July/August BoardRoom magazine 2023

James Vice President

Denehy President

Corroon Research Consultant Pamela Roumas Admin. Assistant

Redgate

Finlen

McAuliffe Senior Consultant

“The F&B POS took my breath away! It’s so beautiful and intuitive.”

“Cobalt created the best F&B POS and Table Management system available for clubs. It improves upon functionality available in the hospitality and restaurant systems and combines it with our member data. It’s phenomenal.”

“We onboard several hundred seasonal workers every year. The Cobalt POS is so easy for new staff to learn that they pick it up quickly and enjoy using it. Cobalt saves us hundreds of hours in training time each year.” Inspired by the Best of hospitality. Built for Clubs. Find out what’s being served.

Dave White is the editor of BoardRoom magazine. If you have comments on this article or suggestions for other topics, please send Dave an email to: dave@boardroommag.com.

What Makes a Great Private Club?

Now that’s a question often posed in the private club industry that usually generates many varied opinions.

There are many reasons why people join a private club, including the fact that private clubs provide an escape from the daily grind... a home-away-from-home with luxurious amenities such as golf courses, pools, gyms, spas, outstanding restaurants, tennis and pickleball courts and enticing events that engage members, all of which contribute to an exceptional member experience.

Our cover story this issue focuses on the comments and opinions of some of the industry’s most outstanding personalities, people who work with clubs and know what their members want... an exceptional member experience.

So, take a few minutes and read John Fornaro’s Publisher’s Perspective for a primer on what makes a great private club. It’ll be worth your time!

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Part of what leads to great private clubs is ‘good’ governance. Henry DeLozier continues his series on Excellence in Governance with his article, “Becoming a Better Board and Board Member.”

Henry explains who and why, among the many capabilities board member must possess, curiosity is essential.

“Curiosity is a quality related to inquisitive thinking, such as exploration, investigation, and learning, evidenced by observation in humans and animals. On a private club board, curiosity enables board members to better understand the essence of the business. It helps board members become empowered and maximizes their effectiveness,” Henry explained. It’s another must-read.

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While we’re dealing with governance, Dan Kaplan, president and CEO of the Polo Club of Boca Raton, (FL), in his “On the

Frontlines” article, details how the Polo Club has updated its strategic plan by detailing more than 100 specific action plans for Kaplan’s management team.

“Perhaps more importantly, we redefined our purpose (“Why we exist”), mission (“What we do”) and core values (“How we conduct ourselves”) to encompass not only our members but also our employees and external service providers. These statements acknowledged how critical our management team, staff and contractors are to delivering an exceptional member experience. Once we defined these terms, we ensured that our 14 strategic objectives and action plans aligned with these definitions,” Kaplan explained.

To be sure, this strategic plan provides a roadmap for the club’s current and future boards and the club’s management team and certainly shows the value of strategic planning.

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Dave Doherty has long been a contributor to BoardRoom magazine’s Green Committee and for his efforts in the club industry over the years, is the recipient of the Dave White Editorial Award for 2022

Doherty, CEO and founder of The International Sports Turf Research Center, Inc. (ISTRC), in an article written by his son, Eric, explains how he got into the turf business and why it‘s so crucial for private clubs to stay abreast of the latest trends.

Along with an unbelievably bright man, Leon Howard, Doherty developed what’s known as the USGA-style green profile and the two developed what is now the ISTRC system for physical properties testing which has set the standard for many of the physical property guidelines and target ranges that are used by golf courses today. The heart of ISTRC’s business is to identify and evaluate the physical properties of fields and greens to make the surface conditions better. It’s a service many clubs and thousands of golfers have come to rely upon for better playing conditions. Kudos, Dave! BR

Our sincere condolences to our publisher and CEO, John Fornaro, for the loss of his father, Ercole, who died recently in Calgary, Alberta, Canada, at age 92. As an immigrant to Canada many years ago, Ercole never let go of his Italian background. John, in his eulogy to his Dad, explained how he learned much from his Dad, not just from what he said but also from his actions... “His dedication to his family, friends and his Italian culture. His strong work ethic, loyalty and his joy for life.

“My Dad and Mom, partners for life, shared their love for life. Even recently, when walking down the street, they’d be seen holding hands or dancing when their favorite Italian music was played. Dad loved Italian music...it was such a big part of his life. It brought him the greatest joy...right to the end! My Dad, Mom and all my uncles and aunts understood being mindful...aware of who they are and where they came from. Even though Italy was 4,000 miles away, it didn’t matter. They celebrated our Italian culture.” A life well lived, for sure!

Publisher/CEO

John G. Fornaro

Editor

Dave White

Chief Creative Officer

Heather Arias de Cordoba

Copy Editor

Chryssoula Filippakopoulos

Innovative Ideas Editor

Heather Arias de Cordoba

APCD Executive Director

Bill Thomas

Editorial & Marketing Director

Dee Kaplan

Business Development

Joshua Nuzzi

Operations Director/Subscriptions

Krystal Santoro

Contact Information

www.BoardRoomMagazine.com www.apcd.com (949) 376-8889

Henrry DeLozier

John G. Fornaro

Nancy M. Levenburg

Contributing Writers

Bruce Barilla

Jason Becker

Peter Cafaro

Timothy N. Castor

Ronald F. Cichy

John Cochran

Todd Dufek

Strategic Partners and

Melissa Low

Lawrence T. McFadden

Whitney Reid Pennell

Angela Grande

Scott Kauffman

Kelli Larson

Steve Lovett

Peter Nanula

Kristin Nichols

Clinton Norris

Co-Founder/CEO

John G. Fornaro

President

Keith Jarrett

Chief Analyst

Frank Gore

Chief Information Officer

Jeff Briggs

Executive Director

Bill Thomas

Executive Assistant/ Director of Support

Joshua Nuzzi

Contact Information www.DistinguishedClubs.com (949) 376-8889

Associations

Dave White

Annette Whittley

Erik B. Peterson

Robert D. Podley

Clay Pryor

Craig Smith

Keith Soriano

Brad D. Steele

Michelle Tanzer

MID-YEAR LEGISLATIVE AND REGULATORY UPDATE MELISSA LOW

It has already been a busy year for issues impacting the club industry, and more legislative and regulatory actions are expected. Let’s dive into the highlights to date while further regulations on independent contractors, overtime and heat stress are expected this summer from the Department of Labor.

HENRY DELOZIER

Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com

GLOBAL PERSPECTIVES

Emerging Trends

Who would have imagined that a global health crisis would be so generous to private clubs?

Club leaders who believe themselves to be capable strategic thinkers know that one must become comfortable with being uncomfortable. Observing current and emerging patterns in private clubs can cause genuine discomfort as servant leaders face considerable internal challenges and external threats. Yet, when one evaluates emerging trends, one discovers opportunities.

CURRENT OBSERVATIONS

Four conditions are evident in most private clubs – of all descriptions:

• Capacity versus demand imbalance – Most clubs have become overloaded with and overwhelmed by pandemic-driven membership growth. This rapid growth, which originated during the summer and fall of 2020, has caused an imbalance of capacity and demand to which operators and club boards are responding.

Taken on balance, private-club leaders have found solutions to unprecedented circumstances and requirements. Few would have anticipated the enormous surge in takeout dining for private clubs. Certainly, club managers stood tall during the toughest of times.

Now club leaders are reckoning with historic demand growth and use of their clubs’ amenities and services.

• Fortified expectations for club governance – COVID-induced isolation – in many cases – seems to have untethered some members from previously established and accepted behavioral norms. The result has been what behavioral scientists observe to be asocial and/or anti-social behavior. This circumstance has placed new demands on operators to “discipline” unruly members and on boards to restore harmony within their clubs.

Many club boards have migrated to the sense of tradition … as in “your conduct does not conform to our club’s traditions.”

Ordinary members of clubs now demand that their boards rein in poorly behaved fellow members. The leading club boards have stepped forward with deliberate disciplinary practices and communications of discipline being meted out.

• Accelerated capital spending – The surge in new-member enrollments has filled the coffers of most clubs, which were characterized by decades-long deferred capital maintenance. This newfound supply of capital funding has loosened the purse strings in most clubs to update facilities and amenities and to replace long-ignored infrastructure needs.

• Inadequate access to talent – The talent shortage, which preceded the pandemic, continues. Many clubs have improved their access to talent with new recruitment practices, seeking new sources of workers, and increasing and/or improving employee compensation and benefits.

EMERGING TRENDS

As they say back home, “The sun does not shine on the same dog’s back every day,” and new circumstances have become apparent for most club leaders. Four trends have emerged from the conditions described above:

• Cooling membership demand – The first signs of softening demand for club memberships are being experienced and reported by membership directors. The canaries in the mine shaft are fewer new-member inquiries and shorter waitlists. Demand is not drying up; it is no longer escalating in most clubs. Fewer available memberships, long waitlists and, in residential club communities, increasing home mortgage rates influence this trend of softer demand.

• Robust governance and rules enforcement – Club leaders have mostly stepped up to the challenge of better disciplinary practices, which are being uniformly implemented. Now, club members demand greater transparency from their boards, less out-of-the-boardroom information leaks, and evenly applied disciplinary measures for members who behave boorishly.

• Expanded platform for socialization – Driving capital spending in most clubs is members’ desire for more robust opportunities to make and meet friends. More casual and al fresco dining is a priority for most clubs as are enhanced golfand sport-specific training.

Members join clubs for socialization, and the best clubs are making their platforms for socialization more robust.

• Cyber insecurity – Members in club focus groups comment more frequently about their concerns for cyber insecurity in their clubs. They are most concerned about personal information and family exposure. Alert club leaders are acting on members’ concerns.

Leaders in top clubs are already seizing on the imperatives of member and staff retention. In addition, enhancing the member experience will be the primary game-changer for the next cycle in private clubs. The clubs that will continue to prosper are served by directors who understand current conditions and emergent opportunities. As the Navy SEALs, who know about discomfort, say, “The only easy day was yesterday.” BR

Melissa Low, CAE, is the senior director, communications and advocacy for the Club Management Association of America. Information is current as of May 16. For the latest information on these and other issues affecting the club industry, please visit CMAA’s Legislative Report blog at www.cmaa.org.

Mid-Year Legislative and Regulatory Update

It has already been a busy year for issues impacting the club industry, and more legislative and regulatory actions are expected.

Let’s dive into the highlights to date while further regulations on independent contractors, overtime and heat stress are expected this summer from the Department of Labor.

National Golf Day returns to Capitol Hill: Annually, the Club Management Association of America joins the leaders of the US golf industry’s most prominent allied associations for National Golf Day in cooperation with the American Golf Industry Coalition (formerly We Are Golf).

The 2023 event took place on May 10. More than 275 industry professionals visited Capitol Hill in Washington, DC. It was the first return to an in-person event since 2019. Advocates met with more than 250 members of Congress to highlight and discuss the industry’s valuable contributions to our nation’s economy, society, environment and local communities.

In time for the event, legislation was introduced to address an issue that first galvanized the club and golf industry in 2005. HR3124, sponsored by Congresswoman Claudia Tenney (R-NY) and Congressman Jimmy Panetta (D-CA), would modernize the US tax code.

This legislation corrects language (§ 144(c)(6)(B) of the Internal Revenue Code) that disqualifies “any private or commercial golf course, country club” from access to various forms of disaster relief and economic stimulus programs that are available to other hospitality businesses, such as restaurants, hotels and attractions. Advocates at National Golf Day asked their Congressional representatives to consider cosponsoring this legislation.

Volunteer advocates also made requests on three perineal issues impacting the industry, including:

• Creating a long-term fix for the H-2B program – The H-2B visa program provides well-vetted, temporary workers. Unfortunately, the annual 66,000 cap is insufficient for demand, leaving seasonal employers with annual uncertainty.

• Supporting the Personal Health Investment Act (PHIT - S. 786/HR 1582) that promotes healthy lifestyles by lowering the cost of activity. It allows individuals to use pre-tax dollars in HSAs, FSAs and other medical accounts to pay for prevention, not just treatment of disease. Covered items would include lessons and clinics, tournament and greens fees.

• Authorizing vital turfgrass funding in the 2023 Farm Bill –Congress should continue and expand funding of the National Turfgrass Research Initiative (NTRI), listed under Sec. 7209. High-priority research and extension initiatives in the 2018 Farm Bill. Turfgrass covers an estimated 60 million acres nationwide.

Strong demand continues for supplemental H-2B visas: Despite the record release of additional H-2B visas to supplement the existing cap, demand remains strong as clubs and seasonal employers continue to rely on this program to boost their seasonal workforce. As of Feb. 27, US Citizenship and Immigration Services (USCIS) has received enough petitions to exhaust the standard supply of 33,000 H-2B visas for the second half of fiscal year 2023.

On March 14, fiscal year 2023 H-2B supplemental visas became available. Approximately 16,500 more visas became available for returning workers with start dates for the early second half of fiscal year 2023 (April 1 to May 14). USCIS announced that this allotment was exhausted as of March 30.

On April 13, an additional 10,000 visas became available for clubs seeking returning workers with start dates in the late second half of fiscal year 2023 (May 15 to Sept. 30). Meanwhile, H-2B visas remained available for clubs seeking nationals from El Salvador, Guatemala, Honduras and Haiti (for employment start dates of April 1 to Sept. 30).

EPA’s new water rule on hold in many states: The new 2023 Waters of the United States (WOTUS) has been temporarily enjoined from becoming effective in 26 states, as the outcome of two separate lawsuits is awaited. On Dec. 30, the Environmental Protection Agency (EPA) and Army Corps of Engineers announced the final WOTUS rule.

Despite calls from the regulated community and our coalition partners with the Waters Advocacy Coalition for a rule that provides the clarity and certainty essential for predictable and efficient permitting, the final rule continues to rely on vague terms that will make it difficult for any business or individual trying to comply with the Clean Water Act (CWA). It became effective on March 20.

However, two separate legal actions have temporarily prevented its enforcement in 26 states. On March 19, the South District of Texas issued a preliminary injunction which is effective in Idaho and Texas. Further, in a separate action, the District Court of North Dakota issued a preliminary injunction for 24 states to include Alabama, Alaska, Arkansas, Florida, Georgia, Iowa, Indiana, Kansas, Louisiana, Mississippi, Missouri, Montana, Nebraska, New Hampshire, North Dakota, Ohio, Oklahoma, South Carolina, South Dakota, Tennessee, Utah, Virginia, West Virginia, and Wyoming.

Meanwhile, the Supreme Court continues to weigh the scope of the CWA in the case of Sackett v. EPA. A ruling in the Sackett case could render irrelevant significant elements of this WOTUS rule, creating even more confusion for landowners and businesses throughout the country. BR

PLIGHTS AND INSIGHTS

NANCY M. LEVENBURG

Nancy Levenburg, PhD, is professor emerita in management from the Seidman College of Business at Grand Valley State University in Grand Rapids, MI. She has published hundreds of articles in business and professional journals, and has assisted over 200 organizations with strategic planning, marketing strategy, and improving operations. She is the president of Edgewater Consulting and a member of Spring Lake Country Club in Spring Lake, MI. For more information, contact her at: levenbun@gvsu.edu or (616) 821-5678.

Don’t Do That! Host Nonmember Events

A story attributed to Henny Youngman (an American comedian and violinist) goes like this:

The patient says, “Doctor, it hurts when I do this.”

The doctor says, “Then don’t do that!”

For years, I’ve contended that hosting nonmember events is not profitable for most private clubs. Mitchell L. Stump, a certified public accountant, agrees with me. We’ve exchanged thoughts on this topic on several occasions over the years.

In his March club tax newsletter, Stump writes:

“I believe it to be a wise idea for both Section 277 taxable and 501(c)(7) tax-exempt clubs to review each of their nonmember functions and seriously question if their pursuit of nonmember usage is financially rewarding (emphasis added), adding to your member roster, etc. or are you doing it because you always have?

“If profitable, the IRS wants its tax dollars on the profits of your nonmember activities as noted in the multiple nonmember trade or business regulations.

“If a club has losses after direct expenses … then why doesn’t the club consider putting a stop to pursuing nonmember revenue? (Emphasis added.) It uses up your club assets, especially employees’ time that should be used serving members. Isn’t serving members your primary responsibility and reason for existence?”

In other words, it hurts. So don’t do that!

We’ve all heard about “loss leader” pricing, a strategy that involves selling a product or service at a price that is not profitable (i.e., below “cost”) to attract new customers or to sell additional – and more expensive and profitable! –

products and services to those customers. It’s a strategy that a business may use when entering a market. Or to build a customer base in the hopes of securing a future revenue stream.

My hunch is that most clubs view their nonmember events as loss leaders. They hope that the newly married nonmember couple who’ve just hosted their wedding reception at your club will be enticed to join as members, thereby generating future revenues for the club. Perhaps they will celebrate anniversaries and holidays there, upping F&B revenues (which also are rarely profitable).

Or perhaps it’s the hope that the charity golf outing hosted at the club will result in new golf members clamoring to play the course regularly (and spend money drinking and eating in the dining room).

One danger of employing a loss leader strategy is that nonmembers may be taking advantage of the opportunity to use the club’s facilities for their specific purpose … once, and never return. So no new members, anniversary celebrations, etc.

Many private club board members and club managers suffer from the misperception that hosting nonmember events is profitable. Why? Because they’ve never really closely examined the numbers. All of them. The costs that really go into hosting nonmember events should include the cost of all employees whose time and effort are required to pull off the event.

If nonmember events aren’t profitable, the club is hurt financially. And it hurts its valued members, who ultimately are subsidizing the club’s losses. So don’t do that! BR

EXECUTIVE COMMITTEE

WHITNEY REID PENNELL

Whitney Reid Pennell, president of RCS Hospitality Group, is a celebrated thought leader, management consultant, educator, and public speaker. RCS specializes in strategic planning, operations consulting, food and beverage management, executive recruitment, and training programs. RCS has been recognized 13 times with BoardRoom Excellence in Achievement awards, including staff training six times. RCS continues to offer innovative solutions through RCSUniversity.com, an online virtual training portal for employees, managers, boards and committees. For more information, phone (623) 322-0773; or visit the RCS website at www.consultingRCS.com.

Behind the Scenes Operational Considerations for Maximizing Clubhouse Renovation Success

“If you build it, they will come.” But will you be ready?

Renovating or adding facilities in a private club is an exhilarating venture that requires careful planning and contemplation.

The primary goal is to enhance member experiences and satisfaction, yet there are several operational considerations that club leadership must keep in mind or risk unintended consequences in the future. Hours of operations, service standards, policies and procedures, staffing models, and changes to members’ transactional and use behavior all factor into the bottom-line performance and ultimate success of a capital project.

Thoughtful decision-making in the early planning stages is crucial to ensure a successful renovation process and achieve financial performance targets. Here are a few key “behind the scenes” considerations for your next project.

1. Demand on management: Many managers lack the time to manage a project while also handling their day-to-day responsibilities without risking employee engagement or member satisfaction. The skill set needed to successfully reopen after a renovation is not inherent, it is learned, and knowledge often comes from making costly mistakes. Using trusted partners to provide a “safety net” can go a long way toward mitigating mistakes and keeping burnout at bay, giving the manager valuable energy reserves that are needed after the reopening.

2. Staffing needs: Assessing the impact on staffing requirements is vital. Without this important exploratory exercise, the club may be left with years of inflationary labor costs to operate effectively. Substantially increasing the club’s footprint or expanding service areas can more than double current staffing models. Unless capturing new members or adding service areas are part of the planned renovation, member use of the club is likely to sprawl, not necessarily increase. Additional staff may be needed to manage the construction process, coordinate with contractors and oversee the project. After the reopening, the new space will be in high demand, increasing staff and/or management needs in all areas.

Exploring options for gaining efficiencies through technology, robotics and artificial intelligence can also help optimize staffing levels and reduce labor expenses.

3. Member use changes: Renovations are paid for by the membership in some fashion, whether it’s increased dues, an assessment, usage fees or a combination of funding. Voting to approve a renovation and increase individual expense immediately intensifies the members’ expectations of the club. This cannot be dismissed in renovation planning.

During the renovation period, members need alternative spaces to use, which requires careful planning and potential investment. After the renovation, members’ habits and spending behavior will change, resulting in increased demand and use of other or new areas. It is essential to properly maintain and staff these areas to accommodate the additional use while being mindful that revenues may not increase, although labor expenses might. Clear, frequent communication with members about temporary arrangements and post-renovation changes to rules, hours of operation or procedures minimizes inconvenience and misunderstanding and reinforces the value of their investment.

4. Budgeting: Thorough budgeting is fundamental to staying within financial constraints and delivering on the promised improvements. Consider not only the construction costs but also the potential hidden expenses, such as licenses, equipment, small wares, supplies, and recruiting and training needs. Allocating sufficient time and resources for staff and management training, including mock service simulations, ensures a successful reopening and avoids costly, frustrating or embarrassing service recovery situations.

5. Food and beverage operations: Renovations often involve enhancing F&B facilities, leading to changes in the department’s financial or operating performance. Club leaders must be mindful of the potential impact on existing F&B outlets and kitchen facilities. The renovated facilities may draw business away from other areas, affecting financial performance due to staffing needs or average check cover count variances. Confirming that the kitchen facilities can effectively support the new or renovated seating spaces is imperative. The kitchen is known as the “heart of the house” for a reason. Without adequate refrigeration, an efficient cooking line, operable equipment and enough storage and preparation areas, the “heart” of the department will certainly “miss a beat” or outright fail.

Renovations demand careful attention to operational factors. Funding a comprehensive plan that goes beyond construction expenses and encompasses the entire renovation operations program is vital for the success of capital projects. By analyzing and understanding these operational aspects, club leaders can ensure a seamless transition, offer enhanced member experiences and sustain financial performance in the post-renovation era. Lastly, regular monitoring and analysis of financial performance after the renovation are essential to identify unexpected challenges or opportunities and make necessary adjustments. BR

Andrew Miller, Account Manager

Colby Spooner, Account Manager

How General Managers Can Be More Involved In Culinary Excellence

Most successful culinary cultures share similar norms. These elite clubs are aligned with strong visionary general managers, a membership base that understands their role in the club’s food and beverage success, and both possess transparent trust in the executive chef.

The general manager is often the most important partner for the executive chef, followed closely by culinary resources, a supportive board, and often written strategic plans around the importance of culinary value propositions.

When working with club boards, search committees, and especially general managers on topics of sustainable food and beverage excellence, the conversation always seems to touch on the following areas.

Many clubs believe they have hired executive chefs to bring their culinary vision and direction to the clubs. Feeling confident in hiring the best while not interfering, they hope these steps take culinary excellence to the next level.

The reward comes with a risk whenever leaving professionals to their own uninterrupted actions, even resulting in misaligned service execution, siloed departments and soft or even nonexistent member feedback in the worst-case scenarios.

History has shown that elite clubs act in converse. The more a chef is part of the executive committee discussions, the better the organization’s mission, vision and standards can be absorbed. One of the most important factors is mentoring the chef in defined guidelines for menu offerings. Sharing membership data and comments can help to secure accurate, expected and approachable menu offerings. These conversations include when menu selections can be rotated, time-honored signature dishes and even popular items that need to be improved.

These menu vision sessions are not to be mistaken as requirements. They have been developed from club wisdom through membership interactions. Vital conversations in which direction of a more consistent culinary experience can exist in the club. Often general managers might feel this imputation could dampen creativity. Traditionally shown, creativity is enhanced when the vision is clearly defined, mutual expectations are measured and consistent customer feedback is shared.

The chef was hired for their culinary technique first. Defining membership needs and wants is the responsibility of the entire leadership team. In the same breath, a general manager must embrace a calculated change in the club’s culinary offerings and kitchen structure for the mutual support of the chef.

Great general managers measure the risk in the progression of the culinary arts. They are defining with the chef what are fads before they are trends, even recognizing emerging technology that has or will become part of the service culture.

A vital piece of this leadership relationship is the trust in sharing positive and constructive feedback from members and employees. In that context, partnering in menu feedback while creating a collaborative culinary whiteboard exercise is beneficial.

This process defines what creativity and conservativity look like in the club’s culinary offering, providing the chef areas where the chef can play while defining tight structure around traditions or iconic events. Menu engineering is a partnership between the chef, key club leaders and historical successes in the eyes of club membership. These over-communicated requirements often keep the chef from misunderstanding what can change while ensuring that innovation doesn’t sit on the chef’s shoulders alone. Another great practice found in annualized KPIs is that of a stop-start-continue exercise, a process that, when done correctly, gives general managers a sense of how club chefs see their role.

This exercise can include various stakeholders, employees, leaders, selected committee members, and even vendors. Often, we recommend the general manager or president perform this exercise for a new executive chef, providing the new professional with a clearer sense of expectation and, importantly, historical habits that are appreciated.

If the new executive chef has not been exposed to many of these strategic techniques previously, define “executive” in the title, empowering them to have ownership in the overall club strategy, staff development and alignment with the executive committee. A lack of involvement will alienate true

4 Reasons Why Top Clubs Choose FOOD-TRAK®

We know you have choices when selecting F&B management software for your club. So how do you choose the right system? We believe it is as much or more about talent than about software. If you agree that it takes the best of both, then the choice is easy. The company that started it all 42 years ago is your key to success!

4 Reasons Why our Clients Chose FOOD-TRAK®

a To ensure a successful result, our senior consultants do a deep dive to fully understand your operation, staffing and process flows.

a Working with you, they develop a blueprint for database construction, training and startup based on your specific objectives and time frames.

a Our team builds the database and provides position-targeted training using your data to implement the plan as designed.

a We continue the relationship over the long term to help you get the most benefit from the system and related processes. We do this through ongoing training, consulting and monitoring.

In the final analysis, it’s about talent – your and ours combined – to produce the best possible result.

Our purpose and passion is and will always be to help clubs get as close to their ideal food and beverage cost as possible. We have remained resilient in delivering a turnkey setup giving your employees the confidence and the training to be successful!

Contact our club account managers to get started!

JOHN G. FORNARO

John G. Fornaro is the publisher/CEO of BoardRoom magazine, co-founder/CEO of Distinguished Clubs and the CEO of the Association of Private Club Directors (APCD). If you have comments on this article or suggestions for other topics, please contact John Fornaro at (949) 376-8889 or via email: johnf@apcd.com

What Makes a Great Private Club?

Prestige,

During our time in the private club industry, we’ve visited over 1,300 clubs. And we’ve found that the staff, management and a club’s board of directors are critical to creating a great member experience.

By polling club members regularly through BoardRoom’s Distinguished Clubs’ proprietary Club IQ software, we’ve also discovered that many clubs’ member experiences rate higher than some of the top 30 clubs.

That’s a credit to the management, staff and board members focused on making their club great.

There are significant reasons why a person joins a private club, including the fact that private clubs provide an escape from the daily grind... a home-away-from-home with luxurious amenities such as golf courses, pools, gyms, spas, outstanding restaurants, tennis and pickleball courts and enticing events that engage members, all of which contribute to an exceptional member experience.

So, ‘What Makes a Great Private Club?’ Here are the responses of some of the private club industry’s top experts.

JEFF MCFADDEN, CEO, THE UNION LEAGUE PHILADELPHIA, PA

A devoted membership with unwavering loyalty and a determined staff with grit and passion certainly ensure day-to-day success at a private club - that is without question.

Nothing would be possible without a team of professionals working in sync to offer the finest amenities and services. Such offerings would not be needed without a supportive membership rooted in tradition and excited for experiences. While this symbiotic relationship is essential and likely the “best answer” as to why a club is great, it is certainly not enough to make the club stand apart or be acknowledged as truly special.

For a club to be remarkable, it must be adaptable. To achieve something “great”, it must take risks and break the mold. For The Union League of Philadelphia, the tides shifted from an average club to the number one club when the League’s leadership encouraged change.

Stepping outside of the cultural norm was bold and it was risky. Those risks paid off in dividends and the impact is still being felt as the League operates six unique locations with a plethora of amenities in a diverse portfolio.

Widening the range of physical League locations certainly was not easy. As the League spread into multiple markets with a more diverse membership and fresh staff, it was incredibly important to infuse League culture into each new operation.

Each experience at each location must feel authentic to the environment but must also include the standards members know and expect. Protecting the League’s brand is perhaps the largest challenge. The marketing team works tirelessly with each location to safeguard the League’s brand and is always cognizant of the “big picture.”

initiation fees, popularity...yes, they’re all important. But in the end, it’s the Member Experience. And yes, prestige, initiation fees and popularity generally do play a part in the member experience.

Members enjoy League Life to the fullest, but no number of amenities can overshadow the League’s core values. Being traditionally rooted while blazing trails and adapting to changing times and member needs will keep the League thriving for generations.

DUNCAN RENO, GM/COO, DEL RIO COUNTRY CLUB, MODESTO, CA

Other than the obvious reasons, such as a well-trained professional and friendly staff, beautiful amenities, strong core membership and various offerings, I would add a well-structured and functional leadership team.

Simply put, the board knows its role and respects the role of management. The board is committed to reinvesting in the club for the club to remain sustainable, and the board allows the experts they hire to be the experts.

When you combine all three components, you get “What Makes a Great Private Club!”

When a club’s operation is confidently placed in the hands of the experts, the club can and will grow steadily and consistently. The club will grow steadily and consistently when the board truly focuses on the equity and reinvestment on the balance sheet.

And when the board as a functional body can clearly define the long-term and short-term objectives for the club, the club will grow at a steady and consistent pace.

What makes a Private Club Great? When the club can grow at a steady and consistent rate… OVER TIME!

So, great clubs are always looking to invest back into their clubs based on board-approved strategic and long-range facilities plans. The great clubs find ways to fund these projects and execute them for their members and their experience.

RAY CRONIN, FOUNDER AND CEO CLUB BENCHMARKING

What makes a great club?

1. A member experience, with the associated services and amenities, that is palpable, unites members and provides camaraderie and enjoyment for all.

2. Great staff, great facilities and a food and beverage amenity that is enjoyable, different than a “restaurant”, and meets the members’ expectations.

3. In a member-owned club, members who think as stewards wish to leave the club at least equal to how they found it, ideally in better condition than they found it. Members are willing to properly fund the club’s continuous and necessary evolution to remain relevant.

TED THIE, CHANNEL PARTNER, PRIVATE CLUBS, FORBES TRAVEL GUIDE

A great private club is not constructed with steel, wood and concrete; they are built with hard work, collaboration and a team of dedicated board members, management and staff that share a common goal – Greatness for everyone.

KEITH

JARRETT, PRESIDENT BOARDROOM DISTINGUISHED CLUBS LAGUNA BEACH, CA

In partnership with Forbes Travel Guide, we at BoardRoom Distinguished Clubs measure the member experience a club provides. We’ve developed a proprietary formula that measures member experience from our perspective when we conduct an onsite survey at a club.

