Club + Resort Business February 2021

February 2021

www.clubandresortbusiness.com

®

Saving A Special Place

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EDITORIAL EDITORIAL

EDITOR Joe Barks EDITOR jbarks@wtwhmedia.com Joe Barks 610-688-5666 office jbarks@wtwhmedia.com 610-416-3550 cell 610-688-5666 office 175 Strafford Ave., 610-416-3550 cell Suite 1 Wayne, PA 19087 175 Strafford Ave., Suite 1 Wayne, PA 19087 SENIOR EDITOR Rob Thomas SENIOR EDITOR rthomas@wtwhmedia.com Rob Thomas 216-316-5294 rthomas@wtwhmedia.com 216-316-5294 1111 Superior Ave., 26th Floor 1111 Superior Cleveland, OH Ave., 4411426th Floor Cleveland, OH 44114 EDITOR, EDITOR, CLUB + RESORT CHEF SUPPLEMENT CLUB + RESORT Joanna DeChellisCHEF Joanna DeChellis jdechellis@wtwhmedia.com

jdechellis@wtwhmedia.com 412-260-9233 412-260-9233 CONTRIBUTING EDITORS CONTRIBUTING EDITORS Course + Grounds: Course +Gilliland Grounds: Betsy Betsy Gilliland Jeff Bollig Jeff Bollig Design + Renovation: Design + Renovati Pamela Brill on: Pamela Brill Food + Beverage: Food + Beverage: Marilyn Odesser-Torpey Marilyn Odesser-Torpey Lauren Sasala Lauren Sasala Tad Wilkes Wilkes Tad

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EVENTS EVENTS

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DECEMBER CLUB INDEX Club and resort properties featured in this issue

Ansley Golf Club, Atlanta, Ga. ..............................................................................36

Arrowhead Country Club, FBallenIsles E B R U ACountry R Y Club, C L URapid B City, I NS.D. D E.....................................................10 X Palm Beach Gardens, Fla. ..................................7 Club and resort properties featured in this issue

Bellerive Country Club, St. Louis, Mo. ...............................................................13 BerkeleyGolf HallClub, Club, Bluffton, Baltusrol Springfi eld,S.C. N.J. .......................................................................16 ..........................................................16 The Bridges at Rancho Santa Fe, Rancho Santa Fe, Calif. .......28, 34 Bayside Resort Golf Club, Selbyville, ..............................................33 Champion Hills, Hendersonville, N.C. Del. ......................................................................7

Champions Run,& Omaha, ..................................................23, 25, 31, Bentwater Yacht CountryNeb. Club, Montgomery, Texas ....................

3139 The Country ClubClub, of Buffalo, Buffalo, N.Y. ...................................................40 Berkshire Country Reading, Pa. .....................................................

36 The Country Club at Mirasol, Palm Beach Gardens, Fla. .....33, 37, 40 The atClub Rancho Santa Fe, Rancho Santa Fe,S.C. Calif. .............12 TheBridges Country of Spartanburg, Spartanburg, ..........................38

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VP, DIGITAL MARKETING Virginia Goulding VP, DIGITAL MARKETING vgoulding@wtwhmedia.com Virginia Goulding vgoulding@wtwhmedia.com DIGITAL MARKETING COORDINATOR Josh Breuler DIGITAL MARKETING COORDINATOR jbreuler@wtwhmedia.com Josh Breuler jbreuler@wtwhmedia.com DIGITAL MARKETING INTERN ShannonMARKETING Pipik DIGITAL INTERN spipik@wtwhmedia.com Shannon Pipik spipik@wtwhmedia.com DEVELOPMENT MANAGER DEVELOPMENT Dave Miyares MANAGER Dave Miyares dmiyares@wtwhmedia.com dmiyares@wtwhmedia.com

WEBINAR COORDINATOR Halle Kirsh WEBINAR COORDINATOR hkirsh@wtwhmedia.com Halle Kirsh hkirsh@wtwhmedia.com WEBINAR COORDINATOR Kim Dorsey WEBINAR COORDINATOR kdorsey@wtwhmedia.com Kim Dorsey kdorsey@wtwhmedia.com

Detroit Athletic Club,Club, Detroit, Mich.Rapids, ..................................................29, 37, Cascade Hills Country Grand Mich. ..............................

3739 Forsyth Country Club, Winston-Salem, N.C. .................................................26 The Club at Renaissance, Fort Myers, Fla. ............................................11 GreatHorse, Hampden, Mass. .....................................................................................30 The of Little LittleCity, Rock, Ark.........................................12 ..........................38 TheCountry Greens Club Country Club,Rock, Oklahoma Okla.

Hampton Hall Club, Bluffton, S.C. ..........................................................................18 Kirtland Country Club, Willoughby, Ohio .................................................10 Keowee Key Club, Salem, S.C. ...............................................................................14 Oak Tree Country Club, Tehachapi, Calif. ............................................46 Key Largo Anglers Club, Key Largo, Fla. ............................................................32 Philmont Country Club, Huntingdon Valley, Pa.N.Y. ....................................

22 Lawrence Yacht & Country Club, Lawrence, ..........................................7 Montclair Golf Club, West Orange, ...........................................................19 Pine Orchard Yacht & Country Club,N.J. Branford, Conn. ..................41 Moss Creek Golf Club, Hilton Head Island, S.C. ........................................39 Reunion Golf & Country Club, Madison, Miss. ..................................37 Mount Vernon Canyon Club, Golden, Colo. ..............................................22 Rock Barn Country Club and Naples, Spa, Conover, N.C. ............................29 Quail Creek Country Club, Fla. ..........................................................20 The Quechee Club, Savannah, Hampton, Vt. Savannah Golf Club, Ga...........................................................................24 ..........................................................54 The Village Club of Sands Point, Sands Point, N.Y. ....................................7 The Vintage Club, Indian Wells, Calif. ....................................................30 Weekapaug Golf Club, Westerly, R.I. ....................................................................7 White Manor Country Club,Club, Malvern, Pa. ................................................

22 Wycliffe Golf & Country Wellington, Fla. .........................................35 www.clubandresortbusiness.com www.clubandresortbusiness.com

THE ROB REPORT

Building on the Boom IT SEEMS ALMOST UNFATHOMABLE, but I was one of the 5.7 million people who stepped away from the game of golf in 2020. Considering that I was a kid who was absolutely obsessed with the sport as a child, soaking up every bit of information on the history of the game and playing any chance I could muster, logging just one round of golf in a calendar year when many played more than ever—and many more played for the first time ever—would have seemed to be impossible.

As the National Golf Foundation (NGF) began rolling out its research results from 2020 that were filled with upbeat statistics, that 5.7 million was the number that jumped out the most to me. According to the report, the “outflow” of those who stopped playing golf or played less in 2020 was 19% more than in 2019. The loss was blamed on virus-related anxieties, financial hardships and parenting challenges, and the cancellation of thousands of charity and/or corporate events that draw in “occasional” golfers.

Personally, virus anxieties were my reason for leaving.

Logging a round of golf seemed selfish, considering the risk I might be bringing back to my wife and kids.

The good news is that the recently lapsed participants from 2020 show significantly more interest in returning, compared to those who fit that description in years past, according to the NGF report. And you can certainly count me in that group.

Beyond that, “latent demand” has never been bigger.

Approximately 17 million Americans who didn’t play on a course in the past year suggest they’re “very interested” in doing so now. Many of those hopeful additions were

The “outflow” of those who stopped playing golf or played less in 2020 was 19% more than in 2019. But the good news is that the recently lapsed participants from 2020 show significantly more interest in returning.

introduced to the sport at entertainment venues such as Topgolf or BigShots.

Lastly, the NGF reported that the number of golf course closures dropped significantly compared to the prior year—down 31 percent. The influx of golfers seeking a safe, socially distanced refuge from the virus certainly helped fill the tee sheets at courses across the country.

It’s not all sunshine and rainbows, however. More golfers on the course, with many of them newer to the game, means longer rounds—not good for a sport that takes four to five hours to play and already fights for a spot in busy schedules.

Semi-private courses, in particular, have to walk a tightrope between keeping members happy and allowing outside traffic. While adding a limited number of daily-fee rounds helps in keeping the price down for members, not being able to book a tee time at the course you belong to isn’t pleasant. To remedy this, clubs can offer advanced booking for members—two weeks vs. one week.

What are you seeing at your club? Drop me an e-mail and let me know.

Rob Thomas • Senior Editor

rthomas@wtwhmedia.com

www.clubandresortbusiness.com

February 2021

l Club + Resort Business l 5

EDITOR’S MEMO

Shifting to a Forward Focus When we started our new weekly video series, “The Road Back,” last April, many clubs were still in full or significant shutdown mode, and a lot of uncertainty and trepidation remained about how the coronavirus outbreak would affect club operations for the rest of the year, if not for many years to come.

We set out to use the series to highlight clubs that were finding ways to successfully overcome the new difficulties that the pandemic was imposing on all aspects of their operations, and promoted the video segments as providing “helpful directions for meeting the coronavirus challenge and returning to successful club operations.”

We’ve now produced about 35 Road Back episodes since last April (if you have an urge to binge-watch, they’re all archived at https://clubandresortbusiness. com/category/the-road-back/). They’ve consistently received high viewership, and we’ve heard from many of you that they have served as helpful guides for you and your staffs, as you’ve tried to tackle similar issues and problems.

But even while some restrictions on operations remain as we move further into 2021, it’s becoming increasingly clear that many of those challenges have now been more than met, and that a return to success has largely been accomplished at many properties. Overall, there are plenty of signs that the club industry has traveled “The Road Back” well enough that it’s now time to move on for a look at “The Road Ahead” (and you can expect a repositioning of our video series along those lines in the near future).

It’s been interesting, in fact—for the first time in 16 years, I haven’t been able to see and talk with club managers in person at first-quarter conferences and shows, to get an idea of what lies ahead

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The club industry has traveled “The Road Back” well enough that it’s now time to move on to “The Road Ahead.” for them and their staffs and properties as they plan for the upcoming year. So I’ve been trying to catch up more via email and phone, in addition to the Zoom interviews I’ve done for “The Road Back.”

And through that I’ve learned that many managers are using the time that they themselves are saving this year by not traveling and attending conferences—and in many cases, the time they still have before their golf courses and pools and outdoor dining spaces get inundated again—to take a deeper dive into being more forward-focused. And this doesn’t involve personal introspection, in the way that psychologists and management gurus use the term.

Instead, I’ve come across many cases where management teams are immersing themselves in thinking about how they can be better prepared for the ways in which the club business, and club operations, have been significantly and permanently changed by the events of the past year. These cover a wide

range of areas; here’s just a sampling of some of the ones I’ve heard about most frequently: • the need for new strategies to handle increased supply/demand issues for the golf course, pool, tennis courts and other facilities, after an influx of new members has coincided with increased use by existing ones to create unanticipated (but welcomed) usage crunches; • reassessing the effectiveness of traditional communications approaches, both internally and externally, and how the trend to virtual communications can best be adopted; • how new lifestyle realities that have emerged for both work and school should affect how clubs are set up and operated, to best accommodate the changing needs of members and their families; • permanently embedding outdoor dining, takeout, “pop-ups” and other innovative uses of the property into food-and-beverage service; • new staff-recruiting initiatives, seasonal and otherwise With all of this and much more emerging to take in as interesting new scenery, there’s certainly no reason to keep looking in the rear-view mirror, or traveling the same old roads.

Joe Barks • Editor jbarks@wtwhmedia.com

www.clubandresortbusiness.com

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INSIDE

Februar y 2021 • Vol. 17 • No. 2

THIS

ISSUE

16

Saving a Special Place

In less than a year after a roof fire sparked building-wide flooding, immediate response by an effective partnership fully restored the clubhouse at the historic Springfield, N.J. property and made important improvements for the future.

(Cover Photo and Photo Above Courtesy Studio JBD & Jefferson Group Architecture)

ALSO IN THIS ISSUE

22

Club Feature

MAKING PERSEVERANCE PAY OFF

28 SAFE AND RESTFUL

5

The Rob Report

6

Editor’s Memo

Spa facilities are being redesigned to meet the heightened demand for health and wellness in reassuring fashion.

FORWARD FOCUSED

10

Burning Issue: Golf Operations

11

Burning Issue: Membership + Marketing

33

Design Snapshot

Design + Renovation

Two Philadelphia-area clubs continue to move forward in the face of special challenges.

BUILDING ON THE BOOM

GETTING THE MOST OUT OF MEMBER GOLF TRIPS

HOW TO ATTRACT AND RETAIN A YOUNGER MEMBERSHIP BEAUTY BY THE BAY

The “forever” amenity at Bayside Resort GC was worth the wait.

46

Super In Spotlight

COMING AROUND

Oak Tree CC’s Brendan Haynes has gone from hating hole-digging and thinking greens were artificial to loving all aspects of his job.

41

Food + Beverage 36 NEW SOURCES

OF COMFORT

Club chefs are delivering elevated versions of member favorites.

4 Club Index 8

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Course + Grounds

TURNING THE TIDE

A water-diversion project that was years in the making has created an exciting new golf experience at Pine Orchard Y&CC.

49 Product Showcase

54

Idea Exchange

BACK ON TRACK

A wide-ranging “Member for a Day” initiative has revived The First Tee program in Savannah, Ga.

53 Ad Index www.clubandresortbusiness.com

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BURNING ISSUE GOLF OPERATIONS

GETTING THE MOST OUT OF

MEMBER GOLF TRIPS

By Mark Bixler, PGA • Head Golf Professional Kirtland Country Club • Willoughby, Ohio

MARK BIXLER ARRANGES, ON AVERAGE, between five and eight golf trips for his members each year. Of those, he generally attends two to four. Here he provides insights into how to make the process and experience most efficient, and effective.

How do you go about arranging group golf trips for your members?

Most of the time members will approach me about helping them plan a trip, whether I am going to be a part of it or not. Every trip is different and unique, and I do my best to help with the planning process. Certain locations are more suitable to couples, while other locations are better for “buddy” trips.

If the trip is abroad, I will use a traveling company. If the trip is in the U.S., I will contact the resort or club directly.

I tell my members that it is usually best to plan the trip at least 12 months in advance. And they should try to make as many arrangements ahead of time, such as dining reservations or a tour on an off day.

