February 2022
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Maximizing the Retail Shopping Experience INSIDE: Rogue Valley CC Goes Where Few Clubs Have Gone Clubs React to Supply Chain Interruptions Metamora Fields Super Serves Double Duty
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EDITOR
VICE PRESIDENT - GROUP PUBLISHER
VP, DIGITAL MARKETING
EVENTS MANAGER
vgoulding@wtwhmedia.com
josborne@wtwhmedia.com
Rob Thomas
Tom McIntyre
rthomas@wtwhmedia.com 216-316-5294 1111 Superior Ave., 26th Floor Cleveland, OH 44114
tmcintyre@wtwhmedia.com 216-533-9186 PUBLISHER
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EDITOR EMERITUS
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EDITOR, CLUB + RESORT CHEF
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CONTRIBUTING EDITORS
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Marilyn Odesser-Torpey
Production services
Creative Services
CUSTOMER SERVICE MANAGER
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VP, CREATIVE SERVICES
Mark Rook
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CUSTOMER SERVICE REPRESENTATIVE
ecanetta@wtwhmedia.com
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ART DIRECTOR
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FEBRUARY CLUB INDEX Club and resort properties featured in this issue
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SUBSCRIPTION INQUIRIES To enter, change or cancel a subscription: Web (fastest service):www.ezsub.com/crb Phone: 844-862-9286 (U.S. only, toll-free) Mail: Club & Resort Business, P.O. Box 986, Levittown, PA 19058 Copyright 2022, WTWH Media, LLC Club + Resort Business ISSN 1556-13X is published monthly by WTWH Media, LLC, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. Copyright ©2022. Periodicals postage paid at Cleveland, Ohio, and additional mailing offices. Subscriptions: Qualified U.S. subscribers receive Club + Resort Business at no charge. For all others the cost is $75 U.S. and possessions, $90 Canada, and $145 all other countries. Per copy price is $3. Postmaster: Send change of address notices to Club + Resort Business, P.O. Box 986, Levittown, PA 19058. Club + Resort Business does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2022 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher.
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The Bridges at Rancho Santa Fe (Calif.), Rancho Santa Fe, Calif. .. 13 Christmas Valley Golf Course, Christmas Valley, Ore. .................... 54 The Club at Mediterra, Naples, Fla. ......................................................... 10 Forsyth Country Club, Winston Salem, N.C. .................................... 38 Hunting Creek Country Club, Prospect, Ky. ...................................... 32 Indian Creek Country Club, Indian Creek Village, Fla. ................... 41 Innsbrook Resort Golf Course, Innsbrook, Mo. ................................ 12 Metamora Fields Golf Club, Metamora Fields, Ill. ........................... 44 Rogue Valley Country Club, Medford, Ore. .......................................... 18 Santa Lucia Preserve, Carmel-by-the-Sea, Calif. .............................. 36 Santa Rosa Golf & Beach Club, Santa Rosa Beach, Fla. .................... 28 Stone Eagle Golf Club, Palm Desert, Calif. ..................................... 43 Valencia Country Club, Valencia, Calif. .................................................... 8 Weaver Ridge Golf Club, Peoria, Ill. ..................................................... 44 Westborough Country Club, Westborough Mass. ......................... 34 www.clubandresortbusiness.com
INSIDE
Februar y 2022 • Vol. 18 • No. 2
THIS
ISSUE
18
Rogue Valley CC Goes Where Few Clubs Have Gone
Batting cages, sand volleyball, full-court basketball—is this a local rec center or a private club? Turns out it’s both—and the timing for how the Medford, Ore. property brought it all together couldn’t have been better. (Photo by Rogue Valley CC)
ALSO IN THIS ISSUE
26
Design + Renovation
MAXIMIZING THE RETAIL SHOPPING EXPERIENCE Pro Shops thrive with member-friendly touches.
36 FROM BREEDING GROUND Design Snapshot
6
The Rob Report
8
Management
TO COFFEE KLATCH
The Nest has become a popular gathering spot.
10 12 13 54
BUMP AND RUN THE POWER OF PERSISTENCE AND PATIENCE Membership + Marketing
ASK MAX
Golf Operations
OPEN COMMUNICATION Golf Tech
UTILIZE TRAINING AIDS Idea Exchange
RAISING THEIR GAME Christmas Valley GC gets creative to raise funds.
Food + Beverage 38 CHAIN REACTIONS
Supply-chain interruptions force club chefs to get creative while maintaining first-class service.
4 Club Index www.clubandresortbusiness.com
Super In Spotlight 44 SOLVING THE PUZZLE
OF DOUBLE DUTY
Bob Bruce oversees two very different golf courses.
49 Product Showcase
53 Ad Index February 2022
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THE ROB REPORT
Bump and Run THE GLOBAL PANDEMIC MAY have created the “COVID Bump” that the golf industry dearly needed, but there was always a little voice in the back of people’s minds … worrying about retention. The world shutting down produced one heck of a 2020 in terms of rounds played, even with many golf courses being forced to close for a month or two in the early stages. Club professionals did everything they could—spaced out tee times, went to single-rider carts or created plastic dividers within the carts to allow double occupancy. Contraptions were created to keep the balls from finding the bottom of the cups and bunker rakes/ball washers were removed from the course. Everything worked better than expected and clubs that struggled to fill tee sheets for years were suddenly thriving. But how could the industry sustain this success? People were eventually going to go back to the office and other activities that were completely shut down began to start back up again. Pessimists feared 2021 would see a return to pre-2020 numbers. Thankfully, they were wrong. The National Golf Foundation (NGF) recently released its Graffis Report—a holistic overview of the golf industry for 2021. It compiles many of the game’s key data points on the business of golf and the health of the game: golf participation, engagement, rounds-played, golf course supply and development, golf equipment sales, retail supply, and the game’s reach. The overriding theme of the NGF’s report was “renewed engagement,” whether that’s committed golfers playing more, interested non-golfers giving the game a shot for the first time, or lapsed golfers returning after an extended time away. Among the notable numbers from 2021: • The number of traditional, on-course golfers rose for the fourth straight year to 25.1 million 6
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Pessimists feared 2021 would see a return to pre-2020 numbers. They were wrong. • Overall golf participation (on/offcourse combined) increased 2% yearover-year to 37.5 million participants; • The 600,000 gain in golf’s consumer base was evenly split between onand off-course players; • The number of junior golfers has increased by almost 25% over the past three years, to more than 3.1 million; • Women comprise 25% of golfers and people of color 21%, both groups increasing meaningfully over the past five years; and • The number of beginners hit a record high, at more than 3 million. In summary, the increases in play of 2020 continued in 2021, with the total number of rounds played across the United States increasing about 5% over the year prior, and around 20% over recent pre-pandemic years. The good news didn’t end there. The American Society of Golf Course Architects (ASGCA) also released numbers that are painting a positive picture about the industry as a whole.
The upswing in all areas of the golf industry since June 2020 is impacting facility decision making, from architects leading master planning and renovations to facility owners and operators adjusting to attract and maintain staff. Those are the top-line results of the latest “Golf Facility Market Trend Watch” report, commissioned by the ASGCA. The online study, conducted and analyzed in late 2021, was distributed to more than 35,000 people, including ASGCA members. Respondents included golf course architects, superintendents, general managers, facility owners/operators, golf professionals and industry leaders. More than 80 percent of ASGCA members have worked on a Master Planning project in the past two years, while practice area improvements and green complex renovations are also prevalent projects, the study concluded. Architects have also never been more optimistic about expected renovation work. Nearly 90 percent expect their work volume to maintain current levels or grow in the next two years, with more than 50 percent anticipating a significant increase.
Rob Thomas • Editor
rthomas@wtwhmedia.com
www.clubandresortbusiness.com
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MANAGEMENT
THE POWER OF
PERSISTENCE AND PATIENCE By Ricky L. Potts, Jr. • Assistant General Manager Valencia (Calif.) Country Club
NOT THAT LONG AGO (at least I like to
tell myself that), I was living in Fishers, Ind., still in school, looking for my first real job. I was studying computer engineering and wasn’t sure what I wanted to do with my life. But I hated math, so I started looking at local web-design companies. That’s when I found imavex, a small boutique technology and marketing company. I landed an interview and at the end, the owner asked, “Do you have any questions for me?” I did, because I’d done my research on imavex. “Troon, the world’s largest golf course management company, is one of your clients,” I said. “Can you tell me more about that relationship and what sort of work you do for that organization?” A few weeks later, I started as a Content Specialist and Social Media Consultant at imavex, and got the chance to work on several Troon websites, including troon. com. It was a dream come true. But after a few years at imavex, my now-wife and I grew sick of the cold Midwest winters and decided to move even closer to the dream, to Scottsdale, Ariz. We actually rented an apartment next to TPC Sawgrass. And while I continued to work for imavex, I would walk by the Troon corporate office, look up at the sign, and think, “One day.” That day came not long after, and I got a job with Troon as a Digital Communications Manager. I worked on dozens of campaigns, including some corporate initiatives, for three years. That’s when my boss came to my desk and said, “I think it’s time for your next appointment. You should apply for this position.” That took us to southwest Florida, where I became Director of Marketing & Communications at Tiburón Golf Club at The Ritz-Carlton Golf Resort in Naples. While there, I got the chance to work on six LPGA and PGA TOUR events and honed my craft 8
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creating strategic marketing campaigns to both members and the general public (Tiburón is semi-private). A couple of years in, my boss asked, “Would you be interested in spending the summer at a private club in Rhode Island?” Before he left my office, I was looking at flights, and that led to working all summer, seven days a week, at Alpine Country Club, a small private club in Cranston, R.I. When I got back to Florida, I was ready for my next assignment. A few months later I was on a plane headed to Santa Rosa, Calif. to interview for the Membership Director position at The Fountaingrove Club, a new club in Troon’s portfolio and the only private member-owned club in Sonoma County. When I started there, the club had 224 golf members. Then came the devastating Tubbs Fire in 2017, when over 5,000 homes were lost, including The Fountaingrove Club’s clubhouse. For almost three years I never saw a clubhouse; my office was in the Athletic Center. But still, we were able to take the club to 368 members and a sold-out status by September 2021. So I was ready for my next challenge, and it came through connections I had made over the course of my career. A General Manager at a private club in Seattle, Wash., who I had met through the Club Management Association of America, alerted me that a club in Southern California was looking for an Assistant General Manager. That seemed like the logical next step for me, so I reached out to learn more. And at the end of 2021, I joined Valencia Country Club, and am already immersed in duties that will include helping to execute a multimillion-dollar, wall-towall golf course renovation. So what are the takeaways from my journey that might be instructive for other club managers, as well as those they man-
age? First, it’s important to recognize that the journey to become a club manager isn’t easy, and no one can do it alone. Here are a few keys to help advance a career, regardless of what stage one might be in: • Have a thirst for knowledge and put a focus on continuing education. And it doesn’t really matter what you set out to learn—if something’s being dished out, be a sponge, and see if you can meet someone worth knowing as part of the process. • Surround yourself with people smarter, faster and stronger than you. If you find yourself to be the smartest person in the room (or at least think you are), go to another room. I strive to surround myself with people who have been where I want to go, and have solved the problems that I one day also hope to take on. • Get comfortable being uncomfortable, and put yourself in challenging situations. You aren’t going to learn anything just doing the same thing over and over again. A lot has certainly changed for me in the club world since I started at Troon in December 2013. But through it all, I’ve continued to grow as a person and as a professional. In my current role I oversee an amazing team of dedicated and passionate people ready to serve our members and guests. It warms my heart coming to work every day, seeing them smile and helping them reach their goals. It’s an honor working in private clubs, and I couldn’t imagine my life without the people around me. I’m not sure where the road will take me next, but I am prepared for whatever comes my way. I hope that telling you about my journey may help you navigate yours as well—and if you’d like to know more about what I’ve learned and experienced along the way, please don’t hesitate to reach out. Who knows, we may be working together before you know it! www.clubandresortbusiness.com
2/1/22 4:10 PM
Customer Spotlight Club Name:
Conway Farms Golf Club
Member Made Reservations in ForeTees: 92% Members logins through the App: 91%
ForeTees Systems Used:
App, Website, Dining, Simulator, Golf & Caddie Management
ForeTees is the connective tissue between the Conway Farms membership and staff. Fully integrated between golf, dining, the app and website, the ForeTees language is instrumental with our Club’s success – communication, ease of use, and most important – exceptional customer service. No call or email goes unanswered within minutes. ForeTees is our one stop shop for all things Conway Farms. - Robin Martin, Operations Director
Club Software Made Simple Reservations Tee Times, Dining, Tennis, Pickleball, Simulators, Fitness and more.
Member and Staff Apps Easy Reservations, Food Ordering, Push Notifications, Club Branding and more.
Club Management Point of Sale, Financial Reports, Member Reports, Banquet Events and more.
