The Wanderers Club – Strategic Business Plan 2
Contents
Page
1. Background 3
History 3
Analysis of 5 year Business Plan: 2008 - 2013 5
What projects will be adopted in the new Plan 9
The Planning Process 9
Acknowledgements 10
Statement of Purpose 10
2. The Strategic Business Plan 10
2.1 Vision 10
2.2 Mission 11
2.3 Key Strengths and Opportunities 11
2.4 Key Challenges 11
2.5 Principles 12
2.6 Strategic Objectives 12
2.7 The Business Model 14
2.8 Business Plan Projects 14
2.9 Funding 15
2.10 Monitoring and Evaluation 19
2.11 Rates 20
2.12 Golf Club 21
The Wanderers Club – Strategic Business Plan 3
1. Background
History
Since the Club’s inception way back in September 1886 when the first game of rugby was played
under “The Wanderers” banner, the Club has provided facilities for an increasing range of sporting,
business and social activities.
The current land occupied by The Wanderers Club in Illovo was part of a purchase of 200 acres in
the 1930s. This facility was not, however, fully utilised until the closing of the original Club
premises in the centre of Johannesburg as a result of the loss of an appeal against the Supreme
Court ruling that the land be returned to the Railway Administration from whom it was leased.
From 27th October 1946, the Illovo premises have provided the base for a wide range of sporting
and social activities for its membership and over the years these activities have been changed,
dropped and ‘tweaked’ to meet the needs and expectations of the members.
Today the principal activities of the Club are the provision of a range of sports that includes, but is
not limited to: Athletics, Badminton, Basketball, Bowls, Cricket, Gymnastics, Hockey, Karate,
Rugby (including Touch Rugby), Snooker, Squash, Soccer, and Tennis. A Cross Fit Gym will be
introduced from September 2013.
As at 28th February 2013 the Club membership stood at 5 437 members.
The sporting activities of the Club have never been, nor will be, financially independent and have
to be supported by the commercial activities of the Club, namely income generated from the use of
the Clubhouse restaurants, bars and banqueting division and through its renting or leasing of land
and buildings.
The provision of services in the Clubhouse restaurants, bars and conferencing facilities is currently
contracted out to a third party service provider (SilvaSale) who pays a percentage of the turnover
to the Club. This and other commercial income is used to maintain sporting facilities, the
clubhouse, pay for running expenses and invest in new facilities and services for members.
The contract with SilvaSale was renewed for a further period of five years in 2011.
The Club has leased land to Protea Hotel and Planet Fitness which provides regular income.
The Club has these tenants on the property :
Johannesburg Bowling Association
The Wanderers Club – Strategic Business Plan 4
Wellness Centre
Muse Inspired Events
Cricket SA
Squash SA
Hooker Attorneys
The Club has 14 sporting sub-clubs:
Athletics
Badminton
Basketball
Bowls
Cricket
Gymnastics
Hockey
Karate
Rugby
Snooker
Soccer
Squash
Tennis
Touch Rugby
The Club facilities comprise of:
Sports Facilities
A four-lane, 400metre flood-lit grass track.
Three indoor Badminton courts.
Two outdoor flood-lit basketball courts
Four Bowling greens.
Two Cricket ovals, one flood-lit.
Four Astroturf cricket nets as well as six grass practice nets.
A fully equipped Gymnasium.
Flood-lit Hockey Astroturf
The Wanderers Club – Strategic Business Plan 5
Two flood-lit Rugby fields with a clubhouse.
Ten full size Snooker tables
Eight Squash courts, one being an international all-glass court.
Twelve flood-lit tennis courts
Food and Beverage
Centrecourt a-la-carte restaurant which leads onto a wooden deck overlooking the gardens
Chariots Bar equipped with a big screen
Spinners Sports Bar
Players Cigar Bar
Children’s games room
Banqueting
A 350 seater ballroom
Twelve various sized function rooms
The Club outsources its food and beverage facilities and the banqueting to SilvaSale Events and
Catering CC. In addition the Club has commercial office facilities which are let to various parties,
and it hires out the sports facilities on a once-off basis, or through longer term contracts with
coaches and operators.
The Club developed a 5-year business in 2008, and this is now due for update. Against this
background, and the current environment in which the Club operates, it has developed this
Strategic Business Plan to guide it over the next 5 years.
Analysis of the 5 year Business Plan: 2008 - 2013
What has been accomplished?
Marketing
A Marketing Strategy and Plan was identified as a necessary investment in order to increase
The Wanderers Club exposure. This took the form of the Lloyd campaign, developed by
students of the Vega School of Advertising. The campaign ran for over a year but it was not as
successful as anticipated and was eventually discontinued.
