Groton Country Club Moving in The Right Direction
Groton town manager Mark Haddad met recently with several concerned members of the Groton Country Club regarding the development of a plan to help the Club reach its full potential. He reiterated his strong interest in maintaining the Groton Country Club activities but noted this could only be assumed by creating and implementing a strong business model. Selectman Stuart Schulman was also in attendance.
The operational review and recommendations for GCC were prepared for Haddad by Settlers Crossing Enterprises.INC. Current operations at GCC include golf, pool, a functions hall and restaurant leased to a private operator. There is currently no one on site charged with the responsibility of coordinating all activities.
Recommendations of Settlers Crossing Enterprises. Inc.
Change Financial Operations Structure. Ideally, the country club should operate as an Enterprise, not a General Fund supported by Town Department. Under the current conditions, profitability is not likely in FY 15 and break even operations should be the goal in FY 16. If the town is going to continue operating the GCC, then operating as an Enterprise should be the long term goal.
Hire a General Manager/Golf Professional who would oversee and coordinate the operations of all divisions including staff, golf shop, carts, golf course and club house maintenance, pool, camps and accounting. The one area of pool operations that needs improvement is in the coordination with other aspects of the overall club operations. Presently, each division is its own individual operation and has little knowledge of how overall revenues/expenses match up. In short, nobody with authority or the time to coordinate individual departmental operations is available to create a single cohesive organization. The GM will be able to make adjustments in order to stay within projected revenues. In addition, this individual will be responsible to provide lessons in proper golf instruction/technique, rules and regulations.
If it is not possible to find a qualified individual to perform both golf instruction/General Manager functions, the recommendation is that the duties be split, and the GCC secure the services of a general manager and then contract a golf professional on a part time basis for the purpose of golf instruction only.
Enhance golf revenue through additional daily fee play. While membership is essential to any country club, it is important to integrate daily fee players into leagues, tournaments and events in order to return GCC to profitability. A regular schedule of monthly events needs to be marketed to the general public.
Increase membership through additional member benefits. An example offered is to provide incentives to current members to recruit new members.
Operate the golf Pro-Shop more effectively.
Implement a full marketing plan.The current website is underutilized and marketing of GCC is minimal.
Establish a reasonable operating budget. The current budget is based upon primary operational needs as opposed to reasonably expected revenues.
Renegotiate the restaurant lease and lease out the function hall facility to a vendor.
CONCLUSION
If Groton Country Club adopts changes recommended in operations and marketing, it should return to at least a break even operation in FY 2016. Continued marketing efforts and further coordination between the various divisions involved should allow the GCC to realize profits in future fiscal years.
The meeting with Town Manager Haddad was upbeat and positive. He has already initiated a search effort to find a general manager/golf professional so the position will be filled in time for the club's opening in spring.