Website and Communication Member and Public facing website, email campaigns, custom designs, and more.
www.foretees.com
sales@foretees.com
MEMBERSHIP + MARKETING
“Ask Max” is a regular feature of C+RB’s ’s monthly Membership + Marketing column, where Max Passino Deboer, Director of Marketing & Membership for The Club at Mediterra in Naples, Fla., answers questions sent in by readers. The Club at Mediterra is a Distinguished Elite, Platinum Club inside the community of Mediterra, which has been named Community of the Year in Naples 12 times in 16 years. Max is a veteran hospitality leader with a 15-year hotel career followed by an almost 20-year club career, the last 13 at Mediterra. Max is a proud member of the Membership Directors Association of Southwest Florida, whose program for exchanging ideas and information is unmatched. Max’s passion is being helpful, so… let’s “Ask Max”!
Ask Max
Dear Max, I am brand new to membership marketing and sales. It feels like there is so much to learn. Where do I begin? #overwhelmed Dear Lost in Space, I hear you! I went from the hotel business to the club business (eons ago) and felt like a fish out of water. First thing first, know your governing documents. They tell the story of how you operate and hopefully, who you are. Make sure you have a mission and vision statement, along with a culture statement. If you don’t have these things, work with your General Manager to have your Board develop them. It will be a great exercise that gets everyone thinking the same about the club’s future. Now…find a mentor. A good mentor will help you navigate and prioritize your responsibilities and efforts. I chose one, and I chose well. (You know who you are, SP.) Finally, join an organization nearest you that will help. Hopefully you have a peer group of membership directors in your area. If not, create one! Even if it’s just a handful of people in the group to start, it’s worthwhile. I belong to the Membership Directors Association of Southwest Florida, and this group is invaluable to me! Work smarter, not harder, Max
Dear Max, I’ve always been told that the club belongs to the members and to give the best service, say yes to everything a member asks. That sounds impossible. #whenyesmeansno Dear NoYes, First, the club belongs to current AND future members. Second, it IS impossible. Sometimes the answer must be no. Such as when it’s a service you can’t possibly sustain or if it would be unfair to others. Perhaps the request goes against a policy that reflects your brand. But really the answer is never just a blunt “no.” It’s a “no, but.” Anytime you take away with one hand, give something with the other. Member: Hi, I’m busy—can you run out and pick up my dry cleaning? You: Sorry, we don’t provide that service—but I will call around and help you find a delivery service. May I help you that way? In fairness, Max P.S. This answer has a hidden shoutout to my first GM in the club business. Hey!
Dear Max, In your opinion, what is the biggest challenge a club faces? #job-one Dear Focused, I think it’s governance. A lot of clubs have governance models that don’t work. Members are placed on committees with no real vetting process, and new committee members often have hidden agendas they want to address after they get their places. Committees can end up getting bogged down with the same issues that percolate year after year, limiting progress. Some clubs don’t even have prerequisites for placing Board members, so elections may become popularity contests. Club policies create culture, and your governing bodies create policies. So you can see that without the right leadership in place, the club is not being properly served. The first step in making sure you have effective governance at your club is to start a Leader Development Committee. This committee can ask for volunteers who want to help lead your club and then vet them thoroughly, recommending them for proper placement (or not) in the areas where they will be most useful and effective. Before being a Board member, a member must have served on a committee. The Club Management Association of America has a great set of governance guidelines that I highly recommend. Get to vetting, Max
Have a question you want to “Ask Max”? Send it to editor@clubandresortbusiness.com 10
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GOLF OPERATIONS
OPEN COMMUNICATION Kevin Corn • Head Golf Professional Innsbrook Resort Golf Course • Innsbrook, Mo.
KEVIN CORN, HEAD GOLF Professional at Innsbrook (Mo.) Resort Golf Course began his career in golf at Wild Wing Plantation in Myrtle Beach, S.C., in February 1995 and earned PGA Membership in August 1998. He joined the team at Innsbrook in February 2014 and shares his thoughts on the importance of the professional partnership he shares with Golf Course Superintendent Matt Hovanec.
pected projects that come up during the season, we do our best to schedule those for days early in the week so disruption to the golfers is minimized.
allows for better communication with our golfers and provides staff with the information they need to answer any questions they may receive from golfers.
C+RB: Do you provide dates for outings and tournaments to the superintendent? Corn: We have a shared file that each of us can always access which lists details for any group larger than 12 players.
Club + Resort Business: Please describe the importance of open communication between the Pro Shop and Maintenance Department. Kevin Corn: Open communication between the golf shop and maintenance department is essential to a smoothly running golf operation. The professional staff delivers any messages about course condition to golfers and also receives any complaints or compliments about course condition from the golfers. Having the knowledge of what and why work is being done, and having the ability to convey that message to golfers, is critical to the beginning of a positive playing experience. On the other side of it, the professional staff has to be able to share positive and negative comments about the course with the maintenance staff so course conditions can continue to improve and the golfer experience can be continually enhanced.
C+RB: How do you coordinate large events around greens aerification? Corn: There is never a good time to do greens aerification. We do everything possible to schedule aeration at a time when it will have the least impact possible on all golfers. We typically start late on a Sunday afternoon and close the golf course on Monday so the project can be completed as quickly as possible. This allows for noticeable turfgrass healing by the weekend when we are busiest.
C+RB: How do you communicate daily tasks like watering or mowing with your golfers? Corn: With the exception of afternoon syringing done during the summer months, about 95% of our watering is done at night so it does not interfere with play. On those hot days when our maintenance staff has to syringe greens, they will do their best to work around golfers and hand water the areas that need it.
C+RB: When and how often does the Golf Course Superintendent provide dates of scheduled projects? Corn: Our superintendent and I talk every day, even on days when one of us may be off work. Larger projects are typically planned out at least several weeks in advance, and we try to do as many of those in the winter months when we do not see as many golfers. For the smaller or unex12
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C+RB: If a group wants to schedule an event immediately after aerification, do you notify them of the expected conditions? Corn: The large groups we have out here typically schedule several months to a year in advance, so scheduling aeration around those dates is reasonably simple. One thing we have done for the past several years for the 2-3 days following aeration is allow our daily players to play for only a cart fee. C+RB: What other major projects does the superintendent keep you up to speed on? Corn: Each morning either our superintendent or one of his staff will check in with the golf shop staff to let them know what they will be doing that day. It is rare they are doing anything on the golf course that they have not informed us about. This
C+RB: If an unexpected project pops up (ie: storm damage), does the superintendent notify the Pro Shop? Corn: Absolutely. This past summer we had a severe storm overnight and lost about 10 trees on the golf course. The following morning our superintendent and I were in a cart riding the course, assessing damage, and determining the best way to clear the damage as quickly and safely as possible. C+RB: What advice would you give a fellow professional on the importance of communicating with the Superintendent? Corn: Open, consistent communication with the superintendent is a vital component to running a successful golf operation. Both people have to be on the same page for the type of golf course and experience being provided to golfers. I am constantly asking our superintendent questions about why he is doing something, what he is applying, or what the benefit to the golfer will be, simply to expand my own knowledge and allow me to contribute in some way to providing a better golf course for our players. www.clubandresortbusiness.com
GOLF + FITNESS TECHNOLOGY
UTILIZE
TRAINING
AIDES
By Matt Kilgariff, Director of Player Development, The Bridges at Rancho Santa Fe (Calif.)
ONE OF THE MAIN REASONS golf is so challenging is that as “the golfer” you are not able to “see” your own form and position. Enter training aids. Training aids allow students to visually see, experience and feel the proper position for their body, ball, and club. Another benefit of training aids is that they can help speed up the learning process. When introducing a training aid to a student, I ask them to begin by using it without hitting a ball. This way they can become familiar and comfortable with the aid while gaining an understanding of the muscles they need to engage to get into a new and preferred position. After several slow-motion swings, I remove the aid to see if they can duplicate the motion. Next, I have them add the ball and hit into a net or screen, since I am not concerned about ball flight at this time. After that we then move to the range or course to practice the technique learned with the benefit of the aid. Golf training aids are big business. There are countless products already on the market with new ones coming out frequently. However, in my 20-plus years of teaching this great game, I often find myself going back to a few tried-and-true aids to coach my students. Below are three of my favorites and the ways I use them to train.
“Encourage your students to
give training aids a try in order to speed up the learning curve and achieve more consistent ball striking.
”
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February 2022
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GOLF + FITNESS TECHNOLOGY
SWINGYDE This is the best training aid when you are trying to help your student understand the proper sequence of the takeaway and club face alignment. I believe that club face dictates swing path. I often see students drag the handle of the club, which leads to sliding on their backswing. Utilizing Swingyde can help correct swing sequence and prevent sliding. Attach Swingyde to your student’s club. Ask them to set their wrists immediately without letting anything else move. This will allow the student to get the proper feel before the club starts to move on the takeaway. When your focus is on face angle, be sure to install the Swingyde with the leading edge of the club matching your student’s spine angle when the club hits parallel to the ground on the takeaway.
RIGHT ANGLE 2 Does your student struggle with solid contact? Then the Right Angle 2 is what you are looking for. This training aid helps your student understand what it feels like to keep the proper arc throughout the swing, creating a more consistent strike. It is our job as golf instructors to make students “miss the ball better.” By training them to keep a wider arc throughout the golf swing they will be able to keep the club squarer longer through impact, thus creating a less dramatic “miss.” TOUR STRIKER SMART BALL Does your student want to stop chunking, blading, and shanking the ball around the green? Then try the Tour Striker Smart Ball. This training aid will give your students the confidence of knowing what it feels like
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“Start with their short game and have
them work their way up to a full swing. In the full swing, the Tour Striker will help them maintain the proper arm structure from takeaway to finish.
”
www.clubandresortbusiness.com
to hit a proper chip and pitch shot. The Tour Striker trains golfers to hit with their big muscles meaning their full body verses just their hands and arms. Start with their short game and have them work their way up to a full swing. In the full swing, the Tour Striker will help them maintain the proper arm structure from takeaway to finish. The goal after using this aid, is for your student to walk away with the understanding of what it means to stay connected throughout their entire swing. Encourage your students to give training aids a try in order to speed up the learning curve and achieve more consistent ball striking. Matt Kilgariff is a PGA professional who spent much of his career working for Butch Harmon and the Harmon Family. He is currently the Director of Player Development at The Bridges at Rancho Santa Fe in Rancho Santa Fe, Calif. Prior to joining The Bridges, Kilgariff was Director of Player Development at The Olympic Club in San Francisco. Matt has also been part of TaylorMade’s National Advisory Staff since 2012.
COME BY AND SEE US AT BOOTHS #1141 AND BOOTH #1139 AT THE CMAA www.clubandresortbusiness.com
WORLD CONFERENCE BUSINESS EXPO. 15 February 2022 l Club + Resort Business l
CLUB PEOPLE ON THE MOVE
ZACH BELL Located at the top of Singer Island on the Atlantic Ocean in North Palm Beach, Fla., Lost Tree Club welcomes Zach Bell as Executive Chef. Bell was most recently the Owner of Action Culinary, a hospitality consulting firm, in Lake Worth, Fla.
SEAN NOLAN One of the most prestigious private country clubs in the Northeast, Brae Burn Country Club in West Newton, Mass., welcomes Sean Nolan as Golf Course Superintendent. Nolan was most recently East/West Superintendent at Oak Hill Country Club in Rochester, N.Y.
JOHN A. SCHEIDT, JD Founded in 1872, the historic Bohemian Club in San Francisco, Calif., welcomes John Scheidt, JD as Director of Human Resources. Scheidt was most recently Vice President of Human Resources at Making Waves Foundation in Richmond, Calif.
MYRTHE MOLENVELD Recognized as one of the finest suburban racquet clubs in the United States, Birmingham Athletic Club in Bloomfield Hills, Mich., welcomes Myrthe Molenveld as Director of Racquets. Molenveld was most recently Head Racquets Professional at Field Club of Greenwich in Greenwich, Conn.
JOE BROWN, MBA Embarking on the opening of a new $9 million indoor/ outdoor dining and golf facility, Des Moines Golf & Country Club in Des Moines, Iowa, welcomes Joe Brown, MBA as Assistant General Manager. Brown was previously General Manager at The Country Club of Scranton in Clarks Summit, Pa.
COLIN O’HANLON, CCM Ranked as Tahoe’s Best Place to Own A Second Home by Barron’s, Martis Camp Club in Truckee, Calif., welcomes Collin O’Hanlon, CCM as General Manager. O’Hanlon was most recently General Manager at Shooting Star in Jackson Hole, Wy.
RYAN BARRY Organized in 1914 and recognized as the oldest continuously operating private club in the state, The Sailfish Club of Florida, located on Palm Beach Island, welcomes Ryan Barry as General Manager/COO. Barry was most recently Assistant General Manager at Lost Tree Club in North Palm Beach, Fla.