The Wanderers Club – Strategic Business Plan 6
Member Facilities
The investigation, costing and possible upgrading of several facilities formed part of the
business plan and included the following:
Discovery Soccer Park
Five years ago, there was a large piece of unsightly open ground next to the tennis courts
and bordering Corlett Drive. It was identified as an opportunity for development in the
business plan and this was realised when the Soccer Park was built (8 astro 5-a-side fields
and a clubhouse) with extra facilities for the Tennis section. The Soccer sub-club was born
as a result of this development and it has proven to be a thriving section bringing additional
members and visitors to the Club.
Spinners Bar
It was refurbished in 2008/9
Gym and Badminton entrance and spectator area
It was proposed that instead of doing minor structural changes to the Gymnasium to rather
pursue the possibility of creating a Racquet centre to house various sports. A lengthy
investigation was undertaken for a Racquet centre involving several sub-clubs’ members and
some professionals but no formal proposal was put forward.
Squash access and public areas
The squash section undertook to engage the services of paid professionals to make an in-
depth study into how to upgrade the Squash facilities and the Club set aside funds for this.
Unfortunately, due to the initial quotes being prohibitive, no formal proposal was submitted to
the main committee.
Hockey spectator facilities
The Astroturf Lapa was built and subsequently enclosed and it has the dual purpose of
serving the section needs and is used for outside income-generating functions.
Sables changing room improvements
The Wanderers Club – Strategic Business Plan 7
Both ladies and gents changing rooms were upgraded and are used by several sports
sections.
Develop proposals for old Lodge/Sables building
This building was revamped and rented out as an income-generating building.
Other matters considered
o Investigation of new sub-clubs, off-peak utilisation of facilities and interest groups.
We introduced Touch Rugby, Karate and Soccer, rented Squash and Astroturf during off-
peak periods, built the Pizzeria to attract families, and experimented with Sunday buffets,
singles social clubs, Friday roll-over draws with music, chess club, bird club, wine tasting,
whiskey tasting, boot camp and quiz evenings. Some were more successful than others
and continued for a while, whilst others did not receive much response.
o Rugby sub-club extensions
The change rooms and bar were upgraded. The building of a viewing deck was, however,
placed on the back burner because of its high cost and other more pressing priorities in
the other sub-clubs.
o Parking and access control
Two new parking areas were developed to accommodate about 212 additional bays.
Gate 2 was opened to improve the traffic flow in and out the Club. Charging for parking
was investigated but found to be expensive to implement and impractical to monitor and
maintain therefore it was not given further consideration. The building of a multi-storey
parkade was investigated but the cost was prohibitive. Some money was spent on a
preliminary investigation for an overhead pedestrian bridge over Corlett Drive and this will
probably be revisited in the business plan for the next five years.
o Increase membership by 1000 new members per annum
In most cases we achieved approximately 1000 new members per annum and lost
roughly a similar number which also included the reduction of Golf club affiliated members
after synchronising our database with their own. The above changes resulted in the
membership figures showing minimal change.
The Wanderers Club – Strategic Business Plan 8
o Upgrades to the Club’s Information Technology and accounting system
The Jonas membership and accounting software was implemented and it proved very
successful. Upgrades including hot-listing defaulted/resigned cards were done to the
Smartcard system to eliminate previous problems and members are now able to view their
accounts with the Club on line. The Club’s computer hardware was replaced with new
equipment in order to keep up to date with technology.
o Improve sub-club areas
The Snooker room was air-conditioned, cricket nets were relocated, additional cricket
pitches were constructed, the building of a cricket kiosk was commenced, three bowling
greens were reseeded, the compactor was relocated, tennis got a new clubhouse (see
Discovery Soccer Park) and enclosed access control to the courts, tennis courts were
resurfaced and 6 additional courts were floodlit, basketball was relocated, the karate
building was extended, squash courts were refurbished, new spectator stands are being
built, new umbrellas and flags were purchased and a third generator catering solely for
sporting areas was commissioned.
It is evident from the above that the committee and management, in conjunction with sub-clubs,
are constantly looking for ways to improve the sporting facilities for all members. Several
members of the finance committee visited clubs in other areas to investigate suggestions such as
building a cycling velodrome, an indoor sports centre, a rock-climbing wall and a pizzeria. The
idea of a pizzeria was adopted and ultimately built. The velodrome and other suggestions
mentioned above were declined for various practical and financial reasons.
