September 2021
www.clubandresortbusiness.com
®
Denver’s City Park GC
Earns High Marks
Also in this issue: September 2021 www.clubandresortchef.com
Battle of the Club Chefs Culinary teams from Fiddlesticks CC and Sycamore Hills GC faced off in a cutting-edge competition that embodied the depth of skill and connection within the club industry.
INSIDE:
INSIDE Bench Strength at The Broadmoor Building a Self-Aware Service Culture
Living Large at Sycamore Hills GC Warming Up to Fitness Facilities’ New Needs
Meet Relay, the future of golf course communications
What if your walkie-talkie had Unlimited range No dead spots GPS tracking Water-resistance Unlimited channels All-day battery Military-grade durability
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THE BIGGEST BR ANDS IN GOLF ARE SWITCHING TO REL AY
Editorial
Advertising
Digital Media/Web/Development
Events
EDITOR
VICE PRESIDENT - GROUP PUBLISHER
VP, DIGITAL MARKETING
EVENTS MANAGER
vgoulding@wtwhmedia.com
josborne@wtwhmedia.com
Joe Barks
Tom McIntyre
jbarks@wtwhmedia.com 610-688-5666 office 610-416-3550 cell 175 Strafford Ave., Suite 1 Wayne, PA 19087
tmcintyre@wtwhmedia.com 216-533-9186
John Petersen
jpetersen@wtwhmedia.com 216-346-8790
Rob Thomas
rthomas@wtwhmedia.com 216-316-5294 1111 Superior Ave., 26th Floor Cleveland, OH 44114
SALES DIRECTOR
Tony Bolla
tbolla@wtwhmedia.com 773-859-1107
EDITOR, CLUB + RESORT CHEF
REGIONAL SALES MANAGER
jdechellis@wtwhmedia.com 412-260-9233
aburk@wtwhmedia.com
Ashley Burk
Joanna DeChellis
REGIONAL SALES MANAGER
Jake Bechtel
CONTRIBUTING EDITORS Course + Grounds:
Betsy Gilliland Jeff Bollig Design + Renovation:
EVENT MARKETING SPECIALIST
jbreuler@wtwhmedia.com
ozemanek@wtwhmedia.com
DEVELOPMENT MANAGER
Video Services
dmiyares@wtwhmedia.com
VIDEOGRAPHER
SR. DIGITAL MEDIA MANAGER
bvoyten@wtwhmedia.com
Dave Miyares
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VIDEOGRAPHER
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gmccafferty@wtwhmedia.com
rhall@wtwhmedia.com
Finance
DIGITAL MEDIA SPECIALIST
CONTROLLER
nlender@wtwhmedia.com
bkorsberg@wtwhmedia.com
Reggie Hall
REGIONAL SALES MANAGER
DIGITAL PRODUCTION/ MARKETING DESIGNER
ACCOUNTS RECEIVABLE SPECIALIST
sking@wtwhmedia.com
jmilton@wtwhmedia.com
Production services
VP STRATEGIC INITIATIVES
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jhopper@wtwhmedia.com
shulett@wtwhmedia.com
WEBINAR COORDINATOR hkirsh@wtwhmedia.com
mrook@wtwhmedia.com
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CREATIVE DIRECTOR
jcooper@wtwhmedia.com
Kim Dorsey
Creative Services
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VP, CREATIVE SERVICES
Mark Rook
Jane Cooper
Erin Canetta
Garrett McCafferty's
Nicole Lender
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Marilyn Odesser-Torpey Lauren Sasala Tad Wilkes
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Matthew Claney
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SEPTEMBER CLUB INDEX
Bruce Sprague
bsprague@wtwhmedia.com
Club and resort properties featured in this issue
Bay Point Golf Club, Panama City Beach, Fla. ...................................44 The Bridges at Rancho Santa Fe, Rancho Santa Fe, Calif.........16, 18 City Park Golf Course, Denver, Colo. ......................................................34
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To enter, change or cancel a subscription: Web (fastest service):www.ezsub.com/crb Phone: 844-862-9286 (U.S. only, toll-free) Mail: Club & Resort Business, P.O. Box 986, Levittown, PA 19058 Copyright 2021, WTWH Media, LLC Club + Resort Business ISSN 1556-13X is published monthly by WTWH Media, LLC, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. Copyright ©2021. Periodicals postage paid at Cleveland, Ohio, and additional mailing offices. Subscriptions: Qualified U.S. subscribers receive Club + Resort Business at no charge. For all others the cost is $75 U.S. and possessions, $90 Canada, and $145 all other countries. Per copy price is $3. Postmaster: Send change of address notices to Club + Resort Business, P.O. Box 986, Levittown, PA 19058. Club + Resort Business does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2021 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher.
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The Club at Horseshoe Bay Resort, Horseshoe Bay, Texas .......10 The Club at Nevillewood, Presto, Pa. ......................................................30
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September 2021
Esplanade Golf & Country Club, Naples, Fla..........................................13 Glen Erin Golf Club, Janesville, Wis. .........................................................40 Scioto Country Club, Columbus, Ohio ...............................................28 Sea Cliff Yacht Club, Sea Cliff, N.Y. .......................................................32 Sugar Creek Country Club, Sugarland, Texas .......................................31 Sycamore Hills Golf Club, Fort Wayne, Ind. ....................................20 www.clubandresortbusiness.com
THE ROB REPORT
Waiting Is the Hardest Part AS I’M WRITING THIS, it has been about a month since I last spoke with a company about sending a 4k projector to be featured in one of C+RB’s unboxing videos. The projector, which is ideal for clubs that are looking to add a simulator experience for members at an affordable price, is coming from overseas, and that seems to be just one of the issues. The company has the order placed and I’m prepared to record the video once I get it, but we’re still waiting. Turns out, I’m not the only one. Our daily e-newsletter recently included a report about how pervasive supply-chain issues have become for the golf industry, with shutdowns of factories in Vietnam and elsewhere over concerns around the Delta variant now making delays the norm for both sellers and buyers. “It’s a challenging time for the industry with the demand being at an all-time high, and our valued partners are navigating all sorts of obstacles to try to supply the globe with the necessary products,” said Jeff Crawford, Associate Marketing Manager of Mizuno’s golf division. Golf clubs and components—such as grips—have also been hard to find because of global shortages. Another news report that we picked up even highlighted an odd side effect of the pandemic— an emerging “shortage” of pushcarts. The Wall Street Journal took to social media to share the surprising news: “Having fallen out of favor due to the rise of motorized golf carts and popularity of caddies, pushcarts are now following the trend of toilet paper and hand sanitizer … hard to find.” Where the “once-disparaged device” is concerned, The Journal added, “Warehouses are empty, retailers are out of stock and price gouging is now taking place.” The timing of these delays and availability of equipment is terrible, of course, because the global pandemic has made www.clubandresortbusiness.com
“The timing of current equipment delays and availability is terrible, because the global pandemic has made the sport I love as popular as it has been in many years, and more golfers has led to additional sales.” the sport I love as popular as it has been in many years. Millions of people have either begun playing, returned to golf, or increased their activity. The National Golf Foundation estimates that a record three million people played on a golf course for the first time in 2020. More golfers has led to additional equipment sales. Callaway reported a record fourth quarter in 2020, with consolidated net sales of $375 million and a 20% increase compared to the fourth quarter of 2019. Our e-newsletter also included a report that Green Hill Golf Course in Worcester, Mass. is seeing revenues up around $590,000 over this time last year. Director of Golf Matthew Moison said his course probably won’t end up needing the budgeted $200,000 subsidy the city earmarks for it—and while he expects that the record numbers of golfers at
Green Hill may start to taper off as restrictions for other activities are relaxed, he also thinks the pandemic just may have gotten a lot of people hooked. “People came back because of the COVID bump, but they liked it, they enjoyed it [and] I think that will continue,” Moison said. “I think we’re looking at a once-in-a-generation growth bubble.” I want to know: How have you been affected by delays at your club and how are you dealing with the situation? Please share your thoughts and experiences. DOG DAYS OF SUMMER Before we go, can I mention that researchers at the University of Michigan— who evaluated more than 5,800 foods by the minutes “gained or lost” from eating them, as well as their environmental impact—have pronounced that eating one hot dog could shorten life by 36 minutes? While I hate to think of all the days I’ve lost, I’m glad that I’ve kicked my dog-at-the-turn habit. That said, I will not completely abandon the food that got me through many cheap college meals. To paraphrase Charlton Heston, “I’ll give you my [hot dog] when you pry it from my cold, dead hands.”
Rob Thomas • Senior Editor
rthomas@wtwhmedia.com
September 2021 l Club + Resort Business l 5
EDITOR’S MEMO
Can You Handle the “Usual,” Too? There’s no disputing that club managers and their staffs have more than distinguished themselves with how they’ve responded over the past year and a half to the challenges first posed by an unforeseen and unprecedented health crisis, followed by a surge to activity levels and membership populations that haven’t been experienced for over a decade. While those special and extraordinary efforts have been well-documented and will continue to earn their rightful place in the spotlight, the challenges that can be part of the “usual” club business can’t ever be ignored, either. These can pop up at a moment’s notice within any organization where daily activity revolves around the behavior and lifestyles of a few hundred or more people—and being unprepared to handle them can be just as disastrous for a club as an infectious outbreak or a suddenly overloaded golf course or dining room. Here are some examples that caught our eye just over the past few weeks. We’re not going to name the clubs or managers that were involved, because these really could have happened just about anywhere. And take note, all of these were picked up from general media reports, which means the clubs involved couldn’t keep these situations from becoming public knowledge and were all contacted for comment—and some did better than others with how they stood up and responded to what happened. If nothing else, these all might be good to include for “What would we do if?” discussions at a staff retreat, or as part of “real life” training exercises: — A photo of women who wore shirts that read “Drunk Wives Matter” when they played as a foursome in a club tournament was shared long enough on that club’s Instagram platform to set off a firestorm of public criticism. The club
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Being unprepared for what can go wrong with “ordinary” club activities can be just as disastrous as an infectious outbreak or a suddenly overloaded golf course or dining room. quickly issued a statement condemning the photo, and post, as “thoughtless,” and said it would “take full responsibility for this mistake and use this opportunity to reflect on our actions.” Separately, the club’s General Manager admitted to “a massive lapse of judgment by everyone involved” and said mandatory gender bias, diversity and equity training would be instituted for all employees, current and future. One of the women in the photo also issued an apology, but demands were still made for the club to do more, both internally and for the community. “When you post something on social media and share it, that’s reflective of the brand and the club,” said one critic. — Two examples of how political divisiveness can cause turmoil within a club got public attention, both after word got out about club functions that were being arranged to celebrate and/or raise funds for controversial figures and viewpoints.
In one case it led to protesters gathering outside the property and a major vendor pulling its merchandise from the property’s retail store. — After a 68-year-old man suffered a heart attack while playing golf, a television station reported that his companions called 911 and were told to see if the course had a defibrillator. But after running to the clubhouse, they were told one wasn’t on site. The man then died before paramedics could arrived. When the station contacted the course for comment, it reported that “management didn’t agree to an interview, but said it was considering getting a defibrillator, but no decision had been made.” —Other items we came across—again, these were all seen in the space of a few weeks—contained the usual helping of reports about course vandalism, pro shop and parking lot theft, staff embezzlement, and complaints from surrounding residents about noise, lights and errant golf balls. It all adds up to a sobering reminder that while dealing with the extraordinary may still occupy a lot of our current attention, the need to stay diligent about what can go wrong with “ordinary” club activities will never go away.
Joe Barks • Editor jbarks@wtwhmedia.com
www.clubandresortbusiness.com
INSIDE
September 2021 • Vol. 17 • No. 9
THIS
ISSUE
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LIVING LARGE AT SYCAMORE HILLS GC
A smaller market hasn’t held the Fort Wayne, Ind. club back from thinking big when it comes to member reach, amenities and services. (Photo Courtesy Sycamore Hills GC)
ALSO IN THIS ISSUE
26 WARMING UP TO THE TASK Design + Renovation
Club fitness centers are flexing their muscles with revamped spaces that also accommodate social-distancing concerns.
32 A ROOM WITH
5
The Rob Report
6
Editor’s Memo
9
Management
Design Snapshot
AN OCEAN VIEW
A dramatic dining-room makeover now lets Sea Cliff YC showcase its seaside surroundings.
10 13 14
September 2021 www.clubandresortchef.com
16 18
Battle of the Club Chefs Culinary teams from Fiddlesticks CC and Sycamore Hills GC faced off in a cutting-edge competition that embodied the depth of skill and connection within the club industry.
INSIDE Bench Strength at The Broadmoor Building a Self-Aware Service Culture
47 Club + Resort Chef
BATTLE OF THE CLUB CHEFS
4 Club Index 8
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+ Grounds 34 Course HIGH WATER MARKS
The renovation of Denver’s City Park Golf Course has brought substantial benefits to the city, golfers and the course maintenance staff.
81 Product Showcase
40 44
WAITING IS THE HARDEST PART ARE YOU READY FOR THE ‘USUAL,” TOO?
THE 10 LEADERSHIP LESSONS OF COVID-19
Membership & Marketing
ON WITH THE SHOW Golf Operations
CHARITY BEGINS AT HOME Club People on the Move Golf + Fitness Technology
A COURSE IN TEACHING COURSE MANAGEMENT
Golf + Fitness Technology
MEETING THE NEW REALITIES OF STAFF MANAGEMENT Super in the Spotlight
NO TIME TO WASTE Idea Exchange
IF YOU HOLD IT, THEY WILL COME
86 Ad Index www.clubandresortbusiness.com
MANAGEMENT
THE 10 LEADERSHIP LESSONS OF COVID-19 By Brett Morris • General Manager/COO The Club at Admirals Cove • Jupiter, Fla. WITH EVERY ADVERSITY, THERE is a lesson to learn. In the past year and a half, we have all faced the challenge of dealing with COVID-19, a worldwide pandemic that shut down operations, created employee uncertainty, and put our management teams to the test. While we hope the worst is behind us, here are ten lessons that have served me well as a leader during this crisis.
1. We knew it already, but the pandemic reinforced our team’s value and importance. We were already appreciative of everyone on our staff, but their hard work and dedication amazed me every day. Keep your employees happy, and they will make you proud. 2. The value of loyalty. One of the first things I fought for at Admirals Cove was keeping our full-time employees whole, not laying anyone off, and ensuring they continued to receive their regular pay. We knew that many employees had young families, so we offered flexible hours and additional financial incentives. That boosted their morale and increased productivity. It’s paying dividends now, as many have recommended our club to their peers during this current workforce challenge. 3. Listen. This was unfamiliar territory for everyone. Like you, everyone on your staff has loved ones and handles stress differently. Be their boss, but also be a leader. Leaders listen, are understanding, and are solution-oriented. Sometimes an employee or department leader needs to blow off steam—so give them that space and give them their moment.
4. Cross-training. We made sure to teach our employees numerous skills and get them up to speed on different jobs. First, it taught them something new, and it helped us fill in
gaps when someone was out sick or needed to be with family. Cross-training improves efficiency, helps employees appreciate their colleague’s job, and it’s a win for all.
5. Communicate. During a crisis, the first inclination for most people is to bury their heads in the sand and hope the problem goes away. That is the wrong approach. There was no room for speculation or gossip. Leaders know communication is everything. Your members and your staff want direction. After all, COVID had already caused a great deal of uncertainty. We made sure to regularly update the team and the membership on everything that was going on. This included our installation of on-site COVID testing, the deep cleanings we conducted, and our approach to social distancing and masks. Everyone knew what was expected of them. Remember, communication builds trust.
6. Creativity. While creativity is something we deliver regularly, COVID kept us on our toes. Our restaurants were shut down at times, as were our kitchens, but we knew our duty was to continue to deliver the best member experience. We came up with several new F & B concepts and offered takeout options, prepackaged meals, and delivery and drive-up services. We created outdoor venues with socially distanced tables to allow members to come to the club and feel safe. And while COVID impacted the season, that didn’t mean we couldn’t hold events. We again had to be creative with those as well, while making sure everyone felt safe and comfortable. Creativity takes courage. 7. Speak with one voice. For me, this has meant talking with my club President daily, and often three or four times a day. My goal from the start has been to make sure
the Board and I were delivering the same message, that they have known what my goals were, and that they have supported our approach. This has strengthened our relationship and created a deeper bond. Your President and Board are your partners and the keys to your success.
8. Invest in technology. Remote work was not an option for our team, but technology played a pivotal role in our success. We have a dedicated IT department at our club that made sure our connectivity was at its peak. We put redundancies in place and enhanced our firewalls. We were set up to host large Zoom town-hall meetings and small Zoom chats. This allowed me to give members face time, listen, and learn what their needs were. We prerecorded our messaging in several cases, so people with poor connections could see a replay following the meeting. We used our text-messaging service a great deal, which allowed us to inform members immediately. We also put together a video tutorial to educate members on using Zoom, so they could be more comfortable with the platform.
9. Be nimble. In the words of legendary basketball coach John Wooden, “Be quick, but don’t hurry.” Be ready to adapt, make decisions, and follow through on them right away. There is no time during a crisis to hem and haw. You need to take action immediately.
10. Lastly, the tenth thing I learned, or should I say I am reminded of, is the importance of a smile. Yes, there have been hard times, but nothing cuts through the despair like friendly, heartfelt smiles. The staff appreciates them, as do the members. As the saying goes, “A smile is a curve that sets everything straight.”
www.clubandresortbusiness.com
September 2021
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MEMBERSHIP + MARKETING
ON WITH THE SHOW By Stacey Loring Persinger • Director of Membership The Club at Horseshoe Bay Resort • Horseshoe Bay, Texas
THE INITIAL IMPACT OF the pandemic was a sudden disconnect in our connection-driven industry. Fortunately for the club industry, it did not take long for members to reconnect to a safe place and see their club as their home away from home. During this transition and a time of uncertainty, members had an excessive amount of inquiries relating to access and services available. At The Club at Horseshoe Bay Resort, home to 6,100 part- and full-time members, we connected with our membership by producing videos, which we post on our website, on the opening and closing of our resort amenities, COVID-19 protocols, and interviews with associates property-wide. It didn’t even take long for “Zoom Trivia” to work its way into the lineup. Watching members navigate Zoom for the first time was priceless—and note, we were not experts either. That’s a whole other story. The benefits of our in-house videos have surprised us all. Keeping the membership informed and entertained was the initial objective, of course. But the videos have also provided members with a personal connection to the team, and have proved to be a very meaningful way for them to get to better know the person they so often e-mail or chat with on the phone. And by including the entire team, including front- and back-of-the-house personnel, in our videos, member-team relationships have not only evolved, but their production has also contributed a great deal to team bonding as well.
We also had no way of knowing that the videos could serve as an important recruitment tool—but another pleasant surprise has been the impact they’ve had on prospective members. Prospects have told us they watched several episodes to learn first-hand about the club’s culture, “meet” members and associates, see the amenities, and discover events and activities that would appeal to their families. As a result, the prospect often had a familiarity with many of the names and faces they saw the first day they walked into our membership office—and in many cases could often tell us our names and job titles from having previously tuned into our videos. (Because of this, we now often use the videos to tell our story on Facebook, via boosts to our target recruiting markets.)
have connected during a time of uncertainty with our “We
6,100 part- and full-time members by producing in-house videos with a variety of benefits that have surprised us all.
