. This article has been compiled using information available to us up to 24 October 2017. [Editor's note: This article appeared in November’s issue of Club Mirror 2017)

CLUB REPORT 47

CLUB BUSINESS – INSURANCE

Protecting your club from criminals and cybercrime Club Insure examines the importance of insuring your gaming and lottery machines and provides an insight into the very real threat of cybercrime. Cybercrime – what you need to know

aming and lottery machines can provide a much needed additional income source in your club but are you adequately insured in this respect? Many machines are now only emptied by the gaming rental company rather than the club themselves. This means that if collection is on a weekly or bi-weekly basis then the machines can be holding several thousand pounds each which is making them a target in our clubs. Access to the premises might be gained by tampering with the alarm contacts whilst you are trading. When you close up for the night you may not notice that the alarm has not armed properly leaving your club vulnerable to an undetected attack. If the alarm is not sounding to notify of a break in the thieves can spend a long period of time breaking into the machines using axes or hammers for example. It is vital that anyone who is responsible for setting the intruder alarm when the business is closed understands exactly how the alarm works and can recognise if the alarm does not set properly. If you are in any doubt the premises should not be left unattended if the alarm is not fully operational otherwise your claim is not likely to be paid.

48 CLUB REPORT

Even with a fully operational alarm your Insurance policy may typically only provide cover in gaming machines to a limit of £500 per machine and £1,000 in total unless you have notified the insurer and arranged for the cover to be extended. Although the gaming machine rental company may insure the machine itself they will usually expect you to insure the contents. Read your rental agreement to clarify your responsibility and if you have any queries please contact your account handler.

Unfortunately Cybercrime is all around us without you even realising it – and it could be affecting you and your business. There has been a lot in the news recently about cybercrime. It’s clear that all businesses regardless of size are at risk and the threat of hacking attacks are both increasing and intensifying. To be able to protect ourselves from such attacks we need to understand what cybercrime is and the steps we can take. Cybercrime is a broad term and can include any of the following: • Vishing Contact made by phone. The caller purports to be from your bank, the police or a fraud agency. The purpose is to get you to reveal confidential information. • Phishing Contact is made by email. The sender impersonates well known companies such as banks. The aim is to get you to click on a link or attachment. • Smishing Contact is made by text messages. The sender impersonates well known companies and, as above, aims to get you to clink on a link • Modified email This is also known as CEO impersonation. Requests are often timed so that it will be difficult to verify the request – which is exactly what you need to do. These emails are often targeted at new or junior members of staff. The fraudster is hoping that the targeted business does not have a culture of challenging or asking for help. The emails often begin asking if you are in the office, can you make a payment and what information is required to make this happen. The fraudster will talk about urgent transactions, or a top secret transaction such as a business acquisition. Sometimes they will not even ask for money • Malware/Ransomware Malicious software such as Trojans or viruses, downloaded from phishing emails, illegal websites and ad banners. They sit quietly in the background until you access a UK bank website. • Hacking Breaking into your emails and/or websites. Don’t worry if you don’t understand some of these terms. There are many different forms of cybercrime and criminals are becoming more sophisticated in their attacks. The main thing is that it is vital that you protect yourself and your club as a business, taking precautionary steps and buying an insurance product that will respond in the event of a loss.

CLUB BUSINESS – INSURANCE

Insure for all you’re worth The problem of under-insuring club assets is far from being a new phenomenon, but the issue appears to be getting worse. Club Insure’s Victoria Romero-Trigo offers the following advice.

ccording to the Royal Institution of Chartered Surveyors almost 80% of commercial properties in the UK could be underinsured by as much as 60%. Clubs must avoid falling into this bracket. Any club which doesn't insure its buildings at the correct reinstatement value will find that, in the event of a claim, insurers could apply average. This means that any settlement would be reduced in proportion to the amount of underinsurance. This applies to all claims and not merely total losses. A comprehensive building valuation at least every five is recommended. The sum insured that you declare to insurers should represent the cost to reinstate the building – i.e. rebuild it – not just the market value, other considerations are: • Include debris removal. Identification of asbestos in a building can significantly increase the cost of debris removal at the time of a claim. • Don’t forget demolition and professional fees. Think about clearing the damaged structure and

the professional fees associated in its re-building, its not just the cost of a new building. • Understand Building Regulations and Legislation. Additional features (i.e. lifts, disabled access) may have to be installed during reinstatement, even though they were not there prior to the loss.

The cost of under-insuring Following are examples of under-insurance found after a valuation by Club Insure’s nominated Chartered Surveyor. Club X

Sum Insured £750,000

Valuation £1,875,000

Club Y

Sum Insured £720,000

Valuation £1,370,000

Club Z

Sum Insured £600,000

Valuation £1,100,000

Should these clubs need to submit a claim, these examples would see following formula applied. Example 1: Club X suffers a Theft Loss – £10,000. Payment received would be calculated as follows: £750,000 _________ x £10,000 = £4,000. £1,875,000

• Identify Listed status. This can have huge ramifications on the cost of reinstatement due to the requirement to source original materials. • Include everything. Internal features, outbuildings, car parks, boundary walls, this is not an exhaustive list. • Maintenance of an inventory. Maintenance of an inventory or an asset register, helps identify the quantity and value of plant, machinery and equipment stored in the premises. • Is the equipment obsolete? If an item is difficult to replace, the cost of its replacement may well also be higher than you may expect. Finally, it is imperative that operators seek professional, honest advice from brokers who are both experienced, trusted and who operate with integrity. The cheapest quote initially, often turns into the most expensive in the long term. The good news is that premiums don’t always have to go up! An accurate and comprehensive assessment, coupled with the right advice, could see the club paying less for a better level of cover.

The club’s policy excess of £250 means £3,750 would be paid by insurers.

CONTACT DETAILS Result: The club needs to find £6,250 from its own funds to pay for the under-insured element of the claim.

Club Insure covers all aspects of club insurance from start to finish, with Account Handlers and Claims Managers under one roof.

Example 2: Club Y has a relatively serious fire – £300,000. Payment received would be calculated as follows: £720,000 _________ x £300,000 = £157,664.23. £1,370,000

Victoria Romero-Trigo, Director Club Insure Ltd Romero House, 8 Airport West, Lancaster Way, Yeadon, Leeds LS19 7ZA

The club’s policy excess of £250 means £157,414.23 would be paid by insurers. Result: The club needs to find the remaining £142,585.77 from its own funds to pay for the underinsured element of the claim.

e. Victoria.romero-trigo@club-insure.co.uk t. 0844 488 9204 www.club-insure.co.uk

CLUB REPORT 49

CLUB BUSINESS – DBS CHECKS

Dealing with DBS checks DBS checks – Disclosure and Barring Service checks (formally known as a CRB Check) – are vitally important for many clubs. But handling confidential data – particularly when it comes to recruitment – can present a number of challenges, says Michelle Mellor, Managing Director at Personnel Checks who offers the following advice on how to handle confidential information in the best way possible.

t is important to educate your team on the importance of handling data to ensure confidence that you won't have to face any of the legal implications of a data leak. How should you keep DBS data private? First and foremost, in line with the DBS code of practice, businesses need a formal written policy on the secure handling of any information provided. Employers would usually request DBS checks for successful job applicants, at which point they must make the details of this policy available to the applicant in question. The employer must handle all information provided to them by DBS in line with the obligations under the Data Protection Act 1998.

What can a club do with DBS data? To keep a record, clubs that receive DBS information can look at: • The date of issue of a disclosure. • The name of the subject. • The type of disclosure requested. • The position for which the disclosure was requested. • The unique reference number of the disclosure. • The details of the recruitment decision taken. What can’t a club do with DBS data? A club cannot reproduce a DBS certificate or related information in such a way that it infers that it is a certificate issued by DBS. Disclosure information should never be kept on

50 CLUB REPORT

an applicant’s personnel file and should be kept separately and securely in a lockable, non-portable storage container with access strictly controlled and limited to those who are entitled to see it as part of their duties. How long are clubs allowed to keep hold of DBS data? Once a recruitment decision has been made, organisations should not keep disclosure information for any longer than is absolutely necessary. This is generally for a period of up to six months to allow for the consideration and resolution of any disputes or complaints. How should the information be disposed of? The information should be destroyed via secure means, i.e. by shredding, pulping or burning. Employee files should be kept in a secure, locked cabinet and access should be restricted to trusted individuals. In line with regulations, DBS reports should be securely destroyed after six months. What are employers legally allowed to do if they find criminal information on a DBS check? The DBS code of practice states that employers must ensure that all applicants for relevant positions are notified in advance of the requirement for a disclosure. Employers should also notify all applicants of the potential effect of a criminal record history on the recruitment and selection process and any recruitment decision. The content of the disclosure should

be discussed with the applicant before withdrawing any offer of employment. As outlined in the Recruitment of Ex-Offenders Act 1974: ‘All employers must treat Disclosure and Barring Service (DBS) check applicants who have a criminal record fairly and not discriminate automatically because of a conviction or other information revealed.’ What should a club do with an employee who leaks DBS data? A leak of any applicant’s personal information should mean disciplinary action against the employee responsible. This could even lead to the termination of that employee’s contract. It is an employer’s responsibility to ensure all staff understand their responsibility when handling confidential data and the consequences they should expect if they breach guidelines. Before any disciplinary action can begin, however, a full and proper investigation should take place to determine whether formal procedures are necessary. Breach of confidentiality is gross misconduct, and the club in question must make a decision based on the severity of the breach.

CONTACT DETAILS Personnel Checks, 5th Floor, One Cathedral Square, Cathedral Quarter, Blackburn BB1 1FB t. 01254 355688 www.personnelchecks.co.uk

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Welcome to the

Hospitality Social Media Awards

2018

Open for entries

MEDIA AND MARKETING – SOCIAL MEDIA POLICIES

Social media in the workplace Social media is an immense power when it comes to reaching out to members. But it is also a power which needs to be carefully harnessed. ACAS explores the issues and offers guidelines for employers and employees on establishing and implementing a social media policy.

ocial media can affect communications among managers, employees and even job applicants. It can promote and control their reputation and affect how colleagues treat one another. It can also distort what boundaries there are between home and work, however. Some estimates report that misuse of the Internet and social media by workers costs Britain’s economy, for example, billions of pounds every year. Reports also add that many employers are already grappling with issues like time theft, defamation, cyber bullying, freedom of speech and the invasion of privacy. Legal considerations • The Human Rights Act 1998 Article 8 gives a ‘right to respect for private and family life, home and correspondence’. Case law suggests that employees have a reasonable expectation of privacy in the workplace. • The Data Protection Act 1988 This covers how information about employees and job applicants can be collected, handled and used. The Information Commissioner’s Office has published an employment practices code – Information Commissioner’s Office: Quick guide to the employment practices code [PDF, 168kb] – to help employers comply with the law. • The Regulation of Investigatory Powers Act 2000 This covers the extent to which organisations can use covert surveillance. Developing a policy Employers should develop a policy setting out what is and what is not acceptable behaviour at work when using the Internet, emails, smart phones, and networking websites. The policy should also give clear guidelines for employees on what they can and cannot say about the organisation. Any policy should be clear throughout about the distinction between business and private use of social media. If it allows limited private use in the workplace, it should be clear what this means in practice. In working out a policy for use of social media, the employer, staff and unions or staff reps (if there are any) should agree the details. The policy should aim to ensure that employees do not feel gagged, staff and managers feel protected against online bullying and the organisation feels confident its reputation will be guarded. Disciplinary procedures An employer should try to apply the same standards of conduct in online matters as it would in offline issues.

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If an employee is representing the company online, set appropriate rules for what information they may disclose and the range of opinions they may express. Bring to their attention relevant legislation on copyright and public interest disclosure.