Club/non-member facilities upgrades
o The new storage area and member and staff ablutions were built to fulfil a need but
also with the view to build an additional floor for expansion in either sporting or
commercial facilities in future.
o Two generators and water storage tanks were commissioned to ensure no disruption
to banqueting or members areas.
o The Vista room and Restaurant deck extension added new marketable facilities.
The Wanderers Club – Strategic Business Plan 9
o Maintenance items and improvements included deck awnings, deck roofs, carpeting,
kitchen upgrades, replacement of wooden doors with aluminium ones, fire-doors,
rerouting the sewerage line, paving, workshop extensions, automatic sliding doors
and new gardens and fences after finishing the additional parking. We also asked our
insurers to thoroughly assess the risk profile of the premises in order to make it a
safer place for all. They came back with some recommendations which we have
implemented.
What projects will be adopted in the new Plan
In order for the Club to be able to afford to invest in projects and improvements it has to generate
surplus cash flows from its commercial activities to cover the Club’s operational costs and
generate sufficient reserves to implement new strategic objectives. It is therefore very important to
maintain and improve upon the current income streams as well as identify and create new income-
generating areas. With this in mind an independent monitoring Committee will be established to
thoroughly investigate all the strategic objectives listed in the Business Plan and to prioritise and
project manage the implementation of those objectives that meet the needs of the Club and are
affordable to implement.
The Planning Process
An external consulting firm, Grant Thornton, facilitated the process to develop the Business plan,
which included:
Interviews with:
Executive management (3)
All 14 sub-clubs
SilvaSale
The Main Committee
The Business Planning Group
The Golf Club
An electronic Club Member Survey sent to all members with 509 responses received and
analysed
Review of:
The financials and annual reports
The organogram
Silva Sales and Golf Club contracts
The Club Constitution, Rules and Regulations
The Wanderers Club – Strategic Business Plan 10
The 2008 business plan
The Development Fund Rules
Local demographics and sporting information
Other international and local sporting clubs
Presentations and workshops with:
the Main Committee
the Business Planning Group
a selected smaller task force of representatives from the Main Committee and the Business
Planning group
A comprehensive situation analysis was developed to inform this business plan. This included a
list of all the potential business plan options and projects, which were derived from the interviews.
The options and projects list is a comprehensive list of all projects and needs identified during the
process.
Acknowledgements
The Committee of The Wanderers Club wish to express their appreciation to all those who
participated in the process to develop this Business Plan. Its value is the direct result of their
willingness to give time, energy and ideas so that the Club at large can benefit.
Statement of Purpose
The Wanderers Club (“The Club”) Business Plan is intended to provide a blueprint, approved by
members, which will guide and inform them in taking decisions in respect of future development
and activities within the Club for the next five years.
2. The Strategic Business Plan
2.1 Vision
The Club Vision, as developed by the Business Planning Group and retained through this process
is:
To be the Gauteng club of choice for the sporting, social and business communities
by providing quality facilities and services to meet their needs and aspirations.
The Wanderers Club – Strategic Business Plan 11
2.2 Mission
The Wanderers Club Mission, similarly derived is:
“To be the club of choice for all sections of the community by continuing to provide a wide range of
sporting activities and exceptional hospitality facilities at competitive prices in an environment that
fosters social interaction and business networking while implementing policies and initiatives that
will ensure growth and sustainability.
2.3 Key Strengths and Opportunities
The Club has a number of key strengths
An excellent location
A strong Wanderers brand
A proud and long history and tradition
Strong income streams from rentals – Protea Hotel, Planet Fitness and offices
Extensive banqueting and meeting facilities which are a major revenue generator
A strong balance sheet with a Development Fund of R23,5 million and cash on hand of R10,5
million as of January 2013
2.4 Key Challenges
The key issues and challenges facing the Club are:
The highly competitive environment for people’s leisure time
Sporting club competition from lower cost base /municipal clubs
The global and South African decline of membership clubs from a prestige, corporate support,
and social centre perspective
The changing South African demographics not reflected in Club membership
A relatively static membership base at ±5 000 – down from around 11 000 in peak years
The Sports sub-clubs are mainly operating at capacity and active sports membership cannot
increase significantly without changes to the facilities or a change in approach of the Clubs
The Club faces a number of financial challenges:
The Club’s current operating income and expenditure are sufficient for a break-even
operation, but not the funding of significant on-going investment, nor other major possible
future expenses. This is due to the fact that food & beverage and conferencing income has
declined in the current economic environment.
The Wanderers Club – Strategic Business Plan 12
The distinct possibility that the Club will be required to pay substantially more in assessment
rates, based on the City’s new valuation and rates policy.
Repayments of the balance of R5,8 million owed by the Golf Club are under pressure.