At the same time, we poll members to get their member experience index from their member’s perspective. Both perspectives are based on measuring each department for its

intangible, service, governance, product and facility qualities

The objective is to distill how good a club is in providing the best member experience, according to what’s most important to its members.

As clubs have filled up their membership rosters during COVID, clubs are in a strong position to invest back into their facilities and the great clubs have been doing just that!

We have found that renovations and refreshes of facilities with today’s designs do make a huge difference in how a club and its staff can provide an experience to its members.

“Greatness” in a private club setting can be defined as the member experience created by a service culture built for the club through investigating and understanding the membership’s wants, needs and desires.

Research and ultimately utilizing our industry’s finest resources and consultants allow us to determine what is necessary for the journey to excellence. The plan is created for the ultimate member experience expedition to “great.”

Implementation of the created plan and associated actions deliver the desired results to achieve the anticipated level of “great.” Ongoing training, communication and consistent feedback allow us to remain “great.”

Although tedious, arduous and sometimes a daunting challenge, the results of the hard work develop excellence throughout the club – including staff, management and member experience. “Great” is now achieved.

Quoting Jim Collins, “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline.”

The size of your club, the annual budget or where your club is located simply doesn’t matter. It all comes down to the desire to put in the time, effort and energy to attain “Great!”

WHITNEY REID PENNELL, PRESIDENT RCS HOSPITALITY GROUP

WWW.CONSULTINGRCS.COM

1. It starts at the top - Strong governance structure: A great private club begins with a well-established and strict adherence to a strong governance structure. The board of directors, governors, or trustees must provide strategic guidance, continuously evaluate policy and prioritize investments, ensuring the club operates in the best interest of all members. A transparent and effective governance framework helps maintain accountability. It safeguards decisions made with the club’s long-term sustainability in mind, which, in turn, keeps it thriving for generations to come.

2. Engaged voluntary leadership representative of membership diverse demographics: Recently, private club members have placed significant importance on ensuring that the representation of their demographics is closely monitored across all committees and the board.

Diverse visionary leaders who are engaged play a pivotal role in shaping the direction of a great private club. They are passionate about the club’s mission and actively participate in decision-making processes with the “whole club” in mind, not factions or personal agendas.

Engaged leaders foster a sense of community among members, encourage active participation, and continuously seek ways to enhance the club’s offerings and experiences.

3. Competent management: Competent and engaged management is vital for great private clubs. Managers are responsible for 70 percent of employee engagement and in this competitive labor market, skilled managers can make or break a club’s success. A professional management team led by a capable general manager or COO ensures efficient daily operations, maintains high service standards, and creates a welcoming, friendly environment for members and guests. Private clubs can suffer significantly without effective management to implement policies and procedures that align with the club’s mission and values.

4. Sufficient capital reserves separate from operating accounts: Capital reserves play a pivotal role in the financial stability of an extraordinary private club. Capital funding should be kept separate from operating budgets.

Recognizing the importance of planning for the future and catering to the evolving needs of members and employees, clubs that take proactive measures will keep themselves competitive.

Club leaders should regularly revisit the strategic plan compared to current financial statements, capital reserves, and the long-term financial plan to benchmark its progress. This exercise helps to verify that the strategic plan and SWOT (strengths, weaknesses, opportunities, threats) remain accurate and aligned with the changing dynamics of the club.

Through continuous evaluation and adjustments, the club can effectively anticipate and address challenges and seize opportunities while safeguarding a solid financial foundation for sustainable growth. Great private club leaders also know that maintaining robust capital reserves is fundamental for ongoing facility maintenance, renovations, and improvements.

Adequate reserves protect against frequent assessments or drastic due increases, enabling the club to keep its promises to its members, sustain its operations and consistently provide exceptional experiences over the long term.

5. Outstanding amenities: These are designed to cater to its members’ diverse interests and preferences, a hallmark of a great private club. To ensure continued excellence, great private club leaders must diligently study their members’ behavior and spending patterns and stay informed about industry, societal, and workplace trends.

By proactively staying ahead of the curve, great private club leaders can identify emerging technology, facilities, services, or conveniences that align with their members’ evolving needs and desires. Maintenance and upgrades are imperative for providing a superior member experience and remaining competitive.

Clubs that prioritize ongoing investment in their amenities create a compelling proposition for potential members actively exploring their options within their community. Without these updates or upgrades, the club risks falling behind and facing significant deferred maintenance that can lead to emergency spending with breakdowns or replacement costs.

6. Investment in human capital creates high-performing teams: Human capital is a private club’s most valuable resource because of the high levels of personalized service expected by the membership.

Human capital investment involves hiring, training, and retaining talented and dedicated team members in all departments. Continuous training, professional development opportunities and creating a positive work environment contribute to the realization of high-performing teams that deliver exceptional service. High-performing teams can anticipate needs and exceed member expectations, seeking ways to offer remarkable service. Clubs should create a human capital plan much like a strategic plan. The human capital plan should include the following:

• The club’s current and future workplace needs

• Recruitment and selection strategies

• Updated onboarding and orientation programs for a multigenerational workplace

• Establish a framework for continuous learning and training

• Consistent performance management standards across departments to include recognition and rewards programs

• Strategies for employee engagement and retention

• Succession planning for key positions, beloved employees or retiring managers

• Diversity and inclusion initiatives

• Strategies for a “well workforce”

• Establish mechanisms for gathering employee feedback and disseminating communication

• Leverage technology and data analytics to streamline HR processes, gain insights and enhance decision-making by management.

7. Active members: Happy and satisfied members are responsible for up to 60 percent or more of new member referrals. Actively encouraging member participation and soliciting ongoing feedback are consistently evident in great private clubs.

Members enthusiastic about the club’s offerings create a palpable vibrancy and energy, contributing to a thriving community. Active member participation in club activities, events, and committees, foster a sense of camaraderie and create lifelong friendships. These friendships and connections keep the club strong for generations to come.

RONALD A. BANASZAK, EXECUTIVE VICE PRESIDENT OF INTERNATIONAL BUSINESS DEVELOPMENT DISTINGUISHED CLUBS LAGUNA BEACH, CA

There is a three-step process to make a private club great. First, the club must start with superior volunteer and salaried leadership on a long-term basis (i.e., a solid succession plan). Both volunteers and salaried persons must be thoroughly vetted to ensure their strengths will support the club and move it forward, not backward.

Second: a well-thought-through shared vision of where the club is going. This plan must be communicated to the entire membership and employees, with regular updates (preferably quarterly) to all stakeholders.

Third: hiring dedicated and excellent people to carry the vision and plan forward based on data-driven decisions.

Clubs often get off track and create a great deal of drama when they don’t follow this simple plan/process. The biggest threat to a club being great is the human being and how their thoughts are formulated and executed. Using this three-step process, no one person or small group should be able to take the club off track, creating a lot of drama and pain. I heard recently from a trusted private club consultant that most clubs are one bad board of directors away from disaster.

FRANK VAIN, PRESIDENT, THE MCMAHON GROUP ST. LOUIS, MI

On the one hand, we tend to think of the great clubs as a Platinum list type of thing, or those of awesome reputation, i.e., Augusta National. Sort of how Rolling Stone might rank the great rock bands or any other ranking list. It is influenced by bias, reputation and mythology – and there are many people – bands in this case – who might be better musicians or songwriters. Still, they don’t put it all together, or they never ignited the spark that others did.

To your point, there is a raft of “second-tier” clubs that do an excellent job of meeting the expectations of their members. We had that experience recently with little Laredo Country Club in Laredo, Texas. It’s not Augusta National, nor any of the other “greats”, but they have an awesome team, a spirited and loyal membership and really high satisfaction. You won’t see them on the Platinum list any time soon, but they have one of the key ingredients of greatness – recognition of the same by its members.

What: The promise of club membership is ready access to a unique set of facilities and services. No one joins a club to stand in line. And that unfettered access is to a special golf course, a classic clubhouse, an amazing aquatics facility or a gymnasium.

These facilities create a sense of place, one that is different, almost to the point that they create a sense of awe – the 16th hole at Cypress Point, the clubhouse at Medinah Country Club, the tennis lawn at the Merion Cricket Club, Centennial Hall at the University Club of Chicago, etc. You feel special for having seen these facilities, and that feeling is elevated in knowing that mainly members and their guests are the only ones who have that experience.

How: The reason to have special facilities is to use them to create interaction or, more deeply, build community. That’s programming - great clubs have great programs.

Why: Any club can be considered great if it meets its members’ expectations. This is a critical part of the dynamic – meeting expectations. It is a way that a relatively unknown club could be considered great. The names and spaces I’ve mentioned represent “greatness.” A club that we never heard of that has documented through surveys member satisfaction north of 90 percent can and should also be considered “great.”

Who: All clubs need two things – members and staff (you could argue three and throw facilities in here, but it is technically possible to have a club without facilities). The best clubs have two dimensions in this category.

On the member side, it’s a spirit of stewardship. Their members have a sense of pride in their club and are willing to support it emotionally and financially. Call it culture or spirit, like being part of a winning team.

Staff can make or break the experience. Led by a service-oriented and motivational general manager, the staff is the glue that holds the place together.

Spending time at a club with a warm, welcoming, and service-centric staff is a special treat. They remember names and special events; ask how you are doing and continually offer to do something for you.

The staffs at the best clubs care – about each other and their members. For many members, their relationship with the staff can supersede that of their relationship with other members. They act like and become part of a family.

PETER JACKMAN, GENERAL MANAGER & CEO TERMINAL CITY CLUB VANCOUVER, BC, CANADA

In my opinion, a great private club can be summarized in three key factors: quality, consistency, and impeccable service These elements form the foundation of an exceptional member experience. This is also the difference between good and great clubs! A great private club understands that the members’ perceptions become the staff’s reality and they strive to exceed expectations with every interaction by using tools to understand members’ preferences.

“Kurt, thanks for all your help getting us to a unanimous resolution on our new General Manager. Marcie was super helpful during the interview process. I wish I had half her energy. She guided us gently to consider other attributes of the candidates and chimed in with good questions when we were getting off track. She helped us to get an offer letter together quickly and was amazing particularly given that she’s only been with your firm for a few months. Thanks!”

Steve Chappell, Board Member Shadow Wood Community Association, Estero, FL

RICHARD KOPPLIN KURT KUEBLER THOMAS WALLACE

JODIE CUNNINGHAM J. G. TED GILLARY MICHAEL HERD

MICHELLE RIKLAN

MARCIE MILLS

ANNETTE WHITTLEY

ARMEN SUNY

MICHAEL SMITH LEN SIMARD

PAUL LEVY SAM LINDSLEY LAWRENCE MC FADDEN

Quality is essential across all aspects of the club, from the facilities and amenities to the food and beverage offerings. A focused commitment to excellence ensures that members feel a sense of pride and exclusivity in being part of your club.

Consistency is equally important, as members should expect the same high standards upheld consistently over time. This reliability builds trust and fosters a sense of reliability and dependability with members and their guests.

Impeccable service is the cornerstone of a great private club. The staff plays a pivotal role in creating a warm, welcoming atmosphere and delivering personalized attention to members’ needs. From the front-of-house to the heart-ofhouse team who support the front-of-house, everyone should provide a seamless and memorable experience and be empowered to make it right if something goes wrong.

However, the true mark of a remarkable private club lies in the alignment between the board and the staff. The best clubs have a shared vision and understanding of what success looks like.

When the board and staff are on the same page, it becomes easier to implement strategies and initiatives that elevate the club’s offerings. This alignment ensures that decisions are made with members’ best interests in mind and paves the way for a harmonious and thriving club environment.

When quality, consistency and impeccable services are combined with an aligned board and staff, any club can achieve extraordinary success, including greatness!

MICHAEL MCCARTHY, CEO, ADDISON RESERVE COUNTRY CLUB DELRAY BEACH, FL

Excellence in Service is Our Standard at Addison Reserve. We continue to enhance the lifestyle for our membership by providing superior facilities, exclusivity, privacy and security in our boutique community of 717 homes in Delray Beach, FL.

The importance of this is unmistakable. However, the culture of mutual respect we foster between staff and members allows us to excel in our day-to-day operations.

Our members often remark about the “Addison family”, comprised of our staff and the members. We strive to offer five-star service with a casual elegance emphasis. We talk a lot about the culture of the club environment, which is ever-evolving as we need to cater to our more mature members while still providing services and amenities that are in step with the interests of our younger members.

For example, COVID provided us an opportunity to adapt our food delivery service to our entire membership. The popularity of this program largely exceeded our expectations. Of course, we continue that service today that offers daily specials, along with menu items, delivered to your home for lunch and dinner when dining is open. This enhancement to the member experience is a home run for us!

DICK KOPPLIN KURT KUEBLER TOM WALLACE

PRINCIPALS WITH KOPPLIN KUEBLER & WALLACE

EXECUTIVE SEARCH AND INDUSTRY CONSULTING FIRM

1) Informed leadership. Great clubs ensure stakeholders (boards, committees and employees) are continuously educated on best practices and societal trends impacting private clubs. Stakeholders participate in mandatory and comprehensive orientations and adopt a fact-based business model using financial best practices and key performance indicators. Informed leadership leads to strong governance, transparent communication and data-driven decision-making.

2) Empowered management and team. Creating and maintaining a robust talent acquisition, retention and professional development program leads to an empowered staff.

Great clubs have performance management systems to set goals and measure outcomes. They also perform regular team engagement surveys, compare them to benchmarks and act on the results.

3) Strategic stewardship. Great clubs have and maintain a strategic plan and a comprehensive capital planning program. Strategic stewardship means club executives work to enhance club value through innovative experiences and ensure the transitions of board members, committee members and staff are seamless.

4) Compelling member experience. When clubs match member expectations to the club’s primary purpose while regularly measuring member needs, preferences and satisfaction, they create compelling member experiences. Great clubs provide a value proposition that cultivates engaged, loyal and satisfied members who think like owners and present a relevant experience to attract the next generation of members.

“Overall, it is the people, who are informed, clear on where they are going and what their responsibilities are, who are working together daily to lead a club to greatness,” said Tom Wallace.

JEFF BRIGGS CHIEF INFORMATION OFFICER BOARDROOM DISTINGUISHED CLUBS LAGUNA BEACH, CA

To say that beauty is in the eye of the beholder is to say that beauty is completely subjective. If this is true, then one might argue that objective beauty is only determined when all (or perhaps “most”) beholders agree. The same could be said of “greatness”, and where private clubs are concerned, the “beholders” are the clubs’ members. What they “behold” is what they see at the club, what they do at the club and how they are made to feel at the club. In other words, their member experience

EXECUTIVE COMMITTEE

Silence. Solitude. Seclusion. Meditation. Reflection.

Brother Jack and I were fans of Superman in our youth. We regularly read DC Comics.

The Fortress of Solitude is where Superman first learned about his true identity, purpose on earth and his heritage. Superman’s Fortress of Solitude is on a frozen tundra away from people.

For the last 20-plus years, it has been my good fortune to be able to visit the Abbey of Gethsemani, a place of solitude, for a silent retreat each year (see monks.org). This has been a time in seclusion, silence, solitude, meditation and reflection while living with the Cistercian Brothers in Trappist, KY.

But what is the draw to step away? By giving up the noise and clutter of life and experiencing more than meets the eye, we enter a deeper consciousness. What compels a person to visit a place where seclusion, silence, solitude, meditation and reflection exist and other matters are not considered?

Meditation. Language that has no voice. A time away when all else is immaterial.

Reflection. Pause and think about who I have become and what I have done. Do these indicate who and what I really am?

Seclusion. Silence. Solitude. Meditation. Reflection. What place do these five have in being a private club leader, either paid or volunteer?

Silence is hearing the voice within. Quell distractions. When I hear the voice, I am better able to respond.

Solitude is minimizing interruptions. Focus on the now, the present, life as I experience it. Be rather than do.

Meditation is being filled with nothingness. A void.

Reflection could focus on what I have done or not done. What have I said or did not say/what do I hope to become?

Seclusion is seeing from afar. No distractions from others. Be with myself.

Have you ever consciously set out to remove yourself from the noise and hustle and bustle of life? Have you experienced silence without all the people present and their endless chatter about issues and things that do not affect you?

Has your silence opened the way for you to hear your voice within? Have you heard the voice within that points to a new place of solitude and silence? Does the voice within open you to new possibilities based on what and who? And be?

Have you ever experienced low or no distractions from your environment? From others? When your mind takes you to that space of solitude?

As I wrote this story, I am at the Abbey of Gethsemani for my 2023 retreat, my 21st time here for a retreat. Each day begins at 3:15 a.m. with vigils, psalms, prayers and readings. The day progresses with more chanting of psalms, listening to readings, praying and time to be rather than do.

Seclusion. Away from the world in my Fortress of Solitude. By myself. Isolated. Separateness. Thinking and being rather than doing. Quiet. Privacy. Consideration of giving it all up in a deliberate move toward being apart from the daily, away from people and the familiar.

Silence. Be quiet. Listen. Hear the voice of my own breath. Feel the beating of my heart.

Solitude. By myself. Just me. Where do I sit when I am alone? When all others are gone from the scene, how does it feel to experience solitude and being alone?

Now lie back, close your eyes, take deep breaths and see nothing. And feel everything.

Have you recognized the differences between do and be? Are you able to abandon doing in place of simply resting and being? Human being. Can you stop doing in favor of calmly existing and being with no agenda? No SMARTER goals. No mission. No vision. No strategies. Are you able to be the person that you are destined to become based on your values?

Have you been able to reflect during these times of being? Reflect on what you hope to be? Want to be above all? Or simply choose to be whatever you become.

Seclusion. Seeing from far. Seclusion from others.

Pax. BR

RONALD F. CICHY

Dr. Ronald F. Cichy, O.M. is professor emeritus, Michigan State University

EXECUTIVE COMMITTEE

Maximizing Outdoor Spaces and Programming

The many ways the world has changed since the pandemic is indisputable.

But despite a global consensus on the desire to be done with any topic that even mentions the “p” word, one thing, in particular, has not only not gone away, but it has gotten even more pronounced. And we’re not talking about the phrase “you’re on mute.”

Two key drivers fueled the increased popularity of outdoor spaces and programming. With governmental mandates forcing facilities to close their restaurants and other shared spaces, clubs had no other option but to move outside – and even curbside – to provide their members with some kind of service.

At the same time, we humans realized that breathing fresh air out in nature is a good thing that also (conveniently) let us socialize while we maintained a distance that reduced the risk of transmission. And the private club industry has doubled down. Enhancing the activities that members can enjoy outdoors has delivered additional engagement that has proven to positively impact the bottom line, but even more importantly, members have actually insisted upon it and the club industry has listened. It’s a fact that happy members don’t leave, and they refer their friends.

A visit to nearly any private club during the pandemic would have revealed repurposed spaces around every corner, ranging from portable pop-up tents and a disparate selection of tables and chairs scattered on the lawn to full-on tented pavilions with ventilation, heating and cooling systems.

Fast forward to today and it’s hard to find a private club that has not undergone a significant renovation or addition focused specifically on complementing outdoor spaces with extended patio dining and lounging, Toptracer driving ranges, pizza ovens, fire pits, bar and service stations, life-sized checkers, chess, and stackable blocks, plus more.

Even the industry’s awards and accolades come with new categories and requirements/guidelines specifically related to the quality and quantity of a club’s outdoor spaces. Everyone is enjoying these new spaces, especially young parents who no longer need to feel confined and apologetic for their energetic children. One club community installed a 1944 railcar signifying the town’s long-running ties to the railroad to transform it into a grill and patio. It’s now a popular destination for golfers and non-golfers alike.

But the spaces and amenities are just half of the equation. Mid-pandemic, clubs were tossing up programming on the fly, trying to salvage some portion of the member experience regardless how small. By the time the world began to adapt

to a new way of doing things, many private clubs had already hit their stride, offering a social calendar full of strategic and flawlessly planned activities designed to optimize the outdoor spaces that had been added, renovated or were soon to be.

While an unused patch of rough lawn in a Northern California grove of oak trees became a temporary sanctuary during the pandemic, it has now blossomed into a defined dining outlet with a complementary and strategically rotating menu featuring fresh and local options. Dining under the stars was simply eating under a night sky with plastic utensils. Now, clubs are offering a completely packaged experience that pairs curated food and beverage options with a different monthly theme.

The simple and utilitarian poolside café has grown up to go well beyond a daytime option for little ones in wet swimsuits. As demand for a more casual dining option has grown, these spaces are now being rebranded to provide a permanent outdoor alternative to the club’s formal dining room, with live music and even kids activities. Even on-course access has changed.

One club has created “Films on the Fairways” and a drive-in golf cart movie night on the range. The changes aren’t just happening stateside. The Els Club in Dubai is more than 500 members strong, but has the capacity to balance member experience with resort and community visitors. With a renewed focus on engagement, they’ve made it a priority to go beyond the member experience and offer events and activities designed to bring people together in safe and enjoyable spaces, including footgolf and “Bike and Breakfast” – a 4.3-kilometer bike ride around the back nine followed by a breakfast buffet – as well as musical concerts on the driving range.

The focus on programming has also brought a “new normal” to certain job descriptions. With the prevalence of private club waitlists and reduced need for a sales pro, the typical role of membership director has shifted to focus primarily on the member experience and satisfaction. Related to retention efforts, a new role specific to member communications and onboarding has also surfaced. Assorted titles now seen at the operations include lifestyle director, special events manager, hospitality manager, and even member experience specialist.

While it has been therapeutic to witness the world slowly getting back to “normal,” the creation and enhancement of outdoor spaces and programming within the private club industry fits into the category of the new normal. Members (and likely all of humanity) can rest assured that it’s not going away anytime soon, thanks to the pandemic shining a light on the importance of mental and physical well-being, supported by outdoor spaces and activities. BR

CLINTON NORRIS Clinton Norris is director of sales and marketing, Troon International. He can be reached at cnorris@troon.com

Mindful Leadership A Xilennial General Manager’s Perspective

Full disclosure and in reference to the title, because of my birth year, I straddle the Generation X and Millennial generations … never completely relating to one or the other and instead relating to the best and worst of both eras.

I’d like to think that is part of what propels me to hunt for leadership education that can bridge what was done yesterday with what should be done tomorrow.

I first looked into mindfulness (through the dynamic duo of The Monk and The Mastermind, better known as Rick Ladendorf and Craig Marshall) and agreed with many of the components but did not buy in to the concept of incorporating meditation. That said, so much of our club industry education has focused on the same styles and topics for decades that I was open to trying something new and, more importantly, felt that if we were going to engage the next generation of leaders effectively (and provide a better work-life for existing associates), we HAD to try something new.

So, what exactly is mindfulness, and how can it benefit country club leadership? Mindfulness is the practice of being present and aware of your thoughts, feelings and surroundings in the moment, without judgment or distraction. It involves paying attention to your breath, body and thoughts and observing them without reacting. Mindfulness has shown to reduce stress, improve decision-making and promote overall well-being.

Country club leadership can benefit from mindfulness in several ways. First, mindfulness can help leaders to manage stress and difficult situations more effectively. When they practice mindfulness regularly, leaders can learn to recognize their stress triggers and respond in a calm, clear-headed manner. This can lead to better decision-making and more effective leadership overall.

Second, mindfulness can help leaders to cultivate empathy and emotional intelligence. When leaders practice mindfulness, they can learn to be more present and attentive to the needs and concerns of their employees and members. This can lead to better communication, stronger relationships and a more positive work environment.

Finally, mindfulness can help leaders to foster a culture of well-being and mindfulness within the club. By modeling

mindfulness and promoting its benefits to employees and members, leaders can create a culture that values mental and emotional health. This can lead to happier, more productive employees and members and a stronger, more successful club overall.

Incorporating mindfulness into country club leadership can take many forms. Some leaders may choose to meditate or practice mindfulness exercises on their own, while others may choose to participate in mindfulness programs or workshops. Still, others may choose to make mindfulness a core value of their club and promote its benefits to employees and members.

After 26 weeks of professionally directed mindful education and a bonus session at a Troon World Conference, I am not much better at meditating (because of my mental deficiencies and not because of the instructors). Still, after seeing the program’s positive effects on the team, I bought hook, line and sinker into mindfulness education and have brought it to a second club.

After all, what better way to manage stress and stay calm in the face of an undercooked steak or a lost tennis match? And let’s be honest, with all the luxury and exclusivity associated with country clubs, it’s no surprise that some leaders might need help staying grounded and in the moment. Who knows? Maybe soon we’ll see a meditation room next to the cigar terrace and the wine cellar.

Overall, the benefits of mindfulness for country club leadership are clear. By practicing mindfulness regularly and incorporating it into their management style, leaders can become more effective, empathetic and focused, leading to more successful and sustainable clubs. BR

ROBERT PODLEY

Robert D. Podley, CCM, CAM, is general manager of Colonial Country Club in Fort Myers, FL. He can be reached at (239)768.-200 or via email: rpodley@Troon.com

JASON BECKER

Jason H. Becker, PGA, is chief executive officer, Golf Life Navigators, LLC, Naples, Florida He can be reached at (800) 447-8707 or via email: Jason@GolfLifeNavigators.com www.GolfLifeNavigators.com

EXECUTIVE COMMITTEE

Managing Gated Golf Communities Is No Easy Task

The former CEO of the PGA of America, Joe Steranka, recently said it best: “Even with golf at historically high levels of popularity, it still brings challenges for our industry.”

Tee time compaction, waitlist structure, varying degrees of member satisfaction. These are likely all common discussion points in boardrooms across the country.

There is one topic of discussion that is likely being overlooked as it might not seem as important in today’s environment of demand for private golf. However, I can assure you that within the next several years, your club might be facing a problem that is insurmountable unless you gain control of it today – capture rate.

Dr. Jim Butler, CEO of Club Benchmarking, would tell you that if only 40 percent (or less) of your full golf members live within the gates of your club, you’re headed in the wrong direction. Measuring a club community’s capture rate of full golf members versus community residents is key. Certainly, you will have sport and social members who live inside the gates, but if a majority of your full golf members live outside as “non-resident” members, how does that look long term? Do you believe that non-resident full golf members will support a $10-million capital improvement plan if they don’t live there? Maybe.

days a week and are usually searching for their second club as an escape from the North’s winter months. Essentially, your ideal full golf member across the Sunbelt.

In 2017, we started tracking how many golf buyers were combining the search for a club with the search for a home.

As you see, a consistent 65-70 percent of the marketplace is planning to combine the search. That likely doesn’t surprise you but consider this additional statistic. Those with an initiation budget of $50,000 rank the following as their “hierarchy of importance” for the search:

1. Home

2. Lifestyle/culture

3. Golf Course

4. Club amenities.

Now that we have established that golfers in search of a full golf membership are also seeking real estate, let’s take it a step further and see what their desires are in terms of living “inside” or “outside” the gates.

In 2017, we saw an increase in the demand to live outside the gates, averaging about 45 percent of the marketplace. During the COVID-19 pandemic, the trend decreased to approximately 41 percent of the marketplace as more buyers wanted the safety and security of a gated club community. But in 2023, we are starting to see the trend shift back toward living outside the gates. Today, 46 percent of the marketplace is looking to live off campus, and that number is slowly growing for several reasons that we can discuss in a later article.

To recap: If we know that our prospective members are combining the club search with the search for a home, we know that the home is taking priority, and we know that buyers are trending to live outside the gates of your community, then the capture rate is bound to decrease.

What are some solutions to gain control of this potential challenge in the future? We suggest these tactics:

Consider a few trends within the marketplace that my organization, Golf Life Navigators, has captured over the past six years. In short, Golf Life Navigators is an online environment prospective golf members use to help search for a private golf or club community to join. These golf enthusiasts are a 12 handicap (on average), envision playing golf 3-4

1. Each month, your club should have a representative from the real estate industry who is educating your leadership team on the number of homes on the market, how many were sold that month, by whom and what the average price was.

TODD DUFEK

HOUSE COMMITTEE

Educating Board Members Is Key To Understanding Locker Room Manager’s Role

A new director of golf sat down with a locker room manager and admitted, “I’vebeeninthisbusinessforover30years,andI stilldon’thaveanyideawhatlockerroommanagersdoallday.”

That being the case with many in the industry, I think that the board of every club must understand how varied and essential the locker room manager’s role is and what this valued team member does daily.

In other words, I’m suggesting that the locker room manager attend a board meeting to explain what he does on a typical day during the busy season.

The goal is to educate board members so they understand the nuances and challenges of the job. As a result, club management will do the same so that the locker rooms become an even more attractive place for members to spend their time. This process will serve not only to inform the board what this manager does each day but will provide board members with knowledge they can pass on to other club members. That communication will result in a better, more informed membership.

First, before board members meet with the locker room manager, they must understand that the position is crucial. The locker room manager is often the first to greet members and guests and the last to bid them farewell.

Second, as the general manager at my club put it, “He and his staff aim to provide that ‘anticipatory service’ that all members and guests love and quite frankly come to expect … this takes years to develop, but a great locker room manager can make this look effortless and seamless all at the same time.”

Board members also must recognize that the locker room manager role varies from club to club according to members’ needs and management’s requirements. As president of the Locker Room Managers Association, I’ve corresponded with dozens of locker room managers and attendants from all over the country for the past 20-plus years. Having done so, I have discovered one important truth: Locker room managers’ roles in their locker rooms are as varied as the clubs where they are employed.

For example, at one club, members value golf footwear. They not only want their golf shoes to look their best every time they play but to perform at their best as well. At another club, socializing in the men’s grill after a round and having the finest food and beverages is the focus of the membership. Street and golf shoes are done as an afterthought at the end of the day. The amazing thing is that these clubs are miles apart in the same metropolitan area.

At many clubs, however, the locker room manager and his staff take care of boatloads of street and golf shoes daily. They are also in charge of serving members and guests in the men’s grill. They run themselves ragged during the season.

On top of that, many locker room managers also order food and beverages for the men’s grill. One association member in the Midwest said that even with three small kids, he knows he can afford to work 70-plus hour weeks during the summer because he gets three months off in the winter. At most clubs, though, locker room managers and their staff have their hands full taking care of member footwear and keeping the amenities stocked in the wet areas.

In conclusion, bring your locker room manager in front of the board so that he can explain his job responsibilities and any struggles he has. However, before doing so, make sure he understands that the purpose of his visit is to help the board and the membership better understand what the job entails. Not that his job is in jeopardy. Your locker room manager will greatly appreciate it, and the board will understand better what goes on in your club’s locker room. BR

Todd Dufek is the locker room manager at The Country Club at DC Ranch in Scottsdale, AZ, and president of the Locker Room Managers Association (www.yourlrma.com). Todd has five books and three training programs to his credit. For a free trial membership and a free book on the secret to improving locker room services, contact Todd at yourlrma1999@gmail.com.

Bruce Barilla provides onsite locker room evaluations, staff training and layout design. He is the locker room manager for the Barbasol Championship. www.lrcgolf.com

Reasons for Lack of Locker Room Use…and Solutions

I recently communicated with two private country club general managers, and both said the men’s locker room doesn’t get used much. I will suggest reasons for the lack of locker room use and solutions.