To help an organisation respond reasonably, the employer should consider the nature of the comments made and their likely impact on the organisation. It would help if the employer gives examples of what might be classed as ‘defamation’ and the penalties it would impose. The employer should also be clear in outlining what is regarded as confidential in the organisation. Blogging and tweeting If an employee is representing the company online, set appropriate rules for what information they may disclose and the range of opinions they may express. Bring to their attention relevant legislation on copyright and public interest disclosure. Some rules should be included on the use of social media in recruitment, which managers and employees should follow. When recruiting, employers should be careful if assessing applicants by looking at their social networking pages – this can be discriminatory and unfair. Update other policies To reflect the impact of social media, it should be

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referred to in other areas of the business. For example, an organisation’s policy on bullying should include references to ‘cyber bullying’. Employers should inform and consult with their employees if planning to monitor social media activity affecting the workplace. Action for employees Employees should regularly check the privacy settings on their social networking sites. They should consider whether they want or need co-workers to see their profiles. • For more information visit www.acas.org.uk

STOP PRESS How well does your club employ Social Media to reach out to members? Is it an essential marketing and messaging tool? Then enter your club into the 2018 Social Media Awards. See pages 57-59 or use the QR code on the opposite page.

CLUB REPORT 53

MEDIA AND MARKETING – WEB ADVICE

Home pages – making a difference The depiction of a good website tends to be heavily linked with being responsive and developing a sense of emotional connectivity. However, another critical factor of a good website is getting the homepage right, says Studio 44.

ext time you look at your home page ask yourself will it engage visitors and will it encourage them to continue the journey and to browse the rest of the website? Below we look at what contributes to an effective homepage. Content is critical Getting content right surpasses the expectations of who, what and why. Not only does it need to read well for the visitor but it also needs to be search engine friendly. Visual content seems to be an emerging trend that is becoming more common on modernised homepages. Visual content usually employs embedded videos which aim to connect with visitors using a more personalised approach. Videos tend to aid user experience nicely, which is definitely an imperative component to have on the homepage of a website. The nature of your club can also determine the theme of your homepage; e-commerce websites, for example, tend to utilise a more salesy tactic with a product orientated homepage, whereas a social club may focus more on upcoming events, sports clubs on fixtures and training and so on. Contact details Wherever it’s a contact form, or details in the footer of the homepage, a point of contact needs to be addressed on the homepage. It’s important that this contact point is the right person for the job with the time and inclination to respond quickly. There’s nothing more frustrating for would-be-members to get no response (and the same goes for members of course). Imagery To prevent a high bounce rate, your homepage needs to be enticing. What determines a good

54 CLUB REPORT

homepage from a bad homepage usually depends upon the quality of the focal image. That’s not hard these days with phones taking great images you can upload, but make sure you present the right image. Is it an image of a family day? A sports day? An act? The images you present will attract the people who will love what you do as a club. Getting navigation right The visitor user experience is ultimately determined by the navigation on the homepage. The navigation bar in the header is usually the easiest way of doing this. The homepage is widely regarded as the ‘table of contents’, breaking down the site into sub-categories to make it easier for users to navigate to what they are looking for.

Dudsbury Golf Club, a Club Awards Web Site of the Year winner (2016).

CONTACT DETAILS Any questions? Just get in touch with the team. Studio 44 (a new company from the Larrytech team) designs and develops new websites to deliver real results, that are mobile friendly, optimised for Google and easy to update and manage. t. 01892 888 011 e. info@studio44.agency

MEDIA AND MARKETING – WEBSITE REVIEWS

So you’re thinking of changing

your website? Studio 44 investigates the potential reasons your club may have for redesigning your website. Have a read through to get an insight into when a redevelopment of your website may, or may not, be applicable!

e hear all sorts of reasons from our clients as to why they want their website redesigned, ranging from ‘my website isn’t responsive and doesn’t work on mobiles’ to the more advanced ‘my whole business has transformed and the current website just doesn’t fit’. Whatever your reasons, be sure that you have a good one because a website redesign is not something that you should just undertake for the sake of it, and to stomach the time and cost there’s got to be a tangible benefit at the end of the process - be it more members or just more efficiency. So what are some key reasons for wanting a redesign? • Responsiveness – The value of a good mobile browsing experience is not to be underestimated. Not only from a user perspective with users becoming more aware of good and bad mobile experiences, but also from a search engine perspective with Google cracking down on non-responsive sites! • A change of brand/new direction for your club – This is where a redesign is essential. Such a change means that not only will the whole website need to alter but the messaging and calls to action will also need to be re-thought. To try and shoehorn these into an existing website is almost certainly a mistake. The whole user journey is likely to be completely different and there’s nothing worse than having- for example – a new logo and colour scheme incorporated into a design that wasn’t built with it in the first place. • Stale and out of date – It’s usually vitally important to ensure your website is modern and cutting edge (although this is dependent on your target audience and membership). A young, energetic target audience will embrace a new site but an older, more set in their ways target audience may hate the new layout as the button they always clicked on has moved; so judge this reason on who you’re looking to target. • Poor performance – This is often a good reason for change. If your website is performing poorly and losing you members then you need to find out why,

as very small design tweaks on areas that have a clear call to action can often make a big difference to the amount of new people through the door of your club. Investigate this before deciding on a full blown redesign, but if something fundamentally isn’t working that can’t be easily changed then a redesign would be appropriate. • Website not aligned with business aims – This can either be a result of not getting your existing website aligned with business objectives when it was built, or the club changing and evolving. For example if you have a downloadable booking form on your website that visitors download and send in, you may want to look at taking this online as your club grows and evolves. In this instance having a booking system online can help scale your business as not only will the booking process become easier, the admin hassle of processing forms and payments will be greatly reduced as everything will be automated. • Keeping up with the competition – Another reason we often hear is people wanting to keep up with the competition, either because their largest competition has released a glamorous new website or because they have a few competitors that are always ahead of them in search engines. Keeping up with your competition is vital, but don’t forget that their new site you’re jealous of may not be ideal for your target audience so give a little time to see how they’re doing before following blindly down the same path. • It just doesn’t have that wow factor – Be careful with this one as this can often be very subjective and result in unnecessary change for change’s sake. It’s very easy to look at your own website all the time and fall out of love with it for no real reason. Unless you’re getting a lot of feedback from external people actually visiting your website then think carefully about this and possibly ask a group of impartial people for their thoughts. You may find that actually it’s just you who thinks the site doesn’t have the wow factor when in reality it’s very popular with those who matter. • Poor search engine performance – Poor search engine performance can lead to people thinking

they need a redesign. This is the reason most dependent on the quality of your site as it is. If your website is good visually, optimised for mobile devices and generally performs well but just doesn’t get enough traffic, work to optimise with what you have got as often a few tweaks to both the technical and content structure of the site can see big search engine improvements very quickly. • Out of date content management – Nowadays content management on the website is a given. Any CMS (content management system) worth its salt can give you control over what you want to manage on your website so if you don’t have a CMS that offers this, that’s often a good reason to change. Although value becomes a big factor here. What are going to be the tangible benefits of having improved content management? A club, for example that can’t update the events calendar on their website will hugely benefit from the improved performance and smart visual look of an interactive calendar, but a club that wants to manage the ‘about us’ page of their website will likely not get tangible benefits from moving their website to an improved CMS. So what to do? Well, whatever your reasons hopefully the above has given you some kind of insight into the benefits, or potentially otherwise of a redesign and if you are looking at overhauling your site make sure you think carefully about why and make sure you’re doing it for the right reasons, not just the sake of it! Still not sure? Then have a chat with us. We’re the experts – it’s what we do. We can take a good look through all potential benefits and drawbacks of a redesign and advise on an appropriate solution, and on when (and if) to take action.

CONTACT DETAILS Studio 44 (a new company from the Larrytech team) designs and develops new websites to deliver real results, that are mobile friendly, optimised for Google and easy to update and manage. t. 01892 888 011 e. info@studio44.agency

CLUB REPORT 55

MEDIA AND MARKETING – MEMBERSHIP MATTERS

Membership turnaround

–acasestudy Most of us have read the books and listened to the presentations outlining the theory of membership marketing techniques, and of course we learn a great deal from our own experiences, but the truth is that you never know what will work at your club until you try it, says Jerry Kilby CCM, Club Manager at Surrey's Bramley Golf Club.

ike many golf clubs in the UK, membership numbers at Bramley Golf Club had been slowly declining – in fact by an average of 8% a year for the previous nine years. Because of this decline, revenues had reduced and costs had been cut, resulting in a golf course which was in poor condition relative to others in the area. The Club Committee asked me to design and recommend a plan to turn this around, if possible. The action plan First of all, we had to change the very negative atmosphere into a positive one. Members were openly talking about the club being in trouble financially, which was a wild exaggeration. The club did not have any debts and, although cash reserves were low, the Committee knew that they had to spend some money to turn the club around. What they didn’t know was what they should invest in. The course I recommended that the Committee invest in the golf course, spending some money on much needed greens drainage and also some new maintenance equipment. The Head Greenkeeper and I set about working smarter on the presentation of the golf course, to make it look and play better. We were also lucky with a dry winter and the course started to improve considerably.

cost of the three-month trial free ONLY IF the golfer decided to stay and transfer from their three-month trial to an annual membership (effectively offering 15 months for the price of 12). Shout it out Finally, we had to tell our local community that memberships were available. We launched the offers with an Open Weekend in April 2017, and promoted this event through social media, roadside banners, a mailshot to 30,000 local residents and numerous other marketing channels. Two hundred people came to the club over the two days. We even had eight new members signing up on the spot! For the rest of the summer, we used Facebook advertising to reach golfers living within 25km of Bramley, and with a series of digital adverts, data capture competitions and e-shots, we had a constant stream of new enquiries for membership. We invited all enquiring golfers to come and meet either myself or my colleague Nick English, our Head Professional, and we outlined the choice of membership categories we were able to offer – from flexible memberships and academy memberships to traditional 5-Day and 7-Day memberships – and all of

these categories were available on a three-month trial; there was something for most people. The results were very good – 176 golfers signed up on the three-month trial and, at the time of writing, 123 of these have completed their trial period and transferred into annual membership. Only 21 have decided not to become annual members after completing their trial membership period and 32 are still within their trial period. Even though we lost some members at the end of the membership year (mainly due to old age, illhealth and moving away), the club enjoyed a net increase of membership numbers for the first time in nine years, and we have started on the road to recovery. Improvements to the marketing campaign are already being implemented, and while we still have a long way to go I believe that with around two more years of similar growth we will see the club back to the membership numbers of pre-2008.

Positive campaigning With this improvement becoming more evident, the Chairman and I embarked on a campaign to talk positively about the future of the club – not hiding the fact that we had challenges ahead, but looking at a glass half-full, rather than half-empty. Membership schemes Next, we looked at our membership offering. I recommended introducing a three-month trial scheme, so potential members were not asked to pay for a full year in advance. The Committee was also under pressure from some sections of the membership to slash annual fees, but I advised to keep fees the same, offering the

56 CLUB REPORT

MEDIA AND MARKETING – HOSPITALITY SOCIAL MEDIA AWARDS

The Hospitality Social Media Awards Is your club using social media to engage with members? Then we want to hear from you. Read on...

ENTRIES AND ACTIONS 1. Call for entries – just email your club name and brief details of your website and/or facebook/twitter etc to – info@hsma.biz. We’ll do the rest. You can also enter online at www.hsma.biz or use the QR code on this page. Closing date – 30 June, 2018.

Supported by clubmirror CLUBCRICKET

CLUBHOUSE

AT T H E H E ART O F T H E CO M M UNI T Y

ISSUE 2

EUROPE CLUBFOOTBALL

ISSUE 13

www.clubfootball.org.uk

ISSUE 1

AT THE HEART OF THE CRICKET COMMUNITY

AT THE HEART OF THE RUGBY COMMUNITY

ISSUE 11

And the winners are... Club Awards results announced

The Ashes England head Down Under for a momentous series View the Awards at www.facebook.com/clubmirroruk/photos or use the QR Code

Enter the Social Media Awards

We get the Ashes lowdown from BT Sport pundits Michael Vaughan, Graeme Swann and Ricky Ponting

using this QR code

Enter the Hospitality Social Media Awards now!

Full Ashes TV Schedule

BUYING GROUP • NEWS FROM HQ • SPORTS4BARS • BUILDING THE BUSINESS

Club Awards Premier League Fixtures Preview of all the action Could you be our Football Club of the Year 2017? Use this QR code to enter or turn to page 34.