For the 2012 year-end 21% of revenue was from membership subscriptions, 24% from food
and beverage rentals and trading, 44% from office and ground rentals and 11% from
investments. Significant increases in membership will not alleviate the operating cash
situation.
The Club carries out little or no marketing and SilvaSale market conferencing and banqueting
under their own brand.
There is no sense of place, heart, or centre of the Club for members or visitors, and no
perception of a pleasant garden environment.
2.5 Principles
The following are and remain non-negotiable principles for the Club going forward:
1. Remain a members' club owned by the members
2. Do not close down any sub-clubs based on measures of profitability or sporting success
3. No sale of any land
4. Ensure a sustainable Club for future generations – always a Wanderers Club – but it may
be a different Wanderers
5. Non-Partisan subclub-wide management
2.6 Strategic Objectives
Five guiding strategic objectives were identified against which any actions or projects must be
evaluated. These are:
1. Additional sustainable, profitable, income streams
Cost management
2. Remain at the core a sporting club
Improvement to members’ sporting experiences
3. More members
Better member demographics – youth, black people, families
Member satisfaction
4. More attractive for social and relaxation activities with ambience and a sense of place.
5. Retain/Regain prestige and profile
The Wanderers Club – Strategic Business Plan 13
2.7 The Business Model
The acknowledged and agreed business model for the Club comprises two main elements:
A private sporting and social club
It is acknowledged that this is a non-financially viable operation that requires income streams
other than membership income to support it and enable quality and prestigious sporting sub-
clubs to operate sustainably
A commercial operation with sustainable, profitable, income streams which support or cross-
subsidise the sporting and social club
Commercial operations may include, but are not limited to:
Ground rentals
Building rentals
Conferencing, banqueting, food and beverage and restaurant operations
Sports facility rentals
Sponsorships
Parking income
The business model , operating structure and levels of leadership and management are shown in
the figure below.
The Wanderers Club – Strategic Business Plan 14
Option
Professional
Service Firm
Support
Wanderers Club: Structure and Leadership
Main Committee
Strategic Leadership
CEO
Marketing Operations Finance
& Admin
Grounds
& Maintenance
Sub Club
Committee
Members
Members
General Public / Corporate market
New
Badm
into
n
Custo
mers
Busin
ess U
nits
Busin
ess O
pera
tions
Str
ate
gic
Leaders
hip
&
Govern
ance
Ow
ners
Option
Professional
Service Firm
Support
Ath
letics
Basketb
all
Billiard
s/S
nooker
Bow
ling
Cri
cket
Gym
nastics
Hockey
Kara
te
Law
n T
ennis
Rugby F
ootb
all
Squash R
acquet
Soccer
Touch R
ugby
Socia
l
Sports and Social Clubs
New
Letting /
Rental
Offices
Catering &
Banqueting Sports
Facilities
Rentals
Commercial Operations
Outsourced
Service Provider
2.8 Business Plan Projects
The strategic planning process identified a number of projects or options to pursue to improve the
Club’s performance and meet its strategic objectives. The full list of options is included in the
attached situation analysis.
The list of potential projects was reviewed by the Business Planning Committee, the Main
Committee and the Executive Management. While views and opinions differed, a final list of
projects was developed and accepted by the Executive and the Main Committee. The project list
is in three categories viz: Sub-clubs and member satisfaction, Operations and Income generation.
The three project lists are shown below. Many of the projects require an investigation phase
followed by a decision and then should the project proceed, an implementation phase.
The project schedule includes:
the key responsible group/person
The Wanderers Club – Strategic Business Plan 15
any key supporting group required for implementation
timeframe for investigation and decision, if applicable
timeframe for implementation, should the project proceed
The projects highlighted in light green are considered priority projects to be addressed first.
2.9 Funding
Many of the projects will require capital investment and some will require operational investment
e.g. in marketing. The Main Committee and the Business Planning Committee considered some
ballpark estimates of likely costs, however these were felt to be too arbitrary at this stage for
decision taking and inclusion in the Business Plan. Proper investigation and costings, and where
relevant projections of improved income flow, will be developed before each project is officially
sanctioned for implementation.
Income generating projects must demonstrate an adequate return on investment and cash flow
generation.
The Main Committee together with the Executive will continue to act with prudence and
appropriate governance in addressing both capital and operational expenditure budgets. It will also
work with the Development Fund Trustees where capital or operational expenditure could be
sourced from the Development Fund.
The Wanderers Club – Strategic Business Plan 16
No.