Is there an attendant on duty to offer shoeshine service? Could the main reason for the lack of locker room use be that there is no staff on duty offering each member and guest daily shoeshine service while also keeping the locker room clean, neat and well-stocked throughout the day? One hundred golfers means an opportunity and responsibility to do 100 pairs of street and golf shoes that day.

Having only one attendant working a 40-hour week limits services to only eight hours a day and none on his two days off. Also, the shoeshine room needs to be inside the locker room, with an open greeting counter near the locker room entrance. The attendant must be visible rather than hidden in a room off a hallway. When I worked at Butler National Golf Club and The Greenbrier, we staffed the locker room from before the first golfers arrived to after the last golfers were off the course and serviced.

a housekeeper is not the same as an attendant on duty, the housekeeping staff can clean and polish any shoes left in a designated area. It could mean extra income for them if tipping is allowed or if there is a set fee.

Showers can attract users, but excellent water volume and pressure are needed. As a result, full thick wide spray shower heads with no hollow spots become a draw. A massage room and barber shop, both with set hours of operation, are also a draw. Private water closets add a modern touch. Cloth hand towels make paying a locker fee more worthwhile. Having an ice water station can also bring people inside the locker room, along with food and drink service in a sitting area with large flat screens.

Metal lockers instead of wood are not a factor, providing they are in decent condition. Most have more storage space. You can paint them. New carpet and/or vinyl flooring, better (NOT necessarily brighter) lighting and a new interior color all add to the attractability.

A starting point: Are you hesitant about hiring a full-time employee? Consider providing shoeshine service with an at-

Are you hesitant about hiring a full-time employee? Consider providing shoeshine service with an attendant on duty a few times a week. Perhaps on busy days? A part-timer is better than no service at all. Member-guest events with two attendants will give the members a feel for service. Put any gifts for the guests inside their lockers so they will have to enter the locker room. A club in the Cleveland area gave a comp guest greens fee with the annual locker fee. More members rented lockers. Guest play increased. So did the club’s food and beverage income. The annual fee can include a thank-you item, such as a travel amenity kit.

Location of the locker room, condition, offerings and solutions: Second-story locker rooms are not as common but still function the same. Not every clubhouse design features the parking lot next to the locker room entrance. Not every locker room leads directly to the first and 10th tee or flows into the pro shop. Some clubs have two-story locker rooms. These are not excuses for lack of use.

If not staffed, the men’s and women’s locker rooms must be clean, orderly and fully stocked with a complete line of quality sink, shower and grooming station amenities. A housekeeper must check the locker rooms numerous times throughout the day so that when a member or guest enters, they can sense everything is as it should be and ready for them. Although

tendant on duty a few times a week. Perhaps on busy days? A part-timer is better than no service at all.

Member-guest events with two attendants will give the members a feel for service. Put any gifts for the guests inside their lockers so they will have to enter the locker room.

A club in the Cleveland area gave a comp guest greens fee with the annual locker fee. More members rented lockers. Guest play increased. So did the club’s food and beverage income. The annual fee can include a thank-you item, such as a travel amenity kit.

Maybe the simplest solution is to survey the members by asking, “Why do you not use the locker room?” Summarize the responses; if you would, please let me know the results. BR

BRUCE BARILLA

Amuse Bouche Spoons

Teardrop

EXECUTIVE COMMITTEE

Creating a Culture of Trust and Accountability

The Key to Great Leadership

Given the challenges facing our industry, much of which are beyond our control, it’s important to dig deep into things that we can control that make a big difference. As leaders, we can create an environment where employees feel valued and do significant and impactful work.

There seems to be unanimous agreement that “culture” is a critical component of any organization, but what is culture really, and how does an organization create a positive, supportive culture? Creating a positive workplace culture is a simple idea, but the execution is complex and requires commitment from all levels of the organization. And while there is no shortage of theories, articles, books, or TED Talks on the subject, where should you start?

Trust: The foundation of a positive workplace culture. When employees trust their leaders, they are more likely to be engaged, committed and productive. Trust also creates a sense of safety, where employees feel comfortable taking risks, making mistakes and speaking up when they see something that needs improvement.

To build trust, leaders must be honest, transparent and consistent in their actions and communication. In short, their integrity must be intact in both word and deed. They must also listen to feedback and act on it promptly. This requires creating an environment of open communication where everyone feels heard and valued.

Once you create a culture based on trust, you can move on to the next important principle: accountability.

Accountability: Holding ourselves and others to a higher standard. A culture of accountability begins when leaders hold themselves accountable first and create a safe space for people to hold each other accountable. Because the interaction is rooted in trust, feelings like fear, anger and resentment are absent from the interaction. This not only sends the message that everyone is responsible for the success of the organization but also allows both the people and the organization to grow and move forward.

To create a culture of accountability, leaders must set clear expectations, provide regular feedback and hold them-

selves and others to a high standard of performance. They must also take responsibility when things go wrong and work with their team to find solutions and prevent future issues.

Finally, culture will fail without the third critical component: leadership.

Leadership: Lifting others up and helping them achieve more. Great leadership can be defined as lifting others up and helping them achieve more than they thought possible. This means cultivating a growth mindset where everyone is encouraged to learn, develop and take on new challenges.

To develop leaders in all positions, leaders must be inclusive, providing opportunities for everyone to contribute and grow. They must also create an environment where people feel valued and do significant and impactful work. This means caring about their team members, having each other’s backs and celebrating successes together.

As leaders, there are several action items you can take to create and maintain a positive workplace culture:

• Be honest, transparent and consistent in your communication

• Listen to feedback and act on it promptly

• Set clear expectations and hold yourself and others accountable

• Provide regular feedback and hold yourself and others to a high standard of performance

• Cultivate a growth mindset and create opportunities for everyone to learn and develop

• Show you care about your team members and celebrate successes together.

By focusing on trust, accountability and leadership, you can create a workplace culture that inspires and empowers everyone to do their best work.

As Peter Drucker once said, “Culture eats strategy for breakfast.” A positive workplace culture empowers employees to do their best work and achieve great things. When employees are inspired by the culture of their workplace, they are more likely to be engaged, productive and committed to the organization’s success.

By doing so, we can build a stronger, more successful organization that everyone can be proud to be a part of. Let’s embrace the power of a positive workplace culture and create an environment where everyone can thrive. BR

KEITH SORIANO

Keith Soriano, PGA, MBA is a regional director for the PGA of America and a career consultant serving the Colorado PGA Section. He can be reached at ksoriano@pgahq.com

“TRUST IS LIKE BLOOD PRESSURE. IT’S SILENT, VITAL TO GOOD HEALTH, AND IF ABUSED IT CAN BE DEADLY.” — FRANK SONNENBERG, AUTHOR OF “FOLLOW YOUR CONSCIENCE”

MICHELLE TANZER

LEGAL COMMITTEE

Keeping Clubs Out of Court

Living in a litigious society means that club boards and managers must be diligent about keeping their clubs out of court, particularly in connection with disputes with members.

Litigation is time-consuming, costly and burdensome to all parties involved. Litigation with members can also result in membership disharmony and an “us vs. them” mentality between members and their boards of directors.

As litigation risks private club matters being made public, including facts and circumstances that most boards and members would rather keep private, litigation should be avoided whenever possible by requiring mediation or arbitration as an alternative to litigation.

In most jurisdictions, court records are available for free online with a simple search through a court’s public website. Thus, private information obtained by parties during litigation inevitably becomes part of the public record. As a result, potentially irreparable damage to a club’s reputation and perception can result from widespread disclosure of internal private membership records and club practices, oftentimes strategically, through court filings and the discovery process.

Clubs that seek to maintain their reputation as private and prestigious organizations have a clear interest in avoiding so-called “dirty laundry” being aired to the public through public court filings and proceedings. As such, clubs are generally wise to seek resolution of disputes with their members through alternative dispute resolution (ADR), which takes two primary forms: mediation and arbitration.

Mediation involves a supervised negotiation process involving a neutral third-party mediator (oftentimes former judges or seasoned litigators) who assists both parties in exploring opportunities for resolution. Sometimes, a mediator will evaluate the strengths and weaknesses of each side to encourage settlement. Mediators act impartially to ensure that each party understands the other’s position and that all options for a mutually beneficial settlement are explored.

However, a mediator has no authority to require settlement and, unlike judges, cannot make any binding determination of who is right or wrong. All statements, discussions and compromises made during the mediation process are non-binding and confidential, unless a compromise or settlement is agreed upon, reduced to writing and executed by the parties.

Arbitration, on the other hand, is similar to litigation, only without many of the overly complex and technical rules of evidence and procedure. Typically, a “trial” or final hearing is held before a neutral arbitrator (or panel of arbitrators), evidence is presented by each side, and each party has the opportunity to argue its position and try to convince the arbitrator why it should prevail.

Unlike mediation, wherein the mediator makes no formal determination of who is right or wrong in the dispute, an arbitrator will make a ruling, much like a judge or jury would in court, and determine the prevailing party. Arbitration rulings are most often binding, depending on the agreement of the parties or, in many cases, the contract or other documents governing the relationship and obligations between the parties.

Because of the advantages of ADR, in terms of both cost/ time-efficiency and privacy, clubs should endeavor to take needed steps to ensure that their organizational and governance documents and formal policies encourage, if not require, ADR as the preferred or even sole avenue to resolve disputes with their members.

Generally, it is sufficient to include a provision in the club’s governing documents or membership agreements that requires ADR in the event of a dispute, sets the general parameters and names the organization that will administer the ADR, such as the American Arbitration Association. If there is currently no such provision, club boards and managers should consult with legal counsel to determine the appropriate language to be added and to determine whether the ADR requirement, once added, can be applied retroactively to current members.

Given that both mediation and arbitration are generally confidential, with potentially serious sanctions against a party who violates the confidentiality rules, ADR provides a significant benefit by preventing public disclosure of clubs’ and members’ private information. Club boards and managers should take advantage of these unique forums to resolve member disputes and help keep their clubs out of court. BR

Michelle Tanzer, Esq. is chair of the Global Club and Branded Residences group at the law firm of Nelson Mullins, serves on the National Club Association board of directors, arbitrates club-related disputes for the American Arbitration Association (AAA) and authored “The Club Litigation Book: Keeping Clubs out of Court.” Ms. Tanzer can be reached at (561) 866-5700 or via email: Michelle.Tanzer@NelsonMullins.com. Michelle thanks Brian Meanley, Esq., who recently joined her Global Club and Branded Residences group, for co-authoring this article.

Jeffrey P. McFadden Chief Executive Officer/General Manager The Union League of Philadelphia

For more information please contact Ted Thie Channel Partner, Private Clubs ted@t3clubsolutions.com

PETER NANULA

Peter J. Nanula is chairman of Concert Golf Partners (www.concertgolfpartners.com), an owner, operator and all-cash buyer of private golf and country clubs. He can be reached at (415) 260-8806 or via email: pnanula@concertcapital.com.

FINANCE COMMITTEE

Storm Clouds on the Horizon

Are We Good Financial Stewards?

After a decade-plus strong economy, followed by nearly three years of COVID-spiked demand for all things golf, we are entering a new phase.

Not only are we on the downslope of the work-from-home era, but all signs point to an economic recession later this year that will likely continue into 2024. Club resignation rates have already returned to pre-pandemic levels and more than one-third of clubs have questions about their long-term future. So how are the best-managed clubs preparing for this new phase?

Many member-owned clubs have taken full advantage of the pandemic-induced boom in golf memberships by announcing and initiating significant renovation projects paid for by member assessments and bank loans. Some club board members have told us they “need to keep up with the Joneses” when they see large-scale capital improvements underway at nearby clubs. Others have had golf course or clubhouse renovation plans on the drawing board for years and accelerated those projects during the COVID-19 pandemic because the cash was there and their members were in the mood to spend.

loan, and the annual debt service payments on it, will be an obligation of the club for many years after this unique oncein-a-century pandemic golf boom has fully subsided.

The same applies to member assessments. Perhaps your club’s members have absorbed special assessments of $5,000 to $10,000 in the past and are now willing to accept a one-time assessment of $15,000. That may work given the special times we are enjoying at private clubs, and your club may not suffer much attrition. However, if the board structures this as an extra $150 per month capital charge on members’ bills over the next 8-10 years, then woe to the next few successive boards – as they will be explaining to members in the upcoming recession (and for many years after) why annual dues and other charges are now significantly higher than at nearby clubs.

In 2015, this dynamic led the board at Blue Hill Country Club in Canton, MA, to consider redeveloping the third nine into townhomes. Their bank had lent the club more than it could handle for the longer term, and a series of member assessments spread over time priced the club out of the local club market.

The best board members raise the subject of financial stewardship even in good times. With interest rates rising and expected to remain high for some time and a looming recession likely to pinch jobs and discretionary incomes, boards must look beyond last year’s booming round counts and club waitlists. Expect conditions more like 2019 –before COVID-19 arrived – and perhaps throw in a scenario that recalls the dark days of 2008-2012, when our industry weathered the Great Financial Crisis.

However, because the timing seems good to greenlight a sizable project does not mean that your club should spend whatever the architects, contractors or consultants recommend. Debt ratios matter. The best experts, from Club Benchmarking to leading owner-operators who invest capital into numerous private clubs, suggest that borrowing more than 1.0 times your club’s annual revenues is dangerous territory.

So, a club with annual revenues of $10 million should not be borrowing $20 million from their local bank even though the bank is eager to provide the loan. Why not? Because that

The best board members raise the subject of financial stewardship even in good times. With interest rates rising and expected to remain high for some time and a looming recession likely to pinch jobs and discretionary incomes, boards must look beyond last year’s booming round counts and club waitlists. Expect conditions more like 2019 – before COVID-19 arrived – and perhaps throw in a scenario that recalls the dark days of 2008-2012, when our industry weathered the Great Financial Crisis. If your club’s balance sheet is prepared for those scenarios, future boards will thank you for being good financial stewards. BR

COMMUNICATION COMMITTEE

A Word About Websites

In this age of search engine optimization, building a brand for a business is done by driving traffic to its website.

Indeed, websites were created to increase awareness and foster consumer interest. Regrettably, such website use by private clubs can produce serious legal consequences – the most significant being the loss of the club’s private status.

Truly private clubs function differently than traditional businesses and, in turn, are granted benefits normal businesses do not receive, such as being exempt from most state and federal anti-discrimination laws. As such, club websites must also function differently than traditional business websites or clubs can face the prospect of losing this benefit.

Being exempt from anti-discrimination laws does not mean that clubs should discriminate, but it does mean that if an allegation of discrimination arises, they can be protected because of their unique business model. So, maintaining this protection should be priority number one for club leaders.

While your website is a great tool to connect with your members, it is the first place nonmembers go to find out about your club. If it is too open or too promotional, your club can be stripped of its private status.

To minimize this possibility, your club’s website should be open only to members through a login process. If any information is open to the public, it should refer only to things like driving directions, dress code or club history. You cannot have drop-down menus labeled “Membership,” “Golf Outings” or “Weddings” on your homepage and still expect to be seen as a truly private club.

Good examples of club websites that follow this guidance include:

• wfgc.org (Winged Foot Golf Club)

• neworleanscountryclub.com (New Orleans Country Club)

• mpccpb.org (Monterey Peninsula Country Club).

Without a doubt, a nonmember searching for information on membership or how to book a club’s banquet facility will find websites like these less than helpful. However, these sites are how a club defends its private status.

BRAD D. STEELE

Brad D. Steele, JD, started Private Club Consultants to provide in-depth legal and operational answers for America’s top private clubs. For more information about PCC, email Brad at steele@privateclubconsultants.net, call/text him at (703) 395-5463 or connect with him at www.linkedin.com/in/BradSteelePCC.

Thankfully, all is not doom and gloom for private clubs and their websites. Clubs that do not actively solicit new members or promote the use of their facilities to nonmembers on their websites will protect their private status. Ultimately, there is nothing wrong with pictures, videos (within limits) and your club’s contact information being available on your homepage.

Just don’t add: “If you would like more information on membership, or would like to set up a tour of the club, please fill out an inquiry form or you may contact us. We can also send you a packet of all membership information prior to your tour, so we can answer any questions that you may have!” (As you guessed, this was on a club’s website.)

Most importantly, when membership inquiries arise from nonmembers visiting your website, have staff pass those inquiries on to the membership committee. A member of the committee should then contact each nonmember to begin the vetting process.

Thus, the club is not advertising for new members, the nonmember is not getting an immediate application with an expectation of approval, and a club member is pursuing the membership prospect, not the other way around. Though these may all seem like distinctions without a difference, these distinctions matter to courts.

In this day and age, having a website is de rigueur. Unfortunately, making that website fully accessible to nonmembers can jeopardize what makes truly private clubs different, unique and protected from the law. As such, club leaders should build their club’s brand through word of mouth and not through Google.

Without a doubt, this is not something most club leaders aspire to do in 2023 – especially when considering how website use has built up countless businesses throughout the world – but legally it is the best tack to take.

In the end, a strong website is likely one that leaves much to be desired by the general public while reserving all of the bells and whistles for those who log in as members. BR

Our club is now debt-free, all of our ‘wish list’ capital projects are being completed and we will never again have assessments. Members don’t want to be managers; they just want to enjoy the club. Frankly, this is the best thing that could have happened for our club.

- Joe Donato, Club President

BoardRoom Design Feature

Each issue of the July/August BoardRoom features the private club industry’s premier architects and designers.

Trends established by architects and designers play a pivotal role in enhancing the private club member experience. Catering to a discerning clientele, these clubs rely on innovative and aesthetically pleasing environments to create an exclusive and memorable atmosphere.

Architectural trends influence private club spaces’ layout, functionality and visual appeal. By incorporating various elements and designs, sustainable materials and technological integration, clubs can offer members modern and luxurious spaces. These trends also ensure clubs remain relevant and competitive in a rapidly evolving landscape.

Case studies of successful architectural and design projects provide invaluable insights into optimizing member experiences. By analyzing real-world examples, private clubs can glean inspiration and best practices for space use, ambiance and unique amenities. For instance, a case study on a club with stunning outdoor amenities can inspire other clubs to reconsider amenities that offer their members an inviting and inclusive social setting.

Design case studies also inform the selection of color schemes, furnishings, and decorative elements. Clubs seeking to evoke ambiance, such as a calming oasis or a vibrant social hub, can draw on precedents.

Incorporating architectural and design trends and insights from case studies ensure that private clubs continually enhance their offerings. Members benefit from aesthetically pleasing, functional and unique spaces that cater to their desires and needs. Biophilic design principles which integrate natural elements into the club environment, multimedia installations for entertainment, trends and case studies empower private clubs to create unforgettable experiences that foster a sense of exclusivity and belonging among their members.

Castor Design Associates

C2 Limited Design Associates

ClubDesign Associates

PHX Architecture

Harris Interiors (HINT)

McMahon Group

Kuo Diedrich Chi

Larson Nichols Interior Design

Peacock + Lewis Rogers McCagg Architects & Interior Designers

Stone Group Architects

JBD JGA Design and Architecture

AM Design Group Bozeman Club & Corporate Interiors

Angela Grande Design

ELM | Ervin Lovett Miller

Chambers Clay Pryor Interiors

Marsh & Associates

DISCOVER

TROON PRIVÉ

YOUR CLUB. YOUR CULTURE. OUR RESOURCES.

Every private club has its own unique identity and we want to help your club maintain yours. Of course, that requires a different approach than the status quo of self-management, which is why Troon Privé® continues to grow. As Troon’s dedicated private club division, we are a proven professional services organization that provides best-in-class systems, processes and resources to the private clubs we serve. Visit TheTroonApproach.com to learn more about who we are and why our clients partner with us.

The Golf Club at Lansdowne Lansdowne, Virginia

Champion Hills Hendersonville, North Carolina

West Bay Club Estero, Florida

Cimarron Hills Golf & Country Club Georgetown, Texas

Capital Canyon Club Prescott, Arizona

Angela Grande Design | BOARDROOM DESIGN FEATURE

by Angela Grande

Designing Spaces That Enhance the Club Lifestyle

As clubhouse interior designers and architects what we hear from focus groups and management that members are requesting increased amenities for the entire family than ever before.

The current robust activity in clubhouse renovations include Interior and exterior spaces that are designed to make the club a destination where the member experience is equal to or better than outside venues is very inspiring. Also, knowing how members want to live in their clubs is key.

Our recent assignments have included specific requests for some of the most important areas in the clubhouse.

DINING OPTIONS

On the operations side excellent food and beverage has become a must and clubs are hiring Michelin star chefs to deliver. Taking direction from this some parameters for designing the interiors reflect the menu. Dining options in clubs run the gamut starting with comfortable dining rooms with a variety of seating layouts and the frequent requests for wine display.

Casual dining rooms with sports bars and pub atmospheres opening to dining patios with interior style, palettes and furnishings appropriate to the concept.

Outdoor free-standing bars with lounge seating either alongside the club or at the pool areas with full shade coverage is a winner.

Snack bars with grab and go and the surprise of an airstream recently seen at Easthampton Golf Club as another option for the halfway houses that have become more elaborate in design.

Training centers with bar and food service and lounge areas for holding events.

RESORT STYLE POOL AREAS

Our latest work at Montclair Golf Club’s outdoor expansion included state of the art women’s and men’s locker rooms, Indoor and outdoor snack bar dining with open kitchen and with grab and go, lap pool with 200 lounges and an outdoor bar, dining and lounge areas positioned for sunset and pool views.

RACQUETS

With the popularity of padel, pickleball and tennis padel huts are emerging to be outfitted for mixed social venues, incorporating bars and larger kitchens with serving surfaces along with fireplace lounge and viewing areas. Our interior aesthetic reflecting lodge style with comfortable seating and warm finishes.

TRAINING CENTERS

Opportunities for bar lounge areas offer yet another separate space for socializing and unique venues. The diversity in clubhouse interiors spaces has increased our design opportunities to incorporate bespoke elements which create a unique brand for the club. They give the members a reason to show off their club to their friends and more of a reason to spend more time there. BR

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Angela Grande Design is an award-winning full-service interior design firm specializing in clubhouse and high-end residential interiors. Angela Grande, principal, can be reached at:

873-2425 or via email at agrande @ agrandedesign.com.

Architect:

Client Testimonial:

Westchester Country Club, Rye, New York

“To say we were pleased with C2 Limited Design Associates’ design, process, involvement, and “hand-holding” might be the understatement of the year. They were amazing every step of the way. Their ability to take limited direction, interpret and define “the feel” we were looking for, and articulate this vision in an incredible rendering, and then final result, made us know, as we had heard, they were the best.

I cannot speak highly enough about working with C2 Limited. Craig, Christina, and the team were a treat to work with and they exceeded our loftiest expectations. I know I am not the only one at Westchester Country Club who is taking a good look around the club to see what other spaces can be vastly improved by C2 Limited’s incredible designs.”

Mark J. McCooey, Chairman, House Committee Member of Travis Room Renovation Committee Westchester Country Club

before before

Client Testimonial:

Beach Point Club, mamaroneck, New York

after after

"In the world of private clubs, it seems that many designers default to dark, muted and wood tones that are emblematic of a traditional golf Club. Not C2 – they were able to hone in on the unique characteristics of our setting (in our case, ocean palettes, nautical elements, as well as the clean and modern design language that flows throughout our facility). Maintaining character in a private club is so important, as the character is what differentiates clubs one from the other and makes our members feel like they are home.

We were also pleased to find C2 was very understanding and accommodating to our operational challenges. It’s one thing to make a space look and feel beautiful, it’s an entirely different matter to make the space functional for staff and equipment. C2 accomplished both flawlessly. They listened and learned as we explained how we will operate our space, and diligently modified elements that would make our lives easier and more efficient over the planned decades of use in our new rooms."

Randy Ruder, CCM, CCE General Manager

Castor Design Associates, Inc. |

by Timothy N. Castor

BOARDROOM DESIGN FEATURE

Acoustical Treatments

After many years in the industry, there is one problem that continues to stand out in clubhouse design: high volume background noise . We are approached on a majority of our clubhouse renovations to address sound issues, whether being a mixed grill or a grand ballroom.

Many clubs have tried to address this with various finish selections in an attempt to absorb the noise reverberating throughout the space. One club engaged an institutional panel wrap company that one would specify for an elementary school gymnasium or other institutional environment, however this is not an aesthetically appropriate solution for a clubhouse setting.

We suggest the solutions below and have successfully utilized these in resolving clubhouse noise issues, while maintaining the integrity of the club’s design.

Carpet: We typically use all wool carpets with a double stick pad. This combination creates an enormous sound deadening effect. Nylon, being a synthetic fiber, does not absorb the sound as much as wool. We find nylon to be typically installed without a pad, which makes matters even worse with regards to sound.

Sisal Wallcovering: This product, which is often used on the floor, works beautifully when applied on the wall in a vertical position and reduces sound reverberation significantly. The roughness and rustic feel of the sisal, which comes in various colors, is actually quite fitting in a casual grill area.

Acoustical Sound Panels: When extreme sound problems are a major issue in two story ballrooms with hardwood floors, we like to recommend fabric wrapped acoustical sound panels. They can be installed utilizing the existing conditions within a room. Decorative fabric wrapped panels can blend easily within a room’s décor, while adding beautiful texture and design. We suggest you have your upholsterer use a fiberglass panel with an NRC rating of 0.70 – 0.80. This will allow you to make a fabric selection that works with the style of the room. These acoustical panels can be applied to both the walls and ceiling for maximum effect.

Drapery Treatments: When dealing with hard surface rooms that include tile and/or hardwood floors, the only solution may be to utilize drapery side panels. Vertical fabric application between the room and glass windows absorbs sound before it can reverberate. Soft drapery sheers can be traversing, creating flexibility in the space. In addition to side panels, upholstered cornices or soft valances can assist in furthering sound absorption.

Acoustical sound issue resolution is an important aspect of the overall member experience. In order to provide an enjoyable social environment for members, clubs need to create relaxing and quiet spaces to encourage easy conversation. Club managers have found that reducing noise levels encourages members to stay longer and utilize their clubs on a more frequent basis. The acoustical sound solutions provided will enhance overall member enjoyment. BR

Clay Pryor Interiors | BOARDROOM DESIGN FEATURE

by Clay Pryor

Design for Discovery

RED HAWK RESORT CAPTURES THE “UNEXPECTED” THROUGH A TEXTURAL STORY

OUR PASSION IS TO CREATE SPACES THAT...EXCITE, INSPIRE AND RENEW OUR LIVES.

The Project: Destination Resort

Interior Design: Clay Pryor Interiors

OUR PHILOSOPHY

Our team is a creative cell that captures the spirit of collaboration, dedicated to creating spaces that embody a true sense of place.

Natural colorations and sculptural forms inspired through nature’s organic displays strongly control our approach to interior design—anything authentic, unexpected, collected and rediscovered, is on the table.

We like to take risks. The introduction of bold, vivid hues mixed with classic neutrals can enhance the element of surprise.

EACH PROJECT IS LIKE A STORY—EVERYTHING HAS A PURPOSE AND PERSPECTIVE

The art of storytelling drives our team to capture a strong point of view for each project. Whether we are focused on historic renovations, modernizing existing properties or developing a fresh program for new construction, we are inspired to tell a story through livable environments that function for today’s lifestyles.

Clay Pryor Interiors offers a full range of interior design services employing standards in every phase of every project. The CPI team takes historical, geographical, and cultural influences into account, as well as regional art and artisans, natural resources, local building materials, and construction capabilities.

Our design philosophy is simple: We design for your market. We seek to incorporate a unique flavor into each project, involving ourselves with the custom design of interior architectural details, interior finishes and materials, furniture, lighting, textiles, artwork, and accessories. A project’s interior vision should be an investment toward creating spaces that showcase our clients’ personalities.

THE INTERIOR STORY

Sited in the Sierra Foothills on the land of the Shingle Springs Band of Miwok Indians, The Red Hawk Resort pays careful attention to its integration with the site and invites reflection on the landscape and its history. The interior design is a modern eclectic style that harmonizes subtly with tribal cultural finishes and textures. You will discover unique chandeliers that replicate woven baskets, a river of marble flowing through porcelain tile to embrace the geographical river element. Carpets were custom designed with subtle tribal patterns, and commissioned art by local artisans inspired by the surrounding nature found on this land. Through large windows, the lobby opens up to the sweeping views of the Sierra Foothills. Overall CPI sought to create spaces that have a juxtaposition between “New” and the “Native Historic Spirit.” “We are a bit more restrained and less literal in our “story-telling” when developing this project’s interiors,” says Clay Pryor.”It presents a more universal approach that appeals to the global community.” BR

Clay Pryor is creative director/principal at Clay Pryor Interiors. For more information, please call (720) 252-0990, email claypryor@ymail.com or visit www.krisclaystudios.com

PHX Architecture & ClubDesign Associates | BOARDROOM DESIGN FEATURE

by Erik B. Peterson & John Cochran

Challenges & Solutions

Located on the top three floors of the Bank of America Center in Tulsa, OK, we had the absolute privilege of renovating the Summit Club, which takes up the entire 30th, 31st and 32nd floors. As the club is more of a social club instead of golf-focused, we had to strategize with a slightly different goal in mind.

The Summit Club of Tulsa was founded in 1967 and has a storied history that we wanted our design to honor. The mission of the renovation project was to update the club, bringing it into the 21st century by focusing on both the design and functionality of all three floors. In addition, reaching the younger generation of professionals and new members while elevating the club’s look was one of the top items on our list of goals.

TOP FIVE MAJOR ITEMS THAT THE TEAM LEARNED DURING THE RENOVATION

The restaurant at the club is known for Flambe-style cooking. Some of the complications that the team faced was getting approvals through the health and the fire and health departments to allow for this kind of cooking on the premises. Finding the solution for this particular situation was more difficult than anticipated. But because the flexibility of the Flambe carts and their ability to be wheeled around the restaurant, the team came up with an idea to create a parking space for the carts, allowing proper ventilation, which was a great solution to the obstacle.

In addition, the client requested us to design smoking rooms specifically for cigars. However, they posed a challenge because of the difficulty of balancing airflow. It was essential to eliminate any sensitive smoke that could potentially spread into other unwanted areas of the floor. In order to achieve this, we hired a mechanical contractor to ensure that the smoke was concealed. It was important on our end that we set clear and proper expectations of the end result for our client.

Another challenge that we faced was, of course, the budget. Because of construction cost increases, we could not fully execute the client’s full scope. However, after finding more economical alternatives, we compromised and ensured that the client was satisfied in the end.

Typically working with golf clubs, we found that there are many similarities. Golf clubs and city clubs seem to have the same idea, modern design, relaxing atmosphere, great food, amazing drinks, and most importantly, wonderful members.

Lastly, it was extremely essential for the client to understand that change was coming. They had to look into the future with positivity and foresee what is best for the overall club growth.

