DAVE WHITE
EDITOR’S NOTE
Dave White is the editor of BoardRoom magazine. If you have comments on this article or suggestions for other topics, please send Dave an email to: dave@boardroommag.com.
Board Education Is a Must We’ve recently fielded a few calls and requests from readers wanting more information about board governance issues. Much of this discussion has arisen from John Fornaro’s recent Publisher’s Perspectives focused on board education, the scourge of micromanagement and other pertinent matters. Mark Stavish sits as a board member at Grey Oaks Country Club in Naples, FL, a club that began the transition from a developer-owned club to that of an equity club several years ago. “Our objectives are certainly different from those of a developer,” Stavish related in a recent phone conversation. And yes, issues can arise for clubs making the transition, especially where the board has not made a total commitment to developing policy while allowing the club’s senior management to handle the day-to-day operations. So, sometimes it’s difficult for board members, especially those who have driven their operations and have enjoyed great success with their own companies, to relinquish control. Sometimes it’s difficult to give up the thought that a club just can’t operate without someone sticking their fingers in management’s pie. So, part of the solution is a commitment to collaborative governance, whereby the board sets policy and leaves the day-to-day operations to the general manager and staff. This comes about through board education and that’s the thrust of John Fornaro’s Publisher’s Perspective in this issue. No question, ‘Educating Board Members Makes a Difference.” So how do you ensure that your club has a robust, cohesive board to address the many critical issues facing clubs today and while leading your club to a successful future? Education, of course. A board of directors is only as effective as its weakest director. If board members aren’t doing the job they’ve committed to, it unquestionably will have a tremendous impact not only on the board but also on the club and its member experience. No doubt there are clubs today in this position. Fornaro’s Publisher’s Perspective shines some light on these issues with solid contributions from highly qualified people in the private club industry who know what it takes to develop a successful, sustainable club. Our Publisher’s Perspective offers recommendations aplenty and food for thought for every private club board of directors. It should be required reading for every board member. 4
BOARDROOM | JULY / AUGUST 2021
n n n
Rosie Slocum, director of membership and marketing at BallenIsles Country Club in Palm Beach, FL, gives us a look at the past and the value of celebrating historic milestones and traditions. Fifty years ago, BallenIsles hosted the 1971 PGA Championship, won by Jack Nicklaus in a wire-to-wire victory. So recently, BallenIsles celebrated this achievement with the 50th anniversary of the tournament and Jack’s win. This celebratory event focused on historical data, memorabilia, and Nicklaus reminiscing about those earlier days... another great day to be entrenched in BallenIsles’ history. Also significant to the day was the fact that it was Barbara Nicklaus’s birthday...as it was in 1971. “A unique double,” remarked Slocum. And as she says, “Another reason to celebrate your club’s milestones and be proud of the club’s storied past with members today.” n n n
BoardRoom this issue is all about congratulations and people being recognized by BoardRoom for their achievements in the private club industry. As BoardRoom celebrates its 25th anniversary this year, we’re paying tribute to the long-valued relationships by recognizing the contributions of Henry DeLozier, partner at GGA Partners and Rick Coyne, principal with ClubInsights. There’s also a story about Dr. Bonnie Knutson, a long-time BoardRoom contributor who is being recognized as the recipient of the Dave White Editorial Award. Lastly, Dick Kopplin of Kopplin Kuebler & Wallace fills us in with information about partner Tom Wallace, who is being recognized as the Gary Player Educator of the Year for 2020. Congratulations to all! n n n
In our May/June Boardroom, we published a story about Dr. Bob Hymes, from Westwood Country Club, Vienna, Virginia, as one of BoardRoom’s top president for 2020. Unfortunately, we placed this club in Austin, Texas, rather than Vienna, Virginia, where it is located. Our apologies to Dr. Hymes, Bryan Stone, GM and COO of Westwood Country Club in Vienna, also to Dennis Petrash, GM of Westwood Country Club in Austin. B R
Publisher/CEO
Co-Founder/CEO
John G. Fornaro
John G. Fornaro
Editor
President
Dave White
Keith Jarrett
Assoc. Editor/VP Creative
Chief Analyst
Heather Arias de Cordoba
Frank Gore
Copy Editor
Chief Information Officer
Chryssoula Filippakopoulos
Quality isn’t Expensive It’s Priceless!
Jeff Briggs
Innovative Ideas Editor
Executive Director
Ellery Platts
Bill Thomas
APCD Executive Director
Executive Assistant/ Director of Support
Bill Thomas
Editorial & Marketing Director
Joshua Nuzzi
Dee Kaplan
Contact Information
Business Development
www.DistinguishedClubs.com (949) 376-8889
Joshua Nuzzi
Accounting/Subscriptions Ronni Dana
Contact Information
www.BoardRoomMagazine.com www.apcd.com (949) 376-8889
Featured Columnists Henry DeLozier John G. Fornaro Bonnie J. Knutson Nancy M. Levenburg
Melissa Low Philip G. Newman Gregg Patterson Michelle A. Riklan
Bill Schwartz Dave White
Contributing Writers Hassan AlSayegh Nancy Berkley Susan Bozeman Peter Cafaro Timothy N. Castor Jarrett Chirico Ron Cichy John Cochran Frank Cordeiro Trevor Coughlan Michael Crandal Dave Doherty
Todd Dufek Jimmy Dunne John Easterbrook Jr. Boris Fetbroyt Angela Grande Susan Greene Kelley Harris Angela Hartmann Brian D. Idle Varun Khanna Richard Kopplin David W. Lacey
Steve Lovett David Mackesey Jacque Madison Chris McCagg William P. McMahon, Sr. Peter J. Nanula Bill Nauroth Donna M. Otis Mike Phelps Greg Pieschala Kasey Pipes Ellery Platts
Clay Pryor Whitney Reid Pennell Lauren Ruocco Rosie Slocum Craig J. Smith Rick Snellinger Mitchell Stump Scott Taylor Matt Thomas Bryan Webb Gordon Welch
The most trusted name in
executive search and consulting!
Strategic Partners and Allied Associations
EXECUTIVE SEARCH FIRM OF THE YEAR 14TH YEAR IN A ROW
BoardRoom magazine is published by APCD Inc. 1100 S. Coast Hwy. #309 Laguna Beach, California 92691 The BoardRoom magazine (USPS 022516, ISSN 15537684) is a bi-monthly trade publication. Issue 296 Periodical postage paid at Laguna Beach, Calif. and additional mailing offices. POSTMASTER: Send address changes to THE BOARDROOM magazine, P.O. Box 9455, Laguna Beach, Calif. 92652. Reach The BoardRoom magazine at (949) 376-8889 ext. 1 or email ronni@boardroommag.com or johnf@apcd.com or visit the website at www.BoardRoomMagazine.com.
CLEVELAND / DENVER / JUPITER / NAPLES NEW YORK / SCOTTSDALE / WASHINGTON D.C.
WWW.KKANDW.COM WWW.CLUBLEADERSHIPALLIANCE.COM
480-443-9102
Revolutionizing
The Executive Search Industry Through Education
“Thank you for the wonderful presentation last week. Both my colleague and I found it very insightful with some wonderful tools to implement this season. With the current state of affairs in the world, Gecko Hospitality’s offers an innovative approach to recruitment and retention in this challenging job market.” Nathan Freeland, Clubhouse Manager, Heritage Bay Golf and Country Club in Naples, Florida
EVENT: RECRUIT LIKE A HEADHUNTER LOCATION: KELLY GREENS GOLF & COUNTRY CLUB, FORT MYERS, FL •
13 clubs were represented from Fort Myers, Naples and Bonita Springs
•
37 GMs, Executive Chefs, Clubhouse Managers were in attendance.
Gecko Hospitality was founded to serve the hospitality industry honestly and prudently. We operate on a lean overhead and share our savings with those who support us. Competitive research will confirm that our moderate fee structure sets us apart. Over the past 21 years, we’ve placed more than 35,000 professional managers and earned the respect and loyalty of our clients.
Contact us today.
We’ll connect you to your next awesome manager. (239) 690-7006 ext. 100
Recruiting all levels of management positions for the club industry: Country clubs, golf clubs, yacht clubs, tennis clubs, city clubs, business clubs and equestrian clubs. We know the best person for the position can come from a variety of industries, not just the obvious one.
Connecting people and changing lives, one career at a time.
CONTENTS | JULY/AUGUST 2021 PUBLISHER’S PERSPECTIVE | 10
GLOBAL PERSPECTIVES | 12
FOOD FOR THOUGHT | 14
EDUCATING BOARD MEMBERS MAKES A DIFFERENCE
PUTTING YOUR CLUB’S BRAND TO WORK
ENGINEERING SMART MENU CHANGES
BY HENRY DELOZIER
BY BILL SCHWARTZ
BY JOHN G . FOR NAR O
Your brand is in everything you do…and fail to do. Top-performing clubs are mindful that the club is a brand and board members share the duty of brand management. Most private club board members are illequipped for this task, except for a small few private club board members who are experienced with brand management.
There’s no better time to think about new menu approaches. Members are far more understanding of significant menu changes now than they may have been in the past. Among the decisions menu engineering helps operators make are when to keep items on and when to take items off the menu and when item recipes should be changed.
LEGISL ATIVE COMMITTEE | 16
BOARDROOM BASICS & BEYOND | 18
MEMBERSHIP MUSINGS | 80
NATIONAL GOLF DAY, TIPS, AND INDEPENDENT CONTRACTORS
PREPARING FOR THE VIRTUAL INTERVIEW
IS YOUR CLUB CHEUGY?
B Y MIC H E L L E A . RI K L A N
BY BONNIE J. KNUTSON
BY M ELIS S A LOW
On May 12, the golf industry united for its 13th annual and first virtual National Golf Day. More than 200 industry professionals addressed the most pressing issues facing the industry, including workforce and labor, environmental, and health-related legislation and regulation.
Several years ago, I published an article entitled “They can hear you in your pajamas” regarding non-verbal communication and phone interviews. The basic message? Take the interview seriously, as if it were in person, because how you sound on the phone is affected by your appearance and surroundings. The reason is simple. “They can hear you in your pajamas.”
I bet 99.9 percent of your members have no idea whether their club is cheugy. This is probably true of you and your staff, too, unless, of course, you might be talking to a high school student who is caddying for the summer and a fan of TikTok.
EXECUTIVE COMMITTEE | 92
PLIGHTS AND INSIGHTS | 104
TRIBAL MAGIC | 108
CHEESEBURGERS IN PARADISE… DURING A PANDEMIC
THE COST OF GOLF OUTINGS
WHO ARE YOU?
BY NANCY M. LEVENBURG
BY GREGG PATTERSON
BY P H ILIP G. NEW MAN
Fidelity Charitable, a 501(c)(3) public charity that helps donors maximize their generosity through a donor-advised fund, maintains that “the COVID-19 pandemic has upended daily routines and impacted communities across the world in unprecedented ways. No corner of our society has been left untouched by the effects of the pandemic, including the nonprofit sector.”
People want to know because they need to make decisions — quickly. Do I have coffee with this “online unknown?” Do I want to work for this supervisor? Do I want to work with this employee? Do we want to hire this GM? Do I want to join this club, eat in this dining room or play on this course? Guidance is needed. Questions need asking.
Often private club boards are viewed as a necessary evil – can’t live with ‘em, can’t live without ‘em. But the fact is, boards can be healthy and functional. Board members, however, must know what’s expected of them, as should committee members, and perhaps the best way is to provide a detailed job description.
Responding to the economic fallout from the Great Recession, one of the club industry’s leading bodies commissioned a major study to ascertain what might lie ahead. Many of the predictions coming out of that seminal report proved right on point, but one comment has echoed very hollow since March 2020: “Gated community clubs focused on golf will struggle.”
IDENTIFY AND HIRE TOP CANDIDATES for key executive leadership positions by utilizing the expertise of the PGA of America’s Career Services department and Senior Consultant, Michael Leemhuis, owner of Leemhuis Consult LLC.
pgacareerservices.org/execusearch
SECTIONS
DEPARTMENTS
ON THE FRONTLINES . . . . . . . . . . . . . . . 79
E XE CUTI V E COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Are You an Empathetic Leader?
Top Private Club Presidents 2020
By Donna M. Otis
By Ellery Platts
INNOVATIVE IDEAS . . . . . . . . . . . 100-101
By Ellery Platts
G RE E N COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
ON THE FRONTLINES . . . . . . . . . . . . . . 105
Special to BoardRoom
Tee Boxes and Putting Greens Demand Attention
The Power of Bocce at Country Clubs By Jimmy Dunne
E XE CUTI V E COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
NANCY’S CORNER . . . . . . . . . . . . . . . . 107
GCSAA Survey: Rise in Superintendents’ Average Salary
By Nancy Berkley
E XE CUTI V E COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
DESIGN FEATURE ANGELA GRANDE DESIGN . . . . . . . . 36-37 BOZEMAN . . . . . . . . . . . . . . . . . . . . . 38-39 C2 LIMITED DESIGN ASSOCIATES . . 40-41 CASTOR DESIGN ASSOCIATES, INC. 42-43 CLAY PRYOR INTERIORS . . . . . . . . . 44-45 CLUBDESIGN ASSOCIATES . . . . . . . . 46-47 ELM - ERVIN LOVETT MILLER . . . . . 48-49 HINT – HARRIS INTERIORS . . . . . . . 50-51 MAI – MARSH & ASSOCIATES . . . . . 52-53 MCMAHON GROUP, INC. . . . . . . . . . 54-55 NANAWALL . . . . . . . . . . . . . . . . . . . . 56-57 CHAMBERS . . . . . . . . . . . . . . . . . . . . . . . 60 PEACOCK + LEWIS . . . . . . . . . . . . . . . . . 61 ROGERS MCCAGG . . . . . . . . . . . . . . . . . . 62 STUDIO JBD . . . . . . . . . . . . . . . . . . . . . . 63
By Gordon Welch
By Angela Hartmann
Will Your Club Grab This Junior Golf Opportunity?
Put Down Your Phone
TE CHNOL OG Y COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Early Detection Practices for Club Cybersecurity Response By Hassan AlSayegh and Varun Khanna
E XE CUTI V E COMMI TTE E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Focus on the Fundamentals When Designing Your Team By Jacque Madison
COMMITTEES EXECUTIVE COMMITTEE . . . . . . . . . . . . 24
GREEN COMMITTEE . . . . . . . . . . . . . . . . 73
By Ron Cichy
By Bill Nauroth
EXECUTIVE COMMITTEE . . . . . . . . . . . . 26
GREEN COMMITTEE . . . . . . . . . . . . . . . . 74
The Title of My Book Is _____ - Part II Replacing That Old Irrigation System
Attract the Best People to Lead Your Club Plants Need Oxygen
By Frank Cordeiro, By Dave Doherty David Mackesey and Kasey Pipes
GREEN COMMITTEE . . . . . . . . . . . . . . . . 76
Dr. Bonnie Knutson Recognized With Dave White Editorial Award By Dave White, editor
Digitize to Optimize
By Lauren Ruocco
By Michael Crandal, CNG
HR COMMITTEE . . . . . . . . . . . . . . . . . . . 82
By Rosie Slocum
By Greg Pieschala
EXECUTIVE COMMITTEE . . . . . . . . . . . . 30
The COVID ‘Crisis’ at Premier Clubs By David W. Lacey
By Whitney Reid Pennell
RACQUET COMMITTEE . . . . . . . . . . . . . 94
The Labor Drought, Now What?
EXECUTIVE COMMITTEE . . . . . . . . . . . . 32
HOUSE COMMITTEE . . . . . . . . . . . . . . . . 34
Locker Room Lessons from the Pandemic By Todd Dufek
FINANCE COMMITTEE . . . . . . . . . . . . . . 70
By Richard Kopplin
TECHNOLOGY COMMITTEE . . . . . . . . . 103
HISTORIC COMMITTEE . . . . . . . . . . . . . 111
By Peter J. Nanula
Thomas B. Wallace III BoardRoom’s Educator of the Year
By Trevor Coughlan
Stewardship of Your Golf Course
When Is a ‘Yes’ Vote a Green Light?
FEATURE . . . . . . . . . . . . . . . . . . 88
Understanding Cloud Versus Locally Hosted Software
EXECUTIVE COMMITTEE . . . . . . . . . . . . 28
Eight Residual Positive Effects of COVID-19
FEATURE . . . . . . . . . . . . . . . . . . 64
TECHNOLOGY COMMITTEE . . . . . . . . . 102
Get Your Terms Right
By Mitchell Stump FINANCE COMMITTEE . . . . . . . . . . . . . . 72
Outsourced Versus In-House Payroll By Scott Taylor
The Three-Step Foundation to Teaching Pickleball By Jarrett Chirico
RACQUET COMMITTEE . . . . . . . . . . . . . 96
Bringing History and Traditions to the Forefront
COVER STORY . . . . . . . . . . . . . . . . 20 . . . . . . . 22
Data Collection to Build a Successful Racquets Program
Publisher’s Note Golf Staff Appreciation Day
MEMBERSHIP COMMITTEE . . . . . . . . . . 97
CELEBRATION OF COLLABORATION . . . . . . . . . . . . . 84
By Susan Greene
By Dave White, editor
By Boris Fetbroyt
Membership Team for the Future
MEMBERSHIP COMMITTEE . . . . . . . . . . 98
Raising Brand Awareness to New Heights By Mike Phelps
For Henry DeLozier
CELEBRATION OF COLLABORATION . . . . . . . . . . . . . 86
Rick Coyne
By Dave White, editor
JOHN G. FORNARO
PUBLISHER’S PERSPECTIVE
John G. Fornaro is the publisher/CEO of BoardRoom magazine, co-founder/CEO of Distinguished Clubs and the CEO of the Association of Private Club Directors (APCD). If you have comments on this article or suggestions for other topics, please contact John Fornaro at (949) 376-8889 or via email: johnf@apcd.com
Educating Board Members Makes a Difference Often private club boards are viewed as a necessary evil – can’t live with ‘em, can’t live without ‘em. But the fact is, boards can be healthy and functional. Board members, however, must know what’s expected of them, as should committee members, and perhaps the best way is to provide a detailed job description. Just like any other position in the workplace, directors need to know what’s expected of them. Governance is a prickly subject. Private clubs that started as the domain of a few are now appealing to a much broader market and people who want a say in the direction of their club. There’s a legion of reasons, not the least being the fact that a robust and cohesive board can give a private club the thrust, the drive…the impetus and the vision to achieve its – the members’ – goals.
is only as effective as its weakest members. If board members aren’t doing the job they committed to and for, it unquestionably has a tremendous impact not only on the board but also on the entire private club. This can be especially true if a board member is the weakest link by their choosing…i.e., a lack of commitment, little or no pre-board education or orientation, little or no pre-meeting preparation, being a disruptor or a failed team player. And make no mistake, these board members exist…you may have one in your midst! How many evenings or board meetings have been frittered away with little being accomplished while someone harps on their agenda or because an ineffective board member simply hasn’t prepared properly for the meeting and items on the agenda? How often have you gone home with that empty feeling that little, if anything, has been accomplished? Is your board on board? Where does it all begin?
Board orientations and retreats are imperative every year and all board and committee members need to participate. Not only does this become an orientation for board members and future board members, but it also allows a longer view of the future based on the club’s strategic plan. It’s as we’ve always said at BoardRoom magazine, “Replace emotion with facts.”At least, that’s the way I see it. So how do you ensure that your club has a robust, cohesive board to address the many critical issues facing clubs today and leading your club to a successful future? Education is, of course, a major thrust…the direct education of board directors. However, the focus must be on what is often termed “stewardship”, where the objective is focused on solid decision-making providing sustained leadership and stewardship for the club today and into the future. Early preparation unquestionably can prevent difficulties further down the road. It’s patently clear with club boards, as it is in many aspects of our lives today where we depend upon other people for what we do, that a board of directors 10
BOARDROOM | JULY / AUGUST 2021
“I believe that once the nominating committee has picked its slate, the GM/COO/CEO has a responsibility to start educating those future board members on the club’s inner workings and the government systems. Unfortunately, too many paid leaders are hands-off in this approach, and I truly believe that the sooner you can start the education process, the better the organization will benefit from it,” expressed Michael McCarthy, CEO of Addison Reserve Country Club, Boca Raton, FL. While an early start on the educational process is essential, Tarun Kapoor, managing director, Kapoor and Kapoor Hospitality, San Marino, Ca, views a club’s committees as a good starting point. “Ideally, board members are sourced from committees where active and contributing members are cultivated. They are given the SEE PUBLISHER’S PERSPECTIVE | 118
ADDISONLAW
gm ETHOS
CLUB
&
LEISURE
m
EXECUTIVESEARCH
Equity Turnovers
Business and Brand Strategy
Executive Search
Acquisitions and Sales
Operations
Human Capital Management
Membership Plans / Bylaws
Repositioning and New Capital
Post-Hire Consulting
Licensing and Permitting
Development/Sales
HR Compliance
Deal Structures
Redevelopment
Training/Team Building
CREATING FOUNDATIONS FOR SUSTAINABLE SUCCESS addisonlaw.com
ethosclubandleisure.com
gsiexecutivesearch.com
The Crossings, 5429 LBJ Freeway, Suite 400, Dallas, Texas 75240 • (972) 341-8133
HENRY DELOZIER Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com
GLOBAL PERSPECTIVES
Putting Your Club’s Brand to Work Your brand is in everything you do…and fail to do. Top-performing clubs are mindful that the club is a brand and board members share the duty of brand management. Most private club board members are ill-equipped for this task, except for a small few private club board members who are experienced with brand management. Here are three guidelines that help board members to be more effective managers of their clubs’ brands. UNDERSTAND WHAT A BRAND IS AND DOES First, board members must embrace the duty to manage the club’s brand. In so doing, it is essential to understand, as Seth Godin, the author of This Is Marketing, explains, “Every interaction, in any form, is branding.” Every member-guest event, every email sent to members, every member-to-staff interaction, every invoice paid or unpaid by the club, and every member is an enactment of the club’s brand. To manage the club’s brand effectively and consistently, board members must align vision, mission, and brand. A club cannot profess to provide excellence in member services and satisfaction while reducing the quality of the components of members’ enjoyment of the club. A club cannot claim to provide a “world-class golf experience” and seek means to reduce the quality of the care and upkeep of the golf course. Recognize that the brand of your club – as told through countless moments – tells stories and truths about your club. RECOGNIZE HOW YOUR CLUB SHOULD MANAGE ITS BRAND The value of your club’s brand can be reduced to a pretty simple formula, although brand management is not a simple proposition: Value = Performance + Emotion / Experience Price In private clubs, the brand value proposition is tied directly to the emotion of the experience. Members have an emotional relationship with their clubs and not a transactional relationship. Thus, members are angry when their clubs disappoint them…it is personal. Don Draper once described brand on Mad Men: “You, feeling something, that’s what sells.” Brand experts and authors Al and Laura Reis emphasize in their book The 22 Immutable Laws of Branding that the objective is singularity. In the competitive mar12
BOARDROOM | JULY / AUGUST 2021
ketplace, most clubs struggle to create and maintain true market differentiation because so many other clubs claim to provide the same services…better or cheaper. The challenge for private club board members is to set the club apart from others on a favorable and consistent basis. Five easy-to-remember keys guide brand building for private clubs: 1. Begin with the club’s vision. The vision expressed within the club strategic plan is the key here. 2. Know your audience. Few clubs adequately study their markets to understand the internal and external forces shaping the club’s audience. 3. Know your competition. Calling other clubs to learn how much they intend to increase monthly dues and joining fees is NOT market research. It is especially off the mark when one is engaged in branding an emotional relationship. Knowing what club members in your market expect, fear, and will pay extra for is the market knowledge that is needed. 4. Provide reasons for them to choose your club. How does your club provide value with the emotional experience being provided? How does your club bring families together, provide for shared well-being, and foster a sense of unforgettable memories? 5. Find your voice…and use it. Messaging from your club must resonate with your target audience segments. The club’s messaging must be relevant, reiterative, and reliant on multiple media (beyond the monthly email blast). MONITOR AND PROTECT YOUR BRAND The primary responsibilities of board members are strategy, finance, governance, and leadership dedicated to protecting the club or business entity. Nowadays, brand management is an additional duty for boards. To nurture and increase the impactful influence of your club’s brand: 1. Evaluate the club’s brand value in the context of market reach and penetration metrics. 2. Confirm the relevance of your club’s value proposition using the simple formula above. 3. Understand your club’s place in terms of industry trends and best practices. 4. Refresh the club’s points of market differentiation. 5. Monitor and study your web analytics to know keywords, search and usage preferences, and communications effectiveness. Branding is the glue that holds together your club’s mission, vision, and achievements. B R
INTRODUCING
The Private Club Industry’s First Staffing App
W W W. J O N AS C LU B . CO M
Shift Manager uses smart features, intuitive design and a people-first approach to help you manage your staff. It’s a complete mobile and web solution that helps you build more effective schedules, accurately track time and attendance, and communicate more efficiently with your people.
SCHEDULE SMARTER MANAGE ON THE MOVE FILL SHIFTS FASTER GET REAL-TIME UPDATES MAKE REQUESTS & APPROVALS CLOCK-IN AND CLOCK-OUT
VISIT JONASCLUB.COM TO LEARN MORE
1-888-789-9073 | sales@jonasclub.com
BILL SCHWARTZ
FOOD FOR THOUGHT
Bill Schwartz is the founder and CEO of System Concepts, Inc. (SCI), based in Scottsdale, AZ. SCI specializes in F&B procurement and inventory management and developed the FOODTRAK Food and Beverage Management System. Bill can be reached at (480) 951-8011 or bills@foodtrak.com.
Engineering Smart Menu Changes As food and beverage comes back to life, there’s no better time to think about new menu approaches. Members are far more understanding of significant menu changes now than they may have been in the past. Menu engineering uses contribution margin (selling price minus cost times number sold) to classify menu items into four basic categories: stars, plow horses, puzzles, and dogs. Based on this classification, you can determine what to do with those items to make the menu perform more profitably. Among the decisions menu engineering helps operators make are when to keep items on and when to take items off the menu. It helps operators determine which items are under or overpriced, and which items need to be repositioned on the menu to gain more popularity. It also helps to point out when item recipes should be changed to reduce portions or otherwise reduce the cost of the menu item in question. THE BASICS Menu engineering ignores food cost percentages and focuses strictly on financial contribution. For example, using the traditional mindset, a steak dinner with a 40 percent food cost might be considered less profitable than a pasta dish with a 20 percent food cost. However, since percentages can’t be banked, consider the dollars. If the steak entree sells for $35 and has a cost of $14 (40 percent), its gross margin is $21. On the other hand, if the pasta dish sells for $20 and has a cost of $4 (20 percent), the margin is $16. Using this view, the deposit slip is larger with the steak sale than the pasta sale, even though the pasta has a much lower food cost percentage. Secondly, to make sense of the importance of a menu item, it’s also necessary to consider its popularity, making the other key factor in the analysis the number sold of the item for the study period. These two factors must be considered together (creating the contribution margin) to properly rank items on the menu. For example, compare the overall profitability of coffee to the overall profitability of the steak dinner. Coffee sells for $3 per cup in the restaurant and has a cost of 25 cents per cup (ignoring refills, cream and sweeteners for now), giving the coffee a gross margin of $2.75. 14
BOARDROOM | JULY / AUGUST 2021
Even though coffee is far less profitable than the steak dinner in terms of raw dollars, when we multiply the number sold by the gross margin for coffee and for steak dinners, we can compare the two equally as to their impact on profits. If we sold 1,000 coffees and 100 steak dinners, the profit from coffee would be $2,750, while the profit from steak dinners would be $2,100. We make more money on coffee than steak in this example, even though the per-item margin is much higher for steak. Menu engineering takes this approach a few steps further. Using the margin and sales mix information along with total customer counts, the menu engineering model places each menu item into one of four categories: Stars – high popularity and high margin Plow horses – high popularity and low margin Puzzles – low popularity and high margin Dogs – low popularity and low margin Obviously, everyone wants stars, and nobody wants dogs. Therefore, the common actions associated with these classifications are to maintain the status quo for stars (no changes) and to replace the dogs with something that will be more popular, more profitable or hopefully both. Plow horses are items that sell well but don’t make enough money. These items should typically be retained on the menu, but to make them more profitable it might be necessary to raise their price or reduce their cost by changing the portion sizes. Puzzles have good margins but aren’t very popular, so they either need to be repositioned on the menu to gain higher visibility, renamed to make them more appealing, or replaced if these things don’t work. EASY TO CALCULATE, HARDER TO IMPLEMENT What could be simpler than a system that allows you to classify all your menu items and scientifically decide what to do with them? Of course, nothing worthwhile is quite that simple, and in addition to software for performing menu engineering, entire books have been written about menu analysis using menu engineering techniques. Some full-featured food and beverage management systems include menu engineering reports. Of course, spreadsheets are fully capable of handling the simple calculations associated with the approach, but not so great with real-time recipe costing – a critical element of the calculation. However, you get it done, a well-implemented approach for menu engineering can be a significant way to improve food and beverage profitability. Just remember that banks do not accept percentages on deposit slips, and you’re off to the races. B R
EXECUTIVE SEARCH “It was certainly a great experience and an immense pleasure to work with the team at Golf Business Network to locate top candidates for our Director of Golf position. The GBN team are consummate professionals who were always accessible throughout the search process. My search for a new Director of Golf with GBN was an extremely positive experience, and I strongly recommend them to any club looking for professional assistance with locating talented candidates.” David Sheppard, General Manager/COO — Atlanta Athletic Club
Patrick Seither
PRESIDENT/CEO
Bob Ford PARTNER
Dave Ransom PARTNER
“From the beginning, GBN’s professionalism was remarkable. How they went out of their way to learn the culture of not only the membership but also the staff shows they truly understand the club industry. The result for us was an outstanding new hire. We couldn’t have done it without them.” Aidan Murphy, General Manager — Old Warson Country Club For more information, please contact Patrick Seither at 919-372-8220 GOLFBUSINESSNETWORK.COM
MELISSA LOW
LEGISLATIVE COMMITTEE
Melissa Low, CAE, is the senior director of communications and advocacy for the Club Management Association of America. For the latest information on these and other issues affecting the club industry, please visit CMAA’s Legislative Report blog at www.cmaa.org/legislative.aspx
National Golf Day, Tips, and Independent Contractors On May 12, the golf industry united for its 13th annual and first virtual National Golf Day. More than 200 industry professionals addressed the most pressing issues facing the industry, including workforce and labor, environmental, and health-related legislation and regulation. The Club Management Association of American (CMAA) attendees joined with members of the American Society of Golf Course Architects, Golf Course Builders Association of America, Golf Course Superintendents Association of America, National Golf Course Owners Association, National Alliance for Accessible Golf, PGA Tour, PGA of America, USGA, and U.S. Golf Manufacturers Council for more than 254 individual virtual meetings with members of Congress and their staff. Participants met with representatives of 46 states. It has been a busy spring with the rollback and implementation of impactful federal regulations affecting the club industry. Here’s the latest information on H-2B visas and further changes to the tip and independent contractor rules by the Department of Labor (DOL). DHS ANNOUNCES INTENTIONS TO RELEASE 22,000 ADDITIONAL H-2B VISAS On April 20, the Department of Homeland Security (DHS) announced its intentions to make an additional 22,000 H-2B visas available for the remainder of FY2021. While the DHS did not provide an exact timeline, it stated that the “additional visas will be made available in the coming months.” In this supplemental release, 6,000 of these visas will be earmarked for workers coming from Honduras, El Salvador and Guatemala. Employers will have to comply with additional requirements. Employers who apply for these visas must attest that their business will “suffer irreparable harm” if they are unable to access additional workers and engage in additional recruitment efforts for US workers. As of Feb. 12, U.S. Citizenship and Immigration Services (USCIS) received enough petitions to reach the congressionally mandated annual cap of 66,000 on H-2B visas for temporary nonagricultural workers for the fiscal year 2021. The first half cap was hit on Nov. 16, 2020. Tip-sharing rule: What’s effective April 30 and what’s delayed to Dec. 31? 16
BOARDROOM | JULY / AUGUST 2021
On April 28, the DOL finalized the delay of the implementation of the 2020 final rule adjusting the tip provisions of the Fair Labor Standards Act (FLSA). As of April 30, the following provisions took effect and are enforceable: • Employers, inclusive of managers, and supervisors, are explicitly prohibited from keeping tips received by employees. This is effective for all clubs, regardless of whether they use the FLSA tip credit or not. • Employers can now include a broader group of employees, such as back-of-the-house staff, like cooks or dishwashers, in mandatory, non-traditional tip pools. For clubs electing to establish such a mandatory, non-traditional tip pool, new recordkeeping requirements are in effect. (This would be similar to what is required of employers who do take the FLSA tip credit report on IRS Form 4070, the Employee’s Report of Tips to Employer.) • Any club that has established a tip pool must fully distribute the tips no later than the regular payday for the workweek or pay period in which it collected the tips. With the extension to Dec. 31 of the rule’s other provisions, the DOL will further deliberate through the federal rulemaking process. The DOL will consider the portions of the rule which would: • Establish new civil penalties for employers who unlawfully retain tips meant for employees • Address the definitions of “managers or supervisors” to better understand their roles in tipped work • Allow employers to use the tip credit for “any amount of time that an employee in a tipped occupation performs related non-tipped duties contemporaneously with his or her tipped duties, or for a reasonable time immediately before or after performing the tipped duties,” thus eliminating the previous 80/20 doctrine. Before making any changes, clubs should check state and local laws. While the FLSA establishes wage and hour standards for covered workers, it does not supersede more protective state and local mandates. DOL OFFICIALLY WITHDRAWS INDEPENDENT CONTRACTOR RULE In early March, the DOL announced its intentions to withdraw the final independent contractor rule which would have been used to redefine a worker’s status as an employee SEE LEGISLATIVE COMMITTEE | 118
MICHELLE A. RIKLAN
BOARDROOM BASICS AND BEYOND
Michelle A. Riklan is a career strategist, consulting and search executive at Kopplin Kuebler & Wallace and can be reached at: michelle@kkandw.com or (M) (908) 415-4825.