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PUTTING IT ALL TOGETHER Our primary video effort has been a regular segment, “What’s Rockin’ at the Club,” named around how many of our amenities include the word rock: Slick Rock, Summit Rock, Ram Rock, Apple Rock, Cap Rock. How did we gear up for all of the video production? In the beginning, it was a lot. For me, it started with trying to remember what I learned many moons ago while receiving my broadcast journalism degree: researching the news and details, scriptwriting, assigning lines to teammates, preparing a shot sheet, doing a one-time read-through, and then having the actual shoot. Because of our club’s stunning location, capturing the Lake and Hill Country beauty as a backdrop was always a must. But this also led to many challenges, as we encountered wind, mowers and blowers everywhere, and the sun was often never where we needed it to be. Audio quality was also our weakness at the start. And all of this was before we even began to edit the many takes required with our amateur www.clubandresortbusiness.com
Customer Spotlight Club Name:
Conway Farms Golf Club
Member Made Reservations in ForeTees: 92% Members logins through the App: 91%
ForeTees Systems Used:
App, Website, Dining, Simulator, Golf & Caddie Management
ForeTees is the connective tissue between the Conway Farms membership and staff. Fully integrated between golf, dining, the app and website, the ForeTees language is instrumental with our Club’s success – communication, ease of use, and most important – exceptional customer service. No call or email goes unanswered within minutes. ForeTees is our one stop shop for all things Conway Farms. - Robin Martin, Operations Director
Club Software Made Simple Reservations Tee Times, Dining, Tennis, Pickleball, Simulators, Fitness and more.
Member and Staff Apps Easy Reservations, Food Ordering, Push Notifications, Club Branding and more.
Club Management Point of Sale, Financial Reports, Member Reports, Banquet Events and more.
Website and Communication Member and Public facing website, email campaigns, custom designs, and more.
www.foretees.com
sales@foretees.com
MEMBERSHIP + MARKETING
“What’s Rockin’ at The Club” video segments are posted regularly on The Club at Horseshoe Bay website by a membership and communications team that has developed new skills and efficiencies as the production process has evolved.
We started out trying to produce a new “What’s Rockin’” segment with a final length of 8 to 10 minutes every two weeks. But that just became too much. After 18 months of being in the clubvideo business, our team is now seamlessly producing a monthly video, four to five minutes in length and with a script designed in a news-style format. This has reduced overall production time from a total of 24 hours to less than 12 hours. Through the trials and tribulations, the writing, production, line delivery and editing, we have become remarkably more efficient. In addition to a notable time reduction, we have purchased a few production tools to assist with the audio and editing process. We are still considering upping our game and making an investment in quality microphones. The production tool was, and still is, simply using an iPhone. STEPS AND MISSTEPS The intent of the “What’s Rockin’” videos is not to be perfect; it is to be authentic. We fumble lines and still use them. We sweat in the summer and are cold in the winter. We just do it all with member satisfaction at the forefront. We even put together a bloopers reel, which was released this past January 1, that captured our stumbles, but also showed our ability to laugh at ourselves and each other. Over time, though, we have all improved, and our team members have developed an added skill to list on their resumes. And because the team has collectively become experienced in the many production roles involved with producing the videos, “What’s Rockin’” has evolved into a resourceful, personalized and popular medium for delivering property-wide information. 12
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Here are the some of the other industrious teammates at Horseshoe Bay, and how they have been involved with helping to develop our video series as an effective new way to communicate and care for one of the largest membership bases in the country at a vibrant, full-amenity resort and club. • With no previous experience in this arena, Sales and Marketing Coordinator Payton Peril learned from online resources how to edit the videos and became the mastermind behind pulling everything together. • Sales Manager Christian Perez possesses quite a sense of humor that frequently leads to video highlights. He now has his own fan club as a result, and when he’s touring the club with prospects, members enthusiastically acknowledge scenes from the video and give him, and the prospective member, a warm greeting. • Member Service Manager Amber Dorsey, who has spoken to members for years about various club services, is now greeted with excitement by those who know her better after seeing her frequently in video segments. • Club Concierges Carrie Young and Gabriela Rios, who thought they joined
On-site locations are used for the video segments, to fully showcase the Lake and Hill Country features of the Horseshoe Bay property.
the team to serve members behind the scenes, have become celebrities as a result of their video appearances. • Our progress with heightened member communications also resulted in bringing on Katie Monsen in a brand-new position, Communications and Social Media Coordinator. With Katie’s contributions, maybe we can reduce our 12 hours of production to 10. We can do it! • Then there is Alexandrea Drees, Assistant Director of Membership. No one knows the club business like Alex, who along with Christian has led the team to several record-setting sales months already this year, including over 200 new members in the past two months. Astounding. KEEP ON ROCKIN’ Throughout my club career, I have always desired to offer communications through which we could express our enthusiasm for upcoming events. I am a big believer that you must ask members to attend an event, share the details, and not rely on an impersonal poster or e-mail. Our videos have given us this opportunity, and much more. They have been impactful in encouraging members to attend events and patronize our many amenities. The downtime we all experienced at the beginning of the pandemic gave us an opportunity to plan and unveil “What’s Rockin’ at the Club,” and the series will now remain an important and permanent part of our communication efforts. For me personally, the best part is how our new video series has provided a way to look into the camera and convey to members and prospective members the importance of their support, along with our determination to achieve member satisfaction, value, and connectivity. It’s the best way to highlight the “why” for belonging to a club. Stacey Loring Persinger has served as the Director of Membership at The Club at Horseshoe Bay Resort for three years. The full-amenity, waterfront resort and country club is located 45 minutes west of Austin in Texas’ Lake and Hill Country. In the past five years, over $100 million has been invested in restoring and adding new world-class amenities at the property. This year, the club has been celebrating its 50th anniversary.
www.clubandresortbusiness.com
GOLF OPERATIONS
CHARITY BEGINS AT HOME By Rob Thomas • Senior Editor
JOE SUCATO, PGA DIRECTOR of Golf at Esplanade Golf & Country Club in Naples, Fla. is one of many Troon professionals across the country who planned to conduct charitable events as part of the 9/11 Memorial Golf Day recognizing the 20th anniversary of the attacks in 2001. Sucato and his team planned to host a “Beat the Pro” contest. Members and guests would be able to play a predetermined hole—tentatively slated to be the fourth hole, playing at approximately 140 yards—and wager between $5 and $20. Anyone who hit their tee shot closer than the pro would receive double their wager in golf shop credit, while funds will be donated to the 9/11 Memorial Golf Fund. The gravity of the event was not lost on Sucato. “I think it’s huge,” he says. “To be able to help out such a great cause and give back—to me, this seems so small in the grand scheme of things, but every little bit helps. So to be able to participate in and contribute to such a good cause is definitely something we’re looking forward to.” Sucato, who joined the club in May 2021, was expecting more than 100 golfers at the day’s event. He’s only been at Esplanade a short time, but has already experienced members’ generosity. “For our Memorial Day tournament, we did a donation—a 50/50 raffle—that we were able to donate close to $1,000 for Patriots Day and Folds of Honor,” he says. “So kudos to our members for being active and excited to help such good causes when the opportunity presents itself.” Also set to join Esplanade in the format was the nearby Country Club of Naples (Fla.). But they weren’t the only Troon properties planning events to recognize the day and support the cause. Indian Wells (Calif.) Golf Resort planned to donate a portion of the spectator cart rental fee from several events, and the club’s VUE Grille and Bar also planned to have opportunities for guests to donate throughout the 9/11 memorial weekend. Princeville (Kauai) Makai Golf Club in Hawaii announced that $10 from every green fee from 10:30 a.m. to 12:30 p.m. on September 11 would be donated to the 9/11 Memorial Fund. In addition, from 9 a.m. to 1 p.m. a Princeville Makai golf professional planned to lead an on-course “Hit
be able to help out such “ Toa great cause and give back— to me, this seems so small in the grand scheme of things, but every little bit helps.
”
—Joe Sucato, PGA, Director of Golf, Esplanade G&CC
the Green” competition with a $5 minimum donation. All participants would receive a voucher for 20% off golf shop merchandise. In addition, many clubs planned to host raffles on September 11 for prizes such as golf clubs, gift certificates, foursome certificates, etc. with all funds donated to the 9/11 Memorial. “It is hard to believe this year marks the 20th anniversary of the September 11th terrorist attacks,” said Mike Ryan, Chief Operating Officer, Troon. “9/11 Memorial Golf Day is a golf industry-wide fundraiser that we are pleased to support. Funds raised will help these incredible veterans’ organizations execute their missions of honoring the sacrifices and memory of our military members killed or disabled while serving our country since 9/11.” In addition to the 9/11 Memorial Golf Fund, funds raised through the efforts of Troon properties benefitted its founding charities: the Veteran Golfers Association (VGA), David Feherty’s Troops First, The Semper Fi & America’s Fund, Veterans of Foreign Wars (VFW), and The Independence Fund. The 9/11 Memorial Golf Fund was founded in 2021 by several veteran service organizations, including the VGA, VFW, Semper Fi & America’s Fund, Troops First Foundation, and The Independence Fund, in commemoration of the 20th Anniversary of the 9/11 attacks on the United States of America. The group’s mission is to collectively impact the veteran communities as much as possible on 9/11 each year through a series of fundraising platforms, including golf tournaments and partner collaboration.
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CLUB PEOPLE ON THE MOVE
DENNIS BEBUS Interlachen Country Club in Winter Park, Fla., a Platinum Club of America, welcomes Dennis Bebus as Director of Human Resources. Bebus was most recently the Director of Human Resources at Scott Carver Dakota CAP Agency in Shakopee, Minn.
ANDREW BLACK Collier’s Reserve Country Club, a unique and boutique private club in Naples, Fla., welcomes Andrew Black as Director of Golf. Black was most recently the Head Golf Professional at Burlingame Country Club in Hillsborough, Calif.
TODD BOHN Located in the foothills of the Sonoran Desert in Scottsdale, Ariz., and featuring seven signature golf courses, Desert Mountain Club welcomes Todd Bohn as Director of Agronomy. Bohn was most recently the Director of Agronomy at Big Cedar Lodge in Ridgedale, Mo.
SCOTT FORZAGLIA Whippoorwill Club in Armonk, N.Y., welcomes Scott Forzaglia as Executive Chef to bring flair and personality to the diversity of dining experiences at the club. Forzaglia was most recently the Executive Chef at Hampshire Country Club in Mamaroneck, N.Y.
NANCY KENNEDY Reno, Nev.’s newest private social club, The Club at Rancharrah, welcomes Nancy Kennedy as Controller to ensure financial strength and operational efficiency. Kennedy was most recently Controller at Fiddlesticks Country Club in Fort Myers, Fla.
GAVIN LEON Iconic Baltimore Country Club in Baltimore, Md., one of only twelve clubs nationwide to run on two campuses, welcomes Gavin Leon as Director of Racquets. Leon was most recently the Director of Tennis at Marin Country Club in Novato, Calif.
STEVEN MANN, PGA A golf-centric club nearing its 100th anniversary and recognized as a “Top 100” course, The Kittansett Club in Marion, Mass., welcomes Steven Mann, PGA, as General Manager/COO. Mann was most recently a Territory Sales Leader with Parsons Xtreme Golf (PXG) and Head Golf Professional at Wollaston Golf Club in Milton, Mass.
MIGUEL SILVA Located in the heart of Knoxville, Tenn., and embarking on a $9 million reconstruction project, Cherokee Country Club welcomes Miguel Silva as Clubhouse Manager. Silva was most recently Food & Beverage Manager at Fiddlesticks Country Club in Fort Myers, Fla.
Placements made recently by Kopplin Kuebler & Wallace. More Club People announcements are published every other Wednesday on www.clubandresortbusiness.com.
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Steve Alden, General Manager Bright's Creek
Carla Finn, Director of Communications Castle Pines Golf Club
Steven Kurtz, Director of Golf The Oaks Club
Todd Allison, Executive Chef Hideaway Golf Club
Carl Granberg, CCM, CCE, GM/COO The University Club of Milwaukee
Alp Ozsoy, CAM, GM/COO The Ocean Club Community Association
John "Jay" Askew, General Manager Boston Golf Club
Christopher Henninge, General Manager Chagrin Valley Hunt Club
Gary Piotrowski, CAM, PGA-GM, COO Pelican Preserve Community Association
Isaac Cerny, Executive Chef Mariner Sands Country Club
Aaron James, Director of Recreation Kiawah Island Community Association
Donald Smith, GM/COO Myers Park Country Club
Kerry Donohue, CPA, CA Chief Financial Officer Blackhawk Country Club
Brian Kaczmarek, Building & Facilities Manager Brae Burn Country Club
Michael Strain, PGA, GM/COO Dunwoody Country Club
Rick Kimmes, General Manager The Prairie Club
Ward Sutton, CCM, PGA MP General Manager Kent Country Club
Asif Ehsan, MBA, CHAE, Controller St. Francis Yacht Club
GOLF + FITNESS TECHNOLOGY
A COURSE IN TEACHING COURSE MANAGEMENT By Matt Kilgariff, Director of Player Development, The Bridges at Rancho Santa Fe (Calif.)
WHEN IT COMES TO TEACHING course management, knowing your client is critical. Make it your mission to discover who they are when a lesson is booked. A junior, beginner, competitor, etc. all have different needs and goals. Go in knowing what they are. Your students booked lessons with you because they are looking for “something,” and it is up to you to understand what that “something” is before taking them on the course. Your goal is to match your instruction style and technique to meet their needs, and to develop a plan that will help them navigate their way around the golf course in the best way possible. When working with junior and adult beginners, I utilize the Operation 36 program. This is a “learn to play” program that focuses on “playing” golf. Operation 36 is one of the most effective developmental programs that includes the use of technology. It is “play based” with progression through yardages, and offers an easy, effective and efficient way to introduce and guide golfers to and through the game. This program is not overwhelming, making it an excellent choice for these students as it keeps the game simple and requires only a few clubs. Using Operation 36, you will focus your instruction on how best to work around the greens. This lifts the burden of worrying about tee shots and hazards. Begin by helping the student understand why they don’t want to hit into the bunkers or above the pin, as the green speed is much faster putting downhill. This gets them to relax and absorb the concept of why the short game is so important. Start 16
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Play-based lessons are much better than standing on the “ practice tee all day. Your students will gain a greater appreciation of the course, your vision for them, and the game. ” from 25 yards away from the green, and have your student graduate to the next yardage after they achieve a score of 36 or better for 9 holes. Play-based lessons for high-, mid-, and low-handicap players will be somewhat like the junior or beginner student experience. The key difference with this more-seasoned group, though, is that you must understand their current strengths and weaknesses. After you have that information, your students will need your assistance to develop a game plan on how to play each hole. Learning about their shot shape will allow you to map out the course in the appropriate way for them. For instance, if your student is a fader/ slicer (left to right), you will want to tee them up on the right side of the tee box and have them aim down the left side of the fairway, thus opening the entire fairway to them. You will do the exact opposite for the player who hits a draw/hook (right to left). When approaching a green, you want your player to learn to play to their strengths. Remind them that the flag is not always the target. The center of the green is always a good option. On a par 5, players need to understand how to lay up to their favorite distance for their next shot. The only time you might not want them to do this is if there is a hazard in that area. If this is the case, play short of the area or past it, to take it out of play. The
better the player, the smaller the target area can be. Encourage each student to play to their level and not try to be perfect. Around the green, remind your students to play wisely, by trying to give themselves the chance to make a putt for a birdie or par or to save bogey. The shot they never want is the same shot they just had. If they are in a bunker, they want to make sure to get out. If they are chipping, the goal is to get it on the green. This is how scores start to drop and players become more consistent. One of my favorite resources on course management is the book “Playing Lessons” by Butch Harmon. It takes you through an adventure over 18 of the greatest holes in golf with a high-, mid-, and low-handicap player. Throughout the book, Butch explains how each level of player should play the hole, and why. It’s a very interesting read. Remember, play-based lessons are much better than standing on the practice tee all day. Immerse yourself in your element by getting out to enjoy teaching on the course. Your students will gain a greater appreciation of the course, your vision for them, and the game. Matt Kilgariff is a PGA professional who spent much of his career working for Butch Harmon and the Harmon Family. He is currently the Director of Player Development at The Bridges at Rancho Santa Fe in Rancho Santa Fe, Calif. Prior to joining The Bridges, Kilgariff was Director of Player Development at The Olympic Club in San Francisco. Matt has also been part of TaylorMade’s National Advisory Staff since 2012. www.clubandresortbusiness.com
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GOLF + FITNESS TECHNOLOGY
MEETING THE NEW REALITIES OF STAFF MANAGEMENT By Keke Lyles, Director of Fitness and Recreation, The Bridges at Rancho Santa Fe (Calif.)
WITH BUSINESSES STILL STARTING TO re-open as we come out of the pandemic, one of the greatest challenges that many now face is hiring staff. In the hospitality space, this need is even greater and the challenge to find the right people—or any people for that matter—is proving to be a huge barrier. The days of posting an open position and sorting through ten highly qualified applicants are simply behind us. But if you are willing to be creative in how you think about the people and positions you now have, as well as those you need to fill, there is an opportunity to build a more robust staff that can serve members and guests in new and effective ways.
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NEW HOLES TO FILL When I first started to hire staff members, I would simply post the duties and requirements and sit back and watch the applicants roll through. I would usually get five to ten really good candidates who I would have to vet and narrow down to hire for the position. In spring of 2021, however, I tried that same strategy and not one applicant met the basic requirements. We didn’t know it back then, but we were at the genesis of this great labor shortage. I believe the times have changed from having an open position and filling that role, to first taking a step back and looking at the people you have, understanding their strengths and weaknesses, and then finding new employees with complementing strengths. Consider what we have gone through as we’ve come out of the COVID shutdown. Most clubs have been getting by with a staff that’s been willing to do whatever it takes to get the job done. This has meant your staff has had to wear many hats around the club. During a massive uptick in club usage, the staff members who were there have stepped up in huge ways to serve members’ needs. And there are many people working in the industry whose job responsibilities now have very little to do with their job titles. The upside of this expansion of job responsibilities has been that some employees have found they have a new passion or can excel in new areas they previously didn’t think of. But on the other side, some employees have found some of what they’re now asked to do to be draining and unenjoyable. As a club manager or director, it is our job to understand the current demands that are placed on our staff, and then to understand their level of satisfaction with their new roles. As clubs sort through this labor shortage, it is imperative to remain supportive of your current staff. Empower them and give them an opportunity to grow. And consider how we can keep our current employees satisfied and rewarded for their hard work. This might mean listening to their needs and desires about what it is they want to be doing. It might also mean transitioning roles or having a part-time employee move up into a full-time role. Our willingness to listen and hear what our current staff desires will result in a workforce that is motivated and understood, and the end result will be a better working environment and better service. Giving an opportunity to grow further in their career to the members of your current staff who have demonstrated they are willing to work hard and do whatever it takes to get the job done might be the best investment you can make. www.clubandresortbusiness.com
PUTTING THE PERSON FIRST While analyzing your assets among current staff members is an important first step, it will not solve the problem of hiring new staff. As that need now arises in the current environment, the best approach is to find qualities in a person that you want to add to your staff, and then to find the right position or give them the right responsibilities that matches those qualities. We will need to leave behind any preconceived notions of what we think “the job” requires. One of the most important aspects of hiring new staff is spending time with them and understanding their motivations and what they are passionate about. If you simply hire based on filling an urgent need, you will likely end up having to rehire for that position much sooner than you think. For instance, if there is a desire among members to add a new group fitness class, such as kettlebell cardio, I would start by putting out a group fitness instructor posting—but when interviewing possible candidates, I would spend most of the time listening to the subjects that motivate them to be their best. What is it they are most passionate about, and what are their goals? If this candidate has the right personality to fit in with your current staff, you are most likely better off hiring them and letting them take ownership of a new group-exercise class that really focuses on biomechanics and teaching how to move properly. And then providing them with a space to educate on sleep and nutrition, and how members can work with them to improve those
“The times have changed from having an open
position and filling that role, to first taking a step back and looking at the people you have, understanding their strengths and weaknesses, and then finding new employees with complementing strengths.
”
areas and their overall well-being. The end result is that the club ends up with a highly motivated employee who is very passionate about what he or she is doing— but more importantly, is supported and empowered to implement those passions. So when you do have an opportunity to hire new personnel, strive to find someone whose strengths will only add to the effectiveness of the staff you currently have in place. Be open-minded and worry less about hiring for a specific position, and spend more energy on hiring the right people and assigning the right responsibilities to them. 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 at Rancho Santa Fe.