2018 Time to shine

– page 18 From the sidelines – the players to watch Hey big spenders – which clubs are paying top dollar? Brands Report – top performing club brands revealed

Club Management Diplomas – Oman CMAE members celebrate

The NatWest 6 Nations Championship

European Conference – successful comeback CMAE White Paper – management styles for the future? Polar bears and penguins – high performance culture

Enter the Social Media Awards using this QR code

Full TV schedule for the Six Nations Champions Cup reaches the quarter-final stage Our audience takeover of BT Sport’s Rugby Tonight HQ Building the Business – free advisory service

Behind the Bar – quirky quizzes and footie facts

CLUB REPORT 57

ENTRY FORM Open for 2017 Entries The Hospitality Social Media Awards (HoSMA) look forward to your entry and/or nomination. From the smallest club to the biggest chain, we want to hear from you. Just tick which categories you’re interested in, fill in a couple of details and we’ll do the rest.

INTRODUCTION From websites to Facebook, and everything in between, the Hospitality Social Media Awards will be seeking out those of you who are busy using social media to engage with your customers.

NOMINATIONS We’re delighted to announce that these awards are panindustry, covering the broad Hospitality Sector, giving every golf club, sports resort, club, sports resort, pub,pub, hotel, restaurant and everything in-between - the chance to enter and/or nominate other outlets. 42

e.info@hsma.biz t. 01753 272022

58 CLUB REPORT

Open for 2017 Entries

Hospitality

HOW TO ENTER Just send us your details as below, and weâ&#x20AC;&#x2122;ll get in touch. It really is that simple! info@hsma.biz will get your entry for 2018 2017 underway. Good luck! Deadline: June 30, 2018 Deadline: March 31, 2017 Name: Position: Business Name: Address:

Telephone: Email: Website: Social Media Accounts: Twitter: Facebook: Instagram: Others:

We look forward to hearing from you! www.hsma.biz | info@hsma.biz e.info@hsma.biz t. 01753 272022272022 43 sean@alchemymedia.co.uk | 01753

CLUB REPORT 59

MEDIA AND MARKETING – WEB ADVICE

Slow running websites, content and conundrums A website is at the forefront of your marketing; 85% of your visitors judge your website within the first 10 seconds of landing on it. Our resident IT experts explore the nature of a good website and also explain why multiple domains may not be such a good idea!

hat entails a good website feel? Style, content and how responsive on mobile devices it is. The real question is how do you know when your website is due a refresh?

The rise and rise of the mobile demands ever more responsive sites.

Responsiveness We have previously mentioned the impact of the initial ‘Mobilegeddon’ and the affect that it has on non-mobile-friendly sites. It’s worth considering that the total number of users researching on their mobile devices have considerably increased over the last couple of years. If your website is non-responsive not only is website visibility likely to be poor, but your visitors are immediately going to be leaving if it’s hard to use. No tools for creating content A blog is more than a tool for pumping content out. For many businesses it’s a way of showcasing that you are an expert in your field. So, if all your competitors are using blogs to develop a credible reputation how will that impact on your club? Having a blog is also a great resource for improving your SEO performance. Indexing your blog posts will develop more opportunity to be found through search engines. Slow loading pages Nowadays, when you land on a website that either takes ages to load, or sometimes fails to load altogether, you instantly click off it. User experience is a pivotal aspect that makes or breaks if a visitor stays on, or clicks off a site. Page loading time therefore is closely linked with user experience! A slow loading website can be attributed to numerous factors but essentially it stems down to poor website design and image optimising. Updating causes problems We have a number of clients that we work with who are using old content management systems (CMS). Temperamental content management systems can cause major problems which can result in time consuming and expensive fixes. If your CMS is old or if you haven’t got a quick and efficient way of adding new content to your site the chances are your content is outdated and needs to be refreshed. All of the above will be exacerbated if your club has gone the route of multiple domains.

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Throughout the years businesses have been looking for ways to beat the search engine algorithms. In reality, this is near enough an impossible task. We get a lot of clients asking us if having multiple domains with the same content will bolster SEO rankings. The answer plain and simple is… NO! In fact, having multiple domains for your website can actually result in problems. The defensive domains tactic The first common theme we tend to find is that businesses are worried that competitors will buy keyword orientated domains which will thereby hinder their own sites rankings. While there is some logic to this tactic, having a keyword orientated domain will not automatically result in being #1 in Google for that keyword. Duplicated content One of the biggest problems of having multiple domains is the fact that the vast majority of content is duplicated. This doesn’t improve your SEO rankings; it actually causes an adverse effect. Google algorithm works by showing varied content on search results. So, if multiple domains encompass duplicated content only one of the sites will show up.

First page domination approach If you are a brick-and-mortar site with one physical location, having a duplicated site with the same location can cause confusion for your visitors. Similarly, Google algorithm doesn’t rank multiple sites from the same business highly as it’s considered as spam. The only exception to multiple domains is when your business is operating in different countries, therefore you will need to have specific domains for different countries. Finally, if you are going to adopt a multiple domains approach, you will have to double your SEO input. A new domain tends to be significantly harder to rank highly within a shorter period of time.

MEDIA AND MARKETING – MEMBERSHIP SURVEYS

Toptipson

effective surveys Consumers are bombarded with post-purchase and post-service surveys, and everyone looks like they need a survey to measure against a Key Performance Indicator (KPI). But surveys remain a very effective club tool.

he need to gauge customer feedback or satisfaction has never been greater. So do we need to do this effectively in the club world? Or should we be like Steve Jobs who said he never used surveys or focus groups as his customers would never know what they actually need in the future! The same could be said at clubs; if you ask your members for opinions you might not get the progressive answers you are looking for. Nevertheless, keep members onside and ask their opinions from time to time; you might be surprised with the results. Here are some tips to help you on your way and to ensure you get a satisfactory response rate. Length of time to complete the survey People these days are time poor, so be mindful of the length of time the survey will take to complete. Also state the time before you ask people to complete it. Five to eight minutes will probably be sufficient to help gather enough information. Be honest with the

average, we discovered that respondents take just over a minute to answer the first question in a survey (including the time spent reading any survey introductions) and spend about five minutes in total, answering a 10 question survey. However, respondents take more time per question when responding to shorter surveys compared to longer surveys.”

time too. If you say it will take five minutes then make sure it does! According to Survey Monkey, the more questions you ask, the less time your respondents spend, on average, answering each question: “When your respondents, in methodological terms, begin ‘satisficing’ or ‘speeding’ through a survey, the quality and reliability of your data can suffer. On

Incentive to complete the survey People like to be rewarded, so it can be a good idea to offer some form of incentive – it could be additional loyalty points, entry into a prize draw, access to a free download etc. You could partner up with one of your key suppliers on the survey where you gather information on their behalf as well. In this way they might offer the incentive. Relevancy This is key to a successful survey. Make sure the questions are relevant to the club and are linked

CLUB REPORT 61

MEDIA AND MARKETING – MEMBERSHIP SURVEYS

somewhat to what you are trying to achieve at your club. A lot of the questions can be used to measure performance of your team and their respective KPIs. Also, the results can help you hold team members and departments accountable. You can argue against hearsay, but you can’t argue against stats ! Forewarn your database It is important that you let your members know well in advance that the survey is coming. It’s amazing how many people will take part in the survey when they know it’s imminent as opposed to just deleting it the moment it comes in. You can then give it a sense of purpose. What is your goal? Make sure you have an end goal/goals in mind – don’t do a survey for surveys sake or because the neighbouring club has just done one. You should state your survey goals at the beginning of the survey.

Your goals could be simply: a. We want to gauge members’ opinions on a wide range of our products and services to understand where we need to focus our attention to improve. b. We would like to ask specific questions which will help us shape our future plans. c. We would like to gather data on our key service deliverables to ensure focus on continuous improvement.

The obvious medium is email, and also put it out on social media – even a simple text message if it is a short survey. You should also have a number of good old fashioned pen and paper surveys available within the club. Finally you should always do some face to face interviews over an equal cross section of your club membership. These face to face interviews are diamond and will move you into a new category of member loyalty!

Which mediums will you send the survey out on? Use as many as possible and measure your response rates per medium. According to Survey Gizmo, ‘Internal surveys will generally receive a 30-40% response rate (or more) on average, compared to an average 10-15% response rate for external surveys’. You should be looking for at least 50% + to get a fair representation of your member options and preferences.

Share the results You have asked you members to take time to give you some valuable input so in return you should share the results and personalise them if possible. Write up an executive summary on the report referencing member preferences and ideas. Act on the results Once you have gathered and analysed the survey results you will often find that there are trends of opinion or some really good ideas coming forward. This gives you an ideal opportunity to introduce new initiatives based on your member feed back...‘you said you wanted x,y,z and we have given it to you’. And finally... Repeat this process consistently and at a minimum on an annual basis. Data is king and can help you steer your club in the right direction, monitor trends on performance and opinions and most of all helps keep your members happy.

CONTACT DETAILS The Club Managers Association of Europe (CMAE) t. +44 (0) 247 669 2359 e. Debbie.Goddard@cmaeurope.eu www.cmaeurope.org

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CLUB MANAGEMENT – LEADERSHIP

Polar bears and penguins What catapults organisations to be ahead of the competition? Susan Stevenson, presenter, consultant and co-author of Polar Bears and Penguins examines the guiding principles for a high performance culture.

ots of factors affect the condition of your club/organisation, some within your control, like the culture, and some out of your control like shifts in the market. The common denominator playing a key role in performance is the culture, defined as ‘the ways things get done, that have been developed over time’. So, understanding the impact culture has on creating and sustaining high performance, how can leaders make this happen? First of all, it is more important to know who you are as a club than where you are going, for where you are going will change as the world around you changes. Leaders change, markets change, new technologies emerge, but core ideology in a high performing company endures as a source of guidance, inspiration and sustainability. A recent study done by the Gallup organisation in 160 countries, however, identified that only 37% of employees know what their organisation stands for. What percentage of your employees would know what your club stands for? Further research identified that 70% of the variance between lousy, good and great cultures, is the knowledge, skill and talent of its leaders. Not the employees, but the team leader. The conclusion is that organisations should change from having command and controlling managers to high performance coaches who engage and enroll. High performance coaches/team leaders share the organisation’s purpose. They develop fully transparent and authentic relationships, establish clear expectations and provide ongoing feedback aligned to the purpose, values and expectations. They also hold colleagues accountable and give recognition and fair reward. Some leaders try to assert their authority in a topdown fashion, forcing their employees to follow along or face punitive actions. Others go to the opposite extreme, trying to befriend their employees rather than providing the leadership and vision they need. As a leader, you must strike a delicate balance between these two extremes. The following four Guiding Principles will help you strike that balance, while ensuring the ship stays steady in all weather conditions. 1. Be committed To engage and enroll a group of people, you must be fully committed to them, the purpose of your club and to the goals you want to achieve. Are they confident that you care and that you are not going to be gone tomorrow and the focus gone too? Can they trust your commitment to them and what you are asking them to do?

ter how ugly it is! – with the positive intention of making the culture fully transparent and the very best it can be. This includes letting go of the behaviours and processes that no longer serve your club’s goals. 3. Engage in deep dialogue Deep dialogue requires focus and vulnerability. You cannot ask powerful questions without opening yourself up to honest answers. This requires that you, as a leader, be absolutely secure in who you are and in your own commitment to what is best for the club. Deep dialogue can be uncomfortable for some people, but in high performing cultures, people are actually comfortable with being uncomfortable once in a while. This is realistic when you as a leader are demonstrating commitment and cultivating similar commitment within your employees.

Susan Stevenson You must exercise your choices in the best interest of the club and those who work there, whatever that involves. When your employees see how truly committed you are AND that all employees can perform and contribute to their full potential, almost all will respond in kind. 2. Be fully present with ‘what is’ Leaders must be fully present with what is going on at the moment. Do you get into the midst of the employees, pay attention, observe and be genuinely curious? Do you ask questions without expectations of the response; give employees your full attention when you are interacting with them; acknowledge their responses without judgment or defending; and genuinely care about understanding them? High performing cultures create an openness to addressing the good, the bad and the ugly – no mat-

4. Look for answers within As their leader, you have to be willing to let employees know that you don’t know all of the answers and are open to feedback, suggestions and ideas. High performing cultures always look for the answers to their challenges from within the organisation first. Employees are consulted on answers to everyday problems, while embracing the differences of opinions. High performing leaders are not constantly searching for the mythological ‘perfect employee’ who will be able to perform well despite a dysfunctional organisational culture. You must be devoted to transforming the culture so that you get the most out of everyone you already have. None of this is to say that a high performing organisation will never have to fire anyone. However, when you do, it is because the individual has failed the organisation, not the other way around. If you are motivated to make your club everything it can be – to build something that will retain loyal employees, exceed customer expectations and weather any storm that comes around – these guiding principles are irreplaceable. They take time and effort to incorporate into your leadership style, but they will deliver dividends that will be more than worth the investment.