The club is in downtown Tulsa and prides itself on providing an elite membership with a unique dining experience as well as an all-around social experience. The project was done in phases, the first phase consisted of renovating the 30th and 31st floors - providing a refreshed look to the club’s dining lounge as well as event and banquet spaces.

The second phase of the project was the Penthouse (32nd) floor. The Penthouse provides members the ideal atmosphere and aesthetic to grab a drink with friends, relax and entertain guests, or sit at the high bar and gaze out at gorgeous Tulsa views. BR

John R. Cochran founded ClubDesign Associates in 1992 and has been involved in 300+ renovations of country clubs during his career. Personally, John is a board member at Colonial Country Club in Fort Worth, TX. He has served as house committee chairman for the last four years. He is also part owner of Five Oaks Golf & Country Club in Lebanon, TN. ClubDesign Associates is located in Fort Worth, TX. For more information please call (817) 810-0333 or visit clubdesignassociates.com

THE SUMMIT CLUB: BALLROOM TULSA, OK

THE SUMMIT CLUB: CASUAL DINING TULSA, OK

ELM | Ervin Lovett Miller | BOARDROOM

by Steve Lovett

DESIGN FEATURE

Military Partnership Accelerates Master Facility Plan

The Timuquana Country Club in Jacksonville, FL shares a border with the Naval Air Station in Jacksonville. Its proximity to the base creates a number of unique experiences for its members including watching the Blue Angels fly over the clubhouse during the bi-annual airshow or watching the membership on the 1st tee stand at attention during the 8 a.m. playing of the National anthem that can be heard from the base. For more than 50 years, the Navy and Timuquana have been good neighbors, and in the ‘90s forged a favorable water partnership that allowed the navy to dispel its effluent water surplus to Timuquana who could use it for irrigation, as both the club and Navy were experienced increase environment regulations.

The partnership took an unexpected and even more welcomed turn in 2018, when the club received interest from the Navy and city of Jacksonville on entering into a Restrictive Use Easement agreement. The Department of Defense’s REPI (Readiness and Environmental Protection Initiative) program works with counties to mitigate land use concerns, water quality impacts, and encroachment threats near installations. The REPI program engages with counties through multiple existing partnerships, including the Sentinel Landscapes Partnership. This Partnership is a coalition of federal agencies, state and local governments, and non-governmental organizations that work with private landowners to advance sustainable land management practices around critical military installations.

the success of the pool renovation, our firm acted swiftly in working with the club’s professional staff, long range planning committee, board of governors and even the club’s golf course architect to develop surveys and work with constituencies in developing a revised facility master plan rooted in an ever-changing demographic. Initial uses of the funds funded the pool project and new casual dining facility, interior refurbishments of private function space, its heritage gallery, and common areas. In the third year of the partnership, the RUE income funded a $6.1 million golf course restoration of its 1923 Donald Ross design and a $1.4 million expansion of its practice facility. An attentive and thoughtful board has mapped out the remaining five to seven years of capital projects to include full refurbished locker room and men’s grill, golf performance teaching center, nature trail and recreation/pickleball complex. In all, with a combination of a strong capital dues program, higher initiation fees because of the improvements, and the Navy partnership, the club anticipates nearly $35 million in investments during the facility enhancement program and in the end will have done so with no debt and no member assessments.

This sudden windfall is certainly a unique advantage for Timuquana and not every club will find itself in the same situation. But all club leadership should consider whether they are equipped to navigate a similarly shortened timeline for capital improvements. Revisiting your master plan and membership satisfaction on a consistent basis will ensure your club is always positioned to adapt to the unexpected. BR

This development permitted the club to continue to improve its land for private club uses with minimal restrictions with the understanding that the club would not develop the land for residential or commercial uses in perpetuity. In turn, the club, over a five-year agreement, would receive a sum of money per encumbered acre. The club had developed a master plan in 2017, which it intended to phase over a likely 15-year period. As one would have it, the IRS has specific instructions for these types of partnerships, that require the club to invest this money into capital improvements over a four-year window as it receives each installment. Otherwise, they would be subject to capital gains tax.

As one might expect, the 15-year facility improvement plan was now a reality with financial repercussions if not completed in quick succession. Building off

ELM | Ervin Lovett Miller is a professional consulting firm of planners, designers, architects, landscape architects, and staff committed to creating sustainable, inspiring places.

ELM’s experience and expertise have contributed to many successful, noteworthy projects for a diverse array of clients, including private golf and beach clubs; urban planning and mixed-use developments; residential planned communities; hotels and resorts; commercial and multi-family; health care and assisted living; tribal master planning; parks, recreational, open space; and specialized office and retail developments.

With a combination of a strong capital dues program, higher initiation fees because of the improvements, and the Navy partnership, the club anticipates nearly $35 million in investments during the facility enhancement program and in the end will have done so with no debt and no member assessments.

JBD JGA DESIGN AND ARCHITECTURE, A CLUBWORKS COMPANY BOARDROOM DESIGN FEATURE

by Peter Cafaro

The Private Club Bubble…

For the past 36 months, private clubs have enjoyed a resurgence and popularity not experienced in recent memory. The worldwide catastrophic effects of COVID proved to be anything but for the private club community. As we now approach some financial and - dare to say - political uncertainty, the question asked by club boards throughout the country is: will it last?

I say – YES!

The limitations placed on everyone during COVID forced those with the financial wherewithal to investigate private club life. Many of these people are those who would have previously turned up their collective noses at the prospect of joining a club. With limited choices of socialization, people took a chance on a club.

Over the following two plus years, those reluctant club members, many of whom were families that found and joined a club of their liking, have become immersed in the lifestyle and have discovered that club life is not so bad after all – in fact, it is pretty special. Adults and children alike formed and nurtured relationships with newfound groups sharing common interests and goals. The mantra of the private club business over the past 10 years – make our club part of our members’ lifestyle – has come to fruition in a big way.

With all these new members, adults, kids and tweens, using their clubs on a constant basis, combined with lingering partial remote work practices, despite some potential minor economic setbacks, members will not be quick to give up what has become indelibly etched in their day to day lives.

Of course, as is always the case, clubs that recognize opportunities must also recognize the need to provide the facilities and programs to support ongoing expanded utilization. One of the byproducts of the club lifestyle immersion is that members do not want to stop using their club during the “off season.” As a result, clubs must consider myriad traditional and non-traditional capital improvements and program expansions. Along with the need for a superb golf course or marina or whatever is the historically prime club purpose, clubs should be developing or improving assets such as, of course, expanded outdoor and three or four season spaces and resort style pools, great bars for hanging out, youth spaces to entertain the kids while providing adult time for their parents, work spaces for members to return an email or make a

quick call while enjoying a day with their fellow members, pickle ball courts, bocce courts, fitness and wellness centers, and simulators. Clubs must provide proactive programing to drive members to use these spaces.

If clubs pay attention to their members’ needs and wants and continually improve their assets and programs, there seems no end in sight for the growth potential of individual clubs and the entire club community. BR

Peter Cafaro is senior vice president, JBD JGA Design and Architecture, a ClubWorks Company, in Pawtucket, RI. He can be reached via email: PCafaro@JBD-JGA.com

KUO DIEDRICH CHI ARCHITECTS BOARDROOM DESIGN FEATURE

by Scott Kauffman

Master Planning HOW BEST TO SUCCEED IN SUSTAINABLE STRATEGIES

For more than two decades, Atlanta-based Kuo Diedrich Chi Architects has been recognized as one of the leading designers of global clubhouses. In many respects, one can say the award-winning firm has even ‘mastered’ the art and skill of strategic masterplans. A master plan is a collaborative process between the designer and club leadership to establish a long-range plan for the facilities at the club. A master plan should be treated as a living document that provides a road map for future capital improvements and expenditures and should be periodically revisited and updated.

To be sure, a lot has changed in the private golf and country club business since KDC architects Mark Diedrich, AIA, and Howard Kuo, AIA, started their namesake company in 2002 – not the least of which are the types of club amenities that ensure member satisfaction and sustainability.

Successful master planning today is driven by collaborative decisions from four primary sources: member input, operational efficiency, financial capacity, and club trends.

Basically, for the outcome to be most effective, according to Diedrich and his colleagues, it needs to be “based on sound information.”

When KDC starts their strategic planning with clients, the firm employs its “10-Step Process” to discern information regarding current and future member expectations, governance, operations, facilities and finance issues in order to “set a good foundation for master-plan creation.”

This “10-Step Process” starts with an initial one or two-day introductory design workshop to gain an understanding

of the club DNA, followed up by focus groups and the engagement of members for the first time in Step 2.

Once the “data” is gathered from members, staff and analysis of existing facilities, then and only then, does the team get to work with the programming, development of design options, and budgeting over a several week period during Steps 3-5. This is where collaboration occurs and creativity flows. Then, utilizing a wealth of experience in working with clubs, KDC turns its focus to consensus building (Step 6). It’s a second outreach to club influencers, and this is particularly critical now that club boards and memberships are increasingly more political, complex and/or contentious. So, how do clubs successfully navigate these challenging dynamics and ultimately see long-term capital improvement plans come to fruition?

According to Diedrich, one of the main ingredients helping clubs ensure a successful vote is truly embracing the process of preparation.

“Having done your homework in Steps 1-6 allows you to make prudent decisions in Step 7,” Diedrich adds “This process allows you to listen to members and staff; communicate with the membership throughout the process, manage the politics and take these factors into consideration to prioritize the masterplan.”

Another critical element, which helps fuel the success of the former, is embracing KDC’s innovative concept of ‘data’ and how it helps achieve that all-important ‘transparency.’

“Our approach to it is what all of that front-end stuff is trying to do, reviewing member surveys, conducting focus groups and ultimately consensus building, is really gathering a lot of valuable information or what I consider data,” Diedrich says. “For instance, after you set up and finish one of these focus groups, each one has meeting minutes, who attended etc., and that data is often times more beneficial and more influential on your final decisions than simply asking a member their opinion – one through five – on whether you want to have a new fitness center.”

Indeed, or as Diedrich puts it, it can be the difference maker in success overall.

“The worst thing you can do is end up with a no vote,” he says. “So sometimes success is just avoiding failure.” BR

Larson Nichols | BOARDROOM DESIGN FEATURE

by Kelli Larson and Kristin Nichols

Clubhouse Transformation

BOCA WEST COUNTRY CLUB

The overall project goal was to transform Boca West Country Club – main clubhouse, that had dark and dated finishes, furnishings, and lighting to a new, light and fresh palette. We always strive for our designs to be timeless. This project was no exception. We created spaces that were bright for daytime but moody and had a lounge-like feel for evenings. The lobby & pre-function lounge include multiple seating groups creating small intimate areas that couple together for larger parties to gather throughout.

The clubhouse had an outdated bar that was no longer used to seat and serve members. It was only used for service by the wait staff. We removed the overhang from the face of the bar in order to look more like a walk-up counter rather than a bar. We also opted to remove the barstools. The back bar serves as a focal point in the room with a large, oversized, striking piece of art. Additional key features include custom sliding doors, leather wrapped panels at the face of the bar and accent lighting. Across from the bar is banquette seating with an exaggerated back and custom wallcovering. Stained pilasters with decorative sconces mirror the stain at the bar. All these features make what used to be an unused area come to life.

Another challenge included making the extremely large dining room feel more intimate and not like a sea of tables and chairs. We added painted, seeded glass, partitions to float throughout the tables. Pedestals with antique mirror insets and large floral arrangements on top,

also help to break up the space. Oversized artwork was installed on the partition wall that divides the two ballrooms. This gives member’s another area to rest their gaze and makes each space feel unique.

High-end finishes became the foundation for these key features that were complimented with intricately detailed custom furniture, luxurious fabrics, and commissioned artwork. Creating a timeless design that members are sure to enjoy for years to come. BR

by Bryan Webb

Timely Upgrades for Menlo Country Club

Following an unfavorable assessment of its century-old clubhouse’s structural and functional capacities, this California club sought to replace and upgrade the facilities and expand the offerings for an active membership.

Among the project’s primary goals was to enhance dining and social amenities for members and to accommodate sponsored events without impeding the membership’s enjoyment of the new facilities while retaining the environment and culture developed over many decades.

The architectural motif was to be neo-classical, conferring the atmosphere of a grand manor house set amongst the rolling hills, complementary to the surrounding community. The clubhouse placement atop a natural plateau embraces the golf course while preserving native woodlands, slopes, and wildlife habitat. The location also maximizes views and allows for continued operations from the old building during construction.

The new buildings deliver substantial improvements in both services and amenities, replacing constrained and outdated locker rooms, dining, and golf shop with spaces befitting the club’s distinction while introducing golfer’s lounges, event spaces and al fresco

dining terraces overlooking the golf course and San Francisco Bay.

The design centers around the member’s grill, which serves as the main gathering space and the heart and soul of the clubhouse for an exceedingly social membership. The new ballroom space includes its own terrace, event entrance, restrooms, and service bar, and can be partitioned to support events and assemblages of varying sizes and types, even simultaneously. A large commercial kitchen can support member dining concurrent with pre-function and events.

The new pro shop is detached at the main level, evoking a carriage or guest house flanking the main residence. In addition to increasing retail space, it improves access to the golf course, cart storage and staging, and arrival court so that golf staff can deliver more efficient service.

Outdoor spaces were vital in capitalizing on the local climate. Large outdoor dining terraces face the golf course at both levels, offering mixed seating, fire pits, and stadium-like connection to the starting and closing holes. Stone veneer at the lower level suggests a sturdy old-world foundation for the clubhouse and plazas, with Doric columns, articulated cornice, and multiple chimneys amidst the slate roof contributing to the neoclassical flavor.

Pool facility upgrades include a new bathhouse, expanded locker and shower facilities for swim competitions, pool and pool deck rehabilitation, and a new spa pool and shade structures. The fitness center provides a first-rate amenity the club had been lacking. This structure offers added dining and social opportunities in a relaxed setting with its own kitchen, open-air bar, and reservable flex spaces.

The new facilities have inspired a new operational ideology, invigorated the membership, and contributed to an influx of eager new applicants. BR

Looking to celebrate an active and social membership by reinvigorating an existing clubhouse? Contact Marsh & Associates to explore your options. Bryan Webb is principaldirector of design at MAI, for more information, please visit www.mai-architects.com.

McMahon Group | BOARDROOM DESIGN FEATURE

by Bill McMahon, Sr. AIA, OAA

Just What is Club Strategic Planning and Why are Clubs Doing it?

In today’s club world, we are in a period of societal change that is reflected in everything we are doing. Values are changing, gender roles are changing, our traditional Judaic/Christian society is being challenged, and today’s lifestyles with healthcare, the environment and now artificial intelligence are changing too. Thus, private clubs must find their place in this changing world, and comprehensive strategic planning is helping them do this successfully.

Yes, clubs have adjusted very well in the post-pandemic period with full memberships, expanded facilities, waiting lists to join and higher fees and dues with little membership resistance so far. But the pandemic’s impact and its creation of trillions of new dollars cannot last forever. Reality will return and clubs, like everything else in our world, will return to a new normal. And to prosper in this new normal, every club had better know where it is going, who it is serving, what its members want and what makes each unique in their own marketplaces.

The growing success of clubs has resulted in them being much more affordable in the sense of member wealth to a broader swath of society. Clubs of yesteryear that were known for their well- to-do men and business persons have now become clubs for families, both men and women, with recreational and social focuses, and that are more year-round in offerings. Every club needs a plan for moving forward and that plan today is an overall strategic plan. It must guide board after board and manager after manager. A club’s strategic plan is the glue that holds a club together, provides continuity and keeps the club moving forward on an overall plan affecting everything the club must do to continue its success.

Club boards are notorious for getting off track because of their governance models of annual elections of boards with ever-changing directions for a club. The strategic plan’s main purpose is to stop this disfunction and to follow long-range strategies continued in a strategic plan.

JUST WHAT IS CLUB STRATEGIC PLANNING?

Club strategic planning is an investigative and problem-solving process done with a club’s board, general manager and a club planning consultant that provides a club with its mission/ purpose, vision, goals and action plans for achieving a club’s maximum success. This type of

planning, not to be confused with facility master planning, has been around for over 30 years as firms like us at McMahon Group introduced it to the club world back then. But this type of planning has very much changed after the COVID pandemic and its positive impact on the private club industry.

Pre-COVID strategic planning for clubs was much more single-focused on issues like the golf course, the clubhouse, membership and governance. Clubs did strategic planning to usually fix one thing, but then never looked at the plan again as all was well.

In today’s club world, unparalleled change is everywhere. The whole club with all its offerings are interconnected. Golf affects membership, which affects dining, which affects the clubhouse and grounds, which affects recreation activities, which affects finances, which affects governance, and which affects management.

Today’s strategic planning is done primarily by a club’s entire board, manager and consultant and starts with general membership input from surveys and focus groups. Then the planning process begins with identifying a club’s strengths, weaknesses, opportunities and threats. From there, the planning group develops a club’s own mission/purpose, vision, goals and prioritized action plans to achieve prioritized goals.

The end result of good strategic planning is to have a roadmap on how to achieve the best club today and tomorrow. Knowing its mission is a club leadership’s most important objective. You cannot lead unless you know where you want to go. But Rome does not need to be built in a day. Strategies take time to develop, plan and implement. But it all starts with having an achievable strategic plan. Not only does this planning result in very satisfied members, which of course is the number-one goal, but it makes governing and managing clubs much more fruitful and enjoyable.

So, if your club already has a strategic plan, refresh it annually. If your club has no plan or one gathering dust in some drawer, it is time to put the board, manager and consultant to work creating a new one. No club should be without one. BR

Preferred Lighting is the Country Club hospitality partner for Zafferano America!

LIGHT WHERE YOU WANT IT

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-General Manager/COO, The Club at Admirals Cove

“Prior to using our Zafferano lamps, we used others that didn’t satisfy our members. I can recommend Zafferano lamps provided by Preferred Lighting with no hesitation”

- Assistant General Manager, BOCA West

“My experience with Alan, the Principal of the Preferred Lighting, was illuminating. The lamp we selected enhanced the ambiance of my space and exceeded my expectations. Highly recommended!”

– COO/General Manager, Hillsboro Country Club

“I recommend Zafferano America lamps provided by Preferred Lighting to all club managers for their dining venues.”

– Director Of Operations, The Bear’s Club

AM Design Group | BOARDROOM DESIGN FEATURE

by Adrian Karapici

Club Renovation A COASTAL ELEGANCE TRANSFORMATION

Boca Bay Pass Club is a hidden gem nestled in the southern tip of Gasparilla Island in Southwest Florida, offering breathtaking views of the Gulf of Mexico. To keep up with the current trends in the club dining industry and the changing demographics of the region, the leadership approached AM Design Group to undertake a complete renovation of their dining services while maintaining a high level of exclusivity and member satisfaction.

The renovation focused on creating a relaxed yet sophisticated coastal style. The main dining area received a new, larger bar, and the existing patio was closed to provide additional interior space. Folding glass doors replaced the windows, creating a seamless connection to the natural surroundings. Steel beams were added to support an eight-foot extension of the waterside wall, adding a touch of modernity to the space.

The smaller dining area was more refined while maintaining its intimacy, with a section that can be closed off for private dining. The old bar was replaced by a new climate-controlled wine cellar with a 1,600-bottle capacity.

Outside, a poolside bar was added, providing a perfect spot to relish the spectacular water views. The Sunset Room on the second floor was redecorated, and all shutters were replaced with hurricane windows. Infrared heaters were added to the outside patio ceilings, replacing the free-standing gas heaters used today.

The renovation has brought about significant, positive changes to the club, which has been well received by its members. The club now provides a more inviting atmosphere, and the renovation has also improved the functionality and usability of the spaces. Members are impressed with the transformation and excited about the outcome it brought. BR

AM Design Group is a full-service Architectural and Interior Design Firm specializing in Member-Owned Clubs, Hospitality, Master Planning, Construction and Procurement Projects. Please visit www.amdesign-group.com for additional information, or contact Adrian Karapici, principal architect, (239) 631-8884, adrian@amdesign-group.com.

by Rick Snellinger

Sky-High Sophistication

REDEFINING ROOFTOP DINING AT THE UNION LEAGUE OF PHILADELPHIA

Established in 1862, The Union League of Philadelphia continues to represent the Philadelphia regions’ leaders in business, education, technology, healthcare, law, government, religion, art, and culture. Construction is currently underway for a $25 million investment in a rooftop restaurant and expansive outdoor terrace—a move that will continue to solidify its reputation as a leader in Philadelphia as well as the private club industry as a whole.

Chambers has worked closely with club leadership to create a rooftop dining space that respects the history of The Union League, while preparing it for future generations. The design transforms what was once a multi-level rooftop that housed mechanical equipment into a generously welcoming, yet reassuringly exclusive member dining experience that maximizes the incredible views of center city.

The architectural design meets strict guidelines from the Philadelphia Historical Commission to maintain the building’s place on the National Historic Register. This includes designing the 9,600-square-foot rooftop restaurant and 1,400-square-foot outdoor terrace to be largely invisible from the street.

Inside, the new venue will offer a sophisticated, yet slightly more relaxed environment compared to other offerings at The Union League. A 19-foot-high curved glass ceiling will provide ample natural light and unhindered views of the city sky above. Craft cocktails and a new menu with fresh ingredients are in development to provide members with a unique and sophisticated chophouse-style dining experience. BR

PEACOCK + LEWIS ARCHITECTS AND PLANNERS | BOARDROOM DESIGN FEATURE

by Brian Idle, AIA, NCARB

Delray Dunes Golf & Country Club

Delray Dunes Golf & Country Club’s mission is to enrich the lives of its members, families, and guests, fostering enduring friendships and a sense of community. To enhance their country club lifestyle, the club made strategic investments in their outdoor amenities, designed by Peacock + Lewis.

The grille terrace, boasting golf course views, was expanded with an automatic louver structure for weather cover. This modern pergola uses intuitive automation to sense rain and close automatically during inclement weather. Complete with ceiling fans, integrated lighting, and retractable screens, the seating capacity doubled to accommodate 122 guests and added a comfortable lounge seating group.

A new poolside bar pavilion was erected, offering diners optimal views of the golf course. This casual outdoor bar and dining venue seats 22 guests under a pitched cypress ceiling, featuring multiple TVs for sports viewing. The bar’s face is adorned with unique palm-inspired large format tile. Additionally, two lounge seating groups with fire pits were added, creating an inviting nighttime gathering experience.

The existing pool underwent a stunning transformation, incorporating a curved sun shelf, water features, and refreshed finishes. The expanded

pool deck now provides ample chaise lounge seating and plenty of umbrellas for comfort.

This reimagined outdoor space fosters a friendly and relaxed atmosphere, inviting members to meet friends and neighbors, entertain guests, and dine in a casual setting with breathtaking golf course views. BR

MARK GURNOW

Mark Gurnow is a longtime PGA member and general manager of Superstition Mountain Golf and Country Club, Gold Canyon, AZ. He can be reached via email: mgurnow@superstitionmtngc.com

The Journey of Clubhouse Renovations

Superstition Mountain Golf and Country Club opened its 50,000-square-foot, stunning, Tuscan-inspired clubhouse in 2000.

Aside from two pristine Nicklaus-designed golf courses, the clubhouse is the crown jewel of our property, where members come to dine, relax, socialize and take part in club activities.

More than 20 years after opening its doors in Gold Canyon, AZ, it was time for the clubhouse to get a facelift. The goal was to refresh the space while maintaining the original, warm, old-world design.

If you know the history of our club, you know there were some dark days. In 2008, we were pulled out of receivership and had to open to public play to keep the doors open. But thanks to incredible ownership, hard work and perseverance, we were healthy enough in 2014 to regain fully private status. Since then, we have grown stronger and better than ever and today hover comfortably near our membership cap.

With increased activity at the club and having learned over the years how our members use and want to use this space, what started as a facelift – paint, new floors and lighting – became a full-fledged renovation. As work began, we realized that we had a chance to make a more substantial change.

As with any construction project, things never go quite as planned. Plus, embarking on this journey while the world was still dealing with the impact of COVID-related supply chain issues and worker shortages made things even more dicey.

The first days of the remodel went just as expected. Vendors got lost trying to find us, and trucks broke down on the way to the club. Throughout the process, we faced construction hiccups, delivery delays and managing a membership dealing with demolition in their club. To say there were pain points would be putting it mildly.

CHANGE IS HARD

Everyone wants their club to be better, but no one wants anything to change. While this sounds like an oxymoron, it’s human nature. While our membership was onboard with clubhouse improvements, facing change was an uphill battle. Truthfully, living through demolition and construction is difficult. We had to keep frequent and clear communication throughout the process – especially as club services were moved around several times to accommodate construction. One day, golf and concierge services were run out of the pro shop; the next day, they moved to the basement. Entrance points, dining room availability and locker room access shifted around and around, but we did our best to keep as many services as possible available as much as we could. We had to get creative and ask our members to be patient with us.

In addition to these practical/logistical communications, we sent weekly project updates detailing what progress was made that week and what members could expect the following week. We included pictures to (hopefully) keep members excited about the renovations. As you would expect, not everyone was excited.

But something interesting happened. Whenever we could, we would personally walk naysayers through the clubhouse, showing them the progress and sample materials, and explaining what the final result would be. And then the wow factor would set in. They would understand the positive changes being made and were onboard.

We also reminded them of one key truth – it’s not the paint color or lighting fixtures that make the club, it’s the people. The magic of Superstition Mountain is found in the camaraderie and genuine warmth of its members and no amount of construction can change that.

RENOVATION DETAILS

As I mentioned, we made substantial changes to accommodate the wants and needs of our growing membership. For example, our members often prefer more casual, al fresco dinners, and so rather than adding more space to our private dining room, we added extra patio space. This expansion helps alleviate the difficulty of getting a coveted patio seat during high-demand times.

We put in an updated sound system, including 103 new speakers throughout the clubhouse, and new video displays to make entertainment options more impactful. Adding new meeting technology was important as we found members enjoyed hosting small business meetings at the clubhouse. A new spa and barber facilities gave us more modern services, and the addition of a card room off the ladies’ locker room allowed us to better serve the growing card clubs.

We opened up several areas to create bigger, brighter, more functional spaces. In fact, the addition of 200 new light fixtures doubled the lighting that was previously installed in the club.

There were new doors, windows, desks, cabinetry and floors. Outdoors we rebuilt several staircases and a pergola. Repairs and replacements were made to stucco, pavers and sidewalks. Essentially, we rebuilt everything. Every

room of the clubhouse was updated or refinished in some way. In many cases completely torn down and rebuilt.

Throughout it all, we worked to keep the integrity of the club’s identity intact. A prime example of those efforts was the paint treatment. A five-step limewash process was selected for most of the public areas to brighten up the space while maintaining the rich, Tucson feel.

RESULTS

Contractors worked seven days a week to stay as on track as possible. Things were late. We found issues we didn’t expect – like pipes that needed replacing and leaky windows –and we endured more than six months of hard construction.

Was it worth it?

Yes.

Despite the headaches, and believe me there were many, the final product is breathtaking. Our members are over the moon with the changes, and we were able to elevate the membership experience.

Would I do it again for this result? In a heartbeat. But honestly, I hope to never have to. BR

BoardRoom magazine Recognizes the Private Club Presidents of the Year

By Chryssoula Filippakopoulos

Now in its 15th year, BoardRoom magazine annually recognizes the world’s top private club presidents, captains and chairs as Private Club Presidents of the Year, for their outstanding work, their understanding of the industry, and role and responsibilities of the club’s board of directors. In this continuing series, BoardRoom introduces four more of its top 24 presidents for 2022. The Distinguished Club President was featured in the November/December 2022 issue. Private club board presidents play a huge role in professional operations of their clubs as a volunteer working diligently with their board of directors and general managers, striving for well informed, but not emotional decisions. This recognition by BoardRoom magazine has attracted board president nominations from clubs and other nominators around the world. These outstanding presidents exemplify the focus on the leadership responsibilities, the accountability and the management of the board providing a healthy respect for the club’s macro management. They are cognizant of the importance of working, effectively and efficiently, with their volunteer boards and the dedication required from everyone with whom they work. Key elements of a “good” board include commitment, competence, diversity, collective decision making, openness, transparency, effective communication with the management and the membership, fiscal responsibility, development and establishment of the clubs’ mission, vision and policy direction, especially through establishment of a strategic plan. A successful board president draws upon the expertise of other board members, the club’s institutional memory and stewardship of the club’s resources. As well the board president provides new board members and future board presidents with information they need to perform effectively as board members. Congratulations to these outstanding private club board presidents.

Private Club Presidents of the Year Major Sponsors

“I am most proud of managing through a transition of strategic hires: new GM/COO, executive chef, golf professional, controller and banquet manager,” Scott Holden, president of the Pittsburgh Field Club, said about his accomplishments. “It’s a great atmosphere.”

The addition of new senior managers, coupled with the comradery of their teams, has created a fresh focus on the member experience.

Under Holden’s leadership, the club also completed renovations. The outdoor porch gained a per-

manent roof and 10-foot folding glass walls. The Wannamaker Bar, a new addition, is usually full, and when the weather permits, its sliding glass doors open onto the terrace overlooking the golf course below.

With the positive updates comes new excitement among club members.

The club has seen an unprecedented resurgence of member activity in golf, dining, racquets and club events. The financial performance is strong and there is a new-member pipeline.

“Scott does an excellent job in challenging the board to embrace our great 140-plus-year history and traditions but also provide our membership with current trends and services,” said Tom Elliott, general manager and chief operating officer of the Pittsburgh Field Club.

“The golf course is the main attraction, but he pushes to create a family club atmosphere that excels in dining, social, racquets, aquatics and skeet, with world-class amenities and outstanding service. That is the vision.”

Under Holden and his board, the governance model has changed. It is strategically focused and the board delegates the day-to-day operations to the management team.

The club has embarked on two major initiatives to be completed this year. Outside consultants are helping develop a strategic plan and a facility master plan.

Holden and his wife, Penny, have been married 35 years. They are avid users and supporters of the Pittsburgh Field Club and have been members since 2001. Holden serves as Marsh McLennan’s managing director and global engagement partner. He was head of the Pittsburgh office from 2010 to 2022. BR

SCOTT HOLDEN, PRESIDENT | PITTSBURGH FIELD CLUB | PITTSBURGH, PA

SCOTT HOLDEN PRESIDENT

TOM ELLIOTT GM

As president of Westwood Country Club, Corey Rose was “calm and collected,” in the words of Bryan Stone.

“He made a point of encouraging all board members to have a voice and speak their mind,” said Stone, Westwood’s general manager and chief operating officer. “He was clear that healthy debate and even disagreement were important to responsible decision-making but that the board would maintain a uniform voice once decisions were finalized.

“President Rose emphasized a balance of an exceptional member experience with respect and dignity between all members, guests and team members.”

