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MANAGEMENT SERIES


Managing membership income and payroll are key to the success of any business, whether private or public sector


focused finance director to drive through the analysis and maintain an overview across the chain or group, he’s clear that ‘top-down’ budgets agreed at board level and handed down to local managers who have had no say in the matter rarely work: “Put simply, this practice doesn’t make people accountable. Anyone operating like this should take a step back, regroup and consider how they can turn this system on its head. It takes a little getting used to, but it really works.” Jefford also requires his centre


managers to take control of their budgets, and believes they pay more attention to finances as a result. “Each site has specific requirements and considerations, so a ‘one size fits all’ budget handed down from the management team will not be helpful,” he says. “Every centre manager must put in for what he or she thinks is needed. Once it’s agreed, they head up the implementation and I offer guidance where necessary.”


Profit & loss Income streams differ between private and public facilities, with the latter


As with budgeting, Jefford hands his


Many businesses run scared of giving P&L responsibility to their centre managers, but


my view is if you can’t trust them on this, you don’t have the right person in the job


generally having more emphasis on casual exercise lines. However, managing membership income and payroll are the key to a successful business across the board, says Jefford. Both sectors are also equally accountable to their stakeholders and members and both need to be profitable, including ‘not for profit’ clubs which are obliged to invest their profit into improving their business.


78 Read Health Club Management online at healthclubmanagement.co.uk/digital


centre managers the responsibility for their profit and loss accounts. “Many businesses run scared of giving such responsibility to their centre managers, but my view is if you can’t trust them on this, you don’t have the right person in the job,” explains Jefford. “That doesn’t mean all our centre managers have accountancy skills. Instead we have bespoke software, so all they need to do is input sales and purchases accurately as they happen. The software will do the rest. Very quickly, a good centre manager will learn how to interpret the outcomes clearly and look to address any losses that are showing. Any problems, come to me and I’ll help, but they save a lot of my time by keeping an eye on the day-to-day income and expenditure of their centre.”


Real-time tracking Gone are the days where month-end could bring unpleasant surprises, as there’s now plenty of software available to track income versus expenditure in real time. Jefford requires a daily income check to ensure any discrepancies


November/December 2014 © Cybertrek 2014


PHOTO: WWW.SHUTTERSTOCK.COM/ ANDREY_POPOV


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