BRIAN STRAIGHT, CCM, CCE Surrounded by more than 1,000 acres of protected open space with ponderosa pines and open meadows, Colorado Golf Club in Parker, Colo., welcomes Brian Straight, CCM, CCE as General Manager/ COO. Straight was most recently Interim General Manager at Scorpion Bay Marina & Yacht Club in Lake Pleasant, Ariz.
Placements made recently by Kopplin Kuebler & Wallace. More Club People announcements are published every other Wednesday on www.clubandresortbusiness.com.
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William Bowden, General Manager Mediterra Community Association
Michael Jernegan, Clubhouse Manager Sunset Ridge Country Club
Paul Reichard, Director of Finance Exmoor Country Club
John Caven, General Manager St. George's Golf Club
Michael Krabbe, General Manager/COO Ivanhoe Club
Michael Reilly, CCM, General Manager/COO Loblolly
Aldo Cela, Clubhouse Manager The Ridgewood Country Club
Shane Krige, General Manager/COO Fisher Island Club
Tim Richards, General Manager/COO Naples Heritage Golf & Country Club
Richard Chiavari, Executive Chef Frenchman's Reserve Country Club
Mitchell Laskowitz, General Manager/COO Seabrook Island Club
Jordin Robinson, Asst. General Manager La Grange Country Club
Monica Davis, General Manager Rancho La Quinta
L. Scott Little, CCM, Asst. General Manager Urbana Country Club
Josh Rumsey, General Manager/COO Serrano Country Club
Gregory Devino, General Manager/COO Broken Sound Club
Anthony Marazita, Executive Chef The Ocean Club of Florida
Will Segraves, Director of Racquets Kalamazoo Country Club
Lou Ann Dorney, Director of F&B Chester Valley Golf Club
Chris Marcussen, CCM, General Manager/COO Mesa Verde Country Club
Nicholas Smith, CCM, CCE, GM/COO Hyde Park Golf & Country Club
Ernest Dunn, General Manager Larchmont Yacht Club
Justin Melnick, Executive Chef Pittsburgh Field Club
Paul Smith, III, General Manager Washington Club
Chad Fleming, PGA General Manager/COO Lookaway Golf Club
Nicholas Milkie, Chief Financial Officer Rolling Rock Club
Anthony Stefanski. Director of Tennis CourtSense
Andrew Myers, Wine Director Kohanaiki
Justin Waffle, PGA, Asst. General Manager Country Club of Landfall
Spencer Newman, Director of Racquets Hyannisport Club
Todd Walline, CEC, CCA, AAC Executive Chef Kansas City Country Club
Joshua Giro, Executive Chef Aberdeen Golf & Country Club Carl Gurtner, CCM Asst. General Manager St. Clair Country Club James Heffron, CCM, Director of F&B Houston Country Club
David North, General Manager The Carriage Club Matt Powell, Golf Course Superintendent The Country Club - Ohio
CLEVELAND / DENVER / JUPITER / NAPLES
Damon Williams, MBA, CHAE, CAM, CCM General Manager Lemon Bay Golf Club
/ SCOTTSDALE / WASHINGTON D.C.
Serving The Industry Since 1996 | WWW.KKANDW.COM Scan here to find out why KOPPLIN KUEBLER & WALLACE is the leading executive search firm and why our practices are the new benchmark for consulting on operational issues, education, training, team development, and club governance.
» Rogue Valley CC
ROGUE VALLEY CC
Goes Where Few Clubs Have Gone Batting cages, sand volleyball, full-court basketball—is this a member-owned club or a local rec center? Turns out it’s the best of both—and the timing for how it all came together at the Medford, Ore. property couldn’t have been better. By Joe Barks
IN 1963, A LANKY 16-YEAR-OLD NAMED Richard (Dick) Fosbury was struggling as a high jumper on the track team at Medford (Ore.) High School. Using the conventional “straddle” method of jumping, to try to clear the bar face down and then bring his legs over it, just wasn’t working for Fosbury. He experimented with new techniques and eventually came up with a revolutionary back-first, face-up approach that he used to become an NCAA champion at Oregon State University and a record-setting Olympic gold medalist in 1968’s Mexico City games. Today, the “Fosbury Flop,” which was originally ridiculed, is now the accepted and preferred form of high jumping. 18
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Decades later, the leadership of Rogue Valley Country Club (RVCC) in Medford recognized that some Fosbury-style rethinking was needed in its approach to the club business. The club had been a fixture in the southern Oregon city since 1924, with a solid reputation for golf built around its Chandler Egan-designed course. But with its 100th anniversary around the corner, stagnation had set in for RVCC’s membership numbers and operating and capital revenues, leading to more deferred facility maintenance, at the same time that some formidable new golf options had emerged in step with the region’s growing popularity. (Medford is just over 25 miles from California’s northern border, and www.clubandresortbusiness.com
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» ROGUE VALLEY CC
Full-court basketball, batting cages and mini-golf are just some of the new attractions that were carved out of unused “wasteland” space to create a new Sports Center complex on a prominent and highly visible part of the Rogue Valley property.
its scenic surroundings, favorable climate and moderate size have made it a popular relocation destination for those looking to escape California’s crowded cities; the city experienced a 35% growth in population from 2000 to 2020, to a still-very manageable 85,000.) RAISING THE BAR In 2018, after having tried to operate the club without a General Manager for two years, the RVCC Board sent its initial signal that it was time to set the bar higher, when it engaged an executive-search firm for the first time. The next sign that a new approach was in the works then came with the announcement of who would be coming to Medford to be the club’s new GM. Thor Damerval, CCM, was 30 years old at the time and had never been a General Manager. But he had set his sights on having a successful career in the club industry from his early days of caddying at clubs in his native Midwest at age 14, then earned a degree in Golf Enterprise Management at the University of Wisconsin-Stout, and progressed through internships and positions at an impressive list of well-respected clubs throughout the country, spending the last three-and-a-half years as Assistant General Manager at Scioto Country Club in Columbus, Ohio. Some wondered why Damerval might want to veer from a path that seemed destined to continue to lead him to career growth among the types of Platinum clubs he’d become accustomed to being a part of. But he didn’t see coming to Medford as 20
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a detour, and instead as a “golden opportunity” to take on the challenge of helping the club realize the full potential that came with its impressive footprint and strong golfing tradition. (That tradition has included being the sole host for over 90 years of the Southern Oregon Golf Tournament, the largest amateur match-play event held at one course in the U.S., drawing over 400 players and thousands of spectators at the end of each summer.) Beyond golf, however, Damerval saw, as he became more familiar with the RVCC property and footprint, that it was sorely lacking in other amenities he had seen take hold at the other clubs he’d worked at, especially as they had responded in recent years to the need to become more family oriented. RVCC had no fitness facility and its social and recreational offerings lacked excitement. “It was clear we had to change what we were taking to the market and make the member experience more valuable,” Damerval says. “And offering more
on the social side was the most glaring need, if we were going to turn the tide.” As he took one of his contemplative strolls around the property, Damerval had an “epiphany” about how to show, quickly and dramatically, that RVCC was about to take a giant leap forward—and in the process, bring some Fosbury-like innovation to club operations. “Around our pool, not that far from our clubhouse, was some space that was going largely unused,” Damerval says. “It included two outdoor tennis courts that we didn’t need, because members have always preferred using our indoor facility’s four courts, and a locker room where less than 50 of the 350 lockers were being used.” As Damerval brainstormed with Golf Course Superintendent Craig Hilty and others, plans for how the area could be used to provide new and unique recreational amenities quickly came together. The tennis courts were converted into a full-size basketball court with a total of six hoops.
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It was clear we had to change what we were taking to the market and make the member experience more valuable. And offering more on the social and recreational side was the most glaring need.
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— Thor Damerval, CCM, General Manager www.clubandresortbusiness.com
Golf at Rogue Valley CC has enjoyed exceptional stability anchored by Head Golf Professional Tracy Snyder (near left) and Golf Course Superintendent Craig Hilty, both of whom have been at the club for over 20 years. The club has also been the sole host of the Southern Oregon Golf Tournament, the largest match-play event held at one course in the U.S., for over 90 years. Photo by Chris Janisch
Room was also found for a sand volleyball court, batting cages, and a 10-hole minigolf course, which Hilty and his staff designed and built (“one of the most fun and unique things I’ve ever done,” Hilty says). Further resourcefulness was exercised by bartering golfing privileges (“divots for dollars,” as Damerval describes it) to outside contractors and tradesmen. AT A GLANCE:
ROGUE VALLEY COUNTRY CLUB Medford, Ore.
Founded: 1924 Ownership: Member-owned Membership: 1,230 (580 Golf, 650 Social) Gross Revenue: $10M Golf Course Design: Chandler Egan Annual Rounds of Golf: 54,000 (27 holes) Main Clubhouse: 40,000 sq. ft. Tennis, Golf, Pool Buildings: 40,000 sq. ft. General Manager: Thor L. Damerval, CCM Clubhouse Manager: Hannah Dawson Golf Course Superintendent: Craig Hilty Head Golf Professional: Tracy Snyder Executive Chef: Sean Sims Membership & Marketing Director: Erika Reyes Controller: Darren Olson
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That all helped RVCC transform what Damerval says had really been a “wasteland” on the property into a full-fledged Sports Center, merging the new amenities with the club’s existing tennis and pool operations, all for a cash outlay of $400,000 and without member assessments. While the Sports Center’s prominent place on the property could provide immediate visibility for the changes afoot at RVCC, Damerval also wanted to find ways to send a similar message through the clubhouse, which really hadn’t been touched much in over 20 years. Here, too, there was plenty of opportunity to find underutilized space that could be repurposed into much more appealing amenities. The 40,000-sq. ft. building’s “West Wing” was targeted for where three new features could be introduced: a fitness center, to fill that obvious void; a family game room, and a sports bar. WELL-TIMED TRANSFORMATION As these and other changes were taking shape at RVCC, the club began to benefit from golf’s pandemic-inspired surge and saw rounds on its 27 holes jump from 37,000 in 2018 to 54,000 in 2021. That, along with the implementation of a strong member-referral incentive program, gave existing members more chances to see, experience and promote all that the newlook, new-feel Rogue Valley had to offer. Further momentum was gained through the efforts of new members of the management team who came on board to complement the stability on the club’s golf side (Hilty and Head Golf Professional Tracy Snyder have both been at RVCC for over 20 years). Hannah Dawson, who had
Photo by Chris Janisch
worked with Damerval at Scioto CC, arrived as Clubhouse Manager to upgrade service and work with new Executive Chef Sean Sims to enhance menu quality and variety, with an emphasis on featuring local products from the agriculturally rich region. (Unlike many club chefs, Sims doesn’t even have a problem keeping Dover sole on the menu—he actually chooses to feature it, crusted with almonds or local hazelnuts, pan-seared and topped with Meyer lemon beurre blanc.) Membership & Marketing Director Erika Reyes joined the team in 2021, bringing valuable inside knowledge of the area, and the club, from her marketing and sales experience with a local television station, as well as from being an RVCC member since 2015. ““The club has been here since 1924, but while we’re known, we’re not known,” says Reyes, who has focused on ramping up recognition through social media and search-engine optimization. “It’s all about getting the word out now that we’re not the same old club.” Additional fiscal discipline was brought to the club’s operation amid all its changes and growth by Controller Darren Olson, who arrived in 2018 for his first position in the club industry, bringing previous experience with major corporations including Levi Strauss and Medford-based Harry & David (the food and gift retailer that is now owned by 1-800-Flowers). February 2022
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» Rogue Valley CC
After outdoor tennis courts that had gone unused were repurposed for RVCC’s new basketball court, the club’s four-court indoor facility (left) was upgraded with new surfaces and lighting, and the courts can now also be converted as needed for pickleball. After adding its fitness facility (below) as a new amenity, the club immediately began to attract traffic from those who had dropped their outside gym memberships.
All of these efforts combined to add equally impressive results for other key performance benchmarks to what was being seen with golf activity at RVCC: • Membership growth from 850 in 2018 to 1,230 as 2022 began, with the average age dropping from the upper 60s to the mid- to low 50s. • Gross revenues improving from $6 million to $10 million, and operating revenues from $5.5 million to $9.1 million, over the same period. (RVCC is not a 501 (c) (7) organization, which allows it to benefit from additional revenue streams that include Oregon Lottery machines in its game room, and paid advertising in its Club Life magazine.) • Capital revenues increasing from $150,000 to $750,000. • Member dues increasing from $2 million to $4 million.