When he became club president, Rose embraced an initiative of the previous board of governors to explore club governance and identify opportunities to engage more members in board service.

He worked with the board and the Governance and Inclusion Task Force to revisit the bylaws related to club governance so members could vote on whether to allow the spouses of members to serve on the board of governors.

Their eligibility to serve on the board of governors created more opportunities for diversity within the club’s leadership.

Rose’s priority when he was elected president has been to provide support, guidance and direction to a capable team of managers and department heads. He welcomed feedback from committees and fellow members and was accessible to members and staff alike. Rose incorporated input and feedback to achieve highlevel goals and objectives that the board set forth at the beginning of the year.

He encouraged management and committees to use the new facilities and amenities constructed as part of the long-range plan to provide an improved member experience. Preparation and planning that preceded the grand opening resulted in a seamless transition, providing more than 20,000 square feet of new amenities.

Rose is a corporate and financial services regulatory attorney with Dechert LLP. Rose and his wife, Jennifer, and their children, Elizabeth and Gavin, have been members of Westwood since 2015. BR

CHARLIE ZACHARIAS, PRESIDENT | BEAR LAKES COUNTRY CLUB | WEST PALM BEACH, FL

The board is committed to a standard of excellence for the membership and planning a sustainable financial future. Under Zacharias’ leadership, the club moved from a modest capital reserve with below-average membership satisfaction scores to a financially stable and successful operation.

“After leading the club through the pandemic, the process started with the recruitment of a top-tier leadership team supported by a board committed to a longrange vision,” Zacharias said.

“The rapid improvement in quality of service, course conditions, along with regular communication of the what, when and why of our plans has resulted in record levels of member growth and satisfaction.”

Razor-sharp financial acumen coupled with a decision-making approach where he carefully listens to his peers deliberate, folds in their logic and makes the final decision as the last person to speak.

That is how Chris Hull, chief operating officer and general manager of Bear Lakes Country Club, describes the leadership style of his president, Charlie Zacharias.

“Charlie’s selfless approach and proclivity to member satisfaction is always consistent,” Hull said. “Working with him closely for almost two years and witnessing his ability to build consensus has been a pleasure.”

As president, Zacharias clarified the board’s vision.

A board-committed strategy provides the management team with a delivery model for success. That model offers members a level of service and the quality of amenities they expect. The most recent membership survey conducted by GGA Partners shows the overall satisfaction rate in the highest nationwide benchmark range. Bear Lakes functions as a business. The board focuses on policy and strategy. The general manager is responsible for operations.

A responsibility matrix summarizes the role of the board, committees, members and management. New board members have an extensive onboarding process, with meaningful time and energy spent defining roles, goals, codes of conduct and the strategic plan.

Zacharias enjoyed a successful corporate career in retail operations, logistics and real estate management for several large retail brands. Before he retired, Zacharias was the senior vice president of logistics and real estate for TBC Corporation, a multi-channel tire and automotive service organization. TBC Corporation operates over 3,500 retail automotive locations and 45 warehouses that serve local tire dealers. BR

COREY ROSE PRESIDENT

CHARLIE ZACHARIAS PRESIDENT CHRIS HULL GM/COO

BRYAN STONE GM/COO

DISTINGUISHED CLUBS SHOWCASE

A Centennial Yacht Club with a Bright Future: Sarasota

I’m sitting in BoardRoom magazine ’s headquarters in Laguna Beach, CA, staring at a wall full of framed BoardRoom cover pages.

Directly in front of me is a framed cover page of the Sarasota Yacht Club management team. The title reads “Sarasota Yacht Club Celebrates as a Distinguished Club ,” Issue 258, Volume XIX, May/June. This club has cherished its Distinguished Club status for almost 10 years. General manager and chief operating officer Karen Harmon summed up her thoughts on being a Distinguished Club

“We are extremely honored that our level of member experience through our exceptional service has been recognized with this designation. It is an external validation of our commitment to excellence.”

Sarasota Yacht Club organized in the summer of 1907 on the north end of Siesta Key. In 1913, the club purchased a tract of land on Gulf-

stream Avenue in downtown Sarasota and built a large clubhouse which soon became known as the center of social life in Sarasota. The present Sarasota Yacht Club was incorporated on June 21, 1926, and on April 23, 2010, the club opened the doors to its newly constructed 23,000-square-foot clubhouse.

So, after more than a century of existence, what is this club like today?

“The Sarasota Yacht Club is a welcoming place to enjoy the company of our friends, meet interesting new members, enjoy a great meal overlooking the marina and to celebrate the events of life. It also facilitates opportunities to give back to the community. It is our home away from home.” Pete

Kujawski, SYC member

This club is a unique combination of an incredible clubhouse and facilities, with a distinguished community of members and dedicated staff. The club has a warm and welcoming atmosphere. Whether socializing in the club, visiting the fitness center, being by the pool or during one of their yacht outings or special events, members enjoy the tremendous camaraderie that the club creates.

While the view from the clubhouse is not to be missed, this club has more to offer than views. SYC has dedicated leadership to set the tone and govern positively. This stems from a proper understanding of the roles of the board and the management team. The commodore (aka president) recognizes the benefit of having an industry-recognized leader in the GM/COO position. He ensures that the board acts strategically and allows the GM/COO the leeway to operate the club tactically. The commodore and board must stay out of the day-to-day club operation for the club to achieve a high level of success.

Harmon plays an important role regarding the board dynamics. Sh e says about her success, “Be willing to teach the board on how a club runs. Work with the board members so they understand the difference between a Fortune 500 company and a not-for-profit 501(c)7 private club. Very successful people have a hard time understanding the difference.”

The clubhouse has an exceptional management team and associates who make it their mission to care for members and guests. During the past two years, club staff turnover was minimal and operating hours were unaffected by staffing challenges. Having team members with longevity enhances the members’ experience and contributes to the feeling of a family atmosphere.

A special SYC distinguished idea is the “I Promise” program, which launched in the fall of 2020 when the club brought its staff back to work after the COVID shutdown.

“This program is designed for each of us to have a personal I Promise message to share with each other and our members,” Harmon explained. “We created a compass card that includes the staff’s North Star, navigational tenants, core values and three agreements. Each day someone writes an I Promise email to our entire staff that expresses how one of the compass card components relates to them. It is really quite inspirational to all of us.” BR

RONALD BANASZAK

Ronald Banaszak, CCM, CCE, BoardRoom Distinguished Club Executive Vice President of International Business Development. Ron may be contacted at (415) 420-5183 or ron@boardroommag.com.

Terminal City Club A Club with Vision and Success

Vancouver was an exciting place to be in 1892. The Canadian Pacific Railway, completed in 1881, tied British Columbia to the rest of Canada, and Vancouver was becoming one of the great seaports of the world. In this exciting time of new business opportunities, the city’s mayor and a group of entrepreneurs formed a businessman’s club, which eventually became what we now know as Terminal City Club.

Today, this 2,100-member club occupies a modern, multifunctional high-rise in the heart of Vancouver’s financial district. TCC has 60 rooms in the TC Tower, giving lodging to its members and creating the heart of Vancouver’s business community, both literally and figuratively; its past and present members include some of the city’s biggest movers and shakers.

When visiting TCC, there are three special places to see. The fitness center has a breathtaking view of the North Shore Mountains. The sky-lit, four-lane, 25-meter pool is the centerpiece, surrounded by squash courts, a weight and cardio room, a fitness studio, a sauna, and a whirlpool. The members’ lounge is a visually stunning and functionally versatile space for members to work, entertain and socialize. If you visit in the summer, you must have a drink in one of the four gorgeous patio spaces.

“Stacy and I have always shared a love for fitness, so it was the gym that most attracted us to TCC. But since joining, we’ve come to enjoy so much more with the membership — the dinner and wine programs, the fabulous staff, networking, and friendships.” Rhonda

Palmer

Julia Yan, the esteemed president of TCC, has a remarkable vision for the success and prosperity of the club. Recognizing that TCC’s most valuable asset is its dedicated staff, Yan prioritizes their well-being and fosters a culture of excellence.

With over 132 years of history in the community, TCC is a cornerstone of the local culture, and Yan is committed to ensuring that it continues to thrive for generations to come. She strongly emphasizes maintaining a high standard of quality, consistency and impeccable service in every aspect of the club’s operations. To achieve this, Yan employs innovative tools, such as BoardRoom

Institute training videos, which have been instrumental in keeping the board strategic and forward-thinking.

While Yan supplies the vision, general manager Peter Jackman heads the daily operations. Jackman has advice for his colleagues.

“Don’t compete with any other club. Your competition is your members’ time. If you can win that, three to four times a week for 90 minutes, your club will thrive,” Jackman said. “OpenAI or ChatGPT is here to stay. Encourage your management team to use it. Game changer when it comes to communications. Know the lifetime spend of your members. Keep that in mind when you have a hiccup. Regardless of how we prepare, we all need to repair sometimes. I love to read and “Unreasonable Hospitality,” by Will Guidara, is an excellent read for anyone in the hospitality world.”

TCC is not specifically family-focused, but members have families, and it’s important to them that all ages feel welcome. Children or grandchildren tend to visit with their grown-ups on weekends or for holiday events. To add to that sense of “special occasion,” TCC has developed the Kids Club program.

When children visit, they are invited to collect a stamp from member services. When they accumulate 10 stamps, they earn a free dessert. But perhaps the favorite perk for young visitors is the ever-changing selection of secret hiding places for treats. The locations are simple, such as the piano bench or a coffee table “book” that’s a disguised box, and they are always changing.

TCC is proud to be a Distinguished Club.

“We are honored to be recognized as an Iconic Distinguished Club,” Jackman said. “The recognition puts TCC on the national and international map as a destination for new and affiliate club members alike. But our goal is to be our members’ favorite place!” BR

DISTINGUISHED GOLF DESTINATIONS

Designer McLay Kidd’s Fun, Short Golf Course Paradise, Gamble Sands

Gamble Sands is an amazing Distinguished Golf Destination resort a short drive from Seattle. It is a remote Washington destination that allows some of the adventure to be in the travel itself.

The property is in an area that is generally a new site for travelers, and it has impressive views, including a great mix of mountains, farmland, orchards, and desert landscapes. The resort rooms overlook the Columbia River and the second largest putting course in the US at 100,000 square feet. Gamble Sands is best known for its golf course conditions, views and fun golf experience.

The David McLay Kidd-designed golf course is unique in that it is 100 percent fescue surrounded by desert bush. The Sands course is a true links course set in the high desert of Washington with sandy soil, firm playing surfaces, wide fairways and massive greens.

The Sands golf course offers a playable experience that weighs in at 7,169 yards from the back tees and plays to a par 72. It’s more akin to some of McLay Kidd’s earlier work at Bandon, with an emphasis on having fun. This is illustrated throughout the golf course, especially on the reachable par-4 second hole with its breathtaking view of the Columbia River.

“This is the once-in-a-lifetime site every golf designer dreams of, rolling sand dunes overlooking a large body of water, a developer willing to build golf just for the love of the game, no homes, no other development around, just golf on sand, golf as it was truly meant to be,” McLay Kidd said.

QuickSands is a special, 14-hole par-3 short course available for play from April 29-October for groups of golfers of up to eight. Take a walk along what may be the most fun and creative course anyone has ever played. This golf course was built on the best terrain on the property. It is on a 25-acre parcel of sand dunes. The holes range from 60 to 160 yards.

“Historically, short courses were often afterthoughts, squeezed into useless corners for non-golfers to go try their hand,” McLay Kidd said. “Today, short courses have become a serious addition to world-class golf resorts. “

In addition to a distinguished golf experience, this property features a luxurious spa and fitness center, signature food dishes, fabulous adult beverage options and an outstanding rural destination experience where one can disconnect from busy schedules and feel at home. Also, there is some of the most incredible salmon fishing in the world for a few weeks during the summer. There are, of course, incredible wineries, water sports and hiking within 30 minutes of the resort.

The overnight accommodations take the golfer’s experience to the next level. The resort has huge rooms overlooking the property’s signature views. The rooms are warm and cozy and have amenities that make one feel comfortable. The golf-centric guest experience allows people who are passionate about the game to immerse themselves in it. Guests don’t spend much time in their rooms since they golf all day and enjoy great meals.

Gamble Sands is fortunate to have a great ownership group that supports the management team. The ownership group allows the management team to run the resort. The board meets bi-annually, and in the past few meetings, it has been geared toward growth and the opportunities that come along with that. The board focuses on the long-term future, including a new resort hotel, restaurant and 18-hole golf course.

Being a Distinguished Golf Destination has had a big impact on the Gamble Sands family.

“It really means a lot to us, and we hold it in high regard,” said general manager Blake Froling. “Being a part of such a prestigious group allows us to hold ourselves to high standards with a secondary purpose.” BR

RONALD BANASZAK

Ronald Banaszak, CCM, CCE, BoardRoom Distinguished Club Executive Vice President of International

Business

Development. Ron may be contacted at (415) 420-5183 or ron@boardroommag.com.

A Championship Golf Resort: Harbor Shores

It is worth reminding the reader that not every golf course will qualify as a Distinguished Golf Destination, but this property is not one of those. Harbor Shores showcases how golf can transform a community.

Through strategic initiatives and investments spearheaded by the Whirlpool Corporation and using local, state and federal relationships, Harbor Shores was born in 2010. Over 500 acres of abandoned factories and contaminated land have been transformed into the only Jack Nicklaus Signature Design on Lake Michigan. Harbor Shores is southwest Michigan’s premier resort destination.

As you enter Harbor Shores, the experience floods you with history from past major winners, golf memorabilia and the basis on which Harbor Shores was founded. This golf course has proudly hosted five major championships and will host its sixth in 2024 with the return of the KitchenAid Senior PGA Championship. The golf course presents its challenges, and that’s what makes Harbor Shores a championship venue one day and different every time the golfer tees it up. Major golf paired with exceptional service is hard to beat.

While Harbor Shores focuses on quality golf, it does not focus only on championship golf. It also hosts the annual Whirlpool Community Charity Golf Event. This event brings more than 600 players over two days and raises over $2 million. The funds raised go to local public schools and fully fund The First Tee of Benton Harbor, the largest onsite First Tee in the Midwest. The First Tee is a youth development program that teaches life skills and leadership through golf.

In addition to funding the community through the charity golf event, Harbor Shores is a non-profit established to help rebuild the community in which it sits. All revenue over operating costs is given to the community for the education and job development of the Benton Harbor residents.

From beginning to end, the experience at Harbor Shores is unparalleled. The experience starts at check-in and continues with a

comfortable and delicious meal, tasty libations, fabulous accommodations, and a golf course that offers 18 signature holes. Harbor Shores offers the ultimate experience with Champions Villas, conveniently located along the first hole. Additionally, the Inn at Harbor Shores showcases 92 luxurious rooms overlooking the harbor and golf course.

This Distinguished Golf Destination has a secret regarding the high level of service the team delivers. Every person who steps foot on the property is considered a member. Whether for a few days or life. The property has some inclusive ideas on how to operate at a high level: allow employees to express their ideas and listen sincerely. This creates a team that is comfortable with communication and the results are endless. In addition to sharing their ideas, employees can use the facilities and bring guests.

When asked about the leadership and ownership of the property, Joshua Doxtator, general manager of Harbor Shores, said, “I’m fortunate to report to the retired chairman and CEO of Whirlpool, Jeff Fettig. His mentorship on global business and economics has given me the opportunity to help lead Harbor Shores to the next level. Being ahead of the curve is important, and that’s what we strive to do.”

Doxtator followed up with advice for other managers.

“Golf is, and will always be, relationship-based,” he said. “Take time to truly invest in your team, your members and ownership. Agreeing is not always the answer; that’s why your board hired you. Don’t be afraid to offer solid advice based on what you know and have experienced.”

Harbor Shores understands excellence and what it means to be a Distinguished Club. When asked about this, Doxtator stated, “It represents the highest level of service, product and execution in golf. Being recognized amongst the best in the game is great, but being the best in the game is our passion.” BR

RONALD BANASZAK

Ronald

Club

DISTINGUISHED GOLF DESTINATIONS

Banaszak, CCM, CCE, BoardRoom Distinguished

Executive Vice President of

International

Business

Development. Ron may be contacted at (415) 420-5183 or ron@boardroommag.com.

America’s First Resort: The Omni Homestead

The Omni Homestead Resort brings us to an impressive property. Along with its exceptional golf experiences, it has more history than any other Distinguished Golf Destination.

The Omni Homestead is America’s first resort, established in 1766. The resort encompasses 2,300 acres in the Allegheny Mountains of Virginia. It is known for many things, including visits from 23 US presidents and the historic Warm Springs Pools (the Gentlemen’s Bathhouse was the first spa structure built in America). It is home to The Cascades (one of the top 100 golf courses and host to eight USGA championships) and the Old Course, designed by William Flynn and Donald Ross, respectively.

The Omni Homestead began as an 18-room inn and has grown over the years. Guests are fascinated by the stories of its history, such as presidential visits, Sam Snead, and the United Nations Conference on Food and Agriculture, to name a few. The resort’s history is the cornerstone of the experience, from daily tours to photos and displays throughout the buildings and property.

The resort is also known for the large number of multigenerational families who return year after year. The Omni Homestead is their family tradition. Afternoon social hour in the Great Hall is a longtime tradition.

Today, The Omni Homestead has 483 guest rooms (including 88 suites), 13 food and beverage outlets, a sporting clay shooting club and 40 other recreational activities. It is a four-season destination. The resort is part of The Omni Hotels and Resorts family.

Above and beyond the majestic landscape and fantastic amenities, the biggest asset of the resort is the associates, who welcome guests as if they were welcoming them into their own homes. The resort has a competitive compensation package to attract and retain quality associates. Associates also receive discounted/free access to most activities and are encouraged to use them, and they receive discounts on stays at other Omni hotels and resorts. The resort also offers employee housing options.

The leader of this property knows how to hire and lead a team.

“Hire associates that have a positive attitude and a servant’s heart, treat them fairly and provide opportunities for growth and development,” said managing director Mark Spadoni.

His dedicated team knows how to exceed expectations.

“Every interaction we had was above and beyond,” one recent guest said. “If you truly need to unplug and be pampered, The Omni Homestead is where you need to be. Thanks to the entire staff for making this a memorable experience. We’ll be back soon!”

The future is bright for this property. The resort has remained open while undergoing a $140-plus-million renovation. While this has presented challenges for associates and guests, all are excited to see this investment in the resort.

A creative and popular experience at The Omni Homestead is the Virginia Wine Experience, which opened in November 2021. This event showcases the growing popularity of high-quality Virginia wines. Each month features a different winemaker, with a tasting and intimate wine dinner. Some great wines from Virginia are Pollak Vineyards, RdV Vineyards, Pippin Hill Farm and Vineyards, and Early Mountain. With one taste of these quality wines, you will have an enhanced appreciation for Virginian wines.

After exquisite dining and fabulous golf, one may want to see the local sites. Close to the resort are Falling Spring Falls (a lush and beautiful 80-foot waterfall), Garth Newel Music Center (on a 114-acre mountainside and recipient of the 2012 CMAcclaim Award from the Chamber Music America) and Dan Ingalls Overlook (a place to stop, stretch and enjoy breathtaking views of the valley below and mountains).

About the resort qualifying as a Distinguished Golf Destination, Spadoni said, “Being a Distinguished Golf Destination provides us with an opportunity to showcase our world-class operations and invite golf enthusiasts to experience them.” BR

CULINARY & CATERING

LYNNE LAFOND DELUCA

Lynne LaFond DeLuca, executive director of the Association of Club Catering Professionals (ACCP). The Association of Club Catering Professionals National Conference will be held September 10-12 at the Union League in Chicago, IL. Register at www.TheACCP.com. You can also contact Lynne at Lynne@TheACCP.com

Enhancing Member Experience and Events

The Importance of Keeping Up with Event and Food and Beverage Trends

In the dynamic world of event planning and member experiences, staying ahead of the curve is essential to ensure success and maintain a competitive edge.

One crucial aspect that greatly impacts both member satisfaction and event outcomes is the ability to keep up with the latest event trends and incorporate them into the realm of food and beverage offerings. This article explores the importance of embracing these trends to enhance member experiences and elevate the overall quality of events.

ANTICIPATING MEMBER EXPECTATIONS

As the event landscape evolves, so do the expectations of members and event attendees. By staying abreast of current

event trends, club catering directors/event planners can proactively anticipate, meet and, more importantly, exceed these expectations.

This can range from incorporating interactive technologies, immersive experiences or novel event formats that create a memorable and engaging atmosphere. Understanding what excites and appeals to members enables the club to tailor events to their preferences, leading to increased satisfaction and a stronger sense of community.

ELEVATING CULINARY OFFERINGS

Food and beverage play a pivotal role in enhancing member experiences and leaving a lasting impression. Following food and beverage trends allows clubs to curate menus that align with current dietary preferences, cultural influences and sustainability practices.

From farm-to-table concepts to fusion cuisines and themed food stations, catering choices that embrace these trends can elevate events and provide a unique experience that surpasses expectations. Additionally, by incorporating diverse dietary options, including vegetarian, vegan and gluten-free alternatives, clubs can ensure inclusivity and cater to the preferences of a wide range of members.

CREATING SOCIAL MEDIA-WORTHY MOMENTS

In the age of social media, events have become more than just gatherings—they are opportunities for members

JARRETT CHIRICO

Jarrett Chirico, USPTA,PTR, PPTA, PPR, PPTR, is director of racquets of the Baltimore Country Club, Baltimore, MD. He can be reached via email: jarrettchirico@gmail.com

RACQUET COMMITTEE

The Long Game of Relevance

At any time, in any industry, across history, there are people who rise to power.

This may happen through dedication, hard work, talent or simply by being in the right place at the right time. In many cases, those who rise to power are often thrust into leadership positions but fall short of being leaders.

Yes, it is a fact that most things change. There is a natural evolution that happens and within that a transfer of power. Those with power are often fighting to keep it while those gaining it are soaring with limitless momentum and opportunity. Instead of swimming with the current or otherwise “adapting,” those on their way out fight it in an act of defiance as they believe it proves relevance. They are doing the opposite. I’m here to tell you success is 100 percent about relevance. The measure of success is the ability to be heard, to create, to lead.

Leadership is not about being the star of the story but about being a part of the story. Success in any industry is about survival. Leaders survive. They understand they will not always be the star, but by being a part of the story, they will have the ability to mold an industry over an extended period and ultimately have a lasting impact. Successful leaders will be able to mentor the rising stars. Their actions will continue to be a part of the conversation tomorrow and they continue to be relevant. Thus, continuing to lead.

It is impossible to succeed alone. The people you surround yourself with will make or break your dreams. To lead is to put your future in the hands of someone else. That is called trust. To be able to trust someone is both courageous and bold. You must be brave enough to hand over the spotlight. A true leader celebrates other people’s success and understands that their success will always be through that of another.

The racquets industry is a mirror image of life. It has been seen time and again, in every industry, through countless individuals and across the world. Tennis has long been the staple racquet sport, especially in the United States. The tennis industry has been guided by its experts and those in leadership positions for decades. These “experts” spent their careers proclaiming to be the “most knowledgeable” in the game and many were. However, by

doing so, they stopped listening and so stopped leading. They became so focused on tennis and their position in the industry, that they ignored what was happening in the broader racquets industry.

They were blind to racquets. Squash, paddle, padel all grew in double digits year over year while pickleball became the most played racquet sport in the country. In many ways, this feels like it happened overnight. However, this was a slow process that took nearly a decade. Remember, in the absence of true leadership, an industry will open opportunities to those bold enough to take them.

The tennis elite, USTA, directors, so-called leaders across the country called these other sports a “fad.” They said it wouldn’t last and laughed it off as an unorganized hobby. They believed they knew better. They believed they knew it all. As racquets continued to grow, many clubs that didn’t adapt went under, many “elites” that didn’t adapt lost their jobs while most simply went through the motions.

As racquets explodes nationally, the tennis industry continues to downplay its success. The USTA claims pickleball has 8.9 million players while the true number is over 35 million. Selkirk alone sells over 1 million paddles a year. One racquet sport does not have to weigh down another to prove its relevance. Tennis has had staggering growth, with over 24 million players, up from 17 million a few years ago.

The average crossover rate between racquet sports is 30 percent. If 35 million are playing pickleball, an estimated 10 million will try tennis as it is the next most accessible racquet sport. That fact is worth celebrating. The success of tennis will catapult because of the success of other racquet sports. It is the same way with people. Your success will catapult from being a continual part of the story.

Today, everyone is fighting for relevance, wants to hold onto power, gain power, be heard. Search and consulting executives who do not understand racquets call themselves “experts.”

Certification bodies are fighting over control and relevance, and the largest organization in the United States continues to downplay pickleball. Is life not the same way? If we simply supported each other and worked toward a shared vision of success, would all sports not grow quicker, grow better? The answer is they would, and they do.

The Directors’ Club of America recently had the CEO of Tennis Canada, Michael Downey, as a guest speaker. When asked how they achieved so much success so fast, he responded with one word – trust.

They simply find the right people, support them and are courageous enough to believe in them. They take chances and continually invest in their people. They do this by asking questions, knowing they are not the experts but rather the means to help their experts succeed.

Those who call themselves experts must also balance a love for continual learning and growth. We know that adapting to change is a key component to success. To learn is to lead. There will be moments when we shine, and we will want those moments to last forever. However, true leadership is found not in the spotlight but behind it. Success is a puzzle. A leader’s job is not to know where all the pieces go but to support those who do. Not having all the answers is often the greatest answer of all. Keep leading and always keep learning.

Let the journey continue. BR

Gavin Arsenault CCM, General Manager

The Dunes Golf and Beach Club, Myrtle Beach, South Carolina

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How Technology Facilitates Staff Management in Clubs

Hiring and retaining staff remains a concern for club managers.

According to GGA Partners, 66 percent of clubs face significant human resource-related challenges, from staff shortages to new hire onboarding. However, not all clubs have a dedicated human resources manager to address these problems, so it often falls on other club staff.

Additionally, clubs need to keep up with the changing expectations of new hires. How we deal with the onboarding process, paperwork and communications with managers and coworkers has changed. It is where technology can provide club management with tools to help them efficiently manage their HR operations.

Employee onboarding: Employee onboarding is crucial to ensure that new hires complete HR tasks, quickly learn about the club’s culture and values, and gain a better understanding of their role within the organization.

Putting onboarding materials online allows clubs to revise, update and customize training courses to keep up with the evolution of their businesses. With employee handbooks gone digital, new hires can access training materials anywhere and go through the onboarding process at their own pace. The interactive nature of online training allows new hires to learn more effectively. Elements such as videos and quizzes help employees better understand the club’s policies and procedures.

For many clubs, the simple solution is a dedicated section of the club’s website for employee onboarding. This section can be a central hub where new hires and current staff can quickly access everything they need, including course materials and training videos, important notifications and communications about upcoming events or policy changes.

HR and payroll: Having HR and payroll systems can improve the efficiency and accuracy of managing employee records, compensation and benefits. Such a system can help clubs with hiring new employees by allowing them to create forms to gather information and track applicants during the hiring process.

Using an HR system, clubs can securely store and access employee data, track performance, ensure that employee records are accurate and manage compliance with labor laws and regulations to ensure employees are fairly compensated. A robust payroll system helps clubs handle tax, compensation and tips accurately and automatically for multiple departments and pay rates with minimum payroll

knowledge. Many clubs might lack the capacity to hire an in-house payroll expert, making third-party vendors a viable alternative.

HR and payroll systems don’t only benefit club management. Current employees can get their paperwork done quickly, access their pay stubs and tax forms online and receive important communications in their profiles.

Staff scheduling: This can be a time-consuming task that requires a high level of coordination and flexibility. Shift swapping, shortage of employees, lack of availability, and overscheduling are issues that can be avoided when managers use the right tools.

If you use Microsoft Excel to build out your schedules, you probably know the pain points of sending multiple versions to your staff each time a change is made. Online scheduling platforms have solved many problems, including the version issue, by creating a central place for managers to build and share schedules; where all staff members can easily access the most recent version, request a shift swap or pick up available shifts that need coverage.

According to GGA Partners, flexible scheduling has been one of the most effective tactics to retain staff over the past year. A good staff scheduling platform allows managers to easily manage and track shift swap requests. The best platforms provide features such as setting rules for overtime limits, requiring credentials for certain roles and predicting staffing costs based on pay rates and the number of hours scheduled.

Staff surveying: This is as important as member surveying and can usually be done using the same technology. Survey technology can help you identify recurring staff pain points, compare departments and track your staff’s impression of their workplace over time. And remember, acting on survey results will show your staff that you care about their needs and hopefully increase retention rates.

Investing in HR technology for staff management is crucial for the success of your business. While the variety of products may seem overwhelming at first, clubs can make a long-term investment by building their HR platforms with the right consultation. Remember, today is the best time to invest in HR technology to benefit your club’s future. BR

Trevor Kluke is marketing manager at Jonas Club Software. He can be reached via email: trevor.kluke@jonasclub.com

Ways To Protect Your Data

Data security and privacy have become increasingly vital to businesses and professionals.

Understandably, 81 percent of data owners feel that the potential data security risks from organizations that collect their information outweigh the benefits. Therefore, it is no surprise that 76 percent of users expect companies to do more to protect their data from unauthorized access, breaches or leaks.

Importance of data protection measures: The frequency and sophistication of cyberattacks continue to rise across all industries. Like all other businesses, golf course operators require robust data protection strategies.

Clubs, private ones, in particular, collect and house personal employee, supplier and member data that attracts cybercriminals. For example, the January 2021 ransomware attack that targeted Wentworth Club in Surrey, England, saw hackers compromise the membership database. They gained unauthorized access to members’ home addresses, birth names, bank account numbers and email addresses. The club suffered an extensive breach of members’ trust and reputational damage.

Also, a Tanah Merah Country Club employee failed to change her email password for nearly five years. Unfortunately, cyber attackers figured out the email password and accessed the email account, compromising the sensitive data of 427 individuals.

Subsequently, Singapore’s privacy watchdog, Personal Data Protection Commission, imposed a $4,000 fine on the club, saying that it had failed to implement sufficient measures to protect data in its possession. The breached data included email addresses, names and NRIC numbers, leading to targeted phishing attacks.

In addition, cybercriminals hacked the email of Clubster founder William King. As a result, 10 US clubs, including Anderson Country Clubs, received messages full of racial expletives and slurs.

“These posts and email contained extremely offensive and reprehensible language that does not represent Clubster, our club, or the employees of either,” said McRedmond Morelli, Clubster CEO, while issuing an apology. While the attack did not compromise club members’ data, it reflects the urgent need for private clubs to implement strong cybersecurity measures to protect against breaches and attacks.

Best practices to protect your data

1. Encryption: Encryption is crucial for protecting sensitive data, like club member payment information. Even if a hacker gains access to the data, they can’t read it without the decryption key. Encryption ensures the confidentiality and integrity of your data.