Preparing for the Virtual Interview And Navigating the Video Platform
Several years ago, I published an article entitled “They can hear you in your pajamas” regarding non-verbal communication and phone interviews. The basic message? Take the interview seriously, as if it were in person, because how you sound on the phone is affected by your appearance and surroundings. Your voice becomes the “telephonic appearance.” In a phone interview, it’s just as important to get up, get showered, and get professionally dressed as it is in a live interview. The reason is simple. “They can hear you in your pajamas.” Let’s fast-forward. With today’s uptick in Zoom, GoToMeeting, Skype, and other popular platforms for virtual interviewing, the applicant has many new communication challenges to consider. Not only can the interviewer potentially “hear you in your pjs,” let’s make sure they do not see you in them (or anything else personal and unprofessional for that matter)! This brings voyeurism to a whole new level. I maintain my original position for video interviews. We should treat them as if they are in-person and prepare accordingly. Yes, I encourage all to go the extra mile and complete the outfit – tempting as it might be to remain in your boxers or yoga pants and only dress from the waist up. Beware! You never know when an interviewer may want to test how serious you are and ask you to please stand for a moment. Proper dress aside, the video interview has many touchpoints, and we need to be aware of what they are and how we prepare for them. Candidates are also at a disadvantage by interviewing on screen. Non-verbal body language makes up 55 percent of communication, and the video interview makes it far more difficult to receive, transmit, and/or accurately interpret those non-verbal cues. So, let’s look at both. INTERVIEW PREP Check the internet connection the day of the interview and if you have concerns, make sure to have a backup venue. There is nothing worse than being late to an interview, so double-check the day, time and time zone! Too often, a candidate has blown the interview because of a scheduling mix-up or not having read the invite carefully. Also, with video interviews, a candidate is often interviewing in another time zone so make sure everyone is clear about the time. 18
BOARDROOM | JULY / AUGUST 2021
Always practice, and if possible, ask a friend or colleague to log on with you so they can see how you are positioned on camera. Check for good lighting, reduce any glare, ensure that all equipment is working and that your audio is clear. “Set your stage” by minimizing any clutter or personal items in your background. I don’t recommend any of the computer offered backgrounds as they can distort your image and distract the viewer. Make sure to close your door to minimize sound and deter any furry/four-legged visitors who might want to make a sudden appearance. Once again, get fully and professionally (suit, sport coat/ jacket, tie, etc.) dressed for your interview. Again, solid colors are suggested as we can’t be sure how patterns might distract on the other end. Take care of all grooming in advance (shaving, hair combing, fixing makeup). Sit up straight and look into the camera. Don’t allow yourself to get distracted by your image. The camera is not a mirror. Resist the tendency to be “fixing” yourself up during the interview. Sign on early and wait patiently without fidgeting until admitted to the video call if you have been placed in a “waiting room.” Make sure to have a printed copy of your resume, a pen and a pad of paper for notes on your desk. NAVIGATING THE VIDEO PLATFORM Although COVID-19 has forced many into substituting the in-person interview for the video interview, the video interview presents challenges that the face-to-face interview does not and, in the long run, is not the preferred method. A study from the DeGroote School of Business at McMaster University in Hamilton, Ontario, Canada, revealed that applicants interviewed via video platforms were viewed as less likable than in-person candidates. It’s very difficult to build rapport on video the way one can build rapport in person. Therefore, the video interviewer is at a disadvantage. Eye contact in a live interview is crucial. Making eye contact during a video interview is not impossible; look directly into the webcam. Stay focused and not get distracted. Don’t get too comfortable. Because applicants are interviewing from home these days, there may be a tendency to forget they are in a “real” meeting. Maybe you tend to work in your comfy chair with your feet up or spin in your chair while you are thinking. SEE BOARDROOM BASICS AND BEYOND | 116
ClubTec Has Led Clubs With Unsurpassed Service And Customer Satisfaction For Over 40 Years And Today We Are Leading Clubs Through These Unique Times
Brunch is served outside on the patio Saturday & Sunday! Or if you prefer carryout, Chef Edmonds can package everything for carryout or curbside pick-up. Place your order on the website. We look forward to seeing you soon! Stay Safe!
ay is
e tod
tim r tee
.
0 AM
11:3
will n you omes fours no ncing, se arrive time l dista lea art socia utes. P ur st yo in in ta m fore ain To m every 12 inutes be t go ou than 15 m e starter. more port to th day! re to d n s a ing u r join ks fo Than hnso
Mr. Jo
🏌
It’s W in main e Wedn esd wine list a ay! All b re 50 o The % off ttles on pa . the favori tio is op en! E te w in n the p orte e outside joy a bott coch le of dinne ere a or pick y r-O o ur it nd ta rder ke it up in onlin ho e or call th me for e clu b.
🍷
ClubTec and WebTec have the technology tools clubs need to prepare for the new normal. Change happens and we’ve seen it all!
www.clubtec.com • www.clubtec.com/webtec • 800.800.5506
PGA Operators Rally Support For Back2Golf COVER STORY BY JOHN EASTERBROOK JR.
Since the age of 14, I knew I wanted to follow in the footsteps of my grandfather, Bob Klewin. He was the “mayor” of the town and the community connector as a PGA Member at Tucson National Golf Club in Tucson, Arizona. He wore the badge proudly and loudly, supporting programming and national accounts to the extreme. But, to me, he was the PGA! As I ultimately began my journey into PGA membership, he told me there would be good days and challenging ones. He was an ambassador, promoter and mentor to all PGA Members, but especially to me. So, in celebration of how important the PGA was to him as an operator, I felt compelled to write the following. In some sense, I feel he has helped guide us all through the last year and a half. There were many “pinch me” moments throughout this process. For example, last March, when the governing bodies started to shut down the country because of COVID-19, we all felt a sense of uncertainty and, of course, fear. However, it’s in times like these where leaders lead and the PGA bound together to lead the golf industry efforts, creating a strategy to re-open and sustain the opening of golf facilities across the country. Thus, “Back2Golf” was created. In the early stages of the shutdowns, a few PGA operators talked about how golf could continue to be played outdoors under modified rules and operating procedures. It truly was a grassroots operators’ discussion over a weekend.
Pinch me moment - As a PGA Professional, I did not ever think I’d be part of a group talking to White House medical advisors or the CDC about the game of golf. However, the first few calls were very engaging and positive. Our industry was the first to contact these decision-makers. Golf was going to be needed as part of the recreational outlet to combat the emotional stress of COVID. 20
BOARDROOM | JULY / AUGUST 2021
My granddad told me, “PGA Professionals are passionate about what they do - it was very evident here. We always focus on what we can do to help and provide for others?” On the following Monday, leadership at the PGA rallied all major industry associations with a plan to come together on developing operating standards that could be implemented to re-open the game. Special thanks to the Golf Course Superintendents Association of America and the Club Management Association of America, as well as the many PGA Members who participated in the specifics and creativity to open the eyes of governing bodies to how golf could be played responsibly. No touch pins, modified rules, remote check-in, walking versus riding, tee times, box lunches, single servings etc. – the list goes on and on. The initial outline of Back2Golf was sent to medical experts for review and ultimately to the CDC. Finally, the framework was “approved” and sent into motion. The requirement was to make this work regionally. National and regional meetings were held with operators across the country to refine, refresh and rethink programming based upon state and local requirements. That happened and the game started to open again. The operators made this work. Working with the “halo” of Back2Golf, the local operators worked to open their doors and prove to government officials the game could be played responsibly under new operating requirements. The operators who cared so much about the game figured out ways to provide an avenue of distraction and mental relief by playing golf. Connections were made and families were bound together. Kids and new golfers are participating at levels never seen before. Golf was discovered or rediscovered by many. Golf is a game that’s easy to fall in love with and that’s what many did. As a result, facilities across the country saw record numbers in participation. In addition, memberships and golf-related real estate were seeing historic positive benchmarks. There are simply no positives to come from COVID; it’s terrible and has negatively impacted millions of lives and touched every single one of us. So there is no celebration, but there is thanks to be given. First and foremost, thanks to the front-line workers and responders...they are true heroes! The sacrifices they made can never be thanked enough. It seems a bit of “small potatoes” (my granddad’s term) to thank the operators, GCSAA and ➤
Members of the Southern California Section of the PGA. The photo was taken at Mission Viejo Country Club, and hosted by Mark McDonough, director of golf. Bill Thomas, executive VP for Distinguished Clubs is pictured seated in the front row on the far right.
PICTURED L-R: Junko Harkins, PGA regional junior league manager; Heidi Wright-Tennyson,
Mesa Verde Country Club head golf professional; Tyna Uhlar, Mission Viejo Country Club head golf professional; Kathleen Schwendeman, Coto De Caza
PICTURED L-R: Robin Shelton, ‘SCPGA President’ and Newport Beach Country Club GM;
Russell Sylte, Hacienda Golf Club GM and PGA Master Professional; Thomas Addis III, Executive Director SCPGA
JULY / AUGUST 2021 | BOARDROOM
21
from Cover Story | 21
PGA Professionals, but all of us who care about the industry should. These are the men and women who got up at 4 a.m. who pulled carts, set the course up and operated facilities with new standards for 12-plus hours of tee times a day. These passionate ambassadors to the game are what brought a record number of players into the sport. It was the game that drove the numbers, not the amenities around the game. Your facility maintenance teams and operators all deserve a big thank you. These are passionate professionals that delivered during a time we all needed the sport of golf. As we move back toward normalcy, I remind all of you who have a say in retention and compensation programs for your operators. Keep them in mind, reward them. The industry benchmarks are where they are because of them. So, at a minimum, thank them! The industry hasn’t seen a bubble like this since Tiger. It’s time to capitalize and pay it forward, creating a generational lift for the future of the game we all love. It will take all of us embracing new programming, embracing new players, embracing new rules, but most importantly, embracing the passionate operators that did what they did to lead us to this point. Again, a huge thank you to all the operators, but especially the PGA and GCSAA Members, for their leadership and creativity throughout this pandemic. The game is in a great place because of you. Please continue to be diligent and responsible at your facilities. Be a part of protecting and growing the game. B R John Easterbrook Jr., PGA, is chief membership officer, PGA. He can be reached via email: JEasterbrook@pgahq.com
22
BOARDROOM | JULY / AUGUST 2021
PUBLISHER’S NOTE
Compliments to the PGA of America for lobbying lawmakers, working with the Center for Disease Control and Prevention to develop revised rules and guidelines that have worked to bring the nation’s sprawling network of 14,500 golf courses back into play. While many expected 2020 to be a bad year for golf, it has turned out not to be. Instead, golf courses have never been as busy. Many courses experienced a significant increase in the number of rounds played, and that trend has continued into 2021, particularly as pandemic restrictions have been removed and golf facilities re-opened. As well, many private clubs’ memberships are sold out. Under the leadership of general managers, dedicated superintendents, their maintenance crews, the front-line staff and the PGA Professionals worked to make 2020 a successful year. They took personal risks of catching COVID-19, worked many additional hours – all while dealing with obnoxious members who complained about masks or COVID rules – just to keep the business open. We recognize these unselfish acts. However, the rebound hasn’t been all peaches and cream, as many golf club professionals have faced trying times during COVID-19. Because of the COVID rules, reduced access to tee times because of the increased demand and lack of guest policies at some clubs, the last 12 months have been trying times for many PCGA Golf Professionals who have felt the pressure, demands and stress of not only the pandemic but also the increased participation under challenging circumstances. The negative impact has been strong enough that some have moved on from the golf industry. Still, despite the complaints, many carried on, helping to make 2020 a banner year for golf. We must recognize the efforts of everyone that contributed to making the lives of members better during Covid. So, let’s start with October 1st, recognizing our PGA Golf Professionals. BR John G. Fornaro, publisher
PROFESSIONAL GOLF STAFF APPRECIATION DAY FRIDAY, OCTOBER 1 All staff who have work so hard and diligently during the COVIC-19 pandemic should be recognized and appreciated. Working with the PGA, BoardRoom magazine is declaring October 1, 2021, to be Professional Golf Staff Appreciation Day. It’s a special day that truly should be centered around your professional golf staff members for their efforts during stress-filled days of the pandemic. It’s a time to recognize your golf professionals, who between being anxious about the economic impact of COVID-19, had to execute COVID guidelines, all while dealing with frustrated members who complained about guest policies and a lack of tee times at many courses. These golf professionals were, and remain, part of the front-line employees dealing faceto-face with hundreds of private club members every day. While realizing the fear of taking COVID-19 from the club to their families, your golf professionals continued to teach members, oversee tournaments, and manage the club’s proshop. Make Friday, October 1, a special day at your club by recognizing your professional golf staff in your newsletter, and better still, maybe a cocktail party! B R
The Award-Winning Agency For Private Clubs 8x
Website Company Of the Year Winner
46x
Interactive Media Award Winner
info@membersfirst.com | 508-653-3399
See for yourself at www.membersfirst.com
RON CICHY Dr. Ronald F. Cichy, O.M. is a professor emeritus from Michigan State University and the author of 18 books, including all revisions, editions, and languages.
EXECUTIVE COMMITTEE
The Title of My Book Is ____________________ - Part II You were introduced to the topic of writing your Then write the preface by highlighting some of the features and benefits book in the last issue of BoardRoom. Here is the rest of your book. Include an “about the author,” acknowledgments and the publication date. of the article. In the preface, state why the readers should select your book. What OUTLINE makes your book different and better? What will the readers learn? Now that you have developed the premise, creWhat attitude are you presenting? ate an outline for your book. Work with a competent editor. There may be members or members’ The chapters are the major topics. Within chappartners who have editing skills. If you are close to a university, contact ters, the “A Heads” are the first main categorizathe English or journalism departments for recommendations. tion of your book chapter materials. In this article, One helpful technique is to ask members of your book’s target aufor example, the “A Heads” are: why? premise, dience to read selected chapters of your book before final editing and SMARTER goals, back to the premise, outline, publishing. They will suggest how you can improve readability and/or draft, and other questions. what content you should add or delete. Subtopics in an “A Head” are referred to as Ask them to provide quotes for publicity purposes. Obtain their writ“B Heads.” They further explain the book to the ten permission to use their quotes. They may also contribute examples reader. that make the material more understandable. The outline divides, sorts, and presents inforTo write, to communicate through the written word is a gift. It takes mation. Information is generally presented from some development and it requires practice. Practice constantly to imgeneral to specific, and from what is known to prove. Practice to make permanent. what is not known. Create a folder (manila or electronic) for each chapter. As you come across articles, other writings, things on the internet, books, conversations, and more, place a copy of the relevant material in the appropriate folder. Keep collecting these materials. Do not worry about sorting them now; rather, simply collect and file them. When you are ready to write, sort and organize each folder according to the outline. This is based on the flow you want to achieve in your book. You may combine or alter the arrangement of materials and the outline now. DRAFT Begin writing. Once you have written the first draft of your book’s first chapter, place it on the corner of your desk to “let it cool off.” Come back to it in a week or so. Rewrite and rearrange, if necessary. After you have written and revised all the chapters, go back to chapter one and rewrite it, if necessary, based on changes you have made.
24
BOARDROOM | JULY / AUGUST 2021
OTHER QUESTIONS There is an additional set of questions to consider as you prepare your book for publication. Who will edit your book? Who will publish your book? Will a trade association publish it? Will you self-publish? Some authors choose to self-publish and pay a la carte for services (e.g., development of publicity and marketing plans, editing, and more). Who will register to obtain the ISBN? Who will own the copyright? Consider retaining the copyright for your leadership legacy book. The club should retain the copyright for the club history book. In both cases, include the copyright information in the front matter. Who will do the marketing and publicity? How will sales be handled? How does one purchase the book? In the case of the history book, is it desirable to have member sponsors for various chapters? Are there royalties due to the author? How will the book be shipped to buyers? Detail compensation. All of these are related to getting your book in the hands of readers. I look forward to reading your book. B R
“Kevin and I would like to thank you for your wonderful assistance in the search for our new COO. He will prove to be an A+ leader for us who will take Houston Country Club to the moon! And we believe your process was second to none. I have been involved in a lot of searches over the years and the big-time executive search firms and others could learn a thing or two from you guys.”
William Chiles, Past President Houston Country Club, Houston, TX
LISA CARROLL
JODIE CUNNINGHAM
J. G. TED GILLARY
RICHARD KOPPLIN
KURT KUEBLER
THOMAS WALLACE
SAM LINDSLEY
MICHELLE RIKLAN
LEN SIMARD
JACK SULLIVAN
ARMEN SUNY
ANNETTE WHITTLEY
Specializing in GM/COO, CEO, Assistant General Manager/Clubhouse Manager, Director of Food and Beverage, Executive Chef, Director of Golf/Head Golf Professional, Golf Course Superintendent/Director of Agronomy, Director of Tennis/Director of Racquets, Fitness & Wellness Director, Chief Financial Officer, Director of Finance, Controller, Membership and Marketing Director Searches, and Consulting Services for Private, Resort and Developer Owned Properties, Clubs and Communities as well as Senior Living Communities and Property Owners Associations.
WWW.KKANDW.COM CLEVELAND
/
DENVER
/
JUPITER
/
|
CLUBLEADERSHIPALLIANCE.COM
NAPLES
/
NEW YORK
/
SCOTTSDALE
/
WASHINGTON D.C.
EXECUTIVE SEARCH FIRM OF THE YEAR 14TH YEAR IN A ROW
REGISTRATION NOW OPEN: 2021 CLA PRESIDENT’S COUNCIL The Club of The Future: Rallying Club Leaders to Create Relevant, Enduring Clubs. Monday, November 15th, at Carmel Country Club in Charlotte, NC Private Club Board Members & Team Leaders are encouraged to attend!
For more information and registration please visit: www.clubleadershipalliance.com
FRANK CORDEIRO
DAVID MACKESEY
KASEY PIPES
EXECUTIVE COMMITTEE
How to Attract the Best People to Lead Your Club It’s no secret; in fact, it’s simple. Businesses increase The “help wanted” sign for volunteer director candidates is typically their odds of success when properly led. Yes, clubs available for all members to see. The disconnect comes in the way one also increase their odds of success when properly defines the role of the director. Most highly effective leaders think of the role of the director as overled. Sitting the right members and leaders on your sight, setting the visions for the future, and supporting the senior manboard is paramount. ager as they hold that person accountable to the club’s strategic and How do country clubs find the best leaders in business plan. their membership rolls? And how do they convince Effective boards provide high-level guidance at quarterly board meetthis qualified group to consider volunteering? ings and support management. Compare this to the common country The best way to make volunteer board service club boards in North America. Typically, they bear no resemblance to at your club more attractive to the most qualified this definition. leaders: create an environment and culture that Many operate in the absence of a long-range and strategic plan. Too increases the odds that the qualified member will many operate in monthly (monthly tactical and operating committee say yes to volunteer service on behalf of the club meeting followed by a monthly board meeting to review the tactical and and the membership.
Leaders want to lead. If they see an environment and governing structure that is not conducive to forward, strategic thinking, and thoughtful and transformational change, they are not interested. Quality leaders want to make a difference and they will invest their talent and time on something they care about if they think the environment is conducive to meaningful change. A typical club has several hundreds of members. Many these members have experience in leadership and governance capacities. Some have led businesses that are larger in size and scope than your country club; some businesses are smaller. Some of these businesses are considered highly successful; some are not. Frankly, identifying qualified leaders is easy, and the size and success of the businesses are less important than the leaders’ experience and willingness to govern in a collaborative, selfless, forward-thinking, and innovative manner. As to appealing to members who excel in these areas, clubs must create a club governing environment that would be of interest to these successful leaders. It can be a challenge unless you are willing to change. Is your club willing to change? Unfortunately, often clubs are change-averse. 26
BOARDROOM | JULY / AUGUST 2021
operating issues raised by committees) and annual windows (annual operating and capital budget with the occasional assessment for a oneyear board’s pet project). Quality leaders are less likely to be interested in clubs that use a “social board” format and require them to attend monthly operating meetings (i.e., “social board” private club meetings), forcing them to operate the club, manage the manager, and make decisions that have no chance of making a meaningful difference in the future of the club. Leaders want to lead. If they see an environment and governing structure that is not conducive to forward, strategic thinking, and thoughtful and transformational change, they are not interested. Quality leaders want to make a difference and they will invest their talent and time on something they care about if they think the environment is conducive to meaningful change. The clearest evidence indicates a standard country club governance structure with a “social board” includes the following: SEE EXECUTIVE COMMITTEE | 28
100% RECYCLABLE RENEWABLE SUSTAINABLE SAVES ENERGY AND RESOURCES U.S. NATURAL SPRING WATER This carton reduces the use of plastic and plastic pollution, making it a green and eco friendly alternative. Show your members you are serious about their health and the planet’s health. Use your own design for a private label WaterBox!
YOU ARE WATER. WATERBOX IS YOU. We are all mostly made of water. Water fuels us. It sustains us. With every carton you are helping sustain the planet.
Be a part of the countless others that have chosen to help the environment.
GREAT WATER. GREAT PACKAGE. | www.waterboxllc.com | 877-464-3493
MICHAEL CRANDAL, CNG
EXECUTIVE COMMITTEE
Michael Crandal, CNG is co-author with Gabriel Aluisy of the groundbreaking book The ABC’s of Plutonium Private Club Leadership (www.plutonium.club). He can be reached directly at (760) 464-6103
Eight Residual Positive Effects of COVID-19 Members and staff have a greater appreciation of Streamlining of menus and F&B outlets was mandated by COVID. But the friendships and social interaction at the club. these steps were ALWAYS a good idea for efficiency. Stay the course. The game of golf has been strengthened. Now, support the management Let’s never forget it. team in making the decisions needed to deliver the product well. Members Members are now more in the habit of making have now seen how well they can do it — now, let them continue to do so. reservations. This is helpful even in the best of The importance of mentoring. Staff reductions have confirmed the times. The same applies to requesting tee times. importance of mentoring and cross-training. Let’s keep it up. The importance of truly qualified BODs. No longer should this be a A greater appreciation of truly loyal club staff. popularity contest. Instead — COVID or not — every club deserves the The BODs have seen their management teams very best qualified people to provide leadership going forward. BR perform at levels never really appreciated before COVID. They did not know the talent of your Oh, and one more thing, just in case you’re wondering. The letters after our author’s team either. Not really. Now you do. name, Michael Crandal, CNG, stand for Certified Nice Guy. Self-certified, by the way. But a nice guy, nonetheless.
from Executive Committee | 26
• • • • • • • •
nine to 15 board of directors 12+ board meetings per year 12+ committee meetings per year selection process by member vote (a popularity contest) monthly availability of time is the top consideration social considerations often fill the resume successful outside board experience is not the top consideration 12 agendas with little strategy, so they are populated with management topics instead • primary reason for interest in board service is their disapproval of the previous board; they want to reduce the loss in a particular department (most often food and beverage), or they want to “represent” and provide a voice for their “interest group.” Each of these elements conflicts with what your club’s most effective leaders hold as the definition of a director. The good news, unlike most other major club challenges, is that these decisions and practices are 100 percent in the control of the membership and the club. The club is one decision away from improving the club’s governance and making forward and strategic governing a reality. Best of all, good decision-making is free. Changing how you have always done it to something closer to what successful companies and leaders are familiar with will fundamentally transform your club’s culture, success and member experience. While country club boards may never transition fully to a corporate board structure, the high leverage changes the club and membership can adopt include: 28
BOARDROOM | JULY / AUGUST 2021
• • •
set the board size at seven to nine meet four to eight times per year use a nominating committee to select directors for the membership’s approval and eliminate the popularity contest • have specific criteria that articulate the desired leadership experience and knowledge • seek out qualified members who have been reluctant to serve in the past • have the targeted strategic initiatives and the process from implementation clearly articulated. The club will benefit beyond measure, and for the qualified leaders, this type of club board service can be a unique opportunity to give back, learn a new industry and make a true and lasting difference. BR David Mackesey is a Diablo Country Club member, vicechair, 2018 strategic planning committee and retired president, The Wine Group, Inc. Frank Cordeiro, CCM, is chief operating officer, Colonial Country Club, Fort Worth, Texas and can be reached via email: fcordeiro@colonialfw.com Kasey Pipes is partner and co-founder of Corley & Pipes. He specializes in media relations, crisis communication, and issues management, and serves as the national spokesman for several corporations and coalitions.
Your members expect genuine Five-Star service. Forbes Travel Guide is the authority on hospitality excellence. We work with the best luxury hotel brands globally. Let us help you elevate your service to improve member satisfaction and retention.
CUSTOM SERVICE STANDARDS DEVELOPMENT
IN-PERSON SERVICE TRAINING
“
ONLINE SERVICE TRAINING
Forbes Travel Guide worked with our leadership team to create custom standards and tailored training which have been implemented throughout the club. We value our partnership with Forbes Travel Guide. Jeffrey P. McFadden Chief Executive Officer/General Manager The Union League of Philadelphia
”
For more information please contact
Ted Thie
Channel Partner, Private Clubs
ted@t3clubsolutions.com 605-310-0578
WHITNEY REID PENNELL
EXECUTIVE COMMITTEE
Whitney Reid Pennell, president of RCS Hospitality Group, is a celebrated management consultant, educator, and speaker. RCS specializes in strategic planning, operations consulting, food and beverage management, executive recruitment, and training programs. RCS has been recognized 11 times with BoardRoom Excellence in Achievement Awards. For more information, phone (623) 322-0773 or visit the RCS website at www.consultingrcs.com
The Labor Drought, Now What? A recent visit to an upscale casual restaurant in Now, the shortage has reached levels such that clubs are unable to Charlotte hit home the staffing shortage we are all open areas or provide a consistent level of service. The situation is untenfacing as the hostess informed me that I could not able, and we must get creative and dig in to find real solutions that work. As we look forward to employees returning to the workforce after be seated for an hour and a half “due to the staffing the government supplemental benefits end, private clubs must make a shortage”, as if it were common knowledge. fundamental shift in hiring, training, and retaining staff if we are to reIt is. Similar instances are shown endlessly on main relevant as a competitive employment industry and keep our clubs social media. strong. Here’s how… The staffing crisis potentially will cause more disruption to the industry than COVID did, sadly. Hire better — Use all technology tools available to reach your ideal According to the National Restaurant Association, candidates, communicate expectations and ensure that they are the more than 110,000 restaurant closures in the right fit for your club’s culture. Use thoughtful landing pages for recruitUnited States eliminated nearly 2.5 million jobs. ing to showcase jobs and other relevant information. Despite there being fewer jobs, there has been When candidates are seeking jobs, they are researching employers. a mass exodus from the industry. Many hospitalCan they access information about your club or is it hidden behind a ity workers have left the industry permanently “member only” website? Gone are the days of requesting in-person as layoffs allowed them to be home with loved
To show you have your employees’ needs and goals in mind, ensure schedules are posted promptly to allow employees to plan their time away from work... personalize their pay with things that matter to them, like paying for a semester of college schoolbooks, providing a mileage stipend, or offering a rotating schedule of four, five, and six days per week within the team, allowing everyone more flexibility, some nights and weekends off and maybe an occasional holiday, too. ones on holidays, nights, and weekends, which has been the standard hospitality schedule for decades. Shipping and retail companies needed a surge of employees for their changing business in 2020, and displaced hospitality workers were prime for the taking. Others found the gig economy better suited them. Gig jobs have easy job entry requirements, and a “make your schedule as you go” option easily allows flexibility to manage work and homelife commitments. Private club industry leaders have talked about the staffing shortage for many years, especially for assistant superintendents, line cooks, and restaurant servers. 30
BOARDROOM | JULY / AUGUST 2021
applications; leverage technology instead to cast a larger net. Recorded or Zoom interviews are expected by younger generations of applicants, and personality or job fit assessments give hiring managers valuable insight. Train frequently and offer educational opportunities — Human capital investment cannot be an afterthought. It must be a calculated, planned program with consideration to a multicultural and multigenerational workforce. New staff will have less applicable job skills and training than before, especially younger employees or those new to the industry. To hire for personality and train for skills, it’s imperative to have a robust training agenda focused on club service, teamwork, social skills, and problem-solving as well as the technical skills for each position. SEE EXECUTIVE COMMITTEE | 116
Real World Challenges. Proven Solutions.
As a division of Troon,® True Club Solutions is the only advisory services firm that draws upon decades of experience, currently serving 585+ locations around the globe. As an alternative to professional management, our advisory engagements benefit clients by tapping into our depth and breadth of expertise to focus on club-specific, short-term needs.
To learn more, contact us at 800.827.9775, or visit TrueClubSolutions.com.
T R U E C LU B S O LU T I O N S .C O M
|
8 8 8 . 8 2 7. 9 7 75
PETER NANULA
EXECUTIVE COMMITTEE
Peter J. Nanula is chairman of Concert Golf Partners (www.concertgolfpartners.com), an owner, operator and all-cash buyer of private golf and country clubs. He can be reached at (949) 715-0602 or via email: pnanula@concertcapital.com
When Is a ‘Yes’ Vote a Green Light?
Most private club bylaws require a 51 percent or 67 percent vote to pass a member assessment or bank loan to fund capital projects. But a club ballot with sizable “no” votes indicates that there is real member pushback which may cause many members to quit the club, reducing the member count and raising dues automatically for the remaining members. At what point does a “yes” vote give your board the green light to proceed with your big renovation project? Very few board proposals are outright rejected by the membership, receiving fewer votes than the simple majority vote that most bylaws require. Most boards know not to bring forward plans that might fail. So, if most proposals pass the bylaw test, what is the real threshold for moving forward with the project? McMahon Group, a leading club capital planner, routinely assumes that five percent of members will leave the club because of a new assessment – either an upfront bill or a monthly addition to member dues. But they also advise boards that the snazzy new improvements will attract new members, offsetting the increased attrition many projects incur. Chambers and other club architects and consultants typically give similar ad-vice, hoping to see these projects move forward. 32
BOARDROOM | JULY / AUGUST 2021
In reality, sometimes new projects generate fresh demand for the club and an influx of new members. Other times, the response is underwhelming. The Ranch CC in Denver completed a $5.5-million clubhouse renovation project in 2015, and the club’s projections to get the bank loan to fund the project assumed that 100 net new members would join the existing 300 golf members (down from the 400+ members the club had from 1993 to 2008). Only 50 new members joined over the next four years – and many quit because of the assessments added to their monthly bill for years to come. This is unfortunately quite common in the club industry – capital projects are pitched to members under a certain set of assumptions, votes are taken, and things don’t always turn out as planned. Then the club has a new clubhouse or course remodel, likely a new board, and a larger bank loan and/or fewer members than when it started. Hard to unwind. How can clubs avoid painting themselves into a corner like this? An elite club in Minnesota conducted a “straw poll” to determine if members wanted a $10-million clubhouse renovation master plan and whether they would pay a certain amount of upfront or monthly assessments to pay for it. The test vote was an underwhelming 51-49 result, so the board tabled the idea. They understood clearly that a massive wave of resignations would have followed, so they were able to drop the idea before borrowing the money and building the new clubhouse. And they avoided a failed vote and all the member turmoil it could have created. SEE EXECUTIVE COMMITTEE (NANULA) | 116
STREAMLINE New M emb er A p p l i c a t i o ns, Spo nso rs, A ppro vers & Onbo ard in g
Al l-in-one pl a t for m t h a t i n t e g r a t e s wit h CRM , E ma il a n d We b s it e .
Learn m o re at: M em berPro cess. co m
TODD DUFEK
HOUSE COMMITTEE
Todd Dufek is the president of the Locker Room Managers Association with 400 - 500 members at over 200 member clubs nationwide (www.yourlrma.com). He is the locker room manager at The Country Club at DC Ranch in Scottsdale, AZ Contact Todd at tmdufek@cox.net for information about membership in the LRMA.
Locker Room Lessons from the Pandemic All of us in the private club business can agree on one thing: The pandemic is perhaps the single, most significant event to hit the club industry in its centuries-old history. And it has given us an unprecedented opportunity to learn from it and to apply some of its lessons to our locker rooms. By the way, these lessons apply mainly to those clubs whose locker rooms were closed for several weeks while members were allowed to continue to play the golf courses. Some of them are: 1. Members realized the importance of shoe care. At many clubs, locker rooms were shut down for several weeks. As a result, members lost access to shoe services. But with the courses still open and with little else to do, many members played four to five times per week instead of the usual one to two. They soon realized just how much their golf shoes suffered without regular care. The service might have been taken for granted at some clubs before the pandemic, but that is likely no longer the case. 2. Elimination of normal amenities provided the opportunity for even better, more personalized service. Many clubs had to pull all of their typical amenities (shaving cream, deodorant, etc.) out of locker room bathrooms to stop the spread of COVID-19. Many left behind only soap dispensers, paper towels and toilet paper. This allowed locker room staff to provide even better, more personalized service. They did so by putting, for example, shaving cream and razors in the lockers
34
BOARDROOM | JULY / AUGUST 2021
of members who shower and shave at the club each day (imagine how terrific it made members feel when staff surprised them by placing products in their lockers that allowed them to continue their grooming habits during this chaos). 3. Social distancing of some amenities allowed staff to continue to make them available despite the threat of COVID-19. To stop the spread of the virus and yet keep certain amenities available, they had to be spread out or socially distanced in their own way. For example, putting out a bowl full of hard candy would be a terrible idea for obvious reasons. But the candies can be placed on a table or alcove and spaced several inches apart. This allows members to enjoy the treats and stay safe from infection at the same time. 4. When a crisis upsets the operation of a club’s locker rooms, staffers adjust on the fly. As noted, the pandemic is the worst societal crisis most of us have ever known. It has required drastic changes overnight in the way we operate. Staff adjusted accordingly. Timeless lessons from the pandemic include: 1. Improving customer service and amenities is an ongoing process, not something that only happens during a pandemic. 2. Fear of spreading the virus forced locker room staffers to make huge changes in nearly all the amenities offered to members; for example, many clubs now offer single-use packets of Bayer, Advil, Tylenol, Claritin, sunscreen, etc. 3. Whether or not we are in the middle of a pandemic, we should always be looking for better products that are more convenient, easier to use and save our clubs money. 4. Providing personalized service, such as having a member’s favorite drink waiting for him after a round, should happen regularly. In other words, a worldwide crisis should not be required so that staff provides the best possible service. It should be a day-to-day occurrence. B R
Angela Grande Design | BOARDROOM DESIGN FEATURE by Angela Grande
Big Focus on Clubhouse Exterior Spaces and Sports Facilities
T
he current trend in the expansion of exterior spaces and sports facilities at clubs has become an excellent opportunity to create resort-style environments that cater to the lifestyles members are asking for today. As we work alongside our current clients on long-range planning, we can agree that the directive from focus groups and management is to design areas that offer members spaces to socialize and enjoy amenities they would get elsewhere at their favorite resorts and vacation spots. One of our current club projects, Montclair Golf Club in West Orange, NJ, is currently at the end of the construction phase on an expansive development of new outdoor facilities. The first phase was opening the new Paddle Hut facility this past year for members to use. One priority for the committee was to have maximum seating for viewing out to the courts. The second priority was a flexible interior space for miscellaneous events. Lounge seating around an oversized stone fireplace and an open kitchenette with additional bar seating has increased revenue and given the members a special spot to enjoy.