Every trip is different and unique. Certain “ locations are more suitable to couples, while other locations are better for ‘buddy’ trips.

And COVID has changed people’s plans and destinations for the short-term.

”

Do you offer trips year-round?

Most of the domestic trips planned for our members are from September to April, when the weather in Northeast Ohio is not as nice. But I help plan trips year-round, and the summer months are typically the best time to travel to the UK. Do you only arrange trips for groups, or do individual members also request help?

It’s a little bit of both. I get the occasional request from a member who is traveling to another city for work to play golf if time allows. I will use my contacts at other clubs to try to get them on a course I think they will enjoy.

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What’s your role when you attend the group trips? Do you organize competitions, make teams and offer instruction, or are you just a member of the group?

I will typically help arrange games for the trip. One of the most fun aspects is figuring out the competition and setting the teams. Usually that is done on the flight or on the way to the destination. I will then make scorecards for the group each day—and I’m usually the one figuring out the results at the end of the day.

In terms of instruction, I will usually help out people on the trip that I work with throughout the year. But most on-course instruction is more course management-based and about thinking your way around the course. Too many times, a quick tip doesn’t work on the course without practice, and can lead to worse results. If someone is really struggling, I’ll offer to work it out on the range after the round or before the next round.

How has COVID changed the way you go about arranging trips?

It hasn’t really changed the way I go about arranging trips, but it has changed people’s plans and destinations in the short term. I had a trip with seven members to Cabot Links lined up for this past September that was postponed and rescheduled for this upcoming year. Domestically it is very dependent on location, with each state being so different in terms of restrictions.

Is there a Burning Issue in golf operations you’d like to comment on? Let us know at editor@clubandresortbusiness.com

www.clubandresortbusiness.com

BURNING ISSUE MEMBERSHIP + MARKETING

HOW TO ATTRACT AND RETAIN

A YOUNGER MEMBERSHIP

By Steve Dirks • Director of Membership Sales and Marketing The Club at Renaissance • Fort Myers, Fla.

WE RECENTLY COMPLETED A multimillion-dollar

renovation of our club and golf course. During the six months the course was closed, we took time to reappraise our goals and objectives for the club moving forward. One of them was to attract and retain a younger club membership.

Our first step was to create a new outdoor environment designed specifically for younger families.

When we added our new Rendezvous Pool Bar, we also moved the children’s play area closer to the pool area. This way the kids can play on the jungle gyms outdoors, the moms can relax at the pool and the dads can catch all of the games on our 10 big-screen TVs, all while watching the kids.

Second, we created a short course within our championship golf course that we named “The 54.”

We added 14 new elevated tee boxes that sit right next to our cart paths, 80 to 125 yards away from the greens for our par 4s and par 5s. Families, including our beginning golfers, love the new short course, which plays to our regulation, championship green areas. Couples are playing this course as well, as both men and women can now hit from the same tees.

It usually takes a little over two hours to play all 18 holes of “The 54.” (Our senior golfers also love it!)

Third, this past year we added kids’ golf and tennis lessons and clinics that are available five days a week,

After the children’s play area was moved closer to the pool, family members can enjoy different amenities at The Club at Renaissance while knowing where the others are and what they are doing.

Adding kids’ golf and tennis lessons and clinics “ that are available five days a week, and not just in

the summer and during holidays, is causing families in the area to take notice.

”

and not just in the summer and during holiday breaks.

This is causing families in the area to take notice, and the word is spreading quickly.

Finally, we added some new features to our Executive (Junior, under 45) Golf category. As we are currently at a non-refundable initiation fee of $50,000 for our regular Golf members, our Executive Golfers now pay $40,000, a 20% discount (as well as a 20% discount on annual dues), and have the option to pay over 10 years. They can pay $4,500 annually (which is a little more, because the club is financing them) but the added flexibility is enticing to many of our new, younger members.

The result of all these steps? Eleven out of our 20 newest Full Golf members, all of whom joined our club since October, are under the age of 45. All have children, most of whom are under the age of 18.

This is also having a desired effect of bringing the average age of our membership down. And in an unintended consequence, many of our more senior members have said they are noticing, and are enthused about, seeing more younger people enjoying our club!

As we move forward, many of our new, younger members are starting to refer their friends. We anticipate this trend will continue, and we are developing more family- and kid-friendly programming and menus.

As the word gets out, we anticipate a very healthy younger generation of members joining our club.

As we all seek a safer environment for our kids and ourselves, the club of the future may begin to look more like a microcosm of the world around us, with a new, diverse and exciting atmosphere.

Is there a Burning Issue in membership and marketing you’d like to comment on? Let us know at editor@clubandresortbusiness.com

www.clubandresortbusiness.com

February 2021

l Club + Resort Business l 11

GOLF + FITNESS TECHNOLOGY

OUTFITTING YOUR

GOLF PERFORMANCE CENTER

By Matt Kilgariff

IF YOUR CLUB HAS MADE the decision to dedicate space to building a golf performance center, now is the time to determine the budget, members’ needs and what equipment and technology will fill those needs. Here are some key steps any plan should follow: • Begin with a budget. We all dream of what a new facility should look like. But performance center costs can vary greatly, from a few thousand dollars to a few hundred thousand. To make your performance center a reality, you need a good understanding of all of the costs involved and the amount the club can commit to spend.

• Understand membership needs. All clubs and memberships are unique. The needs and uses of The Olympic Club are not the same as at The Bridges at Rancho Santa Fe; Olympic has a large footprint that is solely based on performance, with golf and fitness under one roof, while The Bridges has a more “boutique” feel, with the social aspect of the game being the focus.

• Determine equipment and technology needs.

If your club does not have a partnership with a club manufacturer, establishing one is an essential first step.

The good news is that most clubs typically do have a partnership in place for custom fitting systems. And manufacturers are willing to outfit teaching centers, provided the club is the right fit for them. They need to be sure if they place their products with your club, your membership, usage, professionals, space, and visibility 12

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will work well for them, in addition to benefitting you.

This critical relationship is what can make your facility feel first class, regardless of size.

• Don’t overlook storage needs. Room for additional equipment and storage should also be considered. Storage is often overlooked, but it is typically inexpensive to build. Keep in mind that you will need ample space for club repair, which is a revenue source, as well as junior program equipment, training aids, etc.

• Consider different service levels. Here’s a breakdown of different service levels for equipment and technology that could be considered and offered within a performance center: (Continued on page 14) www.clubandresortbusiness.com

framing the future of speed

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GOLF + FITNESS TECHNOLOGY

(Continued from page 12)

PLATINUM • Three hitting bays • B ay 1: Swing Catalyst Motion Plate and Four-Camera 2D capture system • B ay 2: Gears Motion Capture System with a Swing Catalyst pressure plate and Three-Camera 2D capture system • B ay 3: Full Swing golf simulator with an AMM 3D Capture System and a Swing Catalyst Three-Camera 2D capture system • Trackman Launch Monitor • A Virtual Green • Quintic Putting Analysis System GOLD

• Three Hitting Bays • B ay 1: Swing Catalyst Motion Plate and Four-Camera 2D capture system • Bay 2: Gears Motion Capture System with a Swing Catalyst pressure plate and Three-Camera 2D capture system • B ay 3: AMM 3D Capture System and a Swing Catalyst Three-Camera 2D capture system • Trackman Launch Monitor • Flat Putting Green with Felt Turf • Sam Putt Lab SILVER

• Two Hitting Bays • B ay 1: Swing Catalyst Pressure plate and Three-Camera 2D capture system • Bay 2: Swing Catalyst Three-Camera 2D Capture System • Flight Scope Launch Monitor • K-Vest 3D Motion Capture System BRONZE

• One Hitting Bay • Bay 1: Swing Catalyst Pressure Plate with Three-Camera 2D Capture System • Flight Scope Launch Monitor 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 (Calif.). Prior to joining The Bridges, Kilgariff was Director of Player Development at The Olympic Club, in San Francisco.

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MATCHING EQUIPMENT WITH PERFORMANCE GOALS

By Keke Lyles

THE DAYS OF SELECTORIZED GYM equipment machines are behind us, yet we have been slow as an industry to make the investment to upgrade to the proper equipment. An important aspect of member retention and use is making sure the current offerings of the gym meet the users’ demands.

The current trend is for more personalized, functional training programs, usually with specific goals of improving performance. The key categories of performance are flexibility/mobility, strength, power, endurance and recovery. Here are some highly recommended pieces of equipment that every club should consider offering to its members and guests for each of these areas: • Flexibility and mobility are often grouped together and should be thought of in terms of equipment that gets the body moving better. Basic items like foam rollers, massage sticks, and stretch straps are a great place to start, preparing the body for more intense movements.

Adding mobility sticks, and even a stretch cage, aids in injury prevention. Having a variety of resistance bands of different lengths and widths, along with stability balls, not only helps to train for stability, but also for developing flexibility in different positions. Most importantly, appropriate space in the gym is key to inviting a member to utilize these modalities for training.

• Strength equipment is at the foundation of any gym, and making sure you have an appropriate variety to meet all of the individual’s needs is important. Free weights are the highest in demand, next to cardio equipment, at the majority of gyms. To allow for strength training that is golf-specific, the use of dumbbells, kettlebells, squat racks, www.clubandresortbusiness.com

versa climbers. Stationary bikes with air resistance, such as the SCHWINN AIRDYNEX, along with a rowing erg and heart-rate monitors can round out a gym that is nicely outfitted for cardiovascular development and endurance.

and weight vests is ideal. Specific training bars with a wide range of strength plates, such a hex bar (also known as a trap bar) can set a gym apart from others, • Power development is where most gyms fall markedly short in their offerings. Power training involves speed, highlighting the importance of having an appropriate facility layout to ensure safety. Having a variety of sizes and weights of medicine balls and a soft, plyometric box of varying heights for power training are essential. For less of an investment, longer resistance-band options, a cable cross machine or a Keiser functional trainer are all effective in power training. Golf-specific swing-speed trainers, such as SuperSpeed Golf, can help connect the dots from training to golf performance.

• Finally, the hottest trend in fitness today is recovery. Recovery equipment promotes relaxation and increased blood flow, which allows individuals to train harder more frequently. Modalities can range from simple, handheld vibration guns and trigger-point sticks to saunas, hot tubs, and steam rooms. Taking recovery to the next level with anti-gravity chairs, compression boot systems, cryochambers and sensory deprivation tanks optimizes a member’s overall health and performance.

All aspects of performance should be taken into

• Typically, country club gyms have plenty of cardio equipment. But expanding current offerings of treadmills, ellipticals and stationary bikes will allow for a better correlation to golf performance demands.

Such equipment would include battle ropes, sleds and

consideration when creating a layout for a gym with cutting-edge equipment. As trends shift, implementation and member training become increasingly critical for the effective use of performance equipment in a club gym setting. Ultimately, the move to specialized equipment will significantly improve members’ health and their overall experience. .

Keke Lyles is recognized as a leader in human performance. With experience with professional athletes and Navy Special Warfare operators, he now leads fitness initiatives at The Bridges of Rancho Santa Fe (Calif.)

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Club++Resort ResortBusiness Businessll 15 15 ll Club

CLUB ARCHITECT

SAVING A

Special Place Photo Courtesy Studio JBD & Jefferson Group Architecture.

In less than a year after a roof fire sparked building-wide flooding, immediate response by an effective partnership fully restored the clubhouse at the historic Springfield, N.J. property and made important improvements for the future.

By Joe Barks, Editor

member pride well into its second century of existence.

BEHIND THE WALLS From the outside, it actually didn’t seem all that chaotic or disastrous after the fire started. Several local fire companies responded to the call quickly and soon quelled the flames and smoke. Only one firefighter suffered a minor injury and all members and staff who were on site escaped harm. The scene seemed enough under control, in fact, that many members continued to check in at the starter booth or stroked putts on the practice green while firemen were still climbing on the building (see photo, below right).

Inside, however, it was a much different story. Just below the attic where the roof fire had been touched off were third-floor overnight rooms and guest suites that had recently been renovated. The good news was that the renovation of those rooms had included the installation of new pipes and top-of-the-line sprinklers that quickly activated to stop the flames from spreading. The not-so-good news was that the new sprinkler system was so effective, in combination with what the firefighters used

Photo (far right) by Ed Murray/NJ Advance Media

IT WASN’T EVEN NOON YET on the morning of July 16, 2019, but the temperature was fast approaching 100 degrees, and Baltusrol Golf Club in Springfield, N.J. was active with members trying to get in a golf round or some practice or an early lunch before the heat became too oppressive. Adding to the busy scene, workers were on site making some repairs to the slate roof of Baltusrol’s historic, 110-year-old clubhouse.

But when a grinder that was being used on the slate sparked a fire in the attic below the workers, a busy scene suddenly became an urgent one—and one that would change how Baltusrol looked, and operated, for several months to come.

Thanks, however, to the advance preparedness and immediate response marshalled by the Baltusrol staff and membership and their partners from insurance, design and construction businesses, it didn’t change the club forever.

Less than a year later, in fact, the clubhouse’s classic Tudor look was still intact and preserved after it had been made fully operational again—this time with a sleek new infrastructure and other aesthetic and functional enhancements that promised to have the building remain a source of distinction and

Even as firefighters were still on the scene, Baltusrol General Manager/COO Kevin Vitale (in photo at left) was already putting the club’s crisis-management plan in action and setting a response strategy in motion with partners from insurance companies, design firms and other suppliers, to begin the recovery and restoration process for the clubhouse. www.clubandresortbusiness.com

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DESIGN + RENOVATION

Photos Courtesy Baltusrol GC

While the roof fire was quickly brought under control, water damage from sprinklers and firefighters’ hoses thoroughly soaked all levels of the 80,000-sq. ft. clubhouse.

Of particular concern was the need to save and refurbish the trophy collection (right) from Baltusrol’s rich history of hosting major golf championships.

to douse the flames, that torrents of water were sent cascading through the building, generating enough power to collapse floors and thoroughly soak over half of the member space in the 80,000-sq. ft. structure, all the way down to lower-floor locker rooms.

