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Confessions of a General Manager Three Phases of Board Relations
-”An interruption to my work”
-”I will do their work”
-”We will work together”
Sheboyan Market
Competitive environment with dozens of good restaurants and many of the best golf courses in the region
We compete with daily fee courses and area restaurants and banquet facilities
Any way that our members spend their entertainment dollar is competition
The need to bring “Our A game”Finding gaps in the market
How Do We Compare?
Comparable number of golf of golf members 180 - 400 Diverse membership – particularly economically diverse 8th best golf course out of 500 in the state Full service country club We have a 5 million dollar head start to greatness Golf Course Superintendent, Golf Professional and
General Manager nearly 100 years of combined industry experience
Pine Hills Country Club is a BusinessOver a $2,600,000 a year businessOver 75 - 100 employees in peak seasonAssets---millions of dollars of real estate and
facilities and over a million dollars of equipmentThe need for efficient and professional policies
and management of these resources
“A private club by definition is a luxury. It is not typically an environment where the goal is to save money. However, it is incumbent upon the committees, board and management team to be sure that it is not an environment where we waste money.”
Pine Hills Country Clubis a Family Home away from home A home with a very diverse family Making the best decision for the entire family Balancing “business with family” It is very important as a board member to remember that
balance Chicago Alderman comment
Demographics and Psychographics
We are a collection of minorities Age Occupation Education and Travel EXPECTATIONS!
Dealing with Diversity – F and B Menus and events need to reflect the diversity
of the membership Market for the month – not every event or
every night will appeal to all members Over the course of the month offer something
for nearly every group Plan for the current member and for the future
member
Dealing with Diversity - Golf
Degree of difficulty Type of events Practice facility Only club vs. many clubs experience Continual improvement vs contain costs Hippocratic Oath Bunkers, bridges, irrigation People, equipment, course
The Role of the Board and Committees What YOU bring to the Board of Directors
Historical perspective Member perspective Outside perspective Business Management and Planning
Experience A desire to maintain and improve the club
Impact of Age and Profession Generation Profession
EntrepreneurCorporateDoctorSales and MarketingAccounting
Board Member Perspective Previous club experience Length of membership Other Board experience Constituency
Who will be talking to you….?Are you here to represent a constituency,or to represent the entire membership?
5 Primary Functions For Every Board Member
1. Approve membership applications and resignations
2. Review and approve the annual capital and operating budget
3. Establish and review club policies and objectives4. Serve as committee chair5. Hire the general manager
Board Dynamics by Dick Kopplin, President Kopplin and Kuebler
Responsibility Matrix
Activity/Decision Board General Manager_______________ Budget Approves Recommends and
provides input
Capital purchases Approves Prepares request
Staff evaluation Evaluates Evaluates others only GM
Daily operations No role Leads management
team to make decisions
Board Dynamics by Dick Kopplin, President Kopplin and Kuebler
The Board’s Role of Policy Making and Planning
Shape the mission and the future Level of quality of services and facilities What services are to be offered, when and where they
will be offered Final approval of Annual Budget needed to obtain
desired quality Decides on capital spending and planning
Goals Not just survival but success! More effective committees Enhance the member experience Grow revenue Membership goals
Replenish and continue Full golf membership
Capital goals The timely repair and replacement of the club’s assets
Committees Provide Member Input
C o u ntry C lub S tru c tu re
C o m m itte esA d vise B o ard an d Te am
M a na g em en t Te am
B o a rd o f D ire c to rs
Committees are Advisory Groups Channel for member requests Provide ideas and expertise to General Manager and
Management Team Develop details of policy for Board approval Committee membership can provide experience for
potential board members
Board Member Role As Committee Chairman
Committee selection Diversity Meeting schedule – very few need to meet monthly Goals for the year Work with management team and get agenda out a week in
advance Meeting reminders Minutes taken and submitted for board packet Informational items Action Items!
General Manager Concept “The Buck Stops Here” Coordination of calendar and finances Helping everyone do a better job Management Team Committees Board of Directors Officers
Three Types of Manager/Board Relationships
“We will tell the manager what to do.” Day to Day Operations Policy and Budget Issues Primary focus is on short term problems and solutions
The Second Type
“We will protect the club from the manager” Spirit of distrust Great involvement in day to day issues Chain of command Limited input from manager on Policy and Budget Issues
Third Type of Relationship “We will work with the Manager”
Limited involvement in day to day operations Look to manager for input on budget and policy issues Make final budget and policy decisions Focus on medium term and long term goals
General ManagerSpan of Leadership
General Manager
Paul Hattimer
Golf Course Superintendent
Rod Johnson
Golf Course Team
Head Golf Professional John Wallrich
Golf Service Team
Head Tennis Pro Art Santos
Office ManagerRosanne Latham
Receptionist
Dining Room Manager
Brandon Hurst
Food Service Team
Bar Manager Scott Kress
Bar Service Team
Banquet and Events Director Emilie Gerhke
The Country Club BudgetProvide high quality products and services in a
well maintained facilityGeneral Manager, Controller and Management
Team prepare budgetCommittees provide input on budgetFinance Committee reviews/approves budget Budget presented to the full Board for approval
Key Points About Club Revenue! Dues are the number one source of revenue Quality and satisfaction generates dues Golf Carts and Guest Fees are second Banquets are third Ala carte Food and Beverage is a service that attracts
and retains members – an amenity
Banquets and Club Events Higher gross profit margin Economies of scale
In food preparation In service
Less guess work, less waste We know when they will be served How many will be served What will be served
Key Points About Club Expenses! Large fixed costs. So volume is important Largest cost is payroll, nearly $1,200,00 a year Productivity – making the most of our labor dollars Sometimes we will underestimate “We are not short on
staff we are long on members.”
The Board Meeting
Getting things on the agenda Is it something that should go to a committee? Contact General Manager 7-10 days prior to meeting If possible discuss with other Board Members prior to
meeting Avoid recurring issues
A Quick and Productive Meeting Preparation and germane discussion Hidden Agendas Common mission and goals Will the decision attract and retain members? Confidentiality One hour of preparation
Financial Information
InventoriesGeneral Manager Variance ReportDues are what we seekGolf IncomeFood and BeverageParties and Profitability
Your Questions and Suggestions Did you find this helpful? What can be done to make it more helpful? For you? For
future Board members? Next steps
Clubhouse tour Grounds Department tour
Closing Thoughts
“A politician thinks of the the next election, a statesman thinks of the next generation.”
Strategy vs. Tactics Board is crucial in establishing the long term identity and
future of the club