Our design process from the beginning was to be sure our designs were always in coordination with the architectural style. Our intent in the additional facilities was to create a summer resort environment by using colors and finishes in indoor and outdoor spaces that live well with the landscape and create a unique outdoor experience for the members. The pool area contains a kiddie pool with water features and is separate from the main pool, where the capacity was increased to accommodate 200 loungers, all under umbrella coverage. Overlooking the pool sits the bar pavilion, lounge and outdoor dining spaces. Finishes include terrazzo and natural wood at the bar, woven sectionals and baked enamel metalframed furnishings dressed with cushions in Mediterranean colors. Umbrella coverage in all areas was a must. We were also conscious of incorporating the club’s signature blue from the logo on specific pieces per the member’s request. Added to the campus are men’s and ladies’ locker rooms and a snack bar with inside and outside covered dining. Both interiors highly contrast the main clubhouse as they were programmed to add another dimension to the member experience. They are more casual and incorporate a lighthearted beach club feeling. The installation of furnishings is planned for the upcoming month, and we look forward to the assignment being well accepted by the membership. As we work with other clients on their long-range planning, we’ve suggested adding areas for casual dining, small bites and bar service both alongside and inside the facilities. Our clients are moving ahead with adding bars and lounge areas in paddle huts, training facilities and bocce and pickleball courts. This includes exploring options for all spaces after considering the information that we collected in our focus group sessions. There has been a significant increase in outdoor investments on the part of clubs. By expanding these areas, clubs are adding tremendous value to the membership. Items such as fire pits and heaters are valuable to extend outdoor seasons. Our firm’s goal has always been to realize what members of each club are looking for and to be forward-thinking in our designs. BR Angela Grande Design is an award-winning full-service interior design firm specializing in clubhouse and residential interiors. Angela Grande, president, can be reached at: (917) 873-2425 or via email at agrande@agrandedesign.com.
36
BOARDROOM | JULY / AUGUST 2021
Bozeman Club & Corporate Interiors | BOARDROOM DESIGN FEATURE by Susan Bozeman
Renovation Recreation THE ATLANTA COUNTRY CLUB
A storied club receives a full facelift that creates an atmosphere appropriate for traditionalists, yet attractive for new members. Since its founding in 1964, The Atlanta Country Club has been a host to numerous PGA and USGA tournaments. Renowned as a top-tier, family-oriented golf and country club, the property has expanded over the past 50 years, but it has always remained focused on delivering sterling amenities. However, heavy traffic from both tournaments and member use takes a toll on any club, and The Atlanta Country Club is no exception. In 2018, The Atlanta Country Club engaged Bozeman Club & Corporate to redesign their interiors so that the long-established traditional aesthetic remained, but one that’s fresh and current for today’s members and lifestyle. Working within the existing spaces, Bozeman Club & Corporate completed a two-year renovation which focused on creating architectural interest, softening the color palette, and incorporating finishes, furnishings, and lighting appropriate for today’s market. Bozeman Club & Corporate dispensed with heavy draperies, dark wood paneling, and dated, heavy furnishings. In their places, the Atlanta-based design firm designed transitional spaces that are refined and sophisticated yet relaxed and inviting. Throughout the club - including fine and casual dining, the men’s grill and bar, the main entrance, and ladies’ locker rooms – Bozeman Club & Corporate transformed the aesthetics while remaining in budget, on time, and within the working parameters so as not to inconvenience members. If you’re looking to overhaul and update your spaces, increase revenue and member satisfaction, please consider Bozeman Club & Corporate for all of your design service needs. B R Bozeman Club & Corporate Interiors is a full service interior design firm located in Atlanta, Georgia. For further information please contact Susan Dario at (404) 237-7745 dario@sbbdesigns.com 38
BOARDROOM | JULY / AUGUST 2021
BEFORE
BEFORE
C2 Limited Design Associates | BOARDROOM DESIGN FEATURE by Craig J. Smith
Taking The Indoors Outside CREATING SAFE EXTERIOR CLUB SPACES FOR SOCIAL DISTANCING
A
s a club designer and stylist, I always enjoy discovering new approaches and trends to aid our country club partners. Since the pandemic, now more than ever, private clubs have the opportunity to focus on their exterior real estate and take the indoors outside. Before COVID-19, C² Limited created various outdoor environments that mimic spaces previously only envisioned inside the clubhouse; now, we utilize these design skills post-pandemic. With the challenges of our new state-by-state regulations on social distancing and indoor dining/bar seating capacity limitations, C² Limited works with clubs to re-imagine their current exterior dining and lounge configurations. To redefine a club’s exterior venues takes more than just a furniture plan. Instead, we set the stage based on the club’s strategic programming, envisioned offerings, and how it will physically interact with the existing architecture, landscape, and views. Design solutions include covered outdoor bars overlooking the 18th tee, enhanced alfresco dining areas with sophisticated chef grill stations, protected open-air lounge areas with TVs, fireplaces, and communal fire pits. For The Stanwich Club in the Back Country of Greenwich, CT, C² Limited collaborated with Rogers McCagg to design an outdoor dining and social patio and overlook terrace. Founded in 1962, the club is on the site of the Hekma Estate, where green fairways replaced grazing cattle. Club membership now enjoys a custom, three-season, covered patio with radiant-heated flooring for alfresco dining. The dining venue centers on an outdoor bar and a lounge area grouped around a massive flagstone fireplace where members safely socially distance in our post-COVID-19 world. A lower-tier features a hardscaped 10-foot long rectangular fire pit overlooking the putting green, with a built-in L-shaped banquette perfect for enjoying port and a cigar. Members can also escape to the rooftop veranda with a second outdoor fireplace and conversational grouping. From everywhere, views of the 18th tee or the New York skyline create an environment to promote members to “linger longer” safely. GM/COO Guy D’Ambrosio said of the project, “Creating outdoor congregational spaces, especially when you can capture the shoulder seasons, is a winning solution. Our members will benefit and enjoy our new space well beyond the golf season. C² Limited Design has delivered comfort and sophistication, yet again.” BR Craig J. Smith is founding partner and co-creative director at C² Limited. Educated and trained as an architect, Craig is widely known for bringing his out-of-the-box, all-things-possible strategic planning approach and creative eye to every assignment the firm takes on. An award-winning hospitality designer, Craig has garnered acclaim for his luxurious and experiential designs infused with interior architectural detailing that create a sense of space and place uniquely positioned for each clubhouse and their campus. 40
BOARDROOM | JULY / AUGUST 2021
PATIO LOUNGE OF THE STANWICH CLUB Technology is a crucial component for private clubs and their exterior rooms. Affluent club members accustomed to cutting-edge technology in their homes will expect it in their clubs. The backbone is a robust Wi-Fi network. The Wi-Fi 6 is the next generation of Wi-Fi technology, with faster speeds, higher efficiency, improved capacity, better coverage, and reduced network congestion. Next, appropriately placed security cameras are critical to any forward-thinking club operation. Now that we have gotten the practical items out of the way onto the toys. High-performing speakers have evolved a lot combining the talents of acousticians, engineers, architects, and landscape designers to merge sound with design. Finally, nothing will bring members back like outdoor viewings for movie nights. Outdoor TV screens provide entertainment, rain or shine; whether watching film classics or sporting events, they endure the elements. When conceptualizing outdoor congregational and dining venues pre- or post-COVID-19, the areas must reflect the clubhouse and campus’ contextual aesthetic. At the same time, the ambiance needs to appeal to a broad cross-generational segment of membership and their families. Creating unique spaces and offerings makes members feel special and draws them and their families to the club multiple times a week. Being special is the equivalent of being cool in the distinguished country club world. The tangible results? Elevated member experience, increased member usage, positive impact on generating revenue, and a high potential for ROI. BR
lifestyle master planning • clubhouse design + detailing • furnishings
Clubhouse Restoration Master Plan Interior Design - Casual Dining
Client Testimonial
“Upon completion of a multi-million dollar clubhouse renovation, that included new and improved dining spaces, event spaces, locker rooms and overnight suites, C2 Limited design proved to be incredible visionaries. They were able to strike a perfect balance between sophisticated and casual when it came to the different venues of Siwanoy’s new clubhouse. The outdoor space lends itself to accomodating members well into the Fall season. We are excited to say that C2 delivered one of the nicest clubhouses that our members have ever experienced and we are pleased to have worked with them.” Kevin McGuirk General Manager Siwanoy Country Club contact: Craig J. Smith csmith@c2limited.com
Christina H. Romann cromann@c2limited.com
Tel: 203.259.2555 www.c2limited.com
Castor Design Associates, Inc. | BOARDROOM DESIGN FEATURE by Timothy N. Castor
Castor Design Lights the Way
THE SPRINGS CLUB IN RANCHO MIRAGE, CA
C
astor Design Associates was commissioned to develop an award-winning program for The Springs Club, located in Rancho Mirage, CA. After years of failed projects involving non-qualified designers and member’s spouses, they put CDA to the task of implementing the club’s new Vision 2020. Castor worked closely with a small design committee on a detailed concept before the committee was dismantled and the approved design was frozen for implementation. This allowed CDA to execute the design without interruption from well-intentioned members changing the design intent, as is usually the case with club renovations. Because the design was locked-in, Castor Design acquired accurate cost estimation from the general contractor and subcontractors without worrying about costly change-orders and cost overruns down the road. The Springs Club was in search of a new look that would appeal to a younger member demographic. To achieve this, Castor relied on their experience with custom lighting, millwork, customized furniture and finishes to develop a look and identity that stood apart from various clubs. This approach allowed them to develop a clubhouse in which the members would be proud and fulfill their desire to reinvent the club’s image. As a result, members are now proud to bring their families, friends, and business associates to the club to enjoy a first-class experience. The existing spaces were dark, dreary, and uninviting. In addition, fabrics and finishes were extremely dated, dull, and lackluster. Castor believed it was essential to create a feeling of fresh and contemporary design the moment the member entered the club. A welcoming lobby which now includes a new backlit ceiling and signature 16-foot custom chandelier, now greets each member. This also includes a glamourous light-colored polished porcelain floor with custom wool area rugs adorning the Main Lobby, introducing the master color system used throughout the club. With these new bright and neutral finishes introduced, an opportunity was provided to showcase colorful exotic fresh floral arrangements on a grand focal table providing fresh fragrance and exuberant color. 42
BOARDROOM | JULY / AUGUST 2021
Members can visually see through the club, experiencing the new custom bar with intricate millwork and custom lighting above. This serves as an anchor for the members to enjoy with a new community bar table adjacent that can seat 14. A clear glass refrigerated wine wall was introduced to display members’ wine collections and serves as an element to divide the bar lounge from the formal dining without alienating members from the activity in the club. This also retains the general open feeling of the overall space. In the new formal dining room, Castor had the opportunity to reuse the existing fireplace and upscale it as a design element. This includes polished quartz finishes introduced from the main bar, visually expanding the size of the club by tying the finishes together. Of course, with a project of this size and after having experienced the COVID-19 pandemic in our lives, we were charged with expanding and designing a new outdoor dining terrace. Through the introduction of this and all of the new dining areas, reservations have been booked solid for weeks in advance. The members could not be more thrilled to have an elegant space to call their own. Since fulfilling The Springs Club Vision 2020, the board, design committee, and The Springs membership could not have been happier with the expenditure of their dollars well spent to provide them with a new image, which is the envy of the Coachella Valley. They recently had a grand opening, and over 900 members attended with great enthusiasm. B R
Clay Pryor Interiors | BOARDROOM DESIGN FEATURE by Clay Pryor
Creating a Unique Sense of Place for a Contemporary Golf Desert Resort OUR PHILOSOPHY Our team is a creative cell that captures the spirit of collaboration, dedicated to creating spaces that embody a true sense of place. Natural colorations and sculptural forms inspired through nature’s organic displays strongly control our approach to interior design—anything authentic, unexpected, collected and rediscovered, is on the table. We like to take risks. The introduction of bold, vivid hues mixed with classic neutrals can enhance the element of surprise. EACH PROJECT IS LIKE A STORY— EVERYTHING HAS A PURPOSE AND PERSPECTIVE The art of storytelling drives our team to capture a strong point of view for each project. Whether we are focused on historic renovations, modernizing existing properties or developing a fresh program for new construction, we are inspired to tell a story through livable environments that function for today’s lifestyles. Clay Pryor Interiors offers a full range of interior design services employing standards in every phase of every project. The CPI team takes historical, geographical, and cultural influences into account, as well as regional art and artisans, natural resources, local building materials, and construction capabilities. Our design philosophy is simple: We design for your market. We seek to incorporate a unique flavor into each project, involving ourselves with the custom design of interior architectural details, interior finishes and materials, furniture, lighting, textiles, artwork, and accessories. A project’s interior vision should be an investment toward creating spaces that showcase our clients’ personalities. B R 44
BOARDROOM | JULY / AUGUST 2021
OUR PASSION IS TO CREATE SPACES THAT...EXCITE, INSPIRE AND RENEW OUR LIVES.
The Project: Private Golf Club Interior Design: Clay Pryor Interiors | Architecture: Swaback Architects
THE GLOBAL APPEAL Trends for design in today’s resort golf club market embark on creating upscale environments through combinations of style that have a sophisticated beauty with an urban attitude. Our goal for this private golf club is to develop interiors that will be seductive yet timeless. Playful, yet powerful. The approach is to create interiors that provide a highly personalized customer experience that stands out in the marketplace. Here, you experience mixing and matching new contemporary expressions with more traditional classic inspirations to build spaces with a true sense of soul! THE INTERIOR VISION - A UNIQUE SENSE OF PLACE Natural craftsmanship is the goal. Whether it’s nature’s work or humankind, our desire to incorporate a sense of craftsmanship is present within the club’s interiors. There is a strong call for the use of organic materials and an abundance of texture. Colors, patterns and textures drawn from the outdoor environments have an effective impression on the patrons. The lines are blurred between the indoor and outdoor transitions. The combined experience for the interior program focuses on strong relationships between the indoor and outdoor living spaces. The interior design captures and utilizes natural qualities of light and shade. THE COLOR STORY Modern rustication through expressions of color is achieved. We are inspired by colors that do not mimic the hues of nature as much as recreate their effect. Therefore, we chose a color palette that creates interior fields of color-blocking in which almost any combination of people, furnishings, art and unique objects settle together in harmony. The club displays a specific palette of textures, materials and hues that provide a memorable experience for the Patrons. The introduction of pops-of-color pays homage to natural displays found in the desert itself. B R Clay Pryor is creative director/principal at Clay Pryor Interiors. For more information, please call (720) 252-0990, email claypryor@ymail.com or visit www.krisclaystudios.com
720.252.0990 | krisclaystudios.com
ClubDesign Associates | BOARDROOM DESIGN FEATURE by John Cochran
It’s Time For Strategic Planning IT’S TIME FOR STRATEGIC PLANNING
COVID-19…..Now that I have your attention, I hope and pray that everyone that reads this column has weathered the storm thus far. I also hope that our readers and those close to them are in good health and continue as such. This pandemic has created some of the worst years this country has seen in quite a while, and while it is far from over, it’s important we implement the lessons learned over the past year and a half. Strategic planning is key to continued success! With that said, what COVID-19 has done to our industry has been, for
ASBUILT PLAN
SCHEMATIC CAMPUS PLAN
STRATEGIC PLAN
the most part…positive. In the majority of the country, our industry is up over 30 percent. Clubs are seeing an increase in membership, golf rounds, food & beverage sales, and the list goes on. People see the need to join clubs for relaxation and a time to get away from the hustle & bustle of daily life. Smaller towns are also noticing an increase in population because of the desire to get away from crowded cities. Therefore, the leaders of the clubs are seeing a need to react to this increase and be educated stewards of their clubs. With certain trends that developed during COVID-19, clubs are starting to develop strategic plans to take advantage of these cultural shifts. NOW is the time to develop a strategic planning committee, start catering to the members and new members, and develop a competitive edge over other surrounding clubs. The plan could consist of interior, exterior, or golf course updates to enhance the planning of the campus. The first thing is to be completely vocal and transparent with your members. Get them involved by way of surveys and other avenues of member sourcing data. The committee should consist of one member representing their interest group, i.e., golf, tennis, F&B, fitness, pickleball or pool. Once the survey and plan are completed, these individual members will be the cheerleaders for the rest of the membership. During the process of developing the plan, it always pays off to give updates to your membership since they are responsible for funding the plan, either through assessment, increase in monthly dues, bond program or bank finance. The primary key is to be transparent every step of the way. Present the members the strategic plan byways of plans, concept photography, renderings, video simulation and budget. Especially the budget, there are so many ways to be creative with the financing of the strategic plan byways of assessment, increase dues, bonds or bank financing. Combining some of these routes can keep the monthly dues to a minimum and, in turn, get the membership behind the plan. I wish everyone continued success and stay safe and healthy! BR John R. Cochran founded ClubDesign Associates in 1992 and has been involved in 300+ renovations of country clubs during his career. Personally, John is a board member at Colonial Country Club in Fort Worth, TX. He has served as house committee chairman for the last four years. He is also part owner of Five Oaks Golf & Country Club in Lebanon, TN. ClubDesign Associates is located in Fort Worth, TX. For more information please call (817) 810-0333 or visit clubdesignassociates.com
FINAL SCHEMATIC CAMPUS PLAN 46
BOARDROOM | JULY / AUGUST 2021
FORT WORTH | PALM DESERT | SCOTTSDALE | BEVERLY HILLS CLUBDESIGNASSOCIATES . COM | 866-484-9853 The Summit Club - Bourbon Speakeasy Tulsa, Oklahoma
T�� A���� -W� � � � � � F � � ��...O � � A �� �� � � T�� � . M����� P������� | A����������� | I������� D����� | C��������� 2020 BoardRoom magazine “Excellence in Achievement” Award Winner
SCOTTSDALE | BEVERLY HILLS | FORT WORTH | PALM DESERT PHXARCH . COM | 888-217-1117
The Summit Club - Dining Room + Bar Tulsa, Oklahoma
ELM | Ervin Lovett Miller | BOARDROOM DESIGN FEATURE by Steve Lovett
The Many Dimensions of a Successful Master Plan
O
ver the past two decades, ELM has assisted many private clubs, resorts, and hospitality venues in developing their facility master plans. As part of each project, it’s important to understand what’s worked, what hasn’t, and lessons learned. Several key considerations have repeatedly emerged that can mean the difference between a successful capital investment and an expensive headache. Below, we share three significant considerations club stakeholders should make before embarking on any major project. UNDERSTAND THE RIGHT-SIZE
It is important to take a holistic approach to planning to ensure future facilities are meeting the needs of current and prospective members. Moving pieces of a puzzle around that accomplishes the needs of all members and management team long into the future. But does that include the expansion of facilities beyond the need of the club? Does the club have a great outdoor space, and the proposed plan is to create an al fresco dining experience that increases dining capacity by 20 tables? Can the kitchen handle the new volume and provide great service? Do we build a new fitness and wellness center that is two times the current size without considering the club’s ability to increase? While trends and changing demographics will drive our future decisions on allocating space and developing facilities, these proposed enhancements need to be thoughtfully reviewed to ensure they don’t inadvertently burden the club both operationally and financially. To truly understand the demand, culture, and needs of a club, it is crucial to emphasize management and staff discussions early in the process.
In most cases, clubs take a few years between major capital initiatives and thus, developing master plans that extend beyond two project initiatives could be misleading. While it is important to understand the bigger picture and how existing projects impact future goals, we caution against communicating long-term plans prematurely. REVISIT BUDGET ASSUMPTIONS THROUGH THE PLANNING PROCESS
That brings us to point number two. In a previous edition of BoardRoom, we stressed the importance of budgeting. Ongoing feedback from our clients suggests that’s even truer today. While plans for future development may look exciting and enticing, are they attainable in a reasonable timeframe? Two decades of experience have taught us that the master planning process must be a phased approach. The first step is 48
BOARDROOM | JULY / AUGUST 2021
identifying immediate needs and communicating the necessary steps to achieve those to membership. Member surveys are a key component, followed by design development drawings to produce effective general contractor pricing to determine a proper construction timeline. In most cases, clubs take a few years between major capital initiatives and thus, developing master plans that extend beyond two project initiatives could be misleading. While it is important to understand the bigger picture and how existing projects impact future goals, we caution against communicating long-term plans prematurely. AVOID A “ONE MORE TIME WITH FEELING” APPROACH
I’ve sat through enough consulting presentations to understand that many members believe their club is unique and unlike other clubs. For the most part, clubs and their memberships are similar. Facilities are generally the same, needs are in-line, and future aspirations are consistent, but what is different across all clubs is culture. What is important to club members and how the design (exterior and interior) is defined is most certainly different in nearly every case. As we celebrate our 20th year of business and look back at what makes ELM stand apart, I am reminded that all good design incorporates a sense of individuality, history, personalization, and pride in its identity. Taking an “out-of-the-can” approach in the design phase is a disservice to your membership. Your chosen firm should make considerable effort to understand your club’s unique culture, values, and environment. B R ELM | Ervin Lovett Miller is a professional consulting firm of planners, designers, architects, landscape architects, and staff committed to creating sustainable, inspiring places. ELM’s experience and expertise have contributed to many successful, noteworthy projects for a diverse array of clients, including private golf and beach clubs; urban planning and mixed-use developments; residential planned communities; hotels and resorts; commercial and multi-family; health care and assisted living; tribal master planning; parks, recreational, open space; and specialized office and retail developments.
Timuquana Country Club
elmplan.com | 904.296.8066 July 2021_Ad Drafts.indd 3
7/28/2021 9:51:09 AM
Harris Interiors | BOARDROOM DESIGN FEATURE by Kelley Harris
Beyond Interior Design
HARRIS INTERIORS REIMAGINES CLUB DINING
I
n 2019, Timuquana Country Club, located in Jacksonville, FL, hired Harris Interiors (HINT) as the club’s Interior Design Firm. The club interviewed three firms and selected HINT for these reasons, according to Greg Sheara, general manager, CCM: 1. HINT’s overall portfolio of private club projects aligned with TCC’s established culture and aesthetic. 2. HINT’s classic and timeless approach to design, and an understanding of trends, without an agenda to change the club’s design to a more modern feel. 3. Kelley’s direct involvement as principal of Harris Interiors, making TCC feel important by having the principal heavily involved to ensure the best outcome. 4. HINT’s attention to detail, use of high-quality materials and high standard for design. The first project was the renovation of the Pow Wow, which serves as member dining and bar/lounge. These spaces were outdated, the furnishings were beyond repair, and there were operational challenges. HINT worked closely with the club to design a custom wine room accessed from the dining room and between the two rooms. The wine room is the feature of the back bar as well. HINT also helped the club centralize access to these rooms by eliminating excess entries. These rooms overlook the St. Johns River, so the new color palette celebrates the natural colors of the views. A bold and vibrant green lacquer is a welcomed surprise and makes the bar a memorable experience for members and their guests. By design, a combination of bar, counter and dining seating offers tiered heights that do not impede the view and provide options for members. In addition, in collaboration with club architect Ervin Lovett Miller (ELM), structural columns have been relocated for expansive window views. The dining room boasts a warm and neutral color palette, allowing the river views to be the focus. A feature dining table accommodates larger parties and special wine dinners. In addition, banquette seating was introduced to add interest and variety to seating. 50
BOARDROOM | JULY / AUGUST 2021
The renovated spaces have been open to the membership for six months. Overall revenue has increased 84.4 percent in both food and beverage compared to 2019. On average, covers have increased by 70 per day. The check average has increased from $22.00 to $28.00 per cover. Culturally, the Pow Wow Room has become an authentic bar dining experience, with members dining in the bar area and at the bar, which was not previously the case. The uptick in covers is a direct result of the bar atmosphere. No question, the change in atmosphere coupled with a strong wine and beverage program has attracted the 30- to 45-year-old demographic that considered the club their last choice for dining before the renovation. Harris Interiors is a full-service clubhouse interior design firm with club projects nationwide. For additional information and portfolio, please visit our website, www.hintatlanta.com, or contact Kelley Harris, principal interior designer, (404)492-5997, kelley@hintatlanta.com.
AFTER
HINT|HARRIS INTERIORS www.hintatlanta.com
Marsh & Associates | BOARDROOM DESIGN FEATURE by Bryan Webb
Lakeside Country Club Sets the Standard For Disaster Recovery
CLUB LOOKS TO MARSH AND ASSOCIATES INC. TO HELP QUICKLY REBUILD, BETTER AND STRONGER, AFTER DEVASTATION CAUSED BY HURRICANE HARVEY
T
wo years after a $10 million renovation on the clubhouse at Lakeside Country Club, one of the most devastating natural disasters ever to hit Houston, Hurricane Harvey, left the facility and golf course underwater. “While Lakeside lost its clubhouse in 2017, it gained motivation and perseverance to return as quickly as possible,” said Bryan Webb, principal director of design for Marsh and Associates Inc. (MAI). “We felt for this great community and were excited to be part of resurrecting this beautiful club for its membership, better than it was before.” As maintenance crews set the tone and immediately started work to restore the golf course, the club brought in MAI to not only maintain the culture and tradition recognized since the clubs founding in 1951, but also to enhance the member experience and better protect the new club from future disasters.
TRADITION AND EFFICIENCY Most of the amenities from the previous club were redesigned back into the new clubhouse, but with a more efficient layout that focuses on enhanced, aesthetically pleasing and comfortable spaces. A single kitchen was strategically positioned to serve the banquet and dining spaces, improving staff and service operations. In addition, a series of pocket doors were placed throughout the dining areas to provide for a variety of dining and social events. RESILIENCE To better protect the new club from future disasters, the site was built up eight feet to allow the new structure to be above the 100-year floodplain. ENHANCING MEMBER EXPERIENCE The higher site allowed the design of the new clubhouse to include main and lower level walk-out terraces. MAI focused on creating a strong indoor/outdoor connection and presented the new facility with a vast amount of natural light and picturesque views of the golf course. A variety of new spaces were designed to enhance the member experience and improve operational functionality, including: • The pro shop provides for display fixtures that can easily accommodate seasonal changes and fluctuations in merchandise. • New spacious golf locker rooms were sensibly designed to break up the vast number of lockers into several clusters of semi-secluded bays, providing a more private environment. • Diversity of dining space options offer members and guests a variety of amenities, like a casual family bistro with an open pizza kitchen and an accompanying game/activity room, private dining with full-view glass wine display, a casual adult bar/grill complete with a large U-shape bar centered around taps featuring locally brewed beers, and elegant banquet rooms that accommodate 16 to 600 guests. The new clubhouse fully reopened in 2020 and was immediately met with high approval. “We are seeing an excellent mix of member usage. We had hoped we interpreted the needs of the membership accurately. It’s good to now know that we indeed did,” said Craig Schaner, club general manager. “Our member dining is up 30 percent, club special events are selling out with waitlists, banquet business bookings have increased 30 percent, and waitlist for membership have increased.” “It was truly special to work on a project that turned disaster into an opportunity,” said Webb. “Ultimately, this membership has the resilient and world-class facility that they deserve, especially after all they have gone through after this devastating event.” BR Looking to celebrate an active and social membership by reinvigorating an existing clubhouse? Contact Marsh & Associates to explore your options. Bryan Webb is principal-director of design at MAI, for more information, please visit www.mai-architects.com.
52
BOARDROOM | JULY / AUGUST 2021
McMahon Group, Inc. | BOARDROOM DESIGN FEATURE By William P. McMahon, Sr., AIA, OAA
Somerset at The Plantation
T
he almost thousand home community in Fort Myers, FL, had a full amenity offering for its residents that was built 10 years ago. The golf offering was provided as a separate club entity with membership optional, and it works very well as an outside investor club. The challenge for the community was how to improve good, non-golf amenities to great club-like amenities. The homeowner association appointed an amenity center committee to work with McMahon Community Consultants to study the community’s needs. A residents’ survey was conducted, and the homeowners identified what amenity improvements they wanted and what they were willing to pay for them in increased HOA fees. The residents’ survey showed high satisfaction with the overall Somerset Community, but they wanted improved amenities. The original developer had provided a good amenity building and outdoor recreation area. Still, there was a need to expand the fitness area, and pickleball courts, and shade at the swimming pool, add bocce and provide some type of snack bar offering at the amenity center. Fortunately, the original amenity center design was so good that it could be upgraded with many minor improvements at a reasonable cost.
54
BOARDROOM | JULY / AUGUST 2021
Somerset at The Plantation Project Planning Process • Studied amenity needs • Surveyed residents on amenity offering • Studied existing conditions • Identified amenity upgrades • Developed architectural solutions, cost funding options • Presentation made to Community • Residents voted to approve project • Project now in final design The project is now in final architect design and will be completed in phases in 2022. In the words of Brian Denson, the board liaison and real sparkplug for creating the project, “The project is a great success.” B R William P. McMahon, Sr., AIA, OAA is chairman, the McMahon Group. He can be reached at (314) 518-5910 www.mcmahongroup.com wpm@mcmahongroup.com
NanaWall | BOARDROOM DESIGN FEATURE by Matt Thomas
Reimagining the Country Club of Today How can opening glass walls help revitalize the country club experience? For years, these recreational spaces have catered to a particular target audience—golf enthusiasts—but the country club scene is struggling to attract the membership of younger generations. From 1990 to 2014, memberships dropped 20 percent. So let’s explore how moving away from traditional exclusivity and embracing innovative solutions can give country clubs a chance to resurface as the go-to recreational destination for the entire family. MOVING AWAY FROM TRADITION Captivating a Millennial membership might be easier than one thinks. Although this internet-savvy generation spends a lot of time online, they know when to unplug and seek the benefits of outdoor activities and socializing. Younger generations are also more conscious about health, the environment, social issues, finances, and recreation—and these are ever-present influencers in their day-to-day decision-making. FAMILY-FRIENDLY AMENITIES In the 1990s, about nine million adults ages 18 to 34 played golf, but more recently, the numbers have dropped down to 6.1 million. Moving forward, the traditional country club model needs to expand to encompass various interests in recreation like tennis, basketball, and even indoor activities like bowling and fitness areas. Engaging a broader audience ensures steady membership and a higher ROI by introducing new revenue opportunities. In addition, implementing flexible design solutions like opening glass walls elevates the experience by opening up these amenity areas to the outdoors.
INCREASING ROI WITH MULTIFUNCTIONAL SPACES In the past, country clubs were strictly reserved for golf and the occasional dining area. Dining areas can double as event spaces for business meetings, organizational events, and weddings. Employing the flexibility of commercial glass walls maximizes space and encourages the highly coveted indoor/outdoor experience.
THE ROLE OF OPENING GLASS WALLS To achieve this multifunctionality and open these spaces to the outdoors, employing flexible design solutions like opening glass walls facilitates seamless transitions to open-air areas while maximizing the space available—not to mention the wellness benefits of flushing interiors with fresh air and daylight. FINAL THOUGHTS The addition of diverse amenities targeting every age group is as important as optimizing these spaces with the indoor/outdoor experience for every member of the family. Employing solutions like opening glass walls into these spaces facilitate open-air spaces rooted in health and wellness while elevating the overall country club experience and optimizing its ROI. BR
INDOOR/OUTDOOR SPACES FOR THE WIN The millennial generation is not only more environmentally conscious but also mindful about health and wellness. The COVID-19 pandemic has only heightened indoor/outdoor lifestyles, and a connection to the outdoors has never been more valued. Embracing this ideology, country clubs must transition their amenity areas and other frequented spaces into the open air. 56
BOARDROOM | JULY / AUGUST 2021
SWING DOORS SLIDE AWAY WITH PANELS
LARGE OPENING FRESH AIR VENTILATION
© 2020 NANA WALL SYSTEMS, INC.
SLIDING GLASS WALLS THAT STACK REMOTELY
NanaWall® HSW systems’ single track sliding glass walls integrate within traditional architecture, working around existing structural columns and other remodeling challenges. Navigating segmented curves and angle changes, our walls can also incorporate commercially-rated swing doors that convert to sliding panels and hide away. Learn more about our limit-surpassing innovations at nanawall.com/hsw.
CHAMBERS | BOARDROOM DESIGN FEATURE by Rick Snellinger
A Resort-Style Experience
B
ald Head Island is a peaceful environment where residents can enjoy the natural beauty of its beach, marsh, and maritime forest preserves. BHI Club set out to complement this experience with enhanced pool and dining offerings for their members. Our design team aimed to create a fun, ultra-casual environment unlike anything previously offered on the island. A new, two-story, 10,000 square foot building replaces the small snack bar and features indoor/outdoor dining with a fresh, coastal aesthetic. This open floor plan on the second level maximizes views and natural seaside breeze while creating space below for new pool restrooms and cart parking for member-owned carts on the first floor. An open kitchen concept supports the ultra-casual, family-friendly experience, and an operable, glass NanaWall system supports the meaningful indoor/outdoor connection. A covered, wrap-around wood deck (sourced from responsibly grown and managed forests) offers expansive views of the property and a new outdoor bar. Shielded light fixtures are not visible from the beach, which protects the view and the local turtle habitat (since hatchlings utilize the moon’s reflection to navigate their surroundings). The expanded site includes four pool areas nestled between the existing clubhouse and tennis courts—a zero-entry resort-style pool with chaise ledge loungers, a lap pool, a separate children’s pool with slides, and a children’s splash pad with interactive water features. Between the lap pool and resort-style recreational pool, a Cabana Bar
provides an area for adult socialization and poolside beverage service with trellis-covered lounge seating nearby. This reimagined facility has reinvigorated family and social activities at the club and further elevated the amenity offerings. B R Chambers is an award-winning planning, architecture and interior design firm that specializes in developing innovative solutions that enhance the member experience for private country, golf, yacht and city clubs across the country and abroad. For more information please visit www.chambersusa.com.
Lifestyle Design TO ENHANCE THE MEMBER EXPERIENCE
Bringing members together with spaces that foster community and camaraderie.