Strategic
Objectives
addressed
Project Comments Recommendations
Target Date
Investigation
& Decision
Target Date
Implementatio
n
Responsibility
2014
2015
2016
2017
2018
1,2,3,4Expand Spinners bar with
catering facilities
The location of the Spinners Bar is ideal as it is close to many of the
sporting sections, but currently it is little more than a substandard
bar, with a limited beverage choice and no food service
Remodelling of this facility and the relocation of the current Squash SA offices could
easily allow the Club to create a modern vibey bar with a kitchen and entertainment
area that would appeal to the younger members. 1-Mar-14 1-May-15
Executive with
Main Committtee
Pool table / centreThe creation of a pool centre would appeal to the younger adults with
the potential to attract players to Snooker at a later stage
Incorporate a pool centre into the new Spinners bar concept1-Mar-14 1-May-15
Executive with
Main Committtee
A2 2,3 Squash centre refurbishment
The renovation of the Squash centre into a more modern and inviting
facility must be prioritised.
Investigate and develop a proposal. To possibly include plastering and painting of
exterior, replacement of windows, a mechanical louvre system, interior
modernisation, spectator area, lighting, glass back walls and conversion of two
singles into a doubles court.
1-Feb-14 1-May-14
Executive, Main
Committee with
Squash sub-club
A3 1,3
Form bi-lateral arrangements
with other clubs to share
facilities and provide services
to members
The Club currently has Reciprocity with 35 overseas and 15 South
African clubs outside Johannesburg. This could be expanded to
clubs in Johannesburg.
This could improve revernue in the F&B outlets. Sharing of facilities could be
investigated. This must not result in the downgrading of the Wanderers membership
as there is the risk that Wanderers members may perceive that reciprocal members
gain access to the Wanderers Club by paying cheaper subs at another club.
1-Oct-13 1-Dec-13Executive & Main
committee
A4 1,3
Virtual clubs - based at
Wanderers but use facilities
elsewhere e.g. fishing,
canoeing, rock climbing
The Wanderers Club has the scope to be the base for a multitude of
sporting and social activities that require little in the way of resources
and facilities (photography club, wine club, chess club, cycling club
etc)
1. Align ourselves with established clubs and societies. This could be accomplished
by offering free membership to existing members of these clubs or societies. The
Club's database could also be used to attract virtual clubs.
2.Dedicated rooms could be made available free of charge for weekly/monthly
meetings in non-peak times.
1 December
2013 and
ongoing
Executive with
possible task team
from members
A5 3,4Develop a social/special
interests club
More than half of the club's membership are not active in any of the
14 sporting codes. The Club could easily ask the members if there is
any interest in establishing a social club.
Investigate the possibility of a social club
1-Mar-14 1-Aug-14
Executive with task
team from
members
3,4Quiet pub / lounge for older
members
With the busy banqueting areas, conference / banqueting guests
tend to frequent the bar before or after their event, which does make
the Chariots bar busy and noisy on some occasions. The inclusion
of a 'Members only bar' would appeal to some members looking for a
quiet drink
1. With the proposed changes to smoking legislation the current Cigar bar would
become reduntant and could be utilised as a quiet bar.
2. Open the bar in the members lounge or utilise Spinners bar for members only 1-Aug-14 1-Aug-15 Executive
New dedicated members
pub/restaurant
This idea has been covered under the new dedicated members pub
above
A7 2,3Replace Astroturf carpet
The carpet is 8 years old and has been fully depreciated Investigate options and timing1-Aug-15 1-Oct-15
Executive with
Hockey Sub-club
A8 2,3 FloodlightsUpgrade/improve existing floodlights and erect floodlights on bottom
Oval
Investigate and develop a proposal1-Mar-14 1-Jun-14
Executive with
Cricket subclub
A9 2,3 Additional change roomsExpand & renovate Squash change rooms or build new ones at
Astroturf (for usage by Hockey, Cricket, Athletics)
Investigate and develop a proposal and overall inventory of available facilities1-Jun-14 1-Sep-14
Executive with Main
committee
A10 3,4,5 Social swimming poolThe construction of social pool would appeal to a segment of the
club's membership, but space is a limiting factor at this stage.
Investigate and develop a proposal (site near Sables building)1-Jul-15 1-Sep-15
Executive with Main
committee
A11 3,4,5 Teenagers club facility
Children between the ages of 12 and 17 are not catered at the Club.
The Kids room no longer appeals to them and the Bar and
Restaurant is still a no go area. This age group needs an area that
they can call their own, where they can meet friends and enjoy
themselves without being under the scrutiny of the older members
whose tolerance levels have diminished over the years.