• Club F+B increasing from $2 million to $3 million, despite the significant dent put in banquet revenues by the pandemic. Perhaps the most significant number of all, however, Damerval feels, is that RVCC now has 20 distinct amenities to offer, when it previously had 11. And it will become increasingly important to leverage the value of all that has been added, he feels, as the club enters a new phase where it will seek to emphasize “quality over quantity” as it confronts “tough decisions” about seeking further growth while
Rogue Valley CC will mark its 100th anniversary in 2024, energized by new momentum after seeing its membership grow from 850 in 2018 to 1,230 as 2022 began, with the average age dropping from the upper 60s to the mid- to low 50s. 22
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properly serving and satisfying the existing membership. To that end, Damerval wants to move into a new phase of strategic assessment, to look at how the club and its facilities should continue to evolve over both the short and long term. The first round of “West Wing” changes, he says, really represented something of an experiment, to determine which of the three new offerings (fitness, sports bar and game room) would prove to have the strongest appeal and might eventually merit an enhanced presence. And concepts for those eventualities (see examples, pg. 23) have already been prepared, so they can be ready to present to the membership if and when the time and conditions are right. Drawing again on his experience working at other distinguished clubs, Damerval sees no reason why RVCC couldn’t also eventually have a barber shop, a spa as part of a full wellness center, or transform its pool area into an aquatics park. “We’re still the only private club in southern Oregon,” he says. “And Medford, while it’s grown, still only has so much to offer. It’s a lifestyle market, and we’re in the best position to have people want to spend much of their day here, taking a journey through the property to experience all that we can have it offer. We’ve already seen members tell us they’ve www.clubandresortbusiness.com
Even with the new amenities that have been added to the RVCC property in the past few years, the club still has plenty of room to have members and guests fully enjoy its scenic surroundings and southern Oregon’s favorable climate.
dropped their outside gym memberships because we added fitness.” AN ENDURING LEGACY None of what has been accomplished to date or is still to come, Damerval emphasizes, could have been, or will be, achieved without the new direction that was set for the club by the leadership on its Board a few years back, when it became apparent that continuing to float rudderless might not let RVCC make it to its 100th year. In particular, Damerval credits Dave Filomeo, a former Human Resources executive for Lockheed Martin who served as the club’s
President from 20182021, for helping to elevate the Board’s progressive business mindset, as well as being a valuable personal mentor. Rogue Valley CC was saddened by Filomeo’s death as 2022 began, but the staff and membership has drawn solace from knowing that he saw the club have unparalleled growth and success under his leadership before his passing. Just as Dick Fosbury experienced when he first revealed his new idea for how to jump higher, there was certainly some initial
skepticism and even scorn about how the changes planned for RVCC would go over. “There was some comment and concern that we might be turning the club into a carnival,” laughs Rich Shorkey, the Board’s Treasurer. “But I think it’s pretty clear now that all we’ve done is make the changes that will help make sure we remain a club that’s right for the times, for many years to come.” C+RB
Concepts for expanded dining or game-room space are just some examples of how RVCC is preparing to be ready for how the club and its facilities could continue to evolve over both the short and long term. “We’re still the only private club in southern Oregon,” says General Manager Thor Damerval. “It’s a lifestyle market, and we’re in the best position to have people want to spend much of their day here, taking a journey through the property to experience all that we can have it offer.” www.clubandresortbusiness.com
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DESIGN + RENOVATION
Maximizing the Retail Shopping Experience Pro shops are becoming more member-friendly with restructured floor plans and space for additional amenities. By Pamela Brill, Contributing Editor
g
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SUMMING IT UP > > >
When determining approximate dimensions, factor in merchandise needs and room to move about the sales floor without obstruction. Multiple entry points help to boost overall foot traffic and drive prospective sales. Adjustable display fixtures and lighting enable shops to customize merchandise selections on an as-needed basis.
Photo Courtesy Santa Rosa Golf & Beach Club
DESIGN + RENOVATION
NO CREDIT CARD? No problem. Can’t find the right size? We can special order it. Meet the modern-day pro shop, where there isn’t a need that can’t be met. More versatile than ever, these member hot spots have become a comprehensive resource for all things retail and then some. As clubs learn how to best service their membership, they are finetuning their pro shop operations with redefined layouts that broaden their usefulness. BEACHY KEEN Good vibes are coming from the pro shop at the Santa Rosa Golf & Beach Club in Santa Rosa Beach, Fla. Last year, the club underwent an extensive renovation to its golf course, surrounding grounds and clubhouse, where a renovated pro shop is attracting members and guests alike. After breaking ground in January 2021, the facility reopened last October and has been serving the needs of its golfers ever since. Despite a modest 680-sq.-ft. layout, the Santa Rosa pro shop’s performance belies its stature. “The size of our golf shop, while [it] may seem small in dimensions, is actually perfect [for] the size of our club and has become a high-performing golf shop with the ability to turn merchandise over more frequently,” says
Director of Golf Zach Phillips. “In return, [this] means our members always have the best and latest trends and materials available to them.” He counts 100-200 visitors to the shop on a daily basis. Although the pro shop has maintained its original footprint, it underwent a top-to-bottom overhaul, complete with new drywall, furnishings, and lighting. Floor-to-ceiling windows illuminate the already brightened white walls, neutral wood flooring and blue carpet tiling, all of which exudes a contemporary coastal feel. Given the open floor plan, the shop does not have a designated traffic pattern per se, but benefits from unobstructed views that enable shoppers to peruse merchandise freely. “If you see our most popular items near the windows/ front entrance or logo whiskey glasses in the back, the space naturally begs the customer to walk in and explore,” notes Phillips. Sprinkled throughout the shop are a variety of merchandising fixtures, from nesting tables and slatwalls to interchangeable tables and tabletop displays. Each can be adjusted with the arrival of seasonal and featured items. “We also tied in a modern beach vibe to warm up the white spaces throughout with things like live edge wood shelving,” he adds.
SANTA ROSA GOLF & BEACH CLUB Santa Rosa Beach, Fla.
“The size of our golf shop, while [it] may seem small in dimensions, is actually perfect [for] the size of our club and has become a high performing golf shop with the ability to turn merchandise over more frequently.” – Zach Phillips, Director of Golf
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DESIGN + RENOVATION
A small office for staff is also part of the layout. Because the shop’s design fosters staggered foot traffic, smaller groups of shoppers can easily social distance themselves—a plus during the pandemic. An added safety measure is the ability for touchless transactions, which allow members to charge purchases directly to their accounts versus having to use cash or credit cards. The shop, however, did need to adjust its operations during last year’s holiday sales promotion that offered members deep discounts on all merchandise. “To ensure the safety of our staff and members, we were still able to host a successful shopping event by limiting the number of customers in the store at a time,” says Phillips.
HUNTING CREEK COUNTRY CLUB Prospect, Ky.
“The goal was to better utilize space, place the golf shop strategically in a location to maximize foot traffic and update to a more contemporary design to become more inviting to members and guests.” —Lisa Wade, Marketing & Membership Director
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DESIGN + RENOVATION
In high season, nearly 250-300 people pass through the Hunting Creek Country Club pro shop, reaffirming the need for multiple access points. Its prime location allows staff to keep an eye on the shop and the course simultaneously.
AMENITIES APLENTY To strengthen its operational output, Hunting Creek Country Club in Prospect, Ky., recently restructured its existing golf shop whose previous structure included a men’s grille and fitness center. “The goal was to better utilize space, place the golf shop strategically in a location to maximize foot traffic and update to a more contemporary design to become more inviting to members and guests,” says Marketing & Membership Director Lisa Wade. Renovation of the updated facility began in August 2019 and was unveiled to membership in June 2020. Finetuning the pro shop’s design required rejiggering the overall layout, including removing a bar in the men’s grille room, converting a large closet into office space and extracting a wall to create storage space for golf clubs. With three entrances to the shop, foot traffic is generated from the main clubhouse, a side door where guests check in for golf carts and another entrance leading to the 10th tee box. In high season, nearly 250-300 people pass through the shop on a daily basis, reaffirming the need for multiple access points. The prime location “allows the staff to keep an eye on the shop and the course simultaneously,” notes Wade. Outfitted in soft, warm neutrals with blue and gray accents, the interior design boasts cherry wooden panels and marble countertops, along with detail down lights and custom spotlights. Noticeable updates to the structure include 32
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new ceilings and freshly painted walls, while underfoot, old carpeting has been swapped out for a more contemporary style. When entering through the main clubhouse, shoppers are immediately greeted by an area of clothing displays, organized by gender and color. The next section houses hats and other apparel, followed by golf clubs. Golf balls and gloves are merchandised at the main desk, while behind it is a storage facility where members can store their clubs in a climate-controlled room. “Club storage utilizes space by holding clubs at an angle to maximize the number of bags we can fit,” notes Wade. A separate 12 x 10.5 office located by a back door, leads to the men’s and women’s locker rooms, while a mini lounge area with two chairs provides a space for trying on shoes, watching television or simply taking a load off. The shop makes good use of varying merchandisers to showcase its vast selection. Wall panel displays can be customized with spotlights to highlight specific items as desired, as can clothing displays with wall slat attachments. Shoe shelves and other freestanding displays call attention to depth of product by vendor. Adhering to safety guidelines, the shop’s displays are more than six feet apart and hand sanitizer and extra masks are available for members’ convenience. While this facility is well-stocked, special orders can be placed as needed and can be drop-shipped to any location in the United States. www.clubandresortbusiness.com
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DESIGN + RENOVATION
WESTBOROUGH COUNTRY CLUB Westborough, Mass.
“With very soft tones, we wanted to create more of a feel of comfort, rather than elegance, which is reflective of our membership.” – Jim Capek, General Manager/COO
BANKING ON SIMULATOR SUCCESS Following the 2019 renovation of the clubhouse at Westborough (Mass.) Country Club, management proceeded with the next phase in its reinvention: a redesigned pro shop with two Full Swing simulators and full-service lounge. “This project was a redesign of the existing structure, remodeling the interior and relocating key features with the pro shop,” explains Head Golf Professional Jeffrey Field, PGA. The new space, which was re-designed during the off season, is slated to open in March 2022. Situated in a separate building from the main clubhouse, the shop normally sees 75 percent of its golfers each day and expects to maintain, if not exceed, this growth. The previous shop, which measured 1,340 sq. ft., has been bumped up to 1,931 sq. ft., making better use of the space. According to project manager/interior designer Chelsea Zwick of Killeen Studio Architects, a frameless glass wall replaces a wood storefront wall “creating more visibility and making the building feel like one connected space rather than two separate entities.” 34
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Using the clubhouse as a model, the pro shop will be outfitted with a transitional décor. “With very soft tones, we wanted to create more of a feel of comfort, rather than elegance, which is reflective of our membership,” notes General Manager/COO Jim Capek. Pops of color will be carried out via two areas of chartreuse acoustic ceiling tiles and brick-red acoustic felt pendant lights. Additional ambient lighting, which can be adjusted as needed, does double duty by showcasing select merchandise and creating a relaxing shopping experience. Luxury vinyl plank flooring in a herringbone pattern will contrast nicely against the predominantly white walls, while blending well with other textured wallcoverings. With a layout designed to maximize traffic flow to the register, the floor plan contains a variety of display fixtures for varying merchandising needs. Custom cabinetry on three walls is designated for apparel and golf bags, while a makeshift shoe department is comprised of a cabinet containing a mounted television and seating area. Two three-piece nesting tables, four T-stands www.clubandresortbusiness.com
for hanging apparel, two 42-inch diameter rounders with 20-inch diameter risers, two hang/fold displays and one three-sided waterfall fixtures round out the merchandisers. In addition to the main sales floor, the shop houses two golf professional offices, a dressing room and two simulator bays for club fittings and lessons. An enclosed simulator lounge area, with four upholstered armchairs and three café tables, provides ample space for leagues and parties. And because the shop connects to a bag storage facility within the same building, golfers have the added benefit of sliding bag racks that can hold 500+ golf bags. C+RB
MA ST E R P L A N N I NG
The newly designed pro shop at Westborough Country Club includes an enclosed simulator lounge area, four upholstered armchairs and three café tables.
A RC H I T EC T U R E
I NT E R I O R DE S IG N
P RO C U R E M E NT
Navesink Country Club, Red Bank, NJ
JBD JGA DESIGN AND ARCHITECTURE Peter Cafaro / 401.721.0977 / PCafaro@JBD-JGA.com www.clubandresortbusiness.com
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DESIGN SNAPSHOT
From Breeding Ground
to Coffee Klatch
Members are flocking to The Nest, a former stud barn that now serves as a communal gathering space and retail destination. By Pamela Brill, Contributing Editor
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AT THE SANTA LUCIA PRESERVE in Carmel-by-the-Sea, Calif., members can satisfy their craving for caffeine and companionship in the same place. Last spring, the Monterey County coastal property that plays home to a gated community, nature preserve, and golf club widened its amenities with the opening of The Nest, an on-site coffee shop and marketplace. The small, intimate space has become a destination that is seamlessly integrated into the overall landscape—and embraced by members with open arms. “Given the expanse of our community [20,000 acres] and the length of the drive into the nearest town [Carmel], our residents needed an on-property option to buy some essentials,” explains Karen Baxter, CEO, Santa Lucia Preserve, who had developed her vision on paper. What began as a simple sketch was presented to the Board of Directors in 2020 and given the green light later that fall.