STRATEGIC PLANNING MASTER PLANNING ARCHITECTURE INTERIOR DESIGN PROCUREMENT
SIGN UP FREE! for club industry trends & insights
BALD HEAD ISLAND CLUB North Carolina
MD 410.727.4535 / FL 239.673.1790 / TX 972.253.3583 / DC 202.851.3201 / MN 612.295.0725
60
BOARDROOM | JULY / AUGUST 2021
Follow @chambers1899
PEACOCK + LEWIS ARCHITECTS AND PLANNERS | BOARDROOM DESIGN FEATURE by Brian D. Idle
Emerging Markets – The Club within the Club
T
he Ocean Reef Club has long been a place for multi-generational family recreation that dates back to 1948 when it was established as a small fishing camp in Key Largo, FL. However, a new trend for successful private clubs is planning and providing a step-down option of luxury living complete with comforts and conveniences to create a peace of mind experience. Recently, a private development has been added within the gates of ORC to provide forty-eight luxury residences with an amazing array of club amenities. The Residence Club of Ocean Reef was designed to provide sophisticated living, including a boutique signature restaurant and bar, wellness center, spa, nail salon, movie theater and golf simulator.
The custom condominiums are graciously designed to be barrier-free. The universal design includes no steps, open floor plans and many other amenities that make life easier for everyone, such as a 24-hour concierge service and access to medical services from the Ocean Reef Medical Center. What makes this such a valuable addition to the lifestyle at ORC is the prospect of being able to retain the full spectrum of demographics from grandparents to grandchildren with amenities tailored to each. This club within the club at Ocean Reef is a unique arrangement providing limitless opportunities for social interaction and camaraderie for those choosing to downsize without losing access to the lifestyle and amenities with which they are familiar. B R Brian is chief executive officer (CEO) at Peacock + Lewis Architects and Planners, located in North Palm Beach, FL. He can be reached at (561) 626-9704 or brian@peacockandlewis.com.
JULY / AUGUST 2021 | BOARDROOM
61
BOARDROOM DESIGN FEATURE | ROGERS MCCAGG ARCHITECTS, PLANNERS, INTERIOR DESIGNERS by Chris McCagg
Mastering the Art of Interior Design
W
ith extensive world-class experience in art, architecture and design for film, restaurants, hotels, private clubs and residences, Kim Nathanson, principal and director of interior design for Rogers McCagg Architects, approaches interior design with incomparable insight and respect for a club’s culture, heritage and longevity. Her early hands-on work as a restaurateur and film set designer contributes to Kim’s mastery of her craft. She can see beyond the articulated vision, which results in enduring designs that complement the spirit of the structures they enhance. “It’s all about timeless and purposeful design that delights the senses and offers the highest level of member satisfaction,” explains Nathanson. “My focus is always to marry style and comfort with functionality. My first-hand experience with construction and multiple facets of architectural design in commercial sectors results in the absolute best product. Communications that are transparent among all parties involved instill • World-class interior design services confidence and allow me to interpret your ideas and translate your vision • Respect for club culture and legacy into the most fitting spaces that exceed expectations.” B R • Hands-on experience in the hospitality industry and restaurant management Kim Nathanson, a principal and director of interior design for Rogers McCagg Architects, • Masterful interpretations of contextual interior design Planners, Interior Designers, is a master of her craft and may be reached at (203) 354-5210.
CONTEXT : a master interior designer translates your vision into enduring style
and functional spaces that delight. A master of her craft. Architects. Planners. Interior Designers. Private Clubs, Recreation, Hospitality, Community + Education 44 North Main Street : South Norwalk, Connecticut : 203 354 5210 : rm-arch.com
62
BOARDROOM | JULY / AUGUST 2021
STUDIO JBD AND JEFFERSON GROUP ARCHITECTURE | BOARDROOM DESIGN FEATURE by Peter Cafaro
But…We’re Different!
A
fter almost 22 years of board meetings and presentations, a common theme has established itself. Our club is different. Every club believes that they are completely and totally unique. Well, in many ways they are, but in far more ways, they are just like every other club. There is no doubt that each club has its own personality, history and culture. That is what drives members to those clubs. Therefore, it is critical that clubs understand and work to foster their individualism, especially when considering and while undertaking a significant capital project. On the other hand, however, there are commonalities. The 80/20 rule! The 20 percent is the uniqueness of each club, while the 80 percent is that which they share with the community of clubs. Virtually every club shares common goals – providing a positive, engaging experience for their members, maintaining their facilities, responsible governance, financial stability and continual improvement. A solid, well-considered capital plan should consider the 80/20 of the club. The proper proportion of attention should be placed MASTER PLANNING
on both the culture of the club and the operational needs. Renovation plans should be developed in such a way as to put in the forefront the operational and financial needs of the club. Attention should be paid to deferred maintenance, an issue so many clubs have in common, as well as the development of those offerings and amenities that are enjoying success at other clubs. One of the almost universal commonalities of club members is the desire to use their club more. Most members express a desire for amenities and activities that allow the use of the club throughout the year. After all, what drives individuals and families to join clubs is the community, the friendships and relationships developed. Those relationships do not take a 3-month hiatus during the off-season. Clubs leaders should be honest in their evaluation of their club and its needs. Understand that which sets their club apart from others and, just as importantly, understand the universal needs. To accomplish this is to set an achievable and successful course for the future. B R Peter Cafaro, a colleague of Judd Brown, is senior vice president, Studio JBD; director, business development, JGA, Pawtucket, RI. He can be reached via email: pcafaro@JBDandJGA.com
ARCHITECTURE
INTERIOR DESIGN
PROCUREMENT
Echo Lake Country Club Westfield, NJ
STUDIO JBD & JEFFERSON GROUP ARCHITECTURE Peter Cafaro / 401.721.0977 / PCafaro@JBDandJGA .com JULY / AUGUST 2021 | BOARDROOM
63
Dr. Bonnie Knutson Recognized With Dave White Editorial Award By Dave White, editor Back in the spring of 2005, I first met Dr. Bonnie Knutson at the Club Management Association of America World Conference. She was appearing as a conference guest speaker, and immediately her words struck me as someone who could make a valuable contribution to BoardRoom magazine. After her presentation, we spent some time talking about her approach to the private club industry and it quickly became apparent that Bonnie offered insight as a people watcher, with unparalleled depth and knowledge. What could be better for people who work in the industry than stories from Bonnie Knutson? That was 16 years ago, and shortly afterward, Dr. Bonnie wrote her first article for BoardRoom magazine. She’s been a featured writer ever since, making her one of the most prolific and informative writers on BoardRoom’s roster of contributors. Her in-depth and impeccable research brings a special view to BoardRoom magazine from an award-winning leader in the hospitality industry who has offered expertise on emerging lifestyle trends, customer experience, brand positioning, and creative marketing strategies. Dr. Bonnie brings an assortment of ideas and thoughts to those in the private club industry who can benefit the most... boards of directors and private club senior managers. Dr. Knutson also is a distinguished professor in The School of Hospitality Business at Michigan State University (MSU). She delivers a unique perspective on emerging industry topics by pairing her academic prowess and industry experience. From working with club managers as well as being a club member since 1969, and still a member of the Country Club of Lansing from 1976, Bonnie has been able to see first-hand the lifestyle transitions taking place at clubs and integrate her distinct perspectives into the articles that she writes for the premier private club industry magazine. She is a marvelous storyteller and uses relevant tales to make readers think, feel, and understand in ways that facts and figures simply cannot. “I particularly love incorporating stories from my childhood growing up in a neighborhood family grocery store,” Knutson commented recently. She always says that everything she knows about serving a customer she learned “at her dad’s knee” and often integrates those lessons into her articles.
64
BOARDROOM | JULY / AUGUST 2021
When asked to describe her favorite Boardroom article, Knutson quickly replied: It is the “bruised peach” piece entitled “Club Benevolence is Smart Business,” published in BoardRoom magazine, January 2006. “It shows how one person (my dad) doing one small thing can make a big difference in the customer’s life and, down the road, in the business’s bottom line,” she recalled. “My favorite marketing word is lagniappe. It means something extra and unexpected, like a baker’s dozen or a gift with purchase. It’s very much part of the culture of delight, and I just love that concept for a club to keep ahead of any competition.” Her favorite movie marketing geniuses are Radar O’Reilly and Mr. Keating. “Radar O’Reilly, the unorthodox company clerk in the long-running television series MASH, was given the nickname of Radar because he could sense a helicopter approaching with the wounded before it was in sight or before anyone else could hear it coming. That’s a good talent for anyone in today’s unpredictable club world,“ Knutson commented. “Mr. Keating had his students find opportunities by seeing the world from a topof-the-desk perspective in the Hollywood classic Dead Poets’ Society. Delivering club experiences (services) in fresh, exciting ways is what helps keep member loyalty and value high,” she added. Along with BoardRoom, Bonnie’s work also has been featured in publications such as CNN, NPR, The Wall Street Journal, and USA Today. In addition, she has authored countless academic publications, including the M3: Membership Marketing in the Millennium for the club industry, and she is editor emeritus of the Journal of Hospitality and Leisure Marketing. Bonnie loves to interact with industry professionals and frequently speaks at seminars, workshops and meetings across the United States and abroad. With her wit and entertaining style, she has shared her words of wisdom and expertise at the American Marketing Association, National Restaurant Association Show, the New York Hotel Show, Club Managers Association of America International, National Automated Merchandise Association, Air Force Club Managers, and Meeting Professionals International. Knutson has also been a presenter at CMAA’s BMI III since its inception at Michigan State. In addition to serving the business industry, Dr. Knutson has spent her career giving back to MSU and the local community. She was a member of the most recent MSU presidential search committee and the presidential transition team, was past president of the advisory council for the Wharton Center for the Performing Arts and the MSU Alumni Association National Board, continuing to serve as a member on both today. In addition, she is the treasurer on the board of the Greater Lansing Convention & Visitors’ Bureau Foundation and serves as the MSU faculty athletic representative to the Big Ten and NCAA. She has been named an MSU Distinguished Faculty member and received numerous awards, including the MSU Distinguished Alumni Award, the Hospitality Business Alumni Association Lifetime Academic Achievement Award, the Withrow Award, and the prestigious Golden Key Teaching Excellence Award — all for her innovative work and dedication to inspiring students. Finally, the Advertising Education Foundation named Dr. Knutson a National Scholar. BoardRoom’s many contributors are an integral part of what makes BoardRoom magazine the number one source of information for the private club industry. And Dr. Bonnie Knutson’s outstanding and informative stories over the years are the reason she is being recognized with the Dave White Editorial Award for 2020. Congratulations, Dr. Bonnie! B R JULY / AUGUST 2021 | BOARDROOM
65
BoardRoom magazine Recognizes the Private Club Presidents of the Year By Ellery Platts Now in its 13th year, BoardRoom magazine annually recognizes the world’s top private club presidents, captains and chairs as Private Club Presidents of the Year, for their outstanding work, their understanding of the industry, and role and responsibilities of the club’s board of directors. In this continuing series, BoardRoom introduces five of the top 28 presidents for 2020. The Distinguished Club President was featured in the January/February issue. Private club board presidents play a huge role in professional operations of their clubs as a volunteer working diligently with their board of directors and general managers, striving for well informed, but not emotional decisions. This recognition by BoardRoom magazine has attracted board president nominations from clubs and other nominators around the world. These outstanding presidents exemplify the focus on the leadership responsibilities, the accountability and the management of the board providing a healthy respect for the club’s macro management. They are cognizant of the importance of working, effectively and efficiently, with their volunteer boards and the dedication required from everyone with whom they work. Key elements of a “good” board include commitment, competence, diversity, collective decision making, openness, transparency, effective communication with the management and the membership, fiscal responsibility, development and establishment of the clubs’ mission, vision and policy direction, especially through establishment of a strategic plan. A successful board president draws upon the expertise of other board members, the club’s institutional memory and stewardship of the club’s resources. As well the board president provides new board members and future board presidents with information they need to perform effectively as board members. Congratulations to these outstanding private club board presidents. See pages 68 & 69. View the Distinguished Club Presidents from the past 12 years: boardroommagazine.com/board-presidents TOP PRIVATE CLUB PRESIDENTS SPONSORS
BRETT LONG | PRESIDENT, THE QUECHEE CLUB | QUECHEE, VT
BRETT LONG, PRESIDENT
BRIAN KELLEY , GM
Babson College and New York University are both lucky enough to call themselves the alma mater of Brett Long. He honed his leadership and management skills working in financial services and small business ownership before taking them to the Quechee Club. In his role as club president, his main successes have revolved around the positive member experience at the club, his work towards the approaching irrigation system installation project, and supporting the golf and ski operation. 66
BOARDROOM | JULY / AUGUST 2021
“The completion of these projects will truly impact the future of this club; our efforts will be enjoyed by generations to come, and that’s the most exciting part,” said Long. This new infrastructure will replace the 40-year-old system in place currently and requires no assessment or financing as all the funding required was previously earmarked. Long was able to do all of this while also preparing for the largest renovation the club had ever seen. “In response to the COVID-19 pandemic, Brett focused the board’s efforts on securing a relief grant, with the goal of retaining jobs, keeping morale high and maintaining a safe environment for members to continue to enjoy their club,” said general manager, Brian Kelley. As a result, the Quechee Club saw the utilization of outdoor amenities increase while the member sentiment remained optimistic. The membership is ecstatic about Long’s work and Kelley raves about his accomplishments and assistance in times of turmoil. “Brett shines in times of uncertainty. Without hesitation, he stepped up to fill the GM role while the board sorted through three different nationwide searches. While managing day-to-day operations, he remained focused on the future, keeping key initiatives in motion, including a campus-wide renovation plan,” added Kelley. “He gives people purpose through his formidable example and willingness to keep going.” Every member of the Quechee Club is thankful that Long moved from New York to Vermont, but no one more so than himself. Not only is he a part of a wonderful club community, but he also spends his free time doing the things he truly enjoys the most: skiing, biking and hiking in the stunning Vermont landscape. B R
Orient and Develop your Board of Directors Replace emotions with facts! BoardRoom Institute gives your club board access to top experts in the private club industry. Hundreds of years of combined experience and hundreds of thousands of dollars worth of information in over 45 educational videos. BOARD AND CLUB BENEFITS • 24/7 access • Affordable • Prevent club lawsuits • Accountability
GM BENEFITS • Reduce micromanagement • Collaborative governance • Creates a shared playbook
Until now, almost all board member education rested squarely on the shoulders of the GM/COO. This was, and continues to be, a tremendous responsibility. The good news is that this is no longer the case and help is available - The Association of Private Club Directors is here to help you. Robert Sereci, GM/COO Medinah Country Club, Medinah IL BoardRoom Institute is brought to you by APCD. For more information please visit apcd.com or call 918-895-APCD (2723) to speak with a representative.
LYNDELL MADDOX | PRESIDENT, THE CLUB AT CARLTON WOODS | THE WOODLANDS, TX
LYNDELL “LYN” MADDOX, PRESIDENT
STEVE SALTZMAN , GM
Lyndell “Lyn” Maddox started his journey at the Club at Carlton Woods in 2003 when he became a resident and member. Along the way, he increased his involvement and became club president in 2016. The acquisition of The Club at Carlton Woods highlights one of his most notable achievements as club president. Within 60 days from notice of sale, Maddox led a group of highly qualified, dedicated and passionate group of member volunteers in raising the full funding of $25 million, ensuring a quick and convenient deal closure. For this deal to happen the way it did, teams were formulated to create bylaws, rules and regulations, and assess and understand any due diligence that needed addressing. It’s been five years since the club was purchased and Maddox says the growth is notable.
“We acquired the club, removed and rebuilt the senior management team beginning with the COO selection process and overcame the many years, before member ownership, of significant operating deficits to become a financially healthy, growing Club,” explained Maddox. General manager Steve Saltzman said that since day one there has been one single objective for the club - being great in everything the club provides. This can be difficult during the turbulent times that come with rapid changes after a purchase, but Maddox thrived in this new leadership role. “President Maddox not only stepped forward then to stabilize an uncertain future, but he also continues to provide steadfast leadership and guidance as we now enjoy tremendous successes and industry recognition,” added Saltzman. “The headway made thus far and strategy which guides us forward is largely because of his tireless commitment and desire to see the club reach its full potential.” Maddox devotes an impressive amount of time, energy, and effort towards the club, its membership, and the team’s operation to make sure each aspect of the community receives its due recognition and accolades. The progress Maddox has made managing the membership and the club through times of change is nothing short of outstanding. “Early in the member ownership of the club, the board was micromanaging operations and ignoring longer-term positioning, funding, and project development. So the first step was collaborating with the COO to stabilize the financial condition of the club in a balanced fashion with the operations team,” Saltzman said. Because of this re-evaluation, the club has evolved and turned its focus to the future. Now the Club at Carlton Woods is focused on policy, protocol, asset value and longer-term strategic planning. With Maddox at the helm, this club community is headed towards an extremely bright and prosperous future. B R
JOE MCCART | PRESIDENT, THE CLUB AT ADMIRALS COVE | JUPITER, FL
JOE MCCART, PRESIDENT
BRETT MORRIS, GM
“When Joe McCart became president, there was a crisis in confidence among the club membership related to a major renovation project gone awry,” said general manager Brett Morris. “Board transparency was in question; a dissident group of members was dividing the community.” On top of this, the looming global pandemic filled the Club at Admiral’s Cove community with uncertainty. McCart and Morris worked together to ease member concerns through a series of “Fact vs. Fiction” Zoom calls to provide the straight talk needed by the membership. McCart’s sharp wit and excellent communication skills were precisely what the club needed in order to conquer the challenges brought on by the coronavirus. “I’m like the obstetrician delivering the baby,” says McCart. “I can’t help if it’s ugly.” 68
BOARDROOM | JULY / AUGUST 2021
He was able to refinance $36 million of club debt and instituted financial controls. By refinancing the two existing loans, McCart created $6 million in cash flow saving over the first four years with approximately 1.2 percent interest rate saving over the span of the loan. The club’s finances have been stabilized because of McCart’s work, allowing for a new priority on building reserves for the future. McCart’s transparency has allowed members to relax, knowing there are proper controls in place and their concerns being heard and addressed. The club has returned to a place of comfort where members can relax and feel confident in the team at Admiral’s Cove. The community members have returned to spending their time with recreational activities. “Joe is a strong leader/mentor. He tackles any issues he sees with a straightforward and honest approach. He uses common sense and is always available to listen to my ideas, questions and concerns. He is a stalwart in his dedication to his club and does not back down. He is always supportive of management. He understands and recognizes the unique complexities it takes to run a $50 million operation,” said Morris. “He values what The Club at Admirals Cove stands for and truly believes in the finest club experience one can enjoy.” McCart and Morris make up a dream duo in terms of what could be asked for in a management team. They share their hopes for the club’s future and can communicate and collaborate effectively and efficiently. President McCart has an extensive and impressive resume spanning multiple disciplines, providing him the skills and knowledge to handle any circumstances thrown his way. When he isn’t taking on the world in his presidential and CEO roles, he is a big family man. The husband to Dana McCart for 39 years, the couple have raised two children together and now get to spoil their three granddaughters. The future of The Club at Admirals Cove is looking bright, though one question remains. Will McCart defend his Club Championship title? Probably. There doesn’t seem to be much he can’t do when his mind is set. B R
CHRISTOPHER MANNING | PRESIDENT, THE APAWAMIS CLUB | RYE, NY
CHRISTOPHER MANNING, PRESIDENT
BRIAN BALDWIN, GM
Westchester County, New York. The epicenter of the start of the coronavirus in the United States. It also happens to be the home of the Apawamis Club. It happened to be the club’s good fortune to have the right man – Christopher Manning – appointed as club president in time to lead the charge in an uncertain time. His leadership and love for all things Apawamis, its members and staff, has shined through and helped everyone through a very unpredictable time. “President Manning, along with the finance committee, made a commitment to the staff to ensure they were ‘whole’ during the entire pandemic. Those that did not work still received paychecks until their departments
were able to resume work, mandated by the state,” said general manager Brian Baldwin. “For example, squash pros could not return to work until September of 2020; however, we continued to pay them throughout the entire closure.” Manning provided a safe environment for all members and their families by consistently providing transparent communication. As a result, Apawamis became a safe haven for everyone, especially those who needed a home away from home during troubling times. They were able to serve hundreds of meals a day, with each dinner service sold out completely. “We averaged well over 200 dinners a night when earlier years averaged 60 covers,” said Baldwin. “Members felt safe.” Golf rounds went up 64 percent to 25 thousand rounds compared to the previous 14 thousand. Manning, a direct and transparent leader with an ability to gather facts, provides quick analysis, creates solutions, and makes important decisions efficiently and effectively with the club’s best interests in mind. “Chris is deeply engaged in every conversation he has with a person,” said Baldwin. “After speaking with Chris, you get the sense of how much he cares about the club and making sure it is not the right decision based on what he believes, but what’s best for the club.” His mark has been made beyond the club community. Manning is a titan of industry, working as a managing partner of Trilantic North America and Trilantic Energy Partners North America chairman. In these roles, he has turned his primary focus towards investing in the energy sector. He learned these skills in his time, getting a B.B.A from the University of Texas at Austin, and his M.B.A from the Wharton School of the University of Pennsylvania. The Apawamis Club is fortunate to have such a strong, level-headed leader as the 47th president in the club’s 131-year history. B R
MIKE MEATH | PRESIDENT, MIDLAND COUNTRY CLUB | MIDLAND, MI
MIKE MEATH, PRESIDENT
TODD BEALS, GM
“My grandfather would famously say that someone was ‘the real deal’ when he truly appreciated someone as a leader and the skills they possessed. This is how I view Mike as a leader,” explained Todd Beals, general manager at Midland Country Club. “He has a high intellect and strategic mind that I embrace in a club president, but he is also able to show through his actions that he is willing to work and work hard.” It isn’t often such high praise is given to an individual, but if anyone is deserving of such praise, it’s Mike Meath. Like every club across the world, Midland was shut down by the coronavirus. However, unlike every other club, they were also hit by the historic 500-year flood that devastated their region because of record rainfall and dam failures.
Meath thrived through these difficult times and was able to act quickly, working day and night to assess damage to the property, develop a recovery plan for the building and grounds, and complete this in less than five months. During flood reparations, he not only worked overtime to help the club but volunteered his spare time without hesitation to offer relief for the residents of Sanford, Michigan. He always wears his heart on his sleeve. So when COVID-19 hit, his empathy sprang to action. He supported a number of initiatives to help club employees during this trying time, including providing free employee meals for furloughed staff, creating an employee relief fund, paying for furloughed employee health benefits, and hazard pay for those staff that remained working. Meath is truly a man dedicated to his club and the community he serves every day. “It has been a true honor to serve on the Midland Country Club board, working with the fantastic leadership team, staff, and board members, each of whom helps to make the Midland Country Club so special, creating lifelong memories for each of our different member families,” he said. He has also worked to bring new ventures to Midland. For example, in 2019, Meath worked closely with his close contacts at Dow Inc. and the leadership team at Midland to host the inaugural Dow Great Lakes Bay Invitational LPGA tour event. This prestigious event was named “Tournament of the Year” in 2019 by the LPGA tournament partners. It will be held for four more years and provides a multi-million-dollar boost to the Great Lakes Bay region’s local economy. “He is a quiet leader that never wants any credit or mention of himself,” said Beals. “This experience for me as a general manager alongside Mike Meath as our president has been a dream come true.” Throughout his term as president, Meath has demonstrated compassion and empathy for his club and his community. He has worked to better the world around him and does so with his heart on his sleeve. A wonderful example of what a good leader should be. BR
JULY / AUGUST 2021 | BOARDROOM
69
MITCHELL L. STUMP Mitchell Stump is publisher of the Club Tax Newsletter. He can be reached via email: mitch@clubtax.com
FINANCE COMMITTEE
Get Your Terms Right This is technical but needs to be shared. No wonder club boards and management get confused with tax law. If you do not know the differences in terms, you will confuse the listener as well as yourself. Here is a primer in layman’s terms: Non-Equity Club or Non-Refundable Equity Club? A Non-Equity Club is one where its members have no ownership rights, do not vote and do not have a liquidating value. Examples of Non-Equity Clubs would be ones owned by one individual or owned by a corporation. Note: • Pebble Beach is owned by Clint Eastwood, a long-time resident of the area and chairman of the Monterey Peninsula Foundation. This is a Non-Equity Club. • Gold’s Gym is owned by franchisees and not by the Members. These are Non-Equity Clubs. Many in the club industry use the term Non-Equity Club when referring to a situation where a member resigns from the club and there is no refund coming to the Member. Non-Equity Club is the incorrect usage of the term. A Non-Refundable Equity Club is one where its members have ownership rights, such as a vote and a liquidating value if the club were to go that route. The members have equity ownership, they just are not going to receive any refundable cash back from the club when they resign. Therefore, a private club owned by the members, where the members are not receiving any money back upon resignation, is referred to as a Non-Refundable Equity Club. Is it a Tip; Gratuity; Service Charge; Mandatory Service Charge or House Charge? The Internal Revenue Service has consistently differentiated tips or gratuities paid, directly and voluntarily, to an employee by a customer of the employer from so-called service charges, which are mandatory and added to a customer’s bill. A mandatory charge added to a bill is not a tip or gratuity. Here is a primer in layman’s terms: Tips: Tips are discretionary (optional or extra) payments determined solely by members and non-members that employees receive for services provided. Note: • These funds are discretionary payments, determined by the member or non-member. Think about cash left on the table for a server. 70
BOARDROOM | JULY / AUGUST 2021
Nobody is standing over the customer to instruct how much money, if any, is to be left on the table. Tips belong to the service staff and, for accounting purposes, would be found as a liability on the balance sheet of a club until timely paid to the employees. Remember, tips belong to the employee - NOT to the club. Tips are not to be reported as revenue by the club. The club holds the monies solely for the benefit of the employees until paid. Tips are taxable income to the service staff receiving Tips. Gratuities: Likewise, Gratuities follow the same rule as tips. Gratuities are given to a club’s service staff graciously, out of the goodness of the members’ and non-member’s hearts. Gratuities and tips go to the balance sheet as liabilities until timely paid. Note: • Minimum Wage/Overtime - There is a unique Department of Labor rule regarding using a part of the tips and gratuities to meet the minimum wage requirements. Some of the tips and gratuities are allowed to be used to bring service staff’s compensation calculation up to minimum wage, but anything exceeding this minimum wage usage is not part of the base wage calculation for overtime purposes. • Overtime is calculated on minimum wage; not on the balance of tips and gratuities. FICA Tip Credits: Tips and gratuities generate federal income tax credits (FICA Tip Credits) to the club to offset income taxes that may be owed on profits coming from club activities. FICA Tip Credits are not refundable credits, so they are carried forward to future years if not used to offset federal income tax in the current tax year. Note: • Service charges and mandatory service charges are not the same as tips and gratuities. There is nothing voluntary or gratuitous about a Service charges or a mandatory service charge. These funds belong to the cub and the club can use these funds in any way they want, at least in most states.
Now, this is where the confusion comes into play. Many members and non-members believe service charges and mandatory service charges are paid out to the service employees, similar to how tips and gratuities are paid out. Note: • Actually, many clubs (in the dark recesses of the accounting department) do a calculation on how to distribute all or a portion of the service charges and mandatory service charges, similar to how the club did when they had tips and gratuities. • Important: Since service charges and mandatory service charges belong to the club, it is part of their calculated base wages for minimum wage and overtime purposes, when paid out to the service staff. Any or all of service charges and mandatory service charges are not required to be distributed to the service staff. It is at the discretion of the club. Note: • Watch out for state and local rules on this issue as California and Boston courts have some challenges to the club’s use of mandatory service charges. Both seem to think mandatory service charges belong to the employee. • In Boston, a club attorney has suggested using the term house charge to let the member and non-member know the funds belong to the house (club), not the employee. Now to add to the confusion. Department of Labor guidance provides a special rule that allows private clubs to place a statement on the menu and
the chit to make what looks similar to a mandatory service charge a tip. The voluntary gratuity statement should read as follows: “A gratuity has been added to this check for your convenience. The payment of this gratuity is subject to your complete discretion and may be increased, decreased, or eliminated entirely.” The above statement should be placed on the menu and on the “chit.” Confused? Fully Understandable! I trust this brief explanation will generate discussions and questions about how your employees are compensated. If you need more information on these topics, Club Tax Book can provide it, broken down into these 11 titles. See the Table of Contents for more details: Chapter 3: Tipped Vs. Service Charge Employee • Form 4070 • Form 4070A • Form 4137 • Form 8027 • Service Charge • Tip Credits • Tipped Employee • Tipping Policy • Tips • Tips Vs. Service Charge • Wage & Hour B R
Are you looking to hire a new director of tennis or racquet sports at your club? USPTA DirectorSearch has the expertise to conduct a comprehensive selection process that ultimately leads to a great hire.
www.usptadirectorsearch.com
JULY / AUGUST 2021 | BOARDROOM
71
SCOTT TAYLOR
FINANCE COMMITTEE
Scott Taylor, managing director, ClubPay, can be reached at scott.taylor@jonasclub.com. ClubPay is the leading provider of outsourced payroll, timekeeping, and human resource tools for the private club industry.
Outsourced Versus In-House Payroll In many cases when an organization makes decisions on what duties Outsourcing allows you to eliminate the potential of getting caught in a cycle of having to go back they want to outsource payroll is left out. and correct old payroll information that can eat This raises the question of why some companies are so hesitant away at precious work hours. With COVID-19, this to rely on external help for managing payroll considering how time has never ever been more relevant than now when consuming and complex managing payroll can be. you consider the added complexities of handling The truth is that for a number of organizations there might actually furloughs, loan forgiveness, and the increases in be some benefits to keeping their payroll in-house. payroll fraud, which remains the top area for fraud in businesses. THE CASE FOR KEEPING PAYROLL IN-HOUSE A benefit of outsourcing your payroll is that your A major reason for business owners taking payroll responsibilities payroll provider can act as a consultant. They can into their own hands or having someone in-house is they feel more recommend different processes and technology that connected to the business and have a better understanding of what can make it easier for your employees to enter their is happening overall in their company. Keeping payroll in-house is more common in smaller organizations hours, which will lead to more efficient and accurate payroll processing. where there are not as many employee paychecks to manage thereAdditionally, your payroll provider should have fore reducing complexity in terms of handling taxes, bonus/commisthe technology to store your data securely. This sion pay and differences between types of employees (full/part time, transfers some risk away from your organization. contract, intern, etc.). Additionally, having a limited number of employees expands your options in terms of what payroll software you can use. With a less complex payroll process, you might be fine using basic payroll software, but should the business expand and enter different regions, this may no longer be the case. Another added benefit of in-house payroll is when any questions come up from management or staff, you have all your data and reports at the tip of your fingers, eliminating the need for wait times while your third-party provider gets you your data. Larger organizations that keep payroll in-house may do so because they feel that their in-house payroll team is capable and equipped with sufficient technology to accurately perform the necessary tasks required, including integration between payroll and general ledger. In these cases, having a full-time in-house payroll employee or team may be cheaper than outsourcing; it depends on the organization’s situation and the challenges posed by their payroll requirements. THE CASE FOR OUTSOURCING PAYROLL Many businesses outsource their payroll operations because it has just become too complex to be managed in-house. With federal and state tax laws constantly changing, you need to ensure that you are keeping up with changing legislation in any region where you have employees.
72
BOARDROOM | JULY / AUGUST 2021
WHICH IS THE RIGHT CHOICE FOR YOUR BUSINESS? Whether or not to outsource your payroll operation ultimately needs to come down to cost. Not just in terms of money but in time and effort as well. Suppose you have sufficient payroll technology and can accurately manage your payroll in-house without it being costly and time consuming or you have a payroll specialist that can do this. In that case, there is no need to outsource. However, if you find that you’re struggling to keep up with changing legislation and laws, along with correcting errors, you’ll find it easier and cheaper to outsource. The saying “time is money” is relevant when it comes to payroll. If you feel that your business is spending too much time or money on in-house payroll and the software that comes along with it, it may be time to explore outsourcing. B R
BILL NAUROTH Bill Nauroth, GCSA & CGIA is the co-owner/president of Golf Maintenance Solutions and can be reached at (602)-363-3242 or via email bill@golfmsolutions.com Please visit www.golfmsolutions.com
GREEN COMMITTEE
Replacing That Old Irrigation System Still dealing with that old irrigation system that’s been nickel and diming you for repairs every year? These old systems that you have been holding together with band clamp after band clamp can cost big dollars to maintain and keep running. The yearly repairs can prolong the inevitable but planning for longterm sustainability is the direction every club should take. With the uptick in play and increase in memberships, you may think it’s finally time to replace that old irrigation system that is costing you time and money, but there are some things you need to do before you talk about replacement. We know the cost of an irrigation system for an 18hole golf course can range from $1 million to $3 million depending on the region of the country you come from and what is included in the bid (pump station, wet well, mainline, laterals, etc.). It’s important to have all your information lined up to help the club decision-makers understand the options and long-term planning. The first step in replacing your irrigation system is to understand what needs to be replaced and then get the right people in place to develop the plan with you. • Have an irrigation audit done by a certified golf irrigation auditor (CGIA) to understand what the weakest points of the irrigation system are (sprinkler heads, spacing, mainlines, pump station, etc.) and what needs to be replaced. • CGIA will conduct a full irrigation audit on all facets of your system and give you all the information you need on the irrigation system and point you in the best direction for long-range planning. • An irrigation audit can also help you understand the water source and costs and let you know if you have enough water for what you are proposing. • Once you have determined your prioritized needs, the next step would be to select an irrigation designer (depending on how complex your replacement needs are). • There are areas of the country where an irrigation system is a supplement to Mother Nature’s annual rainfall and an irrigation system design is less complex and more straightforward. A local irrigation distributor who has done this type of
work in the past might be able to handle the job, but you need to make sure they have experience. • For the majority of the golf courses in the US, Golf Maintenance Solutions (GMS) recommends you find an irrigation designer to design your new system. One that is more familiar with your region of the country and your environmental conditions and understands how to get the most out of the money allocated for the project. • When selecting an irrigation designer, it’s important to have them review the golf course and go through the existing irrigation system. Most irrigation designers will want to see the course before they put together their proposal. Their proposal should include: • Design cost for the whole golf course irrigation system (preliminary designs, reviews, final drawings/contract drawing, site analysis, construction documents, cost estimates and construction observation, electrical plans, hydraulic or pipe sizing plans, sprinkler head layout plans, coverage analysis plans, water usage analysis, etc.). • Final bid plans cost with specification drawings and specifications. • Design of the pump station, sizing of the wet well, inlet pipe and electrical if needed. • A design concept able to deliver and apply the amount of water needed to meet the turf-water requirement (hydraulic flow, water window, etc.). • All site visits for staking and review of installation of the irrigation system. • All expenses for miscellaneous work (travel costs, printing costs, etc.). • Once you have a detailed proposal, it makes it easier to compare your club’s options. You may even invite the designers to the club to present their proposals and vision for the irrigation system. Once you make your selection, having the design completed allows you time for bidding when the time is right to move forward with the project. By doing your homework and engaging the right professionals to put a long-range plan together you will be prepared to replace your irrigation system when the time is right. GMS has seen the price of irrigation systems and overall golf course construction go up this past year as golf courses jumped in to get much-needed work done. The pandemic has increased many costs for materials and extended wait times. Being prepared in advance will help make your project successful. B R JULY / AUGUST 2021 | BOARDROOM
73
DAVE DOHERTY
GREEN COMMITTEE
Dave Doherty is CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents regarding the testing of sand- and soil-based greens. He can be reached at (913) 706-6635 or via email: daveistrc@hotmail.com
Plants Need Oxygen Standing Water Is Not a Good Thing My mentor 30-plus years ago was and is one of the most intelligent and knowledgeable people in the sports turf industry. His name is Leon Howard and his master’s thesis, under the guidance of Dr. Marvin Ferguson at Texas A & M, became the USGA specifications for the physical properties of sand-based greens, which are still used today. While Leon and I were fabricating a piece of equipment for the lab those many years ago, he stopped in the middle of welding a leg onto a frame, looked up at me and said, “Dave, I don’t know what you will learn with this research in the future, but I can tell you this for sure...Plants need oxygen and standing water is not a good thing.” Many years later and after thousands of physical properties tests, I have learned two things. Plants need oxygen and standing water is not a good thing.