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» SYCAMORE HILLS GC
LIVING LARGE AT SYCAMORE HILLS GC
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A smaller market hasn’t held the Fort Wayne, Ind. club back from thinking big when it comes to member reach, amenities and services. By Joe Barks, Editor
FORT WAYNE, INDIANA is by no means a small town—it’s the second-largest city in the state and 75th most populous in the U.S., with just under 300,000 in the city proper and over twice that in the surrounding combined statistical area. It’s been designated as an “AllAmerican City” in several years (most recently in 2021), has revived its downtown, and has successfuly diversified a local economy that was once heavily dependent on manufacturing and the auto industry. While the Fort Wayne area also has several well-established golf and country club options, however, it’s not necessarily front-of-mind when thinking of notable club markets, even for those who work within the industry. For example, when Anthony Capua was considering options for taking his first Executive Chef position at the start of 2020, his strong resume, after gaining experience at prominent Florida properties (Fiddlesticks Country Club and Hammock Beach Resort), led to a number of choice opportunities in culinary centers such as Seattle and Washington, D.C. In addition, Capua was extended the oppportunity to become the Executive Chef of Sycamore Hills Golf Club in Fort Wayne. And despite the lower profile and recognition factor that the city, market and club had—both for Capua, and among those he sought out for counsel about the best place to make his next move—there was something from the start of his exposure to the Sycamore Hills property and position that still made him think it could be the right place for him to pursue his career goal of “competing with the best.” www.clubandresortbusiness.com
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» Sycamore Hills GC
Head Professional Tim Frazier, PGA, has anchored Sycamore Hills’ golf program since 1999, and was out front in developing a robust Golf Academy facility (above left) shortly after he arrived that continues to be enhanced. The club’s pro shop showcases four vendors on a seasonal basis while also emphasizing logo’d items, and an online program was launched this fall for customization of an expanded line of brands.
That impression came in large part from what Capua learned during his interview process about the history of Sycamore Hills, the makeup of its current ownership and management team, and the plans for its future direction. FAMILIAR START The club’s origins do have the stuff of a “small town” story; it was founded in 1989 by a local businessman, Jim Kelley, who was best known for his car dealerships. He turned his interest in golf into the development of three local courses, with the plum of the portfolio being Sycamore Hills and its Nicklaus Signature Design course, which Kelley and his son Tom created with the idea of bringing a championship-level golfing experience to Fort Wayne. The Kelley family continued to own and operate Sycamore Hills into the new millennium, but after Jim Kelley’s death in 2005, a
sale was explored. That raised concerns among the membership that the property could be sought by golf management firms or other buyers that might look at the vast and lush property (the golf course alone has 230 acres of maintained turf) as a prime target for development. (The club is adjacent to a separate, unrelated Sycamore Hills development, but only a small percentage of members live in that community.) That concern led to the formation of a member group that bought Sycamore Hills from the Kelley familiy. After several years under member ownership, however, needs arose for the club to look at major renovations of the golf course, clubhouse and other facilities, and not everyone in the membership group had the same appetite for making those investments (Sycamore Hills has maintained a history of not imposing any capital or operating assessments on its membership since its earliest years).
AT A GLANCE:
Sycamore Hills Golf Club Fort Wayne, Ind.
Founded: 1989 Ownership: Privately Owned Members: 281 Golf, 177 Social Golf Course Architect: Jack Nicklaus Signature Design Annual Golf Rounds: 16,000 General Manager/COO: Christopher J. Hampton Head PGA Professional: Tim Frazier Course Superintendent: John Thompson Clubhouse Manager: Alfredo Hildebrandt Executive Chef: Anthony Capua
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B T
C m o
Four members of the original ownership group then bought out the others so the club could move forward with needed projects. The principal owners are now two brothers, Rick and Marty Rifkin, who led the growth of Fort Wayne-founded OmniSource into one of North America’s largest processors and distributors of scrap metal (it was acquired by Steel Dynamics in 2007, and now operates as a wholly owned subsidiary). The Rifkins spend part of the year in Florida, where they are members of several prominent, high-end clubs. But they are at Sycamore HIlls for most of the summer season as involved, hands-on owners—but not heavy-handed ones, Rick Rifkin makes clear. “My brother and I are here almost every day, but we’re a ‘committee of two,’ and that’s pretty much all that we think is needed in the way of involvement from the ownership and membership in daily operations,” says Rick Rifkin. “We certainly solicit input regularly from other members and occasionally may have some focus groups, but we don’t have a formal committee structure and we leave the operating decisions to the professional staff. We’ll be there to remove obstacles when needed, but our main purpose is to provide direction and then let [management] carry it out.” The Sycamore Hills management team is currently led by General Manager/COO Chris Hampton, who arrived in Fort Wayne at the start of 2019.
With insight into club management that extends through four generations of his family and stops during his own career at prominent properties including Oakmont CC and The Country Club, GM/COO Chris Hampton has found a refreshing difference at Sycamore Hills.
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» GIANTS RIDGE
Led by Course Superintendent John Thompson (right), the Sycamore Hills course maintenance team cares for 230 acres of turf, including 30 acres of fairways, and 129 bunkers. Topdressing the fairways alone calls for 1,500 tons of sand each year.
He brought with him not only the insight gained through career experience in larger markets such as Pittsburgh (Oakmont CC) and Cleveland (The Country Club and Lakewood CC), but also the unique perspective that comes from representing the fourth generation of his family to work in club management. And even with all he’s seen, done, and heard about at the dinner table through the years, Hampton has found the prevailing winds in Fort Wayne to be especially refreshing. “Working for a small ownership group, we can move quickly on projects, because there isn’t a lot of red tape to get through,” he says. “There is trust and belief in our leadership team, and they give us the tools to succeed.” FINDING A BALANCE Those projects have included the construction and operation of two on-site cottages that have helped Sycamore Hills establish and build up a national membership category while also providing a unique amenity (and generating some lodging revenue) as members use them for themselves or for guests. Sycamore Hills has also raised its profile by hosting Web.com Tour events (the Hotel Fitness Championship) and various college conference, state amateur, and USGA and PGA qualifiers and tournaments. Through aggressive merchandising in its pro shop, the club 24
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is also big on promoting special logo’d items to its membership (“We want a lot of shirts out there, so people will come up and say “Sycamore Hills? I’d love to play there,” says Rick Rifkin.) And that will be further enhanced as the club starts participation this fall in an online program that will greatly expand the possibilities for customized items of in-demand brands. Prominence for Sycamore HIlls has also come from its annual $800/plate fundraiser for the Blessings in a Backpack charity, which has brought a steady stream of celebrity chefs to Fort Wayne, starting with Charlie Trotter in 2008 and since including Cat Cora, Michael Symon, Rick Bayless, Marcus Samuelson and many others (an impressive display of signed chef coats hangs in the clubhouse hallway). And this year the club introduced an innovative “Battle of the Chefs” concept (see pg. 58 of this issue), pitting Capua’s culinary team against one from Fiddlesticks CC in Florida, that set off a buzz not only among the membership and local area, but throughout the club industry. But while all of these efforts bring recognition to Sycamore Hills, the club is also careful to make remaining an intimate and special setting for members a priority. It limits outside outings to just four a year and does not allow any between Memorial Day and Labor Day. It also focuses its food-and-beverage operation heavily on a la carte and special events for members, minimizing weddings and banquets. www.clubandresortbusiness.com
Clubhouse Manager Alfredo Hildebrandt and Assistant Clubhouse Manager Maria Santel direct the front of the house for a culinary program that focuses on a la carte service and special events for members.
“The vision for everything we do is as tight as it’s every been; it’s really focused now on always offering something special for members in a golf club setting,” says Head PGA Professional Tim Frazier, who’s experienced all of the transitions in ownership during his 22 years with the club. And on the culinary side, Executive Chef Capua is convinced that he not only made the right choice for himself in coming to Fort Wayne, but that the industry has taken notice of where he now is, too. “We’re getting the club’s name out, and people see that it’s a place where we can do everything that can be done in larger markets,” he says. C+RB
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DESIGN + RENOVATION
Warming Up to the
Task
Club fitness centers are flexing their muscles with revamped spaces for group-exercise classes and private training that also accommodate social-distancing concerns. By Pamela Brill, Contributing Editor
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SUMMING IT UP > Increased programming for > >
group fitness and private training prompts the need for more space. Additional square footage creates room for new equipment and plenty of space for gym goers to spread out. Adjacent amenities like grab-andgo food and beverages, as well as proximity to outdoor patios, help to round out a full-service fitness package.
Photo Courtesy Sugar Creek CC
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DESIGN + RENOVATION SCIOTO COUNTRY CLUB Columbus, Ohio
“Our facility has the space to accommodate large
groups of members at any time and still have comfortable distancing between members. The size of the rooms allows for small groups to work out together, keep social distancing and have our staff continue to train individuals.” —Greg Wolf, CCM, CCE, General Manager/Chief Operating Officer
REVITALIZING EXERCISE SPACE doesn’t just benefit the members who use it; it also positions a club to be a top performer and gives a shot of adrenalin to overall operations. As member demand surges for fitness programming, facilities are incorporating more functionality into these spaces and expanding their amenities to provide users with a complete workout.
Scioto CC’s two-level fitness facility includes a market area with a graband-go kitchen stocked with breakfast sandwiches, energy drinks and other refreshments, and a sitting area. 28
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FORWARD-THINKING APPROACH With 435 of its 1,100 members incorporating exercise into their regular routines, the need for more space in the fitness center at Scioto Country Club in Columbus, Ohio, became imminent. But what to do with the club’s tennis complex that was part of the original layout? General Manager and Chief Operating Officer Greg Wolf, CCM, CCE, recounts the laborious planning process for revamping a facility that resulted in an entirely new direction. “We spent nearly two years trying to develop expansion plans to incorporate more space, spa facilities and improved room—but each time, it impacted the [aquatics and tennis complexes] adjacent to the fitness center,” Wolf says. After attempting a series of trialand-error solutions, the club ultimately decided to integrate platform tennis into the new design and create a two-level, 13,500-sq. ft. structure that encompasses additional amenities. The upper level of the fitness facility has three primary workout zones. The first is made up of strength and aerobic equipment, including treadmills, bikes, cross-trainers and rowers. The middle section houses a functional training area, featuring 800 sq. ft. of turf designed for resistance training, stretching and functional training, while the third
area includes a custom standing rig, strength-training equipment and plateloaded weight stations. A grab-and-go kitchen, stocked with breakfast sandwiches, energy drinks and other refreshments for refueling, includes a sitting area where “a member can catch up on their e-mails or start the day by getting their calendar in order,” notes Wolf. The lower level houses two locker rooms, along with saunas, steam rooms, private showers and access to a massage area. A Pilates reformer room and two 750-sq. ft. group-exercise rooms, with doors that open to outdoor patios, are also on this floor. Built into the hillside, four platform tennis courts are attached to the patios, while an adjacent lounge and bar area accommodates up to 30 players. The patios offer year-round versatility, Wolf points out, with outdoor exercise classes, yoga and functional training held there in the summer, and firepits and cozy seating for platform tennis players coming in useful during the colder months. To provide a safe environment for all types of workouts, Scioto’s fitness facility has been outfitted with a variety of flooring styles: from a two-layer, soundabsorbent surface on the main exercise floor, to cushioned vinyl in the group exercise/Pilates studio. Aerobic equipment with high-definition screens and www.clubandresortbusiness.com
MASTER PLANNING
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INTERIOR DESIGN
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Echo Lake Country Club Westfield, NJ
Ridgewood Country Club Paramus, NJ STUDIO JBD & JEFFERSON GROUP ARCHITECTURE Peter Cafaro / PCafaro@JBDandJGA.com / 401.721.0977
DESIGN + RENOVATION
THE CLUB AT NEVILLEWOOD Presto, Pa.
“Fitness at 18 is an all-encompassing fitness center for
all levels of fitness. The open floor plan indulges sparkling sunlight and breathtaking views of the greens, as well as the flowing waters and a glorious pond full of wildlife.” — Richard W. Naumann, CCM, CCE, General Manager/Chief Operating Officer
Wi-Fi connectivity let members access streaming workouts, as do the groupexercise rooms containing customizable music systems. With ample space for fitness fanatics, Scioto’s new facility hosts multiple classes simultaneously—a tremendous benefit during the past year’s pandemic-restricted workouts. Thanks to a flexible design, the club was able to pivot and use its group-exercise rooms as private training rooms. “The size of the rooms allowed for small groups to work out together, keep social distancing and have our staff to continue to train individuals,” says Wolf. Reservation systems were instituted, as were the number of people permitted to use the facilities at any given time. In addition, rooms were cleaned hourly, which required sanitization to be factored into the room-usage schedules. Since restrictions have been lifted, Scioto has resumed regular operations 30
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and neither reservations nor room limitations are necessary. “Our facility has the space to accommodate large groups of members at any time and still have comfortable distancing between members,” says Wolf, adding that users continue to be monitored, in the event that contract tracing is again required. FIT AND FOCUSED Golfers wrapping up their game may be tempted to check out Fitness at 18, a new facility overlooking the 18th hole at The Club at Nevillewood in Presto, Pa. After opening its doors in August 2020, the 5,500-sq. ft. facility has been a hubbub of activity from the get-go, offering members more than just a place to work out. The location for the new facility takes advantage of the club’s lush surroundings—a notable selling point for current and prospective members. “The open floor plan indulges sparkling sunlight
and breathtaking views of the greens, as well as the flowing waters and a glorious pond full of wildlife,” says General Manager/COO Richard W. Naumann, CCM, CCE. Upon entering, visitors are immediately greeted by fitness staff and invited to relax in one of two seating areas, where they can socialize with fellow members or enjoy a protein shake. The seating area leads to cardio row, which is outfitted with bikes, stepmills, ellipticals and treadmills. Downstairs leads to a fitness center containing a functional 360 rig, more treadmills and rowers, along with free weights, cable-cross stations, weight balls and other equipment. A groupfitness studio is used for body-sculpting classes, yoga, Pilates, spin classes, dance classes and private training, while a 10 x 12 treatment room is dedicated to massages. “Fitness at 18 is an all-encompassing fitness center for all levels of fitness,” notes Naumann. To create a secure environment for Nevillewood members, the center has been constructed with rubber flooring chosen for its safety, durability and sound-deadening qualities (tall, vaulted ceilings also help to reduce the noise level). A wireless sound system pipes background music throughout the center, and cardio machines are equipped with television/entertainment systems for on-demand programming. An automatic lighting system, another key component of the fitness center’s design, is a key energy-savings feature. When weather permits, studio-based classes are held on the outdoor patio, just off the fitness center and overlooking the golf course. During the height of the pandemic, group classes were offered via Zoom to appeal to housebound members. “Our Fitness at 18 team made biweekly fitness videos, which were posted online and e-mailed to members,” adds Naumann. Because the center was unveiled during COVID, all equipment was spaced six feet apart from the start. As the pandemic persists, Naumann asserts, the same plan is in place to keep www.clubandresortbusiness.com
SUGAR CREEK COUNTRY CLUB Sugarland, Texas
“The improvement was
a complete remodel and expansion of an original 2,200-sq. ft. space that was poorly designed and in dire need of upgrades.” — Gordon Wagner, CCM, General Manager/Chief Executive Officer
members safe and the facility sterile. SWEETENING THE DEAL At Sugar Creek Country Club in Sugarland, Texas, the demand for increased health and wellness programming was the driving factor for an expanded fitness center. “The improvement was a complete remodel and expansion of an original 2,200-sq. ft. space that was poorly designed and in dire need of upgrades,” says General Manager/Chief Executive Officer Gordon Wagner, CCM. The renovated space, opened to members in April 2019, boasts an expanded group-exercise studio and new high-intensity workout studio. Set against the backdrop of the club’s pool and golf-practice area, the
1,600-sq. ft. fitness center now houses 30 pieces of new equipment, consisting of cardio and strength/conditioning machines. A 600-sq. ft., high-intensity workout studio contains a wall system for functional training, while a 700-sq. ft., multipurpose exercise studio is used for group and private instruction. Other areas of the fitness center include renovated Jack and Jill restrooms, showers, office spa and a 500-sq. ft. kids’ zone. To provide adequate accommodations for gym goers, ceiling heights were raised to 14 feet throughout the primary fitness area. New lighting, HVAC and sound systems were installed, along with customized music and thermostat controls. Electronic window treatments
Set against the backdrop of the club’s pool and golf practice area, Sugar Creek CC’s remodeled 1,600-sq. ft. fitness center now houses 30 pieces of new equipment and several specialized studios.
provide a modern touch, while a new security system features individual key fobs issued to each member. Each space also warranted its own flooring style: rubber in the primary fitness area; artificial turf and rubber for the high-intensity workout studio; and vinyl plank flooring for the exercise studio. With a tremendous boost in the overall fitness footprint, Sugar Creek has been able to bolster its programming accordingly. The group-exercise studio can now accommodate private and group classes of up to 25 students, and the high-intensity workout studio can host circuit training classes of up to 10 students. The expanded space also proved its worth last year when restrictions were enforced. Indoor classes were limited in size and group classes were moved outdoors. “Cardio, strength and conditioning equipment was limited to 50 percent usage—every other piece was not available—in order to maintain socialdistancing protocols,” notes Wagner. In addition, fitness-center staffing increased to take on additional cleaning and sanitizing duties, with facilities shutting down two hours daily for deep cleaning. While Sugar Creek does not have any current restrictions in place under Texas law, the club is prepared to adjust its protocols as needed. C+RB
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DESIGN SNAPSHOT
A ROOM WITH
AN OCEAN VIEW
To better showcase its seaside surroundings, Sea Cliff YC gave its outdated dining room a dramatic transformation. By Pamela Brill, Contributing Editor
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During the initial downtime posed by the pandemic, when clubs were not bustling with their usual activity, some long-postponed renovation projects returned to the forefront. Such was the case for Sea Cliff (N.Y.) Yacht Club, where a dining facility underwent a décor update—with new lighting, carpet, window treatments and artwork—that better complements its picturesque surroundings on the North Shore of Long Island. “We did not have any plans to do any capital improvements, but our membership rolls had stayed strong, and [so] the board decided to move forward with the project,” says General Manager Charlie Walsh. This past June, the club put the finishing touches on improvements made to its 2,500-sq. ft. member dining room for just under $40,000—and just in time for the summer season.
ENHANCING THE ‘WOW’ FACTOR Just off the Long Island Sound, Sea Cliff YC has been a second home to seasoned sailors and landlubbers alike since 1892. To keep up with members’ expectations www.clubandresortbusiness.com
The upgrades to the Sea Cliff dining room included a new, beach-inspired color palette of soft blue and sand, and a custom-made French chandelier fashioned from 35 arms of nautical rope.
while preserving the facility’s rich history, the club engaged Rebecca Goodman of Lola Tucker Interior Design to reinvent its dining room. “We had to be careful to honor the club’s past, while helping to create a more modern, timeless vibe,” says Goodman. “We created a chic and elegant space without taking away from the star of the show: the picture-perfect view of Hempstead Harbor.” The dining room itself, which seats up to 150 guests, boasts easy access to the kitchen, pool area and adjacent 1,000-sq. ft. bar. Primarily used for member-only dining both inside and outside, a set of double doors can be opened to a deck when weather permits. While no major structural changes took place during the dining room’s renovation, the existing layout was updated from top
Design Snapshot
to bottom. The previous color palette of maroon and gold was swapped out in favor of beach-inspired hues. A newly painted accent wall, now awash in a soft blue, balances out the remaining walls in a sandy hue, designed to evoke the beachfront and water just outside the dining-room doors. To further the nautical motif, light-brown steel beams running down the center of the room were repainted in matte black, “to mimic the bottom of a ship,” notes Goodman. Underfoot, a maroon rug with gold stars and gold rope detailing was replaced with sea-blue carpeting, while paintings of boats add to the seascape look and feel. But perhaps the greatest focal point is the dining room’s custom-made French chandelier (see photo above). Fashioned from 35 arms of nautical rope, it purposefully anchors the room and draws the eye upward to the St. Tropez-print, Romanshade window treatments, alluding to the
club’s sailing history. (The original woodcolored blinds with white padded cornices proved to be outdated.) While natural light pours through the windows, additional illumination creates a cozy feel as the sun sets. Outdated and mismatched high hats were replaced with uniform color-temperature LED high hats, while nautical cage lights and black crew pendants serve as decorative lighting. Since the reopening of its enhanced dining space, Sea Cliff has seen a noticeable uptick in catered bookings. While the space has a limited schedule for member dining during the week, Walsh believes the updated décor has also provided members with a new source of pride that they’re eager to enjoy and show off to guests. “Feedback has been very positive both from members and prospective catering clients,” says Walsh. “Most really love the new look.” C+RB
SEA CLIFF YACHT CLUB Sea Cliff, N.Y.