BREWING AN IDEA According to Baxter, the initial idea for The Nest was five years or so in the making and boasted a dual purpose. www.clubandresortbusiness.com
The Nest provides a place for owners and members to pick up essentials and sundry items without having to leave the property. It has also become a gathering spot for a cup of coffee or an ice cream cone.
“[It] was born from a vision to create a convenient place where our owners and members could pick up essentials and sundry items without having to leave The Preserve,” she recalls. “A secondary, more celebrated function of The Nest was creating a gathering place where one could enjoy a cup of coffee or take the kids and grandkids for an ice cream cone.” When considering where on the premises to house this market, Baxter opted for an underutilized building that was centrally located. The original Stone Barn, which had served as a stud barn for breeding ponies in the 1920s, had only been used
Design Snapshot
SANTA LUCIA PRESERVE Carmel-by-the-Sea, Calif.
Interior design consultant: Stephanie Sendell, Sendell Design Group, Pebble Beach, Calif. Furnishings: Axel Castellanos, Preserve maintenance supervisor Floral décor elements: Burst + Bloom, Carmel-by-the-Sea, Calif. Carpeting: Consignment shop Marble countertop: Carmel Stone Imports, Palo Alto, Calif. www.clubandresortbusiness.com
for storage and office space during the late 1990s. Tapping the expertise of a Preserve community member with an eye for design, Baxter shared her thoughts for this passion project. “When I first told [the member] about the idea … and then, when she saw the Stone Barn, her eyes lit up and the wheels started turning,” says Baxter. Assembling a committee of community members who served as ad hoc designers, Baxter and her crew were able to orchestrate the gist of the project themselves. “With thoughtful plans for repurposing items and the talented craftsmanship of our in-house team, we were able to easily transform the space with little need for contracted services outside of The Preserve,” she says, noting the exception of electrical work and HVAC. To maintain the authenticity of the 600-sq.-ft. Stone Barn’s equestrian design, the team retained the stone exterior and oval shape, while incorporating wideplanked floors and an original structure resembling a stall into the woodwork. “Creating a natural flow for The Nest was probably the easiest part of the whole design,” notes Baxter. Designers also built custom cabinetry—including a marble top for a display case—and incorporated weathered materials into the shop’s décor.
FEATHERING THE NEST Making use of the barn’s circular design, the interior layout lends itself to well-constructed floor plan. Assorted displays run along the perimeter of the sales floor, with a long table in the center that anchors the space and provides a spot for snacking. Entry and exit points are accessible on either side of the building, and a convenient walk-up window enables members to pick up smoothies or other to-go orders from the outside. Speaking of outdoors, The Nest is nestled under a stalwart oak tree—a testament to the longevity of the natural surroundings. A lounge area with soft seating and tables has been set up in this spot for socializing and snacking al fresco. The Nest also honors its roots as a proud purveyor of locally made coffee, ice cream, bread, beer and wine, as well as member-selected goods from various artisans. Homegrown selections even include Preserve-made soups and flowers picked from the property’s own organic garden. Nearing its first full year in service, The Nest has already proven its worth to members and guests. “We have heard, overwhelmingly, that creating The Nest has been one of the best things we could have done in years,” enthuses Baxter. “It really serves the needs of the community and during Covid, [has] allowed for another outdoor option and exercise within the community’s borders.” C+RB February 2022
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FOOD + BEVERAGE
Chain REACTIONS COVID-fueled supply chain interruptions have been causing headaches for chefs, not only because of dealing with unpredictable ingredient availability, but also keeping costs and waste under control. Club chefs share how they are handling these obstacles while maintaining the first-class service their members expect. By Marilyn Odesser-Torpey, Contributing Editor
LAST NOVEMBER, BLAIR CANNON, EXECUTIVE Chef at Forsyth Country Club in Winston Salem, N.C., initiated a basic training program for his back-of-the-house staff and members to drive home the need for flexibility and most effective use of resources during the supply-chain crisis. For the cooks and chefs, the program focused on cost control, eliminating waste and strategic planning. “We made the cost-control portion of the training into a sort of game, bringing out five different items for which we asked them to guess the price,” Cannon explained. With prices rising almost every day, there were more than a few surprises, driving home the need for optimal use of ingredients from various proteins to a quart of heavy cream. Staff members also keep waste logs to keep them cognizant of how much food they are throwing away and encourage them to reduce that amount. While Cannon cannot avoid raising prices on certain items that have soared in cost, he introduces the new prices slowly over time. “We don’t want to cause our members sticker shock by increasing the prices all at once,” he said. Some members want their prime New York strip steaks even if the price is higher, but Cannon provides other, more flexible members with weekly specials he calls “Butcher Block” for meat and “Off the Hook” for fish. Both feature proteins that cost less, such as Wagyu Teres Major or baseball cut sirloin, but have a perceived high value. To accompany the proteins and further increase their upscale perception, he plates them with lush sides and sauces. A recent seared fish du jour, for example, was served with pomme puree, roasted garlic creamed spinach, fried oysters, Old Bay beurre blanc and pea tendrils in lemon vinaigrette. 38
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Photo Courtesy Forsyth CC Chef De Cuisine Chris Jarrett
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Recipe
MEDITERRANEAN PIMENTO CHEESE
RICE CRACKER
YIELD: 4 servings
INGREDIENTS: 1 cup uncooked rice 4 cups canola oil 1/2 tsp. smoked paprika (add more for a spicier cracker) To taste salt
YIELD: 4 servings
INGREDIENTS: 1 cup shredded mozzarella cheese 8 oz. Greek yogurt 1/2 cup feta cheese 1 tsp. shallots, minced 1 tsp. chives, chopped 1 jalapeno pepper, seeded and minced 1/2 cup pimento, diced To taste salt and pepper PROCEDURE: Place mozzarella cheese, Greek yogurt, feta cheese, shallots, chives, jalapeno and pimento into a large bowl. Mix until thoroughly combined. Season with salt and pepper.
PROCEDURE: 1. Pre-heat oven to 200. 2. Rinse rice in a strainer until water runs clear; drain well. Combine with four cups of water in a saucepan. Bring to a boil; reduce heat to low, cover and cook until rice is tender and water is absorbed. Remove from heat and let cool. 3. In food processor, puree rice until it is a paste-like consistency. 4. On a baking sheet with a Silpad, spread a thin layer of the rice mixture. Place baking sheet in the oven for two hours. 5. Heat oil in a saucepot to medium/high heat. 6. Break pieces of the dehydrated rice mixture into the oil. Rice mixture will puff up and get golden brown. 7. Remove from oil and place on a paper towel to drain off excess oil. 8. Season with smoked paprika and salt. SUBMITTED BY LUKE LIVINGSTON, EXECUTIVE CHEF, INDIAN CREEK COUNTRY CLUB, INDIAN CREEK VILLAGE, FLA.
Showcasing available desserts on a traveling cart gives them an air of elegance and encourages impulse ordering. Cannon also highlights a Pie of the Week and Cake of the Week. “We sell our desserts at lower prices than our competition, but, for us, they have done a good job increasing check averages at a time when overall food costs are so high,” he said. To help supplement income lost from cancelled events, Cannon creates family take-out dinners from the ingredients he 40
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has on hand. The specific weekly offering, whether it is a soup, casserole, lasagna, enchiladas or a multi-course Chinese dinner, is announced on Mondays and can be picked up hot or cold with heating instructions. “Because we have the ingredients in house, we can offer these family dinners at a good price and still have a good profit margin,” he noted. BUILDING BANQUETS Banquet menus have also been affected
by the supply chain issues at Forsyth. Instead of offering three different entrée choices, members can choose from two proteins, accompanied by the same sides. Cannon also keeps the banquet manager apprised of what will be on the menu the week of a pending event so she can promote those dishes for the event and minimize the need to bring in extra products. With fluctuating prices, certain products such as crab and oysters are offered at market prices to keep profit margins healthy. www.clubandresortbusiness.com
SUMPTUOUS STAND-INS For banquets, total guest count is now required one week in advance to control ingredients that need to be purchased and give the club an opportunity to supplement with other purveyors if necessary. Prior to the pandemic, guest count was required 72 hours prior to an event. Instead of relying on one large purveyor for ingredients, Cannon does business with several now. In addition to providing access to a wider range of products, this has generated pricing competition. “I was able to save $8 a case on heavy cream,” he points out. LEFTOVERS During the supply chain uncertainties, Luke Livingston, Executive Chef at Indian Creek Country Club in Indian Creek Village, Fla., cross-utilizes product as much as pos-
Luke Livingston, Executive Chef at Indian Creek Country Club in Indian Creek Village, Fla., looks for ways to adjust recipes for club favorites to make up for unavailable ingredients. One example is the club’s extremely popular pimento cheese. “With a country-wide shortage of cream cheese during the holiday season and our chef needing every ounce of cream cheese we had in house for the frosting of a carrot cake for a 250-person wedding, we reimagined the classic pimiento cheese recipe,” Livingston says. “Instead of cream cheese, we gave our version a Mediterranean flavor profile by using Greek Luke Livingston yogurt and feta and mozzarella cheeses. adjusts recipes to Certain crackers that are the favorite accompaniment allow for unavailable to the cheese have also been difficult to obtain, so ingredients. Livingston came up with a recipe for a homemade rice cracker. “A bonus is our cracker is a healthier alternative to the commercially produced kind,” he noted. “It is also gluten free.” Members at Stone Eagle Golf Club in Palm Desert, Calif., enjoy upscale menu options such as veal chops, according to Jon Tice, the club’s Executive Chef. But when veal is not available, Tice transforms a less expensive protein chop into a high-end dish. On a recent menu was a cider brined Kurobuta pork chop with apples, charred onions, thyme, whole grain mustard and an apple demi-glace. “It’s all about creativity,” Tice noted. “Members appreciate and respond to that.”
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VISIT EUSTISCHAIR.COM TO SEE MORE CUSTOM STACKING CHAIRS SALES@EUSTISCHAIR.COM 978-827-3103
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FOOD + BEVERAGE
Recipe CIDER BRINED KUROBUTA PORK CHOP
with Mountain Rose Apples, Charred Onions, Thyme, Steak Fries, Whole Grain Mustard and Apple Demi-Glace YIELD: 4 servings
INGREDIENTS FOR CIDER BRINE: 4 cups apple cider 1/4 cup salt 1/4 cup brown sugar 1/4 cup apple cider vinegar 1 bunch thyme 1 bunch rosemary 5 cloves whole garlic 1 tbsp. whole black peppercorns PROCEDURE FOR CIDER BRINE: Bring all ingredients to a boil for 5 minutes. Let mixture cool. Add portioned pork chops and let brine for 24-48 hours. INGREDIENTS FOR PORK CHOPS AND ACCOMPANIMENTS: 4 12-oz. bone-in Kurobuta pork chops 3 Mountain Rose apples 1 large yellow onion 2 Russet potatoes 1 1/2 cups house made demi-glace 2 cups apple cider 2 tbsps. whole grain mustard 2 tbsps. grapeseed oil 5 tbsps. unsalted butter 2 sprigs thyme plus more for seasoning chops and apple/onion mixture to taste To taste salt and pepper
PROCEDURE: 1. Pre-heat oven to 450 degrees F. 2. Scrub and wash the potatoes and cut each into 8 equal wedges, lengthwise. Place into a bowl and season with salt, pepper and oil. Toss until coated and put on a sheet tray lined with parchment paper. Bake until tender throughout, about 10-15 minutes. Set aside. 3. Pull the pork chops out of the brine and pat dry with a paper towel. Place on a seasoning rack. Reduce the 2 cups of apple cider, with two sprigs of thyme, to 1/2 cup. Strain the cider into the demi-glace in a small sauce pot and add the mustard. Set aside for the moment. 4. Cut the onion into eighths, leaving the root side trimmed, but still intact. Season the onion wedges with salt and pepper and put into a hot pan, on the cut side, with a few tablespoons of oil. Cook on medium heat for about 7-10 minutes or until the sides of the onion are almost burnt. When one side is done, flip the onion to the other side and repeat. Set aside. 5. Peel the apples and cut the core and seeds out. Cut each apple into 6-8 uniform pieces. Set aside. 6. Heat a cast iron pan on medium high heat, add a few tablespoons of the grapeseed oil. Season the chop with salt and pepper and carefully place in the cast iron pan and sear on one side until a nice crust develops, about 3-5 minutes. Flip the chop over. Add 4 tablespoons of the butter and thyme. Baste the chops with the hot butter and thyme until the internal temperature reaches 150⁰F. Set aside and dump the butter and oil from the pan. 7. Heat the sauce back up and once warm, slowly add the cold butter while constantly whisking to emulsify the butter into the rest of the sauce, check for seasoning. 8. Place the potatoes back into the oven to crisp up, about 5 minutes, check the seasoning. 9. Place remaining tablespoon of butter in the cast iron pan and lightly sauté the apples and onions with a few sprigs of thyme until just warmed through. 9. Place four pieces of potato in the center of the plate, next add the pork on top of that, followed by the apples and onions and finish with the sauce.