The USGA specifications (now referred to as recommendations) are designed to provide sufficient oxygen pores and water pores (pores are the spaces between the solids); the larger pores hold gasses (oxygen, etc.) and the smaller pores retain moisture thus assuring that the plant has a sufficient amount of oxygen to breath and a sufficient amount of moisture with which to cool itself. In USGA greens there are drain tiles under the greens mix which are embedded in trenches filled with gravel that remove excess water/moisture from the greens mix. If the physical properties of a green are in balance and if the drain tiles are not compromised, then it is impossible to overwater a USGA green. Any water not held in the small pores travels through the larger pores downward from the pull of gravity into the The turf on the two greens mentioned was extremely stressed and the root system was very unhealthy and straggly. You will notice in the first picture the lack of soil/greens mix on the roots, indicating a lack of root hairs and an unhealthy plant. In the second picture, you will notice a much denser root system with millions of root hairs holding the soil from the greens mix. This was accomplished by sealing off all the outlets of the green except for one and in that one, we inserted a backpack blower and blew air up through the drain tiles, which then traveled through the gravel layer and up through the larger air pores of the greens mix, resulting in us being able to supply much-needed oxygen to the plant. The healthier root system in the second picture was a result of the backpack blower being run for just one hour each morning for three mornings. Cost: Three guys, one day’s labor to find the drain tiles. Results: Two healthy greens and many happy golfers. B R
74
BOARDROOM | JULY / AUGUST 2021
drain tiles and is thus removed from the greens area. Once the drain tiles are compromised (crushed, capped, filled with tree roots, cut, etc.) water is trapped in the tiles and becomes anaerobic, producing CO2, methane and hydrogen sulfide, and other bad guy gasses (sewer gas). These gasses then travel up through the drain tiles and if those drain tiles are capped and the gasses cannot escape, they have traveled up through the larger air pores in the greens mix to the surface and along the way, they have filled the air pores where our roots live. Even if the organic matter in the top inch or two of the greens mix is not on the high side, the bad guy gases have filled our larger pores replacing the oxygen the plant needs to breathe and results in the plant being stressed and in many cases results in the plant’s death. What caused the plant to die? Lack of oxygen. A number of years ago when I realized that this lack of oxygen in the larger (air) pores was causing turf failure, I started to work with superintendents throughout North America on ways to eliminate this cause of turf loss. This research has resulted in healthier turf and better putting surfaces without, in most cases, the necessity of purchasing expensive equipment. While working in the mountains of North Carolina with some superintendents to find drain tiles under greens, one of the superintendents was nice enough to send me the following pictures and email. With his permission, these items are shared on page 74. B R
In USGA greens there are drain tiles under the greens mix, which are embedded in trenches filled with gravel that remove excess water/moisture from the greens mix. If the physical properties of a green are in balance and if the drain tiles are not compromised, then it is impossible to overwater a USGA green. Any water not held in the small pores travels through the larger pores downward from the pull of gravity into the drain tiles and is thus removed from the greens area.
JULY / AUGUST 2021 | BOARDROOM
75
GREG PIESCHALA Greg Pieschala is president of BrightView Golf Course Maintenance. He can be reached via email: greg.pieschala@brightview.com
GREEN COMMITTEE
Stewardship of Your Golf Course Developing and Managing Your Team
3. Performance metrics: Like all other areas, you should have performance metrics in place for your maintenance team to clarify objectives and act as a scorecard that the board can use in performance evaluation. Typical metrics for superintendents include The broader maintenance team performs challenging tasks, requir- spending versus budget, member satisfaction with ing skills and precision that are performed in a frequently challengcourse conditions (assessed through member suring physical environment. veys), safety, and completion of specific objectives Micromanaging the course superintendent and team is not the which should include both course projects and prorole of the board. Rather, the board should assure that appropriate fessional development activities. development, evaluation and support processes are in place to keep the team performing at a high level. 4. Evaluation and compensation: Formal perfor-
The leader of your golf maintenance team wears many hats to provide the playing conditions your club needs to be successful: agronomist, operations manager, human resources manager, budget manager, procurement agent, safety manager, environmental manager, compliance manager and equipment manager.
Here are the key elements of these processes: 1. Explicit development and training programs: Perhaps the most challenging of the many hats that your superintendent wears is that they are constantly changing. Newly developed chemistries and technologies for course materials, changing environmental and water management regulations, evolving safety and labor regulations, and emerging diseases and pest threats are among the many changing factors they face. And your team, particularly your superintendent, needs to keep pace. Does your club have explicit development plans to keep your leadership informed? Do you provide financial support for continuing education through the Golf Course Superintendents Association of America (GCSAA) or other organizations? Do you pay for GCSAA dues and participation in education conferences? Requiring such plans from your superintendent and assistants and then supporting those plans financially should be a basic part of your talent development program. 2. Third-party course assessments: It is helpful to have input on the course from experts outside of your maintenance team not to “grade” the course but to provide the maintenance team and board with objective observations and suggestions on course conditions and practices. Such reviews can be done through the USGA, university professors who also provide turf consulting, and independent turf consultants. These assessments can be important sources of learning and development for your team. 76
BOARDROOM | JULY / AUGUST 2021
mance evaluation is the cornerstone of managing and developing your team. Regrettably, that key dimension of performance management is often lacking. The board should insist that such a process is in place for the leadership of the maintenance team. Having performance metrics as outlined above facilitates performance feedback by giving clear measures of achievement. The formal evaluation also provides a basis for compensation and reward decisions. According to the GCSAA, about half of superintendents are eligible for a bonus based on performance as part of their compensation. Bonuses based on measurable metrics provide a clear link between performance and pay. The GCSAA also publishes valuable information (available to GCSAA members) on superintendent and assistant superintendent compensation that can support the board in compensation decisions. Ensuring that your overall compensation package is appropriate and competitive is fundamental to managing your maintenance team. You expect a lot from your course maintenance team. Good development, support, assessment and compensation programs help ensure that they are ready to meet and exceed those expectations. BR
GREEN COMMITTEE
Tee Boxes and Putting Greens Demand Attention SPECIAL TO BOARDROOM
Two locations on the golf course are of vital importance for golfers. One would some facilities willingly choose to have Poa is the tee box, and the fact that proper tee alignment is of utmost im- annua putting greens instead of creeping bentgrass? The simple answer is that creeping bentgrass does portance for golfers. not outperform Poa annua in every category when Secondly, are the putting greens, especially for clubs managing Poa it comes to comparing these grasses on putting annua putting surfaces. greens. Poa annua is more tolerant of low-light enProper alignment is a critical component of a person’s golf swing vironments and is more traffic tolerant than creepand it’s also a critical component of tee marker setup. ing bentgrass. Given certain circumstances, Poa To put the impact of tee marker alignment into perspective, if the annua can just make sense. markers are off center by just five degrees and the player relies on At some courses, Poa annua putting greens are them to orient their shot, a 250-yard drive would miss the appropriate simply the preference of golfers or those holding landing area by 21 yards. Golf is hard enough without players worrying leadership positions, after the pros and cons have whether tee markers are positioned incorrectly. been evaluated. So, what can golf course maintenance teams do to prevent tee alignHigh quality putting conditions can certainly be delivment issues? ered on Poa annua greens, provided the decision-makIt’s recommended that a small, portable alignment indicator that can ers have set realistic expectations, understand the risk be carried during course setup, be created. During USGA championpotential and can provide the necessary resources. ship preparations, the USGA’s setup team uses a T-square constructed Poa annua is the dominant turf species present on of small-diameter PVC pipe. This inexpensive, lightweight tool is easily the putting surfaces because this is how the putting transported from tee to tee and placed on the ground to confirm that greens have evolved over time. As a result, superthe tee markers are properly positioned with the intended line of play. intendents often must make do with Poa annua beUsing this tool provides greater consistency among the staff and encause it’s not an option to resurface or rebuild. sures that the tee markers aren’t crooked in the slightest. Regardless of why Poa annua is being maintained, Building some PVC T-squares that can be used when placing tee an intricate understanding of the strengths and markers is a great way to improve course setup and provide a more weaknesses of this grass is necessary for successful enjoyable golfing experience. Given their simplicity and low cost, it management. As well, an in-depth understanding wouldn’t be hard to make multiple T-squares available for individuals of agronomics is needed to optimize turf health and tasked with course setup and anyone else who might be moving tee playing conditions. markers during tasks like mowing or spraying. A critical component of the agronomic program is monitoring the putting greens every day to evaluate MANAGING POA ANNUA PUTTING GREENS performance. Ideally, every putting surface is evaluated • Many superintendents find themselves in a position where Poa multiple times throughout the day to determine if addiannua is the dominant turf species on the putting greens they maintain tional maintenance practices need to be performed. • An agronomic program must be tailored to maximize the Producing putting conditions that meet golfer strengths and minimize the weaknesses of Poa annua, with considerexpectations is a challenge no matter which type of ation given to the site-specific conditions of the course turfgrass is being maintained because each has its • High-quality putting conditions are possible when the necessary strengths and weaknesses. Turf health and playing resources are provided, realistic expectations are set and the risk poconditions can be optimized when Poa annua is the tential is understood. dominant turf type provided realistic expectations are When it comes to cool-season putting greens, there is often a focus set, the necessary resources are available and the agon promoting creeping bentgrass and suppressing Poa annua. Creepronomic program is tailored to address the site-speing bentgrass is better suited to withstand temperature extremes, dry cific challenges at a facility. B R conditions and disease pressure. These reasons along with associated savings are often the driving Published with permission of the USGA. forces to establish creeping bentgrass on putting greens. So, why JULY / AUGUST 2021 | BOARDROOM
77
ANGELA HARTMANN Angela Hartmann is GCSAA director, marketing and communications. She can be reached via email: ahartmann@gcsaa.org
GREEN COMMITTEE
GCSAA Survey: Rise in Superintendents’ Average Salary Golf courses around the country continue to recognize that an investment in golf course superintendents is an investment in the facility, as the average salary for superintendents climbed to $97,354 annually. The average salary and additional data come from the latest biennial Compensation and Benefits Report from the Golf Course Superintendents Association of America (GCSAA). The 2021 report showed that the $97,354 average salary was an increase of 4.5 percent over the 2019 report, continuing the trend of increases every two years since GCSAA began tracking the data in 1993. Superintendents’ salaries have more than doubled in three decades since that first report, when the average salary was $44,500. Certified golf course superintendents, those who have achieved the highest level of recognition through education, experience and service, saw an increase of 7.5 percent over 2019. Their average salary rose to $119,558, an increase of $8,308 over 2019. “As golf has risen in popularity in the past year, it is clear that employers understand the value of these highly educated professionals who oversee the golf facility’s top asset,” said Rhett Evans, GCSAA CEO. “In particular, they see the positive impact of rewarding those who seek the highest level of knowledge as certified golf course superintendents do.” Assistant superintendents and golf course equipment managers also saw increases in their incomes. Assistant salaries rose 5.6 percent to $48,841, and equipment managers saw a five percent increase to $53,069 from the average salary two years ago. The report also gives a good picture of the profile of GCSAA superintendents and their operations. The average age of a superintendent is 47.3,
78
BOARDROOM | JULY / AUGUST 2021
and they have spent 16.7 years in the profession. The average number of years superintendents have spent in their current position stayed steady at 10.4 years. The information included in the report represents the average median and percentile salaries of golf course superintendents. With varying qualifications, experience and responsibilities in a range of positions, bear in mind that this information should be viewed as a starting place for salary negotiations by superintendents, assistant superintendents or equipment managers and their employers. Other survey data showed that paid GCSAA membership is granted to 97 percent of golf course superintendents, 95 percent receive a paid chapter membership to their local GCSAA chapter, 86 percent receive personal facility privileges and 83 percent receive seminar/tuition reimbursement. In addition, 53.9 percent of superintendents work for an employer that offers a bonus system, which is most often based on merit/job performance, profitability of overall operation, staying under budget or achieving predetermined goals. Between December 2020 and January 2021, the association research firm Industry Insights sent the 2021 survey to all GCSAA Class A and Class B members, and the response rate was 43 percent, with a margin of error of +/-1.3 percent and a 95 percent level of confidence. More than 69 percent of all respondents worked at an 18hole facility. More information about the 2021 Compensation and Benefits Report is available at gcsaa.org. B R
DONNA M. OTIS Donna M. Otis, CCM, CCE, is the chief executive/general manager at The Bridges at Rancho Santa Fe in Rancho Santa Fe, CA. She can be reached at dotis@thebridgesrsf.com
ON THE FRONTLINES
Are You an Empathetic Leader? Allow me to start with a quote: “Leadership is about empathy. It is about having the ability to relate to and connect with people to inspire and empower their lives.” – Oprah Winfrey The skills a leader of an organization needs have changed. The stresses of COVID have changed us forever not only as individuals, as parents, and as co-workers but also as leaders of our clubs, members, and team. Many skills are essential in this emerging age of leadership, and our industry must recognize that empathy is at the top of the list. Some will have difficulty understanding this concept and may view empathy as a “weak” skill. Learning and strengthening this skill will help you understand and connect with your team and provide you added confidence in becoming a great leader. Here are two important questions to ask yourself: • How well do I connect with my team? • Can I identify and understand what the team needs to do their job more effectively? Importantly, those of us who are long-tenured managers have been trained with specific traits and approaches. Fortunately, no matter our style, all of us can tap into this essential skill of being empathetic. Depending on our style and context, we may even express and integrate empathy into our leadership in diverse manners. That said, when I think about my colleagues who lead with empathy, I see them practicing it across three categories and following the practices I outline below. The three categories of empathy I observe are: • Cognition – This is the ability to know how the other person feels by attending not only to their verbal communication but also to their body language, facial expressions, and overall demeanor. • Emotion – This is the ability to some degree experience the emotional and mental state that another person is feeling. • Application – This is the ability to effectively apply the aforementioned “data” that you collect cognitively and emotionally. Keep in mind that the actions you take in these three categories do not fit into any type of neat, chronological segmentation. As you read through the following pointers for engaging empathetically, you will quickly see that skills from two or more categories are often needed simultaneously.
1. Be present in the moment. • Stop what you are doing or thinking and clear your mind. • Give the person with whom you are interacting your full attention. 2. Listen attentively. • Minimize possible distractions. • Reflect on what you hear. • Engage in a conversation and ask questions. • Show genuine interest in the well-being of the person. 3. Understand your mood. • Understand your current mood. • Develop techniques to control or shift your perspective when needed. • Your mood can have an impact on others and can also determine the outcome of a situation. 4. Create a sense of belonging and community. • Ensure that new team member onboarding is personalized. • Connect new team members with one or more tenured managers or other influencers on your team. 5. Show appreciation. • Develop personal enhancement programs. • Hold appreciation days. • Send personalized letters. • Support education for continued learning. • Respond in appropriate but impromptu ways to expressed needs. Ultimately, as leadership models continue to transition and grow, age-old, though perhaps a bit dusty, skills like empathy will remain vital. As you continue to hone this skill in yourself and your management team, I invite you to share this short article with them. I believe that empathy is one of the biggest differentiators of leaders who elevate others. BR
JULY / AUGUST 2021 | BOARDROOM
79
BONNIE J. KNUTSON
MEMBERSHIP MUSINGS
Bonnie J. Knutson, PhD, is a people watcher. A professor in The School of Hospitality Business, Broad College of Business, Michigan State University, Dr. Knutson is a member of the Country Club of Lansing and the Michigan Athletic Club. She can be reached via email: drbonnie@msu.edu
Is Your Club Cheugy? Well, is it?
ways used to quip, “More deals were cut ‘on the 19th hole’ than in the boardroom.” And, to some degree, the precursor of “What happens in Is your club cheugy? Vegas, stays in Vegas” was born in these early clubs, too. I bet 99.9 percent of your members have no Boy, have things changed. Or have they? idea whether their club is cheugy. This is probThere is little doubt that the hallmarks of a private club have always ably true of you and your staff, too, unless, of been access and exclusivity. What has changed, however, is how the course, you might be talking to a high school stu- meanings of these two words have shifted. Or maybe I should say dent who is caddying for the summer and a fan expanded. of TikTok. In earlier centuries, clubs were the epicenters of status and power Or maybe a college intern who is fulfilling a by limiting access, by maintaining exclusivity, and by restricting who required internship in event planning and checks was invited to join. Membership meant you were on the top rung of her Instagram the minute she is off work. Or pos- the social ladder. sibly a newly hired Gen Z assistant dining room It meant you played the finest golf courses with the titans of busimanager who daily checks out what Brazilian ness, enjoyed the finest foods and drinks with community social soccer star and influencer Neymar is up to. leaders in elegant dining rooms, and celebrated your child’s birthday, For those of us who are no longer members of graduation, and wedding in an exquisite, gilded ballroom. Memberthe youth culture, cheugy is sort of a catch-all ship meant exclusive access to the proverbial “right” people, the word that is used to describe anything that is un- “right” place, and the “right” things. cool, untrendy, or simply out of date. There is no But there is a new sheriff in town, and it is called the 21st-century hard and fast rule about what makes something club built on the expanded meanings of exclusive and access – not to cheugy or who determines it is cheugy. just the right people, places and things, but to the right experiences. But as Supreme Court Justice Potter Stewart I have often written about how clubs cannot just provide members reportedly said when trying to define obscenity with a place to eat, play, entertain, party, work out, hang out, or relax in 1964, “I shall not today attempt further to anymore. Instead, they must orchestrate memorable experiences for define the kinds of material I understand to be members. embraced within that shorthand description…, Clubs in the future will use their facilities as a stage, their services and perhaps I could never succeed in intelligibly as props, and their employees as actors to intentionally create lasting, doing so. But I know it when I see it…” memorable experiences for members. Experiences, I might add, that So I ask you again, is your club cheugy? will find their way onto Facebook and Instagram. Clubs must exist and The concept of a private country club is not prosper in this experience economy. new. Imported from the British Isles, it is widely My dad’s given name was Emilo, but everyone called him Eggie. I believed that The Country Club of Brookline was suppose that is why I have always had a fondness for the unconventhe first such private country club in the United tional, fun-loving New York cab driver Iggy (played by Christopher States. Established by a group of the social elite Lloyd) in the old television series Taxi. gentlemen of Boston, it offered exclusivity, staHe wanted to be the best taxi driver in the world, so when he would tus, and camaraderie to members invited to join. pick up a passenger, he would serve them sandwiches and drinks, And only those who were like them were insing Frank Sinatra songs, and even give them a tour of the city. Iggy vited. Only those who were like them were able turned what might have been a dull, here-to-there cab ride into a to build social and business capital within the el- memorable experience that his passenger would never forget – and egant rooms that membership provided. In their would tip well. day, the private club was a center of power and His taxi became the stage, the food and beverages became the influence in its community. Or as my husband al- props, and he became the actor who staged the experience. It is the 80
BOARDROOM | JULY / AUGUST 2021
In earlier centuries, clubs were the epicenters of status and power by limiting access, by maintaining exclusivity, and by restricting who was invited to join. Membership meant you were on the top rung of the social ladder.... Membership meant exclusive access to the proverbial “right” people, the “right” place, and the “right” things. But there is a new sheriff in town, and it is called the 21st-century club built on the expanded meanings of exclusive and access – not to just the right people, places and things, but to the right experiences. Clubs in the future will use their facilities as a stage, their services as props, and their employees as actors to intentionally create lasting, memorable experiences for members. Experiences, I might add, that will find their way onto Facebook and Instagram. Clubs must exist and prosper in this experience economy. same for your club. Your facilities are simply the stage, your products and services are simply the props, and your employees are simply the actors that provide exclusive access to the member’s experience. A club’s transition into this experience economy offers opportunities for rethinking and redesigning facilities – i.e., your stage. And if this past year has taught us anything, it is that we must rethink and redesign our spaces to take advantage of opportunities that we may never have thought about. To get your creative juices going, here are what I might term the virtual venue to consider how technology might be integrated into your facility thinking and planning. First, if Live Nation showed us anything, it is that if people cannot go to the concert, the concert (for a fee, of course) can go to the people. Steinway Piano followed a similar path, producing virtual lunch concerts as a platform for artists to stay connected with their audiences. It was so successful that the platform is being re-designed for a post-lockdown era. And what about those virtual celebrity greetings? Could they be customized for a member from the likes of Mike Ditka, Gabby Douglas, or even Ice-T? From jumbo flat screens to 5K clarity to faster Wi-Fi to Firestick and Roku streaming, technology has opened the door for clubs to use the club’s physical footprint to expand members’ experiences into the club’s virtual footprint. Then there are opportunities to partner with other clubs – far or near – to adopt a format similar to what Guy Fieri produced for “lockdown” segments in his Diners, Drive-ins, and Dives television show. Celebrity chefs
sent him the ingredients for a dish that he prepared in his home kitchen. Could you virtually offer lessons for adopting the Escoffier dinner to today’s lifestyle using skilled chefs from clubs – far or near – for members of all the participating clubs? Sort of a virtual progressive dinner. Ditto with many other traditional club offerings that are traditionally done on-premises – book clubs, table scaping lessons, scavenger hunts, challenges and tournaments. And do not forget fundraising for charitable organizations related to the club industry, such as the Evans Scholars. There is strength in numbers. Finally, think about how online barcodes can boost sales for your pro shops. There are several apps that can enable members to utilize their phone’s camera to scan the barcode to find information about a product and/or order it for either delivery or pick up at your club. Think about birthdays, sending holiday gifts for snowbirds, or the chance to be one of the first to have the latest and greatest. These apps are inexpensive or free, easy to use and offer an innovative and convenient experience for your club to engage with members. They also have implications for inventory and retail spaces. These three brief examples only touch on how technological advances mandate fresh thinking about changing member lifestyles and multi-generational membership. And they open the door to expanding your club’s physical footprint to a virtual footprint. This accelerated pace to champion virtual experiences has only begun. Have fun with it so your club will not be cheugy. Your bottom line will thank you. B R JULY / AUGUST 2021 | BOARDROOM
81
DAVID W. LACEY David W. Lacey was a two-term member of the board of governors at the Philadelphia Cricket Club. David can be reached at (215) 850-7999 or via email: dwlacey44@gmail.com
HR COMMITTEE
The COVID ‘Crisis’ at Premier Clubs The Chinese use two brushstrokes to write the word CRISIS. One brushstroke 3. Increased usage by club members. In stands for danger and the other for opportunity. In a crisis like COVID, it is best the “new normal” during COVID, clubs did not compete with other interests of club to be alert to the danger but recognize, too, the opportunity. members for their discretionary spending. For this article, I interviewed six general managers, one of whom told me The competing interests of travel, cultural about how the Chinese view a crisis as both a danger and an opportunity. events and entertainment did not exist. Much has been said in the print and electronic media about the danger that Nearly all members were at home and COVID represents, and justifiably so. using the club. Members were taking full So here we focus on COVID as an opportunity for a private club. By deadvantage of all the pluses offered by the fining COVID as an opportunity the leadership teams at these six clubs reclub. The greater demand to use a club’s imagined the reasons for and the importance of club membership. facilities by members is part of the “new In my conversations with the six GMs, several trends emerged from their normal.” But there is a cautionary question: emphasis on COVID as an opportunity. The trends are: Will the greater demand be sustained after 1. Highest level of safety protocols. The number one priority at these COVID and lead to new capital projects for clubs was creating a safe and healthy experience for members. The enthe expansion of facilities? As one example, hanced safety and health protocols focused on 1) mandatory masking clubs are lighting tennis and paddle courts, and social distancing; 2) enhanced cleaning and sanitizing of club facilbut not as yet building new courts. Several ities and 3) improved filtering of air quality among other health initiaGMs said it is more prudent to increase tives. The leadership teams talked frequently with local health officials playing time by adding lights and not incur and advised members about the importance of compliance with health significant capital expenses. At least not protocols. Since the benefits of compliance were widely communicated yet. Lighting is a capital expense, for sure, to members and constructively enforced, there were very few COVID but it costs less than building new courts. deniers at the clubs. Also, members who were well-informed by club Clubs will need to consider and plan for leaders about the health and safety protocols would speak quietly and sustained, increased usage by members. purposefully to reduce, if not eliminate, non-compliance by members with the required protocols. It was a good example of member-to-memThese trends indicate club leaders’ willingber oversight to ensure compliance. ness to view COVID as an opportunity. In fact, clubs showing these trends retained a 2. Creation of a “new normal” at a club. A “new normal” for these club high percentage of members, and 50 percent leaders meant bringing the club to its members. The operational practices of the clubs (3 out of 6) saw an increase in of a “new normal” included 1) integrating curbside pick-up and delivery of new membership. food while satisfying the quarterly “food minimum” for members; 2) exThis increase was a result of members panding outdoor dining facilities to address social distancing; 3) revising expressing satisfaction to their friends and club menus by stressing simpler choices for further preparation at home by colleagues about the club as a “go-to” place. members and their families and 4) initiating more outdoor and fun activities, As one GM said, everyone is eager to be a like croquet and pickleball. The “new normal” actions could be described as member of the “go-to” club, and then you are healthful and fun activities to strengthen member engagement. Beyond the embracing COVID as an opportunity. BR program initiatives, the “new normal” meant that club members established a deeper and richer commitment to the club. It became the “place to be” for social connections, for a safe and healthy environment to enjoy the sports facilities, and to model for friends and children alike the healthy conditions of masking and social distancing.
