In the majority of cases the clubhouse provides the focal point and ‘heart’ of a rugby club. It often determines the way a club develops and the level of success it has both on and off the field. A well managed clubhouse offers a multi-functional facility, from providing a meeting room to acting as a vital source of income through the bar.
However, a well-run clubhouse does not happen by accident and requires sound management and resourcing. This can be achieved by considering some key areas of facility management which will have a direct impact upon the successful running of your clubhouse. These are:
• Building
• Administration
• Staffing
• Food and Beverage Management.
Building
The management of the actual building will cover a wide variety of areas, however, it is essential that consideration is giving to the following:
Maintenance – Where possible clubs should try to ensure that the building/facility is covered by a planned maintenance programme. Yearly sinking funds and a general maintenance budget should be incorporated into the club’s financial planning so that funds are available for general everyday maintenance and replacement of any major items. This will allow for repairs and maintenance to take place in the short term and provide for long term servicing and replacement requirements for the building. Specific key areas for the management of clubhouse maintenance are:
• Identify responsibility to oversee and co-ordinate clubhouse maintenance
• Incorporate a simple system for reporting repair and maintenance requirements around the clubhouse
• Identify responsibility for checking and actioning maintenance requirements
• Identify the routine planned and service maintenance for the clubhouse and equipment with a planned programme, which includes regular inspections
• Keep records of all maintenance undertaken on the clubhouse to inform future members, committees and outside contractors.
Cleaning – It is important for clubhouses to provide a clean and safe environment for its members, players and guests, particularly in the changing areas, toilet, the bar and kitchen (where hygiene is a key issue). Generally clubs should be undertaking some of the following best practices to ensure that their facility is cleaned regularly and offers a safe and hygienic environment:
• Identify responsibility to overseeing and co-ordinating the cleaning of the clubhouse
• Ensure that there are set standards and a programme for cleaning duties which are clear to those responsible and documented
• Ensure that those responsible for carrying out cleaning duties are familiar in effective techniques, including safe handling of equipment and chemicals (under Control of Substances Hazardous to Health (COSHH) guidelines)
• Where necessary cleaning schedules should be drawn up and records kept of cleaning that has been completed.
Changing Areas – Clubs should try to ensure where possible that adequate and appropriate changing provision is available and that appropriate standards of hygiene are maintained. Emphasis should be placed upon regular cleaning and replenishment of consumables. Key areas to focus upon for this element of clubhouse management are:
• Regular cleaning programmes in place to maintain high standards of hygiene
• Where legionella may be a problem disinfection of the water system or other preventable measures should be implemented
• Hot water temperature control must ensure prevention of scalding
• Ancillary services, such as washing facilities, should ensure that adequate provision of soap, hot and cold water, plugs, etc.
• Consideration should also be giving to specific provision for young persons, females and people with disabilities.
Health and Safety – The health and safety management of your clubhouse is vitally important particularly as the club will have overall responsibility for the safety of the users of the clubhouse. Clubs should be fully aware of their health & safety responsibilities (see 1.5 Health & Safety) and should initially consider the following steps in managing health and safety within the clubhouse:
• Ensure there is a health and safety policy and it is actively used and communicated
• Identify responsibility for health and safety including co-ordination of a health and safety management programme
• Carry out risk assessments on the building if possible and implement actions for risk reduction
• All hazardous substances are clearly identified, controlled and stored safely
• Accident and emergency procedures are documented.
Security – This is a key issue particularly for clubhouses that have a bar area and stock and/or an administration facility with telephones, computer, fax etc. It is essential that there are as few key holders as possible (however there should be more than one).
All individual key holders do not necessarily need to have access to all areas of the clubhouse. The management of the security of a club should aim to cover the following:
• More than one but less than 5 key holders
• Ensure that there is a documented system for locking up and opening the clubhouse and all key holders are familiar with the process
• Ideally clubs should look to provide alarms and CCTV as preventative security management.
Administration
Clubs should give consideration to methods of administration particularly relating to the management of the facility. There are a number of areas that could be incorporated under this heading but specific items for consideration are:
• Insurance – building, contents, stock, etc.
• Rules and regulations
• Telephone system and management
• Stock control systems
• IT system (if applicable)
• Record keeping – financial, maintenance, cleaning, inventory, etc.
Staffing
Whether the club uses volunteers, paid employees or a combination of both it is important that staff are identified for specific roles within the management of the clubhouse. These should be overseen and co-ordinated by a clubhouse manager. The number and type of staff or volunteers will be dependant on the size of the club and the activities that it undertakes. Responsibilities should be defined and designated by the club committee and reviewed annually. Possible positions could include the following:
• Clubhouse Manager or Caretaker
• Bar Steward
• Cleaner(s)
• Admin officer
• Catering officer
• Technical/maintenance officer
• Health and Safety officer.
Food and Beverage Management
Consideration should be given to a number key areas that can assist in the successful management of the bar and catering:
Bar Management
• Appointment of bar steward/manager. He/she should have overall responsibility for;
Staffing
Stock
Equipment
Cellars and/or store
Admin
Finance
• Identify bar staff to operate the bar on a rota system
• Identify selected key holders for the bar and storage area
• Ensure security measures are taken to protect stock from theft as far as possible
• Ensure a regular cleaning programme is in place for all equipment particularly pipes and pumps - ‘Poor beer means less income’!
• Ensure stock is monitored in order for it to be replaced prior to items actually running out – ‘limited stock means limited income’!
(For further details on running a bar see Best Practice section)
Catering
• Identify responsibility for the kitchen or catering area
• Identify suitable staff to provide necessary catering requirements – catering may range from after match meals and bar snacks to catering for functions
• Consideration given to outside catering contracts if applicable
• Ensure high levels of hygiene within all food preparation and cooking areas are adhered to. This may be incorporated within cleaning responsibilities or separately identified
• Regular hygiene checks should be made and recorded
• All equipment should be checked regularly and condition recorded. Electrical and gas appliances should be tested regularly and certified.
Shop / Sale of Club Merchandise
• Identify responsibility for sale of goods/club merchandise
• Records should be kept for all transactions
• Identify who cash handling should be the responsibility of
Further Information
Control of Substances Hazardous to Health Regulations 1994, Approved Code of Practice, Health and Safety Executive (1995)
A Practical Approach to the Administration of Leisure and Recreation Services, Bischert, Batterham and Chamberlain (1992)
The Cleaning Operatives Proficiency Certificate Scheme Kit, The British Institute of Cleaning Science.