SUBMITTED BY JON TICE, EXECUTIVE CHEF, STONE EAGLE GOLF CLUB, PALM DESERT, CALIF.
sible. If, for example, there are some specials on the a la carte menu that do not sell one night, he will use a part of the dish as the foundation for another meal. Recently, for example, he transformed some crab cakes from a previous night’s menu into filet Oscar, comprised of a six-ounce steak, two ounces of the crab cake, Bearnaise sauce and asparagus. 42
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To ensure that he has the necessary ingredients on hand for his weekly menus, he announces his specials for the week on Sundays. “I’ve been burned a few times by committing to certain dishes a week or so in advance and then having to change them,” he explained. “This way, we can use the best ingredients available at any given time.”
Livingston emphasized that in this environment chefs have to be open minded and ready to turn on a dime. “Instead of an extensive description of an item, such as an Idaho potato, on the menu we’ll just say potato,” he explained. “That way, if I can’t get Idaho potatoes I can substitute Yukon Gold, fingerlings or even a sweet potato.” www.clubandresortbusiness.com
SUMMING IT UP Sometimes the substitution can be a little more challenging and frustrating. For a recent wedding, Livingston received a short shipment of little gem lettuce for a deconstructed Caesar salad. To make up for the lack of this key ingredient, he peeled down regular romaine. “It took more work, but the couple got the salad they had ordered,” he said. To avoid disappointing a member who may be salivating for a ribeye steak that the club may not have, Livingston keeps the front desk apprised of what will be available on any given night. “This way, members can call and ask what’s on the menu that evening,” Livingston says. The unavailable item that gives Livingston the biggest problem is a shortage of dish washing machine chemicals. “I can’t recreate the chemicals needed to run the machines,” he says.
> Have staff members keep waste logs to keep them cognizant of how much food they are throwing away and encourage them to reduce that amount. > Provide alternatives to higher-costing proteins on the menu with ones that cost less, but have a perceived high value. > Expand your list of purveyors for ingredients. In addition to providing access to a wider range of products, this can generate pricing competition.
GOODS DRYING UP Jon Tice, Executive Chef at Stone Eagle Golf Club in Palm Desert, Calif., is having more trouble getting to-go boxes and other dry goods than he has getting ingredients, so he stocks up on paper products when he can find them. Labor is also one of his biggest issues. Like all club chefs working with supply chain challenges, Tice changes his menu frequently, but has found that instead of being put out, members have embraced the element of surprise. E-mail blasts featuring the day’s menu give them a preview of what new dishes they will find. “Our members are excited to see the menus change more often and they are eager to try the new dishes,” he explains. “Some price rises on standard menu items elicit some sticker shock, but they shop at the supermarket and are aware of the spike in ingredient costs.” C+RB www.clubandresortbusiness.com
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SUPER IN THE SPOTLIGHT
SOLVING THE PUZZLE OF
Double Duty
Bob Bruce, Director of Agronomy at Metamora Fields (Ill.) Golf Club, also supervises the maintenance of sister course—Weaver Ridge Golf Club. He makes it work with a little sharing and a lot of dedication. By Jeff Bollig, Contributing Editor
BOB BRUCE IS YOUR TYPICAL turf manager operating under atypical circumstances. But least one feel sorry for him, understand he is quite content in his job—doing what he wants and how he wants to do it. Bruce is the Director of Agronomy at Metamora Fields (Ill.) Golf Club located in the north central part of the state. In addition to those duties, he also supervises the maintenance of Weaver Ridge Golf Club 20 miles to the west in Peoria, Ill. Bruce arrived at Metamora Fields, a daily-fee facility owned by the Ring and Brinkman families, in 2016. In June 2019, the family purchased Weaver Ridge. Bruce welcomed the challenge of managing two facilities, which were built in different eras and feature two different setups. 44
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“When I took the job, there had been discussion for quite a while about buying Weaver Ridge, and I was part of the team that did the evaluation,” Bruce says. “The courses share an equipment manager, spray technician, irrigation technician; and when doing projects such as aerating, we’ll share other staff. We also shuttle equipment between the two courses from time to time.” Taking the job at Metamora Fields was also a homecoming for Bruce. He grew up just an hour north in the tiny town of Buda, Ill. (population 750) where there wasn’t a stoplight to be found. He went to Southern Illinois
University to earn a turf degree and began his career at Bob O’Link Golf Club in Chicago as an assistant superintendent. But feeling an itch to explore, it was off to Pennsylvania and Maine for nearly 15 years before returning to the Land of Lincoln. “I’m just a small-town kid from Illinois,” Bruce says. “I’m a Cubs fan, so it’s good to be back in this part of the country near family and friends. I have great owners. The people of the community are wonderful, and I work with some of the best individuals around.” In addition to managing two different courses in two
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SUPER IN THE SPOTLIGHT
Super in the Spotlight
BOB BRUCE Current Position: Director of Agronomy, Metamora Fields Golf Club/ Weaver Ridge Golf Club Metamora, Ill. / Peoria, Ill. Years at Trinity MFGC: 5 1/2 Years in Golf Course Maintenance Business: 27 Previous Employment History: Crew Member, Hidden Lakes Golf Course, Sheffield, Ill., summers 1988-95; Assistant Golf Course Superintendent, Bob O’Link Golf Club, Highland Park, Ill., 1995-2002; Assistant Golf Course Superintendent, Lancaster (Pa.) Country Club, 2002-2008; Golf Course Superintendent, Sugarloaf Golf Club, Carrabassett Valley, Maine, 2008-2015. Director of Agronomy, Metamora Fields Golf Course/ Weaver Ridge Golf Course, 2016 – Present. Education & Training: B.S. Plant and Soil Science, Southern Illinois University, Carbondale, Ill., 1995.
different communities, the other unusual aspect about Bruce’s occupation is that he is a bit of a night owl. Regularly, he will perform his work in the dead of night. To bed at 7 p.m. and up by 1:30 a.m., he arrives at the course at 2:30 a.m. – along with much of his staff. Yes, there is a method to his madness. “To me it is all about being productive,” Bruce says. “We get a lot of play and it’s difficult to get everything done with players on the course. So, by coming in early, we are done for the most part by the time play begins. We have lights on our equipment so we can do everything before daylight. The crew gets in, does its job, and then leaves by mid-morning.” “Personally, I love it that way. There are no distractions—you are focused on the work. To me, it is almost like Yoga or meditation. It’s so quiet. Just you and nature … and my two border collies.” With a work schedule like that, one would assume Bruce needs a bit of an extra jolt to get out of bed and onto the course. He does it without the assistance of coffee. Truth be told, his motivation comes in the form of doing crossword puzzles. Each morning after arriving at the office, he will download two or three puzzles off the Web and complete them before moving onto sending e-mails and other paperwork. “The crossword puzzles are exercises for the mind,” Bruce says. “They get the wheels in my brain turning and 46
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give me focus for the day. I look forward to starting my day doing them. I challenge myself to see how quickly I can do them.” C+RB: How did you become a golf course superinten-
dent? BRUCE: The plan was to major in history at Southern Illi-
nois University. I love history—the Revolutionary War, the Civil War, the Wild West. I’m actually a son of the American Revolution. My sixth great grandfather removed was a sergeant in the Colonial Army. So, you can see it’s in my blood. But the golf course kept pulling me to it. I had taken some science courses and really liked those. Plus, I had worked two summers during high school and during college at Hidden Lakes Golf Course, in Sheffield, Ill., which was close to my home in Buda. By my junior year in college, I made the decision to get a degree in plant and soil sciences. C+RB: Tell us about your first job as an Assistant at Bob
O’Link Golf Club in Highland Park, Ill., from 1995 to 2002. BRUCE: It was right away after school. I graduated on a Saturday and started work on a Monday. I tell everyone that I got my undergraduate degree at Southern Illinois and my master’s at Bob O’Link. Bruce Williams, who was the GCSAA President at the time, was there for a short while. Then, Rick Bowden, who was the Assistant became the Superintendent. I remember Rick being a tough boss, but he would also put his arm around you and explain things. There were high expectations and I strived to meet them. It was old school from the standpoint that you worked hard, and you worked a lot of hours. C+RB: Your career progression took you away from
home. Tell us about those opportunities? BRUCE: Yes, it was time to spread my wings a bit. I
was an Assistant at Lancaster Country Club in eastern Pennsylvania until 2008. Talk about history. So much of it right in that region. It was a very good opportunity at a high-end facility. We were in the transition zone, so we were essentially on “wilt watch” every day from about 11 www.clubandresortbusiness.com
The clubhouse at Metamora Fields Golf Club features the Fields Ballroom on the second level, which seats up to 400 guests and overlooks the golf course. The club hosts 40-45 weddings each year.
a.m. to 6 p.m. for three or fourth months. You really had to watch the greens. Then, I got my first Head Superintendent job at Sugarloaf Golf Club in Carrabassett Valley, Maine. It is in the west central part of the state, not too far from the Canadian border. It was absolutely beautiful there. The emphasis was on skiing as it was primarily a ski resort with a golf club built on the side of a mountain. Your golf budget depended upon how much business skiing brought in. Mother Nature was tough on you. I always had a lot of winter kill.
But you need to stay out of the fescue rough. It is tough to get it out there. I would say the biggest challenge comes with the wind. It’s very open with no houses or trees to speak of. So, if you get a good wind, it can play games with you. We also have a full driving range and practice area, and a Director of Instruction so you can work on your game, too.
C+RB: Metamora Fields presented
quite a change for you? BRUCE: I just loved the course
when I saw it. It’s built on old Illinois cornfields and the fescue roughs create such a striking contrast of color with the Bentgrass fairways and greens. The town of Metamora is only about 3,500 people, so the golf course is a focal part of the community. It was designed by former PGA Tour player D.A. Weibring and Steve Walford and opened in 2011. Most of our play is from the three-county region, but we are only two hours from Chicago and two and a half from St. Louis, so we do get players from that area. It is a fun course to play. There are wide fairways and large greens, and very little elevation change.
Golf Course Profile
METAMORA FIELDS GOLF CLUB/ WEAVER RIDGE GOLF CLUB Website: www.metamorafields.com Year Opened: MFGC, 2011; WRGC, 1997 Ownership (Public, Private, Resort): Single Owner (Ring/Brinkman families) Golf Course Type (Parkland, Links, Prairie): Links (MFGC) / Parkland (WRGC) Course Designer (Renovation/Redesign): Weibring/Wolfard, MFGC; Hurdzan/Fry, WRGC No. of Holes: 18 Par: 71 Yardage: Forward 4,929 / Tips 7,100 (5 sets of tees at MFGC) Golf Season: Year-Round weather permitting Annual Rounds: 25-30,000 (each facility) MFGC Grasses - Tees, Fairways: Providence Bengrass MFCG Grasses – Roughs: Bluegrass/Fescue MFGC Grasses - Greens: L93 Bentgrass MFGC Water Features: On holes 2, 7, 9, 12, 13, 18 (all in play) with No. 2 an irrigation pond. Bunkers: MFGC – 84 covering 38,000 square feet; WRGC – In renovation.
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SUPER IN THE SPOTLIGHT
Bob Bruce and much of his staff arrive at the club in the middle of the night and get the vast majority of their work completed before any golfers are on the course. “It is almost like Yoga or meditation,” he says of the tranquility.
Course + Grounds Operations Profile
Annual Course Maintenance Budget: $500,000 each course Staff Size: MFGC 12-14; WRGC 16-18 Other Green and Grounds Managers: Matt Rogers, GM at MFGC / WRGC Emily Fischer, Director of Events MFGC Darrell Smock, Director of Golf Will Henrich, MFGC Assistant Superintendent Riley Mullins, WRGC Assistant Superintendent Nick Holman, Irrigation Technician Jarod Schmidgall, Equipment Technician Water Source and Usage: MFGC – Effluent, Rain (with ability to purchase from city); WRGC – pond, rain, wells. Aerating and Overseeding Schedules: Greens – needle tine monthly May – September and cores in October; Fairways and Tees – verticut and vertidrain in the Fall. Upcoming Capital Projects: WRGC – Bunker project MFGC – Clubhouse landscaping
There is a lot going on in terms of events. We have a 33,000-sq.-ft. clubhouse that seats 400 people. We average 40-45 weddings per year and countless other small events. We also do about 65 golf outings a year. C+RB: How does Weaver Ridge compare? BRUCE: It’s just a different type of course—very
majestic and beautiful. It was designed by Michael Hurdzan and Dana Fry in 1997 and is more tree lined with houses on the course. The greens are smaller than Metamora Fields, so that and the trees offer the biggest challenges. It’s older, so it needs a bit of a facelift. We have a bunker renovation planned that will take us from 145,000 sq. ft. of bunkers to 65,000 sq. ft. We have a tree program to open up the air flow and get more sunlight on the turf. 48
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C+RB: Do you get much crossover in play? BRUCE: I really don’t see a great deal of the same people.