2. Endpoint protection: Endpoint protection is an important security layer. It protects individual devices from cyber threats, thus denying hackers entry points into your network. Endpoint protection helps detect and block malicious software or unauthorized access attempts to your devices. Therefore, deploying endpoint protection systems reduces the risk of cyberattacks and data breaches.

3. Multifactor authentication: Multifactor authentication is a security measure that requires users to provide two or more types of authentications to access their accounts. These can include using a password, biometric authentication or a security token. Multifactor authentication helps to ensure that only authorized users can access sensitive data, even if their password is compromised.

4. Password and SSH key management: Password and SSH key management are essential to protecting your club data. It involves regularly changing passwords and limiting access to sensitive data to only those who need authorized access. Passwords and SSH keys should be complex and not easily guessable, and users should change them regularly. Limiting access to sensitive data to only those who need it helps to reduce the risk of data breaches and unauthorized access.

5. Next-generation firewalls/web application firewalls: Next-generation and web application firewalls are important tools for protecting your club network and data. They filter out unwanted traffic and can help to detect and prevent attacks before they can cause damage. Next-generation and web application firewalls provide advanced threat protection and secure sensitive information from unauthorized access.

6. Lock down access to personal and club data: Protecting areas that hackers typically exploit, such as a computer’s keyboard, clipboard, screen, camera, microphone and speakers prevents unauthorized access to personal and club data. It requires implementing physical security measures, like locking doors, using privacy screens and disabling microphones and cameras when not in use. It is also important to educate staff members on data security and the best practices for protecting sensitive data.

7. Correcting security vulnerabilities: Regularly correcting security vulnerabilities can prevent cyberattacks and protect your data. You must regularly update software and systems and patch any existing vulnerabilities. Also, conduct regular security audits to identify potential vulnerabilities and implement measures to address them. BR

www.pulsarsecurity.com

Pulsar Security is a cybersecurity company whose mission is to protect clubs and members against malicious attacks. Our company is a veteran, privately owned business built on vision and trust. Pulsar’s engineers have the industry’s most esteemed credentials, certifications and advanced “on-the-ground” experience. Together with partners like Jonas Club Software, we’re enhancing security best practices and raising security awareness within the club industry. We work directly with many CMAA-leading clubs to strengthen their security infrastructure.

TECHNOLOGY PERSPECTIVE

Teaching New Dogs Old Tricks

My latest gig allows me to change things up a bit. For the past 30-plus years, I’ve been working with private club managers, CFOs and board members to emphasize the importance of good technology practices within their operations.

Now, as an adjunct professor of hospitality technology at Middle Tennessee State University, I’m working with students who are getting ready for careers in the hospitality industry.

MTSU is outside of Nashville, a hotbed of tourism with plenty of hospitality venues that our students are considering for their initial employment. In preparing these students for careers in hospitality management, I’m focused on having them understand the importance of technology in their industry, especially how to evaluate the adequacy and suitability of the technology being deployed where they are working.

Today’s university students expect their education to deliver two basic components. First, a body of knowledge that expands their awareness of the world in general, helping them to become more effective adults in handling the complexities of current life. And second, specific tools that can assist them in their budding work careers. That second expectation is what this article is about.

After a full semester of my hospitality technology class, our students have participated in almost 50 hours of classroom instruction, group exercises, site visits, reading assignments, etc. The challenge that students have with any course is capturing significant takeaways that will assist them in their professional careers.

To that end, we prepared a hospitality technology best practices checklist that the students can use as a practical reference tool in their workplace. The checklist includes 32 items that, if followed, will help to assure that their technology environment is operating properly and safely. Here’s the checklist:

1. Maintaining existing application software:

a. Confirm that users are receiving annual refresher training to maximize their use of the existing software.

b. If POS software is being used, confirm that the POS Certification Program is deployed to assure consistent training of all users.

2. Acquiring new application software:

a. If new/replacement software is being contemplated,

confirm that a complete analysis of the organization’s needs has been performed (using the hospitality software specification as a guide) and that reengineering of the legacy software has been seriously considered.

b. If a replacement has been decided upon, confirm that a structured evaluation process will be followed that includes the use of the customized hospitality software specification, onsite/online demonstrations of the software being considered, a side-by-side comparison of the features offered by each software being considered, and involvement of all key staff in the evaluation process.

3. Negotiating software contracts. Confirm that the contract includes:

a. A complete list of all application software modules to be acquired.

b. A complete list of all user (or other) licenses to be acquired.

c. A detailed description of the implementation services to be provided, including the number of hours/days of training/data migration/configuration/project management to be included, and whether each service is provided onsite or virtually.

d. If software customizations are to be developed, provide a detailed description of the feature(s) to be developed, along with the number of development/ testing hours/days needed and the exact cost of the customization(s). Also, include a delivery date for the customization(s).

e. Language that caps annual maintenance and support cost increases to the COL or COL + X percent.

f. Payment terms are as follows: 25 percent upfront, 25 percent upon delivery of the software, 25 percent at go-live, 25 percent 90 days following go-live (if you are satisfied with the software and implementation services).

g. An “out clause” that guarantees that you receive your money back if you are not satisfied after the software is up and running, at least 90 days following go-live.

4. Network LAN/WAN design. Confirm that there is an up-to-date diagram/mapping of the organization’s network that shows:

Bill Boothe is president and owner of The Boothe Group, LLC, an independent consulting firm that helps clubs understand computer technology, make good decisions and receive the highest value from their technology investment. During his 30-plus years in the club industry, Bill has assisted more than 400 private clubs with the planning, evaluation, selection and implementation of computer technology in all facets of their operations. Bill can be reached at bboothe@boothegroup.com.

a. Where all network devices are located.

b. Where all desktop devices are located.

c. How connectivity is achieved throughout the network.

5. Network security. Confirm the following:

a. There is a firewall in place that controls access in/ out of the network.

b. The firewall has been updated on the prescribed basis by the manufacturer and by Microsoft.

c. The network deploys advanced anti-malware and anti-spam solutions, and those solutions have been updated on the prescribed basis by the manufacturer and by Microsoft.

d. The network deploys intrusion detection technology: file integrity monitoring (FIM), at a minimum; unified threat management (UTM) is preferred.

e. Employee security awareness training (SAT) is in place and provided by a reputable third party.

6. Remote access to the organization’s network:

a. Confirm that a VPN is being used by all users to remotely access the organization’s network.

b. Confirm that a mobile hot spot is used by all users (when available) to access the organization’s network.

c. Confirm that all remote users have and are using a portable security cable lock for their notebook PCs.

d. Confirm that all remote users have access to and are using a password vault.

e. Confirm that a separate guest Wi-Fi network is deployed to segregate guest access from employee access.

7. Data security. Confirm that:

a. Both local and cloud backup storage are used.

b. Mirror image backups of the entire server(s) are being performed.

c. Backups include all files stored on the server(s) and PCs.

d. Nightly backups are performed (at a minimum).

e. Thirty days of backups are maintained (at a minimum).

f. Backup reports are being produced and reviewed daily.

g. Unsuccessful backups produce an alert.

h. Backup restoration testing is performed at least every six months.

As you might imagine, I’m sharing this checklist to encourage you to use it at your club. If the new dogs can learn old tricks, we think the old dogs can too. BR

XHIBTZ is the 2022 recipient of the Jay DiPietro Vendor of the Year Excellence in Achievement Award Presented by BoardRoom magazine

MIKE STRAUSS

GREEN COMMITTEE

The GCSAA Conference and Trade Show

Provides Solutions and Education to Improve Your Golfers’ Experience

Golf course superintendents, their assistants and equipment managers work every day to deliver a great day of golf to your members.

The GCSAA Conference and Trade Show is the global annual gathering where these professionals can learn about the latest technologies, evolving turfgrass research, ways to make your course more sustainable, as well as discover products and services to drive efficiencies and improve course conditions.

The 2024 event will take place Jan. 29-Feb. 1 in Phoenix, AZ. Your superintendent, assistant superintendent and equipment manager are essential to the success of your club and by having them attend the GCSAA Conference and Trade Show, you are giving your turf management team the advantage they need to continue to be successful.

Two days of dedicated education from leading experts in the industry start off the event, followed by two days of an interactive trade show floor featuring over 400 exhibitors offering products and services to enable your turf management team to deliver a great day of golf more efficiently and effectively.

With over 70 seminars and Power Hour learning sessions along with a variety of interactive facility learning tours offering hands-on education, the GCSAA Conference and Trade Show is an efficient and valuable experience. And with specific education for superintendents and for equipment managers, there is something for everyone on the team.

A new feature of the education lineup will be the GCSAA Solutions Series, a collection of seminars, Power Hours, products and more to give attendees a dedicated pathway to solutions for the biggest challenges facing most clubs, including labor issues and water.

Learning will take place in many ways. From official networking events or simply interacting with fellow professionals from all over the world, your team can make the connections and contacts to learn what has and hasn’t worked at other clubs before you invest time and money into a new product or project. The connections your team makes have the potential to pay dividends for years to come.

In addition, superintendents, assistant superintendents and equipment managers can learn about opportunities to become advocates for your facility with local, state and federal government officials and identify ways to enhance your facility within the community with First Green field trips offering STEM learning for local students.

For even more opportunities to make connections, golf course superintendents are invited to learn from each other while experiencing golf at the annual GCSAA Golf Championships Jan. 27-Jan. 29, 2024, also in Phoenix before the kickoff of the conference and trade show.

The GCSAA Conference and Trade Show is produced by the Golf Course Superintendents Association of America (GCSAA) along with presenting partners, the Golf Course Builders Association of America (GCBAA) and American Society of Golf Course Architects (ASGCA) and participating partners, the United States Golf Association (USGA), National Golf Course Owners Association of America (NGCOA) and National Golf Foundation (NGF).

In 2023, more than 11,000 golf course management professionals attended the event. Your competition will be in Phoenix. Shouldn’t your team be there too?

Registration for the GCSAA Conference and Trade Show is now open at gcsaaconference.com/registration. BR

Mike

Strauss is GCSAA’s media relations manager. For more information about Thank a Golf Course Superintendent Day, visit gcsaa.org/thank-a-golf-course-superintendent.

DANIEL POLLACK, GCSAA, COURSE SUPERINTENDENT AT ALISO VIEJO COUNTRY CLUB

Attract and Retain Club Employees Through Tax-Free Educational Assistance Programs

Employer-provided education assistance, including student loan payments, is increasingly popular in today’s environment of high education costs, tight workforce competition and specialized job duties.

The opportunity to participate in educational programs may not only improve recruitment and retention but also help clubs maintain an educated and skilled workforce. Fortunately, tax rules provide employers such as private clubs with two avenues to pay for employee education without creating taxable income for employees (whether it is paid directly or reimbursed to the employee). However, the tax rules relating to the establishment and maintenance of tax-free education can be hard to navigate. This article highlights the two main tax-free alternatives:

1. Section 127 educational assistance programs which limit tax-free reimbursements (including student loan payments) to $5,250 per employee annually

2. Working condition fringe benefits which do not have an IRS dollar limit on reimbursements.

SECTION 127 EDUCATIONAL ASSISTANCE PROGRAMS

Clubs may provide tax-free educational assistance, including student loan payments, through an educational assistance program that qualifies under Section 127 by meeting the following requirements:

• The club maintains a separate written plan

• The plan provides only educational assistance with no option to receive other taxable compensation or benefits under the program

• The plan is only for employees and does not extend to their family members

• The plan does not discriminate in favor of officers, shareholders or highly compensated employees (the plan can be limited to specified classes of employees, so long as the classifications are nondiscriminatory)

• The club gives employees reasonable notice of the terms and availability of the program

• The plan does not cover education expenses for sports, games or hobbies unless they are related to the club’s business or part of a degree program.

If the program meets all these criteria, an employer may exclude up to $5,250 in educational assistance benefits per employee each year from taxable income.

Some employers may also require employees receiving educational assistance to follow certain other company-imposed policies before reimbursement, such as minimum grade requirements, retention guidelines or documentation procedures, but these are employer-imposed restrictions and are not part of the tax requirements. An employer may choose to incorporate these stipulations into their written plan document.

Educational assistance programs can cover expenses incurred for tuition and fees, books, supplies and equipment but cannot include meals, lodging, transportation or tools and supplies (other than textbooks) that employees can keep after the course is over. The courses taken do not need to be related to the employee’s current job responsibilities or be part of a degree program.

STUDENT LOAN PAYMENTS

Because the student loan debt held by Americans continues to grow, Congress expanded educational assistance programs to permit tax-free payments of certain student loans through Dec. 31, 2025. Clubs can either pay the student loan servicing company directly on behalf of the employee or reimburse the employee upon substantiation of the expense.

The $5,250 annual cap per employee applies to student loan debt and other educational expenses combined. If a club already has an educational assistance program and would like to expand it to include student loan payments, it should amend its plan to incorporate this additional benefit.

WORKING CONDITION FRINGE BENEFITS

Clubs may be able to provide tax-free education to their employees as a working condition fringe benefit regardless of whether they have a Section 127 educational assistance program. Education expenses that don’t qualify under Section 127 or that exceed the $5,250 limitation

may also be reimbursable under the working condition fringe benefit rule.

The tax laws for working condition fringe benefits are quite involved and generally require a case-by-case analysis. In general, employer-paid education expenses are excluded from an employee’s taxable income if the expenses are directly related to the employee’s current job responsibilities. Expenses will typically meet these criteria if the education:

• maintains or improves skills required by the employer or

• meets the express requirements of the employer, or the requirements of applicable law or regulations, imposed as a condition of the employee’s continued employment, status or rate of compensation.

Additionally, for the educational expenses to be tax-free to employees as working condition fringe benefits, the education must not:

• assist employees in meeting the minimum entry-level educational requirements for their current positions nor

• qualify the employees for a new field of employment.

Although this second requirement may seem straightforward, a long line of case history reflects a broad interpre-

tation of education that qualifies employees for a new field of employment. Therefore, a careful analysis of each employee’s situation often needs to be done for education that extends beyond internal, on-the-job training.

As clubs look for ways to offer additional employee benefits or provide training to employees, education often becomes part of the compensation package. Clubs may choose to structure education benefits in various ways to meet their goals and provide meaningful benefits to employees. Due to the tax rules involved, educational benefits require careful consideration to avoid unintended tax consequences so clubs should seek guidance from their tax advisors. BR

Anne Bushman is a partner with RSM US LLP. She leads the firm’s Washington National Tax compensation and benefits group. Anne can be reached at Anne.Bushman@rsmus.com.

Jill Harris is a senior director in the Washington National Tax team of RSM US LLP. She can be reached at Jill.Harris@rsmus.com

Lynne LaFond DeLuca, Executive Director of ACCP states “Every meal period, break and even the conference room set-up itself is an opportunity to inspire and educate our attendees on new event ideas, food & beverage offerings and presentation. I love giving them the opportunity to know what it feels like to be on the receiving end of an over-the-top experience. They can then go back and create even better events at their clubs.”

BOARDROOM PERSPECTIVES

GORDON WELCH

Gordon Welch, president of the Association of Private Club Directors, has over 20 years’ experience in private clubs and 12 years of experience as an association executive and registered lobbyist. For more information or to discuss your orientation, you can reach me at gordon@boardroominstitute.com or (918) 914-9050

Learning About Governance Online with BoardRoom Institute

Did you know that there is an online method of learning boardroom governance that also provides learning opportunities to committees?

It’s true. BoardRoom Institute provides learning opportunities from the comfort of your home, office or during a flight. You can take our programs on the road with you.

What kind of opportunities are available with BoardRoom Institute? Over 50 videos provide information, from the history of private clubs to much more detailed information regarding your 501 c7 status, committee roles and responsibilities, board orientation, strategic planning, and data-driven clubs.

Industry leaders provide content and interactive videos that keep your attention and deliver useful information, whether it’s your first day as a board or committee member or you’re a well-established board member. There is something for everyone.

Who’s behind it all? How did this begin? John Fornaro, the founder of BoardRoom magazine, also founded BoardRoom Institute. Fornaro and Gordon Welch, an industry expert, have been working on the concept for many years. Recently, the Club Leadership Alliance, made up of Kopplin, Kuebler & Wallace, McMahon Group and Club Benchmarking, joined in with BoardRoom Institute to provide great content, support and direction for the future. Led by John Schultz, these industry experts provide learning modules that you will need to better understand your role in the club.

With the file vault system, your club can file or store information in one safe and secure place for your board

and committee members to view. Whatever you file in your vault system (financials, minutes, board packets, strategic plan, or photos), it is an easy-to-use system that everyone will enjoy.

You can also track and measure the knowledge your board and committee members possess in our progress and usage reports. Why is this important? In today’s litigious society, country clubs are easy targets for employees, past employees or predators to sue. Even a casual discussion in the parking lot after a board meeting can be overheard and misconstrued. And you, the board member, are responsible. Your learning can be measured, and we can prove that you have the knowledge needed to be a top board leader of your club. And if your club is ever sued, we can confirm your knowledge in a courtroom situation.

If you are acting outside your true fiduciary responsibility, you can be sued personally, even though the club has D&O insurance. You need to know how and why and we can help you.

Simply stated, BoardRoom Institute is the only online learning system that provides board members with useful, needed knowledge. This knowledge is available in online learning modules that you can watch at work, the club, at home or on the go. With geopolitical instability and an increasingly volatile marketplace, club leaders must anticipate potential risks and respond to the growing needs and demands of members.

Finally, BoardRoom Institute creates a shared playbook for collaborative governance with you and your GM/COO. We know that clubs maximize the members’ return on investment through collaborative governance. A team effort with the board and management crafts an experience your members will love.

For more information regarding BoardRoom Institute, please call John Schultz, CEO at (704) 309-3015 or Gordon Welch, COO at (918) 914-9050. BR

Dave Doherty is CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents regarding the testing of sand- and soil-based greens. He can be reached at (913) 706-6635 or via email: daveistrc@hotmail.com

GCSAA Worth the Investment

A few years back, I was invited to take part in the winter educational meeting of the Central Pennsylvania Golf Course Superintendents Association.

Seven professional speakers conducted sessions on their areas of expertise:

1. Soil physical properties

2. Soil chemical properties

3. Reel technology (mowers)

4. U.S. Open preparations/The Olympic Club

5. Golf safety regulations

6. Sustainable water issues

7. Tournament preparations.

The attendance was good, and the sessions were educational. I always learn something from the other speakers when I am part of such a seminar, and this seminar was no exception.

The session on the U.S. Open preparations was an eyeopener. Pat Finlen, former director of golf at The Olympic Club, conducted the session. Finlen is also the past president of the Golf Course Superintendents Association of America. He answered many questions. However, one of his answers,

and the discussion that followed, was mind-blowing to me: Only 52 percent of the golf courses in America have a representative who is a member of the GCSAA.

How is this possible when the GCSAA is our greatest source of information?

The seminar with seven sessions was worth thousands of dollars with what attendees took back to their facilities. This day of seminar sessions is one of the educational seminars available through the GCSAA. Once a year, the GCSAA has the Golf Industry Show, with hundreds of educational sessions and hundreds of exhibitors.

The annual GCSAA membership is $465 for superintendents, $240 for assistant superintendents and $115 for equipment managers.

When I asked the superintendents who attended the CPGCSA winter educational meeting who were not members of GCSAA why they were not members, the answer without exception was that their clubs refused to pay for membership. I find it difficult to believe that a golf club would not invest such a small amount in our industry’s major source of information and education. BR

Dan Kaplan is president and CEO of the board of governors at The Polo Club of Boca Raton (Florida) and can be reached at (973) 650-1847 or via email: dankap328@gmail.com

Club Board Members Change, Core Values Should Not

To provide some degree of continuity, most club bylaws provide for a staggered board.

Typically, two to four seats are elected each year while the remaining board members continue in their roles until they are up for re-election or retirement. In some cases, this may significantly impact board policies as new alliances are formed.

It may also create a less stable environment for the general manager and management team as they adapt to alternative opinions and directions. A well-articulated strategic plan and an effective leadership development program can help reduce this stress and keep the organization on its intended path.

Many clubs claim to have a strategic plan, but the emphasis and detail of these plans vary dramatically. Some focus on facility needs, outlining a plan for capital expenditures over an extended period.

Unfortunately, this approach ignores many operational requirements, particularly those associated with human resources, typically representing 50 percent or more of a club’s operating budget. An effective plan should define the club’s strategic objectives, assess its strengths, weaknesses, opportunities and threats and develop action plans to address the issues for each department reporting to the general manager and assistant general manager.

Recently, The Polo Club of Boca Raton’s board of governors updated its strategic plan, detailing more than 100 specific action plans for our management team. Perhaps more importantly, we redefined our purpose (“Why we exist”), mission (“What we do”) and core values (“How we conduct ourselves”) to encompass not only our members but also our employees and external service providers.

These statements acknowledged how critical our management team, staff and contractors are to delivering an exceptional member experience. Once we defined these terms, we ensured that our 14 strategic objectives and our action plans aligned with these definitions.

The complete strategic plan now provides a roadmap for our current and future boards as well as our management team. We anticipate that we will update this plan periodically but will maintain our purpose, mission and core values.

The strategic plan should also identify the most significant issues and risks the club faces and the skill sets required between the board and management team to address these matters. Periodic elections and appointments can provide an excellent opportunity to fill voids in the composition of the board and its committees relative to these skills requirements. Although many board elections can become popularity contests, a well-developed nominating and leadership development process should lead to a more balanced board with the

skill sets that will provide the most benefit to the club.

Three years ago, The Polo Club launched our “NEXT” program to identify and develop future leaders for our committees and the board of governors. The NEXT program includes a series of seminars open to all members that provides an overview of our club’s operations and governance.

Attendance is mandatory for those who wish to chair a committee or participate in our audit, finance or legal committees and strongly encouraged for those seeking an elected position on our board as well as the golf or tennis/pickleball committees (Florida law allows any member in good standing to seek an elected position, so attendance cannot be mandatory).

The NEXT program helps our members appreciate the complexity of operating our club and also helps them determine how they can best become involved in a leadership role.

Since the majority of our members spent many years in leadership roles in their professional careers, there is an enormous untapped resource that can benefit the club while at the same time filling a void for those who have retired from those roles. “Graduates” of NEXT are recruited for the roles that best fit their background and skills, leading to a more effective governance process.

As a result, we are able to embrace change in our club’s leaders without abandoning our commitment to operational excellence and the exceptional member experience we have defined in our purpose and mission statements. Most importantly, while we welcome diversity of opinions among our board, committees and members, we remain true to our core values. BR

The Polo Club of Boca Raton

The Polo Club of Boca Raton is a private, member-owned country club in Boca Raton and Delray Beach, FL. The facility includes 1,711 homes, two golf courses, 25 tennis courts, eight pickleball courts, a spa and fitness center, five restaurants, meeting and reception rooms and other amenities on over 1,100 acres.

The residential community comprises 24 homeowners associations and offers a range of home designs, including attached townhomes and condominiums, free-standing patio homes and estate homes. Homeowners must be social members of The Polo Club but may also join the golf and or tennis/pickleball membership.

The Polo Club of Boca Raton Property Owners’ Association (POA), which was incorporated as a “corporation not-for-profit” in 1985, operates The Polo Club. An elected 11-member board of governors oversees the POA. Board members serve staggered three-year terms.

The board establishes all capital contributions for new and existing members as well as annual dues and assessments. Member rights and privileges as well as policies and procedures are defined in The Polo Club’s governing documents and are periodically updated by the board and, where required, by a membership vote.

The general manager and chief operating officer manages the day-to-day operations as well as 14 department directors, more than 200 full-time equivalent employees and numerous outsourced services, such as security, common area maintenance and valet parking. BR

Dave ReceivesDoherty Dave White Editorial Award

By Eric Doherty

The Dave White Editorial Award is presented each year to a writer whose contributions over the years have added to the wealth of information for private clubs, not only as a writer for BoardRoom, but as a private consultant to many private clubs over the years.

For many years, Dave Doherty, CEO and founder of The International Sports Turf Research Center, Inc. (ISTRC), has been a mainstay in BoardRoom’s stable of writers. He is the 2022 recipient of the Dave White Editorial Award for 2022 for his contributions to BoardRoom’s Green Committee. Here’s a tribute to Dave written by his son, Eric.

The International Sports Turf Research Center, Inc. (ISTRC) was founded in 1991 by my Dad, Dave Doherty, with the notion of originally helping grade school soccer fields become more consistent and playable to both kid and parent standards.

The objective has been to develop a better understanding of the physical properties of sand-based green, push-up greens and athletic fields. Well, as we discovered, a lot of grade schools don’t have money to spend on their athletic programs, let alone upgrading their playing fields. But asking questions as to why and how quickly led my father, Dave towards the world of golf.

The questions: “How do we develop better turf, especially for putting greens, why do we aerify and how do we know how often and how much to remove, and how much oxygen is enough to give consistent, playable greens?”

The lack of answers was keeping him up at night. For a man who had successfully started multiple companies throughout his lifetime, the questions always needed to be answered and quantified with data.

I mean, why would clubs spend so much money and time and not know why or how effective their maintenance practices possibly were and if there were better ways of achieving their goals. Questions like these must have answers and those answers need quantifiable numbers to support them. At least, my Dad figured that should be the way moving forward.

So, he picked the brain of Leon Howard, an unbelievably bright man who had spent much of his life working in and around golf and specifically the design and construction of what is now referred to as the USGA-style green profile.

With Leon’s knowledge and Dave’s persistence, the two developed what is now the ISTRC system for physical properties testing which has set the standard for many of the physical property guidelines and target ranges that are used by golf courses today.

ISTRC’s clientele ranges from some of the more elite clubs in the world to municipalities, NFL fields, MLB fields, MLS fields, collegiate facilities and yes, some grade schools as well.

At the heart of ISTRC’s business is to identify and evaluate the physical properties for fields and greens to make the surface conditions better and to extend the life of the plant through balance and health, not manipulation that hinders the plant’s lifespan or hides deficiencies.

Members of the ISTRC staff are available for on-site visits involving core sampling and video camera work for the locating of drain lines and drain line inspections. Superintendents have found this tool to be very helpful in assessing the need for renovations or adding more access points for easier inspections and using the lines to flush or cool the greens more effectively.

Dave’s attention to clients and his lack of ego, have been the main ingredients he has passed on to the current staff, and is part of what separates ISTRC from other labs. Interaction and a passion for people to know what they have in order to make educated decisions is key.

I’m not sure if he wants this to be known or not, but there was a time early on when he couldn’t afford a ticket into the GCSAA Show, which was being held in Orlando at the time. I’m just glad it wasn’t in a cold region because he sat outside all day, waiting for an opportunity to enter the convention and learn more of how the industry functioned.

Someone finally noticed him and offered their badge for the last bit of the day and he was able to get in and surround himself with people that might later learn his name and his reasons for being there.

Over the years, Dave has resisted the temptation to involve specific product lines or equipment as part of ISTRC’s services.

“Always stay independent and it won’t cloud your judgement or recommendations and people will respect your part in the industry,” my Dad has often said.

I’m older now and appreciate more of what my father started and has shared with me over the past 31 years I’ve been involved with ISTRC. It’s made me realize that my father started something very unique and special. He never quit.

He didn’t do it for money or status or as a stepping stone to something else. He had questions and wanted answer to those questions. Turns out, a lot of people have had those same questions along the way. And that’s why ISTRC’s been so successful, enabling my Dad to contribute and give advice to BoardRoom’s readers through his many stories over the past 10 years.

My Dad’s impact on others involved with turf research and work is also noted.

“Terry and I are so very proud of Dave. And from a professional point of view, his system that he created not only saved my club millions of dollars but how many superintendents’ jobs did he save over the years!” said Alan Ehnes , director of golf operations, Fort Washington Golf and Country Club, Fresno, CA

In 1998 I became GM of a club in San Miguel de Allende, Guanajuato, Mexico, a small nine-hole club with only 200 members). I told the board of directors that I didn’t have any knowledge about grass, because administration was my field. When reviewing the numbers, I realized that the main expenses were the supplies for the course. I needed to learn about growing and maintaining grass.

Coincidently, the Mexican Golf Federation offered a threeday seminar for central zone GMs and superintendents and immediately I decided to attend.

Of the three Americans giving the talks I found one, Dave Doherty, especially interesting. He started explaining the importance of spaces in the soil for oxygen so the root system could breathe and grow healthy, and as that happens the spaces will be filled by the new roots. Therefore, we had to aerify to maintain the healthiness of our soil. This immediately made sense.

Later I invited Dave to visit our club. He walked the entire course and found tons of solutions that didn’t cost much and that were affordable for our club. Eventually we acquired the used equipment needed, and with all the orientation and knowledge given by Dave, the fairways, traps and greens improved dramatically.

Excellence in Club Governance

Excellence in governance is key to success for private clubs. BoardRoom magazine is featuring a series of articles written by Henry DeLozier, a partner with GGA Partners, an international consulting firm and trusted advisor to private clubs, golf clubs and residential communities around the world.

This issue features Becoming a Better Board and Board Member. Valerie Jarrett, CEO of the Obama Foundation and Ralph Lauren director, tells Fortune that “curiosity is an essential element of a functioning board.” Among many must-have capabilities needed of a board member serving a private club – or any non-profit entity for that matter – curiosity is essential. Integrity, business acumen and conflict resolution are, to be sure, fundamental building blocks for a productive and dependable board. Read more on page 116.

Three Characteristics of Top-Performing Boards. Silicon Valley Bank, First Republic Bank and many other companies have shareholders asking the anguished question, “What was the board of directors doing?” It is reasonable to assume that board members were doing their best. Perhaps they were distracted by shareholder grumbling or emerging trends in governance or boardroom politics. Or maybe they weren’t well prepared. Ask most non-profit governance experts what characteristics are common to top-performing boards and three important traits emerge. Read more on page 117.

Congratulations

MOVERS & SHAKERS

BOARDROOM magazine is promoting advancement in the club industry via its Movers and Shakers section on the website.

This section pays tribute to new placements and advancement for club executives and staff.

In addition to announcements on social media and on the website, these posts are shared through bi-weekly and monthly emails. Scan here to view or submit a placement.

Movers & Shakers is sponsored by

Becoming a Better Board and Board Member

Valerie Jarrett, CEO of the Obama Foundation and Ralph Lauren director, tells Fortune that “curiosity is an essential element of a functioning board.”

Among many must-have capabilities needed of a board member serving a private club – or any non-profit entity for that matter – curiosity is essential. Integrity, business acumen and conflict resolution are, to be sure, fundamental building blocks for a productive and dependable board.

Curiosity is a quality related to inquisitive thinking, such as exploration, investigation, and learning, evidenced by observation in humans and animals. On a private club board, curiosity enables board members to better understand the essence of the business. It helps board members become empowered and maximizes their effectiveness.