CONTACT DETAILS Susan Stevenson is Co-Author of Polar Bears and Penguins – Transforming Organisations into High Performing Cultures • Visit www.pbpbooks.com/assessments.

CLUB REPORT 63

CLUB MANAGEMENT – PERFORMANCE MANAGEMENT PROCESS

Examining habits of highly effective club managers What separates a reasonably competent club manager from an inspiring one? And how do inspiring club managers organise their day, week, month and year? Tory Brettell examines the traits of a successful manager and confident leader.

anagement processes need to be broken down into four key headlines for the Manager to concentrate on, and above all ensure that their team understands the demands and targets of the club on a timely basis. These are: PEOPLE • PROCESS • PRODUCT • PROFIT

Ensuring that the team understands these four Ps is an important part of the delivery plan and everyone in the team must embrace them. PEOPLE We need PEOPLE to work and operate our clubs and these people must be ‘Our type of people’. We also need PEOPLE to use (and pay for) our facilities. We need them to enjoy the activities, ambience of the club and the social aspect. Each and every member has their own needs and their own objectives for joining the club and we have to ensure their expectations are met and if possible exceeded. PROCESS All companies have systems and PROCESSES to ensure that all employees know how to conduct their business and standards of operation. This brings confidence to the members as they know what to expect. Member expectations are understandably high and we must deliver consistent standards at all times. This will encourage and endorse a repeat member and attrition would become low. To have a reputation and be known is a PROCESS that PEOPLE can relate to. This will bring new members into the business. PRODUCT To deliver a PRODUCT to members means that it has to be operationally friendly, safe, consistent on standards, organised, hygienic and be equipped with a Health and Fitness activity/function that is going to help members achieve their personal goals. PRODUCT can have a USP (Unique Selling Point) and this can be an attractive advantage over the competitor. If you haven’t got one, get one step ahead and think of one! The PRODUCT must be maintained and kept up to date and investment must be ongoing and calculated.

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PROFIT To make a business work, obvious as it may sound, the club has to make money – PROFIT. The costs for operating and staffing the club have to be correctly aligned and the PRICE of a membership within your market place must be right. Secondary revenue must be encouraged and percentages of costs to revenue be evaluated on a daily basis. To have a successful business PROFIT is what the owners and shareholders will be looking for. It is the staff who will deliver the standards, build upon relationships with the members and maintain them Organisational Business Writing Complaint Handling Time Management Identifying priorities Organisation Delegation Upselling products & events Prepared Administration Recording Interviewing and selection Structuring and planning Questioning techniques Planning and evaluating Measuring objectives Monitoring

within the business. Summary of the four Ps So if the above is delivered to the owners, shareholders and members, operational excellence looks safe and comfortable. The qualities and attributes of a club manager need to be all there to produce the four Ps! Performance Management Process (PMP) For a Manager to be an inspiring, confident, dedicated and enthusiastic leader he or she must posses a number of qualities. These are: • Communicate effectively with members and staff.

Emotional Motivational Understanding different personalities Supervision Leadership Vision Translating Vision and Mission into reality Empowerment of staff Awareness of body language Bring solutions not problems Build rapport with all levels of the organisation Manage upwards not downwards Manage stress Ability to gain respect; commitment from team

Legal and Systems

Staff Issues

Club Issues

Standard Operating Procedure

Staff induction; training and Company training plans

Competition; demographics and local markets

Health and Safety legislation and Club procedures; licences and insurances

Reward and recognition of staff and performance review process

Trends

Employment law; policies and personnel procedures

Principles of coaching, delegation and supervision

Objective setting

Interviewing and selection; Effective meetings; agenda, legislation and equal opportunities recording

Attrition reports and statistics

Financial information; reporting and accounts

Purchasing; receipt and payment procedures

Membership; selling; tracking; retention and price

Company structure and organisation

Problem solving

Marketing; tools; trends; campaigns; media; promotions and events

Administration and tracking

Time management selling and up selling

Secondary revenue; cross

Stress management techniques

Programming

Performance Management Process (PMP)

Product knowledge Customer demands Vision and Mission IT systems Business objectives

• • • • • • • • • • • • •

Plan, produce and review operations. Manage exceptional customer service. Recruit staff. Retain staff. Manage staff. Manage time. Provide prompt and accurate management information to owners/head office. Manage programming and retention. Implement marketing strategies. Manage the sale process. Produce/implement strategic plan. Implement and monitor company procedures. Train and develop staff.

These are known as the ‘Core to an Effective Manager’ and each of the above are accessed by Attitude, Skills and Knowledge to deliver to the team, members and colleagues. ATTITUDE To have the right ATTITUDE in delivering the core activity is essential to success and to all of the Performance Management Process (PMP). Relevant words would include manner, opinion, posture, mood, disposition, demeanour, approach, frame of mind and behaviour. SKILLS It is all well and good for the Club Manager has the correct ATTITUDE but they need to have the SKILL to implement the activity. SKILL is described as ability, accomplishment, adroitness, aptitude, artistry, capability, cleverness, competence, craft, cunning, dexterity, expertise, facility, flair, gift, knack, mastery, professionalism, technique, versatility, workmanship, prowess talent and proficiency. Have you – or your manager – got these SKILL attributes? When adapting the SKILL level of a Club Manager and viewing the PMP the following set of SKILLS must be split into two categories, Organisational and

Emotional, as the chart above highlights. KNOWLEDGE It is great to be able to have a manager who ticks all (or quite a few) of the boxes in ATTITUDE and having the SKILL to deliver, but to have the KNOWLEDGE of the environment and of general management are the final ingredients in this cooking feast. KNOWLEDGE is explained as the data, facts, information, awareness, consciousness, experience, expertise, familiarity, grasp, insight and know how. To relate this KNOWLEDGE to the Health and Fitness sector, the chart below show a list of procedures, but above all it is KNOWLEDGE that must be obtained and learned. How do effective managers organise their time? Time management and prioritising the day plus planning ahead are key skills that the highly effective manager will have imprinted into their persona. To be a success you need to be on time with deadlines, be able to forecast ahead and deliver what you say you are going to do within the boundaries agreed with your superiors/line managers. But even more than this, you need to be a good time manager for your own sake. There is nothing worse than recognising too late that you had a meeting five minutes ago or that a report should have been on your boss’s table two hours ago. I’m sure everyone reading this will have examples where something hasn’t been executed within the deadline! I always recommend that managers produce and prioritise a list of tasks at the end of their day. The next day the day’s activities are reviewed (short term), appointment schedules checked and other activities planned for that week, month and year examined. Things will always change and the unintended things – like a break down on the pool plant – may occur and your plan of action points is shifted to the adverse. Therefore, plan in ‘windows’ of unforeseen

circumstances. Don’t give yourself too much to achieve on a daily and weekly basis. Finally remember to make objectives realistic to achieve and constantly review short term and long term activity. Creating an enthused, focused team For the manager to gain respect from their team they need to be honest, show the fun element of their personality and involve the team wherever possible in building the club into a place people want to work and people want to go to. Make the place a fun place to be. Be positive; empower the team and involve them in decision making. Encourage them to take ownership. Communicate to them verbally on a day-to-day basis (all of them). Hold weekly meetings, use memos and handover dairies. Establish social events for departments and – when possible and budgets permitting – have team outings to related or unrelated sports activities. Maybe a dinner, bowling, horse racing or a visit to a key event – the list is endless. Some may be at the cost of the club, others may be subsidised and some will be paid for by the employee. Keep the motivation high using positive body language and speech. Communicate in an enthusiastic manner and the team will work with you and for you. Challenge Now, time to review all the elements under each of the main headers, ATTITUDE, SKILLS and KNOWLEDGE and access where you or your managers are in the scope of this Performance Management Process. Ask yourself: 1. Does my performance review (appraisal) cover these aspects of my job role? 2. What areas am I good at and which areas do I need to develop? 3. Am I a strong manager and what areas do I need to improve in? 4. What are my communication timekeeping and motivational skills like? 5. Do I embrace my PEOPLE, use their skills and are they our type of PEOPLE? 6. Do I deliver all the company PROCESSES to the standards expected? 7. Is the PRODUCT clean, safe and operationally friendly? 8. Am I producing the correct financial (PROFIT) results in line with the business plan? 9. What have I learnt from this article? 10. Can I change to become an even more effective manager? Here’s a great and management-effective 2018!

CONTACT DETAILS Tory Brettell, Managing Director, Traffic Health & Fitness, 4 Woodston Oast House, Lindridge, Tenbury Wells, Worcs WR15 8JG t. 07776 255643e. tory@traffichealthandfitness.com

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CLUB MANAGEMENT – TIME MANAGEMENT

Time management – acrucialtoolforsuccess The golden rule of business says that effective time management is the key to success.

indings from an Instantprint report reveal that 53% of those surveyed found that admin and report writing were taking up a disproportionate amount of time when compared with growing business. “It is interesting to see from the research that it is the management of our hours, minutes and seconds that have the biggest effect on the running of a successful enterprise,” said co-founder of Instantprint James Kinsella.“Every business is unique, but improving time management and optimizing working hours can only bring positive outcomes.” So how can you make sure you’re getting the most out of your time? 1. Discover your most productive work hours Finding your most productive time is crucial, and can be achieved by listening to your body’s natural energy spurts. Things that kill productivity include: routine activities and continuous work which can demotivate you. Go a maximum of two hours and then tune out to tune back in. 2. Just say no Many of us are just too polite, but sometimes it’s important to simply say no. Distractions steal your time from important tasks. People may ask you to do a quick thing here and a quick thing there, but suddenly your hours disappear. If you’ve got an important task, keep at it and don’t let anyone interrupt; you’re busy. One in three decision makers claim they struggle to do everything they need to in a day, so make your ‘everything’ list shorter. 3. Go step-by-step Don’t think of your to-do list as one huge item to complete. It’s overwhelming and will only put pressure on you. Take one thing at a time and this will allow you to give each task the attention it deserves. As a bonus tip, make sure you establish a method to classify tasks that need to take priority over others. 4. Know what gets you through Some days you’ll need a boost to power through your workload. Whether it’s because you had a bad night’s sleep or you’re especially busy that day, find what gets you through. Nearly half (46%) of those

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“

People may ask you to do a quick thing here and a quick thing there, but suddenly your hours disappear. If you’ve got an important task, keep at it and don’t let anyone interrupt; you’re busy.

surveyed say having coffee or tea on the go helps them through their daily tasks, and 1 in 3 have a playlist set up to get them in the zone. 5. Exercise and eat well It may seem unrelated but taking care of yourself

”

will have a direct impact on your mood and concentration. A healthy diet with regular exercise increases dopamine in the brain, making you feel better and more alert. Also sitting at a desk all day can really take a toll so it’s important to get moving when you can.

CLUB MANAGEMENT – HUMAN RESOURCES

Spotlight on HR Do you sometimes feel that all you do is deal with staff issues? Well, there’s good news for readers with a staffing responsibility. Putting in preventative systems can help you to achieve streamlined team management, freeing you up to make more effective use of your time, says Michael Braidwood CCM.

umans are individuals with their own aspirations, ideas and motivations. And while it’s important to encourage that zest for the business, it’s equally important to know how to manage it to the best effect – for the club, the management, the team and (as always) the members. So how can you ensure a smooth running operation? The following pointers will help.

ply listing all the things you need your team members to do, then add in the standard stuff that you expect them to do (code of conduct, for example). When recruiting to fill these positions the job descriptions will help you identify the skills sets you are looking for and these can then be listed at the end of the description as requirements. Once you’ve developed the job description write a brief introduction / overview.