The courses are about 17 miles apart and are separated by the Illinois River. It is almost a psychological barrier. But both are public, daily fee facilities. You can buy a pass that allows you to play both courses. We get families, couples, businessmen—all types of players. I think we get more retirees at Metamora Fields who like to get started early in the day. C+RB: You have odd work hours. What does your wife
think about your schedule? BRUCE: Leaann’s great. She understands my job and
actually likes being out on the course with me. She’ll sweep dew off the course or jump in the cart and go out with me to move markers or change cups. We live in a townhouse on Weaver Ridge, but because we take care of equipment at Metamora Fields, I spend about 60 percent of my time there. I would say that will change once we begin the bunker project at Weaver Ridge. C+RB: How do you avoid burnout yourself? BRUCE: I love my work and that helps. It really doesn’t seem
like a job to me. That’s just how I am wired. I have a great owner in Mr. Ring and his family. You really want to please him and that is what drives me. Plus, there are elements that I have built in that keep me on an even keel. As I mentioned, I like doing crossword puzzles. I find that entertaining and at the same time, a challenge. The course has two border collies and several cats to keep mice away. I like taking care of the animals. I do not golf. I used to, but I’m busy and I think I would have myself more concerned about the course than just enjoying myself playing the game. We have a great team. Hiring staff is difficult, especially for the work and the hours we keep. But I jump in with them and will get on a mower, change a cup, fix a sprinkler head. Titles really don’t mean anything at our place. I also think you must lead by example and don’t micromanage. You show respect and give support. I also find myself thinking ahead more than just a day or two. My perspective is to look at what we are doing and consider what that means for the future. I don’t think you can take a short-term view as a golf course superintendent. It’s a bit like doing a crossword puzzle and making it come together just right. C+RB www.clubandresortbusiness.com
CMAA WORLD CONFERENCE / CLUB BUSINESS EXPO
California Dreaming The CMAA World Conference and Club Business Expo will feature leading keynote speakers, educational sessions, an Idea Fair where clubs share innovative events and practices, and booths from exhibitors servicing the industry. A C+RB Staff Report
THE 2022 CLUB MANAGEMENT ASSOCIATION of America World Conference and Club Business Expo returns to its in-person format February 19-23 at the San Diego (Calif.) Convention Center. This show provides an opportunity to listen to industry leaders and explore products and services offered by more than 270 companies showcasing industry-leading trends and innovations. Featured Speakers include Jeff Havens, Robyn Benincasa, Bill Walton, Nichol Bradford and Dustin Garis. Havens, a business growth expert who provides serious solutions in a funny manner, kicks things off February 19. He has an uncanny ability to provide actionable answers to today’s business challenges in a way that is undeniably entertaining and impactful. At the Opening Business Session February 20, attendees will meet the candidates for the 2022 CMAA Board of Directors during the Candidates’ Forum; honor and recognize the professional development achievements of CMAA members, including the 2021 Certified Club Managers, Certified Chief Executives, and Master Club Managers; and be present for the unveiling of the 2021 class of CMAA Fellows. President & CEO Jeff Morgan, FASAE, CAE, will highlight key developments in the annual State of the Association address.
Benincasa will give individuals and organizations the tools they need to inspire themselves and one another to their greatest heights and across their most challenging finish lines. She and her teammates have faced some of the world’s most grueling challenges and emerged with a truly unique perspective on what it takes to build the kind of world-class teams that succeed against all odds, that triumph in the face of adversity, and that win as one in times of great challenge and change. The CMAA Member & Chapter Awards Breakfast—February 21—will celebrate and recognize the individuals and chapters who strive to make a difference in the CMAA community. Awards will be presented to: the 2021 Club Executive of the Year; new inductees to the 25-Year Club; The Club Foundation’s 2021 Willmoore H. Kendall scholarship recipients; the Idea Fair, which showcases the best club-tested ideas submitted by CMAA member-managed clubs; Student Chapter award winners; top Chapter earners in the New Member Recruitment Contest; and the coveted Chapter of the Year Award. After the awards presentations, basketball legend Bill Walton not only discusses his stellar college career, but also his time in the NBA. While his honors are well chronicled, he’ll share some lesser-known anecdotes from
www.clubandresortbusiness.com
the many challenges he’s faced, both on and off the court. Bradford, a futurist and transformative tech pioneer, founder, and executive, opens the General Education session February 22. She works at the intersection of psychology, neuroscience, behavior, technology, and science. Her mission is to empower human transformation and wellbeing by catalyzing new visions, opportunities, and tech-enabled tools for all. Garis will speak at the Closing Business Session February 23. Throughout his disruptive career at some of the world’s most respected companies—The Coca-Cola Company and Procter & Gamble—Garis has become known as “Chief Troublemaker” for his innovative approach to brand-building, customer experience, and change leadership. With a particular focus on how brands can enrich lives, Garis offers examples of brands that are getting it right by “revolting against routine,” and creating memorable experiences to drive engagement among Millennial consumers and employees. In addition to the keynote speakers, the World Conference and Club Business Expo will also feature educational sessions, an Idea Fair where clubs share innovative events and practices, and booths from exhibitors servicing the industry. The following is a sampling of those exhibiting. February 2022
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CMAA EXHIBITORS LIST
Addison Law
(Booth 1141)
With more than 1,500 combined transactions in private clubs, public courses, resorts and real estate communities across the U.S., the Addison Law team possesses unrivaled insight on issues that impact the bottom line of club and hospitality organizations. www.addisonlaw.com
Bambrella
(Booth 1425)
Bambrella® designs and manufactures the strongest bamboo, aluminum and stainless steel commercial-quality parasols available. Bambrella Ltd was formed in 2008 by former wooden boat builder, Rupert Bottomley – founder and CEO of the Woodstocks International Group. The Woodstocks Group began manufacturing garden furniture and parasols in Indonesia in 1996. www.bambrella.com
CHAMBERS
(Booth 1124)
For more than 120 years, the underlying philosophy of The H. Chambers Company has always been: to be and provide the best. Since 1899, Chambers has evolved from its humble beginnings in interior design to become an award-winning planning and design firm specializing in private clubs, hospitality design, and related markets. www.chambersusa.com
Club Safety Solutions, LLC (Booth 1134)
As an OSHA General Industry Outreach trainer, Alan Achatz, CCM, CHE, offers training sessions for executive and all department employees to raise safety awareness. He assists with safety team development and emergency action plan implementation. A specialized service is conducting on-site safety inspections – simulated OSHA site tours. This process helps ensure a business can correct operational deficiencies. www.clubsafetysolutions.com
Clubessential
(Booth 1105)
Clubessential is the leading provider of membership and club management solutions to country, golf, city, yacht, and other private clubs. Clubessential Holdings, backed by Battery Ventures, formed its private club division to deliver website, tee times, mobile, accounting, POS, CRM and other software solutions enabling clubs to create life-long members. www.clubessential.com
Country Casual Teak (Booth 704)
Established in 1977, Country Casual Teak is the nation’s leading designer and manufacturer of solid teak outdoor furniture. From patio dining sets to rocking chairs and luxury poolside chaises, we take pride in providing durable and beautiful teak furniture solutions that transform outdoor spaces. www.countrycasualteak.com
Club Benchmarking
DENEHY Club Thinking Partners
When it comes to making important decisions, arming your club’s leadership team with reliable business intelligence is a game changer. We deliver the industry specific data, powerful analytics and proven insight you need to make informed decisions and lead your club with confidence. www.clubbenchmarking.com
DENEHY Club Thinking Partners is a full-service executive search and management consulting firm serving the private club and boutique resort industries. The company adds peripheral vision derived from years of working every day with peer clubs and resorts. Its results-oriented executive search and consulting have positively influenced the member/guest experience. www.denehyctp.com
(Booth 1019)
Club Car LLC (Booth 1133)
Club Car boasts a 60+ year history of industry-leading innovation and design, initially focused on golf cars and then expanding to commercial utility vehicles and personal-use transportation. Every detail of design, fabrication and assembly at Club Car is executed with an uncompromised desire for superior performance. www.clubcar.com
Club Passport
(Booth 741)
Club Passports is an Employee App that is used for training and operations in a private club. Catering operations are dramatically improved with your club’s BEO’s displayed on tablets in the kitchen. You can also view reservations from any reservation system including the ability to see member preferences from your POS system. The app allows clubs to quiz staff so that they can measure the effectiveness of their training efforts. BEO’s, Menu Items, Reservations, Member Images and preferences are all at your fingertips, no matter where your are in the club ... Speed up service at your club today. www.clubpassports.com 50
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(Booth 1106)
E-Z-GO
(Booth 821)
Since 1954, E‑Z‑GO has become a world leader in transportation and a leading global manufacturer of golf cars, utility vehicles, and personal transportation vehicles. From our headquarters in Augusta, we build tens of thousands of vehicles each year, many of which feature game-changing technology and innovations to improve vehicle efficiency and enhance the user experience like no other vehicle can. www.ezgo.txtsv.com
Earth Networks
(Booth 721)
Providing comprehensive severe-weather intelligence for member safety, Earth Networks equips operations managers and superintendents with a turnkey solution to constantly monitor lightning and dangerous weather conditions and issue customized alerts to approaching severe weather in real time. These alerts can be pushed to multiple locations via a variety of methods—mobile devices, computers, indoor visualization tools, or to an outdoor alerting system. www.earthnetworks.com www.clubandresortbusiness.com
Eustis Chair
(Booth 1104)
Eustis Chair designs and manufactures the most durable and highest stacking and non-stacking hardwood chairs and bar stools available for commercial use. Our stacking chairs come with a 20-year warranty. We also manufacture custom tables to fit your space. Every Eustis Chair product is sustainably made to order in the USA. Contact us today for pricing, samples, or to learn about our custom capabilities. www.eustischair.com
Fiberbuilt Umbrellas & Cushions (Booth 625)
FiberBuilt Umbrellas & Cushions is the leading manufacturer of long-lasting fiberglass ribbed umbrellas for hotels, restaurants, and country clubs. Designers and General Managers nationwide agree that the fashionable look, decorative options and durable construction of our umbrellas are perfect for clubhouse needs. From Fisher Island (Fla.) to The Ingomar Club (Calif.), and North Harbor Club (N.C.) to Montage Deer Valley (Utah), our shade products enhance the patios, lounges, dining areas and pool decks. www.fiberbuiltumbrellas.com
‘Fore’ Supply Company
(Booth 1210)
Since 1945, FORE Supply has been leading the way for all of your locker room and clubhouse needs. We are now proud to say that we are a master distributor for all your linen needs as well. From pool and bath towels to table skirting, napery and more, we have what you need. www.foresupplyco.com
ForeTees
(Booth 614)
Integrated Club Management Software, beautiful websites, user-friendly online reservation systems, and superior mobile capabilities to take the heavy lifting off your hands. www.foretees.com
Gasser Chair Co. Inc.
(Booth 1308)
Since 1946, Gasser Chair has been manufacturing furniture in Youngstown, Ohio with a commitment to making furniture of the highest quality that is supported by industry leading customer service. Gasser has served the private club industry for decades and continues to forge career-spanning relationships with club executives across the country. Sit down, stand out with Gasser Chair. www.gasserchair.com
GSI Executive Search
(Booth 1139)
We are GSI Executive Search, a highly motivated, successful and client-focused recruitment team specializing in placements for the private club and hospitality industries. GSI can bring your club together with top professionals for relationships that stand the test of time. Our private club and hospitality credentials run deep. www.gsiexecutivesearch.com
High-End Uniforms, Inc.
(Booth 1033)
Presentation is everything … in everything we do. At High-End Uniforms, we understand the complex concerns of the club industry and offer a range of solutions for club venues. From outdoor staff to formal banquet service and everything in between, our extensive product lines, exceptional sourcing capabilities and experienced customization team are uniquely equipped to create distinct uniform packages that reinforce your club’s name and the unique personality behind it. www.highenduniforms.com
Hollman
(Booth 909)
Hollman is known for their craftsmanship and quality storage solutions. With 44 years of experience, their ability to design and directly manufacture lockers in their Irving, Texas warehouse has given them the capability to find the most innovative storage solution designs with high-quality material for their customers. www.Hollman.com
www.clubandresortbusiness.com
February 2022
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CMAA EXHIBITORS LIST
JBD JGA Design and Architecture
McMahon Group
(Booth 1020)
Since 1983 Studio JBD and Jefferson Group Architecture have worked together seamlessly to successfully complete an array of award-winning hospitality design projects delivering full-service solutions for clubhouse master planning, architecture, interior design, and procurement. Our unique and integrated approach to each project’s distinctive personality and requirements, dedicating equal attention to function and form, results in innovative designs that are efficient, beautiful, timeless and cost-effective. www.JBDandJGA.com
McMahon Group is a full-service, private club consulting firm dedicated to serving clubs in all aspects of their planning, clubhouse, golf and membership needs. Our extensive and diverse experience includes service to country, golf, city, dining, athletic, yacht, university, military and gated community clubs. Our approach to developing successful facility improvement projects is unique by developing initial feasibility and membership approval before trying to select final designers and contractors for an unknown project scope. www.mcmahongroup.com
Jonas Club Software
Northstar Technologies, Inc.