82
BOARDROOM | JULY / AUGUST 2021
DURABLE. ELEGANT. STACKING. SUSTAINABLE CHAIRS MADE IN THE USA
VISIT EUSTISCHAIR.COM TO SEE MORE 978-827-3103 SALES@EUSTISCHAIR.COM
JULY / AUGUST 2021 | BOARDROOM
83
For Henry DeLozier, Love of Golf Led to Private Club Career By Dave White, editor We all aspire in life...we just have different aspirations. For a young Henry DeLozier, it happened to be golf. “I began playing golf at age four. I tagged along with my older brother and sister for the annual junior golf camp at the public course where I learned to play. (The camp cost $1 per child for a one-week session.) My first bona fide tournament was at age 10,» DeLozier recalled recently. And he set his eyes on a more advanced goal. “I told my parents at age 12 that I would be an All-America golfer at Oklahoma State…and I achieved that goal.” From that level, DeLozier played golf professionally for three years when he made what was to become the toughest business decision of his life. “In reality, I possessed greater talents than further investing time and treasure into a golf career. One could say that I was a good enough player to know that I was not good enough,” he offered. So, DeLozier’s career led him from golf professional to director of golf to club manager to managing a portfolio of private clubs and club communities. “It’s been my privilege to be a part of some wonderful clubs, communities, and resorts,” DeLozier said, and the start of a career in the private club industry. Today, DeLozier participates as a partner in GGA Partners, an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. And as BoardRoom magazine celebrates its 25th anniversary as the premier publication for the private club industry, it also celebrates DeLozier’s long-time participation as a contributor to BoardRoom. “BoardRoom and GGA Partners have shared an earnest and productive relationship through these many years. The bedrock in that sharing has been constant professionalism from the publisher and the editor. On that bedrock, mutual respect, trust, and enlightenment developed and grew. Young people who join our company quickly learn that BoardRoom is a reliable source of thought-leadership,” he continued. “Golf enabled me to enter the world of private clubs through the front door, although my family could have never afforded a membership. I treasure my childhood experiences at great clubs where I watched professionals of all descriptions – club managers, golf professionals, chefs, superintendents – performing in such admirable command positions. I was particularly attracted to their effortless capabilities and calm professionalism. “There are direct connections from competitive golf to club leadership. First, one must be mentally strong and disciplined as the trials of golf and the demands of private club members require a fierce commitment to completion and achievement. My success as a competitive golfer enabled me to manage adversity and unexpected circumstances calmly and effectively,” DeLozier opined. “Next, one must plan ahead and think logically in rapidly evolving circumstances. And third, one is responsible for his results with no excuses — each a powerful lesson for club leaders. 84
BOARDROOM | JULY / AUGUST 2021
“My college golf coach at Oklahoma State, the legendary Labron Harris Sr., often encouraged us to ‘hang tough’ as he called it by reminding us, ‘If you want to get your hands warm, you have to put them close to the fire.’ From his advice and my experience in the fire of competition, I learned that one must become comfortable with being uncomfortable,” DeLozier emphasized. He also credits his experiences as a golf professional in creating a path in setting his goals in club leadership and to where he is today as a partner in GGA Partners. It’s a company that provides strategy and operations services, including strategic planning, board facilitation, focus groups, government analysis, membership strategy, organizational analysis, financial modeling, technology planning and implementation, capital plans in business planning in the private club industry. “My work in private clubs began in the early 1990s and it has progressed with boundless opportunity for me and our company. I’ve worked with many kind and talented people who have taught me about service, people, hopes, and dreams. “Over the years, we’ve seen the advancement of professional capabilities of club managers and their staffs. In addition, there have been countless highlights in terms of business successes, including having created more than three dozen private club communities and seeing GGA Partners become a company that is respected and trusted by so many,” he added. “The greatest highlights have been personal for me: (a) working with a selfless cancer survivor who constantly watches for opportunities to make other people›s lives rich with purpose; (b) learning the power of teamwork – and being part of a team – from a learning-limited dishwasher, and (c) hearing a club manager recalling the first swim lessons at his club, which produced a young woman
who won two Olympic swimming medals…and her fond memories of beginning at his club,” DeLozier declared. GGA Partners can also provide benchmark information for clubs and give a 360-degree view of the business operation. And as the country and private clubs emerge from the depths of a pandemic, DeLozier insists it’s a time for re-evaluation. “In developing predictions for the industry during trying times of the pandemic, it’s my opinion that now is the time for clubs to invest in their financial planning and get to work on re-evaluating finances and updating their future forecasts,” DeLozier suggested. “Now is the time to review, evaluate and reset club debt levels. In addition, clubs need to recast financial projections based upon elevated joining/initiation fees arising from high demand.” And in support of alacrity in financial planning, DeLozier noted that labor shortages spurred by the pandemic will increase payroll-related costs at a material level. He also predicts that a comprehensive risk review is needed at most clubs to evaluate possible impacts arising from cybercrime and/or declining club revenues during 2022. “Uncertainty remains because of the pandemic and the economic impact, and clubs will do well to advance their planning while retaining budget elasticity. Clubs need to build flexibility into their budgets and operations,” DeLozier advised. GGA Partners expects that private clubs will see the surge continue and that elevated golf rounds played by members will likely increase tee traffic compaction and accessibility. DeLozier predicts the benchmark for the average number of rounds per member to be higher by approximately 10 percent following the pandemic and with increased golf course use by members’ spouses and family members. Both factors, he says, will create a greater demand for tee times at private clubs. But, at the same time, clubs should also be aware of their governance path. “It’s a time when clubs should review existing governance practices, and policies and procedures will be refurbished and reinvigorated. This is a result of new ways of operating and governing that have arisen because of the pandemic, and some of these suggest an efficacy that can be sustained in a post-pandemic environment,” he offered. “At a time when boards can measure the full range of financial performance metrics, updating club governing documents is a primary board responsibility. “Board room succession planning must be formalized to prepare clubs for the inevitable downturn from record-high utilization,” DeLozier added. So, where does DeLozier feel the future lies for the private club industry, especially after the industry has come through a major recession in 2008 and the COVID-19 pandemic of 2020-21? “The future for private clubs depends upon the quality of servant leadership with each club. Clubs with values-driven leaders who understand that a private club is an emotional relationship – not a transactional relationship – between members and their clubs will prosper…and significantly so. “The building blocks for prosperous clubs are (1) a culture of trusted and trustworthy governance, (2) sound and transparent financial
Publisher’s Comments It’s a Matter of Passion! I’ve had the honor and pleasure of working with and learning from these two industry leaders – Rick Coyne and Henry DeLozier. Why are they featured in this issue? What has held my interest and friendship with these two people for 25 years? It’s the same reason they are successful and have lasted so long in the private club industry. Passion! They are both passionate about the private club industry and helping clubs succeed. They love our club industry, the people and ultimately care deeply that their solutions will provide club members happiness. Evolution! Both these two men understand this industry needs to evolve, but they’re not calling for a revolution. They’re forward thinking and yet cautious. They both inspire others to follow their dreams... never saying no to someone who needs help. Lastly is attitude. They’re both positive people who look at a problem, how they can I fix it and find a way to do so. They keep the end in mind. And both are recipients of BoardRoom magazine’s Lifetime Achievement Awards. BR — John G. Fornaro structure, (3) an enhanced and robust facilitated lifestyle, and (4) an inclusive platform for socialization. “My motivation and objective in my work is to put the needs of others ahead of my own. And my career has been rewarding because of the many people with whom I have worked. “It has been my privilege through the years to work with many exemplary servant leaders who have taught me humility and vision. As a result, my life in service to private clubs has been rich, full, and consummately fulfilling,” DeLozier concluded. B R
Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com JULY / AUGUST 2021 | BOARDROOM
85
Personal Investment in the Industry Highlights Rick Coyne’s Career By Dave White, editor “It’s likely we have all at one time or another said to ourselves, I wonder what else I could’ve done with my life. I have, and each time the answer has always been the same. What else could I ever have done to make me jump out of the bed each morning, excited to solve – drive another success or find new ways to address sustainable practices for an industry I love.” That’s the sentiment of long-time consultant, mentor, innovator and advocate of the private club industry Rick Coyne. And it’s a path that has been much the same for Coyne’s long valued relationship with BoardRoom magazine, which this year is celebrating its 25th anniversary of service and education for the private club industry. Coyne, president of ClubInsights, happened to be one of the first people in the industry who acknowledged the efforts of BoardRoom publisher John Fornaro in providing support for club boards of directors and management. It’s a relationship that goes back many years. “Interestingly, BoardRoom happened to be part of a progression of thoughts and ideas instigated by the entrepreneurial spirit of John Fornaro. Earlier, John and I met with the idea of creating the Professional Club Marketing Association. It was all part of a grand plan to drive resources to the private club industry,” Coyne expounded. “As an educator dedicated to the industry, as BoardRoom was launched and flourished, I eagerly involved myself in writing various articles related to membership and strategic planning. Watching the simultaneous growth of the industry and the magazine has been quite interesting as well. In the beginning, while written to support general managers and department heads, there were concerns by many that the editorial process would potentially expose weaknesses in the management structure,” he added. “Nothing could have been further from the truth.” “Over time, the industry recognized BoardRoom provided a forum to substantiate weaknesses in governance, offering corroboration to general managers and educating volunteer leadership. It has evolved as a truly winning combination for the industry and began at a time that the industry needed leadership, including monumental growth of the game of golf and the addition of nearly 3,800 new golf facilities.” BOARDROOM AWARDS Expressing his opinion about the relationship of vendors and clubs, Coyne credits the development of BoardRoom Awards as a key factor in bringing true synergy to the club/vendor relationship and making BoardRoom the trusted source it is today. BoardRoom Awards, designed to honor companies and individuals who contribute to the advancement of the industry each year, has contributed to unprecedented and collaborative improvements to the industry through this valuable relationship. Coyne has had the coveted honor as a recipient of many of these awards. 86
BOARDROOM | JULY / AUGUST 2021
“I have been greatly honored to have been the first recipient of BoardRoom’s Lifetime Achievement Award, a two-time recipient of the Gary Player Black Knight Award as Educator of the Year, and numerous other awards for contributions to the industry,” he said. “I believe these awards served to enhance the vendor relationships within the industry and have brought attention to the unique and important relationship between clubs and vendors. “Certainly, BoardRoom has benefitted general managers, staff, boards and committees. My belief is that it also has created a tighter partnership within the clubs as boards, committees and management teams can learn and navigate the many challenges of day-to-day operations and strategic planning.” From his personal point of view, not having any of his daughters engaged in the private club industry ranks as one of Coyne’s disappointments. “It’s not disappointment in them, but rather disappointment in me that I haven’t been an effective enough role model for them to have seen the joy and happiness my career has provided to me and what I always hoped would be for them. There’s still time and I’m still hopeful,” he explained. “We seldom get to live our dreams, but I have been that lucky. From traveling the world educating bright young stars in our industry to working with over 1,300 clubs and meeting countless ‘friends’, the journey has been amazing. “I’m often asked why don’t you retire and enjoy life. If you’ve read this far, I suspect you know the answer. I am blessed to be with the people that I love at home and at work. There simply could be nothing more enjoyable.” EARLY DAYS “I began my journey through the industry in 1970 as a tennis professional, teaching and
playing, home-based in Chicago. Playing in tournaments and in those days, players generally car-pooled with other professionals while staying in the homes of members. A great treat for the young quick starts of tennis. “My earliest recollections of clubs were formed by spending time within clubs and peaked by my curiosity about how they worked. It was intriguing to see differences in clubs as we traveled to tournaments week after week,” Coyne offered. “After a couple of years of this unique learning curve, I found myself drawn to engage the industry beyond teaching and playing tennis professionally. I became a club manager. “My curiosity has never diminished over the years. I’ve seen voids and trends that could positively affect clubs and the industry. But I’ve also seen an industry steeped in traditions and, of course, ‘good old boyism,’” he added. “Change has been more like a super tanker altering course than the swift boat corrections that were more the actualities. It soon became apparent that individual club management was likely not going to be a part of my career and I joined a company that was acquiring private clubs and was looking for progressive thinking and practices. It’s there that I learned a very important lesson,” he explained. “Psychology remains the driver of all things member related, and it was a revelation that changed my life and my career. In short, growth, retention, members’ utilization, and their satisfaction in their club are all driven by member backgrounds and needs, and their very specific view of the world. Importantly, these things were changing constantly, and they continue to differ by demographic. “Trends also changed needs,” Coyne intoned. “As dual wage earner households became more prevalent, women’s needs shifted, ultimately leading to significant shifts in club utilization policies. “Watching trends and their influence on the private club industry has been one of the most interesting and valuable lessons I’ve learned over the past 50 years. In fact, it was this lesson that focused my attention on merging Club Mark Corporation with ClubInsights, combining a talented group of professionals in providing technology and systems that identify member needs and allow clubs to listen, act and improve.” Many major events have shaped the industry from tax changes that devastated city clubs to the past 18 months of COVID-19. As we likely all understand, there will always be influences to deal with to remain healthy and sustainable. “My observation of the industry is that it’s resilient, made up of very bright and creative minds, augmented by volunteer boards that can be a major positive influence on clubs and the industry. It has been a great ride, with some amazing people and BoardRoom has made the last 25 years even more interesting, bringing color and wisdom to the narrative,” Coyne said. “One of the things I’ve learned is that markets are finite and predictable. Data is available to see depth of market, financial capability, interests and penetration. We see the future if we do two things. Follow the data. Know the competition not just from pricing, but also from services offered and perception of members. SEE 25TH ANNIVERSARY - COYNE | 112 JULY / AUGUST 2021 | BOARDROOM
87
Thomas B. Wallace III, CCM, CCE, ECM BoardRoom’s Educator of the Year 2020 By Richard Kopplin Someone once said that if you need to have something done, make sure you give the assignment to a “busy person.” That seems to aptly describe the lifestyle of Tom Wallace, who is the recipient of BoardRoom’s Gary Player Educator of the Year Award. I first met Tom when he was the assistant manager at The Country Club in Pepper Pike, Ohio, a suburb of Cleveland. Tom picked me up at the airport and was driving me to the club, where I was going to do a presentation at the Ohio CMAA Chapter meeting. During our conversation and while answering the series of questions I was asking him, it became evident that he not only had a sincere passion for the private club business but also a strong desire to continue to learn and share his knowledge with others. I continued to observe his career when he was hired at the age of 28 to be the general manager of the renowned Oakmont Country Club. While serving 10 years at Oakmont, he pursued his CCM designation and was also presented the Excellence in Club Management Award from the McMahon Group. Tom oversaw the 2003 U.S. Amateur, 2007 U.S. Open and 2010 U.S. Women’s Open at Oakmont, which some USGA tournament executives claim were some of the very best events they have held. It set a new standard for the major USGA events that followed. It was during Tom’s tenure at Oakmont that I noticed his attendance at CMAA educational programs, both locally and at the annual world conference. I will always recall his interactive engagement with me during one of the programs, where I was the presenter during the CMAA World Conference in Hawaii. I was impressed with his questions and contributions to the session. (Even though I was a little put off by his not wearing socks to the meeting, something I still kid him about today.) Tom had a reputation for developing very good employee teams, and I could see that his interest in educating his team leaders was a major factor in his management philosophy. He shared his knowledge of the club business not only with his subordinates but also with other club industry leaders. It’s likely the reason he was often asked to speak at CMAA meetings and conferences. When Tom continued his management career at Mediterra in Naples, FL, he became even more engaged in presenting leadership programs and seminars to his peers in the industry. After joining Kopplin and Kuebler, soon to become Kopplin Kuebler & Wallace (KK&W), he initiated his teaching in the BMI programs developed by CMAA. Over the 88
BOARDROOM | JULY / AUGUST 2021
years, he has instructed hundreds of managers and he continually ranks as one of the highest-rated presenters for CMAA. In looking at some typical comments from the attendees, many of them note that he delivers not only great content but does so in an entertaining manner with a base of personal knowledge. He knows of what he speaks. In addition to writing numerous articles on a variety of club management and governance topics, Tom has traveled the country to present educational programs for CMAA chapters and private club boards. In a typical year, Tom works with 20 to 30 general managers and their boards at annual retreats, discussing the best management and governance practices in the private club industry. While actively engaged in his writing, teaching, and executive search work, Tom also balances his busy travel schedule by spending time with his family. Additionally, Tom serves on the National Club Association Board, functions as the managing partner of KK&W and contributes his energy to the Club Leadership Alliance. Education is his passion and the foundation of his very busy schedule, making Tom Wallace a truly worthy recipient of the Gary Player Educator of the Year Award. B R
THOMAS B. WALLACE III, CCM, CCE, ECM
THOMAS B. WALLACE III, CCM, CCE, ECM AND KURT KUEBLER, CCM
Richard Kopplin is a partner, Kopplin Kuebler & Wallace. He can be reached via email: dick@kkandw.com Thomas B. Wallace III, CCM, CCE, ECM is a partner, Kopplin Kuebler & Wallace. He can be reached via email: tom@kkandw.com
THOMAS B. WALLACE III, CCM, CCE, ECM AND RICHARD KOPPLIN ©Club M an agemen t Associat ion of America an d EPNAC, 20 20
XHIBTZ business cards.qxp_Layout 1 8/25/17 9:
CUSTOM LOUNGES, SQUARE UMBRELLAS HAVE INGROUND MOUNTS ON POOL DECK ALL MADE IN USA. POOL FURNITURE • BEACH FURNITURE • UMBRELLAS • CABANAS • PATIO FURNITURE • CUSTOM CUSHIONS
Steve Berlin 2012 - 2020
954.614.1505
STEVE@XHIBTZ.COM | WWW.XHIBTZ.COM
JULY / AUGUST 2021 | BOARDROOM
Steve Berlin
954.614.1505
89
GORDON WELCH Gordon Welch is president of the Association of Private Club Directors. If you or your club are having issues with your board meetings or are interested in a board orientation, please call me at (918) 914-9050. I would love to help.
EXECUTIVE COMMITTEE
Put Down Your Phone Recently I spent a week in sunny Florida and it didn’t disappoint. One glorious day I found myself on my favorite beach in Palm Coast. It has never failed to have few visitors, but many prized shells washed up from the ocean, and it’s the finest that I’ve experienced. It was at this beach 17 years ago that I wrote my first article for BoardRoom magazine. I clearly remember the other patrons on the beach as they sat and looked at their phones. I was surprised that they were looking at their phones and not the beauty before us.
people around us. I’m guessing 50 percent of the patrons were looking at their phones. Gosh — this must be a pet peeve. It is! One day on our trip we had decided to go to one of the large amusement parks in Orlando. It was a new experience for us as we had not gone to this park before. As we walked the grueling 20,000 steps, I can tell you that at least a dozen people walked into me because they were looking down at their phones, and I’m not hard to miss. What does this have to do with the boardroom? Well, here I go — do not allow mobile phones in your boardroom. Do not allow air pods in your boardroom (they can be used as listening devices) either. Please do not tell me that you may need to look something up. If you need to look something up, you are not prepared.
Being on your phone at a board meeting is not only rude and unprofessional but it shows people what they have to say doesn’t matter to you...When you show up for the boardroom, be prepared and look up. People want to see your eyes, and they want to “feel” important and heard. Pay attention in the meetings and vote as one body. For goodness sake, put your phone down! The title of the article was “Second Chances” and it basically suggested that many people get a second chance at life — maybe through a heart transplant, sobering up, a hand up or even better communication. But I remember writing about the people walking around in our everyday lives looking down at their phones. I compared it with those of us on the beach looking down in search of seashells. But I will still not understand choosing to read a phone while in front of such beauty. The same thing happened on Mother’s Day recently. We had taken my wife to brunch at a fine dining restaurant...newly remodeled and beautiful. The food was great, and they served my wife’s favorite brunch items. We were discussing the beautiful changes that had been made when I was noticed the 90
BOARDROOM | JULY / AUGUST 2021
I have been present at too many board meetings where people are “bored” and not paying attention to the discussion. Then, the conversation becomes important to them and they need to catch up to know what just took place. I encourage the boards that I work with to either have a separate table to place keys and phones or not allow them to be out during the meeting. As board members attending a club board meeting, you have been elected to represent the membership of the club and you have agreed to attend board meetings. You have a fiduciary responsibility to attend and pay attention at the meetings. Being on your phone at a board meeting is not only rude and unprofessional but it shows people what they have to say doesn’t matter to you. This is like the person that is always late to meetings. Their time is more important than yours? No, but they think so. When you show up for the boardroom, be prepared and look up. People want to see your eyes, and they want to “feel” important and heard. Pay attention in the meetings and vote as one body. For goodness sake, put your phone down! B R
P R E S E N TAT I O N IS EVERYTHING Showcase the personality of your club with a crisp, uniform refresh.
EXCELLENCE in ACHIEVEMENT AWARD WINNER NINE YEARS RUNNING
2 0 1 2 - 2 0 20 BoardRoom Magazine
Call for consultation.
(707) 746-7011 SALES@HIGHENDUNIFORMS.COM
Visit us online to see our collection. WWW.HIGHENDUNIFORMS.COM
JULY / AUGUST 2021 | BOARDROOM
91
PHIL NEWMAN Philip G. Newman, CPA, CIA, CGFM is a partner with RSM US LLP. He can be reached via email: philip.newman@rsmus.com
EXECUTIVE COMMITTEE
Cheeseburgers in Paradise… During a Pandemic Responding to the economic fallout from the Great Recession, one of the club industry’s leading bodies commissioned a major study to ascertain what might lie ahead. Many of the predictions coming out of that seminal report proved right on point, but one comment has echoed very hollow since March 2020: “Gated community clubs focused on golf will struggle.” Certainly, it was much easier before the pandemic to find related tales of doom and gloom in national media outlets, such as the Wall Street Journal. Headlines such as “GolfHome Owners Find Themselves in a Hole” and “Can Yoga Save the Golf Club?” became boringly repetitive as it became so easy and lazy to proclaim the impending demise of this corner of the club world. What is, of course, now evident, and has been widely reported, albeit anecdotally, since COVID restrictions started to be lifted is that gated community clubs became the sanctuaries of healthy living and recreation that so many yearned for in the attempt to survive lockdowns. Yet how have such clubs fared financially over the last year? This article will reflect on the accumulated experiences from approximately 200 such clubs in the Southeastern Sunbelt of the United States. The state of the housing market, naturally, always plays a major part in the financial health of gated community clubs. Given the white-hot nature of real estate in 2021, these clubs have enjoyed major success with each home transaction typically generating some level of capital infusion to the club. Those clubs that have reduced the amount of refundable equity payable to exiting members have seen the capital coffers swell the most from not having to reward members for leaving the club. Is it possible to ever have too much of a good thing? Possibly. The inventory of homes available for sale in most of these club communities is now incredibly tight. The capital faucet has slowed to a trickle in some cases due to fewer home sales; an ironic consequence of the fabulous amenity investments club communities have made in the last few years. Totaling more than $1 billion in Florida in the last three years, these investments did exactly what they were meant to do – satisfy the lifestyle needs of cur-
92
BOARDROOM | JULY / AUGUST 2021
rent and future club members/homeowners and increase home property values. Now it seems they are so valuable that not enough people want to leave. A number of clubs are already seeking ways to replace the lack of anticipated capital infusion from recurring house sales. More pressure will fall on increasing ongoing capital charges to the existing members – charges that are already more than $2,000 per member in some cases. Some clubs are planning other approaches, such as taking over the realty operation within the community; others have opened, or added to, non-resident member categories. This can be a tricky approach with many residents viewing non-resident membership options as the antithesis of the reason they purchased a residence and membership in the club community – safety, security and, more recently, health. Community structure can also make the latter approach challenging from a legal and tax perspective, which is also leading to the renaissance of a pre-recession trend – the merger of the club and the community association. Within the amenities, we know that golf has been booming in a way that many industry observers thought they would never see again. With record-setting levels of rounds played and equipment sales nationally, it comes as no surprise that community clubs benefited from this resurgence. With most of these clubs, requiring cart usage, the challenges of single rider carts, modified carts with plastic partitions between two riders and, of course, a packed tee sheet, the long-term challenges of density and capacity on these courses have yet to be determined. Certainly, many superintendents are worried about the impact of four carts going out every eight minutes. Even with COVID restrictions easing, it will be a number of seasons before quantifying the true cost of operating the course under pandemic conditions is possible, but it is difficult to see them receding from the $101,000 cost per hole average of 2020. $21.88 per hour. At one point during the pandemic, that was the wage rate some clubs in the Southeast were competing with because of the various enhancements to state and federal unemployment benefits.
While clubs have long been used to competing with each other and various other sectors of the broader hospitality industry, Uncle Sam was, and still is, proving to be an unexpected opponent when it came to getting people to work at the club. Many community clubs traditionally fought this war for talent with their own form of “off-shoring” – bringing in seasonal foreign workers under the temporary visa programs available. International pandemic travel restrictions on such workers leaving their home nations effectively rendered this tool ineffective. The result? Clubs that regularly brought in as many as 350 seasonal workers from the UK, South Africa and other locations now face a domestic battle of epic proportions. A quick review of these clubs’ LinkedIn postings reveals major advertising efforts to recruit local talent for all aspects of club services. It can be hard to appreciate just how challenging this perfect labor storm is for such clubs. However, when you consider that their members in many cases have enjoyed member-to-staff ratios as low as 3.1 (a higher level of personal service than many luxury cruise lines) for many years, the impact of the labor shortage on member satisfaction could be devastating. Will the reopening of international travel and the eventual scaling back of government unemployment benefits balance the labor markets?
cause of the various amenity shutdowns and restrictions, the reliance on dues increased on average to 66 percent. Never has the adage about clubs being in the dues business rung so true. Conversely, those community clubs that had much lower dues ratios, say less than 40 percent, saw incredibly negative financial impacts with the closing of their other revenue-generating, and in some cases profit, activities. Members at these clubs faced, in some cases, operating assessments over $10,000 per member. The bottom line? Selling up and leaving the community is often the only way community club members can leave the club. Therefore, with the financial vaccine of locked-in dues streams and the closing of heavily dues-subsidized amenities, the math is straightforward. Even though club restaurant subsidies, measured as a percentage of restaurant revenue, increased in some cases by more than 20 percentage points, overall club operating surpluses, as a percentage of operating revenue, increased between two and three percentage points. Yes, club management had to deal with complaints from members who had to pay dues without access to the amenities for portions, or all, of the dues period, but financially, many community clubs exited the lockdown restrictions in excellent financial health. The anti-golf community media tide has turned – for the time being. More recent Wall Street Journal articles
While clubs have long been used to competing with each other and various other sectors of the broader hospitality industry, Uncle Sam was, and still is, proving to be an unexpected opponent when it came to getting people to work at the club. Many community clubs traditionally fought this war for talent with their own form of “off-shoring” – bringing in seasonal foreign workers under the temporary visa programs available. International pandemic travel restrictions on such workers leaving their home nations effectively rendered this tool ineffective. Perhaps, but all signs point to pressure on wages that will not subside and that ultimately members will have to bear the brunt of if they want to still operate at the member to staff ratios, they have become accustomed to. Members having paid joining fees of $90,000 and annual dues of almost $16,000, it is doubtful that their expectations will be the factor that yields in the conflict of payroll costs versus lifestyle demands. And while dues rates went up four percent on average from 2020 to 2021…that arguably will not be enough. What of dues? Pre-pandemic, these clubs, on average, received 61 cents of every operating dollar from dues. Be-
carried effervescent titles: “Before Covid, Golf Club Communities Were in the Rough. Now They’re Seeing Green” and “For Golf, Covid is Even Better Than Tiger.” Leadership and management at these club communities have worked hard to earn these plaudits and capitalize on their clubs’ assets. Yes, there are problems and challenges coming as we have discussed here but for now, let’s just make sure the members soak up the sun and don’t have to search for that lost shaker of salt. B R
JULY / AUGUST 2021 | BOARDROOM
93
JARRETT CHIRICO
RACQUET COMMITTEE
Jarrett Chirico, USPTA, PTR, PPTA, PPR is director of racquets at the Baltimore Country Club. He can be reached at: (410) 889-4474; by cell (310) 405-3949 or via email: jchirico@bcc1898.com
The Three-Step Foundation to Teaching Pickleball If there is one thing that is beyond question, it is that pickleball continues to grow at an astounding rate. It is a sport that connects the dots between all racquet sports better than any other to date because of the appeal to players of all levels and abilities. People with very limited athletic ability can play and improve as soon as they pick up a paddle. In the last year alone, pickleball has been responsible for unprecedented numbers of new players entering into racquets. A million into tennis and thousands into paddle simply by pickleball giving them the needed entry point. Pickleball has been responsible for saving struggling clubs and propelling successful ones to new heights. When I was the director of racquets at the Baltimore Country Club, I saw a 204 percent growth in our racquets’ participation and programming over nine months. These numbers are as astounding as they are exciting, but as in any developing industry, there are potential obstacles. I’ve been lucky enough to work with thousands of players and certify hundreds more around the country. It is something I love doing and a fulfilling way to give back to the racquets industry that has taught and given me so much. Is there a secret to teaching pickleball? Is it like tennis or is it subtly or even wholly different? My conclusion has been that success in pickleball, much like anything in life, comes from a strong foundation. Simply put, most people overcoach, overtalk and have a poor grasp of how the individual parts make up the whole. And because of pickleball’s meteoric rise in popularity, players are often left with a deficiency of truly good coaches to learn from properly. Sadly, this often results in many players listening to and paying for poor information. There are three main points to teaching pickleball that I stress above all others. These three all-important competencies apply to all levels of the game. Whether you are teaching a beginner or a 5.0, it always comes back to the three key points that I call my “foundation of three to coaching pickleball.” The first part of the foundation is posture. If you watch any professional player, they maintain perfect posture as they play. This is best demonstrated by thinking of the middle of your chest as a bullseye and always attempting to keep the bullseye pointed straight ahead. 94
BOARDROOM | JULY / AUGUST 2021
I like to tell students to imagine their shoulders are a table and that they should always attempt to keep their table level. Any time you dip your chest and break your posture, your contact point suffers. One of my favorite drills to practice posture is dinking back and forth from the NVZ line while trying to take as many balls out of the air as possible. The key point being when you reach forward into the NVZ, you maintain perfect posture. The further a player reaches forward the greater their risk of breaking their posture. Coaches should look to challenge students by creating situations that make it difficult to maintain proper posture while putting the focus on how important it is. Calling attention to this simple but essential point during all your teaching will make a huge difference in your students’ improvement. It is also critical to demonstrate often. As the saying goes, “A picture is worth a thousand words.” The second part of my foundation is contact point. If you don’t have perfect posture, you will struggle to have the correct contact point. (Thus contact point being number two.) To keep your swing simple, you should strive to have the paddle do the work for you. Your contact point must be at a balanced point out in front of your body. Taking an unnecessarily long backswing or using your wrist to compensate for a poor contact point should be avoided at all costs. The tip of the paddle should always be in front of your hand during preparation and at the point of contact while you maintain a locked wrist throughout the swing. If you toss a ball to an outstretched paddle held by one of your students, the ball should come back with adequate lift over the net. Contact point and paddle angle go hand and hand and it is only by ensuring that the paddle is extended out in front that allows for consistency. I often have my students put their arms to full extension at the NVZ to get comfortable taking the ball as early as possible. A similar exercise would be to make a “V” with your elbows in front of your stomach to visualize the correct contact points in front of you. This is when a coach should stress the importance of favoring the forehand side over the backhand since it allows for greater reach and stability when leaning over the NVZ.
Pickleball is being flooded by tennis and paddle players who tend to favor their backhand volley which should be discouraged when extending forward to improve their contact point. It is important to highlight the simple fact that the closer your paddle is to the net, the higher your contact point will be, and the easier clearing the net becomes. The final part of the three-part foundation is footwork. Teaching proper footwork in pickleball is surprisingly counterintuitive. In general, the default mindset regarding your feet is to always keep them moving. This is turned on its head on a pickleball court. The key to footwork at the NVZ line is actually to decrease, not increase, how much you move. This highly irregular thinking makes sense because of the limitations the NVZ line places on you. By minimizing the movement of your feet, you maximize your reach over the NVZ line and can prioritize your posture and contact point. When used together, these three parts that make up your foundation are the cornerstones of building a consistent pickleball game. To practice the less-is-more footwork approach, I tell students to anchor one foot to the ground while at the NVZ line. They can move one foot as they pivot on the other, but can never lift both at the same time. This teaches them to shift on their outside leg to push the ball forward instead of moving completely while dinking and volleying. Some of the most illuminating drills you can do involve forcing players to minimize rather than maximize how much
they move their feet. One of my personal favorites is to dink down the line or crosscourt while imagining my feet are glued to the ground. Another similar game is to play points from the NVZ where players can only take one step at a time. The minute a player takes more than one pivot step, they lose the point. It is amazing how quickly this can make footwork patterns click for a player who has never been introduced to the lessis-more approach. The more in control they are with their footwork, the better their posture can be, and the better their contact can be. The biggest difference between teaching tennis and pickleball lies in where you begin. You teach tennis from the outside in — groundstrokes, then volleys, then serves, etc. In pickleball, you teach from the inside out — starting with dinking before you progress to the back of the court. This is less because most points are played at the NVZ than it is that learning to hit the dink builds the foundation of technique for all other shots. How you dink can be translated to how you drop, how you drive, or even how you serve. Drive home the three foundational points of posture, contact point, and footwork no matter what stroke you are teaching and it will translate into swift success for your students. Keep it simple and they will improve more than they ever thought possible. B R
JULY / AUGUST 2021 | BOARDROOM
95
BORIS FETBROYT Boris Fetbroyt is the director of racquets at The Philadelphia Cricket Club. He can be reached at bfetbroyt@philacricket.com
RACQUET COMMITTEE
Data Collection to Build a Successful Racquets Program As racquet directors, we are often asked by committee chairs to report on the growth of the racquets program. Providing solid data that shows growth in the program is key when it comes to making decisions at the board level about the future success of your department. It’s important to understand that most board members are successful individuals in their careers, and they expect nothing less from your reports but measurable data to help them make informed decisions. Below are some data examples that would help board members make informed decisions about your racquets program. What is your board of directors looking for? Membership data • The number of members that play each racquet sport. (Tennis, pickleball, platform tennis, padel, squash.) • Compare the data from above for each racquet sport to the previous year. Has there been growth? Yes? No? • Be ready to explain why the program has grown or why it has not. What were key factors? • If your club has different types of memberships, please present data about which members participate in your racquets program. (Golf members, tennis members, social members, house members.) Court reservations • How many court reservations were made for each racquet sport for their respective season? • How do those numbers compare from the previous season? • Which type of memberships had the most reservations? • Are court reservations well balanced throughout the whole membership or do you have super users that account for a good percentage of reservations made? Lesson revenue • Yearly lesson revenue from each racquet sport. • How do those numbers compare from the previous year? • What is the demographic breakdown of those taking lessons? What percent are adults, juniors, ladies, or men? It’s important to understand that the growth of a racquets program should not solely be measured on the amount of income it brings in. The majority of private clubs do not charge for outdoor court usage, so an increase in member participation would not show up on the bottom line of your budget. It’s the job of the director of racquets to track this data yearly and present it when asked or needed for future decision-making. USING DATA TO UNDERSTAND WHAT WORKS Working at private clubs with a large membership base can strike a tough challenge to a racquets director when it comes to figuring out programming. There is no harm in surveying the membership and building the program around your members’ needs. 96
BOARDROOM | JULY / AUGUST 2021
A great way to understand your racquets membership would be to send a survey through Google Forms asking what their preferences are. Listed below are some examples of what you should include in your survey. Example survey questions Member information • Name • Email • Gender Availability • Weekdays or weekends • Mornings, afternoons or evenings Program interests • Lessons • Social play • Competitive league play Experience • New to tennis • USTA 3.0 • USTA 3.5 • USTA 4.0+ Keeping the survey short and simple is key to pulling the most accurate data from your membership. Using Google Forms allows the director of racquets to download the responses through Microsoft Excel and filter each category as you would like. This type of data collection helps you form a solid base when it comes to programming and fulfilling membership needs. Collecting data will always make your approach look strategic; it is important to make sure your numbers are accurate, measurable, and easy to explain. At the end of the day, data will help board members make informed decisions to continue the growth of your racquets program. B R
SUSAN GREENE Susan Greene is the director of membership and marketing at The Oaks Club in Sarasota, FL. She can be reached at sgreene@theoaksclub.com
MEMBERSHIP COMMITTEE
Building a Membership Team for the Future Whether you are a free-standing club (city or country), a community with a club, or a resort with a club component, it has been a long time since we have experienced anything like the last season. Sales were at all-time highs; initial joining fees beat budgets and many clubs found out what it is like to have a full complement of members. Now what? Some have expressed fear that once travel starts again and people feel freer to engage in social events, the club memberships that new members acquired may be easily resigned. Now is the time to create a platform for success in the future. Using a three-legged stool approach to create your platform, where each leg cannot support itself on its own, continued recruiting, retention and a solid communications plan are essential. You should begin your platform for success by naming a board liaison to head your membership and marketing team. The characteristics of this liaison should include leadership, motivation, governance, marketing, sales, public relations, and communication. From there, this skilled leader can fill in your platform with team members that grow a team that will set itself up for success in the future. Here is how your platform might grow:
One of your first questions might be: How do we find committee members to fill our platform. This process begins with your application. Do you have a question on your enrollment materials that asks if the applicant has any interest in serving the club? Answers yes or maybe should be tracked and given to a member of the recruiting committee. Remember, recruiting is not limited to new members; the recruiting committee can help recruit future committee members and board members. Be sure new members who indicate their desire to serve are contacted and cultivated based on their interests, business acumen, and passions. The members of the recruiting committee would have backgrounds in sales, lead generation, members needing leads themselves, not-forprofit marketing, advertising, and promotion. The retention committee would consist of members who are users of the club. This committee will work well with a mix of members who joined over 10 years ago, over three years ago and new members (one to two years). Retention committee members might have backgrounds in event planning, affinity program generation, or lifestyle industries. They must be willing to engage with the membership and reach out to those who have not fully used the club. Members of the communication committee would have a degree in communications and experience in public relations, telemarketing, storytelling, social media, time management, problem-solving, and conflict resolution. Once you have defined the characteristics of the team members needed to fulfill your committees, identify the qualities of the professionals who will work with and guide the committees on behalf of the board. The director of membership (DOM or chief membership officer) should have many of the skills outlined above. In addition, this position should have achieved a certified membership/marketing professional or master certified membership/marketing professional designation. This position requires excellent written and verbal skills, a polished and professional demeanor, leadership and coaching skills, critical thinking and problem-solving skills, and strong interpersonal skills. A sales professional, a member relations professional and a communications specialist reporting to the director of membership round out the team. Much has been written about the past two years’ success in membership growth. Your platform now must focus on member experiences, engagement, and continued enrollments due to natural attrition. Just makes cents to me. B R
JULY / AUGUST 2021 | BOARDROOM
97
MIKE PHELPS
MEMBERSHIP COMMITTEE
Mike Phelps is co-founder of Pipeline Agency, a specialized brand marketing agency for private clubs and communities. More information on Pipeline and its CRM and automation software can be found on the website at www.pipelineagency.com
Raising Brand Awareness to New Heights When it comes to recruiting new members, clubs tend to think of marketing in short 1. You only want to craft communications that resonate through familiarity, bursts. Make it happen immediately. High impact and urgent. resonate through emotion and ultimately Not good. This is the type of awareness that can work against your brand, demonstrate how your club promotes sending signals of desperation and volatility to your members and your audience and inspires a positive transformation in of prospective members. members’ lives. On the other hand, raising positive brand awareness is the task of turning an 2. The content of each awareness email unaware audience into prospects who will not only feel good about your brand should work backward from an interior but will put your club top of mind when it comes to their decision to join. page on your club website. Showcase one It can be one of the most difficult tasks in the whole spectrum of branding core theme or brand pillar and use immainly because, on average, your audience will need seven to eight touchpoints ages and messaging that correlate to the before they even register your club in their mind as a legitimate option. webpage driving the content. Remember: Raising positive brand awareness is not just about getting your social posts Bad emails waddle like a porcupine and seen and email messages opened. There’s a lot more to it. Raising brand awaremake lots of little points. Good emails ness is about getting your audience to understand who you are, what you do charge like a rhinoceros and make a sinthat’s different, and the value of that difference to them. gle point powerfully. Instead of proposing marriage on the first date, you nurture a relationship 3. The call to action (CTA) on an over several dates, sometimes lasting months or even years. And just like dating, awareness email should be one single it’s going to take multiple touchpoints to try to get your audience to understand button that links to the respective intewhat makes you special. The best way to manage these multiple touchpoints is rior page of your website. through automated email. 4. Resist the temptation to include any Once you have permission to send your audience emails (very important), type of offer, promotion, invitation, or then you can map out a specific series of emails designed to help them underspecific request (i.e., schedule a tour). stand who you are, what you do, and the value you provide.