Interior designer: Lola Tucker Interior Design Paint: Smoky Blue and Sand Beach from Sherwin-Williams Lighting: C handelier from Home Art Paris; Cage lights from Visual Comfort; Pendants from Hinkley; LED high hats from Standtech Electric
Sea Cliff YC has seen an increase in catered bookings since reopening its enhanced dining space.
Carpeting: Innovative Flooring and Design Wall art: Nautical art from Leftbank Art Window treatments: St. Tropez Print from Lee Jofa
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COURSE + GROUNDS
HIGH WATE The redesign and renovation of a classic public golf course in Denver has brought stormwater mitigation to the city, improved playability for golfers, and created maintenance benefits for the staff. By Betsy Gilliland, Contributing Editor
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TER MARKS ANYONE WHO THINKS A GOLF course can be a drain on a community might want to reconsider. Or take a good look at the City Park Golf Course in Denver, Colo. In a three-year endeavor, the 18-hole, 108-year-old public course was the site of a stormwater detention project for the city that has resulted in three primary benefits. The installation of new infrastructure in the heart of the Mile High City has improved stormwater quality by slowing down the water and clearing it of sediment and debris before it flows into the South Platte River. During major storms, the project has provided greater protection from flooding to downtown homes and businesses. And the golf course, which was originally built in 1913 and
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was listed on the National Registry of Historic Places in 1986, benefited from a complete redesign and renovation. “Everything is brand new. There’s not one part of the golf course that isn’t brand new,” says Golf Course Superintendent Colin Murphy. “The golf course was 100 percent redesigned. Everything was relocated. We moved buildings and put in a channel that runs through the golf course. We had to design the golf course around all of that.” In addition, the award-winning project included the construction of a new clubhouse and a new maintenance facility, both of which were relocated on the property. The driving range was also expanded, and a four-hole course was created for Denver’s First Tee program. September 2021
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COURSE + GROUNDS
A half-mile-long, eight-foot-wide channel was built on the City Park course to filter out sediment and debris so it doesn’t flow into the South Platte River, while also serving as a new design element and water hazard. Cattails and reeds were planted along the channel to serve as a six-foot buffer and act as a filter that actually improves the quality of the water that does make it to the river.
INTEREST, INPUT AND IMPROVEMENTS The City Park golf course was selected as the water detention site because it would protect more homes and businesses, reduce the need for private property acquisition, and provide for future stormwater needs. The golf course renovation was also seen as an integral part of the project, to enhance the existing city asset. Guidelines for the redesign were finalized in late 2016 after an eight-month collaboration with representatives from registered neighborhood organizations, community groups, golfers and residents. “[Those groups’] effects are definitely felt,” says Head Golf Professional Susie Helmerich, LPGA. “They wanted a clubhouse where families could have dinner and where people who aren’t golfers feel comfortable. They wanted a full driving range where you can use all the clubs in your bag.” In addition, the city worked closely with the State Historic Preservation Office, to ensure that the redesigned golf course would continue to be eligible for the historic registry. To begin the project, City Park was closed in the fall of 2017. After a soft opening in August 2020, it reopened in September until November. Murphy—who worked at Overland Park, one of Denver’s other seven golf courses, 36
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during most of the renovation—became City Park’s superintendent in June 2020. He was brought on board in time for the last three months of construction, to finish the grow-in and to ready the golf course for play. Helmerich, who is in her third season at City Park, served as the “eyes and ears from the golfers’ standpoint and the golf pro’s standpoint” during the renovation project. She also had input in the design of the pro shop, to be sure the flow allows customers to navigate through the merchandise and to give the staff optimum sightlines from the counter. OUT WITH THE OLD To improve the golf course, the entire layout was bulldozed so it could be rerouted to mitigate the drainage issues. While 256 trees were removed, 760 new trees were planted on the urban, parkland golf course, for a net gain of about 500 trees. In a nod to the history of City Park, holes 3, 4, 5, and 6 of the course were constructed in the footprints of the original second, third, fourth, and fifth holes designed by Tom Bendelow, and the 15th hole was built where the first hole previously was located. The renovation, directed by Todd Scho-
eder, included the creation of elevation changes and the addition of water features to the property as well. One of the most consequential new water features is the half-mile-long, eight-footwide channel that was built to help filter out sediment and debris so it doesn’t flow into the river, while also serving as a design element and water hazard for the course. Cattails and reeds were planted along the channel to serve as a buffer to the waterway and to act as a filter. Because stormwater filters through the natural vegetation and gets greater exposure to sunlight and oxygen in the process, it is actually of higher quality by the time it flows into the river. The golf course now drains through an underground network of pipes that lead to an irrigation pond or to the large permeable concrete basin, or forebay, which also takes in stormwater from the surrounding watershed through a 102-inch diameter pipe. After the stormwater pours into the forebay, it is released slowly within eight hours from the basin into the channel for filtration. www.clubandresortbusiness.com
Before the renovation, notes Murphy, the debris and silt from the surrounding roads and hardscapes that went into the golf course had no way of slowing down before reaching the river. The new detention pond also features a “vault,” where debris that floats into the stormwater system upstream collects in the concrete basin and gets hauled away by city crews. CROWN JEWEL While integrating stormwater detention into a golf course is a common occurrence, turning City Park GC into a stormwater detention site is not the only benefit that has resulted from the renovation project. The City Park maintenance department has gained advantages as well. The renovation included the installation of a new flow-managed irrigation system, new USGA bentgrass greens that replaced pushup poa greens, and a mix of bluegrass and rye-
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When people think of Colorado, they think of hiking, mountain biking, or skiing. But golf is becoming part of the conversation, and that includes the affordable golf courses in Denver. — Susie Helmerich, LPGA, Head Golf Professional
grass in the fairways, tees, and rough. The bentgrass greens are more droughttolerant, requiring fewer applications of water and fungicides, Murphy says. Before the renovation, City Park also had a mix of ryegrass and bluegrass in the fairways, tees, and rough, he adds, but the old grass was replaced with a newer variety that is more salt-tolerant. The golf course also uses reclaimed water, which is more cost-efficient and environmentally friendly. As an added bonus, the channel attracts
”
egrets, herons, and other waterfowl, and the buffer zone has become a wildlife corridor for foxes and deer. The waterway has also become a low-maintenance area for the grounds crew. “We don’t touch the six-foot buffer all the way around the channel,” Murphy says. “The wetlands area around the edge of the channel is the best water filter out there.” When grounds crew members wash their equipment, grass clippings are recycled and organic matter is removed. “With anything that comes off the parking lot or
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COURSE + GROUNDS
City Park’s new clubhouse was relocated to a central location on the property, and its floor-to-ceiling windows now offer panoramic views of the Denver skyline and the Rocky Mountains, along with optimal sunset experiences. Input from neighborhood organizations and community groups was used to make sure the clubhouse would also have appeal as a place where “families could have dinner and where people who aren’t golfers feel comfortable,” says Head Golf Professional Susie Helmerich.
maintenance facility, the water is filtered before it enters the stormwater system,” says Murphy. All eight of the golf courses in the Denver system are certified as Audubon Cooperative Sanctuary Program properties, so sustainability has long been practiced at the facilities. The City Park staff uses a GPS spray system for its herbicide and fungicide applications, and the weather station helps the staff estimate evapotranspiration (the sum of water evaporation from soil and water transpiration through plants) each day.
Golf Scorecard
CITY PARK GOLF COURSE Location: Denver, Colo. Website: www.cityofdenvergolf.com Year Opened: 1913 Type: Public No. of Golf Holes: 18 Course Designer: Original design - Tom Bendelow; renovation - Todd Schoeder Fairways: Mix of bluegrass and ryegrass Greens: Bentgrass Golf Course Superintendent: Colin Murphy Head Professional: Susie Helmerich, LPGA Honors and Awards: The renovation received the 2019 American Society of Golf Course Architects Environmental Excellence Award and the 2018 American Society of Golf Course Architects Design Excellence Award.
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In-ground as well as hand-held moisture sensors help the grounds crew monitor irrigation needs. While the in-ground sensors offer “readings 24/7,” says Murphy, crew members can “pick their spots on the greens” with the hand-held sensors. Other eco-friendly changes at City Park that were part of the renovation include electric golf cars for players to use, and solar panels that were installed on the roof of the new state-of-the-art maintenance facility, to offset the electricity that is used to charge the golf cars. City Park is the only one of the city golf courses that has solar panels, Murphy notes. A “SHINY NEW CROWN JEWEL” Of course, the renovations have resulted in improved playability as well. City Park, which reopened this season in May, is “the shiny new toy in town,” Helmerich says, and also “the crown jewel of Denver’s public golf course system.” Golfers have taken notice, and since the course has reopened, they generally have needed to schedule tee times two weeks in advance. Helmerich credits the grounds crew with keeping the course in top condition. “As a public golf course, we get lots of ball marks and divots, but the maintenance staff takes care of them and makes sure the greens are in great shape,” she says. The renovated course has wider fairways, and avid golfers can now also sharpen every facet of their game on the new full-sized practice range. The previous range was
designed for iron use only, and golfers had to hit off mats. “Playing conditions have improved tremendously,” says Murphy. “The redesigned greens and bunkers are better.” When they were relocated, the new clubhouse and the new maintenance facility were built in the center of the property. Although the maintenance facility previously was in the middle of City Park, the clubhouse was moved from a corner in the lowest point of the property. The two buildings now share a parking lot as well. With its floor-to-ceiling windows, the clubhouse offers panoramic views of the city skyline and the Rocky Mountains, as well as “some amazing sunsets,” says Helmerich. Community outreach efforts include First Tee programs, which serve more than 10,000 junior golfers. In addition to the four-hole course, First Tee facilities at City Park include a conference room and a classroom in the new clubhouse. Murphy is involved with the program, speaking to the kids and instructors several times a year to help encourage interest in the golf profession as well as the game. “All of the golf courses have First Tee facilities, but City Park is the home base,” he says. Helmerich supports First Tee as well, and City Park’s assistant golf pro, Chris Hamilton, is one of the First Tee coaches. ‘GOLF FOR ALL’ In addition to all of the stormwater benefits that the renovated golf course www.clubandresortbusiness.com
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brings to the city, it offers vital recreational opportunities to visitors and residents. “We strive to provide golf for the masses. We’re very affordable,” says Murphy. “But at the same time, we produce high-end, quality playing conditions that compete with other golf courses. We are golf for all.” Helmerich believes the renovated course will help to grow the game and reach a wider audience. “We really try to make it inviting and welcoming to the city as a whole,” she says. “I always take people through the clubhouse and tell them, ‘You have access to all of this.’” Although it has a modern, sleek design with its floor-to-ceiling windows, the clubhouse also features wood, stone and metal materials.
We strive to provide golf for the masses. We’re very affordable. But at the same time, we produce high-end, quality playing conditions that compete with other golf courses. We are golf for all.
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- Colin Murphy, Golf Course Superintendent
“The new clubhouse has been open for almost a year,” says Helmerich. “It has been fun to have people come back who used to play the old golf course.” The facility also preserves City Park’s past with a history wall and mural in the foyer. “It has sliding panels of the old golf course, the old clubhouse, and former guests,” says Helmerich. “There are a lot of transplants in Denver, and they don’t know the history of the course.”
The views bring a variety of people to the golf course as well, she adds. “A lot of people who aren’t golfers like to stand on No. 1 tee and take pictures,” she says. And Helmerich believes City Park is starting to make a lasting impression on golfers. “When people think of Colorado, they think of hiking, mountain biking, or skiing,” she notes. “But golf is becoming part of the conversation, and that includes the affordable golf courses in Denver.” C+RC
SHADE PRODUCTS & CUSHIONS FOR EVERY LOCATION, BUDGET AND DESIGN FLEXIBILITY IS OUR GREATEST STRENGTH™ September 2021 l Club + Resort Business l 39 Toll-free 866.667.8668 www.fiberbuiltumbrellas.com
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SUPER IN THE SPOTLIGHT
NO TIME TO WASTE Dave Braasch set his sights on a course-maintenance career at age 16, and then fast-tracked through turf-science school, internships and assistant positions to land the grow-in opportunity at Glen Erin GC, where he’s remained for 19 years. By Jeff Bollig, Contributing Editor
DAVE BRAASCH (PRONOUNCED “BRASH”) DOES not consider himself to be an overachiever. But other than when he’s on the golf course, he’s never been one to let the grass grow under his feet, either. As a 13-year-old growing up in Chicago Heights, Ill., Braasch entered the workforce as a caddie, hopping on his 10-speed bike and making the daily 15-minute ride to Idlewild Country Club. When he turned 16, he sought out golf course superintendent Ted Mochal to join the turf team. After graduating from high school, he went to college to major in turf science, did multiple internships and had 40
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a job by the time he graduated. At 25, he became the head golf course superintendent at Hughes Creek Golf Club in the far west Chicago suburbs, and at 32, he was selected to be the grow-in superintendent at Glen Erin Golf Club in Janesville, Wis. That was quite a bit of activity to pack in a 19-year timeframe. “There really wasn’t a master plan,” Braasch says. “When you’re 13, you really don’t have many work options. Some of my friends and their brothers were caddies, so I thought I would try it. As time passed, I figured www.clubandresortbusiness.com
Super in the Spotlight
DAVE BRAASCH Current Position: Golf Course Superintendent, Glen Erin Golf Club, Janesville, Wis. Years at Glen Erin GC: 19 1/2 Years in Golf Course Maintenance Profession: 32 Previous Employment: > G olf Course Superintendent, Hughes Creek Golf Club, Elburn, Ill., 1995-2002 > A ssistant Superintendent, Innsbrook Country Club (Mike Crews, superintendent), Merrillville, Ind. > A ssistant Superintendent, Eagle Brook Country Club (Brad Johnsen/Larry Flament superintendents), Geneva, Ill. > Internship, Idlewild Country Club (Tony Brzinski superintendent), Flossmoor, Ill. > I nternship, Olympia Fields (Ill.) Country Club, (Dave Ward superintendent) Education & Training: > A ssociate’s Degree, Applied Science (Turf Management), Joliet (Ill.) Junior College, 1990 > B achelor’s Degree, Plant and Soil Science, Southern Illinois University, Carbondale, Ill., 1992 Honors and Awards: > B oard of Directors, Midwest Association of Golf Course Superintendents (Editor, President) > R ay Gerber Editorial Award, Midwest Association of Golf Course Superintendents, 2000 (Article: “Be a Lifesaver, Basic Medical Procedures You Should Know!”) > ( Non-industry related) Volunteer of the Year Award for the 2020-2021 season, Beloit Youth Hockey Association, Beloit, Wis. (President of BYHA)
I was already at the golf course, so it made sense to work on the course when I got old enough. I liked it enough to go to college to study for it and eventually make it a career.” And what a career it has been, working for some of the most respected names in the business in the golf-crazy area known as Chicagoland. He’s been at Glen Erin, located just over the Illinois border in Janesville, for the past 19 years. C+RB: Were you exposed to golf at an early age? BRAASCH: My dad played regularly. I played some, but not a lot.
I learned about caddying from my friends and that got me on the course. We had our fun. I remember one day when I was on the staff at Idlewood, Chicago Bears quarterback Jim McMahon came out with some teammates. He was quite the character. Let’s say he had fun that day. C+RB: You have worked for some highly respected golf course
Ted Mochal gave me some great advice: Always be on time and stay on the straight and narrow. I made sure of it, because I did not want to let him down. When I was in college, I had to go through a formal interview process for my internship at Olympia Fields. There were kids from the big schools like Penn State, Michigan State and Ohio State interviewing as well, but I got the job. [Superintendent] Dave Ward let me work on a big irrigation project that helped me a great deal. When I was an assistant at Innsbrook Country Club, Mike Crews included me in vendor meetings and with budgeting, and entrusted me with overseeing the crew. He exposed me to all aspects of the job. I got my first head superintendent job at Hughes Creek, where the owner, Dave Meyer, was a retired, second-generation superintendent. He gave me a chance to grow and learn, but did not hover over me. I took something from everyone, and that was invaluable in my development.
superintendents. How did they help you as your career developed? BRAASCH: I was fortunate to be exposed to some very good su-
perintendents early in my career and that really helped to prepare me. I remember my first job at Idlewild, when [superintendent]
C+RB: How did the Glen Erin opportunity come about? BRAASCH: A group of us were driving to upstate Wisconsin on a
fishing trip, and one of my guys mentioned they were building a
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SUPER IN THE SPOTLIGHT Golf Course Profile
GLEN ERIN GOLF CLUB
In addition to its golf course, Glen Erin has a 12,000-sq. ft. banquet hall that is a popular venue for weddings and outside events.
golf course off in the distance near Janesville. I did some research and found out that a friend was an investor in the project. He got me in touch with a managing partner, so I reached out and expressed my interest. I applied for the job, but my friend didn’t think I should take it because of our friendship. However, the managing partner wanted me to take it. So I did. There were some other more-experienced people involved, but in the end I think they liked my energy and enthusiasm. I went in confident I could do that job and tried to show that in the interview process. It is a good setup for me. I report to the managing partner, and he is hands-off for the most part. As a management team, we work well together. C+RB: It was a grow-in job. Did you have that experience? BRAASCH: I did not. But in the interview process, I think I was able
to answer their questions and show my breadth of experience, having worked at some pretty good courses for some pretty good people. I’ll admit it, there was a bit of a fear factor in doing your first grow-in. I relied on my network of superintendents and vendors. You ask a lot of questions, and you listen.
Location: Janesville, Wis. Website: www.gleneringolf.com Year Opened: 2003 Ownership: Public Golf Course Designer: Greg Martin, Martin Design Partnership, Batavia, Ill. Golf Course Type: Links with a splash of wooded holes Grasses: Tees and fairways: Low-mow blue Roughs: Bluegrass Far Rough: Fescue Greens: L-93 and Providence Golf Course Holes: 18 Par: 71 Yardage: Orange tees: 6,849; White: 6,349; Green: 5,786; Red: 5,021. Golf Season: March through November season, then weather permitting Annual Rounds: 25,000 (19,000-21,000 prior to pandemic) Water Features: None Bunkers: 74, with mostly fescue faces
I got there early in the process. They started the rough grading in September 2001, and I started the next February. My focus was on the grassing and irrigation system. I would say it went smoothly, other than we discovered that the greens mix was contaminated as the design was taking place. C+RB: What is the terrain of the course? BRAASCH: It is rolling terrain with not much in the way of eleva-
tion change. There was not very much dirt turned in constructing the golf course. It’s a fairly long course, but it is walkable. There’s not a great deal of trees. There are some chutes formed by the trees on the back nine, but other than that it’s wide open. We did have some shade issues on a few greens, but took care of those. C+RB: What makes it a challenge, and what makes it
enjoyable to play? BRAASCH: In a word, the wind. It comes primarily from the west,
The Glen Erin course was built on leased land owned by the Southern Wisconsin Regional Airport, and as a result has no water on the course, to ensure that waterfowl aren’t attracted that could disrupt flights. Air Force One (above right) has landed at the airport several times, and on one occasion President George W. Bush turned his bullhorn toward golfers to encourage them to “hit it straight.” 42
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The Glen Erin has 74 bunkers, including a few pot bunkers and deep hazards with fescue faces. A renovation that would likely include Billy Bunker installation is on the horizon.