(Booth 905)
(Booth 832)
Jonas Club Software helps clubs thrive by focusing on the creation of exceptional experiences. These experiences are delivered through industry leading services, integrated applications, innovative technology, and long-term partnerships with the clubs we serve. Come see our latest club technology including MemberInsight, Shift Manager, Mobile Point of Sale and Texting. www.jonasclub.com
KeCamps
(Booth 1005)
KE Camps provides the highest quality in children’s summer camps for country clubs. For over 20 years, the KE Camps team has been bringing an unmatched sense of community and camp spirit to the country club setting for members and their guests to enjoy. We are passionate about camp and its inherent values. Camp is a place for building confidence, developing leadership skills, gaining self-awareness, and creating lasting friendships. Planning for camp is what we do 12 months of the year, and we do it all for your country club. www.kecamps.com
Kopplin Kuebler & Wallace (Booth 1024)
Kopplin Kuebler & Wallace works with private, resort and developer owned properties, clubs and communities to assist with executive level positions for General Manager/Chief Operating Officer, chief executive officer, 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/controller, membership director and marketing directors. www.kopplinandkuebler.com
Landmark Golf Course Products (Booth 1219)
Born from the enjoyment of the classic sport of leisure, our mission is to grow as a problem solver, solutions provider, and source of distinctive, quality furnishings helping elevate high end golf courses to world class properties. Our flexibility allows us to design and manufacture exactly to your specifications. Our sustained reputation for customer service makes it easy. Our superior craftsmanship makes it possible. www.rinowood.com
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(Booth 1325)
Northstar has introduced Marketplace—Delivering the essentials at your doorstep. Members can now stay indoors and stay safe and order their groceries through their club’s website or use the new Marketplace option in the ClubNow Mobile App. www.globalnorthstar.com
Outdoor Lighting Perspectives (Booth 910)
Outdoor Lighting Perspectives® specializes in property lighting services for golf and private clubs. When your guests pay your club a visit, you want them to spend as much time on your property as possible. You can impress them all day with your stunning grounds, but you need to continue to engage them when it starts to get dark. www.outdoorlights.com
Preferred Club Insurance Program (Booth 927)
PREFERRED CLUB is the leading club insurance provider trusted with underwriting authority and proprietary access to “A” rated or better insurance carriers, which enables our underwriters to accommodate the broadest spectrum of risks in the golf industry with all lines coverage. Types of Golf Operations We Insure include: Private golf & country clubs; Semi-private clubs; High end daily-fee courses; Social clubs; Tennis clubs; Private golf communities; and Golf management companies. www.preferredclub.com
Prestwick Golf Group (Booth 1333)
With inviting commercial-grade furniture from Sister Bay Furniture Co, Prestwick Golf Group is equipped to help properties transform underutilized spaces that can unlock new revenue opportunities and keep members and guests engaged while maintaining safe social distances. Curated designs that are inviting can keep guests on the property longer and increase the likelihood of repeat visits in the future to drive additional revenue. www.prestwickgolfgroup.com
www.clubandresortbusiness.com
Rational USA
(Booth 619)
A commitment to ongoing innovation enables RATIONAL to offer the most beneficial cooking solutions for commercial kitchens. With market-leading combi technology, the iCombi Pro can fry, bake, roast, grill, steam and poach all in one self-cleaning piece of equipment. RATIONAL now brings its intelligence to contact heat with the iVario Pro. The iVario Pro looks like a tilting skillet, but does so much more: boiling, frying, deep-frying, sautéing and overnight cooking. These two cooking systems can cover 90% of conventional cooking applications. www.rationalusa.com
Relay
(Booth 709)
Radios are dead, copy that? Check out Relay, the future of team communication and the device that is killing off the walkie-talkie. Relay is establishing a benchmark for the next technological revolution that focuses on innovative, durable, and highly adaptive voice-first technology for the hospitality industry. Their vision is to empower teams of any size with technology that allows them to safely and quickly connect to the people and information they need to get their jobs done more efficiently. www.relaypro.com
Southern Aluminum
(Booth 1336)
Southern Aluminum is, and has been, the industry’s manufacturing leader of linenless products for over 40 years. Designed to elevate customer experiences and activate spaces for many purposes, our focus, and what we expertly do, is offer dynamic solutions to operational needs through innovative, long lasting, quality products. www.southernaluminum.com
Strategic Club Solutions (Booth 1233)
Strategic Club Solutions—Give us your toughest problem. Our club advisors will unpack it, power through it and solve it. Let’s work together from discovery to execution to results. We look forward to meeting with you to see how partnering before, during and after the plan will benefit your club. www.strategicclubsolutions.com
Texacraft
(Booth 1517)
Partnering with Texacraft means more than just a quality product. Of all the things we build, relationships are by far the most important and we do it by building trust, consistency and accountability in everything we do. When you choose to partner with Texacraft, you’re getting a quality experience and complete peace of mind. From our prolific product line – designed by some of the industry’s most passionate and talented designers—to our commitment to on-time shipping and competitive pricing, you can count on us. www.texacraft.com
The Toro Company
(Booth 724)
The Toro Company is leader in clubs and resorts because we have been in the golf business for over 100 years. Today, as a global brand reaching, Toro holds a leadership position in nearly every equipment and irrigation category in which it competes. Throughout our history, using innovation to solve customers problems has been the hallmark of our success. We take pride in gathering insights from customers and providing them with solutions that exceed their expectations. www.toro.com
Tropitone Furniture
(Booth 1311)
Since Tropitone® Furniture’s beginning in 1954, the Tropitone brand has been synonymous of total performance in the commercial marketplace. With the widest selection of outdoor patio furniture styles, finishes, colors and fabrics, Tropitone furniture offers clients endless customization options throughout the hospitality industry. Furniture offerings range in style between contemporary, transitional, and traditional categories providing solutions to any outdoor area. The portfolio of commercial products is specifically designed for any public seating space, dining and poolside areas, bars, balcony spaces and more. www.tropitone.com
The Verdin Company
(Booth 611)
Family owned since 1842, The Verdin Company is the premier supplier of decorative post clocks for golf clubs and courses with nearly 500 installations worldwide. The sixth generation of the Verdin family of skilled artisans leads the industry with oldworld craftsmanship, modern technology and innovation. www.Verdin.com
ADVERTISER INDEX CHAMBERS USA
33
FORETEES
CLUB PROCURE
55
JBD JGA DESIGN & ARCHITECTURE
www.chambersusa.com 800-363-5480 / www.clubprocure.com
3
DUFFY’S TRI-C CLUB SUPPLY INC.
800-274-8742 / www.duffystric.com ETHOS CLUB & LEISURE
2, 15
972-341-8133 / www.ethosclubandleisure.com EUSTIS CHAIR
41
FIBERBUILT UMBRELLAS & CUSHIONS
30
978-827-3103 / sales@eustischair.com 866-667-8668 / www.fiberbuiltumbrellas.com
9
PREFERRED CLUB
43
35
SIERRA NEVADA HOSPITALITY
14
KOPPLIN KRUEBLER & WALLACE
17
STRATEGIC CLUB SOLUTIONS
11
LANDMARK GOLF COURSE PRODUCTS
31
TROPITONE
PEACOCK + LEWIS AIA
29
YAMAHA
sales@foretees.com / www.foretees.com 401-721-0977 / Pcafaro@JBDandJGA.com www.kkandw.com
www.rinowood.com
561-626-9704 / 239-631-2332 www.peacockandlewis.com
800-523-2788 / www.preferredclub.com 800-969-0999 / garyplatt.com/hospitality www.StrategicClubSolutions.com www.tropitone.com 866-747-4027 / YamahaGolfCar.com
56 7
IDEAEXCHANGE Raising Their Game By Betsy Gilliland, Contributing Editor
CHRISTMAS VALLEY (ORE.) GOLF COURSE may be a small place, but the creative minds there think big. After all, when the nine-hole municipal golf course, which is managed by the Christmas Valley Park and Recreation District, shares a $76,000 budget with a manmade lake, a rodeo grounds, an airport, a community hall, a library, and a multi-purpose field, it takes a little ingenuity to keep the facilities up to par. Drawing from a small tax base, the District does not always receive enough money in annual property taxes to fund major capital expenditure projects. As a result, Karen Morgan, Manager of the Park and Recreation District, formed advisory committees comprised of community members to oversee the District’s various assets, and last summer the golf committee brainstormed to come up with ideas to help finance capital improvement projects for the course. The three-man committee, led by Dan Maple, who reached out to other golf courses of similar size for inspiration, decided to hold a golf tournament—dubbed
Christmas Valley Golf Course raised nearly $15,000 with a scramble to supplement a modest maintenance budget. 54
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the “Christmas Valley Harvest Golf Tournament”—to raise funds. While course conditions have never been better—which, Morgan says, golfers attribute to Superintendent Robbie Newport, who came to the property about a year ago by way of the Bandon Dunes Golf Resort maintenance staff—the aging infrastructure of the golf course, which opened in 1964, needs attention. Upcoming capital projects include the installation of a new irrigation system, construction of a storage shed for the golf cars, and the purchase of general maintenance items. The tournament was held Sept. 25, 2021 and 52 people participated in the nine-hole scramble. The outing also included a lunch catered by a local restaurant and a live auction of items donated by area businesses and individuals. “It turned out to be one on the best weather days for golf. It was beautiful,” says Morgan. The golf course charged local businesses $500 for a sponsorship, and each sponsor received a free, full-page, color ad in the Park and Recreation District’s bi-monthly periodical, Desert Whispers, and a 4-footby-8-foot vinyl banner that was posted at the golf course. “There was a $100 entry fee for players, but nobody had to pay because of the sponsorships,” says Morgan. Auction item sponsors received a 3-inchby-5-inch ad in the Desert Whispers. Since the golf course is located in a rural area, many of the items were farm related. The biggest prize was a tool chest with a fuel tank that fit on the back of a pickup truck, but others included artwork and rounds of golf at different courses. Volunteers also manned a drink cart, which was donated by a local group that puts on concerts in the park every year. Through the tournament and the live auction, the property raised almost $15,000.
The amount also included $650 from the sale of mulligans, which cost $10 each. The first project to get underway this year will be the construction of the storage shed for the carts, and in another cost-savings measure, the agricultural department at nearby North Lake School will build it. Christmas Valley also plans to apply for matching grant funds from the Oregon Parks and Recreation Department for the new irrigation system. Morgan says the District needs to come up with 20% to 50% in matching funds. Because the tournament was such a success, Christmas Valley plans to host it again next year. “I don’t know what they have up their sleeves,” Morgan says of the committee members. However, they probably will make a few tweaks to the outing. For instance, Morgan says, they would like to increase the number of auction items and create more incentive for people to stay for the live auction after the tournament. In addition, she says, “We put a limit on mulligans, but next year we’ll have unlimited mulligans.” If other properties want to hold a similar event, she advises them to start out slowly and maintain realistic expectations. “Keep it simple, keep it friendly, and start early,” Morgan says. “Our guys put this together in a couple of months. They all worked 24/7 on it.” She also recommends keeping good notes, and she made sure to get the names and addresses of all the tournament participants. “I sent a thank you note to everyone and included a membership application with the note,” says Morgan. Her efforts must have paid off. “Prior to this year, we had 15 members,” she says. “This year we have 36 members. We’re in the middle of nowhere, but people have come from far away.” www.clubandresortbusiness.com
The savings really do stack up. Below you will see the average savings that over 12,000 chefs, superintendents, pro shop merchandisers, and club managers gain from a ClubProcure membership. While provided tremendous purchasing power, they still hold the freedom to select the ClubProcure contracts and programs that fit their needs. ClubProcure is a procurement platform designed specifically for golf and country clubs. These are just a few of the reasons why over 4,000 properties leverage ClubProcure to improve their bottom line.
food and beverage $4,353
turf equipment $3,185 clubhouse needs $2,475 fertilizer/chemicals $1,375 general maintenance $770 pro shop supplies $485 course accessories $350
How much could you save this year?
Ready to start saving? Contact us today.
800.363.5480
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www.clubprocure.com
FIT MO DU LA R
tropitone.com sales@tropitone.com