While all of that water spared the building from the fate of 126-year-old Baltusrol’s original clubhouse, which was completely destroyed in a 1909 fire, that was only small consolation for what General Manager/COO Kevin Vitale and his staff faced as they began to set a response in motion, even before firefighters had left the scene (see photo, pg. 17).

That response included activation of the club’s crisis-management plan, which had only been used previously to deal with damage from Superstorm Sandy in 2012, and immediate calls to insurance partners and Studio JBD & Jefferson Group Architecture, the Rhode Islandbased firm that had been involved with many different interior projects at Bal18

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tusrol over the course of nearly 20 years, including the most recent project for the makeover of the third-floor guest rooms.

In total, Vitale quickly identified and organized a group made up of nearly 30 members, staff and suppliers with expertise in construction, engineering and other specialties, to help lead the recovery effort.

Two days were then spent assessing the full extent of damage, amid 100-degree temperatures in a building that no longer had working air conditioning. The water damage, combined with the heat, was already leading to mold issues and even the appearance of some mushrooms in the lower locker rooms.

All told, it was determined that the member space that would need to be completely reconstructed included 16 guest rooms, the main entrance and lobby, and over half of the men’s locker room, including the bar. Of particular concern was the damage to the firstfloor Trophy Room and its contents,

which included displays of memorabilia from the 17 major championships that Baltusrol has hosted, including seven U.S. Opens and two PGA Championships (the club has also been awarded the 2029 PGA Championship and is scheduled to host the KPMG Women’s PGA Championship in 2023).

Beyond the member spaces, the damage that was discovered behind the scenes was even more alarming. Ductwork, electrical wiring and HVAC units were all seriously compromised, and the repair work in many of the rooms would have to involve completely gutting them and ripping them down to the studs.

Adding further complexity was the fact that Baltusrol achieved National Historic Landmark status in 2014 and is also on www.clubandresortbusiness.com

In addition to the value of the crisis-management plan that was activated to guide the recovery process after the fire, Baltusrol also drew on its experience from hosting major golf tournaments to erect a temporary pavilion that allowed it to continue to serve its membership while the clubhouse interior was gutted.

Photo Courtesy Baltusrol GC

the New Jersey Register of Historic Places.

“That came into play with regard to some requirements for how we could rebuild, while still preserving the clubhouse’s historical integrity,” says Vitale.

As if all of those factors weren’t enough on their own, another unforeseen obstacle arose eight months into the recovery and restoration process: the coronavirus outbreak and the restrictions that it placed on not only how the club and the construction project could operate, but also on the avail-

MA ST E R P L A N N I NG

ability of needed equipment, labor, materials and supplies. “There were over 3,000 items of [furniture, fixtures and equipment] that needed to be procured,” notes Vitale.

“And the availability of many of those items was affected by the embargo imposed on products from China.”

At the same time, the emergence of golf after the pandemic took hold as one of the few approved and available recreational options brought more member activity to the club, during a time when a major

A RC H I T EC T U R E

restoration project on Baltusrol’s Lower Course was also being completed. “We had almost the same amount of rounds played [in 2020] as we did on two courses the year before,” said Vitale. “Our tee sheets [for the Upper Course] were full from sunrise to sunset.”

INNOVATIVE RESILIENCE As a key early step in the recovery process, Baltusrol drew on its experience gained from hosting major tournament

I NT E R I O R DE S IG N

P RO C U R E M E NT

Outdoor Dining – Not a New Phenomenon

At JBD/JGA, we have always emphasized the dynamics between a vibrant member dining and drinking destination and its outdoor component. By leveraging modern solutions clubs can not only dramatically extend the outdoor season but at the same time enhance the warm weather experience and engage the membership.

Let us help your club develop solutions, immediate or long term, to expand and enhance your outside spaces.

STUDIO JBD & JEFFERSON GROUP ARCHITECTURE Peter Cafaro / 401.721.0977 / PCafaro@JBDandJGA .com www.clubandresortbusiness.com

February 2021

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CLUB ARCHITECT

Lower-level locker room space that had quickly started to show signs of mold and even mushrooms in the days immediately following the fire was refurbished with brighter colors and finishes, and improved lighting.

comply with updated codes as mechanical and electrical systems were restored. A completely new IT infrastructure was also installed through the project.

Photo Courtesy Studio JBD & Jefferson Group Architecture.

events to erect a temporary chalet-style pavilion on a patio area adjacent to the clubhouse (see photo, pg. 19). This helped to provide some additional food-andbeverage service to members away from the construction (the clubhouse’s main kitchen, fortunately, was one of the few areas that had escaped damage). Temporary furniture was also procured to be used in spaces that were still safe and habitable in the clubhouse, so some modified events and service could still be provided for members during the holiday season (the furniture was eventually redeployed for use in Baltusrol’s on-site employee housing).

The club’s staff also acted quickly to isolate and protect the trophy collection and arrange for the refurbishment of pieces, with some needing to be shipped to England for specialized expert care.

With those steps taken, attention could be paid to addressing the clubhouse areas that had been devastated. And while Baltusrol had completed a steady succession of upgrades to individual rooms and sections of the building over the previous 20 years, the recovery from the fire was seen 20

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as an opportunity to take a more sweeping approach that could give the entire clubhouse an updated look and make needed infrastructure improvements, while still retaining its sense of tradition and historic appeal.

“As bad as the situation was, it was a blessing that the update of the guest suites and the upgrade of the sprinklers on that level had just been made, because otherwise the whole building would have been gone,” says Judd Brown, Principal of Studio JBD. “And the silver lining was that the restoration [from the water damage] offered a chance to make some other refreshments while really putting a new building in place, around a classic architectural core and shell, that the club can now go forward with for another hundred years.”

Interior-design touches that were part of that refreshing, Brown notes, included fresher colors, new wainscoting and upgraded finishes that are “still true to the Tudor tradition.” At the same time, he adds, the infrastructure work provided the opportunity to address “compromised spaces” and gain height and area to help

LESSONS LEARNED Two weeks shy of the one-year anniversary of the fire, on July 2, 2020, Baltusrol marked the finish of the reconstruction project and reopened a fully operational clubhouse to its membership. Specific improvements that had been completed included new carpets, wallpaper and furniture in the second- and third-floor guest rooms; new flooring and light fixtures in the corridors and main entrance; new furniture in the men’s locker room bar and new lockers throughout that space (see photo above); and new flooring, furniture and display cases to house the refurbished trophies in the Trophy Room.

All told, the rebuilding had a total cost of $15 million. The out-of-pocket cost to the club, however, was minor, with insurance covering the marjority of expenses.

Vitale notes, however, that the claim has led to higher premiums for future coverage, and also set off a ripple effect for the club industry, by shining a light on undervalued appraisals of classic buildings like Baltusrol’s. “I’ve received a lot of phone calls from other club managers who have realized they need to look more closely at the policies and protections they have in place,” he says.

And even if he did in effect get a new building for minimal cost, Vitale is quick to also add that “I wouldn’t want to ever go through it all again.”

“The entire front of our building was a construction site and we couldn’t get in the front door for almost a year,” he says. www.clubandresortbusiness.com

Photo Courtesy Studio JBD & Jefferson Group Architecture.

“Really, with the [Lower Course] restoration and the pandemic on top of the fire, we haven’t had normal operations in two years.

“But our membership and Board leadership and our supplier partners have been fantastic through it all,” he adds. “There really has been no negativity throughout the entire process, despite all the noise and disruption.

“We’ve learned some things from this that will cause us to go back and update our crisis-management plan and tweak some things, just like we did after [Superstorm Sandy],” Vitale adds. “That’s really something we’ve learned that we need to do, even when you haven’t had situations where you’ve had to put the plan into action. You need to revisit it on a regular basis and try to envision all of the scenarios where it might be needed and how you should be prepared to respond.

The pandemic and some of the violent demonstrations that were seen [in 2020] are new examples of some other types of situations that clubs should have models

Baltusrol’s 16 overnight rooms and guest suites, which had been the most recently renovated area of the clubhouse prior to the fire, all needed to be completely restored with new carpets, wallpaper and furniture.

for, to help them prepare and be ready for how to respond.”

Putting the plan into effective and immediate action certainly helped to avoid total disaster in the case of the Baltusrol fire, adding the latest chapter to how the club has sustained its longstanding reputation for excellence and leadership among

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private clubs. “Throughout our history, the membership has responded to challenges by coming together,” Vitale wrote in the club newsletter as the recovery project neared completion. “I’m thrilled with the results, and cannot wait for you to enjoy these new spaces for many years to come.”

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» PHILMONT CC AND WHITE MANOR CC

MAKING

PERSEVERANCE

PAY OFF

Despite a staff tragedy that added to the disruption brought by the pandemic, two Philadelphia-area clubs have continued to find new ways to move forward in a competitive market.

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Photos Courtesy of Philmont CC and White Manor CC (inset)

ALL CLUBS WERE PUT TO THE TEST like never before in 2020, and more than a few had to cope with the pandemic’s personal assault on the health of their membership and staff, in addition to the disruption it caused for club operations.

Philmont Country Club in Huntingdon Valley, Pa., had to also grapple separately with an unspeakable tragedy, however, when a derecho straight-line windstorm with gusts approaching 90 miles per hour blew through its property in early June, toppling a massive tree onto a cart barn and killing the club’s Head Golf Professional, Justin Riegel, as he rushed to try to get equipment stored safely.

The Philmont staff and many others throughout the club industry have since helped to promote a GoFundMe account for Riegel’s family, which includes a son born after Riegel’s death, that has grown to approach $350,000. And Philmont is also planning other ways to honor Riegel’s memory and provide additional support , , www.clubandresortbusiness.com

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» PHILMONT CC AND WHITE MANOR CC

AT A GLANCE:

PHILMONT COUNTRY CLUB

Location: Huntingdon Valley, Pa. Founded: 1906 Golf Course Design: Willie Park Jr. and William Flynn, 1923 (Andrew Green renovation, 2018) Annual Golf Rounds: 23,000 Members: 400 Main Clubhouse Size: 80,000 sq. ft.

The Philmont CC staff (left to right): Sarah Pickus, Accounts Manager; Dylan Bartholomew, Assistant Golf Professional; Michael McCarraher, Head Golf Professional; Anthony Johnson, Head Grounds Superintendent; Robert Castler, Food and Beverage Director; Matt Horton, Dining Room Manager; Chris Cissel, General Manager; Amber Derry, Sous Chef; Alex Bradford, Director of Facilities Management; Ryan Golay, Assistant Grounds Superintendent; Stacy Krick, Catering Director; Russell Danyluck, Membership Director. (Foreground: Gracie.)

such as annual golf tournaments.

In coping with the tragedy while continuing to serve its membership under the restrictions imposed by the pandemic, the Philmont staff drew support from White Manor Country Club in Malvern, Pa., another Philadelphia-area suburb.

Both clubs were acquired by Concert Golf Partners a few years earlier, through arrangements that saw Concert pay off their existing debt and pledge to fund additional improvements without member assessments, to help regain the status and momentum that had been slipping away for both properties in a highly competitive market.

Even with the unexpected and unfor-

tunate developments of 2020, both clubs continued to make progress with their turnarounds. While they are distinctly different properties and operate largely independently, their affiliation to each other and connection to the larger Concert network (22 clubs in 11 states, plus membership in Pacific Links International’s worldwide group) has provided access to valuable additional resources that have helped both clubs find impressive ways to stand out in a crowded field and position themselves well for future growth.

MEMBERS AT THE DOORSTEP Philmont has especially strong ties to Philadelphia history and tradition. Its

founders in 1906 included departmentstore scion Ellis Gimbel, and its North golf course includes holes designed by William Flynn, who also put his stamp on Merion Golf Club.

Philmont’s sprawling white clubhouse (see large photo, pgs. 22-23) was built in 1913 and still dominates the property.

Many of its vast rooms, however, including its 5,000-sq. ft. ballroom, had to stay largely empty in 2020 because of restrictions on gatherings. But Philmont now also has an adjacent building that includes the newly renovated 1906 Grille and outside patio, representing one of the initial capital improvements funded by Concert Golf after it acquired the club.

Philmont CC’s new 1906 Grille and patio, one of the initial capital improvements funded by Concert Golf Partners after its acquisition of the club, proved to be especially valuable, and popular, as the club has operated under restricted conditions.

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The 1906 Grille and especially its patio area—which was built by leveling a substantial grassy knoll and extending stone to the edge of the green of the newly designed 18th hole of Philmont’s North Course—has proved to be especially popular while the club has operated under restricted conditions during the pandemic.

“It’s become the place to come for lunch and dinner Wednesday through Sunday,” says Chris Cissel, who became Philmont’s new General Manager in August 2020, after being lured out of retirement from a successful career running Florida and Maryland properties by Philmont’s “amazing property and history.”

“Even on Monday and Tuesday, when we’ve just had a beverage cart out on the patio, it’s still drawn a lot of people who want to hang out there on nice days,” Cissel adds. “Our F&B team has also made good use of taking an outdoor grille out there, and other places on the property, so we’ve still been able to have some smaller outdoor events, too.”

The view of the golf course from the 1906 Grille patio is just one of the vistas that have been opened up on the North Course, which features the classic design of Willie Park Jr., with additional contributions from Flynn. Also as a result of the Concert acquisition, the North Course, which debuted in 1923, was renovated in 2018 by Andrew Green, with an emphasis on using historical data to redesign and reposition bunkering.

The staff and membership of Philmont CC had the additional burden in 2020 of coping with the tragic death of Head Golf Professional Justin Riegel, who was killed on site when a derecho straightline windstorm toppled a massive tree onto a building while he was inside.

The restoration, and views, have been further enhanced by tree-removal projects directed by Anthony “Hollywood” Johnson after his arrival in November 2019 to be Philmont’s new Head Grounds Superintendent. “It’s not clear-cutting,” says Johnson of the tree work that’s been done in-house.

“We’re keeping a parkland style, but opening up vistas for

» PHILMONT CC AND WHITE MANOR CC

A renovation in 2018 that redesigned and repositioned bunkering, followed by tree work that has opened up vistas, has revived Philmont’s North Course, which debuted in 1923 as a Willie Park Jr. design, with contributions from William Flynn.

more sunlight and air movement, which also promotes turf health.”