Investigate options for facility above storage rooms
1-Mar-16 1-Aug-16Executive with Main
committee
2,3
Convert Basketball courts
into indoor facility
Possible usage by other sports codes (e.g. Netball) Investigate and develop a proposal re the erection of a skeleton structure in keeping
with Club overall look1-Mar-17 1-Aug-17
Executive, Main
Committee with
Basketball Subclub
2,3 Netball
Netball is a fast growing and very popular sport amongst the 20 year
olds, however the current infrastructure does not allow for the
inclusion of this sport at the club, unless existing assets are taken
from one of the 14 sporting codes.
Investigate and develop a proposal - possible sharing of facilities with Basketball
1-Mar-17 1-Aug-17
Executive, Main
Committee with
Basketball Subclub
A1
A6
A12
A. SUB-CLUBS / MEMBERS SATISFACTION Year Ending
The Wanderers Club – Strategic Business Plan 17
No.
Strategic
Objectives
addressed
Project Comments Recommendations
Target Date
Investigation
& Decision
Target Date
Implementatio
n
Responsibility
2014
2015
2016
2017
2018
B1 1 Energy saving initiatives Initiatives must include lights, floodlights and airconditioners Investigate and develop a proposal Immediate Ongoing Executive
B2 1,3,4,5 Implement more Marketing
The Club currently conducts limited ad hoc marketing with the sole
purpose of increasing membership. The marketing of the banqueting
facilities is left up to the in-house caterers (Silvasale) which promote
their brand more than the Wanderers
1. Develop a marketing strategy and action plan with measurable targets
2. Assess resources and options for implementation
3.Possibly assist Silvasale with manpower to market the Club as a whole OR
4. Appoint a marketing company to market the Club OR
5. Establish a marketing and sales department to drive the brand and external profile
of the Club, increased membership, increased member spend and banqueting and
F&B sales growth
6. Or combinations of the above
1-Mar-141 November
2014 onwards
Executive and Main
Committee
B3 1,3,4
Silvasale Contract - improve
service levels and
management reporting
The current agreement has a further three years to run to
14.02.2016 thereafter Silvasale has the right to 'first refusal' with
terms and conditions not less favourable that the current contract.
1. Club to employ manpower resources to monitor service levels in the members
areas on a day to day basis from a members point of view or
2. Introduce new caterers to operate the proposed new facilities or
3. Renegotiate the catering lease agreement to provide for a new caterer to operate
existing members areas
4. Create a communication channel for members to express their
satisfaction/concerns
5. Change operating hours to focus on service levels during peak periods (close
Mondays, open Chariots from 11am and not 7am)
6. Require more comprehensive management reporting from SilvaSale so that
efficiency and capAcity utIlisation levels are understood
Phased in
from 1 March
2014
Phased in from
1 March 2014
Executive and Task
team
B4 3,5
Changes in the composition
and role of the committee
preferably to introduce
diversity (race, age etc.) and
role
The Wanderers Club is an association, established for the purpose
of providing sports and social facilities/amenities for its members.
Changes to its current structure require membership approval,
however, diversity in race, gender, age is necessary
1. Co-opt younger members onto specific task groups or sub-committees.
2. Incentivise members to serve on the Committee (eg. free membership for family)Immediate
Immediate and
ongoingMain Committee
B5 3
New entrance for use at peak
periods/events to alleviate
congestion
Egress into the club can be difficult during peak periods and a
frustration to the Club's neighbours. The construction of a new
Entrance comes with a number of logistical hurdles, such as town
planning approval, traffic impact studies, additional guards and the
possibility that the existing gate or the corner of Rudd and North
streets will become redundant which will not solve the problem
Increase the number of lanes of the current entrance on the corner of Rudd/North
streets or create a new entrance/exit1-Oct-14 1-Mar-15
Executive with Main
Committee
B. OPERATIONS Year Ending
The Wanderers Club – Strategic Business Plan 18
No.
Strategic
Objectives
addressed
Project Comments Recommendations
Target Date
Investigation
& Decision
Target Date
Implementatio
n
Responsibility
2014
2015
2016
2017
2018
C1 1,3,4,5
Pleasant garden surroundings
linked to a coffee shop
creating an attractive
ambience and a "heart" for
the club
A garden setting under the oaks leading near the Gazebo with
waterfalls and semi-private seating areas surrounded by plants and
serviced by a Coffee shop
The garden around the gazebo could be re- designed to provide hidden eating areas
or benches for relaxation and create a country feeling. A pathway leading from the
road in front of the Gymnasium would link that area with the coffee garden area thus
enabling gym mothers to utilise the proposed coffee shop.Immediate 1-Dec-13
Executive with Main
Committee
1,3,4,5
1. Coffee Shop - A portion of the current Kids Room could be converted into a
modern ‘vibey’ coffee shop along the lines of the popular franchises with small
kitchen facilities. This facility could have a window looking into the Kids room and
would open up onto a well-equipped children’s outdoor playing area. Tables and
chairs would be placed outside as well as inside depending on the weather - may link
to C1 above
1-Feb-14 1-Sep-14Executive with Main
Committee
1,3,4,5
2. Family Restaurant - The restaurant needs to be redesigned with a family concept
in mind and with a menu and décor similar to a Spur/Pappuchinos/Pizza e Vino etc.