Whatever your approach to creating positive brand awareness, don’t wait until your audience is consciously in the market and pounce on them with an urgent, limited-time offer. The overall goal of branding should be to create an emotional bond over the course of a long-term relationship. Automated emails are delivered (or dripped) in a sequence without interruption, without the need for you to be there and think about it… it just happens over time. This will increase the number of times your audience sees you and helps them to understand how your club fits into their world. For most clubs, the content of an awareness email should follow these simple guidelines: 98
BOARDROOM | JULY / AUGUST 2021
After those seven to eight touchpoints, your audience should be aware your club exists, but that doesn’t mean they are ready to come out for a tour and fill out a membership application. Remember, your goal is to get your audience to understand who you are, what you do that’s different, and the value of that difference to them. This next phase of email automation requires more than the standard drip automation sequence. You want to develop an automation program that helps you bond with prospective members. If your bonding program is successful, people will think of you and feel good about you when they finally want to join a club. Today’s customer relationship management (CRM) software unlocks a suite of new communication tools that can enable
clubs to expand the relationship from initial awareness to engagement. Here’s what modern CRM brings to the table... Those initial awareness emails can be tracked for standard delivery and open rates as well as button clicks, webpage views, repeat website visits, etc. So, you know exactly when (in real time) someone opens your email, clicks on the button link, and visits your webpage. Tracking this behavioral information within a CRM allows you to create derivative automations that are triggered by their actions, not simply by time/date. This means that as soon as someone clicks on a button link in an awareness email, they can be added to a derivative automation that fires a more tailored email expanding on the content they just clicked on. Further, if they visit other pages on your website, return to your website at a later date, or even click on a social media post, that can trigger a whole new set of automated emails, or prompt staff members to reach out directly. The point of derivative automations is not to bombard your audience with emails but to begin to tailor and segment emails based on their actual behaviors. This is how you get them to understand not only who you are, but what you do that’s different, and how the value of that difference matters to them. These new CRM and automation tools can help save time and, more importantly, increase the effectiveness of any club communications, not just brand awareness emails. For
example, CRM can learn when each person on your list is most likely to open their respective emails and automatically send emails to them at that precise time (resulting in a 15 to 25 percent increase in open rates). The next generation of automations can also send text messages and direct mail pieces, or even deliver specific Facebook or Instagram posts to the newsfeeds of various people on your list (just as if you were sending an email). Imagine receiving an email about summer programming at the club, clicking through to the aquatics page of the website, and then seeing an awesome video of the pool in your feed the next time you check Instagram. This multi-channel approach works even better for internal bonding through member communications. When a member clicks on an email for a club event, they could receive a related post from the club right in their social media newsfeed — a social post that reaches only those members who click on that email. Or turn it around and send a follow-up email to members who click on a specific post. It’s all possible with the latest CRM software. Whatever your approach to creating positive brand awareness, don’t wait until your audience is consciously in the market and pounce on them with an urgent, limited-time offer. The overall goal of branding should be to create an emotional bond over the course of a long-term relationship. B R
JULY / AUGUST 2021 | BOARDROOM
99
INNOVATIVE
IDEAS
Little Free Libraries Featured At Jacksonville Golf and Country Club If you look around, there’s a good chance you may see one of the more than 92,000 registered Little Free Libraries around the globe. They can be found anywhere from school hallways to barber shops to laundromats to something as simple as a front yard. Two of these beautiful boxes, chock full of education, adventure and escape, can be found near the grounds of the Jacksonville Golf and Country Club, Jacksonville, FL. One is high atop a post, filled with rich tales for older readers. The other sits low and below for young readers discovering new worlds to be immersed within. How did it all begin? Because Vic Dienes saw the librarian hiding within his wife. “He read an article in the Florida Times-Union on May 18, 2016, about the Little Free Library movement,” said Susan Dienes, a club member. “Knowing how much his wife enjoys reading, he passed it to me with the comment ‘why doesn’t JaxGolf get one?’” She did her research and found the concept was simple. Someone stocks it to start. After that the patrons take over - take and return or take and exchange. She quickly realized that the Women’s Network at JGCC was the perfect group to initiate, fund and maintain their very own. From that moment on, a community passion, or maybe even obsession, started. This haven, installed in April 2017, is in a place that makes it easily accessible to all interested, though operated by a private club. The two libraries sit at a school bus stop near the back of the driving range with high visibility from a busy road.
100
BOARDROOM | JULY / AUGUST 2021
There is a place for drivers to pull over and park conveniently and a place for cyclists to place their bikes while they scour the selection. It’s on a sidewalk for pedestrians, with a bench for those with the desire to linger. There are only a few rules when it comes to the library but those only apply to the stewards on their weekly cleaning visits - they remove inappropriate materials and anything that’s tattered or battered. Damaged books are sent to a recycled grave. Aside from those, the most important rule is to enjoy. “The monthly stewards have mentioned that when they stop for a checkup that the books are often sorted neatly by age group and genre. We kid that there is a little of the librarian in lots of readers,” added Dienes. These literacy stations started as an ode to the founder’s schoolteacher mother. Todd Bol created a model of a one room schoolhouse in her honor. He never would have guessed it would grow to such a global phenomenon. The love of these libraries is timeless as seen in the JGCC user demographics. Mothers and sons, fathers and daughters, infants, even a lovely 96-year-old woman. They are truly beloved by patrons of all ages. There was even a celebration held to mark the twoyear birthday of the library, featuring balloons, banners and a story in a local publication. This past year readers were encouraged to restock the library with books they read during the challenging times. This allowed others to experience lives other than their own, escape to places they could no longer visit, and educate themselves on any topics that interested them. It is easy to say the work of the women’s network has made a notable impact on the world around them, but Dienes sayid this is exactly the kind of work they aspire to do. “We believe our focus on issues that are important to women and families help make a difference in our community - local and at large.” Now’s the time to add a visit to the library to your bucket list. I’d highly recommend any book lover to do the same. B R
ELLERY PLATTS Ellery Platts, Innovative Ideas editor, earned a Bachelor of Journalism (Hons) from the University of King’s College where she balanced her love for writing and photography with varsity athletics. An avid golfer, she has been in the club circuit since early childhood where she played as a member of Silver Springs Golf and Country Club, Calgary, AB. To submit an idea or story for this section, please email ideas@boardroommag.com
Rowland Only Female GM Recognized by PGA of Canada Sheryle Rowland was just 12 years old when she was first introduced to the world of golf. A bad junior lesson experience caused her to give it up shortly after, but not for long. Four short years later, she picked up her clubs again while working at an executive golf course. Here exposed to lessons, golf schools, positive mentors pushed her to pursue golf seriously. She quickly fell in love with the game, culture and people. Now, she is the only female general manager officially recognized by the PGA of Canada, a long and tough journey from her career beginnings as a remarkable golf professional. “I thought I wanted to be and would be a golf professional for life,” said Rowland. “After spending 15 years at a wonderful private club and continuing to be part of its growth, I suddenly found myself wanting to contribute in a different role.” Stepping outside her comfort zone and leaving Silver Springs Golf and Country Club, in Calgary, AB, Canada, her home for many years, became a major step toward this new and improved future. This allowed her to learn strategic club management, how to lead major club projects, try out larger leadership roles and contribute to bigger picture decisions. How fitting it is that she now holds the general manager position back at Silver Springs? “It’s valuable to know where the club has been and where it is going,” said Rowland. “I have always had long term goals and at this point in my career, I want to be the best GM and leader I can be.” Her 20-year history at the club has made her a familiar fixture, instilling comfort, stability and trust, not only with her staff, but the membership. Though she is the only officially recognized female general manager, there are others that don’t have a head professional working beneath them and therefore are not recognized by the PGA of Canada. This is something she would love for the industry to change. Coming from a golf background means she has other unique takes on changes that could be made in the industry as well. For example, compensation for golf professionals. “They sacrifice their work and life balance, but the compensation does not match the effort. And unfortunately, I think that’s why a lot of people leave the business,” added Rowland. What’s next? She hopes to see more women involved, encouraged and advancing in the golf industry. That’s a vision that likely will come to fruition soon. B R JULY / AUGUST 2021 | BOARDROOM
101
TREVOR COUGHLAN Trevor Coughlan is vice president of marketing with Jonas Club Software. He can be reached at (888)789-9073 or via email: trevor.coughlan@jonasclub.com
TECHNOLOGY COMMITTEE
Understanding Cloud Versus Locally Hosted Software The term cloud software gets thrown around a lot in our industry, but often when questioned on the term, I have found that opinions on what defines cloud software can vary significantly. Part of this is likely caused by the wide range of software deployment options available today, from owning your own server to running exclusively through a web browser. Couple this with the fact that, to many people, the term cloud is often used any time an internet connection is part of the equation, and the whole topic can quickly become muddy if not outright confusing. So, with all of this in mind let’s define the two ends of the software deployment spectrum: cloud software and locally hosted software. True cloud software, in its simplest term, is any software that runs exclusively on a web browser, such as Firefox, Google Chrome or Safari, and requires an internet connection to function. At the other end of the spectrum is locally hosted software which is installed on a computer and requires no outside connectivity to operate. To illustrate these two technologies at work, we need to look no further than Microsoft Office and Google Workspace. Both product suites are designed so we can write and edit content, analyze financials within spreadsheets, and create presentations to wow audiences. However, despite their many similarities, the fundamental difference is when and where we can access and process information. With traditional Microsoft Office, everything is loaded and saved onto your local hard drive. Interested in working in the middle of the wilderness miles away from the nearest internet connection? You can still crunch numbers and perform 102
BOARDROOM | JULY / AUGUST 2021
VLookups until you’re blue in the face. If you’re a Google Workspace user on the other hand, you’d better stick close to an internet connection because once you’re disconnected, so is your ability to access or edit any of your saved information. Cloud software provides the advantage to work anytime and anywhere, but if you often have connectivity issues or degraded internet performance, cloud software can quickly become more of a drawback than a benefit. This becomes especially apparent in-service businesses where technology isn’t only needed to operate behind the scenes, but also to provide or facilitate service to customers. Consider what would happen if your club were to lose internet connectivity for a short time. Your finance team may be able to wait out the interruption in service, but your front of house staff in the middle of a busy dinner service may encounter an entirely different scenario. Internet connectivity is just one of the considerations clubs need to make before selecting a software deployment solution. Cloud software considerations • There is no need to tie yourself to one work device. You can use your desktop at work then pick up where you left off from your laptop or iPad at home. • Updates, security and data backups are managed by your software provider. This means you are less reliant on an in-house or third-party IT resource. • There are often lower upfront hardware costs associated with cloud software. Since all the data processing is taking place in the cloud, you can operate using less powerful devices. • Despite the lower costs associated with hardware, monthly or annual fees can be significant as providers need to work hosting costs into their pricing models. Locally hosted software considerations • You are in control of product updates. This allows you to schedule them when it is most convenient for your business and ensures your staff don’t unexpectedly encounter brand new functionality or user interface changes when they log in. • Locally hosted software is very stable; issues outside your club’s network won’t impact your ability to operate. For instance, you don’t need to worry that your software provider may suffer a service outage, and internet connectivity never needs to be a concern. • You will likely need to have in-house IT expertise or a trusted third party to help you with hardware acquisition and upkeep, as well as maintenance of your local network. • The upfront costs can be higher due to the need to purchase more robust computers and servers. Nothing is black and white and there are a number of additional deployment options available to your club that sit somewhere in between these two ends of the spectrum. These include RD Web, remote hosting and thin client setups. If you are curious about cloud, locally hosted or any of these additional deployment methods, you should reach out to your current software provider for a clear understanding of how their systems can be implemented or re-implemented to best suit your club’s needs. B R
LAUREN RUOCCO Lauren Ruocco is corporate director of sales and marketing for Troon Privé and can be reached at lruocco@troon.com
TECHNOLOGY COMMITTEE
Digitize to Optimize Technology is best when it brings people together. – Matt Mullenweg As private clubs have struggled to stay engaged with members throughout the stages of the pandemic, many adopted technology and automation as a way to enhance the overall experience. The benefits of technology are evident in our day-to-day lives. We can deposit a check into our account without stepping foot in a bank. A few taps on our smartphone produce a car ride across town or even a meal. We can buy a car online and have it delivered, all without the pushy sales pitch and frenzy of a car dealership. Although the private club industry has traditionally been slow to adapt to technology, pre-pandemic hesitation related to
budget concerns or culture instantly shifted to an urgent need to innovate during the pandemic. Technology became the primary way to stay connected, retain members, and deliver the best club experience possible, despite unprecedented circumstances. The advances have been good for the industry, but the positive impact multiplies when you consider that technology solutions come with the need to address operational inefficiencies. As a result, many private clubs are better off than they were before. Here are a few ways in which technology enhances the member/prospect experience within a private club setting, while also increasing productivity: Email • Most of you are aware of the option to create an auto-reply that notifies the sender that a message has been received. But you can take automation a step further by creating templated replies to common inquiries to ensure consistency and save time. • Go beyond “Dear Member,” and personalize salutation fields by using the “bulk email token” feature in your club’s website platform to pull names from the member database. If you want to use a prefix, avoid standardizing with SEE TECHNOLOGY | 117
JULY / AUGUST 2021 | BOARDROOM
103
NANCY M. LEVENBURG
PLIGHTS AND INSIGHTS
Nancy Levenburg, PhD, is a recently retired professor of management in the Seidman College of Business at Grand Valley State University in Grand Rapids, MI. She has published numerous articles in business and professional journals and has assisted over 200 organizations with strategic planning, marketing strategy, and improving operations. She is the president of Edgewater Consulting and is a member of Spring Lake Country Club in Spring Lake, MI. For more information, contact her at: levenbun@gvsu.edu or (616) 821-5678.
The Cost of Golf Outings Fidelity Charitable, a 501(c)(3) public charity that helps donors maximize their generosity through a donor-advised fund, maintains that “the COVID-19 pandemic has upended daily routines and impacted communities across the world in unprecedented ways. No corner of our society has been left untouched by the effects of the pandemic, including the nonprofit sector.” According to Fidelity’s research, 54 percent of donors plan to maintain their level of giving because of COVID-19 and 25 percent plan to increase it. This means that 21 percent will likely decrease their giving. (100 percent - 54 percent - 25 percent = 21 percent.) Fidelity’s data seems to jibe with FastCompany, which reported that two in five households (40 percent) said they’re receiving less income since the pandemic started, and one in five (20 percent) stated they “have given less to charity recently compared to before the pandemic.” One thing we don’t know, however, is how amount of giving varies by intent to continue giving; that is, are those who plan to – or actually did – discontinue giving the large donors or smaller ones? Nevertheless, this begs the question, where (and to whom) do nonprofits turn when donors’ giving declines? And the answer for many nonprofits is to hold special events – like golf outings – to bolster COVID-depleted coffers. In fact, it’s estimated that over 800,000 fundraising golf events are held annually in the U.S., netting over $300,000 in some cases, depending on committee members’ community connections, the reputation of the course, special events (e.g., a pro-am), sponsorships, and special add-on events, such as silent auctions. So numerous nonprofits have sought to host their golf fundraising events at their local country clubs. And for the past several years amidst waning membership levels, those country clubs have been enthusiastically offering up their facilities to the public to help offset operational assessments by balancing club deficits with nonmember revenues. So while golf fundraisers are revenue-generators for the charitable organization, are they also moneymakers for the private club? It’s a good question… and one that I’ve rarely received a straight answer to from clubs’ board members. Yet, private clubs typically tout outing participants’ nearly unrestricted use of the club’s facilities (“Host your event in our newly renovated ballroom!”), often including everything from curbside bag drop, use of locker rooms, driving range, putting green, and practice chipping area. Revenues are typically based on an amount for green fees, golf cart rental, meals served, and any service fees/gratuities… all of which are variable costs; that is, they depend on the number of participants in the event. (Fees may also vary depending on the day of the week, with Mondays being the cheapest and Fridays and Saturdays generally being the highest priced. And many clubs require confirmation of the exact number of participants a certain number of days in advance.) 104
BOARDROOM | JULY / AUGUST 2021
However, other costs incurred by the club are not quite so variable. So, are these costs also appropriately factored into pricing outside events? That’s the question. For example, • Beverage cart. Will a beverage cart circulate during the event? Clearly, the revenues gained from selling foods and beverages (especially alcoholic ones) from the cart will be incremental to the club, and this could be a big money-maker. But what about the wages for the cart driver? To what account will those wages be charged? • Outing prep/set-up. Among other things, this includes preparation of scorecards and rules sheets, preparation of cart signs and staging of carts, sign placement and recovery of proximity prizes, postevent scoring, awarding of prizes, and so on. Obviously, pro shop staff will be heavily involved in preparing for and hosting an outing… how are their time, effort and materials accounted for? • Food service. If the outing has 100+ participants, who – and how many of the kitchen and banquet staff – will be involved in setting up for, serving, and cleaning up after guests? And, since many private clubs’ F&B operations are closed on Mondays, is the added expense of workers needed for the event covered by fees charged to outing organizers, or is it absorbed by club members? (Further, since the ability to play golf for free on Mondays may be an important fringe benefit for country club employees, usurping this day of the week could be robbing those employees of one of their favorite perks.) The Chronicle of Philanthropy reported in 2020 that 73 percent of charities worldwide experienced a decline in contributions. Given this, alongside the increasing interest by many private clubs in attractSEE PLIGHTS AND INSIGHTS | 117
JIMMY DUNNE Jimmy Dunne is the founder of USA Bocce, partnering with leading country clubs to create extraordinary revenues and participation. Jimmy is also an award-winning songwriter, with 28 million hit records and gold and platinum records spanning the globe. He can be reached at (310)529.1400 – or via email: jdunne@usabocce.org.
ON THE FRONTLINES
The Power of Bocce at Country Clubs Bocce is on fire in America – and it’s on fire in leading country clubs all around the country. Under GM Bill Howard, Bel-Air Bay Club (on the beach in Pacific Palisades, CA) built two courts 10 years ago. As a result, bocce participation and engagement is now greater than all other sports combined – and generates $375,000 plus a year from food and beverage revenues directly from its bocce leagues and social events. Their neighbor club down the beach, Beach Club, put in two courts – and before the courts were built, they had 290 sign up for its leagues. Engagement and revenues keep going up -- now in their fifth bocce year. Under GM Kevin Dunne, Blackhawk Country Club (in Danville, California) has 770 members in its bocce leagues on five league nights – generating $475,000 plus in bocce food and beverage sales. Think of the amount of member activity that is – for the footprint of bocce courts compared to a golf course. Rosewood Miramar Hotel in Montecito, a hotel, put in two bocce courts – and had 245 folks from its town playing in its weekly bocce league – generating not only sales but outstanding goodwill for the new hotel. Nashville, Chicago, Dallas, New York, Florida – so many leading country clubs in cities all around the country have 300-900 members playing bocce every week! Here’s the crazy thing. Nobody knows about this. Because partly, unlike pickleball, tennis, golf, etc., there is no governing body that is connecting the dots between bocce country clubs... no standardized rules or league, tournament and events formats... no communication and sharing of best practices between clubs, and no way to train your athletic director or activity director to run successful leagues and events. Now there is. USA Bocce. (www.usabocce.com) We’re launching the Bocce American Cup this October for leading clubs around the country. We’re offering training (and certification) for your athletic director to learn how to play, learn strategy, learn SEE ON THE FRONTLINES | 117 JULY / AUGUST 2021 | BOARDROOM
105
EXECUTIVE COMMITTEE
Early Detection Practices for Club Cybersecurity Response BY HASSAN ALSAYEGH AND VARUN KHANNA
Detecting a cybersecurity incident early is key to mitigating the long-term REDUCING MALWARE DETECTION GAPS AND INCIDENT impact. In many cases, businesses are unaware of cybersecurity breaches RESPONSE TIMES To protect users and companies from malware, for days, weeks, or even months after their systems have been breached. it must be detected early. Malware detection is the How can a business detect breaches and stop the bleeding of inforprocess of determining whether a given program mation from their systems before it reaches a critical peak? has malicious intent. Clubs can use the following technologies and software to detect inOne of the biggest gaps in malware detection truders and unauthorized access to avoid facing a cybersecurity breach. is that of hackers evolving at the same rate as the detection software companies, producing a new DEPLOY A MANAGED FIREWALL generation of malware that is difficult to be deEstablishing a well-managed firewall system is an organization’s tected by the current software. fundamental network defense. An installed firewall acts as an internet In the early days, signature-based detection apborder between the public internet and the club’s internal network. It proaches were used but came with some limitations, protects club member data, files, financial statements, and banking data such as the ability to detect new generation malfrom unauthorized hackers. ware, and hence became outdated over time. A firewall is the first line of defense for protecting data. With no fireSome new approaches have also been proposed wall installed in the club’s cybersecurity system, the website and counto detect malware, such as deep learning, cloud, try blocking options are not deployed. Website blocking is available mobile devices, and IoT-based detection. These with a firewall to block certain websites that may contain malware or protect the users by not only detecting existent and ransomware. known malware but also new generation malware. Be sure to schedule routine audits after deploying a managed fireWhen a ransomware attack or other cybercrime wall. Technology changes rapidly in today’s world. Hence, it is crucial to incident occurs, it is crucial to activate an incident undergo routine checks on the firewall system to avoid having out-ofresponse (IR) plan immediately and attempt to date software. minimize the damage caused by the breach. One of the key metrics that IR professionals FILE INTEGRITY MONITORING have embraced to help mobilize their internal Another way to detect a cybersecurity incident is to become familiar planning initiatives is mean time to respond with file integrity monitoring software (FIM). FIM is a technology and (MTTR) — a measure of the time it takes to consecurity process that scans the operating system (OS), application softtrol, remediate, and/or eradicate a threat once it ware and database to ascertain whether they have been breached or has been discovered. There are a variety of apcorrupted. FIM works by validating and verifying these files and comproaches that organizations can use to make their pares them to the latest version via a “baseline.” MTTR better. B R If FIM has confirmed that those files have been corrupted, the system will automatically generate alerts. The FIM software is essential as it This research was conducted by HFTP Middle East Rescans, analyzes and informs the user about unexpected changes to files. search Center scholars Hassan AlSayegh and Varun The main use-cases of FIM involve detecting unauthorized activity, Khanna. These early detection solutions and more will be pinpointing unintended changes, verifying update status and monidetailed in the upcoming research report Comprehensive toring system health. All use-cases lead to detecting intruders in the Practices in Club Cybersecurity: Crucial Steps to Protect software, hence avoiding cyberattacks. A good FIM software should Your Club from Today’s Online and Digital Threats. Promonitor network devices and servers, workstations and remote devices, duced by HFTP and NCA, the member-exclusive report will be published in Summer 2021. databases, OS and cloud-based servers. 106
BOARDROOM | JULY / AUGUST 2021
NANCY BERKLEY Nancy Berkley is an expert on women’s golf and junior girls golf. Nancy shares news and her opinions about women’s golf on the www.lpgawomensnetwork.com, www.womensgolf.com and on her own websites: berkleygolfconsulting.com and nancyberkley.com. You can also follow Nancy on Facebook at https://www.facebook.com/nancy.berkley.98 and on Twitter @NancyBerkley.
NANCY’S CORNER
Will Your Club Grab This Junior Golf Opportunity? The number of junior golfers in 2020 ages 6-17 shows the greatest year-over- League – a combination of instruction and year growth since 1997, reports the National Golf Foundation (NGF) in a recent competition. Mike confirmed that juniors learn well newsletter. in groups. He suggested more large-group Over half a million new junior golfers entered the game as team sports coaching on the course where the focus is on were restricted due to COVID-19. The challenge is whether the golf inlearning “how to play” rather than on “how dustry will be able to sustain the interest of junior golfers as other team to hit balls.” sports return. In a conversation with Jim Deitis, the For an answer, I reached out to Greg Nathan, NGF’s chief business officer. director of golf at Midland Golf Club, a DisGreg replied: “Course operators looking to sustain the surge in activity need tinguished Club, Jim confirmed the success to consider new programming. When business is good, that’s a time that of the PGA Jr. League program, adding that course operators should think about innovating. Add new programs, leagues, 80 junior girls and boys participate in the fun and loosely competitive social events, camps, skills challenges for better program. players… less traditional things for others. We have an opportunity in hand. Kathy Nyman, LPGA instructor at Deer Will we grab it?” Creek Country Club in Jacksonville FL., Whether your golf club grabs this opportunity will depend on whether praises the PGA Jr. League for bringing famyour golf club recognizes that today’s juniors are different from previous ilies together for junior matches using the juniors. club’s spectator carts. For example, last March I visited my two high school grandsons in CaliforAnother junior golf program is the LPnia. We were excited to play golf together. They wanted to show off the new GA-USGA Girls Golf program founded in 1989 sets of golf clubs that I bought them as birthday presents. by Sandy LaBauve, an LPGA instructor, with As we loaded our clubs into the golf carts, I asked, “Boys, do you have your financial support from the USGA. The current distance-readers?” They answered, “Grandma, we have distance apps on program has 90,000 girls in many chapters in our cellphones.” New rule: Cellphones are now permitted on the Peninsula many states. The LPGA-USGA Girls Golf proGolf and Country Club (a member of BoardRoom’s Distinguished Clubs program focuses not only on how to hit a golf ball gram) course designed by Donald Ross. but also on leadership issues, which is a good What other changes do clubs have to consider to hold on to new junior fit for the young generation of girls. golfers? I reached out to my friend and colleague Suzy Whaley, former presBut here’s the reality and the challenge: ident of the PGA of America and head golf professional at Mirasol Golf and Not all golf clubs have families with young Country Club in Palm Beach Gardens, FL. children or teens as permanent residents. Suzy promptly sent me a list of 25 features about why today’s juniors like That’s an opportunity to grab. golf. Following are just five from Suzy’s list: 1) Being with friends without Offer a junior guest program. Your club’s parent involvement; (2) Using new modes of technology to track data and “junior golf guest program” should always statistics; (3) Wearing relaxed clothes, especially new teen footwear; (4) keep safety rules at the top of the list. Here Listening to music on the course; and (5) Enjoying funny mishaps that make are my further guidelines: (1) Station an great Instagram posts. instructor who works well with junior golfI never think about Instagram as a junior-golf marketing attraction, but it ers on the practice tee for specific days and is. What a great bulletin board those photos would make. times for drop-in lessons. (2) Encourage I followed up with Michael O’Donnell, the senior director of coaching and well-supervised golf lessons on the golf player development at the PGA of America, who supervises the PGA Jr. course. (3) Convert a practice green into a putting course with supervised instruction. Try a chalked gimmee circle around each cup so children feel good when they miss a putt by just an inch or two. (4) Nothing beats parSEE NANCY’S CORNER | 112 JULY / AUGUST 2021 | BOARDROOM
107
GREGG PATTERSON Gregg Patterson is founder and president of Tribal Magic. He can be reached via email: GJPAir@aol.com
TRIBAL MAGIC
Who Are You? Wanting to know you People want to know people and places — quickly. People want to know because they need to make decisions — quickly. Do I have coffee with this “online unknown?” Do I want to work for this supervisor? Do I want to work with this employee? Do we want to hire this GM? Do I want to join this club, eat in this dining room or play on this course? People want to know if their values, personality, wants, needs and expectations align with another person, a particular place, a club culture, or an experience. People want questions that’ll lead to conversations that’ll provide deeper insight into who, what or where. But figuring out who they are or what they are “ain’t easy.” And figuring out who they are or what they are is critical to right choice and proper alignment. Guidance is needed. Questions need asking. Consider these. THE BASIC THREE If you want to know or to evaluate a person, place, thing or experience, or if you want to dive deep into who you’re with or where you’re at, or if you want others to better understand who you are and why you do what you do, you’ll need some simple, easy to remember, easy to use “focus questions” — applicable most anywhere at any time with most anyone. The questions you’ll need — the basic three — can be twisted and tweaked to fit most anyone you meet, places you’ve visited or things you’ve done. Consider these: 1. What’s the one word that you’d use to describe this person, place, thing or experience? 2. Fill in the following: “You’ll know you’ve met this person, visited this place, experienced this thing or done this particular something because ______.” 3. If you had only one photo to show others that would capture you, another person, place, thing or experience, what would that photo be? The basic three will provoke, energize and stimulate conversation and will lead to a deeper dive into people, places and things. There are lots of opportunities to ask the big three. Staff about this job or other jobs. Members about their club and other clubs. Guests about area restaurants. Kids about kid programming. The basic three can be tweaked to address most anybody or any situation. For example: Who are you as a workplace? 108
BOARDROOM | JULY / AUGUST 2021
You’re advertising for new employees. Applicants have a 30-second attention span — the messaging needs to be short, pithy, distinctive and interesting. You’ll let them know who you are by giving answers to the big three: 1. When our staff talk about our club, the one word they most frequently use to describe us is? Fun? Boring? Crazy? Exciting? (After which a long conversation can be had as that one word is examined in detail.) 2. Our staff tell us that you’ll know you’ve worked at this club because each day is different and never boring. Or it’s never-ending high energy. Or the manager knows everyone’s name and loves talking to the employee team. Or you’ll be working 12 hours a day every Saturday and Sunday during the summer season — and you’ll never be given vacation time in June, July or August. 3. When we want to let people know who we are, we show them this one photo. Is it the entire employee team laughing during the monthly staff meeting in the main dining room? Or the big Fourth of July celebration with employees, members and their children crowded together waiting in line for a camel ride? Or the beautiful 17th fairway with lots of old people playing slow golf? At which point they’ll ask, “Do I still want to work here?” Who are you as an applicant? You’re interviewing for the GM position. It’s a great club and it’s highly competitive. You want the transition committee to know who you are — quickly. You want to show them you’re different, unique and special. Quickly. So, introduce yourself with answers to the big three hoping, in the process, to stimulate a bit of an in-depth conversation: 1. What’s the one word you’d use to describe yourself? (Energy? People? Books? Talk? Laughter? Silence?) 2. Fill in this sentence: “You’ll know you’ve met me because I’ll say hi to you before you say hi to me? Because I’ll ask you a boatload of questions? Because I’ll answer questions with enthusiasm and insight because I’ve already asked and answered those questions in preparation for member/staff/board member encounters?”
3. What’s the one photo you’d show a club member that says, “This is the me I want the world to see and know”? (Leading an all-staff monthly meeting? Hunched over the desk pounding out paperwork? Playing golf with Michael Jordan? Riding my bike through the French countryside?) At which point they’ll be asking, “Do we still want to hire this character as GM at this club?” Who are you as a club? You’re looking for a club to join. There are lots of clubs “out there” to choose from. You’re the sort of person most clubs want as a member. After visiting the club, you ask three questions: 1. What’s the one word you’d use to describe this club after your visit? (Fun? Stuffy? Formal? Family? Golf?) 2. I knew I visited that club because staff greeted me enthusiastically in the parking lot. The GM high-fived my 5-year-old son? Staff in the pro shop ignored me and the kids? None of the members I walked by looked me in the eye. 3. What’s the one photo you took — or would have taken — to capture this club’s culture? The dull and unsmiling team in the pro shop? The crowd of twentysomethings in the swimming pool? The empty parking lot? At which point they’ll ask, “Do I still want to join this club?” Who are you as a GM? What do others think of you? What might an abbreviated three-question 360 reveal about you?
1. What’s the one word you’d use to describe the GM to someone who’s never met the GM? Clever? Dumb? Introvert? Extrovert? Exciting? Boring? Lazy? Energizing?) 2. How would you fill in the following sentence? “You’ll know you’ve met the GM because he’s got more energy than anyone I’ve ever met? She’s always visible, smiling and talking and delivering The Love? He’s never visible and when he is, he looks like he just ate a large unripe lemon? She looks professional? He looks like a slob? 3. What picture would you show of the GM that would let others know “this is our GM”? Waving to members as they enter the parking lot? Pouring coffee for members at 8 a.m. on Saturday mornings in the pro shop? Greeting wedding guests in the lobby? Eyes on his feet, hands in his pockets, walking past you in the hallway? At which point you’ll ask yourself, “Am I, the GM, leading this club the way the members, the staff and the board want to be led?” Discovering you Everyone wants to know who you are. Everyone wants to know if who you are and what you’re offering align with what they want. They need tools for going deep. They need the big three. Ask the questions. Ponder the answers. Decide what you’ll do. Enjoy the journey. B R
JULY / AUGUST 2021 | BOARDROOM
109
JACQUE MADISON
EXECUTIVE COMMITTEE
Jacque Madison is a PGA Career Services consultant serving the Nebraska, Iowa and Minnesota PGA sections. Jacque can be reached at (785) 341-6047 or jmadison@pgahq.com
Focus on the Fundamentals When Designing Your Team Personal presentation in an interview needs to be excellent as well, with “Designing your team for success will lead to professional attire in good condition. What defines professional attire may a more successful operation” differ by industry, by club, and by department, so if there is a specific attire With this issue’s focus on design, I expected that may differ from the interview norm of a suit and tie for men thought long and hard about what topics or business suit for women, please show the candidate respect by clearly I might bring to the table that would tie in communicating that in advance. with the theme. The communication will work both ways when the candidate is a memIt finally hit me as I reflected on the ber of the team, so it is best to start that expectation early in the process. design courses I took in my first year of Potential team members should also present with professional lancollege — fundamentals of design, basic guage in the interview that will reflect the image your facility wants to architectural drawing, etc. — that design, present. like most everything in life, is built on funWork ethic is apparent when communication and presentation are done damentals. well. Work ethic also shows in a candidate’s interview responses. If I apply that thinking to my career, I also It is apparent when a candidate has thoroughly researched the facility need to focus on fundamentals if I want to website, carefully read the job description, and called members, patrons, be successful and put myself in the best and current or former staff to get a feel for the culture and expectations. position to achieve my dream job. Work ethic shows when a candidate’s references provide letters of recThe same is also true when designing the ommendation addressed to the hiring manager or search committee chair team at your facility. Selecting team memby name. bers with good command of the fundamenFinally, work ethic shows in the little details, such as sending a “thanktals will go a long way to create successful you” email in a timely fashion. teams. Designing your team for success will lead to a more successful operation. The fundamentals of success in any caCreating high-performing teams starts with hiring high-performing people. reer are communication skills, presentation, Of course, there are no guarantees, but it is a good sign that potential and work ethic. Let me break that down a team members who do not meet these standards in the interview process little further. will not be the high-performing individuals needed to elevate the operations Communication skills are of the utmost at your club. importance. The first communication with Taking the time to screen your potential candidates for the fundamentals potential team members is usually in the will increase the odds that you will build the right team. form of a resume and cover letter. PGA career consultants are here to help clubs and facilities define A candidate’s writing must be inroles and provide information that will empower you to build a high-performed, persuasive, and accurate both forming team. in the facts and in grammar, spelling, Please reach out to your regional PGA career consultant to schedule a talk and punctuation. Candidates who do not or a facility visit when they are in your area. The better we get to know our meet this basic standard will likely not facilities when you are not actively looking for talent, the better we will be be effective communicators as members equipped to assist you when you are. In the meantime, focus on the fundaof the team either. mentals. B R A potential team member’s written and verbal communication might be excellent, but the visual presentation must be good as well. The resume and cover letter need to be visually appealing in addition to error-free.