Curiosity can be developed in the boardroom when one asks five questions of the board:

1. What is the best – most impactful – effect our club could have in its members’ lives?

2. What do our members want that the club currently does not – or cannot – provide?

3. What decision could make our club a category of one?

4. What would a child ask about the club and its members?

5. How can we become comfortable being uncomfortable?

What is the best – most impactful – effect our club could have in its members’ lives? Members want a platform for socialization; they want to have – and be – friends. How does your club foster friendship and friendly interactions?

The onset of the novel coronavirus pandemic caused many people – and club members – to become untethered from previously normal standards of polite behavior. Behavioral experts call this disconnection anomie, the lack of the usual social or ethical standards in an individual or group. As private clubs gradually reestablish their traditions and standards of conduct, the risk of undesirable behavior has been reduced and members are re-discovering their clubs’ friendships.

It seems the isolation fostered uncivil behavior in some people.

To answer this question, clubs must plan for and execute programs, events and activities that enable the spirit of giving and friendship. People are happiest when they are helping others.

Rudyard Kipling asked the timeless question of curiosity in his poem “If”: “If you can keep your head when all those around you are losing theirs and blaming it on you…”

What do our members want that the club currently does not – or cannot – provide? Members seek a safe haven where they can enjoy family, friends, fun, and fitness. Mem-

bers want to enjoy a sense of safety while pursuing these attributes.

It is sound governance that enables a safe haven that is free from financial uncertainty and conflicting purposes. Clubs that have successfully developed, published and fully explained their purpose and strategic intentions are the most reliable havens for families to have fun and friends in a healthy manner.

Developing and fostering a curiosity for understanding your fellow members’ wants and needs provides board members with insight that can lead to wisdom.

What decision could make our club a category of one?

Most clubs are awash in a sea of “sameness” where each club replicated programs or facilities that were successful elsewhere. In his updated story of singularity, “Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison,” author Joe Calloway makes the point that standing out among competitors is advantageous.

Beyond advantage, having a category all to yourself means competitors are not nipping at your heels and your club has a full range for imagination and accomplishment. Are you curious enough to make your club a category of one?

What would a child ask about the club and its members?

Are you nice? May I play too? If the answers to such simple questions are “yes,” many good things are possible.

Children find joy in simple things and shared activities. Does your club enable such fun? Are you curious about that?

How can we become comfortable being uncomfortable?

The best strategists subscribe to a concept embraced by the Navy SEALs, who have a saying: “Get comfortable being uncomfortable.”

Serving as a board member in most private clubs is a thankless exercise in servant leadership. It is uncomfortable emotionally and sometimes ethically. However, embracing the notion of being uncomfortably comfortable enables board members to keep a sense of humor and maintain an independent and objective perspective that is vital to serving their club well.

Personal curiosity opens the door to accepting new challenges.

Asking questions does not indicate resistance or opposition. In many cases, asking questions improves the board’s function and results in the most surprising ways. BR

Henry DeLozier is a partner at GGA Partners. He can be reached via at henry.delozier@ggapartners.com

Three Characteristics of Top-Performing Boards

Silicon Valley Bank, First Republic Bank and many other companies have shareholders asking the anguished question, “What was the board of directors doing?” It is reasonable to assume that board members were doing their best.

Perhaps they were distracted by shareholder grumbling or emerging trends in governance or boardroom politics. Or maybe they weren’t well prepared. Ask most non-profit governance experts what characteristics are common to top-performing boards and three important traits emerge.

FINANCIALLY ALERT

First, the best boards are financially alert. These top-performing boards understand that the board is primarily responsible for the financial well-being and durability of the business. Keeping the enterprise financially healthy and exercising fiscal discipline is a top priority for the best boards and board members.

These boards do not micromanage the CEO/ COO. They ask important financial questions that focus on financial performance metrics established within the strategic plan and attend to matters such as debt coverage, returns on invested capital, demand for new memberships, and maintained margin.

Members of these boards know the performance metrics and arrive at the board meeting fully informed and prepared. There is no page-turning to scan the financial reports at these board meetings.

ALWAYS EVOLVING

Top-performing boards and board members are watching the horizon line anticipating evolving changes and emerging opportunities or threats. They monitor the strategic core of the business to ensure that it remains on track and aligned with its purpose.

These boards are remorseless in keeping the club or non-profit business focused on getting the right things right—the necessary performance characteristics which drive the club’s success.

Top-performing boards are looking forward—like a ship’s captain—to keep evolving as new opportunities and threats emerge. Forward-looking board members keep their SOAR analysis—strengths, opportunities, aspirations, results—at hand, seeking improved performance results.

Top-performing boards keep built-in discipline and apparatus to ensure that emerging trends—whether social, technical or financial—are monitored and seized upon when beneficial. Like a shark that must swim to survive, top-performing boards are constantly alert for opportunities.

TECHNOLOGICALLY AWARE

The best boards are eager to identify emerging technologies that may provide market differentiation, competitive advantage, operational efficiency, or risk management benefits.

Certainly, board members are not expected to be technology experts. They are, however, expected to be alert and open to new technologies. They are expected to ask discerning questions and require empirical proof of baseline assumptions that deliver benefits. BR

How to be a Top-Performing Board

All board members are responsible for seeking and securing technological advantage and security. Three practices that help boards and board members to perform at the top of their range:

1. Require board members to become and remain abreast of the current standards of best practice regarding financial disciplines.

2. Recruit subject-matter experts to provide regular briefs and in-person updates to ensure board members are ahead of the knowledge curve.

3. Foster a culture of excellence in servant leadership. The best boards accomplish far more than simply “showing up.”

Determine how your board can do its job better.

HENRY DELOZIER

Pop-Up Dinners Serve Up Creative Outlet for Staff

And New Dining Experience for Members

Pop-Up Dinners, with menus that on previous occasions focused on themes such as a luau, the seven deadly sins, the potato and mushrooms, offer new and exciting experiences for members.

For the culinary team, these dinners serve as a creative outlet for culinary staff at Superstition Mountain, one of Arizona’s most prestigious private clubs, located in Gold Canyon, just east of Phoenix.

“No chef wants to cook meatloaf and fried chicken, but if that is the food and experience (members) want, who am I to say no? We also know we have a group of members who

want something different,” said Josh Nylin, the food and beverage director at Superstition Mountain. “So, what happens at the pop-up dinners is for us and them to have fun with and create an experience.”

The pop-up dinners are the brainchild of Nicole Coughlin, membership event coordinator, and Nylin, who joined the club as its executive chef in February 2021, three months before the first pop-up dinner.

The dinners are intimate gatherings of 18 members. The culinary team sees diners enjoying and reacting to the food and explains the dishes to them.

If you have an Innovative Idea you’d like to submit, please send them to boardroom@studiodelmar.net

“This is a mutual benefit for both sides working to create a memorable experience, course by course,” Nylin said. “The pop-ups are also a huge catalyst for creativity for the culinary staff. They provide a break from the day-to-day operations and allow windows of creative opportunity.”

Online reservations open one month before each dinner. Most dinners sell out within the first minute. Members who attended the dinner a month earlier must wait 24 hours before signing up for the next one.

Members do not know where or what they will eat until the night of the dinner.

Rick Lamarre and his wife try to attend every pop-up dinner.

“We love that the menu offers a complete surprise, and we get to share in the fun our staff serves up for dinner,” Lamarre said. “I am often impressed by the staff’s incredible talent to bring to life a unique evening of food, cocktails, and adventures that often enrich the interaction between staff and guests. Josh, Chef Steve, and their team ‘knock down’ the doors to the kitchen, allowing staff and diners alike to share stories and experiences that bring our club family closer together.”

Nylin said about the pop-up dinners, “It is not about what you are eating, where you are eating, who you are eating with, but the entire dinner experience.” BR

CHRYSSOULA FILIPPAKOPOULOS

Chryssoula Filippakopoulos is the copy editor and Innovative Ideas editor with BoardRoom magazine. She was a newspaper reporter for more than eight years and worked as a marketing and communications specialist for 16 years. She is a graduate of the School of Journalism at Toronto Metropolitan University (formerly Ryerson University) in Toronto, ON.

BILL SCHWARTZ

Bill Schwartz is the founder and CEO of System Concepts, Inc. (SCI). Based in Scottsdale AZ, SCI specializes in F&B procurement and inventory management, and is the developer of the FOOD-TRAK Food and Beverage Management System. Bill can be reached at 480-951-8011 or bills@foodtrak.com.

Recipe Costing Made Difficult

Assigning a cost to a recipe has always been an integral part of every club’s food service operation, but it is rarely done accurately.

Some operators simply calculate the “center of the plate,” which is generally the entrée itself, and add a fixed cost for the other elements, such as starches and other accompaniments.

Another common practice for recipe costing is using the “cooking” recipe for costing purposes. These recipes list the ingredients and describe the production process. Unfortunately, what the guest receives is typically far more extensive than the recipe indicates.

For example, bread may be placed on the table, the guest may be offered a choice of soups, salads or side dishes, all of which are available at no extra charge, and are therefore important in calculating the cost. Perhaps the term “recipe” should be replaced with the phrase “parts list” for cost determination.

So, here we deal with the concepts associated with accurate recipe costing. For most operators, this approach represents more work than they want to do. On the other hand, understanding the concepts and becoming familiar with what it takes to accurately cost a recipe helps make it possible to improve the existing approach, even if you only take small steps toward the accurate method. In addition, you would require this approach to develop an “ideal” or “theoretical” food cost.

By the way, there is one additional hardship associated with recipe costing. Assuming the recipe is fully broken down and the quantities and yields are accurate, the cost of the items used is constantly changing. In fact, it could be argued that in the time it takes to add up the costs for all the ingredients in the recipe, some of the ingredients would already have changed costs.

Without an automated system, where purchase price changes are instantly reflected throughout the recipes as purchases are received, maintaining current and accurate recipe costs is virtually impossible. Either way, even with an automated system, it is important to understand the concepts of accurate recipe costing to succeed.

Consider the following example of a typical prime rib dinner:

• 1 each bread basket

• 6 each butter pats

• 1 each tossed salad

• 2 floz dressing (choice of Caesar, Thousand Island, Blue Cheese or House)

• 10 oz prime rib, cooked

• 3 floz sour cream horseradish sauce

• 1 each side (choice of vegetable medley, rice pilaf or baked potato)

• 1 each dinner plate garnish

• Miscellaneous condiments (salt, pepper, ketchup, steak sauce)

The only straightforward ingredients in this recipe are the prime rib and the butter pats. Everything else is made up of multiple ingredients. Prime rib cost would be calculated by dividing the cooked portion by the yield (number of cooked ounces in a pound). If the yield for 109 ribs is 75 percent, expect to get 12 cooked ounces per raw pound.

Therefore if the rib is $20 per pound, the 10-ounce cooked portion would cost $16.67. The formula is 10 cooked ounces divided by 12 cooked ounces per raw pound (10/12 = .833 raw pounds required to get 10 cooked ounces) multiplied by the $20 cost per raw pound (.833 X $20 = $16.67).

The horseradish sauce is also simple, although it is made in larger batches, requiring the batch cost to be calculated first, making it possible to calculate the portion cost. The horseradish sauce is considered a “subrecipe” since it is a recipe inside another recipe.

Again, it will be necessary to determine the yield of the horseradish sauce once the batch is made. For example, the batch may make 1 gallon, but it is not possible to get every drop of sauce out of the gallon container when portioning.

Therefore, if 3 floz sticks to the side of the container, the yield of horseradish sauce is actually 125 floz per gallon (as opposed to 128 floz if the yield was 100 percent). The cost of the sauce is calculated the same way the prime rib was calculated. If we assume the batch cost is $12 per gallon, the cost for the 3 floz portion is 3/125 X $12 = $.29.

Notice the fact that we use “floz” instead of the more popular “ounce” in this case. Many operators make the mistake of calling everything “ounce,” even though they are talking about volume instead of mass. The old saying “a pint a pound the world around” is wrong. A pint is indeed 16 fluid ounces and a pound is 16 ounces, but a pint of feathers does not weigh a pound. In recipe costing, it is critical to use the correct unit of measure to avoid inaccuracies.

USAGE STUDY COSTING METHOD

Most of the other ingredients in the sample recipe require either a usage study or a popularity study to determine their costs. Usage studies are used when the recipe component is not part of a choice, like sides, but is offered in somewhat unlimited portions every time a meal is served.

For example, a basket of bread is placed on the table and refilled if requested by the guest. Depending on the number of guests at the table, the amount of bread could vary significantly.

The trick is to determine how much bread to charge to each entrée. With a usage study, the approach is to monitor the usage of the item in question over some finite period and divide the total usage by the number of qualified guests.

For example, if one day a restaurant used 200 loaves of bread and served 600 entrees, it would be easy to calculate that each guest should be allocated 200/600 loaves or .333 loaves per qualified guest. If a loaf of bread costs $2, the cost to allocate to the recipe would be .333 X $2 = $.67.

POPULARITY STUDY COSTING METHOD

Popularity studies are used in cases where the portion is defined, but the guest is offered a choice. Salad dressing choice and side choice are two items in our sample recipe that would require a popularity study. The objective of a popularity study is to deter-

mine what percentage to allocate to each choice.

For example, of all the people offered a choice of dressing, what percentage chose Caesar? What percentage chose House, Thousand Island or Blue Cheese? Since there are only four choices, the total percentages would add up to 100.

The only way to do this study is to track the choices by menu item or by ticket. Some POS systems can do this automatically. For our example, assume out of 200 people, 50 chose Caesar, 50 chose Thousand Island, 25 chose Blue Cheese and 75 chose House. Our percentages would then be 25 percent for Caesar, 25 percent for Thousand Island, 12.5 percent for Bleu Cheese and 37.5 percent for House. Notice that they add up to 100%.

To calculate the cost of the dressing choice, use the 2 floz portion and multiply it by the percentage. In other words, the choice would end up being .5 floz Caesar, .5 floz Thousand Island, .25 floz Blue Cheese and .75 floz House. Together, they add up to the 2 floz total portion size. The cost would then be determined using the method above, where the portion size is divided by the yield and multiplied by the cost. The cost for all four dressings would be added together to get the cost of the choice we offer the guest for salad dressing.

Clearly, accurate recipe costing can be difficult and time-consuming. Software can make the process much simpler, but studies still need to be performed, and the database needs to be maintained as recipes are added or changed. Nevertheless, only through this process can accurate costs and ideal usages be determined. BR

KRIS BUTTERFIELD

Kris Butterfield is director of membership, communications and public relations at Bethesda Country Club and president of PCMA. She can be reached at (301) 767-8252 or kris.butterfield@bethesdacountryclub.org

MEMBERSHIP COMMITTEE

The Club Feels Full … Like I Do After Thanksgiving Dinner

“Capacity” has reached the top of the list of most commonly used words at private clubs post-COVID.

Regardless of whether your club has a membership cap in the bylaws, I know you have discussed your club’s capacity. You can’t escape it.

The influx of new members has been beyond lucrative, and no one is complaining about it except those who are. How many of your tenured members have felt like the club was full before the onslaught of new members? In the beginning, new members raved about the club. Now with a few years under their belt, they are expressing their concerns about capacity too.

If your bylaws dictate a membership cap, there isn’t much you can do about it, right? Well, you can rewrite the bylaws and hope for membership buy-in. But it is unlikely that at this stage in the game, the membership would allow more members into the club.

A membership cap has both pros and cons. It is reassuring to know you can confidently start a waitlist and be more selective. The downside of a membership cap is the inability to capture new initiation revenue and missing out on an increased number of members paying dues and assessments. Then again, it would all be equally balanced if we experienced attrition like we did pre-COVID.

There are a few clubs without this written cap, and, luckily, I am at one of those rare clubs. Instead of focusing on membership numbers, we focus on membership usage. At the end of the day, it all seems to make a bit more sense, and cents.

Picture a typical summer week at your club and compare the activities of three different member groups. The first is a family of five with 40-year-old parents and three kids ages 5, 8 and 11. Both parents play golf (not as

often as they wish) and tennis. The entire family loves pickleball. The 11-year-old is on the intraclub tennis team and spends two weeks in the summer at sleepaway camp. The 5- and 8-year-old enjoy swim team and summer camp at the club. After spending a day at the pool, the family enjoys dinner at the Family Grill. They spend their summer weekends at their beach house.

The next couple is 55-year-old empty nesters. He has a large group of golfing buddies that monopolizes the early Saturday and Sunday tee times. She plays ladies’ tennis, is on the social committee and organized Rose’ All Day at the pool last summer. They are often the last to leave the Club Grill Bar.

The last member group is our seniors. He is chairman of the men’s senior golf group and spends every Tuesday, Wednesday and Thursday golfing 9 holes. She plays ladies’ bridge on Wednesdays, uses the copy machine in the club administrative office and borrows office supplies. They enjoy a weekly dinner at the club, with an early reservation, and tend to stay away from the club on weekends.

Focusing on member usage, these stereotypical member groups use the club differently and over their club tenure, will morph from one group to the next. When you break down when your different member groups are using the club, you start to see where club compaction might occur.

This chart is the actual age demographic of my club. With most members in their 50s, my club is full of empty nesters golfing on weekend mornings and closing the Club Grill Bar. The next largest group is the seniors golfing on weekdays, followed by the 40- year-old parents who hardly make it to the driving range given kids’ activities. I might have a waitlist for a private locker, but the golf course is readily available to book a tee time any day of the week.

When you take a step back to analyze the different member groups, not only can you see how your membership uses the club, but you can also plan for the future. If tee times are accessible and the pickleball courts are quiet, perhaps you can welcome a few more members. Don’t let the parking lot dictate club capacity. You know what they say: You don’t build a church for Easter. BR

Mike Phelps is co-founder of Pipeline Agency, a specialized brand marketing agency for private clubs and communities. You can find more information about Pipeline at www.pipelineagency.com.

Branding and Marketing for Nonprofit Private Clubs Seizing

the Narrative

A common misconception plagues the private club industry, especially nonprofits: marketing is off-limits. This belief, tied to their tax-exempt status or exclusive nature, needs debunking.

Nonprofit clubs can, and often should, engage in proactive branding and marketing strategies. Let’s dive into why these clubs must control their narratives.

The power of branding and marketing: Branding and marketing are not exclusive to profit-driven businesses. For nonprofit private clubs, branding reinforces identity, sets you apart from the competition, and shapes public and potential members’ perceptions. Effective marketing enhances awareness, communicates value, and attracts and retains members. Together, they’re your club’s voice and driving force behind membership growth and engagement.

The nonprofit dilemma: Nonprofit private clubs often shy away from marketing because they believe it might jeopardize their tax-exempt status. It’s important to note, however, that marketing activities do not compromise a club’s tax-exempt status.

Instead, it’s about ensuring these activities align with the club’s primary exempt purpose and ensure they serve to enhance the social and recreational offerings for members rather than primarily seeking to generate income. If a substantial part of a club’s activities involves providing services for the general public or if income from nonmember sources is significant, that could potentially jeopardize its tax-exempt status.

Branding and marketing strategies should ideally focus on sharing the club’s story with potential members and enriching the experience of existing members rather than seeking to generate revenue from non-members.

From their networking events to educational programs, recreational facilities and philanthropic endeavors, clubs always have something worth sharing. Communicating these aspects cohesively and strategically enhances a club’s brand identity, demonstrating its unique value proposition to current and prospective members.

Seizing the narrative: In a world where headlines drive perception, a lack of proactive narrative could leave your club’s reputation vulnerable. Al-

lowing others to shape your club’s narrative and tell your story for you can lead to misinformation and misconceptions. In the worst cases, it can result in negative publicity, damaging your club’s reputation and member morale. By proactively telling your club’s story, you control the narrative. You can highlight accomplishments, underline values and showcase membership benefits. Sharing success stories, member testimonials and behind-the-scenes insights further strengthens your narrative, making your club relatable and fostering emotional connections with current and potential members.

Embracing digital storytelling: Surprisingly, many private clubs, particularly nonprofits, hesitate to engage in public-facing digital platforms like websites and social media. This reluctance often stems from the misperception that private clubs cannot engage in marketing activities.

It is also reinforced by concerns over privacy, maintaining the exclusive appeal and the fear of diluting the club’s identity by making it too ”public” – valid concerns that we would share. Private clubs are inherently exclusive (i.e., “private”), right? But nowadays, not having a strong digital footprint renders a club invisible, not exclusive.

A carefully crafted online presence plays a crucial role in shaping a club’s overall image, including conveying exclusivity, imputing quality and reinforcing identity.

Websites have evolved as more than an information hub for potential members but as digital storytelling that helps potential members experience your club in their minds. It’s no longer just about showcasing the club’s facilities, services and membership benefits.

Social media platforms can give your club an authentic brand voice and personality and provide a sense of the club’s community and values, allowing for more interaction and engagement. Digital storytelling platforms are essential for generating targeted awareness, sparking membership interest, nurturing and educating prospects, and even helping to enhance the new member onboarding experience.

Despite their initial reluctance, many private clubs have successfully realized the importance of a carefully crafted digital storytelling initiative and are leveraging these platforms to strengthen their brand and broaden their reach.

Nevertheless, it’s essential to strike a balance between openness and privacy, ensuring that while the club becomes more visible, it retains its unique identity and the exclusivity that appeals to its members.

Navigating the complex intersection of nonprofit regulations and marketing needs can be challenging. We recommend clubs consult with a tax advisor and/or legal expert to ensure that their marketing activities do not unintentionally create tax liabilities.

In today’s fast-paced world, private clubs need to harness the power of branding and marketing to drive growth, enhance their reputation and reinforce their value proposition. Your club’s story can only truly be told by those who know it intimately.

So, don’t hesitate to share your club’s achievements, values and community impact. Control your narrative, shape public perception and ensure your club remains a vibrant and valued part of your community. Seize your club’s narrative before someone else does. BR

STEVE GRAVES

Steve Graves is president and founder of Creative Golf Marketing. He can be reached via email: steve@creativegolfmarketing.com

MEMBERSHIP COMMITTEE

Without Strategic Marketing Your Strategic Planning Is Incomplete

The operative word at almost all private clubs today is “strategic.” To be strategic is to “carefully design or plan to achieve a particular purpose” with the “identification of overall aims and interests and the means of achieving them.”

It seems most private clubs in the United States have recently undertaken a capital reserve study. Capital reserve studies are the springboard for many private clubs to consider strategic planning efforts that focus heavily on facility improvements.

Strategic plans attempt to formalize a game plan to achieve the goals deemed critically important to advance the club’s success. Strategic planning tends to be used synonymously with a targeted focus on improvements, modifications and additions to the physical plant of a private club. This strategic roadmap of how to achieve the plan’s goals seldom includes the “bells and whistles” associated with the strategic marketing of the plan.

Strategic marketing is a multifaceted concept with many stages and elements necessary to attain a private club’s ultimate goals. Tragically, the feeling from most club leaders is:

1. We have to do these projects, and there is no debate needed or wanted.

2. If we implement the plan, then members will stay and new members will join.

3. We know what is best for members and don’t need to sell them on the plan.

4. Why would we need to market this plan when club leadership is convinced of the importance and necessity of every element of the strategic plan?

It is common for members to feel there was not an appropriate amount of communication and transparency about a proposed strategic plan. Strategic marketing will help to minimize potential conflicts between club leadership and the membership base.

Few would argue that there is almost no proportionality pertaining to the efforts and investments in a private club strategic plan versus strategic marketing to sell the plan. There are seldom any budgets or pre-emptive thoughts as to how the strategic plan is going to be sold to the current membership or future potential members. When club leaders discuss the “allocation of resources” necessary for successful strategic planning, they need to allocate the economic and educational resources necessary to market the plan.

Strategic planning commonly involves both obligatory and aspirational projects designed to advance desired facility additions and/or necessary improvements.

In football, blocking and tackling win games but offense sells tickets. The obligatory projects of a private club would commonly be associated with blocking and tackling.

Installing new irrigation systems, fixing the pool bathrooms, fixing the clubhouse roof and installing a new point-of-sale system, not exactly sexy or inspiring, are examples of these projects.

The aspirational projects, the most exciting and visionary projects, are designed to sell tickets (retain and recruit members).

Examples of these projects are new pickleball courts, new golf simulators, new trackman technology on the driving range, new sports bars and new fitness centers.

Strategic planning and strategic marketing are not mutually exclusive exercises. For maximum success, they should be performed simultaneously. However, strategic marketing tends to not be as prominently prioritized as the focus on the physical plant components of the strategic plan.

The strategic plan is commonly designed before any thought is associated with the all-important strategic marketing efforts.

All strategic plans encounter a certain number of issues and concerns that when given the appropriate strategic marketing budgets, educational efforts and potential changes to membership structure, will ensure that a strategic plan has the best chance for success.

With most strategic plans, there is the misguided assumption that by simply proposing to advance the facility plan of a private club more members will join and fewer members will leave. However, every strategic plan involves the following questions about how the plan will affect members:

1. How are the elements of this strategic plan going to affect me and my family?

2. What will this plan cost and, specifically, how much will my family have to pay?

3. How are we going to pay for the plan?

4. How many members are going to resign because of the plan?

5. How are we going to replace the dues income from members who are going to resign because of the proposed capital investments?

Issues that strategic marketing will resolve:

1. First things first. Identify the financial elements associated with each membership classification (monthly capital dues and initiation fee income) necessary to fund your strategic plan. Does your strategic plan contemplate all the financial elements members will want to discuss pertaining to funding the plan? Maximizing your optimum capital reserve structure for each classification of membership is critical to your strategic marketing efforts.

2. Do you have marketing strategies in place which will offset the loss of members who choose to not remain at the club? I believe that the phrase “darned if you do and darned if you don’t” may have originated with strategic plans. Regardless of the quality of your proposed strategic plan, there are going to be members who disagree with your vision and will use your plan, or the lack of a plan, as their excuse for quitting the club. You cannot cross your fingers and hope that by executing your strategic plan new members will magically appear. Many strategic plans do not move forward because the club has not proactively designed messaging and marketing strategies to influence membership growth that will exceed projected membership attrition.

3. Is the financial makeup of your membership categories designed to achieve the optimum financial performance for the club? Most private clubs do not have the appropriate stockpile of capital revenue. For example, if your club is full with a waiting list and you offer a “refundable membership structure,” why would you not take this opportunity to eliminate or reduce the refundable initiation fee component? Initiation fees are on the rise at private clubs nationwide. There are strategic marketing strategies that will allow private clubs to command the higher initiation fees associated with visionary strategic plans.

4. Do you have a comprehensive messaging campaign in place to convince all members, regardless of age and membership category, how important the strategic plan is for the long-term health of the club and them, specifically, as members? The older members of every private club will be the most vocal detractors to the need for long-term strategic planning. Particularly if the plan calls for portions of the club to be closed for an extended period during renovation or construction. Older members will be asked to, metaphorically, plant a tree whose shade they will never be

able to enjoy. No good lawyer asks a question without knowing the answer. This should be how you think when it comes to strategically marketing your strategic plan to the older membership segment of your club. Take proactive and preemptive messaging efforts to gain their support and passing your strategic plan will be easy.

5. Are you alerting the local community about the lifestyle benefits associated with being a member? Do you have social media/digital marketing strategies in place to sing from the rooftops about the club’s plans and how the strategic plan is going to provide lifestyle opportunities for qualified community members? “If you build it they will come” is a wellknown phrase from a popular movie. However, it does not necessarily correlate to membership growth success if you do not use strategic marketing strategies to inform the marketplace of your private club’s visionary effort.

6. Use technology to electronically introduce the compelling elements of your strategic plan. QR codes are an effective strategic marketing tactic to drive individuals to customized landing pages that will showcase the benefits of your strategic plan. Providing high-quality and informative marketing pieces in electronic and video formats is a critical strategic marketing element all private clubs should implement.

Even the most desirable brands, outside the private club sphere, focus a lot of their resources and efforts on the initial and continued strategic marketing of their product. Strategic marketing is used by Rolex, Ritz-Carlton, Versace and Tesla, to name a few, to intrinsically elevate their product to a “need-to-have” desirability. Private clubs can use strategic marketing to intrinsically elevate their strategic plans to a “must-have” mindset for current members and prospective members.

Strategic marketing is a never-ending process. Even if a private club has achieved full membership with a waiting list, there is still marketing that needs to be implemented with prosperity. Marketing of a private club is commonly associated with “feeling pain” and seldom associated with the fundamental concept of being proactive when times are at their best.

Unfortunately, there are a lot of private-club leaders who stop just short of having the ultimate success they desire by not applying strategic marketing to their strategic planning efforts. When private clubs begin their strategic planning process with the same priority and emphasis of using strategic marketing, it increases the probability that the strategic plan will successfully get done. Successful strategic marketing will make your strategic plan an absolute certainty. BR

When Love Ain’t Enough

How could this happen?

Sometimes a good manager with years of great service, outstanding numbers and raving fans gets zonked. Exited. Fired.

Fear makes the survivors ask “why.” How could this happen to a superstar like this? What were the signals they didn’t see? Why didn’t they “smell the future”? What could they have done to avoid The End?

And the inevitable gets asked: What can I do to make sure it doesn’t happen to me?

SOMETHING CHANGED

Sometimes long-tenured, highly successful, “happy in his or her job,” middle-aged club managers get told that it’s time for a change. Why, they ask, would a board want to disrupt the apple cart, toss out a winner and go foraging in the “unknown” for a replacement? Why indeed?

Obviously, something changed in the culture or the manager or in both, and “the alignment” between the manager and the club was lost. Dozens of “maybes” get thrown on the table. Here are a few.

Maybe they forgot that love ain’t enough. Personality is important, but the business of clubs is equally as important. Was he or she lulled into believing that “the warm embrace” would compensate for operational shortcomings?

Maybe they lost the buzz. Youth, novelty and new challenges create an adrenalin “buzz” and members want their manager to provide The Buzz. Maybe the GM had it once—a new club, huge challenges, 33 years old, 14-hour days—and lost it. Maybe the business of clubs became “ho hum,” “same old, same old” and the buzz slid silently out the back door.

Maybe they stopped pursuing the new “New Thing.” Staff, members, committees and boards want to be informed about the new New Thing. They want to be kept “in the loop,” to be informed about what’s happening “out there” on the cutting edge of clubdom. Maybe the heat of youthful curiosity had cooled and the GM lost interest in idea fairs, management publications, networking with the new generation of club managers, unlocking club mysteries near the cutting edge—and the board knew it.

Maybe they became a “no, mamma.” Young managers are happy to try anything once, and their willingness to experiment is infectious. Committees don’t appreciate hearing a manager say, “I’m happy to try that idea again, but we did that 17 years ago and it was a dog. But things may be different now (smirk!) so let’s give it the old college try and to hell with the losses.” Maybe Manager X became a “no, mamma” with people who wanted to hear encouragement from a “yes, mamma.”