Course + Grounds Operations Profile
but it can blow from almost any direction and that makes it fun strategically. The same course plays differently on different days. But that can make it very difficult as well. Our greens are very big and undulating, and the fairways are firm and fast. It has a links course look and feel about it. We have a few pot bunkers, and we also have some deep ones, with fescue grass faces that can be a challenge. C+RB: Who plays your course? BRAASCH: As a daily-fee course open to the
Annual Course Maintenance Budget: $320,000 Staff Size: 13 (rotating schedule) Other Green and Grounds Managers: Larry Daily, Assistant Superintendent; Chris Burns, Part-time Equipment Technician. Water Source and Usage: Well for a water source; usage ranges from 11 to 21 million gallons annually. Aerating and Overseeding Schedules: Solid-tine greens with half-inch tines four times per year— twice in spring and twice in late summer/early fall. Course has sand greens, so just the organic matter is managed on them. Tees are core-aerified in late summer/early fall. “Fairways are a challenge; we continuously destroy gear boxes, because of rocks, on conventional aerifiers,” says Golf Course Superintendent Dave Braasch. “We have moved to using aerivator-type machines for compaction relief.” Upcoming Capital Projects: Bunker renovation, more than likely installing the Billy Bunker system.
public, we get quite a mix of young and old, men and women. I would say we get fewer youth because they tend to play at one of the three municipal courses in the area. We’ll get people coming from the Chicago area, some come up from Iowa and then from all over Wisconsin. We have four high schools that practice here as well. We do have an extensive practice area and that is a draw. Our low-mow bluegrass range tee is about 175 to 200 yards wide and 20 to 30 yards deep. We have a 9,000-sq. ft. putting green, and we are looking at expanding the area with a short-game practice area. C+RB: Why no water features on the course? BRAASCH: The course is actually leased land, owned by the South-
ern Wisconsin Regional Airport. Part of the agreement is we could not have water on the course because it would attract waterfowl and of course, flocks of birds can disrupt flights. It is a regional airport with a lot of private planes. We have some light industry and a few large company headquarters in the area, so it is a fairly busy airstrip. Interestingly, Air Force One has landed there three times. It’s quite a sight to see it land and sit there on the runway. One time, President George W. Bush was speaking with a bullhorn and yelled to the golfers to “hit it straight.” C+RB: What course management challenges do you face? BRAASCH: I may be a rarity in that I pray for humidity. We don’t
get a lot of rain and we have the one well and pump. You factor in the wind and then our sand/gravel base, and the water does not www.clubandresortbusiness.com
stay in the greens as much as you would like. So water management is my biggest challenge. Sometimes you cannot keep up with the moisture loss. We do some hand-watering to address some dry spots. Other than that, we do not have huge weather challenges. C+RB: What does the facility offer other than golf? BRAASCH: We are a pure golf course. The only other feature is
a 12,000-sq. ft. banquet hall. We host quite a few weddings and outside events. It is a popular venue. C+RB: Have you ever had the opportunity to play golf with
anyone famous in your career? BRAASCH: I had the opportunity to play 18 holes with Alice Cooper
at Glen Erin. Nice guy and a hell of a golfer. C+RB: Outside of golf, you’ve become significantly involved in
youth hockey? BRAASCH: Yes, my son is 16 and plays youth hockey. He got
hooked on it when he was five years old, when we visited some relatives in Minnesota. I did not play when I was young, and I never really was a big fan of the sport. But he’s picked it up and now we travel all over the state to play. I have dedicated a lot of time and became the president of the Beloit (Wis.) Youth Hockey Association. That became an even more difficult job during the pandemic, as the rinks closed down for a short while. C+RB September 2021
l Club + Resort Business l 43
IDEAEXCHANGE
IF YOU HOLD IT, THEY WILL COME Ryan Mulvey, PGA, had long felt that a stroke-play tournament for golfers of all abilities could be a draw. He jumped on the chance to prove it this year. By Betsy Gilliland, Contributing Editor
BRINGING TOGETHER locals and vacationers, plus golfers of all abilities, for a golf tournament is something that Ryan Mulvey, PGA, General Manager of Bay Point Golf Club in Panama City Beach, Fla., had wanted to do for a while. He finally got the chance and took advantage of the opportunity this summer after new ownership took over the property, where Mulvey had worked from 2014 until 2019 and then returned to in April. Fortyeight players in four flights took part in the inaugural PCB Golf Championship, which was held on Bay Point’s Nicklaus Course
from July 31 to August 1. “Our area is a huge vacation-tourism area, and we do a lot of charity scrambles,” says Mulvey. “But there aren’t a lot of stroke-play events in the Florida panhandle. We wanted to offer locals and vacationers a chance to play in a stroke-play tournament.” The tournament had four flights—championship; open for people who didn’t want to play in the championship flight and didn’t qualify for the other flights; senior, for players age 55 and older; and “super senior,” for golfers age 65 and up. The championship flight had 16 players;
The inaugural PCB Golf Championship had four flights—championship; “super senior” for golfers 65 and up; senior for players 55 and older; and open for those under 55 who didn’t want to play in the championship flight. Winners of each flights received $300 golf shop credits in addition to trophies. 44
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the open flight drew 15 players; the senior flight attracted six players; and the supersenior flight included 11 players. The championship flight was a gross scoring event, which counted strokes only and did not include handicaps. Catering to other groups, the remaining flights featured gross and net scoring, which subtracts handicaps. “You didn’t have to be a scratch golfer,” Mulvey says. “You just needed to play to your handicap.” QUICK RESPONSE Bay Point, which holds 60 to 70 tournaments a year, started putting the PCB Golf Championship together on June 1st, and almost 50 people signed up in 45 days. The property contacted the Georgia State Golf Association to recruit players by sending e-mails to everyone in its database. Bay Point also promoted the event through social media, e-blasts, publications, and radio spots. The tournament drew a mix of locals and vacationers, and the amateur golfers ranged in age from 17 years old to their early 80s. Many players came from Georgia, Alabama, Tennessee, and Texas, and one even came www.clubandresortbusiness.com
While the Florida panhandle “is a huge vacation-tourism area, there aren’t a lot of stroke-play events,” says Ryan Mulvey, Bay Point GC’s General Manager. “We wanted to offer locals and vacationers a chance to play in a stroke-play tournament.” The inaugural PCB Championship drew players from throughout the Southeast and as far away as Texas and Minnesota, ranging in age from 17 to their early 80s. “All of the people who had never played here before came because of the tournament,” says Mulvey
from Minnesota to participate. The $250 entry fee included a players reception, two rounds of golf, an optional practice round, lunch and drinks both days, tee gifts, prizes, and trophies. Getting three event sponsors, including the Roofing & Reconstruction Contractors of America as the title sponsor, was key to the tournament’s success, Mulvey says. Lining them up early in the process helped to keep the entry fee affordable and gave the golfers “the biggest bang for their buck,” he notes. The property was also able to donate $4,500 to the Folds of Honor Foundation, which provides scholarships to children and spouses of fallen and disabled military members. The Florida panhandle has a strong military presence, notes Mulvey, and Bay Point has worked with the organization previously to raise between $15,000 and $20,000. A PLUS FOR THE TEAM The tournament also gave Bay Point staff members a chance to showcase their skills. Bay Point’s chefs prepared food for the event, Mulvey says, and “the grounds crew had the golf course in fantastic shape.” “It allowed the golf course to really show off our course-and-grounds team and see where the course stacks up against golfers of all ages and abilities,” he adds. The winners of each flight received a $300 credit to use in the golf shop. “The gross winner in each flight got a pretty nice trophy,” Mulvey adds.
Bay Point’s Nicklaus course gets a lot of play from March through May and also September through November, Mulvey says, and he plans to have the PCB Golf Championship the same time next year, to once again fill in the gap. “I want to do it during vacation season,” he says. “There are not many charity events during the summer. It was right before kids went back to school. It was the final hurrah of the summer.” The timing also worked well because the maintenance staff started to aerate the golf course the day after the tournament ended. PLANS TO EXPAND “Next year we’ll be able to market further out—at least six months ahead of time,” notes Mulvey. “We do so many golf tournaments that we’re a pretty well-oiled machine.” In addition, he says, the Panama City Beach Convention & Visitors Bureau plans to get involved next year to help market the event. While Mulvey had hoped to have a female flight in this year’s tournament, no women signed up. Next year, however, the resort plans to contact competitive female golf organizations in the panhandle and capitalize on its relationship with Florida State University to attract women collegiate golfers. An earlier start with marketing efforts will help attract women as well, Mulvey believes. A tournament with the same format
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could even help public facilities that are not located in a resort area introduce golfers to their properties, Mulvey believes. “The more you can do to draw people, the better,” he says. Bay Point surveyed the tournament golfers on the first tee, asking them if they had played at the resort before. While 75% of them had played there previously, 25% were new to the course. “All of the people who had never played here before came because of the tournament,” says Mulvey.
Lining up three event sponsors was a key to the inaugural tournament’s success. More gains are expected next year and beyond by starting the marketing process earlier, enlisting the help of the Panama City Beach Convention & Visitors Bureau, and promoting a women’s flight. September 2021 l Club + Resort Business l 45
Making the Most of
MEMBERSHIP DEPARTMENTS’ EXPANDING ROLES A Club + Resort Business Webinar Series As clubs’ membership numbers continue to grow as part of the positive fallout from the pandemic, having a proactive and creative Membership + Marking Director and supporting department has become a much more critical aspect of effective club management. This C+RB webinar series—designed for General Managers, Membership + Marketing department staff, and Board/Committee members—will feature insights for how to reposition and direct membership departments and staffs to transition beyond traditional duties and have maximum impact, as they focus on vital areas for future success that include: •
Restructuring membership categories and initiation/dues structures to best fit the needs of all members—and your club
•
Properly indoctrinating new members to ensure their full satisfaction in the critical first months and years
•
Helping to ensure that all members continue to gain full value and satisfaction from club amenities and events as the property’s population grows
•
Making full and effective use of all available communication platforms to ensure maximum reach to the membership
•
Establishing and maintaining a wait list effectively, to make sure ripe prospects don’t fall off the vine
Monday, October 18, 2021 2:00-3:00 PM ET
What Clubs Should Now Expect from Their Membership Directors and Departments – And How to Properly Structure and Support Them FEATURED SPEAKER:
Melissa Hansen Director of Membership + Marketing The Club at Olde Cypress, Naples, Fla.
Monday, October 25, 2021 2:00-3:00 PM ET
How Membership Departments Must Work with Club GMs, Departments and Boards/ Owners to Ensure Short- and Long-Term Strategic Success FEATURED SPEAKER:
Ryan Granruth CCM, Chief Operating Officer/ General Manager Lancaster Country Club, Lancaster, Pa.
Monday, November 1, 2021 2:00-3:00 PM ET
Providing Effective Training and Resources for Today’s Membership Department Needs and Personnel FEATURED SPEAKER:
James Cronk Golf Industry Guru
Monday, November 8, 2021 2:00-3:00 PM ET
Congratulations, You Have a Wait List—Now What? FEATURED SPEAKER:
Ricky Potts Membership Director The Fountaingrove Club, Santa Rosa, Calif.
REGISTER
TODAY
>
clubandresortbusiness.com/membership-marketing-webinar-series
September 2021 www.clubandresortchef.com
Battle of the Club Chefs Culinary teams from Fiddlesticks CC and Sycamore Hills GC faced off in a cutting-edge competition that embodied the depth of skill and connection within the club industry.
INSIDE Bench Strength at The Broadmoor Building a Self-Aware Service Culture
Dishing
with
DeChellis
IS IT MARCH YET? REGISTRATION IS OFFICIALLY OPEN
for the 2022 Chef to Chef Conference, which will be held in-person in Nashville, Tenn. from March 20-22, 2022. If you haven’t registered yet, you technically still have plenty of time—but I wouldn’t wait too long. This event is on track to sell out very quickly. A few weeks ago, I was invited to be part of a panel discussion for a virtual webinar where the moderator asked me what I thought club chefs were excited about in the coming months. “I think we are universally excited about the future and what it could hold,” I said. “There’s a cloud that has lifted. Chefs are excited to network with one another again and to talk about something besides the pandemic and the difficult labor market. There is a desire to learn and grow and find new ways to do everything better.” That same day we opened registration and within an hour had more than a dozen chefs signed up. The 2022 Chef to Chef Conference will be an exceptional event. It will reignite your passion as a club culinarian and reunite you with colleagues to network and share practical, club-specific ideas you can’t get anywhere else.
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The club chef leadership team we’ve assembled to assist as joint conference coordinators is pretty incredible, too. Kevin Walker, CMC, AAC, Executive Chef of Ansley Golf Club (Atlanta, Ga.), Scott Craig, CEC, CCA, WCMC, Director of Culinary Operations for Myers Park Country Club (Charlotte, N.C.) and Michael Matarazzo, CEC, Executive Chef of Farmington Country Club (Charlottesville, Va.) will help us craft the agenda and speaker lineup. What does that mean? Simply that this Conference is going to kick you-know-what. Immerse yourself in this all-inclusive, three-day, club-focused culinary event. Register now at cheftochefconference.com.
EDITOR Joanna DeChellis jdechellis@wtwhmedia.com 412-260-9233
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K. Scott Park Craig,Country CEC, CCA, WCMC Myers Club, Director of Culinary Charlotte, N.C. Operations, Myers Park CC, Charlotte, N.C.
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lottesville, Va.
Lawrence McFadden, CMC, GM/COO, Lawrence McFadden, The Union Club, Cleveland,CMC, Ohio GM/COO,
The Union Club, Cleveland, Ohio
Ben Simpkins, WCMC, CEC, CCA, AAC James Satterwhite, Executive Chef Executive Pastry Chef, The Dunes Golf and Beach Club Charlotte (N.C.) Myrtle Beach, S.C. Country Club
Drew Satterwhite, Tait, Executive Chef, James Kelly Greens & Country Club, Executive PastryGolf Chef, Charlotte (N.C.)Fla. CC Fort Myers, Drew Tait,Walker, ExecutiveCMC, Chef, AAC J. Kevin Kelly Greens G&CC, Fort Myers, Fla.
Executive Chef, Ansley Golf Club
Ga. CMC, AAC J.Atlanta, Kevin Walker, Executive Chef, Ansley Golf Club Atlanta, Ga.
N OV E M B E R C L U B I N D E X
Properties S E P T Efeatured M B E inR this C issue LUB INDEX BallenIsles Country Club Palm Beach Gardens, Fla. 22 Properties featured in this issue Boca Grove Golf and Tennis Club Boca Raton, Fla. 24 The Broadmoor Colorado Springs, Colo. 66 14 Cherokee Town & Country Club Atlanta, Ga. The Country Club of Pittsfield Pittsfield, Congressional Country Club Bethesda, Md. Mass. 78 26 Desert Mountain Scottsdale, Ariz. Deerwood Country Club Jacksonsville, Fla. 62 20 The Everglades Club Palm Beach, Fla. 34 Fiddlesticks Country Club Fort Myers, Fla. 58 Fiddler’s Elbow Bedminster, N.J. 18 Fountain Head Country Club Hagerstown, Md. 62 Forest Lake Club Columbia, S.C. 14 Kiawah IslandCountry Club’s River Course Clubhouse 72 30 Fort Wayne Club Fort Wayne, Ind. Charleston, S.C. Inn & Club Boca Grande, Fla. The Gasparilla 10 14 JW Marriott Miami Turnberry Resort & Spa Mountain Lake Lake Wales, Fla. 70 Miami, Fla. The Polo Club of Boca Raton Boca Raton, Fla. 56 Kalamazoo Country Club Kalamazoo, Mich. 18 Prestonwood Country Club in Cary, N.C., 62 26 Kenwood Country Club Cincinnati, Ohio Quail Creek West Golf & Country Naples, Fla. Kings Country ClubClub Rehoboth Beach, Del. 54 18 Myers Park Country Club Charlotte, N.C. Sycamore Hills Golf Club Fort Wayne, Ind. 58 28 Quail Golf and Country UnionWest League Club Chicago, Ill. Club Naples, Fla. 72 24 River Run Country Club Davidson, N.C. 20 Wycliffe Golf & Country Club Wellington, Fla. 78 Sedgefield Country Club Greensboro, N.C. 24 Sherwood Country Club Thousand Oaks,www.clubandresortchef.com Calif. 22 www.clubandresortchef.com
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CONTENTS September • Vol. 11 • Issue 5
- 58 Battle of the Club Chefs
Culinary teams from Fiddlesticks CC and Sycamore Hills GC faced off in a cutting-edge competition that embodied the depth of skill and connection within the club industry.
F
48 Editor’s Memo Is It March Yet?
Thoughts 54 Chef’s Tim Recher, CEC, AAC, CWX Director of Culinary Operations Quail West Golf & Country Club
56
Next-Gen Leadership
62
Let Them Make Cake (Again!)
66
Bench Strength at The Broadmoor
70
Ten Iconic Golf Cocktails
74
Happily Ever After
76
Building a Self-Aware Service Culture
78
How Unifying the Team Will Improve the Club
Clubs are expanding beverage programs to include a more thoughtful variety of alcohol-free options. Pastry chefs are happily tying on their aprons and welcoming a flood of specialty orders. David Patterson, Adam Thomas, Justin Miller and John Johnstone, CMC, have created an environment where culinarians can do their best work and accomplish great results.
Mountain Lake’s F&B Manager/Sommelier shares a list of famous libations synonymous with golf. Surprising touches, intimate gatherings and purposeful menu planning define today’s wedding menus. Congressional CC’s service approach is driven by the club’s core values and measured by how well hospitality is delivered to members and guests.
As Wycliffe G&CC evolves its offerings and refines its capabilities, retaining a unified, team-based culture will be critical.
Cover Photo by Jordan Winkert Photography
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CHEF’S THOUGHTS
Tim Recher, CEC, AAC, CWX
Director of Culinary Operations Quail West Golf & Country Club Naples, Fla. Tim Recher, CEC, AAC, CWX, Director of Culinary Operations at Quail West Golf & Country Club (Naples, Fla.), has over 30 years of experience in all aspects of food-and-beverage operations. He was a 2020 U.S. National Culinary Olympic Team Member and is a Certified Master Chef candidate. He has also won over 40 medals in culinary competitions, including 16 gold medals. 1. You’d be surprised to learn that I am an Ironman. 2. If I could trade places with one chef it would be Tom Colicchio. 3. One of my most memorable meals was at Zahav in Philadelphia. 4. My go-to drink is black coffee. 5. My last meal would be a cheeseburger and onion rings. 6. My worst culinary creation was a chicken corn chowder I made as an assistant years ago. I scorched it but had no time to remake it, so I called the soup “Smoked Chicken Corn Chowder.” It was very popular until the Executive Sous Chef came by, tasted it, and promptly threw it away. 7. If I could change one thing about my club it would be the kitchen. I would like to renovate it and add a butcher shop. 8. My favorite junk food is potato chips. 9. If I wasn’t a chef, I’d love to serve in the military. 10. Not just the ability to learn but the desire to do so and a willingness to do the work necessary to learn are the most important qualities in a sous chef. 11. You’ll never see mint jelly on the menu at my club because it’s fake and vile. 12. When I’m not in the kitchen, I’m sailing or dreaming of sailing. 54
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biggest professional pet peeve is when “My someone’s failure to plan becomes my emergency. ” 13. I love being a club chef because you get to cook a huge range of foods, from hot dogs to foie gras. 14. The most ridiculous member or guest request I’ve ever had was vegan scallops. 15. The most important question I ask during the interview process is, “What’s your favorite thing to cook today?” 16. I cook mini frozen pancakes at home, but I’d never cook them at the club. 17. If I could have dinner with anyone, it would be my family. 18. The most valuable piece of career advice I’ve ever received was, “Never stop working to be better.” 19. My favorite celebrity chef is Tyler Florence because he cooks food that is approachable and food that I want to eat and cook. 20. The most important piece of equipment in my kitchen is my Kramer Chef Knife. 21. I want to learn more about charcuterie, because it’s an old-world technique that is relevant today.