110
BOARDROOM | JULY / AUGUST 2021
ROSIE SLOCUM Rosie Slocum, MCMP, is the director of membership and marketing at BallenIsles Country Club, Palm Beach Gardens, FL. She can be reached at rslocum@ballenisles.org
HISTORIC COMMITTEE
Bringing History and Traditions to the Forefront Many clubs have a storied past. Using historic milestones can be a great way to celebrate and share your history and traditions with your membership and to create positive public relations internally and externally. Defining moments keep these stories in the forefront and not left in the past. This year, BallenIsles Country Club (then known as PGA National) in Palm Beach Gardens, FL, celebrated “1971 Year to Remember.” It was 50 years ago on Feb. 28 that the club hosted the 1971 PGA Championship on its famous East Course — a rare alteration from the usual late-summer spot on golf’s major championship calendar. Jack Nicklaus won in a wire-to-wire victory, cementing his place in what would be the foundation to his legendary profession as the greatest champion in golf, winner of 18 majors. This was an exciting period for Jack and his professional career; for BallenIsles, it was an opportunity to create history, reveling throughout the years that followed. BallenIsles proceeded to capture this historic 50-year anniversary moment in a celebration of Jack’s famed win. The making of a notable occasion of this scale takes great collaboration and careful planning, especially during COVID times. It starts with an idea to host an outdoor event that will recognize a significant happening in the club’s history. The stage is set. All hands on deck. Plans ramp up with a call from the club’s general manager/COO, Ryan Walls, to the Nicklaus team to secure Jack and Barbara’s availability to attend the celebratory event where it all happened on the anniversary date, Feb. 28, 2021.
The guest list and featured speakers include the BallenIsles Country Club membership, the Nicklaus family, PGA of America CEO Seth Waugh, Nicklaus Design representatives, Troon executives, the club president and key staff. The food and beverage and marketing and communications departments piece together a design, near the 18th green, the site of the Nicklaus victory, as an outdoor theatre-style seating event, with a raised stage, member check-in area and surround sound. Moreover, a wing and a prayer for good weather. The day approaches, sunny skies and all. Jack and Barbara arrive and are greeted by the club’s general manager, who tours them through the club and down “History & Championship Hallways,” which displays lifesize photographs that include Jack with other professional players, celebrities and memorabilia from 1971. SEE HISTORIC COMMITTEE | 112
UNIQUE DOUBLE Also significant to the day is Barbara’s birthday — the same as it was in 1971. Jack calls it “a unique double” — winning a major championship and his wife’s birthday. The Nicklaus’s accept the club’s invitation and work begins to put together an event to recognize an historic happening in BallenIsles history. Many professionals help gather historical data, collect memorabilia, build social media, invite local TV stations for event coverage, prepare press releases, capture event attention in printed publications and produce a montage video for YouTube, “BallenIsles 50th Anniversary 1971.” The video includes photographs, tournament video clips, interviews with PGA historian Bob Denney, PGA Tour professionals Lee Travino, Jimmy Wright, Jim Awtrey and Bob Zender, Don Allan, then caddy and Jeff Fitzherbert, the director of golf at BallenIsles. All of which to use for marketing purposes and excitement leading up to the Feb. 28 celebration. The YouTube video turns out to be an invaluable piece that will be used for years to come in member awareness and marketing of BallenIsles Country Club. JULY / AUGUST 2021 | BOARDROOM
111
from 25th Anniversary - Coyne | 87
“Follow the trends. They change constantly and are different by gender, age, family make-up and time. Trends develop from socio-economic influences,” he emphasized. “Take COVID-19 as an example. It brought out the very best in the private club industry. Clubs reacted quickly and with amazing creativity, reinforcing what is the hallmark of the private club experience, community. From to-go services to drive-in movies on golf carts, as we now know, most clubs actually did better during the pandemic. A sagging golf market was literally resurrected by a need to be outdoors and engaged.” But what additional trends are likely? “Members more than ever before are working from home. This freedom has all forms of manifestations from where we live to how we use our time,” he asserted. “The demand for golf has already created potential issues for tee time availability. “And will Starbucks-type workstations become an opportunity for clubs, or business support services? Although not solely the result of COVID-19, out-migration in major cities continues to drive warm weather and rural relocations. What happens to the markets that are diminishing and likewise to the markets that are receiving the in-migration?” Coyne pondered. In the earliest days of the industry, the membership secretary, one of the most powerful members of the club and perhaps the community, functioned as the gatekeeper of membership invitations. With few clubs available and largely dominated by the rich and powerful, access remained a sought-after commodity. from Nancy’s Corner | 107
ticipation like providing a cap or a bag tag with their name on it. As I was finishing this article, I stopped by our pro shop to check in with Chris Horn, a Class A PGA assistant professional on our teaching staff. I asked Chris what he thought about junior golf programs. He answered without hesitation: “Without junior golf, we wouldn’t have a future.” This is a critical time for the golf industry. My advice: Grab the opportunity now to grow the next generation of golfers. from Historic Committee | 111
Jack reminisces about the early days. A memory to behold... The event starts with introductions and welcomes and follows with speeches about the importance of the club’s history, PGA of America, interesting memories and cover history of the 1971 PGA Championship. Finally, an appreciation plaque is presented to Jack and Barbara. In addition, the club presents Barbara with a birthday cake, kids from the Nicklaus Children’s Hospital and Children’s Miracle Network Hospital wish her a happy birthday 112
BOARDROOM | JULY / AUGUST 2021
“This still exists in some locations,” Coyne suggested, “but for most clubs, however, things have changed. The responsibility has shifted many times from board to membership committee and, ultimately, to the membership director, none of whom can be successful without building a strong member experience, brand and sense of community. “Change has been necessitated by the oversupply of private clubs, shifting consumer attitudes and the need to listen carefully to the needs of members and those that you wish to attract as members,” Coyne accentuated. “While membership was once a sought-after privilege, supply/demand has altered that dynamic. Today’s club must align itself with the needs and desires of its members and potential members. It’s an ever-changing dynamic. “More subtly, what member usage trends will emerge as the pandemic restrictions are eventually lifted? The key to the future is curiosity,” Coyne stressed. During his 50-plus years of working in the industry, Coyne says, “He’s been blessed to work with incredible people. Through these relationships and the many experiences and discussions, trends have been identified early and often. “At the Professional Club Marketing Association as an example, we clearly charted the importance and changing role of women in the private club long before it became a trend. We identified the generational impact on clubs years before it was a popular discussion. “It was never clairvoyance or being smarter than anyone else. It was simply curiosity for the things that would affect the industry that I love,” he concluded. And it’s a curiosity that still drives Coyne today. BR
If you don’t, who will? Any discussion of junior golf must include Joe Lewis Barrow Jr. and the small group of golfers from Atlanta that organized The First Tee in 1997 along with integrated core values. The LPGA-USGA Girls Golf program works closely with The First Tee. Mike Whan, the CEO of the USGA, has committed the USGA to grow junior golf. We need to not only grab the opportunity to grow the game but also to hold on tightly to the grip that Joe Lewis Barrow Jr. handed to us. BR
via a pre-produced video, and members of The First Tee of the Palm Beaches sing to her in person. The club secures the PGA Championship Wanamaker Trophy, named after the founder of PGA of America, Rodman Wanamaker in 1916, and takes a current photograph of Jack and Barbara with the trophy, capturing a unique moment. All in all a great day that will forever be entrenched in the club’s history. Celebrate your club’s milestones. Be proud of your storied past by sharing history and traditions. B R
Does it make a difference if you are a manager at a Distinguished Club? Of course, it does! Both general managers and department heads of clubs who have earned Distinguished Club status are widely recognized by Kopplin Kuebler & Wallace and boards as leaders at providing a great Member Experience. It makes you a very strong candidate for leading clubs searching for top club management.
Executive Search Firm Leaders for the Private Club Industry Kopplin Kuebler & Wallace Partners pictured left-right: Dick Kopplin, Tom Wallace and Kurt Kuebler
The only merit-based award program that recognizes private clubs and their management for outstanding delivery of exceptional Member Experience. www.distinguishedclubs.com
from Boardroom Basics | 18
Remember to bring your executive demeanor to the interview and present yourself accordingly. For the interview, you are not sitting at home but in an important meeting. Your interview will most likely have a designated start and stop time. Be succinct. Do not look away from the camera to think about your answers. If you need prompters or reminders to keep the interview moving along, place sticky notes on the wall behind your screen to aid you, such as “look at webcam”, “stay focused”, etc. “IT” HAPPENS… As Forrest Gump says, “It happens…Sometimes.” Our best laid plans can go awry. Eliminate all potential issues and distractions. Find a quiet, uncluttered space to conduct a professional interview; we live in unprecedented times and have all had our share of “COVID-age” work interruptions. from Executive Committee | 30
Retain — The quantity of position vacancies is causally related to the quantity of staff that leaves. There is natural attrition in any company and turnover costs can be as high as 30 percent of the person’s first-year wages (or more for executives). If we want different results, we must do different things. Instead of suffering the turnover cost, why not invest in your human capital? It’s time to think out of the box on how to really become an employer of choice, reach and communicate with viable candidates, onboard them effectively, train them frequently, and put a workplace and compensation package together that promotes retention, thereby mitigating turnover. Lack of flexibility and ongoing development opportunities paired with unclear or unreasonable job expectations are from Executive Committee (Nanula) | 32
A top-ranked club in North Carolina is considering a $9-million master plan renovation of its club-house, pool and other facilities. The board president has unofficially set a 90 percent positive vote requirement as a condition of moving ahead with the project. His theory is that getting over the 51 percent bylaw vote requirement will not be difficult, but that threshold is irrelevant – if the club loses 30 or more members because of the assessments to pay for a new bank loan, the club will enter the dreaded “downward spiral.” After all, the club still has bank loans left over from the last renovations, in addition to the millions of dollars in member refunds to be paid. One way of ensuring low attrition is to set a high positive vote threshold – before spending the money. 116
BOARDROOM | JULY / AUGUST 2021
If it happens during your interview, remember you are on camera. How you handle the unexpected situation indicates how you might respond to a minor work situation, so respond wisely. Perhaps the lawncare company showed up a day early and you hear the lawnmower outside your window. You might want to apologize and ask if they can hear you clearly and if the noise is distracting. The right move might be to apologize and excuse yourself for one minute, turn off your video/ audio and remove the distraction. Apologize for any inconvenience, don’t get flustered, and jump right back in where you left off. Whether in-person or through one of the many video platforms available today, the interview is often the most important part of the application process. Our goal and commitment is always to help you present yourself in the most professional manner possible. B R
retention busters. Our industry places high value on personalized service. A valuable compensation package may not revolve around wages alone; it can be personalized to the individual. To show you have your employees’ needs and goals in mind, ensure schedules are posted promptly to allow employees to plan their time away from work. Why not go a step further and personalize their pay with things that matter to them, like paying for a semester of college schoolbooks, providing a mileage stipend, or offering a rotating schedule of four, five, and six days per week within the team, allowing everyone more flexibility, some nights and weekends off and maybe an occasional holiday, too. If we do things differently today, we will set ourselves up for a better tomorrow. B R
These strategic planning ideas recognize that the bylaws of member-owned clubs serve a purpose but have limitations. Bylaws adopted decades ago do not take into account current club industry realities, and club bylaws were never intended to address economic issues, such as potential member attrition due to assessments. Remember, if the bylaws require a 67 percent vote, a vote that “passes” by only 70 percent means that 30 percent of your members voted against – and you are headed toward a large member exodus if the board moves ahead with the project. Take a straw poll or set a high vote threshold assuring almost no attrition – if the threshold is not achieved for a major capital project, the club can pursue a smaller renovation plan or partner with a firm who will fund the improvements, or table the plan as unwise. B R
from Technology Committee | 103
the typical “Mr.” or “Mrs.” Remember that the male is not always the primary member or the doctor in the family. • Avoid attachment overload by using a “flip book” platform that converts a multi-page PDF into a digital booklet with animated page-turning. This approach is more entertaining for the end-user, and it allows you to send more information within one easy-to-consume format rather than attaching multiple high-resolution files that could render your message undeliverable. Video • Although the concept of video is certainly not new, the virtual tour is one of the best examples of technology integration by necessity. Suddenly faced with the inability to walk a prospect around the club once the pandemic set in, membership sales teams picked up their phones and invented another way. According to Forbes, viewers retain 95 percent of a message when they consume it via video, compared to 10 percent when reading text out of a brochure or email. Views of branded video content increased by 258 percent since 2016, and on Twitter, a video is six times more likely to be shared than a photo. If a picture is worth a thousand words, video is proving to be worth a million, so get creative. Continue to share your recorded full tour, but how about creating shorter more impactful virtual tours on unique segments of the club to supplement today’s version of the prospect visit, which isn’t likely to change from its newly abbreviated timeline any time soon.
Online • A website redesign allows a club to provide members and prospects with enhanced functionality and aesthetics. Bundling your website with an app changes the game – and we are not just talking about eliminating the plastic membership card. Important updates can be conveyed with pop-up notifications, meals-to-go can be ordered with ease, and vogue new virtual events, like trunk shows, wine tastings, and fitness classes, can be promoted and registered for – all from a device in the palm of your hand. • The artificial intelligence (AI) software of a chatbot simulates human conversation to easily add chatbots into websites and social media channels. • Gone are the days of emailing a contract so that the user can download, print, sign, and email it back. The pandemic gave us a compelling reason to provide touchless and more secure interactions, but digitizing documents into fillable PDFs with an e-signature component has turned out to be one of the easiest and most productive ways for the private club industry to enhance the customer experience, increase productivity, and reduce the opportunity for error. Technology’s overlap with humanity can never replace the very human need to get together and enjoy connections with other people, but the rapid migration to digital technologies during the pandemic will continue its course. And as technological innovation continues to permeate our daily lives, we will see ever-increasing ways to optimize the systems and processes we use in the private club world. BR
from Plights and Insights | 104
from On the Frontlines | 105
ing non-member revenues, it’s only logical that hosting golf outings and other events for “outsiders” will become more and more alluring in the future. The thing is, in reaching out to these charitable organizations, is the private club taking a close look at all of its costs associated with hosting events? It could very well be that the club would be a whole lot better off financially if it hosted a golf and drinks event only – rather than golf and all the trimmings. B R
the specifics of rules and, most importantly, study case studies of leading bocce clubs on how to build successful leagues and country club events. I’m sure of one thing. Leadership is the secret sauce to successful bocce programs at country clubs. Not courts. Courts are just an empty swimming pool without water – without engaged, informed leadership to promote, organize and run bocce events at a club. The other thing I’m sure of is this: The reason bocce is exploding at clubs everywhere isn’t because of bocce. It’s because bocce creates belonging. “We have 25-year-olds playing in a league with 75-year-olds, who then come to the bar and have drinks and dinner together. It’s truly multi-generational!” said Howard of Bel-Air Bay Club. “Bocce has transformed the level of engagement at our club, it has created a biggest ‘destination’ activity we have, and it has tremendously impacted the culture and brand of our club.” Many GMs are telling me that bocce is filling a need for members that are aging out of tennis and golf. While, on the other hand, bocce/cocktails/music is a spectacular way for Gen X, Y and Z to do a weekly activity with their pals or spouse/partner. As they say about bocce, “You can learn to play in five minutes, but it takes a lifetime to master.” If you have a bocce program at your club, I’d love to hear about it. If you’re interested in putting in courts or training someone on your team to bring this level of engagement to your club or have your team be considered for the Bocce American Cup – I’d be honored to connect. B R JULY / AUGUST 2021 | BOARDROOM
117
from Publisher’s Perspective | 10
job descriptions of the board and encouraged to throw their name in the hat. “Once elected, the most important educational activity is a comprehensive board orientation, which focuses on, club governance, board deliberation protocols, the club’s strategic plan and the annual business plan and budget,” Kapoor explained. Fran Vain, president of the McMahon Group, St. Louis, MO, suggested the educational process “must begin at the committee level. Then, it must be continued at the board level, beginning with an effective orientation. This should be a mandatory exercise and take place well before their initial meeting. There must be committee orientations also.” “The education of board members begins a long time BEFORE they’re selected to serve and continues, in a more focused way, once they’re selected for board service,” explained Gregg Patterson, president of Tribal Magic, a private club industry consulting firm based in Santa Monica, CA. “Board education is part of a much larger educational process – first as a member, then as a committee member, then as a board member and – after serving – as a mentor to future board members. An educated member becomes an educated committee member becomes an education board member. Let me explain… “Every member should get a “soft education” in club governance (that is, in the decision-making process!) and the big issues, both strategic and tactical, from the moment they become a member,” Patterson added. “Future board members start their education, without even knowing it, during the new member orientation, and it’s continued each month with the club newsletter, is furthered with each letter to the membership, each forum attended and each annual meeting that’s witnessed. Boards know that an educated membership is critical to good governance.
“Once an already informed member is selected for committee service, the focused education begins. A governance workshop should be given at the beginning of the committee year, including a tour of the facility, an explanation of club governance and a review of the big strategic issues for the club, and a detailed discussion of the committee specific tactical issues dealt with in the prior year and anticipated for the coming year,” Patterson explained. “The focused education continues, in a far more concentrated way once the member has been selected to serve on the board. The board orientation is key, including an in-depth club tour, a deep dive into the governance manual and the policy book, a review of the bylaws, and a discussion of the strategic issues dealt with by the board in the prior year and anticipated in the coming year. “The education of the board is continuous after that. White papers are issued, annotated agendas are delivered, monthly variance reports are prepared, committee assignments, historical minutes are reviewed, outside professionals are consulted and the policy book is reviewed with frequency, “Patterson recommended. So, are private clubs providing enough education for committee and prospective board members? “Not really,” expressed Vain...and for various reasons. “People are busy and it’s to get volunteers to put in the time required to really understand the club business and function as an effective leader. Clubs must adopt an effective governance model and commit to executing it. It’s easy to discount underperformance since the participants are volunteers. “However, the culture of the club and governance model must be not to accept mediocrity. Put a system in place and require people to follow it. There must be criteria to be eligible for board service, and orientations must be man-
from Legislative Committee | 16
• The rule’s prioritization of two core factors for determining employee status under the FLSA would have undermined the longstanding balancing approach of the economic realities test and court decisions requiring a review of the totality of the circumstances related to the employment relationship • The rule would have narrowed the facts and considerations comprising the analysis of whether a worker is an employee or an independent contractor, resulting in workers losing FLSA protections. The rule was originally slated to become effective on March 8 but was delayed on Jan. 20 when the Biden administration froze all non-emergency rulemaking. For employee classification, clubs should reference the existing regulations. B R
or independent contractor under the FLSA. Effective May 6, the rule has been officially withdrawn. The final rule would have adopted an economic reality test focusing on two core factors for consideration to determine the degree of economic dependence in the relationship. These core factors focused on the nature and degree of the worker’s control over the work and the worker’s opportunity for profit or loss based on initiative and/or investment. In its announcement, the DOL cited the following reasons for withdrawal: • The rule conflicted with the FLSA’s text and purpose, as well as relevant judicial precedent 118
BOARDROOM | JULY / AUGUST 2021
datory, the club must spend the time and resources to build a network of advisors, etc.,” he added. Kapoor suggests clubs are not providing enough education because “often management feels uncomfortable conducting education and training of the new board members, their new bosses. It may help to have the practice of orientation be conducted by an outsider, a consultant someone who is not conflicted.” Kapoor also recommends the following be included in the educational process: 1. Concept of collaborative governance 2. Club By-laws, governance, rules & regulations 3. Job descriptions 4. Committee structure & descriptions 5. Strategic plan/master plan 6. Annual business plan “More education is always needed and more can certainly be done,” expressed Patterson. “More ‘soft education’ of the general membership. More’ focused and committee specific’ education of committee members. More’ deep and intense’ strategic education for the board. More focus on creating and reviewing institutional memory. Boards and managers need to be conscious of the need to educate, identify the tactics required to provide that education and then make sure those tactics are ‘calendared’ and done,” added Patterson. And in Patterson’s opinion, “the longterm general manager, whose business is clubs is the ideal mentor/coach/educator for the board. “The process also includes the management team members, who through their actions, examples and explanations, educate, and the board, through the committee process and ongoing communications, and past board members who contribute their institutional memory. And, ideally, an outside professional, fluent in club governance, who can highlight the governance process during the annual board orientation,” Patterson added. McCarthy explained that there are plenty of tools at the disposable of clubs for educational purposes, including “BoardRoom magazine, Club Management ➤
888-324-5020
inveSTMenT OPPORTUniTieS golf is nature’s outdoor social distancing sport
Stone Creek Golf Club Valdosta, GA (1-75 Frontage)
Beautiful Upscale Gated-Community, Golf Club Open to the Public
Seven Hills Golfers Club
OnLine AUCTiOn Spring Hill, FL BAnK-OWneD August 18 @ 11:00 a.m.
Tot Hill Farm Golf Club Additional Lots & Land ding Asheboro, P NC en Motivated Owners e l a S 1st Original Mike Strantz Design Oakwood Golf Club LD SOFL Lake Wales, Lake Wales Country Club LD Lake Wales, SOFL
Confidential West Coast FL
South of Sarasota VERY Profitable 18-Hole Turnkey Golf Course
Confidential Listing LowCountry, SC
Skyland Lakes Golf Club Fancy Gap, VA
Private Listing in North Georgia
with or without real estate Nicklaus Design 18-Hole Golf Course near shopping and college gateway to the North Georgia Mountains
We need LiSTinGS!!! if interested in Buying or Selling... call HiLDA HildaWAllen.com
VA Lic#0225100045, 0226010231; FL Lic#: BK3036361, CQ1019764, SC Lic #1334, NC Lic#: 193434, C14312; GA Lic#46193, 16764
JULY / AUGUST 2021 | BOARDROOM
119
from Publisher’s Perspective | 119
Association of American, the National Club Association and top consultants in our industry for clubs to access as much information as they need to build the proper educational platform for their future leaders successfully.” During the past 15 years, McCarthy’s board of directors at Addison Reserve Country Clubs have focused on four main objectives: 1. They hire and fire and are involved with only one employee and one employee only - the CEO/GM - all other staff decisions are left to the CEO/GM 2. They have financial oversight and are heavily involved constantly in making sure that our long-term financial goals will continue to be met, so we can continue to reinvest in the future of Addison Reserve. 3. They set policy, and 4. Most importantly, they are strategic planning constantly. McMahon’s Vain suggests training should include: • Financial training – understanding the sources and uses of revenue. Understanding the difference between the operating ledger and the capital ledger and clarifying what it means to be in the ‘dues business.’ • Privacy - most clubs are 501(c)(7) institutions. Clarify what that means and why it should be valued • The meaning and execution of strategic governance and empowered management.
FACING THE CHALLENGES “The club industry has been challenged and shrinking for decades. Serving on a club board is no longer an honorary posting where directors make decisions about golf events or dinner parties. Instead, it can be about the very survival of the club, or at least about deeper issues of strategy, membership development, financial stewardship and capital investments,” Vain stressed. “This ramps up the challenge for directors and the rotating form of governance where there is a new president almost every year and some one-third of directors turnover is often not up to the task. “To live up to the challenge, clubs must take a longer view and they must Institutionalize governance development. One of the key steps in this process is to move away from the task-oriented focus of the nominating committee and form a board development committee,” Vain added
For eons, micromanaging has been the scourge of private club management…with board members continually sticking their fingers into management’s pie. Undoubtedly, a lack of a proper board members’ educational process can lead to micromanaging…a situation that arises because board members don’t have a clear understanding of their roles… However, through collaborative governance, boards establish policies and procedures and clearly define which decisions belong to the board and which belong to management. In broaching board members’ education, “the board needs to understand the club’s culture and needs to be fluent in the principles and practices of that culture,” said Patterson. “Board members need to ‘smell the future’, to become fluent in what’s happening out there in the world and how what’s happening will affect the club. They need to be educated in the culture as it is now, as it should be, what needs to be done and how the board will take the culture from ‘here to there,’” he added. “The culture needs to be dissected and questions asked. What is our governance process? What is our ‘why’ for being? What goods, services and programs are needed to express that why? What type of facility is needed to deliver those goods? How do we finance all that? What type of members and staff do we need? To properly educate the board, they need to analyze the culture.” 120
BOARDROOM | JULY / AUGUST 2021
“Nominating committees focus on filling the necessary postings for that calendar year. Unfortunately, they often start too late and do a so-so job of recruiting and interviewing. A board development committee is in session year-round. The committee members focus on all aspects of governance and identify and train future leaders from the standing committees. “They create training exercises, build a network of experts to serve as advisors, and expose the leadership to educational and training opportunities. The key is to
move from an event focus - “let’s nominate three new people to the board” - to an ongoing effort to identify, recruit, train, refine and advance the club’s governance practices,” Vain emphasized. “Board education is one of the biggest challenges facing clubs today because the education must be constant and too many clubs think that doing an orientation once every few years does the job. It does not,” Addison’s CEO McCarthy declared. “Board education is continuous and, in my case, is nearly 20 percent of my time. Board members change yearly and without ongoing education, the organization most likely will lose focus of its vision, core values and what it represents. As the paid leader, the more you educate the volunteer leaders, the better the members and staff will benefit. The GM/CEO and President must be fully committed to this. This is hard work,” McCarthy stressed. “Decisions are what the board does and decisions ‘done right require education –knowledge of the issues, the facts applicable to those issues and the principles used to decide the issues, and decisions are what the board does. So, to do decisions right, boards need to get educated,” Patterson injected. So, how can clubs go about meeting and beating this challenge? Here’s are Patterson’s recommendations: • Start early and educate ALL the members about governance and the big issues • Give a proper governance orientation to every committee every year addressing governance, the big issues and committee specific issues • Conduct an in-depth board orientation focused on the governance manual, containing the governance process, past policy decisions, strategic and tactical issues dealt with and anticipated and the basics of finance • Continue the education with the weekly board update, monthly variance reports, white papers and continuous discussion of the issues • Institutionalize what was done and why with a policy book, white papers and post-board service on a committee • Hire and keep a great club manager who knows clubs, knows this club, talks clubs and can guide the club educational process for decades, and • Accept that member, committee and board education is continuous, incremental and forever!
➤ JULY / AUGUST 2021 | BOARDROOM
121
from Publisher’s Perspective | 121
Additionally, for clubs to beat the educational challenges, McMahon’s Vain suggested: • Right-size the board - have no more than nine directors • Empower management • Form a board development committee • Set criteria for serving on the board, including a requirement to serve on multiple committees before being eligible for board service • Eliminate the contested election and move to a slate program whereby the Development Committee recruits and nominates qualified people for the roles • Develop and maintain a strategic plan • Hold an annual off-site board workshop at the start of each new board year to review and update the goal plan • Have an all-committee meeting at the start of every new administration to thank all the volunteers in the committee system and update them on the club’s strategy and vision. Enroll them in support of this mission. All too often, committees function in a vacuum without knowledge of the bigger picture. • Develop a quarterly communique to keep members up to date on board actions. Boards often think the president’s note in the monthly newsletter is all they need to do to communicate about governance topics. It’s not. Communication is at the core of any successful relationship and club boards are generally very poor communicators. They isolate themselves in an ivory tower and defend themselves from incoming questions. They should turn that around - educate the membership to create alignment around a mission and vision. Most members will follow and support a board if the board communicates about what they are doing and why they are doing it. • Make data-driven decisions and seek member input. All too often, conversations in the boardroom are dominated by emotion and opinion. Many boards do not understand the basics of what drives their business plan. As a result, they spend a lot of their time talking about operational issues and not enough time on strategic issues and capital planning. • Use benchmarking and dashboards to convey the key business metrics. Regularly collect member input and use it to drive your vision and programming. For example, club boards often want to tell members and prospective members what they want when it is the consumer that sets value. The industry has atrophied because of irrelevance where older directors want to preserve and perpetuate policies and activities that are not relevant for the up-and-coming generation. However, by understanding what drives the business - dues - and responding to what members want, boards can be successful. PUBLISHER’S FINAL THOUGHTS “A board member is there to consider the greater good.” That’s where a thoughtful, beneficial education should start. Education and training remain one of the biggest challenges private clubs face today. Often without a clear understanding of their role, board members assume they should roll up their sleeves and do what they do best – get things done. But for eons, micromanaging has been the scourge of private club manage122
BOARDROOM | JULY / AUGUST 2021
ment…with board members continually sticking their fingers into management’s pie. Undoubtedly, a lack of a proper board members’ educational process can lead to micromanaging…a situation that arises because board members don’t have a clear understanding of their roles…because a club’s board has failed to develop policies or procedures and properly delineating appropriate roles for staff versus the board. However, through collaborative governance, boards establish policies and procedures and clearly define which decisions belong to the board and which belong to management. Board members are aware of who does what, when, how and why. Of course, both the board and the club’s management are on the same team…not opponents. This is where BoardRoom Institute comes in. BoardRoom Institute’s online board orientation and training will help decrease the dysfunction and disruption boards often encounter. Board orientations assure that board members are all on the same page and can help transform board and committee members from novice volunteers to knowledgeable contributors. Board orientations and retreats are imperative every year and all board and committee members need to participate. Not only does this become an orientation for board members and future board members, but it also allows a longer view of the future based on the club’s strategic plan. It’s as we’ve always said at BoardRoom magazine, “Replace emotion with facts.”At least, that’s the way I see it. BR John G. Fornaro, publisher For more information about BoardRoom Institute, contact Gordon Welch, president of the Association of Private Club Directors and BoardRoom Institute at: Gordon@apcd.com
Thinking of replacing your club Thinking of replacing club management software?your Think again! management software? Think again! If your club accounting and POS software is 7, 10 or even 15 years old, you may be thinking of making a change. So were many of our club clients, who hired us to help them make that decision. Surprise! After a thorough needs assessment, 7 of 10 clubs decided to retain and improve their existing software. Money saved. Business interruption avoided. To learn more, contact us. 400+ CLUB CLIENTS - 30 YEARS OF EXPERIENCE.
(561) 281-0459 • bboothe@boothegroup.com (561) 281-0459 • bboothe@boothegroup.com www.boothegroup.com
www.boothegroup.com
COUNTRY CLUB TECHNOLOGY PARTNERS
Technology Planning for Private Clubs
Technology Master Planning • Club Technology Report Cards • Cost Reduction / Audits • Hosted IT Solutions • Surveillance Cameras • Cyber Security Analysis
Wood seating specialist with custom capabilities.
•
www.cctechplan.com |
contact: noel@cctechplan.com
www.sttimothychair.com P 828.322.7125 F 828.322.9156
JULY / AUGUST 2021 | BOARDROOM
123
CREATIVE + STRATEGIC I N T E R I O R D E S I G N
239.596.8551 | wegmandesigngroup.com ADDISON RESERVE
XHIBTZ business cards.qxp_Layout 1 8/25/17 9:32 AM Page 1
CLOCKS BY V E R D I N www.verdin.com | 800-543-0488
Steve Berlin Steve Berlin
954.614.1505 xhibtz1@xhibtz.com www.xhibtz.com
ADDISON RESERVE
WE HAVE A FULL RANGE OF PRODUCTS TO SATISFY ALL YOUR NEEDS POOL FURNITURE • BEACH FURNITURE • UMBRELLAS • CABANAS • PATIO FURNITURE • CUSTOM CUSHIONS
2012 - 2020
(954) 614-1505 | STEVE@XHIBTZ.COM | WWW.XHIBTZ.COM
BOARDROOM MAGAZINE ADVERTISING INDEX ACCP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Golf Property Analysts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Addison Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Golf Business Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Ambassador Uniform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
GSI Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Angela Grande Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37
High-End Uniforms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
APCD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Hilda Allen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
BoardRoom’s Distinguisehd Clubs . . . . . . . . . . . . . . . . . . . . . . . . . 113, 114-115
HINT – Harris Interiors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50-51
BoardRoom’s Distinguished Golf Destinations . . . . . . . . . . . . . . . . . . . . . . 99
Jonas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Boothe Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Kopplin Kuebler & Wallace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 & 25
Bozeman Club & Corporate Interiors . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39
MAI – Marsh & Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-53
BrightView . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
McMahon Group, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54-55
C2 Limited Design Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-41
MembersFirst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Castor Design Associates, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-43
Northstar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Chambers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Peacock + Lewis Architects and Planners . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Clay Pryor Interiors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-45
PGA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
ClubDesign Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-47
Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
ClubTec . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Proform Mating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Country Club Technology Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Rogers McCagg . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Creative Golf Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
RSM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
CSR Data Privacy Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
St. Timothy Chair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
ELM - Ervin Lovett Miller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48-49
Studio JBD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Emersa Waterbox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Troon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Ethos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
USPTA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Eustis Chairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Videobolt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Forbes Travel Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Vivid Leaf . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
GCSAA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Wausau Tile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58-59
Gecko Hospitality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
WebTec . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Golf Maintenance Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
XHIBTZ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
BOARDROOM MAGAZINE COUNTRY CLUB INDEX Nancy Berkley, green committee and marketing committee, Frenchman’s Creek Beach & Country Club, Palm Beach Gardens, FL
Brett Long, President, The Quechee Club, Quechee, VT
Jarrett Chirico, USPTA,PTR, PPTA,PPR, director of racquets, Baltimore Country Club, Baltimore, MD
Lyndell Maddox, President, The Club at Carlton Woods, The Woodlands, TX
Frank Cordeiro, CCM, COO, Colonial Country Club, Fort Worth, TX Jim Deitis, the director of golf, Midland Golf Club, Midland, MI Susan Dienes, member, Jacksonville Golf and Country Club, Jacksonville, FL Kevin Dunne, GM, Blackhawk Country Club, Danville, CA Boris Fetbroyt, director of racquets, The Philadelphia Cricket Club, Philadelphia, PA Susan Greene, director of membership and marketing, The Oaks Club in Sarasota, FL. Bill Howard, GM, Bel-Air Bay Club, Pacific Palisades, CA Dr. Bonnie Knutson, the Country Club of Lansing and the Michigan Athletic Club Denise Kuprionis, president, Kenwood Country Club, Cincinnati, OH Nancy Levenburg, member, Spring Lake Country Club, Spring Lake, MI Anne Lockie, President, The Oaks Club, Osprey, FL
126
BOARDROOM | JULY / AUGUST 2021
Christopher Manning, President, The Apawamis Club, Rye, NY David Mackesey, Diablo Country Club member, vice-chair, 2018 strategic planning committee, Diablo, CA Joe McCart, President, The Club at Admirals Cove, Jupiter, FL Mike Meath, President, Midland Country Club , Midland, MI Kathy Nyman, LPGA instructor at Deer Creek Country Club in Jacksonville FL Sheryle Rowland, general manager, Silver Springs, Golf and Country Club, Calgary, Alberta, Canada Rosie Slocum, MCMP, director of membership and marketing, BallenIsles Country Club, Palm Beach Gardens, FL Suzy Whaley, former president of the PGA of America and head golf professional at Mirasol Golf and Country Club in Palm Beach Gardens, FL.