The enclosed terrace and the large deck outside the restaurant are relatively
unknown and underutilised. The entire area must be redesigned to ensure better
flow and utilisation - may link to C1 above
1-Apr-15 1-Sep-15Executive with Main
Committee
1,2,3,
1. Pavilion above storage building - The storage facility between the bowling
greens and tennis courts was originally designed to accommodate an additional
floor. A new structure/pavilion could be built to either accommodate another function
venue or to move a current sports section to.
1-Feb-16 1-Aug-16Executive with Main
Committee
1
2. Gala Room -The Gala room on the first floor of the clubhouse is popular for
conference venue, but due to the low ceiling which has a claustrophobic effect and
its location it is seldom used for banqueting and weddings.
The existing roof design does restrict the height that the ceiling can be raised, but it it
could be raised by approximately 50cm which would improve the aesthetics of the
room. The Gala room has a wooden deck primarily used for smoking deck but if this
is enclosed with glass and aluminium it would improve the flexibility of the venue.
Alternatively pergolas could be erected with pot plants creating green screens.
3. Roof-Top Garden - A roof top garden on the unutilised concrete roof leading
from the gala deck is a novel area which would attract outdoor weddings and other
outdoor functions.
A staircase could be erected on the outside of the building linking the roof-top garden
to the garden below so that this facility can be marketed separately.
1-Feb-14 1-Sep-14Executive with Main
Committee
C4 1,3,5
Pedestrian Bridge over
Corlett Drive - to connect
Rugby, Golf and cricket
stadium, alleviate parking and
create new uses for rugby
clubhouse plus provide
visibility for sponsorship and
advertising
The Club has previously looked at the feasibility of constructing a
bridge over Corlett drive to link the Rugby facilities/Cricket Stadium
with the main club. The cost for such a structure is reasonable and
could be recouped by advertising on the bridge.
Parking is a perpetual concern but with the introduction of a bridge
between the two facilities the rugby fields could be used for overflow
parking and the overhead bridge would provide a safe passage for
visitors to the Club.
Investigate and develop a proposal. This project is a feasible option with the
advantage of generating advertising income and linking the two separate club
properties.
1-Mar-14 1-Oct-14Executive with Main
Committee
C5 1,5
Major sponsorships driven
strategically across the club,
consider naming rights - use
strength in Brand
Sourcing major sponsorship in this day and age is extremely difficult
it is worth trying it through a skilled professional as long as there is no
risk to the Club.
Appoint an advertising specialist to manage all the Club's advertising space on a
commission basis (linked to Marketing above)1-May-14
1 November
2014 onwardsExecutive
C6 1Team Building / Adventure
activity area
An outdoor team building / adventure area would allow Club to
expand its product offering to members and conference clients and
increase the conference revenue, but the current space limitations
prohibit us from undertaking this project.
Investigate unutilized areas along Corlett Drive 1-Jul-17 1-Feb-18Executive with
SilvaSale
C2Destination/family
restaurant/bistro/coffee shop
The Club tries to cater for various age profiles, but falls short on the
social side. Whilst the existing Restaurant and Chariots Bar do
provide a much needed service to specific member profiles, they
cannot service all needs.
C3
More function/events
facilities: Pavillion, rooftop
garden for weddings, improve
Gala room
The Club has the capacity to increase the number of banqueting
venues within its current infrastructure. Small modifications can be
made to some facilities and minor building works can be carried out
on others to create more available space for this income generating
area
C. INCOME GENERATION Year Ending
The Wanderers Club – Strategic Business Plan 19
2.10 Monitoring and Evaluation
The project schedules on the previous pages provide a framework for monitoring the projects over time.
In addition, the appropriate measures of performance are shown in the table below.
