Salaries of Managers At Tokyo American Club
A large number of members have asked what the General Manager, Assistant GM, and the various other managers are making in annual salaries and bonuses at the TAC Townhall meetings. It has just been posted on the Tokyo American Club website.
Management compensation (top 10 managers) comes in at 30-40% higher than industry standards. Also it should be noted that in the market these managers are bilingual Japanese and English speakers services clients in either language.
This bench marking is according to our multiple members running hotels in Japan. This does not include secretarial services for translation.
Could this be part of the problem causing the financial bleeding of the club? Mr. Rike Woottens letter to the Board seems to be spot on.
TAC Membership “Assessment Vote” Meeting Report
TAC Meeting Summary-
In the 7 June meeting, there was an attendance of about 150 (need to verify) members as well as the Board of Governors. The BOG’s intension was apparently to announce the result for the vote and the new membership types. The members made it very clear that they needed more information and more transparency to help the club. The large turn-out seemed to reinforce that. Some points of interest were-
- The majority of the membership would like to see the operations of the club bid out to multiple hospitality vendors. These areas would include food & beverage, IT, operations, maintenance, and any other area were more cost efficiency and higher service levels could be attained.
- Many questioned the interest rates at which the club borrowed money. These rates were reported at 4.5%. Many feel that with the size of the loan and the location in Japan, this should be renegotiated and closer to 1%. Some finance experts volunteered to help.
- One member stated that they left the board mid-term because Board of Governors exercised no leadership or power over club management saying, “We leave those decisions of running the club to the management as they are the professionals.”
- Due to the location and venue, many agreed that the club was not acceptable or convenient for entertaining clients.
- There was a comment that the club pricing was too high and not competitive with plethora of great restaurants around Tokyo and we needed to be competitive.
- It was suggested that members should be engaged more directly for their core-competencies. Finance for loans, HR for dealing with salaries and right sizing of employees.
- One member calculated that the top management of the club makes 14-15 million yen salaries annually.
- There was a suggestion that the General Manager be replaced ASAP as he has not managed TAC resources well. Many voiced agreement for this.
- There was a request for a financial report on the club to be drafted in a clear and concise fashion to share with all members of the club.
- A request for a full-disclosure of manager salaries and benefits was made again as was requested at the Townhall meetings.
- It was exposed that when the TAC clubhouse was demolished, so was it’s status as a non-profit organization.
- One member suggested that the TAC do more things to embed itself better into the community. She related how YCAC had many activities and did not charge extra for every little thing as TAC does.
- It was revealed that the Club is losing about $7-8M USD annually.
- For the new club, members volunteered to donate equipment, web services, financial advice, HR consulting, marketing advice, IT outsourcing insights,
- There was a request to explain how the governance of the club was executed. The president described the committee and board of governor system.
- There was a clear overall displeasure with the General Manager and suggestions that he be replaced.
- In the closing minutes someone said that with the heavy debt burden the club could no longer be run like a non-profit but had to be run like a business.
The additional “assessment” was rejected by the membership by a margin of about 30 votes.
Although this has been reviewed, please let us know if we missed any points from the meeting in the comment section below.
Broken Promises & Fear Tactics: Member Response To June 1 TAC Board Email
From: Jerry McAlinn
To: Lance Lee <president@tac-club.org>
Cc: TAC Members
Sent: Fri Jun 04 23:01:00 2010
Subject: Some Decorum Please!
To the Signatories of the June 1st TAC President’s email sent to all Members (please forward to the signatories and any interested members):
Ladies and Gentlemen,
I am very disappointed that you would resort to what appears to be a last minute, underhanded tactic in support of the ill-conceived proposal to assess members to pay for the new Club. I believe members will see the reference to a “reduction in service and the imposition of an array of fees” if the proposal is rejected for what it is, namely, a desperate ploy to scare members away from voting NO. If it is a case of “reality” as one Board member told me then I ask a simple question. Why weren’t members given the choices at the outset and why was this email sent only after the overwhelmingly negative response from members at the Town Hall Meetings and the email rebuttals from a group of concerned members?
As most of you know, I have been adamantly opposed to the assessment from the outset. My opposition was based on two important points. First, we promised members we would not increase dues or make a building assessment to pay for the redevelopment project.* Second, we promised that we would use our time at Takanawa to bring our costs in line with our income so we could comfortably pay our loan.
The proposed assessment breaks the first promise even before the doors are open at Azabudai. Why would any sensible member have confidence that the assessment will be temporary in light of the Board’s disregard for its own word? Does anyone besides me remember the famous John F. Kennedy quote: “Fool me once, shame on you. Fool me twice, shame on me.” I bet many of our members will remember it.
As the chair of the LRPC during the period when the redevelopment project was approved, I can say without fear of contradiction that we used the first promise, rightly or wrongly, to gain support for the redevelopment project and I do not doubt that many members would not have supported the project had we not done so. We made the promise intentionally, we knew what we were doing, and we should be honoring it, not tossing it aside as if our word does not matter.
As to the second promise, we have done precious little in my view to show the members that we have the will and the ability to achieve the cost reductions that are necessary before demanding more money from members to avoid a “crisis.” I have not spoken to a single member who believes what the Board has said in this regard. Credibility is a precious commodity that should not be squandered. How can there be any credibility to the Board’s position in light of the numbers, which speak volumes. Our payroll at the end of the last fiscal year stood at approximately 1.85 billion yen against operating revenue that is substantially less than 1 billion yen and falling. These figures are grossly out of line with the PKF recommendation, adopted by the Board, to keep payroll at no more than 60% of revenue, exclusive of entrance fees.