Job descriptions A job description can be as detailed or as simple as you choose to make it, but it really forms the back bone of the positions you manage and by having them in place it leaves nothing to doubt. They are easy to create and templates can be found online. They should, however, be tailor made and reviewed and updated every year. Start off by sim-

Recruitment search process This is generally the area where most of us fall down. If you cut corners in your recruitment search process then you often make the wrong hire and that is when most of your staff problems begin. Be sure to give enough time to the process – however time-critical the appointment may seem. This will ensure that you don’t end up recruiting the

most available person as opposed to the most suitable person. There are a few simple steps to follow... • Understand the position you are trying to fill, create a job description and a job requirements list. From this point you can start to build up an ideal candidate profile of the type of person you are looking for. • Once you have your candidate profile you then need to think carefully as to where you might find such a person. There are options for seeking candidates and almost all of them come at a cost, however the investment might be worth it. • Run an advert in a trade publication to ensure you’re being read by those already in the club business.

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CLUB MANAGEMENT – HUMAN RESOURCES • Depending on your location and the level of entrant required, local press is an option (your readers will be in the area and will probably have a knowledge of your club already). • Engage a recruitment agency – particularly when recruiting a senior position. • Engage a specialist industry company or consultant – this can lead to a targeted/head-hunting thanks to their specific industry knowledge and network. • Consult specialist and or local colleges. • Use your own network to find suitable candidates. • And of course make use of the CMAE. • Whichever one you choose make sure your chosen option throws up a good choice of suitable candidates. • Have a method of screening applications. If you sense you’re going to get a lot of applicants you could create your own application form. In this way the candidate fills out in advance some answers to the key criteria you are looking for. This will save you going through their CV in great detail trying to find the salient information you’re looking for. • Prepare for the interview and have pre-prepared questions. Remember the interview is for you to hear about the candidate’s experience and what they are going to do for you, rather than you telling them about yourself and your facility. • At the end of the interview, always ask them if they have any questions; this is a good indicator of how well they’ve prepared for the interview and how genuinely interested they are in working for you. You can often measure the intent of the candidate by the types of questions they ask. Avoid recruiting ones who ask about how much time off they get! Once you’ve made your decision, always seek references on your preferred candidate and follow up on their qualifications. Some interviewees are excellent at blagging it – both with their CV and at interviews. Employee induction The employee induction is a great tool to really inform your new recruit about the business and what is expected of them. The more detail you can put in the better. It should be at a minimum one day and should include the following: • Vision, Mission, values of your organisation. • A history of your organisation. • An organisation structure (who’s who). • The purpose of the business. • The purpose of the various positions within the organisation. • Employee code of conduct or rules and regulations of the work place. • A comprehensive tour of the facility. • Some rudimentary training – H&S, Customer care, service standards and sales. • FAQ – “what do I do if .......” • Quiz.

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Standard operating procedures For staff to operate in an appropriate and consistent manner you need to have a core of standard operating procedures. The more the better, but at least start with the basic ones that your feel are important. Present them in a way that is simple to follow and which can be signed off as understood by your new recruit. This means that you always have a follow up with them if things don’t go to plan! Start with a few and then add more as time permits, soon you will have an operating manual for your business. Code of conduct By having a code of conduct in place, nothing is left to chance. Things which might seem obvious to you may not be to a new recruit which is why you need to S P E L L it out! This code of conduct needs to be included in your induction, but should also be refreshed in team meetings/internal training and also posted on employee notice boards. It should also be updated regularly with examples of contraventions – again a tool for clarification. Processes Make sure you have simple processes in place for the everyday things that can crop up. Some of these things will form standard operating procedures where as others such as holiday forms, sick leave forms, expenses claims and so on, all need a process. If you don’t have a process then staff will have to make them up for themselves and assume they are doing the right thing. Leave nothing to chance. Appraisals Appraisals are key to ongoing good employee performance and communication. Have the following in place: • A three-month review for all new recruits. This is the time when you can let them go without any recourse if they are not to your satisfaction. • Mid-season review – this could be a simple (but formal) discussion to chart progress on the year’s objectives. • Annual appraisal – this needs to be prepared for by both parties and gives you a great opportunity to review the previous year and set targets for the year ahead. Employee feedback system If you are to be viewed as a progressive employer and an employer of choice it’s a good idea to seek feedback from your staff. You’ll be surprised with the ideas and insights they’ll come forward with. The interview can be created online (Survey Monkey) and can be filled out anonymously. Focus on questions about how they feel they could improve as an employee and you as an employer. The answers should have the fields of strongly agree, agree, neither, disagree, strongly disagree for example: Question – I feel I am fairly paid for the work I do. Question – I feel management keep me informed of what is going on at the club. Question – I am provided with the adequate tools / equipment to do my job effectively.

And so on. Also allow for a comment box. Training and development budget This is usually the first budget line to be cut; and that’s if you’re lucky enough to have an organisation who has a training and development budget in the first place! Do recommend to your Board or committee that they set a policy of a set percentage of either turnover or payroll should be allocated to training and development. (A good argument for your case could be that in some countries the government actually collects a percentage of your payroll to go into a government training fund; it’s a tried and tested means.) If for example your business turns over £500,000 1 per cent of this gives £5K to work with. Once secured, develop a plan to use this fund to further enhance your organisation. Also check out from your local government what grants are available. Other ideas to make your money go further or to ensure that it is well invested: • You could ask staff to contribute 50 per cent of the training costs. It shows how committed they are and the investment not only benefits the club but it makes them more desirable employees. • Have a “brain drain” policy in place where if an employee who has benefitted from training and development leaves within one year of the training taking place, they reimburse to the club a percentage of the training costs. • Work with suppliers to see if they can support some training through sponsorship / scholarships or actually deliver some training for you. Once you get your training and development fund up and running I am sure you will develop many good ideas and initiatives to develop your staff into better employees who in turn will help grow your business. The old adage “take care of your people and your people will take care of your business” never rings truer. MWR MWR – Moral, Welfare and Recreation – is a term I picked up from the United States Military who have a whole department dedicated to MWR for their troops. It is a great concept and one that all businesses should advocate. MWR can come in many formats and again will need some budget, however most employees are happy to contribute to positive activity. Some ideas for MWR can be: • Staff golf day or staff golf outing (you can reciprocate with another club). • Staff golf lessons. • Discounted gym / sports club membership (you can reciprocate with a local gym/sport club); this also ensures your staff are taking care of themselves. • Staff BBQ – invite suppliers to contribute. Michael Braidwood CCM is former Director of Education for the Club Managers Association of Europe, is General Manager at Qatar International Golf Club. He is contactable at mbraidwood@qigolfclub.com

CLUB MANAGEMENT – TRAINING

Gaining with training – why it pays to make them stay So you’ve recruited them… now you have to keep them. Timely advice on the value of training.

uch time, effort and probably money, is spent on recruiting employees. A smooth professional introduction to the club and their role within it, will ensure that money has been well spent. You don’t want to start all over again because the newcomer promptly leaves after getting an appalling reception into the club business. What to cover There are a whole host of subjects which need to be covered to effect the smooth induction of an individual into any organisation. Some will have to be carried out immediately on commencement, especially if there is a high security or health and safety risk; others are more suitably dealt with at a later stage. A properly planned and executed induction programme will ensure a more relaxed and confident employee, comfortable with their new colleagues and their own role within the club. The level of planning needed will of course vary according to the size of the club, but you will certainly need the relevant paperwork in place – national insurance number, P45 (or P46), driving licence where appropriate, bank details, emergency contact, permits to work (if applicable) and so on. An employee handbook should be issued with their statement of main terms and conditions of employment including supporting policies and rules. Planning programmes Although planning the programme (the common skills part) subject, sequence, venue, timing and trainers, is time consuming on the first occasion, it can be used time and time again in the future when little time will be required to update it. Try and mix up ‘listening’ and ‘doing’ sessions, so that people do not spend long periods being talked at or have unfamiliar muscular activity becoming painful and tiring. Clearly, any activity involving risk should be preceded by appropriate health and safety training. Steps to success Assuming general physical and mental ability (tested if necessary during the recruitment process), consistent with the requirements of the job, certain basics will improve the ease, proficiency and success of training. First identify the skills required. Break each one down into suitably sized steps. Practice each step until proficient at that step before moving on to the next. Once proficient at each step

“

Try and mix up ‘listening’ and ‘doing’ sessions, so that people do not spend long periods being talked at.

”

combine them and, hey presto, learning done. It is the trainer’s responsibility to ensure the learner has learned, therefore always test that you have been understood. Quizzes and tests are all ways of checking the learner has understood the training. Trainees should be provided with their training programme, an understanding of why they are being taught those subjects and the value to them as an individual to learn them. Clearly someone brand new to the club has to undergo intensive induction and training regarding every aspect of the business; its layout, rules, people, policies etc. As already noted, some of the subjects have to be dealt with immediately on commencement (for example, toilet facilities and critical Health and Safety issues) while others are dealt with at later stages during the programme. Route to promotion Changes to an individual’s role, especially where it is to be expanded to include extra responsibilities, or where promotion to a more senior grade is involved poses their own particular problems. Again proper

planning for the induction and training to be able to carry out the new duties, duly prioritised and recorded as appropriate, is essential. It is, however, also essential to consider the selection of the individual who is to have his/her role expanded or who is to be promoted. The fact that someone is a good (or even your best) barman does not mean that he/she would make a good supervisor or manager. Care must be taken in the selection of an individual for promotion to, for example, bar supervisor. Length of service, or the feeling that it is ‘their turn’ is not a reason to promote someone, because what happens to them if it goes wrong? What do you do with the individual? Sack them? Not only have you then lost your supervisor but you have lost a good employee who was so highly valued to you that you promoted them in the first place! There are also the costs of having to go through the process again, the morale damage to the rest of the work force and knock-on costs because the team is currently leaderless until the appointment and bedding-in of the new supervisor. Properly planned and executed training for new starters and ongoing changes/promotions, will lead to a higher quality and quantity performance, hence lower costs, less waste, reduced rates of labour turnover, improved recruiting, greater willingness to retrain, and a higher morale amongst the workforce. Enough said? General statistics show that 50 per cent of all leavers leave within the first three months and a further 25 per cent leave within the second three months. And this is mainly due to poor induction and training. There is a cost associated with each one of these leavers. So look after your staff and your bottom line at the same time; it really does pay to make them stay.

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FOOD AND BEVERAGE – AT THE BAR

Getting the right range The range a bar stocks sends a clear message to the consumer, so clubs should make sure this is consistent and well thought out, advises HEINEKEN’S Andy Wingate.

he range of drinks that a club has on or behind the bar clearly indicates what type of outlet it is and its relevance for a specific occasion. For example, brands like Foster’s, Carling and Stella Artois suggest the outlet is perfect for big volume drinks-led occasions, whereas Birra Moretti, Estrella Damm or a craft range suggest more low key, considered drinking. Choosing the right brands is therefore key, especially as draught founts are one of the first things consumers see. At HEINEKEN, we recommend seven key principles to help clubs design their drinks ranges. 1. Not too many, not too few Consumers generally only look at five or six founts before making their choice. Clubs should therefore offer something that fits the occasion in those few brands rather than overloading the consumer with too much choice. 2. Choice not duplication More than 80% of consumers have a strong idea of what type of drink they want when they get to an outlet even if they don’t know the full range. For example, they might decide that they want a wellknown, continental tasting, premium strength lager such as Kronenbourg 1664. If the bar has Stella Artois then that would fit the brief, but Birra Moretti or Amstel might not work as one is too premium

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and the other too low in ABV. With only a limited number of taps available, outlets should try to ensure they offer breadth of choice and not duplicate brands that are too similar.

usually look straight past the founts on the bar. It’s therefore important to set up your bottled and draught ranges independently of each other as each offers different options for customers.

3. Offer some trade-up options Over 50% of consumers haven’t pre-decided which brand they are looking for, so having some more premium options available gives the outlet a chance to encourage customers to trade up. If Foster’s is the biggest selling brand on the bar for example, outlets should make sure they have an Amstel or Beck’s Vier on offer – as these are similar brands, but with higher margin opportunities.

6. Take an overall look at the offer The range a bar stocks sends a clear message to the consumer, so outlets should make sure this is consistent and well thought out. For example, stocking lots of mainstream brands with one really unusual craft tap will just create confusion. Providing a range that includes an entry point to more premium offers as well as craft will work better.