The North Course is now Philmont’s only 18-hole layout, after conversion of some of its South Course into a new three-hole loop that consists of a par 3, par 4 and par 5, all designed to offer an enjoyable short-course option. The rest of the South Course has been ticketed for a development project that will build 176 “active adult” (50-plus) townhomes on 60 acres and include social privileges at Philmont for buyers.

The project has been years in development, dating back to when Philmont was member-owned, and is still working its way through sticky litigation hurdles. But the prospect of the additional infusion of members that the development will literally bring to the club’s doorstep is only adding to the optimism that continues to

pervade the property, even with all that it had to endure in 2020 (more positivity was generated at the end of 2020 by the arrival of Michael McCarraher from the respected St. Davids Golf Club in Wayne, Pa., to be Philmont’s new Head Golf Professional).

“With all that’s been done to change the narrative, Philmont is basically back already to the status it once had,” says Membership Director Russ Danyluck. “But we see the years that are coming as when we can really make a splash.”

A GREAT ESCAPE The bucolic property that White Manor CC occupies amid the Philadelphia Main Line’s horse country has deep ties to the area as well—dating back, in fact, to the early 1700s, when it was part of a 1,700acre plot granted to a settler’s family by

none other than William Penn himself.

The land was a dairy farm (hence the club’s milk-jug logo) when it was bought in 1962 as a new location for the club, which was originally founded in 1948.

After a 2003 redesign and renovation of the golf course by Bobby Weed and other facility improvements, the club had difficulty working its way out of the debt that had been incurred, and was set back further by the Great Recession. That eventually led to its acquisition in 2017 by Concert Golf and changes, including dues reductions and new capital projects, that helped to start to turn around the declining membership.

By 2020, White Manor had become such an active, family--oriented club again, reports Executive Assistant Brandi Boyd, that a “tee sheet” had to be created to help control demand for using the pool, taking

AT A GLANCE:

WHITE MANOR COUNTRY CLUB

Location: Malvern, Pa. Founded: 1948 Golf Course Design: Bobby Weed (2003 renovation) Annual Golf Rounds: 31,500 Members: 375 Main Clubhouse Size: 42,000 sq. ft.

The White Manor CC staff (left to right): JP Dawson, Membership Director; Brandi Boyd, Executive Assistant; Mike Mulhare, Golf Superintendent; Dylan McGovern, Executive Chef; Bret Herspold, General Manager; Tricia Curcio, Accounting Manager; Stacy Krick, Catering Director; Mike Krick. Golf Director; Dan Loftus, Food and Beverage Service Manager.

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White Manor CC’s golf course still offers a bucolic escape that harkens back to its history as a dairy farm and land granted to a settler in the early 1700s by William Penn.

reservations for three-hour blocks of time.

The golf course was also bustling, with Golf Director Mike Krick reporting a nearly 60% increase in rounds for the year from 2019.

“And that was with us doing a grand total of nine rounds in April, when the course was shut down [by the pandemic],” Krick notes.

Krick and his wife Stacy came to the Philadelphia area in the spring of 2020 from Williamsburg, Va., where he was Director of Operations for Ford’s Colony Country Club. Stacy took on a dual role as Catering Director for both Philmont and White Manor, but says her title is really “Director of Happiness.” She has plunged in to keep the events pipeline full for both sites, successfully arranging smaller baby showers and “microweddings” this year for those who still wanted to commemorate milestones amid mandated restrictions, while also successfully rebooking many to create a strong outlook for 2021.

Events at White Manor have taken on added appeal because of the talents of the club’s new Executive Chef, Dylan McGovern, who arrived in the middle of 2020 for his first club position, bringing extensive experience from Michelin-star restaurants in Paris and elsewhere. Now striving to show members on a regular basis that “you don’t have to go New York City or Philadelphia for a memorable meal,” McGovern adds to the experience by creating special sugar and chocolate sculptures. C+RB www.clubandresortbusiness.com

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DESIGN + RENOVATION

SUMMING IT UP > Spa redesigns can incorporate facility upgrades of key safety elements such as air-ďŹ ltration systems.

> A more generous footprint spaces out accommodations for various treatments and features, and creates more room for future in-person programming. > Muted color palettes and the use of natural fabrics and furnishings help to evoke the proper peaceful vibe.

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Photo Courtesy Rock Barn CC and Spa

SAFE and

RESTFUL With demand for health and wellness programming and services on the rise, clubs are redesigning their spa facilities to refocus on the body and the mind in a fully reassuring fashion.

By Pamela Brill, Contributing Editor

AFTER A TUMULTUOUS YEAR OF pivoting business operations and readapting amenities for safer visits, club managers are finally catching their breath and relearning how to function as they plan for a return to full capacity. And because overall wellness has taken on even greater significance for membership, more emphasis is being placed on redesigned spa facilities that can safely offer programming and services to provide peace of mind and rejuvenated spirits.

A SPA WORTH ITS SALT At Rock Barn Country Club and Spa in Conover, N.C., a bustling spa business warranted the need for more dedicated space. “The spa facility had a strong revenue stream, but constantly received complaints about insufficient seating,” says General Manager and Vice President of Rock Barn Properties Brad Ellinger, CCM. “We had to schedule specific times for lunch service on the pool deck, along with reserving lounge chairs for guests in between service.”

By updating the current footprint, which resulted in doubling the indoor/outdoor seating area, expanding the pool spa decking and adding a waterfall feature, room was made for additional spa offerings.

To make better use of existing real estate, the club’s indoor racquetball court was converted into a group exercise room, and a second floor was added to house an expanded spa kitchen, an employee break room and a product supply cabinet. In addition, a former break room was transformed into a salt room, with five new service rooms rounding out the amenities. The overall footprint increased from 11,365 to 15,259 sq. ft. www.clubandresortbusiness.com

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HEALTH AS A LIFESTYLE TO BETTER ACCOMMODATE INCREASED MEMBER interest in maintaining overall health, The Vintage Club in Indian Wells, Calif., updated its spa and wellness center with a fullservice hair and nail salon in 2019. The renovation also prompted the facility to upgrade existing amenities and repurpose the space for enhanced programming. “With the average age of our membership at 65, the demand has moved towards a very active and fit community,” explains CEO/General Manager Steve Cenicola.

Sporting a contemporary design, the rejuvenated spa reflects the club’s mission to ensure an environmentally sound experience, with an emphasis on green living. Designers opted for furnishings made from recycled wood and wood sourced from renewable forests, along with energy-efficient lighting.

“The [Environmental Protection Agency]’s Energy Star program opened the door to luxuriously styled decorative lighting fixtures that use one-third of the energy consumed by standard fixtures,” notes Cenicola. “By using less energy, we release fewer greenhouse gas emissions.”

Carrying this green-minded thinking even further, the spa is outfitted with low-flow, water-saving shower heads and aerators, as well as low-flow toilets and sinks. Guests also benefit from organic bamboo and birch-fiber linens and robes during spa treatments, and eco-friendly apparel is available for purchase in the spa’s retail boutique.

While creating room for the 700-sq. ft. hair and 800-sq. ft. nail salon was

not without obstacles, the renovation prompted the club to restructure its layout, Cenicola says. “Our biggest challenge was creating two entirely new spaces without disrupting any of the existing amenities,” he notes. “With a thoughtful process and repurposing the plethora of space within our facility, we were able to do just that.”

The facility has been upgraded with HEPA (high-efficiency particulate air) filtration systems and air purifiers, while in the treatment and spa service areas, acrylic shields have been added to the manicure and pedicure stations and silicone covers are on the massage beds.

Shifting instruction rooms and rethinking space requirements has helped pave the way for new programming and additional amenities.

The club now offers hydromassages in a separate treatment room, and Tibetan bowl sound-bath meditation and cosmetic aesthetics are provided by a registered nurse. Yoga classes are held outdoors in the mild Palm Springsarea climate, on the property’s main lawn overlooking the mountains. More in-home services and high-tech wellness workshops and classes are also in the works.

Such enhancements have been vital to sustaining membership at The Vintage Club, says Cenicola. “As we don’t know what the future will bring, we do know that this opened up a window of opportunity to be creative, think outside the box and to be even more diligent in personal space and the health and well-being of ourselves and others around us,” he says.

While updating its spa and wellness center to include a full-service hair and nail salon, The Vintage Club also put a renewed emphasis on environmental responsibility and safety enhancements.

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Led by designers Cheree Loflin and Greg Owens from NH Med Services, the main objective was to revitalize the spa without disrupting the relaxing vibe from the original design. Light hues and earth tones were blended seamlessly with the existing rich wood and stonework.

In the salt room, heated tile floors and lighted walls of Himalayan pink salt bricks now provide a natural backdrop for guests positioned on reclining, zero-gravity chairs.

Further accenting the Rock Barn brand is a leaf image taken from the spa logo that appears as etched glass leaves on the interior doors, as well as an embroidered leaf on spa robes.

Inside the spa foyer is a retail boutique that carries locally made and national brands of soaps, bath and body products, candles and other wellness products— many of which are promoted via Rock Barn’s monthly newsletter and e-blasts.

A spa café carries fresh-pressed juices, smoothies and healthy snacks, while a relaxation room allows guests to rest fireside while sipping on coconut water and enjoying a snack mix.

Even in such a calm environment, the spa renovation presented a few headaches. Integrating a new waterfall feature to the pool deck required the construction of pump rooms and chemical rooms beneath the building, along with separately engineered waterfall flumes. While Ellinger says the process involved a lot of trial and error, the waterfall was completed before the spa’s grand opening in January 2020.

Two months later, the coronavirus outbreak prompted the spa to shutter its doors and management to rethink its business operations. “The pandemic forced us to get creative in many areas of our spa offerings,” explains Ellinger. During the months-long closure, the spa launched an online retail store, and customers could pick up their purchases curbside, have them delivered locally, or mailed. Spa technicians created videos about home facials and beauty products, and offered take-home treatment kits. www.clubandresortbusiness.com

ROCK BARN COUNTRY CLUB AND SPA Conover, N.C.

“[Prior to our renovation], the spa facility had a strong revenue stream, but constantly received complaints about insufficient seating. We had to schedule specific times for lunch service on the pool deck, and reserve lounge chairs for guests in between service.”

—Brad Ellinger, CCM, General Manager and Vice President of Rock Barn Properties.

In light of the ongoing pandemic, the spa is continuing to require masking, health screenings and temperature checks and socialdistancing protocols. “With only two people in a service room at a time and chairs spaced apart on the spa deck, safety measures can be maintained while continuing to provide relaxation and rejuvenation, alleviating mounting stress and anxiety,” says Ellinger.

A WEALTH OF OPPORTUNITIES In response to members’ overwhelming interest in health and wellness opportunities, Bentwater Yacht & Country Club in Montgomery, Texas, recently underwent a massive overhaul that required a relocation of its existing spa and salon. Shifting these facilities to the opposite side of the building that also houses racquet sports, aquatics and the fitness center paved the way for

subsequent renovations.

“This move not only provided a new dedicated space for the salon and spa, but it increased the size available for future fitness-center expansion,” says General Manager David Sizelove, CCM. The first phase of construction, which included resurfaced tennis and pickleball courts and a redesigned aquatics area, along with the new salon and spa, began in April 2020 and

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Bringing members closer together with spaces that foster community and camaraderie.

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February 2021

l Club + Resort Business l 31

DESIGN + RENOVATION BENTWATER YACHT & COUNTRY CLUB Montgomery, Texas

“We wanted to [ensure] a nice flow that blended both an open space for salon services with the private spaces needed for the spa. The layout is on trend with modern salon and spa design, providing both areas with plenty of natural light, balanced with warm and inviting spaces that exude peaceful rejuvenation. There is a great deal of excitement about the expansion of services and the increased activity it will bring to the club.”

—David Sizelove, CCM, General Manager

was completed at the end of the year.

Amassing a total of 1,900 sq. ft., the Sanctuary Salon and Spa features a sleek and modern lobby where spa goers are immediately greeted by a smiling receptionist. (“She is smiling, but you just can’t see it behind the mask,” quips Sizelove.) Just past the reception area are two treatment rooms outfitted with adjustable massage tables, towel steamers and skincare equipment.

An adjacent nail salon contains two massaging pedicure chairs with iridescent foot bowls and leather upholstery. Cambria countertops throughout the spa, along with accent lighting and a muted color palette, create a true sanctuary. The space has also been enhanced with a new air-filtration system that, as Sizelove points out, “ensures a pleasant and healthy environment for a day of indulgence.”

During the design process, attention

to detail was key in providing spacious accommodations. “We wanted to [ensure] a nice flow that blended both an open space for salon services with the private spaces needed for the spa,” Sizelove notes.

“The layout is on trend with modern salon and spa design, providing both areas with plenty of natural light, balanced with warm and inviting spaces that exude peaceful rejuvenation.”

Plans for phase two will follow suit, with a fitness center boasting larger workout spaces, multiple breakout rooms for personal training, and cross-training areas.

While COVID restrictions posed its own set of challenges during construction, especially for obtaining materials in a timely manner, the actual location of the new structure presented the biggest hurdle for designers.

“We were adding onto the Sports Club building, but needed to consider how the

Bentwater Y&CC’s Sanctuary Salon and Spa was repositioned in a building that also houses a fitness center, racquet sports and aquatics, to provide a more distinctive entrance experience and create dedicated areas for expanded services and amenities.

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addition was going to flow with the existing architecture and land plan, which situated the spa addition between the existing parking lot and swimming pool,” explains Sizelove. Because the pool renovation was taking place simultaneously, communication between the two construction crews that “literally butted up to each other,” he says, was key to pulling off a successful job.

Even in the short time that the spa and salon have been opened, member response to the new facility has been favorable, as evidenced by a notable increase in foot traffic for the spa. Because these facilities have been operating in pandemic mode since day one, the staff at Bentwater has been well-schooled in carrying out safe practices.

All team members have been trained on enhanced hygiene and sanitation protocols, and additional time is factored in between bookings, so all treatment spaces can be fully sanitized and disinfected.

To further reduce the risk of contactsurface contamination, members have the option to prepay for services remotely via their club account. Bottled water is provided in lieu of complimentary beverages, and the staff assists with product selection instead of allowing guests to self-select.