22. My favorite ingredient is lamb. Bacon is the most overrated ingredient. Real stock is the most undervalued ingredient. I detest raisins, and I can’t live without kosher salt. 23. I don’t like to brag, but I built my career up from being the guy flipping burgers at TGI Friday’s to where I am today. 24. If I could have one superpower, it would be superhuman strength. 25. My favorite cookbook is Le Guide Culinaire, by Escoffier. 26. My favorite kitchen hack is using my Vitamix to grind fresh pepper. 27. The most popular item on my menu based on sales is our custom-crafted salad. 28. I will always purchase Heinz ketchup instead of making it from scratch. 29. If I had to hire a family member, I would choose my wife, because she is the most organized and smartest person I know with the work ethic of a chef.
View the extended conversation with Chef Recher at www.clubandresortchef.com www.clubandresortchef.com
TRADITIONAL or FUSION,
Pasta Delivers
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CHEF TO CHEF
Next-Gen
Leadership As the new Executive Chef of The Polo Club of Boca Raton, Samantha Cavaciuti is charting a way forward by responding to needed changes within the industry. By Scott Craig, CEC, CCA, WCMC, Director of Culinary Operations, Myers Park Country Club (Charlotte, N.C.)
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BEING NAMED EXECUTIVE CHEF of The Polo Club of Boca Raton (Fla.) is an important and well-earned next step for Samantha Cavaciuti. She’s been at the club since 2015, when she joined as Chef de Cuisine. Over the past six years, she has diligently worked her way up the ranks, serving first as Banquet Chef and most recently as Executive Sous Chef, before taking over earlier this summer. As Executive Chef, Cavaciuti has defined important goals for herself and her team. She plans to refine the culture, work toward achieving a better work/life balance for her team, and pursue growth opportunities that will further enrich the member experience and the professional development of all of her culinarians.
C2C: What have been your greatest challenges in assuming the top position, and what advantages came along with having been a member of the team you are now leading? SC: The staff has been incredibly supportive and excited about my new leadership role. Prior to this promotion, I was in the trenches with them. They know I always have their backs. I have been a constant presence during a critical transition period. I have worked to offer reassurance and stability when the team needed it most. I believe that this team knows I wouldn’t ask them to do something that I wouldn’t do. That includes working the line, knocking out dishes or cleaning the kitchen.
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C2C: I have a 12-year-old daughter who keeps a chef’s coat in my office. She loves to help out in the kitchen when she visits. What advice would you offer that might be specific to young women like her, who have a desire to pursue a career as professional chefs in the club industry? SC: Kitchens have changed over the past 30 years. They are still changing. They have become more of a meritocracy. You must not set limits. You must work hard. Read everything you can get your hands on. And make sure this is what you want. C2C: Having grown up in a food mecca like Chicago, what foods are “must haves” when you return home? SC: Chicago is definitely a 24-hour food city, but the food I miss the most are the dishes my mother and grandmother cook. I fell in love with cooking by helping them and by eating all the amazing things they created. C2C: At my club, we navigated the COVID-19 pandemic, only to emerge into a vacuous wasteland of applicants for kitchen positions. What does the labor market look like in Palm Beach County? How are you attracting talent? SC: Palm Beach is facing many of the same challenges as everyone else in terms of staffing. We try to offer our cooks an environment where they can learn and grow. All the chefs within our brigade were promoted from within— myself included. So we walk the talk. We try to create a more even work/
life balance and we offer good benefits, too. We love to develop young cooks by encouraging them to move progressively through stations and restaurants. We’ve also started a gardening program that we look forward to expanding. C2C: How do you see our craft and industry evolving over the next twenty years? What role do you see yourself playing in that transition? SC: I hope we can continue to work toward a better work/life balance within our industry. We need to stop glamorizing not eating and working around the clock. We need to try to make days off consecutive, so that employees have time to relax and decompress. Our previous model just isn’t sustainable. People who are well-rested are more productive and don’t get sick as often. It’s my job as executive chef to appropriately staff and to create a productive model for our team to thrive. C2C: What are the “sacred rules” of your kitchens? SC: If you wouldn’t serve it to your grandma, don’t put it in the pass. Also, waste nothing. Excess product can be utilized for employee meals, as well as in our pickling and preservation program. C2C: If you could go back in time to the hardest day of your career and tell yourself only one thing, what would it be? SC: Keep going. No matter how hard today is, it will end, and you will get another chance tomorrow. C+RC
Executive Chef Samantha Cavaciuti and the team at the Polo Club of Boca Raton are pursuing growth opportunities that will further enrich the member experience and the professional development of all of the club’s culinarians. www.clubandresortchef.com
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CHEF SHOWDOWN
Kni es Culinary teams from Fiddlesticks CC and Sycamore Hills GC faced off in a cutting-edge competition that embodied the depth of skill and connection within the club industry.
PHOTOS BY JORDAN WINKERT PHOTOGRAPHY
By Joe Barks, Editor, Club + Resort Business
THE BEST EVENTS in the club business are built around connections that can make them stand out for both members and staff. And as Chris Hampton, General Manager/Chief Operating Officer of Sycamore Hills Golf Club in Fort Wayne, Ind., began to think about new culinary events to put on his club’s schedule for 2021, he remembered some special connections that got his mind racing about how to go beyond the usual formats for dinners that feature guest chefs or regional/international cuisine. 58
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CHEF SHOWDOWN
Pictured left to right: Alfredo Hildebrandt, Clubhouse Manager, Sycamore Hills GC; Brian Block, former Banquet Chef, Fiddlesticks CC; Vincent Capua, Executive Sous Chef, Fiddlesticks CC; Ryan Daniels, Executive Chef, Fiddlesticks CC; Christopher Hampton, GM/COO, Sycamore Hills GC; Anthony Capua, Executive Chef, Sycamore Hills GC; Mike Trabel, Executive Sous Chef, Sycamore Hills GC; Aaron Ruble, Sous Chef, Sycamore Hills GC; Maria Santel, Assistant Clubhouse Manager, Sycamore Hills GC
“We had hired Anthony Capua as our new Executive Chef the year before, and the impact he has made has been tremendous,” Hampton explains. “Anthony had previously been Executive Sous Chef at Fiddlesticks Country Club in Fort Myers, Fla., working for Executive Chef Ryan Daniels. And while he was at Fiddlesticks, his brother Vincent worked for him as a sous chef, and then took his position as Executive Sous after Anthony left to come here.” “Hmmm,” Hampton thought as he mulled over all of those connections, which had actually occurred to him during his first interview with Capua a year earlier. “What if we brought the team from Fiddlesticks here for a wine-dinner showdown? We could build it up as mentor vs. mentee, brother vs. brother—even ‘Fort vs. Fort.’ “ It took some time to work out the logistics and details, but on August 4th, 40 members of Sycamore Hills gathered excitedly to not only partake, but be key participants, in the inaugural “Battle of the Chefs,” where they would be served dishes made by each team for five courses, from an amuse bouche through dessert. The menus for the $150/person event, which sold out almost as soon as it was announced, included full descriptions of each dish (along with wines that were served to comple-
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ment each course). But the menus, which did not reveal which club’s team had made which dish, also served as a “ballot” that the guests were asked to use, to vote for their favorite choice for each stage of the meal (see photo, pg 61). And while what was involved with “considering” those votes was enjoyable from start to finish, making the final choices was something that really put every diner to the test—or actually to the taste. The parameters for what each team prepared were kept simple, with no restrictions on the creativity that could be employed for both the amuse bouche and dessert stages, and only stipulations that the three courses in between should use shellfish, duck and red meat as their proteins. The Fiddlesticks team arrived three days in advance of the event and was housed in Sycamore Hills’ on-site cottages. But they didn’t spend much time there, as they immediately began intensive planning and preparation in the Sycamore Hills kitchen, using designated space that was hidden from view of how the Sycamore Hills team was also gearing up simultaneously for the Battle. “To have that much culinary firepower in one kitchen was truly an abundance of riches,” Hampton says. “And what was most impressive was that both teams worked in a shared
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space as if they had been working together for years.” After the results of all that work were served for each course during the Battle by the Sycamore Hills staff (through equally impressive synchronized service), the completed ballots were collected and everyone eagerly awaited the announcement of the results. (Another impressive achievement that should be noted is that the Sycamore Hills food-and-beverage staff also prepared and served 70 a la carte meals from the club’s single kitchen on the same night the Battle was being waged.) Not surprisingly, the Battle didn’t result in a runaway for either team, with the winners for each course all being decided by razor-thin vote margins. Fiddlesticks took the overall crown by taking Courses 3 and 4 along with the amuse bouche, while Sycamore Hills won Course 2 and dessert. But in the end, all were winners among the diners, culinarians and staff who were part of the initial Battle. “It came down to the wire, and sure, I would have liked to not have Fiddlesticks edge us out, but doing this event was so much more than a win or loss,” says Anthony Capua. “A chance to cook once again with my mentor, brother, other great chefs and my co-workers was nothing short of spectacular. “It was a chance for two great teams to work together to put on what was a culinary show all night,” Capua adds. “It’s hard to explain how special this event was, not only for our team, but also for me personally. To put on a groundbreaking event and to have some fantastic feedback from our membership just put it over the top.” And unlike what Apollo Creed said to Rocky after their first battle, Ryan Daniels, as the head of the winning team, would be happy to entertain a rematch. “I enjoyed this much more than the usual culinary competition or guest-chef event,” he said after the results had been announced. “It was fun and not ego-driven, and it was the perfect setting in terms of the number of people and courses, although maybe in the future the portion sizes could be reduced a bit.” (A sentiment that many of the attendees who felt the need to taste and re-taste, before being able to finally decide how to cast their votes, might agree with.) “I’m a super-proud ‘parent’ when I see how far Anthony has come,” Daniels added about his former Executive Sous. “Sycamore Hills is very lucky to have him, and I would welcome having a ‘Round Two.’ “ Talk of making that happen, according to Hampton, is already underway. “This may be the first time an event like this may have happened at a club, but I can promise you it won’t be the last,” he says. “And who knows— Sycamore Hills might become a trendsetter, and you will see events like this pop up at private clubs around the country.” C+RC
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PASTRY
Let Them Make Cake (Again!) Pastry chefs are happily tying on their aprons and welcoming a flood of specialty orders. By Pamela Brill, Contributing Editor
THERE’S NOTHING LIKE A CUSTOM CAKE or dessert to mark a special occasion. From bridal showers and weddings to bar mitzvahs and milestone birthdays, events like these are best capped off with a slice of something sweet, especially after “The Year That Was.” With most clubs now fully reopening their doors, and bookings for wedding receptions and catered affairs on the uptick, pastry kitchens are once again bustling with activity. And as orders are placed for special cakes and desserts, chefs are on the hunt for new ideas to inspire them and help them create memorable meal finales that look as good as they taste. COMPLEXITY IN THE MIX For Executive Pastry Chef Todd Richter at Prestonwood Country Club in Cary, N.C., reawakening the senses of underserved palettes is cause for celebration in his kitchen. With several weddings having been cancelled this past year and still others bumped to the end of the calendar, his kitchen is more than ready to accommodate the promised onslaught of new bookings. And with 2022 looking to be a busier season, Richter is ready to put his 21 years of experience to the test. Specialty pastry trends that are catching Richter’s eye call for a more intricate design. “I am seeing desserts that contain less refined sugar and that have more complex flavors [using] herbs, fruit and various percentages of chocolate varieties,” he explains. 62
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A favorite is the club’s signature “Preston Pie,” made with an Oreo crust, chocolate ganache and chocolate mousse, and topped with whipped cream, fresh fruit and raspberry sauce. Also popular this summer was a strawberry Key lime popsicle with lemon Chantilly cream and dried strawberries. Richter is also noticing more chefs incorporating thickening agents, such as agar and gellan, into recipes. “I have been using agar agar powder quite a bit for thickening of fruit sauces, chocolate creams and some confectionery,” he says. The powder’s seaweed base, he notes, also makes it a viable option for vegan/ vegetarian creations. In anticipation of a return to a full wedding season, Richter is taking stock of Prestonwood clients’ requests, many of which include traditional multi-tiered cakes with smooth buttercream finishes, clean lines and fresh floral designs. For general specialty desserts, chocolate, fruit, and mousse reign supreme, as do frozen elements with a twist. MINIS ARE MAJOR Custom desserts are a reason to celebrate—something that Dawn Boppe, Pastry Chef of Fountain Head Country Club in Hagerstown, Md., has been seeing more of in recent months. “People are trying to make up for things they missed out on last year and wanting to make birthdays and other events extra-special,” she says. In the 33 years that Boppe has been at Fountain Head, where she also doubles as the day-shift line cook, more than half of her career has been spent on specialty cakes and pastries. “I have also taught cake-decorating classes, and my annual gingerbread house decorating event draws quite a crowd,” she notes. But when she’s not fashioning frosting-topped roofs and gumdrop walkways, Boppe is tapping into the latest dessert craze: individual desserts arranged on a sweets table. “It offers variety, and individual servings that do not have to be cut and handled by someone seem to make people feel safer,” she notes. Items that have worked well for Boppe for this type of presentation have included mousse parfaits in shot glasses, cream puffs and mini-trifles. But COVID has had a lingering effect on just how much creativity can be pursued in dessert programs, she adds. “Post-pandemic staffing issues have severely limited the time I have available to develop new desserts, as I am constantly pulled to work the line or help with banquets,” she says. That’s led to greater reliance on rolling out her staple dishes, including a classic coconut cream pie that’s become a member favorite. www.clubandresortbusiness.com
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PASTRY
CHALLENGE ACCEPTED With over 30 years of pastry design and production experience, Pastry Chef JoAnne McKinsey knows a thing or two about how to whip up crowd-pleasing sweets for members at Deerwood Country Club in Jacksonsville, Fla. She also understands how to roll with the punches. “In the time leading up to pandemic restrictions, business had slowed and banquets were postponed,” says McKinsey. But rather than sit back and wait it out, she used the time as an opportunity to get ahead. “I was able to stock the freezer with cheesecakes and other cakes that freeze well, in case we were completely closed,” she notes. In response to the shutdown of in-person dining, McKinsey played a key role in the rollout of Deerwood Curbside, the club’s to-go dining program. Packaged with each meal was a sweet treat prepared by McKinsey—a welcome indulgence for pandemic-weary members. “I would create items that would package, travel and add that finishing touch to your meal,” she recalls. The opening of the club’s grocery store also kept her busy, baking pies, cakes and tortes for pick-up.
As Deerwood’s clubhouse reopened for member dining and events, McKinsey met another challenge head-on: replacing the buffet table with a safer tableside alternative that raised the bar (quite literally) on presentation. She designed raised cake plates, filled with macarons, éclair shooters and custom petit fours, to serve as dining-table centerpieces. As private events have resumed, McKinsey has also been able to get back to doing what she loves best: working with brides-to-be on the design of their wedding cake. Tapping into this year’s trends in specialty cakes, McKinsey is seeing more requests for taller cakes with clean, smooth sides, embellished with small amounts of sugar lace or scroll work. “Most brides prefer fresh flowers, even though I welcome the chance to do gum-paste arrangements,” she notes. No matter what type of cake she is working on, McKinsey embraces any and all opportunities—even if that means finishing a cake in the club dining room during a humid Florida summer. She recently received a request for croquembouche, a French delicacy. “It was something I hadn’t done in years—I got it done [and] I love it!” she exclaims. C+RC
C+RC PROFILE
Bench Stre The Broa David Patterson, Adam Thomas, Justin Miller and John Johnstone, CMC, have created an environment where culinarians can do their best work and accomplish great results. By Joanna DeChellis, Editor 66
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LOOK FAR AND WIDE and you’ll be hard-pressed to find a culinary operation with as much talent in its executive leadership team, as little ego, and as many moving parts as that of The Broadmoor in Colorado Springs, Colo. The size of the Broadmoor’s culinary program can’t be overstated. There are 20 restaurants, 280 cooks and chefs, 200 stewards and 800 front-of-house employees. There are 18 kitchens, a full-service butcher shop, a bakery and a chocolaterie. There are 315,000 sq. ft. of event space across a 5,000-acre resort. There’s a farm, an apprenticeship program—and so much more. Books could be written about how each of these individual elements are managed and run on a day-to-day basis. But The Broadmoor’s success isn’t inside of each of these silos. It’s in the unity of the collective whole. The Broadmoor maintains its excellence by breaking down the guest’s journey to identify opportunities where www.clubandresortchef.com
rength at oadmoor the experience can be enhanced. The team then brings together various culinary components to work collaboratively for maximum impact. The outcome is a food-and-beverage experience that feels simultaneously organic and intricately constructed. Guests have access to whatever they want, wherever they want, whenever they want.
A GLOBAL AND LOCAL BRIGADE Leading from the front is Executive Chef David Patterson (above, far left), who has been with The Broadmoor since 2013. He is the sixth Executive Chef in the resort’s history and his resume is extensive. It includes a number of years training with Alain Ducasse in kitchens in Paris and Monaco. Adam Thomas (above, second from left) is The Broadmoor’s Executive Pastry Chef. He joined the team just two months after Patterson, having previously worked at The Beverly Wilshire, a Four Seasons hotel in Beverly Hills, Calif. Thomas has practiced www.clubandresortchef.com
the sweet side of the culinary arts in kitchens all over the world. Justin Miller (above, third from left) serves as Executive Sous Chef and holds the longest tenure on the leadership team, with 18 years at The Broadmoor under his belt. He has been instrumental in the resort’s continued success. John Johnstone, CMC John Johnstone, CMC (right), is the Vice President of Food & Beverage and the relative “new guy” on the leadership team, having come aboard in 2016. Previously, he was Director of Club Operations at Augusta (Ga.) National Golf Club. His resume also includes leadership roles with Ritz-Carlton properties in Washington, D.C., Boston, Sarasota, Greensboro, Ga., Los Angeles, Bali, Milan, Dubai, Thailand, and multiple properties in China. September 2021
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C+RC PROFILE
Each of these chefs is an all-star in his own right. Together, they are unstoppable and without a single bit of ego. “Ego does not make a great chef,” says Johnstone. “We lead with humility. We strive for excellence. The best chefs stand with their cooks at the stove, taking them through the process with empathy. “These are the type of people we attract here at The Broadmoor,” he adds. “We seek chefs who are stewards of their culinary knowledge, and who are eager to pass it on to those coming from behind.”
THE TEAM MENTALITY The four Broadmoor chefs are supported by an army of culinarians, managers and service staff with an incredible depth of talent. “It’s physically impossible for me to see every plate of food served or to expedite every busy service,” says Patterson. “We have a talented team made up of individuals we’ve hired from the outside for key positions, as well as some really high-caliber homegrown talent.” Patterson and his leadership team spend a great deal of time establishing standards. They talk often of what success means for the resort. Then they delegate and evaluate. “I give the team direction and follow up to ensure that everything is going as expected,” says Patterson. “We’re highly focused on standardization, with weighted and measured recipes, photos of every dish, station setups, spreadsheets and every detail you could imagine that it might take to run
18 kitchens at the caliber we do.” The Broadmoor team keeps the lines of communication wide open. The prevailing mantra is that everyone works for the guest. “We have to be equal in our response to serving the guest and creating an experience,” says Johnstone. “There is no such thing as back of house and front of house. I don’t believe in it. We are one team. We have different responsibilities, but we work in unison. Everyone has to own the problems that come up and have a very good defect resolution.” Johnstone says he breaks down the barrier between the kitchen and the dining room by not tolerating anything else. “When I meet with a chef, the manager is expected to be there, too,” he says. “I want my leaders to own each other’s issues. I don’t choose a side during defect resolution. Instead I ask why, five times. “Once you get to the root of the issue, we begin the process of ‘no-fault fixing,’” he continues. “It doesn’t necessarily matter whose fault the defect is—but it must be fixed. Focusing on whose fault it is means you’re focused on the wrong thing. “Instead, focus on the defect,” he says. “Ask why it happened. Have a willingness and desire to rectify it. Eliminate it from happening again.”