4. Deliver the basics brilliantly Whilst craft beer is becoming more popular, the vast majority of bars will sell far more well-known mainstream brands. Unless an outlet is focused on delivering a specific craft proposition, they should ensure they deliver the right range of mainstream beers before they put too much emphasis on their craft offering.

7. Add in the right additions Adding one or two apple ciders that fit within your whole range will help deliver against consumer needs. As flavoured cider is in growth, outlets should consider if this is a relevant addition to their offering. Similarly, outlets need to consider their lager, stout, keg ale and cask ale offer.

5. Consider the front bar and the fridge separately Some occasions are perfect for drinking bottled beer, while others call for a draught lager. As a result, consumers planning on having draught lager won’t look in the fridge, whilst those looking for bottled beer

CONTACT DETAILS To find out more about the support HEINEKEN can offer, visit www.online.heineken.co.uk or call 0344 556 0109.

FOOD AND BEVERAGE – SPIRITS

Spirits flying high The International Wine and Spirit Competition (IWSC) aims to identify upcoming spirits trends. Following 2017’s competition, IWSC presents the in-vogue categories that members can raise a glass to.

ince its inception in 1969, the International Wine and Spirit Competition’s (IWSC’s) Annual Spirits Tasting has analysed and explored key trends which may shape the drinking habits of members in the year ahead. Age is nothing but a number The world of whisky has expanded and diversified far beyond the traditional Scotches and blends associated with the category. This year’s IWSC results have debunked the long-standing myth of ‘the older the better’, with a range of no-age statement whiskies taking the sector by storm. Turning the focus to the art of the blend, rather than the prestige tied up in age, the trophy this year was awarded to Richard Paterson’s The Dalmore Valour Single Highland Malt – a rich, chocolatey elixir with warm orange and cinnamon aromas. The proof is in the provenance From India’s ‘Feni’, to China’s ‘Baiju’ (pronounced Bye-joe), Asia’s spirits market is thriving, and the continent has plenty to offer western palates. Testament to consumers’ enthusiasm to explore new offerings – both in flavour and in provenance – recent years have seen Baiju, made from the fermented grain sorghum, arrive in style on the world stage. With an increasing number of Baijus being entered each year, IWSC officials have even introduced the Baiju trophy, this year won by the Yushan Taiwan Kaoliang Liquor – thought by the judges to have ‘soft lavender and pine needles on the nose, followed by a delicate palate that has a touch of baked bamboo and Chinese pickle.’

Slow and artisan wins the race Possibly the greatest success story to have come out of this year’s awards is the rise of Tequila’s partnerin-crime, Mezcal. With certain craft Mezcal producers using agave plants matured for up to 35 years, some of the resulting liquids are now ready to compete with the best tequilas. For the first time ever, this year even saw the ‘Tequila Trophy’ being renamed the ‘Mezcal Trophy’ – reflecting changing appreciation of the drink. The top prize was awarded to the Corte Vetusto Mezcal Espadin, hand-crafted by fourthgeneration master mezcalero, Juan Carlos Gonzalez Diaz. Seeking to capture the essence of artisanal Mezcal, the leading producers within this category are set to challenge consumers’ perceptions of agave spirits, positioning them as a genuine sipping alternative to single malt whisky. David Shepherd, cofounder and director at Black Sheep Spirits, said:

IWSC 2017 Spirit Trophy Winners Product Awards • Vodka Trophy – Purity Vodka 51 Limited Reserve, Purity Vodka AB • London Dry Gin Trophy – Swedish Rose Gin – Hernö that boutique-y Gin Company, Atom Brands • Contemporary Gin Trophy – Ableforth’s Bathtub Gin Navy Strength, Atom Brands • Fruit Spirits Trophy – Lörch Hocharomatischer Waldhimbeergeist, Bimmerle KG • Pomace Brandy Trophy – Grappa Le Giare Gewürztraminer, Distilleria Marzadro • Baiju Trophy – Chinese Spirits Baiju Yushan Tawiwan Kaoliang Liquor Aged 5 years, AOW • Shochu Trophy – Shasharakuraku Aka, Nishi Sake Brewing Co. • Mezcal Trophy – Corte Vetusto Mezcal Espadin, Corte Vetusto • Cognac Trophy – Cognac Roullet VSOP Grande Champagne, SAS Maison de Negoce Charentaise • Rum Trophy – Rhum Agricole Vieux Neisson 12 ans d’âge, Distillerie Neisson • Bourbon Trophy – Big House Kentucky Straight Bourbon Whiskey, Sazerac Company • Liqueur Trophy – Mozart Chocolate Cream, Schlumberger Wein-und Sektkellerei GMBH • Worldwide Brandy Trophy – KWV 15 Potstill Brandy, KWV • Blended Scotch Whisky Trophy – Syndicate 58/6 12 YO Blended Scotch Whisky, Syndicate 58/6 Ltd • Single Malt Scotch Whisky no age statement Trophy – Dalmore Valour Single Highland Malt, Whyte & Mackay Ltd • Single Malt Scotch Whisky 15 years and under Trophy – The Balvenie 14YO Caribbean Cask Single Malt Scotch Whisky, William Grant & Sons Distillers Ltd

“Mezcal is niche. It’s about two percent of tequila sales – but it’s coming out of the darkness. It’s made that transition from bartender’s secret to being requested by consumers.” The gin bubble In 2017 the IWSC received nearly 400 gin entries from 35 different countries – a 571% increase since 2013. With consumer loyalty yet to wane, gin has continued to dominate the aperitif scene as produc-

• Single Malt Scotch Whisky over 15 years Trophy – Glenglassaugh Highland Scotch Whisky 40YO, The BenRiach Distillery Company Ltd • Single Malt Scotch Whisky Cask Strength Trophy – Bunnahabhain 18YO Single Malt Scotch Whisky, Distell • Worldwide Whiskey Trophy – Kavalan Solist ex-Bourbon Single Cask Strength Single Malt Whisky, Kavalan Distillery • Aquavit Trophy – Gylden Akvavit, Pabst & Richarz Vertriebs GmbH

Mixer Awards • Gin & Tonic Trophy – Spritfabrikens “G” Gin, Skånska Spritfabriken • Rum & Ginger Beer Trophy – Worlds End Rum Dark Spiced, 2240 Social Club • Vodka & Tonic Trophy – Gustav Dill Vodka, Lignell & Piispanen • Rum & Cola Trophy – Rom Rincon, Cadushy Distillery

Packaging Awards • White Spirits Trophy – Brighton Gin, Brighton Gin Spirits Company Ltd • Brown Spirits Trophy – (Joint winners) Glenfiddich Project XX Single Malt Scotch Whisky / Glenfiddich IPA Experiement Single Malt Scotch Whisky, William Grant & Sons • Contemporary Trophy – Italicus Rosolio di Bergamotto, Italicus Ltd • Traditional Trophy – (Joint winners) Cap Mattei Grande Réserve Quinquina Rouge 2015 / Cap Mattei Blanc 2015, La Distillerie • WoW Trophy – Padró & Co. Rojo Amargo Light Box, Unión Vegas SL • Storytelling Trophy - Ableforth’s Bathtub Cut Gin, Atom Brands

ers experiment with new craft creations and evermore obscure botanical concoctions. Professor Ampleforth’s Bathtub Navy Strength Gin (winner of the Contemporary Gin Trophy, 2017) packs a botanical punch thanks to the ‘bashing up’ of the ingredients, including orange peel and cinnamon, to release even more flavour. Eco-friendly Brighton Gin, who bike bottles straight to customers’ doors in the city, also walked away with an award, with its quirky packaging catching the eyes of the judges.

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FOOD AND BEVERAGE – WINE

A grape way to grow sales Not a believer in the greatness of the grape? Then this one’s for you. Improving the range, quality and value for money of the wine offering is an exciting and lucrative challenge for clubs.

igures show that wine represents 63% of the female drink repertoire. But with the 5.3% tax increase announced in the 2013 Budget (making it a 67p increase in total since the duty escalator was introduced in 2008) it’s now more important than ever to ensure that lady members are not disappointed when they order their favourite glass of white, red or rosé. Increasing – or improving – your wine sales is all about understanding the wine-drinking habits and occasions amongst members. These Top 10 tips provide a useful check list to make sure that the great grape pulls its weight at the club bar. Top ten tips for selling more wine 1.

Revamp your wine range. Make sure you have top selling grape varieties – sauvignon blanc and pinot grigio for white and shiraz and merlot for red – then add at least two rosés and a couple of sparkling options too. Price your list with a reasonable cash margin rather than percentage margin to encourage trial and trading up.

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Keep glassware spotlessly clean and reconditioned regularly.

Keep it fresh; whether that’s by using single serve bottles or wine saving systems.

Store your wines properly; whites in the fridge and reds at room temperature.

Display your wines throughout the club; tent cards, chalk boards, displays on or behind the bar. If your customers can’t see what’s on sale, they won’t buy.

Train your frontline staff. These are the people your undecided members will turn to for advice. They should know which wines to recommend, how to serve the wine – and which wines make you the most money.

Food-serving clubs should match wines to their food menu. Even if it’s steak and ale pie with a Shiraz or fish and chips with a Pinot Grigio, it shows that you care about wine.

Get your regular members to help choose your ‘house’ wines or wines by the glass in a fun tasting night. If they have made the decisions, they’re far more likely to buy the wine.

10. Promote your wines. Remember, wine sales are driven by the ladies, so think Pinot Grigio, pink and bubbly! And remember those key calendar dates at the start of the year. Whether it’s Easter or Mother’s Day, they’re all key wine occasions for members. Cheers!

FOOD AND BEVERAGE – REAL ALE

Hop to it Now worth £1.7 billion, the cask sector has increased by 6.3% in the last five years. It’s hardly a surprise then that beer festivals are now regular fixtures in many club calendars.

TOP TIPS 1. Check legal requirements Contact the local licensing officer and arrange alternative alcohol and music licenses where applicable. 2. Decide on the date Try to tie in with other suitable dates e.g. bank holidays, sporting events, local carnivals or national holidays. If it’s inside how will this impact on your existing trade? If outside will it rain and get muddy? Think of electrical supplies, lighting, tents, noise, and security. 3. Book your equipment in plenty of time 4. Choose your beers Ask your locals for their favourites and try to get as wide a range as possible. This is your chance to educate people. 5. Offer food Keep it simple or go wild, either way this adds to profit and is an additional draw. 6. Involve everyone – not just ale fans Cater for all tastes, soft drinks and snacks for the kids, wine and lager for non-beer lovers. 7. Arrange a competition Have a vote on the beer of the festival. It’s fun and gives people a sense of ownership. 8. Offer free taster sessions This encourages sales; non-beer drinkers will try before they buy. Have some tasting notes; ask people to add their own. 9. Advertise your event Get hold of the local paper; this is a newsworthy event! Ask a taxi firm to sponsor it and offer cheap lifts home. Posters, word of mouth, web site announcements, any way you can think of – get the whole community involved and create a real buzz. 10. Enjoy the event This is a great chance to increase sales and show off to the neighbourhood. Get it right and you will be the toast of the town. Next year could be bigger and better.

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L • • • • • • • • • •

ike any event, beer festivals demand careful organisation and planning is essential. Items to be considered include: Date – what month? Are you prepared for all weather conditions? How long should the beer festival last? Do you need any special licence? How large is the event – how many beers? How many people are expected? Who is your target market? Are you attracting families etc? What equipment do you need for dispense and cooling? Do you need to provide any catering and entertainment? What are your staff requirements? Set up an action plan with deadlines. Budget for sales and costs.