“As we officially opened our Sanctuary Salon and Spa, there is a great deal of excitement about the expansion of services and the increased activity it will bring to the club,” says Sizelove. “Carefully balancing the increase in bookings, along with the extra safety protocols, will be the daily area of focus for our team.” C+RB www.clubandresortbusiness.com

DESIGN SNAPSHOT

BEAUTY BY THE BAY With a brand-new clubhouse, locker rooms and more that it can now show off to membership, this coastal golf resort offers a welcome haven for those seeking camaraderie and community.

By Pamela Brill, Contributing Editor

Enjoying all the amenities that club life has to offer—from golfing on the state’s first Jack Nicklaus signature course, to dining in one of several distinctive venues—members at the Bayside Resort Golf Club in Selbyville, Del., have come to appreciate the comforts of life at the coast.

Located just four miles from the Atlantic Ocean and within minutes of neighboring Fenwick Island, the burgeoning beach resort community of 1,205 residential homes was in need of a formal clubhouse to support its growing membership.

“Bayside never had a permanent structure for a

clubhouse, as the previous one was meant to be a ‘place holder’ to allow the community to build its ‘forever’ amenity,” explains General Manager Sean Gradomski, PGA. Marking the occasion of the property’s fifteenth anniversary, the $13 million, 29,670-sq. ft.

Signatures at Bayside clubhouse opened its doors in October 2020, showcasing a brand-new dining facility, golf shop, locker rooms, event space and bridal suite. Even in the midst of a pandemic, this multi-layered facility is proving its value as a destination that exceeds member expectations.

Photo by Pamela Aquilani and Courtesy Bayside Resort GC www.clubandresortbusiness.com

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DESIGN SNAPSHOT

A new bridal suite has been repurposed while event bookings have been on hold as a space for holding floral-design workshops and other special-interest programming.

Photo by Paige Engel and Courtesy Bayside Resort GC

wall accent and floor tiles add some pop without detracting from the natural backdrop. “The room has such exquisite views, I had every reason to keep it as uncluttered as I could, while working towards that final eclectic aesthetic,” Braun notes.

In addition to the look and feel of the restaurant, the layout affords greater functionality. The original design featured the bar in the middle of the dining area, but it now has its own separate space that is closed off from the main dining room by sliding doors. This practicality has proved especially useful in recent months, with Signatures operating at 30 percent capacity and spaced-out bar seating, to comply with state guidelines.

Another set of doors leads to The Backyard, outfitted with a large bar, bocce court, short-game area and firepits which, Gradomski notes, “have extended the out-

SIGNED, SEALED AND DELIVERED Adding to the club’s already expansive dining landscape, the Signatures at Bayside venue is designed to embrace an idyllic setting, with sweeping views of the golf course.

Situated on the first floor of the two-story clubhouse is a 2,160-sq. ft. dining room and 2,300-sq. ft. indoor bar.

(An office center, small gathering room and high-tech golf simulator round out the space.) “The rooms are expansive, but the architecture isn’t overwhelming,” describes Michelle D. Freeman, CEO of Carl M. Freeman Companies, owner and developer of the Troon-managed property.

Signatures at Bayside’s overall design reflects the simple, yet sophisticated vibe of a seaside community. “I wanted to give a nod to our coastal demographic, but take a subtle approach in incorporating that feeling,” says Leslie Braun, owner of White Orchid Design Studio, the project’s interior designer.

Grass-cloth wallpaper, bamboo light fixtures and rustic fireplace mantels exemplify Brown’s use of organic textural elements. White walls paired with black trim offer crisp, visual contrast, while globe fixtures, a three-dimensional Photo by Pamela Aquilani and Courtesy Bayside Resort GC

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New locker rooms include whimsical phrases that have been inlaid in the flooring’s subway-tile design motif.

Caption

door dining season, providing a safe place to enjoy a beverage in the fresh air.” In addition, a heated hitting bay, dubbed The Overhang, allows golfers to practice their swings regardless of the weather.

On the second floor of the clubhouse, 3,200 sq. ft. of banquet space and a 550-sq. ft. bridal suite (containing a dressing area, lounge and vanity table) are ready and waiting for the next wave of brides. While event bookings are currently on hold (Bayside is conducting reservation-only tours for weddings), the club has been able to repurpose the space by hosting floral-design workshops and other special-interest programming via the Bayside Institute.

“With COVID, a lot of the classes have been moved to virtual,” notes Gradomski.

“However, the clubhouse has served as a great place to space out.”

Photo by Pamela Aquilani and Courtesy Bayside Resort GC

Design Snapshot

BAYSIDE RESORT GOLF CLUB Selbyville, Del.

Interior designer: White Orchid Design Studio, LLC Architect: W ade Architecture, Hagerstown, Md. Lighting: Arteriors Home (bamboo and sconces), Regina Andrews (black dome lights), West Elm (triple-hung sculptural lights)

A second set of doors from the new Signature at Bayside clubhouse leads to The Backyard, which has helped to extend the property’s outdoor dining season. www.clubandresortbusiness.com

CHANGE IS GOOD Other notable additions to the Bayside Resort are men’s and ladies’ locker rooms—a first for members who previously did not have designated space to shower and change clothes. Complete with a mix of half- and full lockers—totaling 189—each room’s black-and-white color palette mimics the clubhouse style.

The wet area features a modern interior with white subway tiles and black bathroom stall doors. Of special note is tile flooring, sporting whimsical phrases such as “Queen of the Green” and “Par Fore the Course” that, Gradomski says, “provide a playful nod to golf.”

With such a versatile facility brimming with opportunities to mingle and make merry, the clubhouse at the Bayside Resort is providing members with ways to experience the best of their surroundings, even during times of restricted access. C+RB February 2021

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FOOD + BEVERAGE

New Sources o The combination of COVID and winter’s cold have cranked up cravings for familiar, hearty foods. But members are expecting a more elevated style of their favorite fare, and their clubs’ chefs are delivering.

By Marilyn Odesser-Torpey, Contributing Editor

IT’S COLD IN READING, PA. in January, just the time when diners are looking for some real stick-toyour-ribs dishes, such as braised short ribs or chicken and waffles. At Berkshire Country Club in Reading, Executive Chef Bradley Fisher, CEC, CCA, adds his own upscale twists to these favorites.

His braised short ribs with a Zinfandel and wild cherry reduction are accompanied by whipped Gorgonzola potatoes and haricots verts. The buttermilk fried chicken and waffles are smothered in white gravy, Colby Jack cheese and red-hot maple syrup.

“We have been fortunate in the fact that our membership has utilized the club as their primary source of dining during the pandemic,” Fisher says. “I believe they feel safe here at the club and know they will be getting the highestquality food items, such as our seasonal specialties prepared by passionate and creative chefs.”

Upscaled comfort classics have also been making up most of the dishes that are now ordered for takeout, Fisher adds. He offers two or three on his winter menus, which he planned to change in the middle of February.

During 2020, product shortages due to the pandemic had Fisher, like many club chefs, doing some menu reshuffling. Last spring, pork was in short supply. And for Thanksgiving, none of his suppliers had 14- to 16-pound turkeys, even though Fisher had preordered 100 for member-takeout orders and to give each Berkshire employee one for their own family dinners.

“I ended up cleaning out my local supermarket of 14- to 16-pound turkeys and served roughly 60 family to-go packages with all the trimmings for curbside pick-up on Thanksgiving Day,” he says. “We gave the employees a brine-in-bag turkey breast for their holiday dinners.”

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s of COMFORT SECOND NATURE Roel Smith, Executive Chef of Cascade Hills Country Club in Grand Rapids, Mich., goes by the belief that it’s just as easy to create upscale comfort food as any other kind of dish.

Dishes fitting this definition for Smith include shepherd’s pie with bison, venison or elk, and variations of chicken and dumplings or pot pie featuring pheasant.

One favorite is Smith’s “noodle casserole” that he says is a highly versatile recipe he prepares in cast-iron pans. He made one recent version with orecchiette pasta and Asian accents. including fresh ginger and teriyaki sauce.

Instead of mixing fish in with the noodles, he sears ahi tuna and puts it on top (see recipe, pg. 38). For even more flavor and texture, he garnishes the dish with dehydrated oyster mushrooms mixed with teriyaki, and finishes it with a sprinkling of sriracha panko.

“This deconstructed casserole is comfort food our members can relate to, but it’s still something new and different,” Smith notes.

Being in the Midwest, comfort foods become hot sellers as soon as the cold weather sets in, Smith reports. And after COVID closed the club’s dining room, the Cascade Hills kitchen has been turning out a great deal of comfort fare for family to-go packages.

ALWAYS IN SEASON Some comfort classics are on the menu year-round in one form or another. Mac and cheese, for example, can be “classed up” with the addition of local spring asparagus, and smoked meats such as brisket always find favor with members.

As a Southern club, it’s no surprise to find shrimp and grits, fried chicken and country-fried steak on the menu at Reunion Golf & Country Club in Madison, Miss. But Executive Chef Billy Kistler puts some surprising spins on these and other comfort classics.

Shrimp, for example, is paired with smoked tomato grits. Whole chicken is brined with sweet tea and aromatics before roasting. Instead of regular breading, Kistler uses dried French-fried onion pieces to make a crunchy, flavorful crust for his chicken-fried cube steak, which is served with a white gravy made with queso.

“

Comfort food is the basis of dining, and I wouldn’t want a chef who can’t make me a good beef stew and cornbread. [Our members] are asking for family-oriented foods like what they would eat at home.

”

— Patrick Williams, Executive Chef, The Country Club of Little Rock Photo Courtesy Joyce Farms and Reunion G&CC

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Recipe SEARED AHI TUNA AND “NOODLE CASSEROLE” Chef’s Note: “This recipe is more than adaptable— I hope you can use it as a guideline and can make your own tweaks to suit your taste!”

YIELD: 2 servings INGREDIENTS:

2 8-oz. ahi tuna steaks (sesame-seed crust optional) 3 cups cooked orecchiette pasta 1 tbsp. olive oil sesame oil for searing 1/4 cup minced onion 1 tbsp. minced garlic 1 tbsp. minced ginger 2 cups mushrooms (golden oyster mushrooms work really well) 1/4 cup diced red pepper 1/4 cup shredded carrot 1/2 cup edamame white wine for deglazing pan 1/2 cup chicken stock 3 cups heavy cream salt pepper

PROCEDURE:

1. Heat pan and olive oil, sauté minced onion, add garlic and continue to cook until fragrant. Add ginger and mushrooms and continue to sauté until mushrooms are cooked and ginger is fragrant.

Deglaze with white wine.

2. Add chicken stock and reduce by half. Add heavy cream and reduce by half.

3. A dd pasta, red pepper, carrot and edamame. Toss pasta and vegetables in pan sauce until hot.

4. M eanwhile, season the ahi tuna and sear with sesame oil to desired temperature. Let rest, then slice.

5. Place pasta on plates (NOTE: Chef uses small cast-iron dishes).

Top with tuna and garnish with sriracha panko, dehydrated teriyaki mushroom powder and scallions (see recipes that follow).

A hamburger steak is stuffed with bleu cheese and wrapped in bacon. Simple ingredients such as sous vide pork belly and compressed watermelon are glammed up with unagi (eel) sauce and pickled watermelon rind.

One of Kistler’s signature dishes is chicken-fried bacon, a thick slab that is breaded and served with sawmill gravy dipping sauce, maple syrup and candied pecans. Another signature is redfish “on the half shell,” with skin and scales left on and cooked over an open flame to keep it moist. The fish is topped with lump crabmeat and house-made pepper jelly, and plated with boiled potatoes. (See recipe at www.clubandresortbusiness.com) Collard greens are also standard Southern comfort food, and Kistler prepares them in numerous different ways. One favorite preparation is braised with tasso (Creole-spiced) ham, ham hock, chicken stock, apple cider vinegar, onion, sugar and salt. These collard greens “go with everything from the sweet tea roasted chicken to the bacon-wrapped meatloaf,” Kistler notes.

“To me, all food is comfort food when it’s enjoyed with friends and family and brings people together,” he says.

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INGREDIENTS FOR THE GARNISHES:

fresh scallion, for garnish sriracha panko, for garnish dehydrated teriyaki mushroom powder, for garnish

INGREDIENTS FOR THE SRIRACHA PANKO: panko sriracha, to taste vegetable oil other seasonings, to taste

PROCEDURE:

Mix ingredients and dry out on sheet tray in convection oven at lowest temperature.

INGREDIENTS FOR THE SRIRACHA PANKO: mushrooms teriyaki, homemade if possible

PROCEDURE FOR THE ITALIAN MERINGUE:

Dehydrate mushrooms and teriyaki in convection oven at lowest temperature, then run through a Vitamix.

SUBMITTED BY ROEL SMITH, EXECUTIVE CHEF, CASCADE HILLS COUNTRY CLUB, GRAND RAPIDS, MICH.

“

[Our] deconstructed casserole is comfort food our members can relate to, but it’s still something new and different.

”

—Roel Smith, Executive Chef, Cascade Hills CC

COZYING UP DURING COVID During the pandemic crisis, members of The Country Club of Little Rock (Ark.), have not been asking for red snapper or filet mignon, according to Patrick Williams, the club’s Executive Chef. Instead, he says, they want foods that conjure up images of coziness, such as meat loaf and fried chicken.

“They are asking for family-oriented foods like what they would eat at home,” Williams notes.

Selections usually found on buffets, such as lasagna and macaroni and cheese, become upscale club fare when served in individual casserole dishes. Other old favorites gaining newfound www.clubandresortbusiness.com

CLASS ACT At the end of 2020, Bradley Fisher, CEC, CCA, Executive Chef of Berkshire Country Club in Reading, Pa., helped a group of students from the Hospitality Management Program at Penn State University’s Berks County campus who needed to find a new way to satisfy a major requirement of their curriculum around complications caused by the coronavirus outbreak.

And in the process of helping the students, Fisher and diners at Berkshire CC enjoyed new benefits as well.

Each year, the Penn State program has the students create on-site pop-up restaurants as a major assignment, doing everything from concept and menu development to marketing.

When that wasn’t possible because of COVID,

Fisher stepped in to hold Zoom classes that included breakout sessions with three groups of the students, during which each group came up with concepts and menus.