Furthermore, claiming a 26% decrease in proposed “increases” to payroll at the new Club as a cost reduction is like telling members “don’t worry we are drinking Krug champagne instead of Dom Perignon!” Asserting that there has been a hiring freeze in place since April of 2009, when a new expat was hired recently for the Rec Desk (whom I am told is in charge of “Merchandise”), makes me shake my head in bewilderment! You have to be sitting on the other side of the table to understand how absurd these arguments sound to anyone who is even remotely paying attention.
You are correct that whether or not the assessment passes will be up to the membership. I have already voted NO and I have privately urged friends to do the same for the above and many other additional reasons. I strongly believe the proposal deserves to be defeated soundly on the merits so that sound financial management can be restored to the Club.
The Board presented its position and the members reacted to it at the Town Hall Meetings. Had it been left at that I would not be writing this email. However, when you sent an email blast (using the Club mailing list) to all members threatening them with “cuts to service and new or additional fees for existing activities such as parking, recreation, and food and beverage…” I think you stepped over the line of fairness and decorum. It is a sad day to see the Club sink to such depths just to win a vote. Do you have so little confidence in the merit of your arguments that you did not believe you could win without throwing in some last minute fear? This kind of tactic does immeasurable damage to the democratic spirit of the Club. Regardless of how the referendum turns out, it will be years before these self-inflicted wounds are healed and that is a pity.
Sincerely,
Jerry McAlinn
*Here is the relevant language from the Redevelopment Project Brochure:
“Financial analysis, endorsed by the Club’s Finance Committee, shows the redevelopment project to be affordable without the need to increase Club dues.” Page 5, Summary Section
And,
“The Board and management believe that the redevelopment project, as currently conceived, can be implemented without having to increase dues on existing and new Members….
“Moreover, no building assessment, dues increase applicable to existing Members, or mandatory bond issue is anticipated, or included in the financial forecasts. The Board has considered a number of contingency options to deal with a deterioration in the financial condition of the Club resulting from either unforeseen factors in the redevelopment process or from factors unrelated to the redevelopment. The Board believes that multiple options exist for cutting expenses or raising revenue to deal with such a situation without the need for a dues increase on existing Members, and without endangering the fiscal stability of the Club.” Page 16, Section on Entrance Fees and Dues
Membership Feedback Is Flowing In
Dear TAC Fellow Members,
We just opened and kicked off this website yesterday (4 June). Already we are seeing there is widespread shared concern around the issues that we have raised.
Letters and email have been going to board of governors from May. You can see those originals below (here and here). There are some excellent suggestions that should be discussed.
These messages have gone unanswered by our board. Members at the Friday evening Townhall (14 May) also commented that they had not received responses to their written suggestions or questions.
Why is there such a push to vote without taking advantage of the time to assure we fix the TAC financial management trouble?
If you have also sent a suggestion to the Board and would like to have that posted, please add it as a comment of this post and we will add it as a separate post on MABT site here. We would like to hear your ideas.
To a better Tokyo American Club!
The MABT Team
Mr. President, Have We Evaluated The Options?
Letter to Tac President 1 May 2010
Author : Rike Wootten
Dear Editor,
This is a letter that I sent to Lance Lee on May 21.
Dear Lance,
I am writing this note today as a concerned member of the Tokyo American Club.
The recent referendum that is now in front of the general membership for vote is a concern. TAC is facing a serious financial situation, and we are being presented with a proposal to increase fees in a very difficult economic environment. Few, if any of our members, are experts in the management of a club such as TAC, yet we are being put in the position as owners of the club to make decisions as if we are. I would like to suggest that we postpone the referendum that is scheduled until such as time as the following idea can be complete. It should not take longer than a few months, allowing the referendum to be completed well before the move to the new club, if ultimately we need it at all.
The Tokyo American Club should issue a Request for Proposal from hotel or club management companies, such as Hilton, Hyatt and Marriott that would cover managing the entire operations of our club. Our day to day operations are similar to that of a first class hotel, outside of room management. Restaurants, sports facilities, bars, concierge etc., are all similar to that found in hotels. By doing so, we should expect the following benefits to occur:
a) Better purchasing power as the groups have multiple operations in Japan
b) Lower operating costs as we have the ability to leverage centralized management that these chains would offer
b) Confirmation that our club is being managed at competitive international standard prices
c) Knowledge that TAC is keeping with international trends
Naturally if our current club managements cost are competitive, we do not need to go beyond soliciting bids. Whereas it may be disruptive to existing staff to do this type of RFP, it should not be a major concern if TAC is being run as efficiently as possible. Also if any management company were to replace our existing management, they would need to keep the vast majority of staff in any event. I would suggest that this RFP be done every several years to confirm that TAC is getting the best value from providers, and that it provides members with transparency over the club operation. To my knowledge, most major hotel contracts run between 5 and 20 years.
I am also aware that there has been concern that management salaries are above the industry norm. I do not believe it is appropriate to have complete transparency over salaries, but would suggest that we hire a firm such as McLagan Associates that specialize in compensation. They should be in a position to advise if our compensation packages are competitive with those in similar positions/industries.
I am and have been very satisfied with TAC over the years. But the times ahead are likely to be difficult ones, and we should ensure that we are always getting the best value we can for our members. It is not the time to raise fees until all avenues have been exhausted.
Sincerely,
Rike Wootten
Member since 1995