How many beers are you going to put on sale? The number of beers you plan to put on is crucial given that any unsold beers will be costly. Eight beers mean you have to sell 576 pints. At two

pints per person, that means you need to cater for over 200 people over the duration of the festival. Can you accommodate them? Enlist the support of members in promoting the festival to guests. Inform your local paper and CAMRA branch of the activity. This will encourage local interest – a useful tool if you’re recruiting for new members. Where possible, sell tickets in advance. If an entry fee isn’t appropriate (or possible, due to club rules) look at a discounted redemption price per pint. Ask members which beers they would like to be included. Your suppliers will be an important part of your success. Having your beers stillaged correctly is vital, and most importantly in the summer, serving the beers cool at between 11°C and 13°C (i.e. cellar temperature) is a must. Invite local brewers to host ‘slots’ where they can present their own beers, explain their provenance and do tutored tastings. Food available? On the day, ensure staff are well briefed with the

Cask Report 2017 Cask ale’s share of the market has risen for four of the last five years, according to Cask Matters’ Cask Report 2017, and now accounts for 58% of all on trade ale (compared with 42% keg). Key finding from the report show the following: Cask ale is resilient and vital for successful outlets • Cask ale is resilient. It has outperformed total on-trade beer for 10 of the last 12 months. • 82% of licensees say their cask ale sales are in growth. • Cask ale accounts for 17% of total on-trade beer, 58% of on-trade ale and its market is worth £1.7 billion. Staff training must include communication skills • If drinkers find bar staff can talk knowledgeably about cask beer they are more likely to want to stay for another drink, provide repeat business and recommend the outlet. • Cask ale drinkers have high expectations of bar staff; 86% feel staff should be trained to speak knowledgeably about cask ale. • When bar staff initiate conversations with customers about cask ale it results in 50% of customers ordering cask. Cask is the cornerstone of craft beer • Drinkers have a positive attitude to the term craft beer and associate it with being locally brewed, trendy and fashionable and traditional. • 57% of cask drinkers are more likely to visit a pub/club if it advertises that it sells craft beer. Beer quality is vital • 90% of consumers say beer quality is very important or essential when choosing where to drink. • Successful outlets prioritise beer quality. • 60% of customers would rather a smaller range of beers served perfectly than a wider choice. Customers want and trust good beer knowledge • 92% of consumers want to know more about beer styles. • 60% said they’re not offered sufficient tasting notes on how beer looks, tastes and smells. • 50% of drinkers trust brewers to know most about cask ale – suggesting ‘meet the brewer’ events could help sell more cask. information on all the beers and run a beer competition to involve members. Although you are focusing on beer, ensure there’s plenty of food available; beer creates a good appetite and another opportunity to sell. After the event, have a review meeting. Did you achieve what you set out to do? Have you made the profit you envisaged? What could you do better next time? Canvas the opinion of your members. You can bet they’ll offer their honest opinions!

The full Cask Report 2017 is available at www.caskmatters.co.uk

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FOOD AND BEVERAGE – CAMRA

CAMRA’s year ahead This year will be an exciting one for the Campaign for Real Ale (CAMRA) with plenty of changes ahead after a root and branch review of the organisation’s positioning and purpose. CAMRA’s Chief Executive Tim Page explains.

s we go to press, CAMRA members from across the country are gearing up to travel to Coventry for the annual Members Weekend, AGM & Conference where the future of Britain’s largest consumer organisation is to be decided. At the start of 2016 CAMRA set out to conduct a root and branch review of our positioning and purpose, involving tens of thousands of members who responded to online surveys or attended face-to-face meetings to give their views on the future of CAMRA. Interest and involvement in the project was staggering. Against the backdrop of a rapidly evolving beer industry and changing pub and club industry, it became clear to the Steering Committee that there is an overwhelming appetite for change to ensure that CAMRA remains relevant to the beer drinkers and pub goers of the future. So what are these proposed changes? While CAMRA will continue to campaign for the production and consumption of real ale, cider and perry, it has been recommended that we should widen our scope of interest to all types of high-quality beer. Ideally, we would hope to attract ‘discerning drinkers’ who are keen to develop their knowledge of

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beer so that they can make well-informed judgements about what is ‘good’ and ‘bad’. This broadening of consumer representation would see CAMRA showing an interest in every type of on-trade outlet that serves beer, cider and perry, in a bid to influence the choice of drinks that are made available to customers. While CAMRA will continue to campaign for the preservation of traditional British pubs it will also, if the National Executive recommendations are agreed, champion all types of public social drinking venues and seek to reverse the increasing tendency of people buying their drinks in supermarkets and consuming them at home. Under the proposals, CAMRA will continue to celebrate well-run community clubs as unique British institutions that deliver vast social benefits. We will battle to arrest the decline in their numbers and continue to promote them as the ideal venue from which to taste well-kept real ale. This advocacy is epitomised by our annual Club of the Year competition run in association with Club Mirror. The proposed changes could see CAMRA festivals offering a more comprehensive range of exciting beers, ciders and perries in a variety of different formats. The hope is that more people will be drawn to

these events because of their wider appeal, providing CAMRA with the opportunity to engage them in what is hoped will become a ‘journey of discovery’. We hope to support everyone in their appreciation of beer and help more drinkers to appreciate real ale as the pinnacle of brewer’s art. By the time you read this, members will have had the chance to reflect on the CAMRA they want to see in the future, before casting their votes at or ahead of the AGM. Members of the National Executive will be travelling across the UK to speak to members about their recommendations, and also to participate in online question and answer sessions. So, depending on the outcome, 2018 could be the year of a new CAMRA.

CONTACT DETAILS You can learn more about the recommendations, and the reasons for them, at https://revitalisationdecision.camra.org.uk/ If you are not yet a CAMRA member, but feel inspired to join so that you can influence the decision, join here: http://www.camra.org.uk/join

FOOD AND BEVERAGE â&#x20AC;&#x201C; SOFT DRINKS SALES

Selling soft drinks Soft drinks are stalwarts at the club bar. But just how do you make sure that your sales are the best that they can be?

ategory management â&#x20AC;&#x201C; a fundamental aspect of retailing â&#x20AC;&#x201C; is one of the main strategies used by the grocery super giants to generate more sales and higher profits. The same process can be used for food and drink

retailing and simply put, means customising your offering to reach the right consumers at the right time with the right product choices, and at the right value. There is a need to place greater emphasis on

ensuring products are ranged correctly, so here are five top tips on how to take advantage of changes in the market place and increase sales and revenues from your soft drinks offering. 1. Know your consumers Talk to them and find out what is missing from your offering. If you only offer a limited mixer range which doubles as the soft drink option, consider that nowadays consumers expect a soft drinks offering to comprise juices, flavoured carbonates and a choice of still cordials and squash drinks. Ask staff to report back any regular requests for unavailable drinks and find space to factor in new or alternative products in your range. 2. What is the drinking occasion? Are they looking for quick thirst refreshment or an indulgent treat? Classifying their purchase need will help you to put different products in stock to increase volume sales, or increase the revenue per drink. Look out for products that have been designed with a particular benefit in mind; eg. an energy blast or juice boost. 3. Volume versus value Work out what is best for club business according to peak and off-peak periods. Most club venues would benefit from peak-time volume capacity. Conventional drinks such as cola, lemonade and tonic can be combined with innovative/niche offerings that present the opportunity to command a premium price. 4. Choice, choice, choice The reason? Through all facets of our daily lives, we now expect to be provided with alternatives. Consumers demand options and want control of the selection process. Ensure consumers know what is on offer by displaying soft drinks choices on your price list. Use merchandising and pointof-sale materials on or around the bar top to increase visibility and entice consumers. 5. Serve it right The most important factor, regardless of what you serve, is how you serve it. Giving members a warm, flat cola in a dirty, scratched glass will cause most club members to develop a negative impression of your club. So always ensure you start with a sparkling, clean glass, preferably one that has been stored in cool place. Fill up with ice (unless the member declines it) and then dispense the drink with an appropriate garnish. Serve with a smile!

78 CLUB REPORT

FOOD AND BEVERAGE – MENU DESIGN

Food, glorious food! Michael Braidwood CCM explains how Menu Engineering can help food-focused clubs to increase their Food and Beverage bottom line.

ay attention when you go out for dinner. It could make you some extra cash.

Menu engineering – the science When I go out for lunch, dinner or visit a café or golf club I always wonder if any strategy or thought has gone into the menu design? And by menu design I do not mean the fancy cover or page design. I am more interested in whether or not there is a strategy in how the menu content has actually been laid out. In most cases I come to the quick conclusion that there has not been, and that the menus have either been designed by an agency or laid out in-house in a traditional style. However there should be a great deal of strategy and effort put into your menus as they need to be a selling machine for you. Any café, restaurant, club or bar who does not apply the principles of menu engineering is missing a massive trick and throwing additional profits down the drain. Menu engineering is not a new concept; it’s been around since the early 1980s where a detailed study was carried out in the USA of customer demands, menu mix analysis and contribution margin and menu layout ‘hot spots’. By gathering this data it allowed restaurant managers to layout their menus in the most effective manner in which to lure their clients to the most cash profitable items on the menu. The concept moves you away from thinking about gross margin and gets you thinking about contribution margin, in effect cash. How much cash do you actually make from each product sale? (As our F&B guru Steven Brown always says you can’t bank a percentage!) Looking at the chart below you will see the chicken sandwich showing a healthy 62% gross margin. At first glance you would think this would be the most desirable item to up-sell wouldn’t you? But in fact when you calculate the contribution margin you will see the salmon sandwich offers you the best cash return (see right).

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Gross margin %

€4.00 38%

62%

€2.00 €5.00 40%

60%

€2.50 €6.00 42%

58%

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Contribution margin

€4.00 38%

€2.50

€2.00 €5.00 40%

€3.00

€2.50 €6.00 42%

€3.50

With this knowledge in hand you can train your staff to recommend the best cash contributing items on your menu and design your menu so that the greatest cash contributors are in the menu ‘hot’ spots. The diagram below shows you how people read menus, centre right is always first. So this is where your highest contributing items should be placed. To make it even better place the items in a highlighted box, this draws further attention. Theory in practice At a recent visit to Pizza Express I found that looking at the menu you are immediately drawn to the big red

panel in the middle of the menu – the Romana pizza. When asked if there was a strategy behind this, the manager explained that the Romana pizza contributes at least £1 more than any other pizza on offer. The eye catching red block draws customers to that section and staff also recommend or upsell to that pizza. Considering they sell 3,000 Romanas a week that’s £3K straight to the bottom line! There is a whole lot more to the science of menu engineering, but the opening basics can make a big difference to your bottom line. It’s certainly worth the effort. What are the benefits of menu engineering? Apart from the obvious one that it will make you more cash profit, getting your team involved with this is very motivational; people like to do well at things. Get your chef involved with the food costings and fully understanding that profit is important! Get the communication going between the kitchen and waiting staff to promote and up sell the best contributing items. Also experiment with the menu layout and monitor the results to see which strategies work best. To learn more about menu engineering and raising the over all standard of your food and beverage offering attend CMAEs Food and Beverage management development programmes. More details are available from the Club Managers Association of Europe (www.cmaeurope.org). Michael Braidwood CCM is former Director of Education for the Club Managers Association of Europe, is General Manager at Qatar International Golf Club. He is contactable at mbraidwood@qigolfclub.com

CLUB REPORT 79

FOOD AND BEVERAGE – TRENDS

Keeping on top of trends Just what should clubs be adding to their 2018 menus? Lucy Pedrick, Insights Manager at Bidfood, discusses the top foodie trends tipped to dominate menus this year.

t comes as no surprise that we’ve already seen an array of world cuisines popping up on menus this year. There’s a growing interest in international travel and enthusiasm for tasting novel food continues to capture the nation. And, while sports fans still love traditional fare, it’s safe to say there’s a new wave of global flavours tempting them to try something new. In fact, 39% of diners now choose to eat Thai cuisine regularly and a further 20% opt for Japanese dishes. To meet consumers’ ever evolving demand for new and exciting cuisines, sporting venues need to continue to monitor food trends closely. To help with this, Bidfood has been working with research partners and gathering consumer views, as well as insight from its customers, to forecast the key trends that will shape menus over the next 12 months. We’ve identified nine themes set to capture the nation’s interest this year.