The discussions in these sessions included everything from sourcing ingredients, costing out the menu, plating ideas and executable preparation for each dish. The group with the winning concept would have one of their dishes featured on Berkshire CC’s a la carte menu for the month of December.

“We had planned to include only one of their dishes on our dining room, but were so impressed that we featured three,” Fisher reports.

Particularly well-received by the membership was the char-grilled venison loin with chocolate Cabernet wine sauce, accompanied by carrot and roasted garlic puree, crispy potatoes and caramelized shallots. The recipe was inspired by a menu item suggested by the Penn State team that was finessed and rounded out to fit the club’s menu by Berkshire Sous Chef Christopher Harris.

“Venison was a good choice for our December menu, because it is a hearty comfort food and it was in season in Pennsylvania, so we could source the meat locally,” Fisher notes.

Berkshire CC’s Executive Chef Bradley Fisher stepped in to hold Zoom classes that included conceiving and preparing new dishes, to help fill a void for hospitality management students who couldn’t create pop-up restaurants as their usual curriculum requirement.

The collaborative efforts of Penn State University students and Berkshire CC Sous Chef Christopher Harris produced a popular new char-grilled venision loin dish (see recipe at www.clubandresortbusiness.com).

SHADE PRODUCTS & CUSHIONS FOR EVERY LOCATION, BUDGET AND DESIGN FLEXIBILITY IS OUR GREATEST STRENGTH™February 2021 l Club + Resort Business l 39 Toll-free 866.667.8668 www.fiberbuiltumbrellas.com

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Recipe

FOOD + BEVERAGE

OKRA FRITTERS

“

with Housemade Pepper Jelly

To me, all food is comfort food when it’s enjoyed with friends and family and brings people together.

”

— Billy Kistler, Executive Chef, Reunion G&CC

Recipe

YIELD: 12 fritters INGREDIENTS:

1 cup all-purpose flour 4 cups okra 1 cup onion, fine dice 2 eggs 1/4 cup buttermilk salt and pepper, to taste housemade pepper jelly (see recipe below)

INGREDIENTS FOR THE HOUSEMADE PEPPER JELLY: 1/2 cup red bell pepper, fine dice 1/2 cup green bell pepper, fine dice 1/4 cup jalapeno, seeds and ribs removed, fine dice 2 cups sugar 1 cup corn syrup 3/4 cup apple cider vinegar 3 tbsp. poppy seeds

PROCEDURE FOR THE HOUSEMADE PEPPER JELLY:

1. Place all ingredients except poppyseeds in a saucepan, cook for 5 minutes. Put aside to cool.

2. Add poppyseeds.

3. Serve at room temperature.

FINAL PROCEDURE:

COUNTRY CLUB AT LITTLE ROCK FRIED CHICKEN with Seasoned Flour and Hot Sauce Marinade

YIELD: 2 servings of four pieces each INGREDIENT:

whole chicken, cut into 8 pieces

INGREDIENTS FOR THE SEASONED FLOUR: 4 cups all-purpose flour 2 tbsp. ground black pepper 2 tbsp. garlic powder 2 tbsp. onion powder 3 tbsp. kosher salt 1 tsp. cayenne 1 tbsp. paprika flour for dredging

INGREDIENTS FOR THE MARINADE:

1. Chop okra.

2. Mix flour, salt and pepper in a bowl.

3. In another bowl, mix eggs, onion and buttermilk. Combine dry and wet ingredients.

4. Add chopped okra and check seasoning.

5. Cook in oil on stovetop.

6. Garnish with pepper jelly and fine slice of scallions.

SUBMITTED BY BILLY KISTLER, EXECUTIVE CHEF, REUNION GOLF & COUNTRY CLUB, MADISON, MISS.

popularity include scalloped potatoes with three cheeses (asiago, boursin and parmesan) and loaded twice-baked potatoes.

Williams’ mac and cheese gets a flavor boost from a combination of aged cheddar, smoked cheddar and Velveeta. And chicken soaks in a marinade of hot sauce and eggs for 24 hours before it hits the fryer.

“To give just the right flavor—a little spicy, but not mouth-burning—I don’t season the chicken, I season the flour,” he notes.

Presenting the food on individual dishes and ring molds of different shapes can make a big difference in how a dish is perceived, even for takeout, Williams adds. His bacon-wrapped meatloaf glazed with sweet chili and ketchup, for example, is sold in twopound loaves, for takeout in their own baking pans.

Comfort food is “the basis of dining.” Williams says. “I wouldn’t want a chef who can’t make me a good beef stew and cornbread.” C+RB

4 cups Louisiana Hot Sauce 4 large eggs

PROCEDURE:

1. Prepare marinade by mixing hot sauce and eggs thoroughly. After washing chicken, submerge in egg mixture for 24 hours.

2. Dredge chicken in flour, shaking off excess, and fry for 15 minutes at 325º.

SUBMITTED BY PATRICK WILLIAMS, EXECUTIVE CHEF, THE COUNTRY CLUB AT LITTLE ROCK, LITTLE ROCK, ARK.

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MORE ONLINE

For the Berkshire CC recipe for Char-Grilled Venison Loin (above left) and Chef Billy Kistler’s recipe for Redfish on the Half Shell, see the online version of this article at www.clubandresortbusiness.com www.clubandresortbusiness.com

COURSE + GROUNDS

Turning the Tide After the completion of a water-diversion project that was years in the making, golf course maintenance and conditioning have been smooth(er) sailing for the grounds crew at Pine Orchard Yacht & Country Club.

By Betsy Gilliland, Contributing Editor

HAVING A WATER VIEW IS a desirable feature for any golf course. Being water-logged, though?

Not so much.

At Pine Orchard Yacht & Country Club, a private club founded in 1901 on Long Island Sound in Branford, Conn. , the first and ninth holes of its picturesque nine-hole, regulation golf course flooded for years after storms and during high tide. Those days, thankfully, are now a thing of the past, however.

In May 2020, the property completed a ninemonth, $1.2 million water-diversion project to improve the golf course, which plays as an 18-hole course because of different sets of tees on each hole. The primary goals of the project were to raise the first fairway, expand the pond on No. 2, raise the

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fairway on the ninth hole to eliminate full-moon and high-tide flooding, and reduce or eliminate flooding after major storms.

In addition, the project included removing phragmites, an invasive species that grows along shorelines, and opening up course views on multiple holes.

“We took the two or three worst spots on the golf course and made them the best,” says Golf Course Superintendent Wes Mackie, who joined the staff in January 2019.

While the work took less than a year to complete once it finally got underway, the complex project was years in the making. Pine Orchard’s staff members credit the dogged determination of longtime member Nick Torello with making it happen.

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COURSE + GROUNDS

The $1.2 million water-diversion project at Pine Orchard Y&CC took less than a year to complete once it finally got underway, but planning it required years of dogged determination.

“Nick and Wes really headed up the project,” says General Manager Chris Goodwin, CCM. “Nick was the driving factor. When I became involved, everything was more or less in place at that point.”

SOGGY HISTORY Sports have always been a driving force at Pine Orchard Y&CC. The property, which also includes a marina, tennis courts, foodand-beverage services, and an Olympicsized swimming pool on the ocean, was deeded to the club in the 1950s by the family of Sid Noyes’ wife, with the stipulation that it be used as an athletic facility.

Its golfing credentials are impeccable, as Noyes, an amateur golfer and Pine Orchard member, was invited by Bobby Jones in 1934 to participate in the inaugural Augusta National Invitation Tournament, which later became the Masters.

The golf course underwent changes when it was rebuilt in the early 1960s.

The first and ninth holes were constructed on wetlands, and the creek on No. 1 was rerouted. As the years went by, however, the holes became increasingly prone to saltwater flooding.

“The first hole and the landing area on

the ninth hole would flood with every full moon, and it would take two holes out of play on a nine-hole course,” says Tim Gerrish, the project architect.

Certain greens would flood as well. “We had to water so much to flush the salt off,” says Mackie. “We didn’t have the ability to do that everywhere.”

Torello, who started his fourth stint on the Pine Orchard Board of Governors in December 2020, says the golf committee had its first meeting about the water-diversion project in 1999. A 2003 plan to renovate the golf course, he adds, met with opposition from members who felt that the creek, even though it was man-made, should not be changed.

In 2010, however, the Board of Governors gave Torello seed money to hire an engineering firm to explore the possibility of working with the state Department of Energy and Environmental Protection (DEEP) to create a project that, based on

Golf Scorecard

PINE ORCHARD YACHT & COUNTRY CLUB Location: Branford, Conn.

Club Website: www.poycc.org Club Type: Private No. of Members: 450 Year Opened: 1901 Golf Holes: 9 Course Designer: Robert Pryde Golf Season: March to December Annual Rounds of Golf: Average season – 7,000 (2020 season – 14,000) Fairways: Bentgrass/Annual Bluegrass Greens: Bentgrass/Annual Bluegrass

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aerial photos of the original course, would move tidal water in and out of the property.

“In the 2000s, we had started using more sand to build up the fairways,” says Torello.

“The course never dried out again after hurricanes. One inch of rain would shut down the course.”

Drainage issues came to light again in 2012 with the devastation caused by Superstorm Sandy, which, along with memories of the damage caused by Hurricane Irene in 2005, increased the urgency to renovate the golf course.

“The storms left saltwater all over the property, and we couldn’t move it quickly,” Mackie says. “There are still high-water marks left, to remind us where the water was at the time.”

The membership ultimately approved the renovation project in 2012. However, there was no timetable for the plan, and it was shelved until 2019.

“Seven years later, things had changed since the approval,” says Goodwin, who has been General Manager for three years and was an assistant GM at the property in 2012. “But the members weren’t going to be assessed, and the original vote stood.”

E

PROLONGED PROCESS Head Golf Professional Joe Starzec, who has worked at the club for 45 years and along with his uncle is one of only two pros Pine Orchard has ever had, is well-acquainted with the flooding history of the course and the lengthy approval process for the project. “It was a sell to the membership.

We had to sell the project to make sure everybody was on board with it,” Starzec says.

The property, particularly its influential members, was supportive of the projwww.clubandresortbusiness.com

Lo

ect, notes Gerrish. However, with other stakeholders—including the Army Corps of Engineers and the Branford Inland Wetlands Commission in addition to the state DEEP—needing to be involved, the permitting alone took 10 years.

“You have to have all your T’s crossed and your I’s dotted, and you have to know exactly what you’re doing,” says Starzec.

Routine leadership changes to the Pine Orchard Board of Governors, as well as personnel changes within the other stakeholder organizations, also prolonged the permitting process. The two hurricanes, climate change, concerns about what flows out of a property, and flooding also altered state DEEP rules through the years. Pine Orchard had to get in the queue for state permits, and insurance policies changed because of flooding.

“Every person had to start from scratch, but they never lied to us,” Torello says.

“They said, ‘Do what we tell you to do and

“

[The golf course] is beautiful now.

[The renovation] opened it all up and it’s much more playable, and we got a lot of new players because of COVID.

”

— Joe Starzec, Head Golf Professional

don’t vary, and you’ll have no problem.’”

The Pine Orchard staff took that advice to heart. “Everything we were asked to do, we did every bit of it, and we went a little bit further,” notes Mackie, who also credits an engineering firm, BSC Group, and Lavoie Horticulture with key roles in helping the club through the process.

ELEVATION & ENHANCEMENT As part of the renovation, the first and ninth holes, which drained poorly, were

redesigned to improve their “uninspiring golf strategy,” says Gerrish.

On the first hole, the creek that had been rebuilt in the 1960s was filled in and moved about 65 yards away from the first tee to its original location, which could be seen in aerial photos from the 1930s through the 1950s. The creek was widened and deepened to increase water flow as well.

“We could see the natural route the water used to take,” says Mackie. “It was more straight lines in the creek and the pond.”

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COURSE + GROUNDS Superintendent Profile

WESLEY MACKIE Years at Pine Orchard Yacht & Country Club: 2 Duties and Responsibilities: Oversee day-to-day operations of golf course; coordinate and set up all golf events/tournaments; manage staff and their duties; create mowing schedule; prepare and implement pesticide/ fertilizer applications; manage watering schedule; oversee all construction projects; manage annual budget. Responsible for implementing the long-term capital and organizational planning of the golf course maintenance department.

Years in Golf Course Maintenance Profession: 12 Previous Employment: > Senior Assistant Superintendent at The Stanwich Club, Greenwich, Conn.; Quaker Ridge Golf Club, Scarsdale, N.Y.; and The Bayonne (N.J.) Golf Club. > Second Assistant Superintendent, Brae Burn Country Club, Purchase, N.Y. Education and Training: B.S. in Plant Sciences, University of Tennessee Certifications: Supervisory Pesticide Applicator License in Connecticut and New York Honors and Awards: Graduated from UT with a 4.0 GPA

The project included removing bunkers and regrassing the first fairway with a more salt-tolerant bentgrass, and new irrigation was installed on the first and ninth holes.

“Most of the work was in the areas closest to the water—No. 9, No. 1, and the driving range,” says Mackie. “There was a lot of earth-moving. We completely lifted the elevation of the driving range.”

After digging a two-acre, 25-foot-deep hole, referred to as the “borrow pit,” and performing soil tests, the value of the soil on the property was discovered, notes Mackie. It was used to lift up the first, ninth and 18th fairways, which were then capped with sand-based soil.

“We took out all of the phragmites that were in the center of the golf course and buried them in the borrow pit,” Mackie says. “If you don’t bury phragmites at least six feet, they can resurge. But we didn’t have to move them off the property, so it saved us a lot of money.

“We made the area a water feature and replaced the phragmites with more native species like Spartina that are more desirable and less invasive,” he adds. “We added a lot more water features.”

The removal of the phragmites between the first and ninth holes increased the capacity for stormwater and floodwater storage. In addition, it gave the areas a 44

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more natural look. By nearly doubling the size of the tidal marsh pond on the second hole, where the tees were also rebuilt, the water feature has a more visual presence.

“On our property, the water level of the creek and the pond is different based on the tide,” Mackie says. “It’s almost full at high tide.”

A tidal water holding area on the left of the 18th fairway offers aesthetic appeal.

“It’s almost empty at low tide, and you can see native plants,” Mackie says. However, the second half of the ninth hole, which is high and dry, didn’t require major changes.