Maybe they were too aligned with the old politics. Managers work closely with boards and committees, and those work experiences weld them together socially, experientially and politically. The longer the working experience, the more aligned the manager becomes with the “power brokers” who got stuff done during their multiple tenures in the hallways of power. Maybe the new generation of leadership resented these earlier alignments, felt excluded from this circle of intimacy, felt that they were outsiders looking in on an old boys’ network that was impeding progress.

Maybe they lost the catalytic edge. Managers are catalysts for the creative process. They start the process rolling by throwing ideas on the table and stimulating others to new heights of creative frenzy. Did the GM lose the “divine spark” that’s needed to get things bubbling, the sedentary moving and the comfortable itchy?

Maybe they lost focus. Running the local CMAA chapter, going to conferences, mentoring students, teaching at the local college, using up all of one’s vacation time to view the great paintings of Europe—all good for personal growth, but in the eyes of staff and members, a long way removed from the management of the dining room, golf course and bar. Maybe our manager friend forgot that operational performance needs focus, that operational focus can be diluted by “peripheral interests,” that the members and staff would notice his or her other enthusiasms, and eventually resent his lost operational focus.

Maybe they became blind to the signals. Managers need to “read the signals” to interpret unspoken messages and to act on this “insider information” once received and decoded. Members, committees and boards let the man-

GREGG PATTERSON

Gregg Patterson is founder and president of Tribal Magic. He can be reached via email: GJPAir@aol.com

ager know what they’re thinking well in advance of their saying it by their subtle comments and gestures. Maybe Manager X lost the ability to “read the signals” and became blissfully self-absorbed and oblivious to the big sigh, the rolling eyes, the not-so-subtle glance at the wall clock while he yapped along, smug and self-satisfied, blind to the signals of dissatisfaction.

Maybe they gave too many freebies to friends. Maybe the manager gave too many freebies to manager friends— rounds of golf, shirts, lunch, booze and miscellaneous stuff because professional courtesy “demanded it.” Maybe the members noticed that these friends got freebies when they, the members, had to pay. And they said, enough is enough!

åMaybe they wanted to save the big bucks. Longtime successful club managers cost a whale of a lot more money than someone in their 30s, hungry for the opportunity to lead an already successful club. Maybe the board figured they could pick up an enthusiastic upwardly mobile neophyte who would give them three good years and be gone, allowing them to hire someone else who would be equally as hungry, as young and as cheap. Maybe the salary, the perks, the benefits, the diversions, and the pampering of Manager X became too much for their “return on investment.”

Maybe the lieutenants were enough. Great managers hire, train and retain great lieutenants. Confident managers delegate lots to their lieutenants and are pleased when things run smoothly while they are absent from the club. Maybe the members came to believe that with a team like this, they didn’t need the manager anymore and that with a major league team, they could run the place with a minor league manager.

Maybe they were moaning and groaning too much. Leaders are eternal optimists who see the good in every person and every opportunity. Cynicism has no chapter in their management textbook. Maybe Manager X came to moan and groan a bit too much about aberrant members, unproductive staff, feudal club politics, the pile of paper on his desk, or the fact that he or she can’t get an upgrade on United for a five-week vacation to the Seychelles.

Maybe they forgot “the serpent in the grass.” Maybe the GM forgot that there are members who hold a grudge against the manager—long time, big time. They didn’t want the manager hired in the first place. They’re angry that the manager suspended their son for underage drinking. They’re seething because the manager wouldn’t let them have eight golfing guests when only three are allowed. These characters are dangerous and ready to strike when the opportunity arises. They wait in silence. And then when they get on the board or have the ear of the president, they do everything they can to “get you gone.”

Maybe they had no supporters in high places. Managers need to have raging fans on the committees and in the boardroom. Maybe Manager X lost his or her advocates at the policy level and there was no one left in the room to halt the accelerating spiral downward of negative comments and commentary about the manager and their performance.

And the board decided it was time for a change.

BE WARNED

Members and boards explore themes like these every day—behind closed doors, on the 17th fairway and in the card room at 11 p.m. It starts with whispers and builds. Managers can’t respond because they rarely hear the comments or are blind to the signals. The momentum builds, the anger grows, the conviction mounts, and it finally comes down to a single comment: “It’s time for a change.”

“It’s time for a change” is code for other things. Knowing those things is key for the club and for the general manager.

Members change. Boards change. Expectations change. The world changes. Keep up or get out and make sure the board comes along for the ride.

If the waitlist is long, the financials are good, the turnover is low, the clubhouse is glowing, the course is number one, the dining room is booming, and the buzz is on, these Big Negatives are never mentioned. But if the opposite is true and the club is on the ropes, the chirping will start, these negatives will be pondered, and the whispers will begin: “It’s time for a change.”

Sometimes it is. Sometimes it isn’t.

Anticipate the whispers. Smell the precipice. Prepare for the fall to avoid the fall.

And enjoy the journey. BR

NANCY’S CORNER

NANCY BERKLEY

Nancy Berkley is an expert on women’s golf and junior girls golf in the U.S. Nancy is a member of the World Golf Foundation Women’s Committee, and a member of the National Golf Foundation. She shares news about women’s golf – along with her opinions on www.nancyberkleygolf.com. Nancy has served on the governing boards of two golf clubs and currently is on the green committee and marketing committee at Frenchman’s Creek Beach & Country Club. She is a contributing writer for LPGA publications.

Viewing Golf as Entertainment – A Trend to Watch

A golf industry colleague, Greg Nathan, the chief business officer of the National Golf Foundation in Jupiter, FL, passed along a news article that he thought I should read.

The following headline immediately attracted my attention: “TaylorMade Golf Company Joins PopStroke and Tiger Woods to Elevate Golf’s Leading Putting and Entertainment Experience.”

When did this 400-year-old game of golf transition from a “sport” to a fun “entertainment” experience? The answer is when former Wall Street executive Greg Bartoli got together with TaylorMade and Tiger Woods and came up with a putting experience merged with entertainment features. The name “PopStroke” honors the memory of Tiger’s father, always called “Pop” by Tiger. In just four years,

PopStroke has become the leading putting entertainment experience in golf.

When I learned that a PopStroke entertainment experience was in Jupiter, FL, just an hour north of my home in Palm Beach Gardens, I could not resist a visit. I drove up on a Thursday afternoon in late May with my husband to keep me company. I had looked at some news articles and knew I was not going to see a traditional practice range or a typical “miniature golf” course.

What I did see were two 18-hole putting courses (one labeled red and one labeled black) both played with a putter only. Holes from tee to cup were labeled as a par 2 or par 3. The marketing message was “Eat, Putt, Drink.” Most unique was that the 18-hole courses were constructed entirely out of synthetic materials painted green if representing a golf green or beige if a sand bunker.

In the words of the developer: “This new golf experience aims to introduce a wider audience to the game in a more dynamic, affordable and less intimidating way. The goal is to foster indelible experiences for guests of all ages, skill levels and backgrounds by bringing friends and families together to enjoy the game of golf. We were truly inspired by the family orientation of the PopStroke model,” said David Abeles, TaylorMade president and CEO. “We believe this is an investment that will not only benefit our company, but also the future of golf for generations to come.”

I don’t expect Distinguished Clubs to build PopStroke courses, but I expect that juniors at your club who have had a PopStroke round or two will bring more knowledge about the golf experience to your course. Based on conversations with members here at Frenchman’s Creek, many already know about PopStroke. Good news travels fast, and news of a fun and family golf experience travels even faster. In my opinion, PopStroke has the potential to bring more young and new golfers to your golf club. BR

The objective is to be cognizant of whether the homes for sale are owned by a full golf member. That makes whoever buys that property extremely important to the club because it will affect the capture rate, either positively or negatively.

2. Take control of who is buying and selling real estate within your gates by managing the process internally. No, this doesn’t necessarily mean that the club must establish a brokerage. Although, that would be the ideal direction. The club could bring in a third-party broker, outfit the broker with an office and encourage the membership to use the broker if they sell their home.

Understandably, this strategy would likely be a point of contention with members who are also real estate agents. I

can tell you, however, that we are seeing clubs go this direction and the member support has been tremendous. Sure, you will have a few upset members but at the end of the day, they cannot be in control of who is buying in the gates and setting the market in terms of price.

Increasing capture rate is not something that can be accomplished in one year, or even two. This is a long-range initiative that if started today, will have a positive effect on the future of the club. We all know that having a majority of full golf, non-resident members would be a slippery slope. So be sure to be proactive on the real estate front and position it as a spoke in the wheel for the club to keep moving successfully. BR

and attendees to create and share captivating content. Keeping up with event trends enables planners to design visually appealing spaces and experiences that are inherently shareable.

Insta-worthy backdrops, interactive installations and creatively presented food and beverages contribute to the overall aesthetic and encourage attendees to capture and share their experiences online. By curating an event that resonates with social media influencers and trendsetters, event organizers can generate organic buzz, increase brand exposure and attract a larger audience for future events.

FOSTERING NETWORKING AND ENGAGEMENT

Events provide a platform for networking, collaboration and relationship-building among members. By incorporating current event trends, organizers can facilitate interactions and engagement.

Immersive activities, interactive workshops and collaborative sessions encourage members to actively participate and connect. Innovative event technologies such as virtual reality or augmented reality can foster networking opportunities, even in virtual or hybrid event formats.

By embracing these trends, event planners enable attendees to form meaningful connections, driving member satisfaction and creating a sense of belonging.

STAYING AHEAD OF THE COMPETITION

In the highly competitive event industry, staying up to date with event and food and beverage trends is crucial to remaining relevant. Clubs that fail to adapt and innovate risk losing members and engagement. By consistently monitoring industry trends, event planners can ensure that their events are fresh, unique and stand out from the crowd. Keeping up with emerging trends also allows for early adoption, setting the stage for innovation and positioning a

club as a leader in its field. A forward-thinking approach to event planning demonstrates a club’s commitment to providing exceptional experiences, attracting new members and retaining existing ones.

WHERE DOES THE INSPIRATION AND KNOWLEDGE COME FROM?

The internet certainly makes the job easier when searches for trends can be performed with a few quick keystrokes. Allowing staff who plan and create these experiences for your members to experience firsthand what a great experience feels like, though, cannot be beaten.

Make sure you allow for educational opportunities, such as the Association of Club Catering Professionals National Educational Experience (this year, at the Union League Club, Chicago, Sept. 10-12!), where creating immersive food and beverage experiences, creative event ideas and “wow moments” are exceedingly abundant.

It allows your team to experience what it feels like to be on the receiving end of an awesome experience. Then, they can go back to the club and create that feeling for your members. Also, sending them to great new dining experiences at restaurants in your hometown is another fun way to keep the inspiration fresh.

In today’s fast-paced world, staying on top of event trends and incorporating them into food and beverage offerings is no longer a luxury—it is a necessity for clubs aiming to enhance member experiences and elevate the quality of their events. By anticipating member expectations, curating exceptional culinary offerings, creating shareable moments, fostering engagement, and staying ahead of the competition, clubs can ensure their events are memorable and keep members coming back for more. BR

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ownership and responsibility of the vision of the club as it relates to culinary excellence.

Building a relationship between the general manager and the new executive chef will take time and mentorship. Schedule an hour each week (their hour) where the chef and the general manager sit and discuss items necessary for supportive action.

Meeting consistently formulates a better understanding of the partnership and expectations. Staff retention always starts in this relationship and teaching the chef how to manage and participate with defined agendas strengthens it.

Leveraging the organizational chart by alternating the weekly meeting between two offices is a benchmarkable best practice. Young culinarians learn to further respect the craft when seeing a general manager in the chef’s office. These sights inspire and highlight the importance of the executive chef’s role in the organization.

In preparation for these meetings, advice to budding or even established chefs is don’t come to the sessions empty-handed. If your partner, the general manager, can taste, see and feel the product, they have a better understanding of how, if necessary, to pitch it to members and, therefore, better support for the chef.

A talented chef wants new kitchen products, tools and equipment. Those who have a “wish list” traditionally are lifetime industry learners. To support these requests, ask for a capital project business plan, accompanying the vision. Normal costs, projected revenues, potential savings, as well as staff and member improvements are key components to include with wish list requests.

A successful proposal must be able to determine the value proposition to the club. With any capital request, the less personalized, balancing a complete club benefit is more likely to earn a higher probability of support.

In key member touchpoint capital projects, business cases can include a strategy for a “pilot.” This provides less finality to commitment, potentially giving subliminal board support, knowledge and engagement under a culinary research and development method.

Understanding the risk of change, temporary timelines might be more acceptable. These plans include measured feedback, with repair and maintenance for a set schedule of time. Pilots are vital to continue idea generation, uncover potential demand for services and endorse the concept of change.

Examples include menu designs, changes in service ware, service styles, various technology, or even uniforms. During the pilot, both member and employee feedback sharpens the scope and final decisions.

Some clubs have even turned the board meetings into light F/B research and development platforms. Hidden be-

tween monthly governance issues, emerging membership updates, or budget assumptions, hospitality can be sold continuously. A gentle reminder at this high-level meeting to not overlook culinary excellence as a key part of the membership value.

Board members understand that great deals are done over dining. A simple act of culinary inclusion ensures the chef interacts for a few minutes each month, being known and energized at this audience level.

In numerous club visits or discussions, innovation, creativity, or lack of change plagues the reputation of many executive chefs. The balance of change and the consistency required might never be solved.

With these conundrums, an executive chef can begin to lose that creative edge if not measured through education, benchmarking or conference participation. Dining out is required for any club’s culinary product to stay fresh and vibrant. Often members are more versed in local establishments, which can leave the kitchen out of the conversation.

A general manager benefits from dining partnerships by learning insights about culinary excellence. The more time spent on the club’s authority on food, the stronger members’ needs can be understood. One doesn’t need to be in love with food to respect those who are.

Finishing the education sector and creating annual goals around certification within the industry is paramount to the motivation of the existing talent. It is also a tool for recruitment. Education is the number one value proposition of a stronger culinary department.

While all clubs discuss staffing, chefs who have industry reach, local community involvement and succession planning have the greatest chance for a balanced staffing model.

Great trust, respect and education will always be timeless pillars in a lasting partnership. As a mentor once said, “I come to work to be with my friends and together we create greatness.” BR

Lawrence McFadden, CMC, ECM is a search and consulting executive with Kopplin Kuebler & Wallace, an executive search and consulting firm in the private club and hospitality industries. Lawrence can be reached at (239) 963-6888 and at lawrence@kkandw.com.

Annette Whittley is a search and consulting executive for Kopplin Kuebler & Wallace, an executive search and consulting firm in the private club and hospitality industries. Annette can be reached at (561) 8271945 and at annette@kkandw.com.

Accordingly, to understand what makes a great private club, you must first understand what comprises a club’s member experience.

At Distinguished Clubs, our approach is to break Member Experience (ME) into five component “Qualities”: Product Quality (PQ), Service Quality (SQ), Facilities Quality (FQ), Governance Quality (GQ), and – most importantly – Intangible Quality (IQ), where ME = PQ + SQ + FQ + GQ + IQ.

We use this formula when determining a club’s worthiness of achieving Distinguished Club status through our merit-based evaluation process. In other words, Distinguished Club status is based 100 percent on a club’s member experience as determined by this formulaic method. This incorporates our in-person onsite surveyor visit to the nominated club, including in-depth interviews of leadership staff, observational verification, and extensive pre- and post-visit research.

Beyond our evaluative award process for nominated clubs, but also based on this philosophical and methodological approach to assessing member experience at a private club, and therefore its “greatness,” Distinguished Clubs now offers a tool that any private club can use to assess and monitor its own club’s member experience – all on their own.

ClubIQ®, is the first ever Member Experience Polling™ system that goes far beyond merely finding out a club’s Net Promoter Score®, as it provides club managers with a clear road map of how to improve that score by quickly pinpointing and intuitively conveying exactly what aspects of the member experience are going well and what aspects need to be worked on.

In addition, ClubIQ® generates its own proprietary metric called the Member Experience Index™ (MEI™) on a department-by-department and club-overall basis, all based on our member experience formulaic approach.

Based on a 0 to 100 percent range, MEI answers the question, “How good are we at providing the best possible member experience according to what’s most important to our members?”

Not only is this metric so telling and reliable that some clubs use it for department head bonuses because it is based on the same questions for every club that uses ClubIQ®, but clubs can also compare their MEI scores to the MEI scores of other clubs using ClubIQ® department-by-department. As one general manager told me, “We use Club Benchmarking for comparative financials and ClubIQ® for our [comparative] Member Experience.”

So, what makes a great private club? Use ClubIQ® and find out for yourself!

PUBLISHER’S FINAL THOUGHTS

An excellent member experience is crucial to the success of a club. A happy member is one who is likely to become loyal and even refer others for membership. They will use your club, which, of course, will increase retention.

Our team has visited over 1,300 clubs. Almost all of them say they have the best club, staff and members. But do they?

PEOPLE FOCUSED, QUALITY DRIVEN

RACQUETS EXECUTIVE SEARCH & CONSULTING

EXECUTIVE SEARCH & TALENT RECRUITMENT

MEMBER SURVEYS

PROGRAM / FACILITY ASSESSMENT & PLANNING

OPERATION / BUDGET REVIEW

PROFESSIONAL STAFF TRAINING

SOP DEVELOPMENT & IMPLEMENTATION

CONTRACT REVIEW & COMPENSATION STRATEGY

“Working with KK&W to help Loblolly find a Director of Racquets was a most enjoyable process from start to finish. We had a large task ahead of us in replacing a tenured and highly admired Tennis Professional following retirement. KK&W’s efforts were timely, laser focused on our specific needs, and well communicated during each step of the process. The KK&W team was second to none and exuded friendliness, professionalism and confidence in their ability to find us the right candidate to take our program into the future.”

Director of Operations / COO Loblolly, Hobe Sound, Florida

PARTNER OF THE YEAR Professional Tennis Registry

Using our ClubIQ® polling survey, we have found that the most popular clubs, the ones Golf Digest or other awards’ companies say are the best of the best, quite often are not!

I won’t mention those clubs, but when we compare their member experience index (MEI) number to other clubs not considered top tier, the top tier clubs’ numbers were lower. I’ve seen this firsthand. The popularity of clubs doesn’t mean they are providing their members with the best experience. So, why are they still considered the best?

The only way to accurately validate a great member experience is by visiting the club, taking a complete tour, meeting with the board president, interviewing the GM/CEO, interviewing department heads and polling the club’s members. It’s not a situation of asking other clubs’ general managers or their members to rate a club that they haven’t visited or have done the proper research on that club.

Clubs that systemically monitor the member experience can take important steps to improve it. Members’ expectations are partly set by their previous experience with your club’s offerings. Members instantly compare each new experience, positive or otherwise, with their previous experiences and judge it accordingly.

To reiterate, as outlined by our industry experts, great private clubs are characterized by a combination of exceptional amenities, outstanding service, a strong sense of community, and a commitment to providing an unparalleled member experience.

These defining characteristics contribute to a great club’s success that sets it apart.

1. Exquisite amenities and facilities: A great private club offers an array of exquisite amenities and top-notch facilities that cater to its members’ diverse interests and preferences. This may include a meticulously designed golf course, state-of-the-art fitness center, luxurious spa, fine dining options, swimming pools, tennis courts, event spaces, and other recreational and entertainment facilities. The quality and variety of these amenities contribute to the overall appeal and exclusivity of the club.

2. Exceptional service and hospitality: Great private clubs emphasize exceptional service and hospitality. Club staff are trained to provide personalized and attentive service to members, anticipating their needs and surpassing their expectations.

Members should feel welcomed and valued when they arrive at the club. The staff should be knowledgeable, professional and dedicated to ensuring a seamless and memorable experience for every member and their guests.

3. Sense of community and camaraderie: A strong sense of community is a defining characteristic of an extraordinary private club. It’s a home-away-from-home. Members should feel a genuine sense of belonging and camaraderie with fellow members.

The club should foster a welcoming and inclusive environment where members can socialize, build relationships, and

engage in shared interests. This can be facilitated through various social events, networking opportunities, interest groups, and organized activities encouraging interaction and connection among members.

4. Exclusive and selective membership: Great private clubs maintain an air of exclusivity and selective membership. The membership criteria should be carefully curated to ensure a diverse yet compatible group of individuals who align with the club’s core values and contribute positively to the club’s atmosphere.

A rigorous referral, application, and vetting process, including recommendations and interviews, can help maintain the club’s prestige and ensure that new members enhance the overall membership experience.

5. Commitment to continuous improvement: A great private club is committed to constantly improving all aspects of its operations. This includes regularly investing in facility upgrades, staying abreast of industry trends, and adapting to its members’ evolving needs and preferences.

The club’s leadership, including the board and management, should actively seek member feedback, conduct surveys, and take measures to address any areas of improvement. By embracing change and innovation, a great private club can remain relevant and attractive to current and future members.

6. Unparalleled member experiences and benefits: A great private club strives to provide its members with exceptional experiences and exclusive benefits. This may include hosting prestigious tournaments or events, offering unique dining experiences, curating special member-only programs or classes, and providing access to reciprocal clubs worldwide. The club should continually seek ways to exceed member expectations and create memorable moments that enhance the overall membership experience.

7. Strong governance and financial management: Financial stability and prudent management are essential characteristics of an extraordinary private club. The club’s leadership, including the board and management, should ensure the club operates within a sound financial framework, with careful budgeting, strategic planning, and effective cost management.

Transparent financial reporting and accountability contribute to the membership’s trust and confidence, ensuring the club’s long-term sustainability and success.

By embodying these defining characteristics, a private club can create a unique and coveted environment that members are proud to be a part of, ensuring its continued success and appeal as a ‘great private club.”

At least, that’s the way I see it. BR

John G. Fornaro, publisher

Assessing Private Clubs

Below are the top three companies that assess the best hospitality hotels, restaurants and private clubs with the best practices and validate through onsite interviews and inspection.

BoardRoom magazine ‘Distinguished Clubs’ program: (Inspects) The only independent, merit-based global designation recognizing private country clubs, golf clubs, athletic clubs, city clubs and yacht clubs whose management and staff deliver an exceptional member experience. An independent advisory board comprised of the top industry experts created the distinguished practices standards. BoardRoom magazine, now in its 27th year, is the number one publication for the private club industry. Distinguished Clubs are not recognized by the popularity of their club, their general manager or their owner. Rather, Distinguished Clubs, their staff and management earn this designation through our proprietary formula.

• Intangible quality

• Service quality

• Governance quality

• Facility quality

• Product quality.

Forbes Travel Guide: (Inspects) Is the global authority on luxury hospitality. Professional inspectors travel worldwide to assess the finest hotels, restaurants, spas and ocean cruise ships based on hundreds of exacting standards that determine Forbes’ coveted annual star ratings. Forbes understands the complexity and differences between hotels and private clubs. Forbes has chosen Distinguished Clubs as its partner based on its reputation, standards and credibility of the program.

Michelin Guide: (Inspects) The Guide gives little consideration for décor or quality of service. They write detailed reports on every meal and restaurants using five criteria:

• Quality of ingredients

• Flair and skill in preparing ingredients and combining flavors

• Chef’s personality as revealed through their cuisine, and

• Value for money and consistency of culinary standards.

Platinum Clubs of America: (Vote by club representatives): A preliminary ballot—that includes previous Platinum Clubs and those receiving an Honorable Mention—is sent to all private club managers across the country. Managers are given the opportunity to nominate additional clubs for the final ballot. If approved by the advisory board, clubs are included in the final ballot, which is distributed by SportsHub Technologies, a third-party election manager. Club managers also receive a second ballot for the club president or owner.

He made our golf club a good quality one, and me? He made me his wife and a person passionate for grass, plants, trees, and flowers.

Today, our Malanquin Golf Club has 18 holes, a beautiful new club house and the membership that has grown to about 800. – Gabby Doherty

In the past 30 years, my Dad has traveled over 2.5 million miles while visiting more than 2,000 golf course and country club throughout the US, Canada and Mexico. He has been a speaker at 20-plus GIS and numerous Golf Course Superintendent Association Chapter events.

He’s authored more than 100 stories based on ISTRC’s objectives of developing a better understanding of the physical properties of sand-based greens, push-up greens and athletic fields, many of which have been published in BoardRoom magazine

Love you, Dad. We’re all really proud of you as the recipient of the Dave White Editorial Award for 2022 and for all you’ve given to the BoardRoom magazine and the industry. BR

If your club accounting and POS software is 7, 10 or even 15 years old, you may be thinking of making a change. So were many of our club clients, who hired us to help them make that decision. Surprise! After a thorough needs assessment, 7 of 10 clubs decided to retain and improve their existing software. Money saved. Business interruption avoided. To learn more, contact us. 400+

DICK KOPPLIN

Richard (Dick) M. Kopplin, CMAA Fellow, is a partner with Kopplin, Kuebler and Wallace, a private club industry executive search and consulting firm. You can reach Dick via email: dickopplin@aol.com

THIS MUCH I KNOW FOR SURE

Gravitas: If You Don’t Have It, You Can Learn It

It was one of those hot, humid nights in Minnesota when the air conditioning in my small office was simply not capable of keeping me cool.

My sleeves were rolled up and I was sweating (literally) while working on the budget projections for next year.

I suddenly realized that it was 6:30 p.m. and our Tuesday Twilight nine-hole member group would be in the middle of enjoying dinner. It was also one of the weeks when members would invite guest couples to join the event.

I walked into the dining room...directly to my club president’s table and he introduced me to his guests. I then worked my way around the dining room and greeted members and their guests at all of the other tables.

As I walked back to my office, I felt certain that I had made a good impression, not only because I greeted every member table but also because I took the time to talk to their guests. I couldn’t have been more wrong!

When my club president, Mr. Rosenbaum, walked into my office for our typical meeting the following Saturday morning he was rather direct.

“Dick, do you understand what the word gravitas means?” he asked. I told him I did not. He then explained to me that the word was from the Latin word gravis, meaning serious and that Webster defined the word as dignity, seriousness or solemnity of manner.

But, he added, “I also think it represents how someone will comport his or herself and whether they demonstrate ‘class and grace’ in their social and professional interactions.

“When you walked into the dining room last Tuesday evening, your tie was loosened, your sleeves were rolled up and you were perspiring, which was even evident on your shirt. You appeared totally disheveled; the exact opposite of gravitas and I was actually embarrassed for you and for the club when you introduced yourself to my guests.

“While you clearly demonstrated a lack of gravitas last Tuesday, you can certainly learn how to develop that executive presence in the future.”

Then he shared three characteristics with me that he believed were key to exhibiting gravitas. While I might have heard some of these and other tips before, I decided that I would focus on the three he suggested.

The first is personal appearance. “Dick when we see you at the club, we expect to see someone professionally dressed who looks like they are in control,” he said. From that day on I never appeared in the club dining room without my sport coat or suitcoat and the rest of the management team followed my example. Mr. Rosenbaum also said that part of appearance is body language with good posture and slow and measured movement.

The second is how you speak and the language that you use. He told me the best way to communicate was to ask questions and listen, instead of talking about myself.

“The best conversationalists learn more about the person they have just met than they share about themselves,” he suggested. “It is a great way to honor and re spect the person you are talking to. When you slow down your speech you can say more by saying less and your comments will carry more weight,” he continued.

The third is how you act. Instead of moving around a room in an agitated fash ion, slow down and take your time as you leisurely yet purposely stop to engage in conversation with people.

“Quite frankly, Dick, the way you were rushing around the dining room last Tues day we thought maybe something was wrong. You seemed nervous and out of control,” Mr. Rosenbaum added.

I think we have all encountered people who seem to have that special “charisma” or “gravitas” and through the years I’ve observed that they will typically exhibit all three of the characteristics that Mr. Rosenbaum shared with me.

They will always seem to be the bestdressed person in the room. They tend to ask more questions and listen attentively while speaking succinctly when it is their turn. And finally, since people tend to gather around them, they seem to move around a room at a very measured pace.

I’m not certain that I will ever achieve the level of gravitas that I see in so many people I admire but I will always work on the three tips Mr. Rosenbaum shared with me.

This much I know for sure. BR

T h e C l u b L e a d e r s h i p A l l i a n c e

2 0 2 3 F a l l P r e s i d e n t s C o u n c i l

" T h e C l u b o f t h e F u t u r e - T o d a y "

O c t o b e r 8 t h & 9 t h

C h e r o k e e T o w n a n d C o u n t r y C l u b

Featuring Club Leaders & the Best Practices That Create Sustained Club Success

i g h t s a n d e x p e r i e n c e s g a i n e d t h r o u g h p a r t n e r s h i p s w i t h t h e m o s t s u c c e s s f u l c l u b s i n t h e c o u n t r y .

WITH EDUCATION PRESENTED BY CLA PARTNER FIRMS

BOARDROOM MAGAZINE COUNTRY CLUB INDEX

Kris Butterfield, director of membership, communications & public relations, Bethesda Country Club and president of PCMA

Jarrett Chirico, USPTA, PTR, PPTA,PPR, director of racquets, Baltimore Country Club, Baltimore, MD

Nicole Coughlin, membership event coordinator, Superstition Mountain Golf and Country Club, Gold Canyon, AZ

Tom Elliott, GM/COO, the Pittsburgh Field Club, Pittsburgh, PA

Blake Froling, GM, Gamble Sands, Brewster, WA

Mark Gurnow is a longtime PGA member and general manager of Superstition Mountain Golf and Country Club, Gold Canyon, AZ

Karen Harmon, GM/COO officer, Sarasota Yacht Club, Sarasota, FL

Scott Holden, president, Pittsburgh Field Club, Pittsburgh, PA

Chris Hull, COO/GM of Bear Lakes Country Club, West Palm Beach, FL

Peter Jackman, GM, Terminal City Club, Vancouver, BC, Canada

Dan Kaplan, president and CEO of the board of governors, The Polo Club of Boca Raton, FL

Dr Bonnie Knutson, the Country Club of Lansing and the Michigan Athletic Club

Pete Kujawski, member, Sarasota Yacht Club, Sarasota, FL

Nancy Levenburg, member, Spring Lake Country Club, Spring Lake, MI

Josh Nylin, F&B director at Superstition Mountain, Golf Canyon, AZ

Rhonda Palmer, member, Terminal City Club, Vancouver, BC, Canada

Robert D Podley, CCM, CAM, GM, Colonial Country Club in Fort Myers, FL

Pamela Radcliff, SHRM-SCP, CAM, director of human resources, Hideaway Beach Club, Marco Island, FL

Duncan Reno CCM, CCE, GM/COO, Del Rio Country Club

Corey Rose, president, Westwood Country Club, Vienna, VA

Bryan Stone, GM/COO, Westwood Country Club, Vienna, VA

Mark Spadoni, managing director, Omni Homestead Resort, Hot Springs, VA

Julia Yan, esteemed president, Terminal City Club, Vancouver, BC, Canada

Charlie Zacharias, president, Bear Lakes Country Club, West Palm Beach, FL

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