APRIL 2006

SHENANDOAH continued from 36
his predecessors, Kassem has no contract.
“That demonstrates unbelievable
confidence to get the job done.”
CIAAM treasurer Jason Alkamano
is also optimistic. “Shenandoah will
be more efficient, definitely more profitable
and more organized under his
leadership,” he said of Kassem.
“Everyone needed direction, and he is
perfect for the job.”
GUEST editorial
Shenandoah Country Club
is moving forward
GETTING THE WORD OUT
Another challenge for Kassem is
fighting the perception that
Shenandoah is a private club. While
some of its facilities are indeed only
open to members, much is available
to the public. “We need to change
the mindset of the golfers — they are
still under the impression that they
can’t go to the Mixed Grille,” he said
of Shenandoah’s casual restaurant.
It is incumbent upon Shenandoah’s
members to support their club, Kassem
said, adding that those who opt to save
a few dollars per person by booking
their wedding or special event elsewhere
are missing the point.
“Whatever they pay to this club is
supporting success for a new generation
who will really flourish with the
club,” he said.
“The plan is for Shenandoah to
be the banquet heaven of all groups,”
Kassem continued. “It will take some
hard work — planning, training,
marketing. We are building the
blocks right now, doing everything
from scratch.” That includes some
key personnel changes.
Kassam’s smooth style should go
over well with Shenandoah members.
“He is very disarming,” Sarafa said.
“He’s firm but gentle. And his strength
is in not being a glad-hander.”
Alkamano said members need to
look at the big picture. “Every new business
starts off rocky, and this is a new
business,” he said. “The members should
definitely hang in there, and look forward
to enjoying a beautiful facility.”
Kassam is confident he will put
Shenandoah on the right path.
“Progress will be slow and slightly
noticeable,” he said, “but very
noticeable in six to 12 months.”
Sarafa is “100 percent” confident
that things will turn around. “We
will,” he predicted, “be at a breakeven
or profitable point by the end of
‘06, beginning of ‘07.”
MICHAEL
SARAFA
SPECIAL
TO THE
CHALDEAN
NEWS
Shenandoah Country Club (SCC) is poised
to become one of the premier venues for
banquets, dining and golf in the Detroit
Metropolitan region. For the Chaldean community,
it is the source and great pride and the place
that will foster and promote opportunities for
families to socialize, recreate and share experiences.
The Chaldean Community Cultural
Center (CCCC), housed at SCC, will be a
tremendous educational tool for schoolchildren,
our neighboring communities and all who want
or need to know more about the history of the
Chaldean people. For our community, programs created
by the CCCC will be instrumental in the preservation of
our language, culture and history.
Shenandoah is a one-of-a-kind destination. With a
public golf course, 850-person banquet hall, unique dining
room dé cor and menu, indoor gymnasium, outdoor
pool, cultural center, meeting rooms, activity rooms, pro
shop, locker rooms and more, there is not a comparable
facility anywhere in the country. While we have built
the jewel of the community, the size and the scope of
the project have also created a unique set of challenges.
Shenandoah opened in January of 2005 with much
fanfare and great expectations. These expectations were
quickly overwhelmed by a very difficult transition to a
new, much larger, more complicated and more expensive
building than we planned for or what we were used to at
the Southfield Manor. The business plan that was created
for the new property was not realized and the financial
and operational strain of such a large project created
a hardship for the board, staff and membership.
As we celebrate our first anniversary at the new
Shenandoah, these challenges persist. They are, however,
manageable and solvable with hard work, commitment
and the support of the entire community. At our
Anniversary Mass celebrated by his Excellency Mar
Ibrahim Ibrahim at SCC on March 9, the Bishop called
for more unity surrounding the issues of the club. He
acknowledged the financial difficulties but aptly pointed
out that they paled in comparison to the ability, wherewithal
and prosperity of the Chaldean community. His
Excellency challenged the community to look to the
opportunity that this facility creates for future generations.
The new Board of Directors has moved quickly to
reorganize the staff and trim overhead. This past
February, Mr. Kamel Kassem joined us as our new
General Manager. He brings a wealth of food and beverage
management experience. He is leading a turnaround
at this property that is already bearing
fruit and has reorganized the banquet department,
main office, accounting function, kitchen,
maintenance staff and wait staff. More positive
changes and additions are coming.
A very active Operation Committee is leading
the charge to improve every aspect of club operations
from proper controls to staff etiquette. The
Social Committee has planned numerous successful
activities that, with the banquets and other
events, have helped book the club for most of
2006. A “Magic of the East” Chaldean Nightclub
held every other Saturday regularly sells out. This summer,
the opening of the pool and golf course promises to
bring an entirely new level of activity at the club, which
is already at an all-time high in terms of programs and
activities for all ages.
It is time to keep our eyes
on the windshield and not
on the rearview mirror.
Operationally, the property is forecasted to break
even by late this year and or early next year. Into 2007
and 2008, we are hopeful that Shenandoah will be generating
positive gross margins. However along with the
building of our “jewel” comes a price tag and there is no
doubt that addressing the long-term finances remains
our number one priority and goal. The board and
Finance Committee are actively working to meet the
challenges associated with the debt and the substantial
monthly payment to the bank. This issue is not insurmountable
and will be addressed so that we will have
positive cash flow in the future while keeping the club
as affordable as possible.
There should not be any doubt about the future of
Shenandoah. It remains as strong and viable as ever. In
terms of our success, the question is not “if” but rather
“how” and “when.” It is time to keep our eyes on the
windshield and not on the rearview mirror because
progress is synonymous with moving forward. Moving
forward with focus, determination and unity, our success
will be inevitable.
Michael Sarafa is president of the Board of Directors of the
Chaldean Iraqi American Association of Michigan, which owns
Shenandoah Country Club.
APRIL 2006 CHALDEAN NEWS 39