Other aspects of the renovation included the addition of subsurface drainage to help move water; the relocation and renovation of tees on some holes, including Nos. 1, 6, 9, and 13; enlargement and regrassing of the tees on the second and

11th holes; and reconstruction of all of the bridges on the golf course.

CHANGING THE COURSE During the renovation, Pine Orchard also installed a couple of target greens on the driving range, which previously had only flags in the rough.

In addition to improving the playability of the layout, the renovations enhanced the seaside character of the golf course and the strategy of playing it.

“I want players to think when they’re standing on the tee. I don’t want them to just whack it down the fairway,” Gerrish says. “Any time you do a renovation, you want to find ways to make it more interesting and give golfers more options.”

On No. 1, for instance, the tidal creek previously forced women and seniors to lay up. Now with its realignment, golfers can hit to a landing area over the creek or play it safe.

“On No. 1 and 10, the creek was not in play before,” says Mackie. “Now you have to consider the creek location on your tee shot because the water is a reality. It can even affect your second shot.”

The renovation enhanced the aesthetics of the golf course as well. Tree work, which was performed by the Pine Orchard maintenance staff, highlighted natural features of the property. The removal of some trees showcased a rock outcrop feature on the ninth hole, and also on No. 9, the green is now visible from the tee after trees were taken out and the tee was shifted to the left.

“A hole is more desirable if you can see the green from the tee,” says Mackie.

“

It’s beyond what everyone thought it was going to be. It’s still evolving. It will probably take two years before the golf course is really filled in. But already we can introduce [younger golfers] slowly to the game, and have small clinics where people can play three or four holes.

”

— Chris Goodwin, CCM, General Manager www.clubandresortbusiness.com

With the removal of trees around the eighth green as well as the seventh and ninth tees, the golfers now have a view of the clubhouse and the ocean behind it. “It’s beautiful now,” Starzec says. “It opened it all up.”

Part of the property is covered with fescue, and many native plants have been installed. On a portion of the course called Birch Island, which is surrounded by water except for a land bridge, more native vegetation such as rose mallow, a type of hibiscus, has been planted.

“Now it’s a highlight of the first and second holes,” says Mackie. “We’re still adding plants to give it color. The plants can grow here, but not in other parts of the state.”

Pine Orchard also has other distinctive features. With different greens for the fourth and 13th holes, the golf course has 10 greens.

The other holes share a putting surface.

A two-lane state road runs through the golf course, and golfers have to cross it on Nos. 3, 4, and 12. With a separate set of tees for the second nine, golfers get a different experience on the front and back nines.

“The holes are quite different because we have different tees,” says Starzec. “They create different angles, and the tees are 30 to 40 yards apart.”

REAPING THE REWARDS All of the planning, teamwork and effort have come to fruition since the Pine Orchard course reopened on May 1, 2020.

The staff says feedback has been positive from the members, including those who were skeptical of the project.

The renovation has benefited the maintenance staff as well. “Because we don’t have the flooding issues we had before, we have no problem mowing the fairways on Nos. 1 and 9, the landing area on the 18th fairway, or the driving-range rough,” says Mackie.

“It’s so much easier to maintain areas now that they’re well-drained and dry.”

With improved drainage, the golf course is better equipped to handle rain events as well. “If we have giant hurricanes hit us, there’s nothing under the sun that can help us,” says Mackie. “But we’re more prepared for a 100-year storm than we were.”

Course + Grounds Operations Profile

PINE ORCHARD YACHT & COUNTRY CLUB Annual Course Maintenance Budget: $763,000 Staff: 5 full-time, 7 seasonal, 1 part-time Other Managers: George Forte, Mechanic; Joe McSherry, Assistant Superintendent; Kelsey McSherry, Foreman; Mark Palmieri, Asssistant Mechanic Irrigation System: Toro Lynx VP, about 500 heads Water Source and Usage: City water source; average usage, 5.5 million gallons Equipment: Primarily a Toro fleet, from walk mowers to fairway units and sprayers; club owns the equipment Technology: Playbooks (pesticide recordkeeping); Toro Lynx Irrigation software Maintenance Facility: Composed of two buildings. The first houses the office, parts repair area, lift station, storage of the most important machines, breakroom, bathroom, lockers, and tool-storage area. The second building houses irrigation parts, staff carts, and supply items such as fertilizer and pesticides. A washwater recycling system is located outside the shop.

Aerating and Overseeding Schedules: Greens, tees, and approaches aerated each spring and fall. Greens are needle-tined monthly through the summer, and fairways and rough are aerated in the fall.

Upcoming Capital Projects: Renovation of sixth fairway and the golf maintenance facility. The fifth green is currently under consideration for redesign.

The property has already been tested by Hurricane Isaias in 2020. Although the forecast called for three inches of rain, Mackie says, the property suffered more damage from wind than from precipitation. “We lost power, and we lost trees,” he adds. “But there was no flooding.”

Since the renovation was completed, Torello notes, “We haven’t lost one day from sitting water. We used to lose eight to 10 days a year.” Golfers can now take carts on the course after it rains in a matter of hours instead of days, Mackie adds.

Along with enhancing playability, the project has increased the membership’s enjoyment of the property. “Our members brought guests in droves [in 2020],” Torello says. By the end of the year, the number of rounds at Pine Orchard, typically 6,500 to 7,000 annually, more than doubled and

were closing in on 14,000 for the year. “We got a lot of new golfers because of COVID,” notes Starzec.

The enhanced playability also lets Pine Orchard focus on capturing younger golfers who don’t have the time to play 18 holes, Goodwin notes. “We can introduce them slowly to the game,” he says. “We have small clinics where people can play three or four holes, and we coach them on the rules of the game.”

The renovation “is beyond what everyone thought it was going to be,” Goodwin adds. “It’s still evolving. It will probably take two years before the golf course is really filled in.”

Torello agrees. “It was the right thing for the club to do,” he says. “We have a beautiful piece of property. We have a lot to offer.” C+RB

www.clubandresortbusiness.com

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SUPER IN THE SPOTLIGHT

Coming Around After working on a landscaping crew as a teenager, Brandon Haynes vowed to “never dig another hole in my life.” And when he started his first job at a golf course, he thought greens were artificial surfaces. But from there it’s been nothing but an enjoyable ascent to a “job I love” at California’s Oak Tree CC.

By Jeff Bollig, Contributing Editor

IT’S A GOOD THING BRANDON Haynes didn’t take the advice of his 16-year-old self when it came to pursuing a career—if he had, he would have missed out on what he now calls the “best experience of his life.”

Haynes, now 47, is the golf course superintendent at Oak Tree Country Club, which is part of the Bear Valley Springs community in Tehachapi, Calif. His first exposure to anything resembling golf course work came as a teenager working on a landscaping crew, where he spent most of his time with a shovel in his hand.

“It’s funny,” Haynes says. “I hated it.

I told myself I never wanted to dig another hole in my life. It was not a good experience. But here I am today—I have a job I love. I don’t mind that I have a shovel in my hand from time to time.”

The fact that Haynes is even a golf course superintendent is a story itself.

Born in Arcadia, Calif., but raised in Santa Clarita, golf was not even in his 46

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vocabulary. He was into hiking and motocross activities. In fact, Haynes sheepishly admits that on his first day working at a golf course, he learned that the putting green was not an artificial surface.

So let’s get this straight: Haynes grew up not knowing anything about golf, disliking landscaping, and not knowing that putting greens featured “real” grass? How does one with that background become an accomplished golf course superintendent?

It’s a long story—and one marked by talent and determination.

C+RB Tell us about the progression of your career.

HAYNES I graduated from high school in 1991 and became an electrician. I did that for four years and in 1995 decided to join the Army. I was a member of the 82nd Airborne stationed at Fort Bragg.

After my tour of duty was done in 1999, I came back home and became an

ASAE-certified master automobile mechanic. About 10 years after I came back, I was visiting my father in Tehachapi, Calif., when I heard the golf course needed a mechanic. Actually, I was on the shooting range when a person there told me about the position, so I dropped off a resume with the course and I was hired almost right away. There was a dire need. That’s how I got into golf.

C+RB When did you trade wrenches for a Stimpmeter?

HAYNES I began as the equipment manager in June 2010. It was not your typical equipment manager position, because they had a fleet of vehicles and equipment to service all of the needs of the entire Bear Valley Springs Association. It was a big job.

Four years into it, the assistant superintendent left the facility, and I was promoted to be both the equipment manager and the assistant superintendent. But that did not last long. www.clubandresortbusiness.com

Super in the Spotlight

BRANDON HAYNES Current Position: Golf Course Superintendent, Oak Tree Country Club (Bear Valley Springs Assn.), Tehachapi, Calif.

Years at Oak Tree/Bear Valley Springs: 10 Years in Golf Course Maintenance Profession: 10 Employment History (all at Oak Tree CC): > Golf Course Superintendent (2015 – Present) > Interim Golf Course Superintendent (2014) > Assistant Golf Course Superintendent (2014 – four weeks) > Equipment Manager (2010-14) Education & Training: Central California GCSAA Seminars; currently enrolled in University of Georgia online turfgrass program Honors and Awards: Bear Valley Springs Association Employee of the Year, 2015.

My boss decided to change careers—get this, to work as an aircraft mechanic. Four weeks later, I was promoted to interim golf course superintendent.

C+RB How much did you know about turf management?

HAYNES I felt I had learned a lot during my four years as the equipment manager.

I was observant and I felt I had an aptitude for the job. There was a lot of on-the-job learning and training. Plus, I had been taking some courses with the Central California GCSAA. I felt I was ready for the job.

C+RB But was the job ready for you?

HAYNES I was an interim for one grow-

ing season, just to see if I could handle the job. I really wanted it, but knew they were going to interview other people. Because it was a property managed by International Golf Maintenance (IGM), I not only had to be approved by them, but I also had to be approved by the golf Board and the Bear Valley Springs Association.

Everyone signed off on me and here I am.

I was fortunate because of all the support

IGM provides and the talented people they have. I learned so much from them. I remember Steve Gano, Director of Operations for IGM, gave me the book Best Golf Course Management Practices by Bert McCarty.

I read it inside and out. I also started an online turfgrass program at the University of Georgia, and will be finishing it soon.

C+RB There seem to be several players involved. Tell us about IGM and Bear Valley Springs.

HAYNES IGM is a company that handles all aspects of golf and landscape maintenance for private, resort, public and municipal courses across the country. It had the contract with Bear Valley Springs Association.

The association governs the various amenities for the Bear Valley Springs gated community. Some of the other amenities offered at the property include: an equestrian center; more than 50 miles of hiking and horse trails; baseball/soccer complex; two stocked lakes; Whiting Center (gymnasium) for indoor hockey and basketball; three campgrounds; two large parks; large dog parks, and many other smaller activity areas.

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We maintain all the turf and landscaping for the association grounds. I have regional agronomists and supervisors for IGM, but my position is similar to working directly for the course. All of us at IGM help the club with not only daily maintenance, but capital project planning and long-term improvements. We’re a private course, so we have a club President, a Greens Committee chair, and a General Manager.

C+RB What is the geography of the region and the golf course?

HAYNES The property sits at the southern tip of the Sierra Nevada mountains and would be considered a semi-mountain-type course. We are at about 4,200 feet elevation. We do get all four seasons here, but we are open year-round. It could snow one day and the next you’re out there teeing it up. We have had snow in June before.

Tehachapi is about 45 miles southwest of Bakersfield. It is known for the Tehachapi Loop, a spiraling piece of the railroad that connects the San Joaquin Valley and the Mojave Desert. People come from all over the world to see it.

February 2021

l Club + Resort Business l 47

SUPER IN THE SPOTLIGHT

Golf Course Profile

C+RB What makes the course enjoyable, yet challenging to play?

HAYNES Our course is set in the mountain area on the valley floor and that does attract considerable wildlife. The views are scenic.

Our terrain is slightly hilly with smaller greens and 30 bunkers total. Our greens are bentrgass with some Poa annua, and our fairways and tees are mostly rye. The course has no shared fairways, which means all holes have out-of-bounds on all sides.

We are a nine-hole course, but play 18 with alternate tees for the back nine. Our course plays a little on the shorter side, but makes up the difference with more precision shots needed during the round. You could walk the course, but with the elevation most people use carts.

We are a private gated community, so most of the golfers are from within the gates. Guests are welcome with an invite, so most of them are locals or out-oftowners visiting on the weekends. Most of our clientele are members in the retired age bracket, and then a mix of semi-retired folks and the weekend golfers of all ages who are attracted during the season.

C+RB What are your biggest agronomic challenges?

HAYNES While the wildlife makes it interesting, we can have damage daily from feral hogs and elk, depending on the season.

Other than wildlife, we have granite soils, which can be a challenge with providing a soil

OAK TREE COUNTRY CLUB Website: www.oaktreecountryclub.org Year Opened: 1971 Ownership: Private (Part of a gated community, Bear Valley Springs Assn.)

Golf Holes: Nine (plays as 18 holes, with a second set of tees for back nine) Course Type: Mountain Course Designer: Ted Robinson, Sr. Par: 72 (36-36) Yardage: White Tees play to 6,325 yards Golf Season: Year-Round Annual Rounds: Typically 28,000— in 2020, that increased to 40,000

conducive to turf growth. We will get some fairy ring, snow mold, a little brown patch and Fusarium, but we stay on top of it. We are not in a hot, hot area, but because of the elevation we get the radiant heat. I do have to syringe in July and August because of that.

C+RB Have you picked up the game of golf?

HAYNES I do play golf and try to play with

the late men’s league on Tuesday nights during the summer. I won’t mention my handicap, but I do have a lot of fun playing. It’s not that I did not like golf when I was younger, it was that I was into other things. I do believe it is important for golf course superintendents to play and understand the game.

C+RB There are some Native American artifacts adjacent to your course, including some acorn-grinding holes. Were you involved in the preservation of that?

HAYNES IGM volunteered to help coordi-

Grasses: > Tees and Fairways: Rye > Roughs: Rye/Fescue >G reens: Bentgrass with some Poa annua Water Features: Pond in play on No. 7; golf course wraps around Gill Lake.