No. Project Evaluation Measure A1 Expand Spinners bar with catering facilities General member satisfaction, turnover, customer satisfaction A1 Pool table / centre Utilisation levels of the pool facilities A2 Squash centre refurbishment Squash Sub Club acceptance A3 Form bi-lateral arrangements with other clubs to
share facilities and provide services to members No. of bilaterral arrangements, levels of utilisation of Wanderers by other Club members for each arrangement
A4 Virtual clubs - based at Wanderers but use facilities elsewhere e.g. fishing, canoeing, rock climbing
No. of virtual clubs, level of virtual club membership, spend of virtual clubs/club members
A5 Develop a social/special interests club A successful social club with reasonable levels of membership and activity
A6 Quiet pub / lounge for older members A space that functions well and is used by members, and general member satisfaction
A11 Replace Astroturf carpet Hockey member satisfaction and more Hockey members A14 Floodlights Cricket member satisfaction and more cricket members A13 Additional change rooms General member satisfaction A7 Social swimming pool General member satisfaction A10 Teenagers club facility Utilisation levels, more teenage members, additional turnover A12 Convert Basketball courts into indoor facility Basketball member satisfaction, more basketball members A12 Netball A successful netball subclub with reasonable numbers of members,
and good levels of activity and league participation
B1 Energy saving initiatives Reduced electricity consumption B2 Implement more Marketing Growth in the number of members, growth in member spend at the
Club, growth in Silvasale revenues and capacity utilisation, improved brand perceptions of the Wanderers Club
B3 Silvasale Contract - improve service levels and improve reporting
Member & customer satisfaction levels, improved reporting system, higher SilvaSale revenues
B4 Changes in the composition and role of the committee preferably to introduce diversity (race, Age etc.) and role
Better representivity in the main committee
B5 New entrance for use at peak period/events to alleviate congestion
New entrance is operational
C1 Pleasant garden surroundings linked to a coffee Shop creating an attractive ambience and “heart” for the Club
New garden setting is operational
Coffee shop is operational New family restaurant is operational
C3 More function/events facilities: rooftop garden for weddings, improve Gala room
New venues are operational
C4 Pedestrian Bridge over Corlett Drive - to connect Rugby, Golf and cricket stadium, alleviate parking and create new uses for rugby clubhouse plus provide visibility for sponsorship and advertising
Bridge is built
C5 Major sponsorships driven strategically across the club, consider naming rights - use strength of the Brand
Sponsorship is coordinated club-wide and sponsorship revenue targets are developed and achieved
C6 Team Building / Adventure activity area Team building area is operational
A. SUB-CLUBS / MEMBERS SATISFACTION
B. OPERATIONS
C. INCOME GENERATION
C2 Destination/family restaurant/bistro/coffee shop
The Wanderers Club – Strategic Business Plan 20
The implications of measuring performance will require additional metrics and processes:
Member satisfaction survey – overall Club and by Sub-club
Tracking of member spend, by sub-club and overall, in all facilities
Tracking of allied club member spend
Banqueting and meeting room capacity utilisation and average spends
Tracking of membership levels by age, race and sub-club
External survey of Wanderers Brand perception
The monitoring and evaluation of the implementation of the business plan will be done utilising the
above framework and will fall under the projects committee.
2.11 Rates
There are two major threats which the Main Committee together with the Executive, continue to work
on. One of these is the Assessment rates situation. Wanderers continues to work with the Club
Management Association (CMASA) on this issue. The CMASA has received a response from the City
of Johannesburg to their objection to the categorisation of Sports and Recreation Clubs into “Business
and Commercial” vs. “Private Open Space” category mainly in the form of an approved Policy
document.
This Policy document is confusing, but does state that Clubs by default will fall into the “Business &
Commercial” Category unless they are able to comply with the following criteria:
The property is used 80% for sports activities;
the Club is actively (and it must prove to the City that it is) involved in sports development
programmes for previously disadvantaged communities;
The organisation is registered with SARS as an association without gain;
The organisation provides to the City, 3 years audited financial statements and can prove to the
City that it is not in the financial position to pay the full rates.
However there was also a recent announcement made by the mayor of Johannesburg during the
Budget Speech that Sports Clubs will receive a 40% rebate with no further clarification.
There is therefore no full clarity on policy, and the CMASA has written to the City of Johannesburg to
request clarification on the policy and the process.
The Wanderers Club – Strategic Business Plan 21
The Club has also currently been re-valued at a much lower value which is currently in the Club’s
favour.
There are therefore a number of scenarios which Wanderers could be faced with, with respect to the
rates payable in the future, ranging from R25 000 to R2,55 million per annum in 2013/14.
The Executive and the Main Committee continue to work on, and monitor this situation.
2.12 Golf Club
The timing of the Golf Club’s repayment of its loan to the Wanderers Club is the other major uncertainty
facing the Club. Again, the Main Committee together with the Executive are handling this matter on an
on-going basis.
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