Club Management - September/October 2007 - (Page 21) than a best guess – will allow you to schedule projects in a more efficient manner. Architectural Review To save time and money, photographing and videotaping the club should be done to record spaces, scale, current décor and existing problems. This can be done with a digital camera and does not need to be done by a professional. The architect or architect’s representative will evaluate each space. Areas will be analyzed for condition, use, problems and décor. Once completed, the most important step of the process should occur. The architect must meet with the club manager and his or her staff to evaluate space, function, failings and the potential for future. This is your opportunity to provide unfettered opinion without interference and to allow the architect to hear what problems currently exist. The architect should have access to drawings of the club, photographs and records, and any other applicable information. Old files often contain snippets of original paint colors and fabrics and save countless hours of research. The architect’s report should contain a condition study including pictures. There is no better way to get your point across than with photographs. A small public bathroom will photograph “well” after 50 people have used it in a short amount of time, or a kitchen built in 1920 designed to feed 100 will photograph “nicely” after you have fed 500 people. The condition study should outline spaces, flaws, use and immediate concerns. These may include peeling paint, frayed carpets or drapes needing replacement, or safety hazards. The report should contain a long-term view. The architect will suggest how the space might work in the future. This “blueprint” should include budget guidelines for any future planning purposes. Additional Reporting Many clubs may require additional outside expertise. A club may want to conduct a food service review and bring in a designer to evaluate options. As clubs change, the need for new food service including kitchens, pantries and specialty areas may not be apparent. Planning at this stage will save money and time later. Specialized consultants are available in most every area and should be brought into the process if possible. Reports United With reports in hand, you now have the tools to develop your LTFP. You have an evaluation of your club and can outline future needs. As you review the suggestions, recognize and eliminate ideas that do not fit the club’s values or style and those that will be rejected by the membership. Using the ideas that work and are necessary, you can develop one document to establish priorities and budgets for future use. Certain priorities will become apparent. For example, assume the following projects are the result of your report for the first year: 1. Replacement of a water pump for the domestic water. 2. Replacement of the electrical distribution in the banquet rooms and increasing the electrical capacity in each room. 3. New wallpaper and paint in the banquet rooms. 4. Building a new laundry. The water pump and laundry projects are related as a new laundry may call for increased demand on your water system and potentially a larger pump. The electrical distribution and paint/wallpaper projects are related, and because you will do damage to the walls when bringing in new electrical service, electrical work must be done before the paint and wallpaper. If you treat each space like an island moving forward, you will have little risk in scheduling projects improperly. If you are going to do finish work (paint, plaster, restoration, etc.) you should consider what must be done behind the walls. Your job will continue to be difficult in determining which projects need to be done, which you can afford and which will benefit the membership. By using LTFP, you will have a better tool to plan, budget and build. ❚❘ About the author Charles D. Dorn, CCM, believes growth and change are a necessity. He is managing director of The Dorn Group, Ltd. and specializes in strategic planning and operational consulting for hotels, restaurants and private clubs. Dorn may be reached at charles@thedorngroup.com or by phone at (914) 921-3150. Executive Search & Recruiting - Clubhouse Manager - F & B Manager - Executive Chef Training Programs • Operational Troubleshooting 602.684.0251 info@consultingrcs.com www.consultingrcs.com 338892_Reid.indd 1 SEPTEMBER/OCTOBER AM • 21 8/20/07 10:36:25 2007 http://www.consultingrcs.com
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