RETOOLING BANQUETS
Patterson started with The Broadmoor as an Executive Sous Chef in charge of restaurants. He was soon given full autonomy over banqueting—and what happened next stands as one of the biggest impacts he has had on the resort thus far. “I inherited a 45-page banquet menu and was tasked with ‘reinventing’ the program,” says Patterson. “The smartest way I could think to do that was to start with a blank Microsoft Word document.” Today, The Broadmoor’s banquet operation features lots of live-action cooking, dinner stations, themed events and creative presentations. The quality of the food is vastly improved as well. “It’s one thing to change the philosophy, the menus and quality of the food,” says Patterson. “That in and of itself is an undertaking—but when you compound those changes with the fact that we have a 5,000-acre property with literally hundreds of locations for banquet events, it can get complicated quite quickly.” Ristorante Del Lago features wood-fired pizzas, a selection of meats off the Strong systems, talented chefs and relentless rotisserie, and pasta made fresh in-house daily. The aging room also boasts communication of details are critical elements authentic salumi and formaggio imported straight from Italy. Freshly made in The Broadmoor’s continued success with cannoli and homemade gelato round out the offerings.
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Although Broadmoor Farms doesn’t supply nearly enough produce for the whole property, it does give the culinary team a place to learn and experiment.
banquets. There is an intricate logistical element as well that details how food and equipment moves around the property and how events are to be set up, staffed and broken down. “Logistically, we spend much of our time coordinating and organizing events in remote locations,” says Miller. “It works because we are all on the same team and function with the same mindset. We’ve hired great chefs. We’ve renovated and built efficient kitchens. We’ve created tools and systems to keep us successful.” The Broadmoor’s culinary team is able to consistently exceed the expectations of the host, no matter if they are planning a board meeting for ten executives or a multi-day conference for 5,000 attendees.
ON THE FARM Johnstone came to The Broadmoor yearning to work at one of the last iconic properties that cares about every single piece of the production process. The Broadmoor still fabricates its own fish, meat and honey, and many of the resort’s chefs have trained in the classic style. Much of The Broadmoor’s produce is also sourced locally. Some of it even comes from the property’s own farm, which Patterson had a hand in establishing. Broadmoor Farms is located near the resort’s golf course. There is a 2,500-sq. ft., state-of-the-art greenhouse and about 3,500 sq. ft. of outdoor beds. There are eight beehives on property as well. “We also own a ranch property in the northern part of the state that is a working cattle ranch,” says Patterson. “We have another additional 50 beehives there, and our own herd of Wagyu beef that we use exclusively at the resort.” The Broadmoor has a horticulturalist and a team that oversees the daily operation of the farm. Apprentices are also encouraged to visit and tend to the farm, to gain a better understanding and appreciation for the various products they cultivate.
A CAFÉ FOR CHOCOLATE Thomas and Patterson began at The Broadmoor within two months of one another. Both were tenured in the industry and the operation was already successful when they came aboard. www.clubandresortchef.com
The two chefs clicked instantly and in the months that followed they strategically made changes to build momentum and to update and modernize all aspects of both the savory and pastry programs. In many of the same ways that barriers were broken down between the restaurants and the front- and back-of-house staff, Thomas and Patterson work hard to eliminate the barriers between pastry and savory. “In the kitchens I grew up in, savory has always been pitted again pastry, stealing equipment late at night like there’s a silly sibling rivalry,” says Thomas. “This banter goes back and forth and perpetuates the distance. Chef Patterson agreed that we need to be catalysts in changing that. And I think we have.” Café Julie’s is a prime example. This Parisian Patisserie features the resort’s own Luxury Valrhona Chocolate Collection, house-made gelato, signature coffees, espressos, wines and beer, as well as exclusive handmade chocolates. It also shows the bond between the chefs. “We look for opportunities to practice and educate what we preach,” says Thomas. “When we opened Café Julie’s, we had a lot of press coverage. While they were filming us, Chef Patterson was standing with me, side by side, making chocolates—which is not comfortable for him, by the way— and pralines. We had to stock the retail shelves and there was a mountain of work to be done. He could have been doing a thousand other things, but he chose to be a part of this.” Thomas appreciates Patterson’s support and willingness to make decisions unapologetically and to support his team. “He has immense integrity,” he says. “His decisionmaking capabilities are nearly always accurate. It’s nice to be part of this leadership team. We are always learning and growing. Every Monday, we reset and find more ways to improve.” C+RC September 2021
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BEVERAGE
ICONIC GOLF COCKTAILS
Mountain Lake’s F&B Manager/Sommelier shares a list of famous libations synonymous with golf. By Peter Vargas, Contributing Editor and Food and Beverage Manager/Sommelier, Mountain Lake, Lake Wales, Fla.
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SPIRITS AND COCKTAILS are to golf what Tiger Woods is to a red golf shirt on a Sunday afternoon. Whether members are enjoying a round with buddies at the turn, or soothing their spirits after a rough 18, certain cocktails have become iconic at the 19th hole. If these libations aren’t on your menu yet, consider running an “oldie but goodie” for members to enjoy. AZALEA Named after the beautiful pink flowers that bloom every April at Augusta (Ga.) National Golf Club, the Azalea has become the unofficial drink of the Masters Tournament. Try running the Azalea as a special for members next year during the Masters. (Insider tip: The Azalea pairs surprisingly well with pimento cheese sandwiches.) Recipe: Pour 2 ozs. vodka, 2 ozs. pineapple juice, 1 oz. lemon juice and a spoonful of grenadine into a cocktail shaker filled with ice. Shake then strain into a tall glass over ice. Garnish with lemon.
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TRANSFUSION The ever-trendy Transfusion is the golf cocktail of the moment. While its origins are unknown, rumor has it Dwight D. Eisenhower regularly drank transfusions at his club in Palm Desert, Calif., after his presidency. If it’s good enough to lubricate the general’s golf swing, it’s probably good enough for your members, too. Recipe: Combine 3 ozs. vodka, 1.5 ozs. grape juice, and .25 oz. lime juice. Pour over ice. Top with ginger ale. Garnish, if desired.
WHISKEY SOUR Few cocktails can stand the test of time as well as the classic whiskey sour, especially on the links. Its three-ingredient simplicity—whiskey, lemon and sugar— perfectly balance sweet and sour notes, thus keeping it as a mainstay in club cocktail culture. Recipe: Combine 2 ozs. whiskey, .75 oz. lemon juice and 1.2 oz. simple syrup in cocktail shaker with ice. Shake vigorously for 10 to 15 seconds. Strain into rocks glass over fresh ice. Garnish with thick-cut lemon twist and cherry.
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JOHN DALY Also known as the spiked Arnold Palmer, the John Daly is a refreshing combination of lemonade, iced tea, and vodka. Made popular at the Whiskey Creek Golf Course in Fort Myers, Fla., add this to your menu and encourage your members to “grip it and sip it,” before they “grip it and rip it.” Recipe: Fill a large highball glass with ice. Add 1.5 ozs. vodka, 2 ozs. iced tea, and 2 ozs. of lemonade. Gently stir. Garnish with a lemon slice.
MOSCOW MULE This stubbornly durable cocktail is refreshingly simple and can be adjusted in an infinite number of ways. For your next member-guest, host a Moscow Mule Bar complete with Classic Mules, Blood Orange Mules, Peach Mules, Mule Infusions, Fall Mules, Blackberry Mules, Pear Mules, Tropical Mules—and any other variation you can dream up. Recipe: Fill a copper mug or similarly sized glass with ice. Pour in 2 ozs. vodka and .5 oz. lime juice. Fill the glass with 4 ozs. ginger beer and gently swirl it with a spoon once to mix. Garnish with a lime wedge.
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SWEET “TEE” MULE Sweet tea vodka mixed with ginger beer and garnished with sugared blackberries is the newest darling in the golf cocktail arena. While it hasn’t been around as long as others, its popularity extends well beyond the course and is as delightful on pool cocktail menus as off the beverage cart. Recipe: Quickly dip each blackberry into simple syrup and then into sugar, rolling fruit across sugar to coat evenly. Thread a garnish stick with blackberries; set aside. Combine 2 ozs. sweet tea vodka with 2 ozs. ginger beer in a copper mug. Add crushed ice, two squeezes of lime and stir to combine. Garnish with reserved blackberries.
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BLOODY MARY The Bloody Mary is the quintessential savory cocktail. It’s popular at the 19th hole, during brunch and from beverage carts, too. Its flavor profile and appearance shift depending on the garnishes, but the best Bloody Marys are built with quality ingredients and finished with lots of flair. Recipe: Combine 2 ozs. vodka, 4 ozs. tomato juice, .25 oz. lemon juice, 3 dashes of Worcestershire sauce, 3 dashes of Tabasco sauce, 1 tsp. horseradish, a pinch of celery salt and a pinch of black pepper in a mixing glass with ice, and pour back and forth into another mixing glass three times. Strain into a tall glass filled with ice. Garnish with celery stalk, lime wedge and cocktail olives on a skewer.
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BOURBON OLD FASHIONED The Old Fashioned is the perfect post-round libation. Strong and sophisticated, this cocktail is ready for thirsty golfers eyeing the menu for dinner (or counting the cash they sharked from that last long putt on the 18th green). Recipe: Combine ½ tsp. sugar with 3 dashes Angostura bitters in a rocks glass. Add 1 tsp. water and stir until the sugar is dissolved. Fill the glass with large ice cubes, add 2 ozs. bourbon and gently stir to combine. Express the oil of an orange peel over the glass, then drop it into the glass to garnish.
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GLENMORANGIE The connection between Glenmorangie, golf and the Royal Dornoch Golf Club (Sutherland, Scotland) can’t be overlooked. The distillery is located close to the course and golf historians have given Glenmorangie the unofficial title as “The Spirit of the Open Championship.” Recipe: Serve neat or on the rocks.
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MOTHER-OF-PEARL GIN AND TONIC This classic gin and tonic is enhanced with brisk and aromatic celery flavors in three different ways: in a salt rim, in the bitters, and in the garnish. Like the Azalea, the Mother-of-Pearl is popular at the Masters—and beyond. Recipe: Mix 1 tbsp. kosher and 1 tsp. celery salts on a plate. Dip the rim of an old-fashioned glass in water and then in salts. Add ice, ½ oz. gin, and 2 dashes of celery bitters. Top with 3 ozs. tonic. Garnish with celery sprig and fennel frond.
THE NEXT GENERATION F&B MANAGER
Improve Your Dining, Operations, and Member Experience Game Member expectations have changed – it’s time to re-imagine the dining experience. Discover how you can improve your dining, operations, and member experience with 10 simple questions.
“Our experience with the Mobile App, Mobile POS, and Mobile Ordering has been nothing short of incredible.”
Discover how at go.clubessential.com/chef
Mobile Ordering
Mobile App
Mobile POS
Digital Payments Reservations
Banquets
DAMIEN GALLARDO General Manager Wing & Barrel Ranch
BANQUET
Happily
Ever After THERE’S NO DENYING THAT WEDDING RECEPTIONS look and feel different these days, complete with changed expectations, downsized events, a renewed focus on personalized details and, sometimes, hardly any seating at all. “If anything, members are concerned about shrinking their guest list,” says Michael Ponzio, Executive Chef of the Union League Club in Chicago. “Brides aren’t looking to serve cupcakes hanging from a flying trapeze in the middle of the room anymore. They’re just happy to be able to hold their events.” Instead, Ponzio has found, brides and banquet managers are working harmoniously to “get family together.”
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“No one is asking us to serve guests’ food with a rocket launcher,” he laughs. “It’s more like it was 40 years ago.” “Micro weddings” are de rigueur, bringing with them intimate touches from the bride and groom, such as sustainable details, DIY beauty touches or individualized food displays. In some cases, live, concert-style music is taking the place of a DJ. As for favors, they’re customized (hello, monogrammed face masks). For the reception, even if the days of elaborate, buffet-style spreads and over-the-top wedding antics are (at least temporarily) gone, it doesn’t mean weddings are less engaging— they’re simply being rethought. “We haven’t been doing buffets or action stations, where things are cooked to order and lines get long,” says Kelly Franz, Executive Chef of the Kiawah Island Club’s River Course Clubhouse in Charleston, S.C. “Instead, we prepare everything in back and serve it from the station.” Ponzio concurs, noting that many guests now want to avoid build-your-own experiences. “An attended buffet ensures everyone can be served, while offering everyone peace of mind,” he says. Along with attended buffets, Franz has also noticed an emphasis on
Surprising touches, intimate gatherings and purposeful menu planning define today’s wedding menus. By Jennifer Olvera, Contributing Editor
mingling. “It may still feel a little weird to sit next to someone you don’t know,” she says. “So brides are opting to have Kelley Franz, guests ‘pop’ Executive Chef, around the Kiawah Island Club’s room, talking River Course Clubhouse and dancing.” Among guests who do favor a traditional approach, a popular choice is plated, three- to-four-course meals with pod seating. “Some people feel more comfortable sitting in one spot versus congregating,” Franz notes. But the three-option chicken, fish or steak menu selection? It’s not really a thing anymore. “I recently did a vegan wedding for 240 people, at the request of the mother of the bride,” Franz reports. To make sure that menu appealed to diverse palates, Franz used standins like hearts of palm or jackfruit over meat substitutes, resulting in preparations like split-pea “ground beef” stippled with mushrooms and beets. Ponzio has seen an uptick in vegan selections, too. Recently, he served www.clubandresortchef.com
At Kiawah Island Club’s River Course Clubhouse, weddings are more intimate with pod seating and purposeful menu selections.
dishes like portobello Wellington and plant-based tiramisu and “cheesecake.” Of course, vegan fare isn’t everyone’s cup of proverbial tea. Raw bars, set atop ice sculptures or other beautiful displays, are also popular. “We’re right on the water, so things do tend to be seafood-oriented,” notes Franz, adding that seasonality and local sourcing continue to drive menu selections. “But we never did sashimi, for example, before—and we did 1,000 pieces last Saturday!” “Gatherings are more cultural than ever before,” Ponzio adds. “Authenticity is important, so I recently brought in a guest chef for a traditional Japanese event.” The unique feel doesn’t only extend to settings, setups and food. Signature cocktails are also helping more weddings stand out from the pack.
“Bourbon and tequila cocktails are big right now,” Ponzio says, citing recent pours such as honey and gingerinflected Lynchburg lemonade, made from single-barrel mash bourbon. “It’s no longer about martinis, champagne and rosé.” At the Kiawah Island Beach Club, Franz says, that has translated to “gallons and gallons” of jalapeno margaritas; a sparkling gin blossom with elderflower; and a Marsh Mule made with Sweatman’s ginger beer, chai tea, vodka and orange bitters. Really, if there’s one way to sum up the latest wedding trend, it’s that
they’re now much more purposeful. “Great food and interesting selections— that’s what everyone wants,” Ponzio says. That and togetherness, which has been fleeting and is therefore more cherished than ever. C+RC
At the Union League Club of Chicago, wedding range from elaborte to simple, with menus and displays that are personalized and thoughtful. www.clubandresortchef.com
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MANAGEMENT
Building a Self-Aware
Service Culture Congressional CC’s service approach is driven by the club’s core values and measured by how well hospitality is delivered to members and guests. By Joanna DeChellis, Editor
A THRIVING SERVICE CULTURE is a powerful force within a country club. It provides a clear path toward a satisfying and sustainable member experience. The expectations of the staff are neatly outlined, and a prevailing sense of “this is how we do things here” clarifies goals and daily practices. Congressional Country Club in Bethesda, Md., offers an insightful example of a top-notch service culture that many seek to emulate. Rooted in its core value to provide the highest level of hospitality to members and guests, Congressional CC’s approach is perpetuated by a dedicated team of like-minded professionals constantly looking for ways to
improve, and is built on four prevailing principles. “My role, and the role of our leadership, is to select the right individuals to build a cohesive team; create clarity of what defines our service culture; overcommunicate that clarity through our training processes; and then reinforce it with our performance-management systems,” says Kris Glaubitz, CCM, Director of Food and Beverage. Much of Congressional CC’s model starts with hiring for the right fit, and then training to the point that service becomes second nature. That produces a staff that is able to predict and anticipate the needs of its members, has a service mindset, and is constantly training to improve. According to Glaubitz, much of this process starts by creating a foundation of self-awareness. “The onboarding process is immersive,” he says. “The first ninety days are completely mapped out. We go over our core values and spend a lot of time helping the team understand how they are a part of a bigger picture, and that we are going to give them the tools they need to deliver the service we expect from day one.” Back row (l. to r.): Jeff Turok, Beverage Director; Matthew Morrison, Executive Chef; and Mario Campuzano, CCM, Assistant General Manager. Front row: Kris Glaubitz, CCM, ECM, Food and Beverage Director; Jenna Schulten, Food and Beverage Manager; Rachel Kreuger, Banquet Director; and Trevor Maurer, Certified Cicerone, Founders’ Pub Manager.
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Warm welcomes, using members’ names and fond farewells are critical steps in the service model at Congressional CC.
Day 91 and beyond is where the real magic happens. “Training doesn’t end after orientation,” Glaubitz says. “It’s constantly reinforced through measurable systems. We are intentional about our culture. It’s defined by our actions, not by the rules we put in place.”
EASY WINS At Congressional, service is a team sport, and everyone has a position to play. “We start with the basics and follow the three steps of service,” says Glaubitz. “These include a warm, sincere greeting using the member’s name; anticipating their needs throughout their visit; and providing a fond farewell. “I like to refer to Danny Meyer’s quote: ‘Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard,’” Glaubitz continues. “But it’s what defines the member experience at Congressional Country Club. “The hospitality market is so competitive, and most offer similar products,” adds Glaubitz, who earned “Rising Star” recognition in 2020 through the Excellence in Club Management Awards co-sponsored by Club + Resort Business (“Circle of Stars,” C+RB, June 2021). “But one of the main reasons that members join and utilize their clubs, and continue paying dues, is for the personalized member experiences they receive.”
YES, BUT HOW? Many great clubs operate with an ethos of, “The answer is yes; Now what is the question?” Congressional CC’s model is similar, albeit slightly different. Its “yes behavior” and www.clubandresortchef.com
learning-from-mistakes mindset relies on good communication, honest feedback and continual improvement. “Your club’s service culture will be established whether you participate and shape that culture, or whether you allow it to shape itself,” says Glaubitz. “We talk a lot about whether we want our teams to be governed by rules or culture—and of course, it’s culture.” This means finding clever solutions to problems and saying “yes,” instead of finding reasons why certain requests are unreasonable. It’s about saying here’s what we can do. Glaubitz calls this “knowing the rules, so you can break them.” Does this mean mistakes never happen at Congressional CC? Absolutely not. “The hospitality industry is full of opportunities to make mistakes, and as someone who has worked in hospitality for over half my life, I know they are going to happen,” he explains. “We are diligent here about our service recovery and tracking these instances, so we can learn from them.” C+RC September 2021
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MANAGER to CHEF
How Unifying the Team Will Improve the Club As Wycliffe G&CC evolves its offerings and refines its capabilities, retaining a unified, team-based culture will be critical. Christopher Park, Executive Chef of Wycliffe G&CC (left) with Rob Martin, CCM, CAM, General Manager/COO.