80 CLUB REPORT

Moreish MENA The desire to try new and authentic global foods is reflected in the growing interest for cuisine from the Middle East and North Africa (MENA). In line with this movement, operators are offering a mix of traditional Middle Eastern ingredients and spices, cleverly fused with well-known Western dishes. To tap into this movement and give menus an added flair, try incorporating the likes of beetroot hummus and baked harissa tortilla triangles for a quick and easy bar snack option. Modern Europe Think shoreline fish, quality meat and local produce which reflects dietary choices from Scandinavia and the Balkans right through to the East and West of the Mediterranean. Bringing cooking back to its very basics by creating simplistic and fresh dishes is a great way to meet this trend. Why not try a simple

recipe idea of pork and potato dumplings finished with fresh dill or chives as a hearty special to accompany the big game. Asian appetite No stranger to menus and certainly adored by many, Asian cuisine continues to feature highly. The Asian taste experience has had a real boost, as consumers look for deeper, bolder and richer flavours from across the continent, including sesame oil, miso paste and lemongrass. As well as classic dishes, such as dim sum and spicy noodle soup, new and innovative street food concepts such as Korean fried chicken and kimchi hot dogs are sure to grab the attention of adventurous sports fans. And there’s still an appetite for... • Better Me – as consumers become increasingly health conscious they are increasingly looking for

food choices that are nutritious, low in sugar, wellbalanced and support a busy lifestyle and exercise regime. In fact, 62% of UK adults are concerned

about sugar in food and non-alcoholic drink products and a further 542,000 Brits now follow a vegan diet.

• Grab & Go – as lifestyles become faster-paced, there is a larger demand for immediacy and portability across foodservice. • Street Eats – kerbside dining remains exciting to consumers that like to eat their way around the world in a less traditional manner. • Day-part Dilemma – all-day dining hits the spot for weekend sport enthusiasts looking to eat what they want, when they want. • Great Britain – there’s still love for home comforts but with a modern-twist, whilst new ingredients and tapping into regional tastes are increasingly coming to the forefront. • Americas Discovered – diners are seeking out everything from grilled, fried and stewed meats and fish, to vegetable and chilli-infused salsas – the taste for South American and Caribbean cuisine is continuing to influence kitchens. To meet evolving consumer demands and ensure clubs are future fit, now is the time to give menus a little refresh. Incorporating upcoming trends is key for operators looking to make a lasting impression, encourage repeat custom and will ultimately prove they’re not just a one trick pony.

CONTACT DETAILS For more ideas and to view Bidfood’s Food and Drinks Trends 2018 visit: www.bidfood.co.uk/2018-trends t. www.bidfood.co.uk , Instagram: @BidfoodUK Twitter: @BidfoodUK

CLUB REPORT 81

FOOD AND BEVERAGE – KITCHEN SET UP

Cooking up a storm – building a club kitchen Food provides a point of difference for outlets across the UK. And it’s not all about fine-dining as evidenced by J D Wetherspoon, ‘the nation's biggest fish and chip shop, every Friday’. So where do the kitchen-less start the journey?

any clubs are already running successful food operations, but those who have stayed wet-led are now looking to raise more revenue from selling food. And that means buying kitchen equipment. Many clubs intending to push hard into the food market for the first time are likely to choose fast service menus offering familiar foods which rely on a lot of frozen ingredients, quick-cook fresh items and premium sandwiches and salads. Adopting this entry-level approach to food requires a restricted range of kitchen equipment and modest cooking skills which keeps the start-up budget manageable. Refrigeration No club kitchen can work efficiently or safely without a freezer. The size or number of freezers depends on the menu mix, but a freezer is a must item of kitchen equipment. Clubs need rapid access to frozen food in busy service times so upright cabinets are more convenient than chest freezers and occupy less floorspace. There need to be enough upright fridge cabinets to cope with storing all the chilled food the kitchen is going to need. This may be a single cabinet, but likely at least two. There is the good working practice argument for a club to buy commercial refrigeration, but there is a more important one – food safety. The expensive components in refrigeration are the motor and the condenser, which is how the refrigerant moves around the cooling bars. Manufacturers build motor performance according to the expected use – i.e. the number of times the freezer door or lid is going to be opened. Fryer A club will find it difficult to run a food operation with a single fryer. There needs to be two, usually one for frying coated products such as fish or sausages and one kept exclusively for chips. There are good operational reasons for working with two fryers, or a twin tank fryer. It is difficult for a fryer to cook two different items at once - different foods need different cook times and sometimes different cooking temperatures. Coated products and salty products such as sausages break down the structure of oil much more quickly than chips, so a chip-only fryer will have the oil last longer than one being used

82 CLUB REPORT

for spicy food. At an entry level into club catering, plug-in tabletop fryers avoid the need for hard wiring of three-phase electricity or plumbing in of gas for a gas fryer. For volume production of fried food floor-standing fryers will be needed. Any fryer needs the oil filtering at least once a day to remove food debris. Microwave oven All club kitchens need at least one microwave oven, most need two or even more to deliver frozen food in the time customers expect between ordering and being served. Domestic microwave ovens are unsuitable for commercial use for a number of reasons, which can include low power, uneven re-heating and the irritating “ping” which can indicate to the customer how the food is being prepared. Cooking range A six-burner cooking range has to be in every club kitchen. The hobs will boil and shallow fry and the oven underneath will roast meat and bake pies. However, since a club just moving into the food market is not going to have a huge demand for food cooked on a range, it will be adequate to go for a model classed by the manufacturer as light to medium duty. Dishwasher A club will already have a glasswasher which may also have been used for occasional cups and saucers and sandwich plates, but once food proper appears on the menu a dedicated dishwasher will be needed. The two types of washing machine look similar, but

have different wash cycles, pump pressures and use different detergents. The worst thing a glasswasher needs to clean off is lipstick, while a dishwasher has to deal with everything from lasagne to curry. Grill or griddle? Steaks are a core menu item for a club menu and there are several options of how to cook them. A griddle works with the heat underneath and as well as steaks is also a good way to cook burgers. One advantage of a griddle is that meat can be easily basted to keep it moist. A grill works by the heat radiating down and with some heat rising up. A benefit is that food can get a barbecue effect through the very intense radiated heat. A grill can also do toasted sandwiches or brown off a cheesy topping. It can be a dry form of cooking with meats which do not contain fat so basting may be necessary. A compromise between the two is a contact grill which has two hinged heated plates which clamp together to cook meats on two sides at once. These are very quick and the result is moist, but their small size compared to a griddle means only one or two items can be cooked at once. Contact grills can also do toasted sandwiches. Plan for the future A common mistake clubs just breaking into food make when choosing the size of equipment to buy is basing the choice on current business and not planned business growth. A rule of thumb is to choose equipment at least one third bigger than you think you will need. If the plan is to branch into food as a new revenue stream, that greater capacity will be needed.

FOOD AND BEVERAGE – FRIDGES

Best practice on buying and maintaining fridges Fridges are critical club operations, a best friend behind the bar and a food safety saviour in the kitchens. Top tips on getting the best out of your refrigeration. More energy efficiency from the fridges you already have Location, location, location. One of the commonest forms of ‘fridge abuse’ is, quite simply, putting it in the wrong place, so that there is inadequate ventilation. This means it has to work much harder to maintain temperature. Make sure your fridge has plenty of ventilation and make sure staff don’t block it (for example, by storing trays beside the cabinet’s ventilation panels).

energy (plus, your staff will be more comfortable). Equally, putting your fridge in a cooler part of the kitchen, away from the hot cooking equipment, will mean it doesn’t have to work so hard.

Make the kitchen cooler Making better use of the kitchen’s ventilation could drop the ambient temperature by a degree or two, which means the fridges will need less

Internal layout Make sure your shelves are properly spaced out and, if you’re storing big boxes, make sure they don’t block the airflow.

Overloading Another common abuse is to overload fridges. This affects the internal airflow, reducing the cabinet’s or coldroom’s ability to chill effectively. Again, the system will constantly work to try to rectify the problem and energy will be wasted.

Shut that door Obvious but, almost unbelievably, another common abuse. Always shut the fridge, freezer or coldroom door and NEVER prop them open! If you’re constantly going in and out of a coldroom, fit a plastic strip curtain to keep the cold in. Turn off the burners A common practise in kitchens is to leave gas burners on. This raises the kitchen temperature and causes fridges to work much harder than necessary. So turn burners off when they’re not in use. Choosing energy-efficient refrigeration Look at the Enhanced Capital Allowance (ECA) tax scheme for businesses: it saves energy and saves you money. Plus you may be able to claim 100% tax allowance in the first year when purchasing the cabinets. Save energy with drawer and half door cabinets Fridges using drawers and half-doors (as opposed to full doors) are increasingly popular because they hold temperature better, since you only access the part of the fridge you need. They won’t suit everyone, but are simple and effective energy savers. With insulation, go thick The thicker the insulation, the less cold the fridge loses and the less impact the warm kitchen has. So the less energy you use to maintain temperature. Consider remote refrigeration systems This is where several cabinets and coldrooms are powered from one refrigeration system, usually sited outside, often on the roof. Systems like Williams unique Glycol are not only more energy efficient, they also chill more quickly and remove the heat and sound produced by stand-alone fridges from the kitchen.

Keep your fridges happy and turn off temperature-raising burners when not in use.

Further information Manufacturers are continuing the battle to make their products ever more energy efficient, so keep an eye out for their latest products.

CLUB REPORT 83

ASK THE EXPERTS – ICE HYGIENE

Why ice makers mean business Ice can potentially become a source of food poisoning if it’s poorly made, stored or handled. Although not always recognised as such, ice is actually a food which means that, as well as functionality, hygiene is crucially important. Hoshizaki, manufacturer of commercial ice making equipment, offers the following advice. their dealers and distributors are well informed in the installation, care and servicing requirements necessary to maintaining the highest quality.

Bad practice The most common form of ice contamination occurs after the ice has been manufactured. Dirty, unsanitised ice scoops filling a rarely cleaned ice bucket placed on top of a bar top for customers to help themselves leaves much to be desired. Few of us would eat any food that had been through such handling process, yet the deceptively cool, clean appearance of ice diverts our attention from the micro-organisms it can so easily harbour. Another dangerous practice which is not uncommon amongst people who are scrupulous in every other area of good hygiene, is to use the ice bin as a secondary ‘fridge’ storing bottles and even food – and here it is only education that will improve matters. These areas can, of course, be rectified by following proper procedures, but contamination can also occur within the ice maker itself and this can be caused by poor hygienic maintenance and lack of servicing. Machine design The only potential sources of danger at the ice manufacturing stage are air and water and it is therefore imperative to protect as far a possible against the harmful effects of both. The siting of an ice maker is important. Too often they are slotted into any available space – typically damp cellars or other unventilated areas which are where the environment is at its poorest and aero bacteria are most profound. If this is the only option it is important to ensure that the ice maker has a tightly fitting door, rendering it airtight. Without good insulation free bacterial growth can develop in ice storage bins. This manifests itself as a slimy deposit, which, unfortunately, is usually incorporated into the ice bin contents because of the abrasive action of the cubes as ice is collected. Water is already pre-treated with chlorine to reduce bacteria levels, but water that is held in an ice machine for any time can become dangerous. Although no machines re-use melted ice any more, old water may become trapped in certain machines,

84 CLUB REPORT

Guidelines include... 1. Select a machine with a tight fitting door compete with a gasket or seal. 2. Look for an ergonomically designed ice bin with radiused or rounded corners and with all areas visible and accessible. 4. Look for a machine offering a rinse and flush cycle between each ice cycle, thus helping to eliminate water residues. 5. Demand a substantial warranty. If a manufacturer is confident in a machine’s quality, this will be provided automatically. Maintenance 1. Ensure all staff are aware of the dangers of contamination and understand how to prevent it. 2. Empty the ice bin completely at least once every week to clean and sanitise with a cleaning fluid and rinse thoroughly. 3. Ensure all objects in touch with the ice – such as scoops, tongs and buckets – are also treated. 4. Move ice storage vessels away from customer reach. 5. Keep regular checks to make sure the machine is in good condition – especially the door, as broken or loose fitting doors are one of the most common faults to occur on ice makers.

CONTACT DETAILS providing the right conditions for bacterial growth to appear. So what can conscientious bartenders do? Thorough day to day housekeeping and regular maintenance, in combination with a high quality machine, are the most important factors. Reputable manufacturers will have ensured that their machines are as refined as possible and that

Hoshizaki UK, 2 The Technology Centre, London Road, Swanley BR8 7AG t. 0845 456 0585 e. uksales@hoshizaki.co.uk www.hoshizaki-europe.com

ISSUE 11

AT THE HEART OF THE RUGBY COMMUNITY

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CLUB REPORT 87

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CLUB REPORT 89

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90 CLUB REPORT

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£100 Material Damage Excess

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