No. of Bunkers: 30

nate the building and groundwork of the Kawaiisu Indian preservation area. We helped clean up the trails, installed the information boards for the different sites, put in reflection benches that were donated to help make the preserve, and helped create a parking lot for the public. It was a fun project, and we learned a great deal.

C+RB You have mentioned you like the out-

doors. What are your non-golf hobbies?

HAYNES I love many outdoor activities

during all times of the year. I do a lot of hiking, mountain biking, skiing, wakeboarding, dirt-bike riding and anything else that I find challenging. I did get the chance almost four years ago to climb Mt. Whitney (the tallest mountain in the contiguous U.S., elevation 14,505 feet). It took us two attempts. For the first one, we got turned around about two miles from the top due to bad weather. C+RB

Course + Grounds Operations Profile Staff Size: 7 full-time and 8 seasonal. Responsible for managing the golf course and the grounds for Bear Valley Springs Association (parks, ballfields, hiking trails, etc.)

Water Source: Lakes (well-fed); also use effluent on rough and perimeter head areas.

Aerating and Overseeding Schedules: Third week of April and September for aerating. No overseeding.

Upcoming Capital Projects: Nothing currently planned at the moment, but some thought of a bunker renovation in upcoming years.

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Product: Alison Nesting Chair Features: ▶ Nests eight-high for time-saving convenience ▶ Upholstered inner and outer backs create seamless contours ▶ High-strength, lightweight, smooth aluminum frame ▶ COMFORTweb® seat lets guests rest in the lap of luxury ▶ 12-year structural frame warranty ▶ Hand truck available for easy transport

MTS Seating

Club + Resort Business

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March 2020

www.clubandresortbusiness.com

800-783-7005 • www.renosys.com

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Infrared Dynamics

734-847-3875 www.mtsseating.com l

RenoSys

866-747-4027 www.yamahagolfcar.com/golf

Product: SUNGLO infrared outdoor patio Product: SUNGLO infrared outdoor patioPSA265 PSA265 Features: Features: ▶ Natural gas ▶ Natural gas▶ Permanent mount in patio or deck; uses ▶ Permanent mount minimal floor space ▶ Manual controls to in patio or deck; uses automated minimal floorfully space models ▶ Manual controls to shut-off, ▶ 100% safety quiet infrared heat fully automated ▶ Glossy black or models stainless-steel post ▶ 100% safety shut-off, Infrared Dynamics quiet infrared heat 888-317-5255 ▶ Glossy black or www.infradyne.com stainless-steel post

Nesting Comfort

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Product: RecDeck™ PVC Flooring Features: ▶ Now includes UV inhibitors and a unique composition of materials that allow it to stand up to the most extreme weather ▶ Virtually unaffected by most pool and deck chemicals ▶ Thick reinforced PVC membrane can be used in any recreational area where slipresistance, watertight integrity and longterm ease of maintenance are required ▶ Ideal solutiQuiet on for common problems on thedeck Course Product: 2020 Drive2 QuieTech EFI™ Fleet including cracking, flaking, de-laminati on, in NEW Arctic Drift spalling andCar peeling Features: ▶ Offers an aggressive slip-resistant texture ▶ Yamaha-exclusive QuieTech technology ▶ Performance-tuned, industry-first and superior anti-fungal formulati on independent rear suspension ▶ Can be installed foamto for added ▶ 12.8%over more miles the gallon over the competition (45 MPG) comfort in hydrotherapy, active aging ▶ Industry-leading fuel economy with applications Accu-fuel or wherever delivery extra system fall emissions and up to 76% fewer protection ▶isFewest required pollutants than competitors ▶ Available in three colors Yamaha Golf-Car Company ▶ Made in USA

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February 2021

l Club + Resort Business l 51

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Product: Casa Bistro Features: ▶ Comfortable wroug furniture made in t ▶ Includes dining, co bar-height chairs/s ▶ Can be used with o ▶ 5-step powder-coa and outdoor foam durability ▶ Classic design fits a

O. W. Lee

800-776-9533 Sales@owlee.com

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Product: ClubPro Features: ▶ Program offers save time and ▶ More than 3,0 leverage ClubP with well-know to gain tremen ▶ Pick and choo ▶ This year mark

ClubProcure

www.clubprocur

PRODUCT SHOWCASE

K������ E�������� Hot and Ready Ice Ice Baby

Product: Sphere Undercounter Ice Machine Features: ▶ First to make spherical ice in North America ▶ The demand for unique cocktail design at a reasonable cost is high ▶ Makes clean, clear 1.8inch diameter ice balls for amazing cocktail presentations with minimal dilution ▶ Eliminates the mess of ice molds or the high price of third-party ice vendors ▶ Sphere ice looks beautiful, is more sanitary and is more profitable than any other option in the market today ▶ Fits neatly under a bar, taking up less than 25 inches wide of all-important undercounter space ▶ Makes up to 50 lbs. (500 spheres) of ice production per 24 hours ▶ Built-In storage bin with 36-lb. capacity ▶ Durable stainless-steel exterior with easy-to-remove-and-clean air filter

Hoshizaki America

www.hoshizakiamerica.com

Product: Heated Shelf Features: ▶ Keeps serving trays, pizza boxes, take-out containers, concession items, and bagged meals hot and ready-to-go for your customers ▶ Embedded heating elements deliver precise and consistent radiant heat, eliminating hot and cold spots. Even the top shelf can be heated ▶ Optional enclosed removable stainlesssteel side and back walls, to conserve heat ▶ Fast heat-up, easy-to-use Low - Med. High temp settings reach up to 200°F ▶ Hidden electronic controls on the back of the unit allow operators to save their ideal preset work-surface temperature from 120°F to 200°F without customer interference ▶ Adjustable legs or optional casters for proper placement on uneven flooring ▶ Additional sizes and powder-coating options available ▶ Standard sizes available to fit two to five shelf applications (consult factory) ▶ Each shelf, including the top, can be individually controlled to be ambient or heated ▶ All-stainless-steel construction, for ease of cleaning ▶ Standard 120v operation ▶ Two-year parts, one-year labor warranty

Cres Cor

www.crescor.com

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Product: 702/752 Series Electric and IC (Integrated Control) Rotors Features: ▶ Faster, easier adjustments ▶ Fewer parts to simplify both maintenance and inventory ▶ Offer flexibility and numerous other benefits ▶ New self-adjusting stator eliminates the need to change stator configurations when switching out nozzles ▶ Delivers consistent rotation speeds that optimize performance ▶ Offer a wider range of throw, which gives superintendents greater installation flexibility and fewer parts to stock ▶ Option of setting 552 and 752 rotors at full-circle or part-circle arcs with the turn of a screw, thanks to Rain Bird’s Rapid-Adjust Technology ▶ The rotors’ MemoryArc feature retains two part-circle arc settings, so the rotors can be switched from full- to part-circle operation in seconds ▶ A Seal-A-Matic™ (SAM) check valve provides 17 feet of holdback, keeping lines charged with water and preventing low-head drainage ▶ Top-serviceable access to the rotors’ components makes maintaining them faster and easier

Rain Bird Golf Division www.rainbird.com/golf 52

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Club + Resort Business

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February 2021

www.clubandresortbusiness.com

PRODUCT SHOWCASE

M����� S������� + A��������� Modular Muscle

Product: Modular Gym Space Features: ▶ 320-sq. ft. shipping containers ▶ Stocked with commercial gym equipment to provide safe, private, modular gym space ▶ Offers trainers and gym goers the opportunity to book 60-minute private reservations ▶ Pods are outfitted with cutting-edge technology and audio equipment ▶ Members can take pre-filmed classes taught by BOLD’s trainers, stream content from their favorite fitness apps, or FaceTime with personal trainers remotely

BOLD

info@trainbold.com • www.trainbold.com

Streamlined Software

Product: Clubessential Member Experience and Club Management Software Features: ▶ Everything needed to streamline operations in one fully integrated suite powered by real-time data-sharing between website, reservations, accounting and POS modules ▶ MRM—the club industry’s first predictive analytics tool ▶ Payments—one platform for payments and processing ▶ Mobile—enhance member engagement everywhere ▶ Websites—stunning digital representations of your club ▶ CRM—close more membership sales in less time ▶ Reservations—convenient web and mobile booking options

Clubessential

www.clubessential.com

Join the Club

ADVERTISER INDEX CALLAWAY GOLF COMPANY www.callawaygolf.com

13

CHAMBERS www.chambersusa.com

31

CLUBPROCURE 800-363-5480 / www.clubprocure.com

2

25 ETHOS CLUB & LEISURE 972-341-8133 / www.ethosclubandleisure.com EUSTIS CHAIR 978-827-3103 / www.eustischair.com FIBERBUILT UMBRELLAS & CUSHIONS 866-667-8668 / www.fiberbuiltumbrellas.com FLAT TECH, INC. 855-999-3528 / FlatTech.com

9 39 3

Product: ClubProcure Features: ▶ Program offers clubs 150 ways to save time and money ▶ More than 3,000 clubs nationwide leverage ClubProcure’s strategic relationships with well-known, national companies to gain tremendous buying power ▶ Pick and choose which offerings work best for your needs ▶ This year marks the 25th anniversary of ClubProcure servicing the club industry

FORETEES sales@foretees.com / www.foretees.com

55

THE MONTAGUE COMPANY 800-345-1830 • montaguecompany.com

56

PEACOCK + LEWIS AIA www.peacockandlewis.com

21

PREFERRED CLUB 800-523-2788 / www.preferredclub.com

27

ClubProcure

TRI-C CLUB SUPPLY – DUFFY’S 800-274-8742 / www.duffystric.com

www.clubprocure.com

STUDIO JBD & JEFFERSON GROUP ARCHITECTURE 401-721-0977 / Pcafaro@JBDandJGA.com

YAMAHA 866-747-4027 / YamahaGolfCar.com www.clubandresortbusiness.com

February 2021

19 43 7

l Club + Resort Business l 53

IDEAEXCHANGE BACK ON TRACK

By Betsy Gilliland, Contributing Editor

THINK BIG. CULTIVATE RELATIONSHIPS. PUT IN THE WORK. These concepts might not be among the nine core values of First Tee programs. But they certainly helped the Board members of First Tee Savannah (Ga.) revive the program, formerly known as First Tee of Savannah, after it was shut down in 2017 when its funding dried up.

Alex Messinger, President of the First Tee Savannah Board of Directors and Head Golf Professional at Savannah Golf Club, had been asking questions for the past two years about how to restart the program.

“The opportunities for youth development are spectacular through the First Tee curriculum,” says Messinger, who has lived in Savannah since 2016. “Golf is a sport you play for life, and it builds relationships.”

For almost 15 years, First Tee of Savannah was a presence in the local golf community and in the lives of young people learning to play the game. The program is important to Savannah, Messinger believes, because the community has so many golf courses.

Apparently, others agreed. The national First Tee office connected Board members with Eric Sedransk, who launched a “Member for a Day” initiative in May to support New York City restaurants by feeding hospital

The auction raised over $140,000 for First Tee Savannah, covering its entire 2021 budget and allowing the program to be expanded to multiple facilities in the area.

54

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Club + Resort Business

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February 2021

A special “Member for a Day” online auction of rounds at prestigious courses around the country has revived the First Tee Savannah (Ga.) program, which was shut down in 2017 after its funding dried up.

front-line workers and then began to market the concept for other causes. The mission of Member for a Day is to help nonprofits and charitable foundations achieve and exceed their fundraising goals by using technology, social media, and golf.

In early December, the Member for a Day concept was used to conduct a seven-day silent online auction for First Tee Savannah, raising just shy of $141,000 – enough to cover the entire budget for 2021.

The chapter only expected to raise between $10,000 and $20,000, notes Teia Acker, another Board member.

The auction included packages at almost 60 golf courses. People could bid on rounds at prestigious properties including Pinehurst #4, TPC Harding Park, Winged Foot, Baltusrol, Atlanta Country Club, Butler National, Congressional, East Lake Golf Club, Harbour Town Golf Links, Merion, Philadelphia Cricket Club, Quail Hollow, Sahalee Country Club, Secession Golf Club, and TPC Sawgrass.

The 10 members of the First Tee Savannah Board were responsible for using their connections to recruit and line up participating courses, and people from all across the country bought packages. But most of the money, Acker says, came from local donors.

“It let us know that the city was excited to have [First Tee] back,” she notes.

Currently, no other fundraisers are planned, but Messinger says First Tee Savannah is partnering with the Korn Ferry Tour’s Club Car Championship at The Landings Club’s Deer Creek Course, which is scheduled for March, for additional support. “Typical fundraisers haven’t been able to happen because of COVID,” he notes in explaining the organization’s search for new ways to generate funds.

First Tee Savannah applied for 501(c)3 status in August, and Messinger hoped to have the chapter reinstated by January.

The Board expected to have an Executive Director and a program manager in place by February, so programming could resume in the spring or early summer

The original chapter operated out of the nine-hole Mary Calder Golf Course, just west of downtown Savannah. The rebranded First Tee Savannah will operate out of multiple facilities, including Bacon Park Golf Course, Henderson Golf Club, Crosswinds Golf Club, and Richmond Hill Golf Club.

The chapter is working toward gaining access on the golf courses at nearby military facilities as well. “Having it at the military locations will open it up to more juniors and more participants,” says Messinger.

The previous program had about 150 participants, but the new Board hopes to attract even more golfers by using the additional facilities.

Other goals include building in-school programs with physical education teachers and coaches, as well as creating opportunities for students to take part in after-school programs. For school programming, First Tee will provide tools and training built on its nine core values.

To generate support in the community and sponsors for activities, Board members have also reached out to people who were involved with the original program and to stakeholders in the golf industry.

“We have a group of people who want to have an impact and participate with fundraising, but it doesn’t stop there,” says Acker. “We want people who love to work with kids and want to be part of something good.”

The Board is seeking volunteers with different skill sets, such as coaches who are on the ground and present at activities, as well as people who excel at advertising, social media, communications, and paperwork.

Of course, fundraising will remain an ongoing endeavor, and the Board knows how to build on its success.

“Invest the time, the money, and the needed resources into your own initiative first,” Acker advises. “People will spend money with people they trust. When you don’t see someone in action, your reaction is slim to none.” www.clubandresortbusiness.com

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