By Joanna DeChellis, Editor
ROB MARTIN, CCM, CAM, General Manager/COO of Wycliffe Golf & Country Club (Wellington, Fla.), has spent his entire career in the club industry and has worked at some of the best clubs in the country, including Grandfather Golf & Country Club (Linville, N.C.), PGA National Resort & Spa (Palm Beach Gardens, Fla.), and River Oaks Country Club (Houston, Texas). Having worked in all parts of a club, Martin knows the importance of having a unified team led by strong, humble individuals. He was instrumental in hiring the club’s Executive Chef, Christopher Park. Together, they function with a millennial mindset trained to unite not just the front and back of the house, but the entire club. C2C: What is the relationship like between you and Chef Park? RM: Just before I became General Manager, the previous chef had left for the restaurant world. One of my first hires was for an Executive Chef. I was looking for 78
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someone who could help to take us in a new direction. I wanted someone with club experience, but who was hungry for their first Executive Chef role. C2C: What made Chef Park stand out? RM: His resume was impressive. He began his career at a Marriott Hotel and worked at high-volume, quality operations, including the Breakers Hotel, BallenIsles Country Club and Ibis Golf & Country Club. He was motivated to become an Executive Chef, but no one had given him his big break—until he came to Wycliffe in 2017. I saw a lot of similarities between myself and him. I suspected we would get along very well and be able to do some impressive things together. He made it to the final two, and then he knocked the tasting “out of the park” and we offered him the job. C2C: What did he prepare for the tasting? RM: He did a play on meat and potatoes, with Tomahawk steaks on a wooden board www.clubandresortchef.com
with bone marrow and mashed potatoes. There was a fresh bread display, too. He took such a simple concept and made it a “wow” dish. We were all blown away.
C2C: What’s on the menu at Hyve? RM: There’s a soup of the day, a salad station, smoothies, shakes, and comfort options. We try to offer a range of choices, much like we do for our members.
C2C: How has he emerged as a leader over the past four years? RM: He has performed far beyond our expectations, especially through the pandemic. He’s humble and steady but not afraid to take calculated risks. He’s beloved by the membership and the team. He’s taken the culture of the culinary department to a whole new level.
C2C: Beyond this space, what have been some other notable changes to the culinary side of the operation? RM: Chef has improved almost all elements of the culinary program, whether that’s been in reducing waste, sourcing higher-quality products, using local seafood or offering more creative specials. We also introduced a food truck trailer, to help with grab-andgo and outdoor dining programs.
C2C: What have been some of the biggest changes you’ve made to the program together? RM: We’ve developed a team atmosphere and Chef has worked hard to promote from within. For example, we had a grill room supervisor who has worked into an Executive Sous Chef role. We’ve rebranded each restaurant with a new name and logo, and chef was instrumental in that process. And we created a really beautiful employee dining space. C2C: You named that space “Hyve” and it mirrors your newly renovated Spa & Fitness Center that’s named “Thryve.” How big is the employee space, and what was there previously? RM: It’s about 3,500 sq. ft., and it was basically a much smaller breakroom and storage area. The project allowed us to expand the footprint, use reclaimed materials from a larger renovation, and leverage the capabilities of our in-house team to create a space that is not only very functional, but also rejuvenating, warm and inviting. C2C: Was Chef involved in the design phase? RM: Absolutely. It was mostly Chef Park, myself and the club’s Director of Engineering, Mark Jacobson. Initially, Chef was concerned about losing storage space. But when he saw what we could do if we moved a wall and relocated some of the items that were in there previously, he ran with it. He was instrumental in sourcing the equipment for the buffet line and creating a design and layout that would allow our team to be creative in what we can offer one another.
C2C: Did you build or buy the truck? RM: We had it custom-built for about $50,000 and we designed it so we could change the menu pretty easily. It will continue to play an important role well beyond COVID, especially for events and happy hours. C2C: You completed an $18 million renovation (see “’Rolling Renovation’ Keeps Wycliffe G&CC on the Move, C+RB, April 2020) not too long ago. What are the highlights of what you accomplished in F&B through that project? RM: We added a formal dining room, Flavours, as well as the social hub of the club, The Cliffe. Also, our outdoor Pavilion and expanded Grille Terrace give us various options for outdoor dining. We can seat about 180 people out there with social distancing, so we invested in a lot of outdoor furniture. The membership is deeply grateful that we had the foresight to create so much outdoor space for them. C2C: What’s ahead for Wycliffe in the next few years? RM: We are going to focus on how best to use our new clubhouse and create events that are meaningful and well-executed. We’ll continue to explore technology to be efficient and cutting-edge. We’ll also evolve our to-go and takeout programs, and improve sustainability initiatives. My goal is to continually improve what we offer our members and our team. That’s what separates us—service quality with an innovator’s touch--and that’s what will continue to propel us forward in the coming years. C+RC
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See you in
NASHVILLE 2022 MARCH 20-22, 2022 NASHVILLE TENNESSEE
PRODUCT SHOWCASE � ��� � � � � � �� �� � ��
T����� + C����� Tables for All
Product: Picnic-Style Tables Features: ▶ A purpose-driven modern collection of picnic and event-style tables ▶ Designed to be activated between indoor and outdoor use ▶ Effectively outfit outdoor dining, venue or recreational spaces ▶ Made in the USA and constructed with domestically sourced high-grade aluminum ▶ Protected with durable UV powder-coat finishes to withstand inclement weather ▶ Optional sublimated surfaces available to customize any setting, space and landscape
Southern Aluminum
Park It Here
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Product: Park Avenue Stacking Wood Chair Features: ▶ Stacks 10 chairs high ▶ Unmatched 20-year warranty ▶ Custom-made in the USA ▶ Available with or without arms ▶ Sustainable solid hardwood frame ▶ Eustis Joint construction for added durability
Eustis Chair
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Stack the Deck
Product: Lennox Stacking Dining Chairs Features: ▶ Comfortable wrought-iron outdoor furniture made in the USA ▶ Stacks four high for easy storage ▶ Can be used with or without a cushion ▶ Five-step powder-coating finishing process and outdoor foam and fabrics provide durability ▶ Modern design perfect for poolside dining spaces
OW Lee
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Level Up
Product: Table Bases and Equalizers Features: ▶ Eliminate wobbly and misaligned tables in virtually any situation ▶ FLAT® self-stabilizing table bases adjust to uneven surfaces automatically ▶ More than 40 styles of tables to suit a range of indoor and outdoor hospitality environments ▶ For country clubs and leisure facilities with existing wobbly tables, FLAT® Equalizers are an ideal retrofittable solution ▶ FLAT® Equalizers replace a table’s existing screw-in feet and stabilize the table following a gentle press on the table top
FLAT
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PRODUCT SHOWCASE
A�������� First Impressions
Product: Durable Podiums Features: ▶ Personalized podiums help to set the tone for members and guests from the moment they arrive ▶ Four standard designs ▶ Three material combinations ▶ Multiple plastic colors ▶ Personalized logo options available ▶ Shelved storage space ▶ Umbrella-ready options (umbrellas sold separately) ▶ Lid compartments (on certain models) ▶ Contact your Landmark rep today to meet your branding needs
Landmark Golf Course Products 888-337-7677 • www.Rinowood.com
Quick Dry
Product: QD4P Equipment Dryer Features: ▶ Insulated heated cabinet efficiently dries up to four pairs of athletic shoes ▶ Standard 500 Watts, 120 Volts, 4.5 Amps ▶ Provides quick heat with a high/low temperature switch, ranging from 120°F (49°C) to 160°F (71°C) ▶ Black powder-coated aluminum outer panels, fiberglass insulation, stainless-steel interior, .060 stainless-steel base plate ▶ Comes standard with two chrome-plated wire grids ▶ Clear easy-open side-by-side doors with magnetic latches ▶ Includes 1” adjustable legs ▶ Fits easily on a countertop or table ▶ Weight: 73 lbs.; Height: 23-3/8”; Depth: 20-1/8”; Width 22-1/2” ▶ One-year parts warranty
X Marks the Spot
Product: Royal Basket X-Frame Folding Hamper Cart Features: ▶ Great for storing and transporting towels, laundry and more ▶ Several color options available in solid vinyl or mesh material ▶ Removable, super-strong liner ▶ Easy to clean ▶ Collapsible, lightweight 1” steel tubular powder-coated frame ▶ Made in the USA
Duffy’s Tri-C Club Supply www.duffystric.com
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Cres Cor
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Power Polo
Product: Earth-Friendly Products Features: ▶ For nearly half a century, EFP has created sustainable cleaning products ▶ Formulated with ingredients that are safer for people and the planet ▶ From laundry soap to glass and counter cleaners, EFP has everything your club needs ▶ A natural clean at a price you can afford
Product: Allover Chevron Golf Polo Features: ▶ 92% Polyester/8% Elastane ▶ Jersey fabrication is soft and smooth, providing comfort for the wearer ▶ Stretch to give full range of motion ▶ Opti Dri™ wicks away moisture ▶ Swing Tech™ ▶ UPF 50 sun-protection fabric ▶ Short-sleeve ▶ Machine wash ▶ Available in Big & Tall
Fore Supply Co.
Callaway
Sustainable, Green Cleaning
800-543-5430 • www.foresupply.com 82
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PRODUCT SHOWCASE
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Raining Rotors
Product: 702/752 Series Electric and IC 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
www.rainbird.com/golf
This Cat Loves Water
Product: Lynx 7.0 Central Control System Features: ▶ Improved monitoring functionality ▶ Enhanced diagnostic capabilities ▶ 14th iteration of the operating system has an emphasis on continuous improvement ▶ Seamless compatibility with Lynx Smart Modules ▶ Automatically identify individual smart modules after the initial installation process ▶ Runtime controls to the second and measures inputs to 1/100th of an inch ▶ Upgraded operating system can retrieve voltage and amperage data, which is crucial to understanding the overall health of the irrigation system ▶ Deciphering diagnostic information is also streamlined when using the new express mode
Toro
www.toro.com
T��������� Reservations for All
Product: FlxRez Reservation System Features: ▶ Reservation systems for all areas of the club ▶ Aquatics/pool ▶ Fitness centers ▶ Driving ranges ▶ Golf simulators ▶ Spas and barber shops ▶ Tennis, pickleball, handball, bocce, etc ▶ Gyms and basketball ▶ Trap and skeet ranges ▶ Electronic scorecards (mobile app) ▶ and more
ForeTees
www.foretees.com
The End of Radios
Product: Relay+ Features: ▶ Connects over WiFi and cellular network for seamless coverage across your course ▶ Eliminates the need for repeaters ▶ Relay survives anything from drops in water to drops on concrete ▶ Small, lightweight—no protruding, breakable parts like antennas ▶ Fewer repairs and replacements translates into more savings ▶ Talk in groups or in 1:1 private conversations ▶ Create unlimited channels ▶ Wired- and Bluetooth headset-capable ▶ Use the Relay dashboard to track, manage and even communicate with your team
Relay
www.relaygo.com
www.clubandresortbusiness.com
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PRODUCT SHOWCASE
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A Better Battery
California Cool
Product: 8.5-ft Pagoda Umbrella with Sunflower Yellow Sunbrella Fabric Features: ▶ Commercially rated aluminum two-piece pole (2mm pole wall thickness) ▶ Reinforced fiberglass ribs (9.7mm diameter) ▶ Push-open system with stainless-steel pin stopper ▶ Sunbrella Sunflower yellow fabric ▶ Aluminum hubs and finial cap
March Products Inc.
909-622-4800 • Sales@marchproducts.com www.marchproducts.com
Shade the Rays
Product: Ocean Master Max Nautical Teak Features: ▶ Uniquely reinforced mast sports an aluminum spine, adding strength ▶ Mast also affords the integration of an internal telescoping crank-lift system ▶ Crank assists with an easy open while the telescoping elements allow for unobstructed closure over the furniture below ▶ Responsibly harvested teak of the highest grade will gracefully develop a gray patina over the long life of the product ▶ Expertly cured, the teak sourced for each umbrella has necessary natural oils locked in, to protect from dry rot and splintering ▶ The natural teak used throughout the hubs, ribs and struts marry with polished metal elements, adding elegance and a nod to our aluminum roots
TUUCI
www.tuuci.com
Product: Trojan Motive T875-AGM Battery Option Features: ▶ Later this year, Motive T875-AGM batteries by Trojan will be available as an option to company’s standard flooded lead-acid (FLA) batteries ▶ These AGM batteries are protected by a “Life of the Lease” warranty ▶ Do not require watering—making maintenance worry-free ▶ Motive T875-AGM batteries have a shorter charging time than standard FLA batteries ▶ Manufactured from 98% recyclable materials
Yamaha Golf Car Company www.yamahagolfcar.com
Give Me Liberty
Product: Liberty Golf Cart Features: ▶ Industry’s first vehicle to offer four forward-facing seats in a compact, golf car-sized footprint ▶ Powered by a high-performance, zero-maintenance Samsung SDI lithium-ion battery system ▶ Extensive storage space with a shorter wheelbase than other industry models with four forward-facing seats ▶ Offers enhanced maneuverability and a tighter turning radius compared to competing vehicles ▶ Choose from a variety of accessories that attach to the Liberty’s 2-inch rear universal hitch receiver, including a cargo storage holder or golf bag holder ▶ Releases zero emissions, requires no battery maintenance, and is backed by an eight-year battery warranty ▶ Charges faster and more efficiently than vehicles equipped with traditional lead-acid batteries ▶ Offered in two tailored packages: Commuter and Explorer
E-Z-GO
www.ezgo.com
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PRODUCT SHOWCASE
F��� + B������� Great Balls of Butter
Down-Under Delight
Product: W.Black Australian Wagyu Features: ▶ The natural Wagyu earthy-caramel sweetness shines through. A silky texture, rich in good fats, Omega 3 and Oleic acid. The white grain-based diet allows the unique flavor profile to shine ▶ Independently graded using the AUS-MEAT Australian grading system that provides rigorous independent grading. Customers can be confident in the consistency and integrity that W.Black delivers every time ▶ Utilizing a unrivaled lineage of full-blood Wagyu Sires. Genetics are DNA-tested for marbling, eye-muscle area and growth rate, to deliver superior Wagyu cattle ▶ Only the finest cattle are chosen. Twelve months spent roaming on natural pastures, before a 400-day bespoke Japanese white-grain diet
Product: Premium Butter Balls Features: ▶ Market leader in premium shaped butters ▶ Made with smooth, creamy European-style butter ▶ These shapes have been a hallmark of the fine-dining experience for decades ▶ Ideal for weddings, special events, or your daily menu ▶ Your members will know that you have thought of everything when you serve these extraordinarily shaped butters
Butterball® Farms Butter www.butterballfarms.com
W.Black Australian Wagyu 256.749.3987 www.wblack.com.au
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Satin Dining
Creamy Creation
Product: Chocolate Mousse Mix Features: ▶ A dry mix containing Dutch process cocoa and other flavorings ▶ Yields a smooth creamy mousse with an appealing chocolate flavor ▶ Kosher ▶ Made in the USA ▶ Prepared product must be kept refrigerated or frozen ▶ Shelf Life—12 months. Prepared Product: 4-7 days, refrigerated ▶ Ingredients—sugar, cocoa powder (processed with alkali), sodium alginate, calcium lactate gluconate, sodium phosphates, dextrin, salt, and vanillin
Product: Satin Band Damask HD Features: ▶ Elegant Damask napkins and tablecloths ▶ HD (high-definition) pattern with bold, distinct color effect and high contrast ▶ Available in a range of colors and standard sizes ▶ Easy-care 100% polyester ▶ Wrinkles little to none when handled properly ▶ Spun/filament fabric for soft, cotton-like feel ▶ Soil-release finish ▶ Excellent color retention ▶ Lock-stitched hems
Hunt Textiles
www.hunttextiles.com
RC Fine Foods
www.rcfinefoods.com www.clubandresortbusiness.com
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PRODUCT SHOWCASE
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Make It a Double
Product: 2by2 Specialty Ice Machine Features: ▶ 2by2 cubes are perfect for chilling and minimal dilution for cocktails or straight spirits ▶ Produces dramatic 1.9” x 1.9”x 2.3”square ice cubes ▶ Ice is also a garnish-elevating cocktail presentation ▶ Increase your revenue per drink served ▶ Small footprint easily fits under a bar ▶ Up to 50 lbs. of ice production per 24 hours ▶ Built-in storage bin with 22-lb. capacity ▶ Durable stainless-steel exterior with easy-to-remove-and-clean air filter
Golden Griddle
Product: Legend Heavy-Duty Deluxe Griddle Features: ▶ 30,000-BTU/hr. burners every 12” ▶ One snap-action thermostat for every burner ▶ Automatic pilot ignition with 100% safety valve ▶ Larger 4 1/2-quart grease drawer with baffle ▶ A full 24”-deep cooking surface ▶ 1”-thick, 24”-deep polished cook surface ▶ 4” back splash and tapered side splashes ▶ 3 1/4”-wide grease trough ▶ Stainless-steel front and sides with 4” (102mm) legs
Montague Company
Hoshizaki
www.montaguecompany.com
www.hoshizaki.com
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Join the Club
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 ▶ ClubProcure has been servicing the club industry for more than 25 years
ClubProcure
www.clubprocure.com
Service: McMahon Group Features: ▶ Primary goal is to serve clubs and their leadership by helping to achieve maximum satisfaction for their members ▶ Identify the challenges facing clubs and work with Board members and general managers to develop unique solutions ▶ Understands trends in the club industry and has unparalleled experience in every aspect of club life, including an acute understanding of club politics ▶ Provide objective, unbiased consulting that is essential for achieving club goals ▶ Specializes in integrated consulting solutions ▶ Helps clubs recognize and prioritize issues while building consensus among the members ▶ Club member preferences are revealed and general managers get valuable feedback
McMahon Group
www.mcmahongroup.com
ADVERTISER INDEX BARILLA
55
EUSTIS CHAIR
25
MINOR’S FOODSERVICE
59
BREVILLE
57
FIBERBUILT UMBRELLAS & CUSHIONS
39
THE MONTAGUE COMPANY
88
FIRE WITHIN
71
FORETEES
11
BarillaFS.com www.polyscienceculinary.com
866-667-8668 / www. berbuiltumbrellas.com
CALLAWAY GOLF COMPANY
17
CHEF TEC
75
www.callawaygolf.com
303-447-3334 / www.ChefTec.com
CLUBESSENTIAL www.clubessential.com/clarity www.go.clubessential.com/chef
51 64-65
www.crescor.com
ETHOS CLUB & LEISURE
972-341-8133 / www.ethosclubandleisure.com
l
Club + Resort Business
l
GENERAL MILLS
www.generalmillscf.com/k12
800-363-5480 / www.clubprocure.com
CRES COR
888-240-9758 / www.firewithin.com sales@foretees.com / www.foretees.com
23, 73
CLUBPROCURE
86
978-827-3103 / sales@eustischair.com
September 2021
19
HOSHIZAKI AMERICA
www.hoshizakiamerica.com
49 2
www.minorsfoodservice.com
800-345-1830 • montaguecompany.com www.relaypro.com
RENOSYS
37
SOUTHERN PRIDE
87
STUDIO JBD & JEFFERSON GROUP ARCHITECTURE
29
53
800-783-7005 / www.renosys.com www.southernpride.com
401-721-0977 / Pcafaro@JBDandJGA.com
KOPPLIN KUEBLER & WALLACE
15
TRUE AUSSIE LAMB
McMAHON GROUP
18
YAMAHA
www.kkanw.com / clubleadershipalliance.com 314-744-5040 / mcmahongroup.com
3
RELAY
www.foodservice.trueaussiebeefandlamb.com 866-747-4027 / YamahaGolfCar.com
7
www.clubandresortbusiness.com
AUTHENTIC FLAVOR AUTOMATIC CONTROL The SRG-400 comes with 45 sq. ft. of cooking capacity and expands to 87 sq. ft. with the purchase of additional racks. The small footprint and large capacity makes this model ideal for many foodservice applications. Family owned and operated, we proudly offer a network of distributors that take care of your Electric, Gas or Mobile configurations from start to finish. Southern Pride smokers are designed with high-quality components that help guarantee a long life, ease of use, accuracy of controls and consistent heat resulting in unmatched, dependable performance every time. Visit us online at southernpride.com today!
MADE WITH PRIDE IN THE USA
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COOK. COOL. GAS. ELECTRIC. THE FUTURE CONTINUES TO UNFOLD FOR ONE INNOVATIVE FOODSERVICE MANUFACTURER.
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