Page 1

CLUB MANAGER QUARTERLY

GREEN SCREEN PREPARING FOR LEGALIZED MARIJUANA IN THE WORKPLACE

FAMILY FOCUSED The future reality for private clubs

REDUCING YOUR ENVIRONMENTAL FOOTPRINT What some of our member clubs are doing

CRUISING THROUGH RETIREMENT Time to reap the benefits of your hard work

WINTER 2018


1503571 - Sysco Ingredients for Success Ad - Full Page Resize.pdf

1

2017-05-19

9:07 AM

C

M

Y

CM

MY

CY

CMY

K

2 | CLUB MANAGER QUARTERLY WINTER 2018

CSCM.ORG


CLUB MANAGER QUARTERLY WINTER 2018 JOURNAL OF THE CANADIAN SOCIETY OF CLUB MANAGERS

Leadership in professional club management in Canada. 2017–2018 BOARD OF DIRECTORS PRESIDENT Carol-Ann Goering, CCM VICE PRESIDENT Trevor Noonan, CCM, CCE

Jeff Germond Bruno Hamelin Kimberley Iwamoto, CCM Michael Kenney, CCM, CCE, PGA David Main Jon Nusink, CCM, CCE Jason Sigurdson, CCM, CCE

CHIEF EXECUTIVE OFFICER

Suzanne Godbehere NATIONAL OFFICE

201-5399 Eglinton Avenue West Etobicoke, ON M9C 5K6 Tel: (416) 979-0640 Toll free: 1-877-376-CSCM Email: national@cscm.org Website: www.cscm.org EDITORIAL ADVISORY COMMITTEE CHAIR COMMITTEE

STAFF LIAISON

Eric Sargent , CCM Dan Campbell, PGA Paul Morrell, CCM Ryan Tracy, PGA Parveen Dhindsa

CLUB MANAGER QUARTERLY is published

quarterly with copy deadlines on the first day of March, June, September and November. MANAGING EDITOR

ART DIRECTOR DESIGNER PRINTING

Stephen McNeill Q4 Communications Eric Pezik Q4 Communications Patti Whitefoot-Bobier Q4 Communications Sportswood Printing

Canadian publications agreement #40032775 Published May 2018/CSCM-Q0308

CONTENTS MESSAGE FROM THE EDITORIAL ADVISORY COMMITTEE 4 Stay Ahead of Change MAKING OUR CLUBS A BETTER PLACE FOR MEMBERS AND STAFF By Eric Sargent, CCM MESSAGE FROM THE PRESIDENT 5 Managing Change PROGRESS MADE ON SOME OF OUR INITIATIVES By Carol-Ann Goering, CCM MESSAGE FROM THE CEO 6 True to the Vision NEW STAFF ARE COMMITTED TO ENSURING PROGRESS By Suzanne Godbehere

COMPETENCIES FACILITIES MANAGEMENT 9 Reducing Your Environmental Footprint WHAT SOME OF OUR MEMBER CLUBS ARE DOING Facilitated By Ryan Tracy, PGA FACILITIES MANAGEMENT/HUMAN & PROFESSIONAL RESOURCES/ LEADERSHIP 12 Green Screen PREPARING FOR LEGALIZED MARIJUANA IN THE WORKPLACE By HR DOWNLOADS HUMAN & PROFESSIONAL RESOURCES 15 Bill 148 STEERING THROUGH THE CHANGE By Dan Campbell, PGA 18 Cruising Through Retirement TIME TO REAP THE BENEFITS OF YOUR HARD WORK By Sandra G. Mcleod FCPA, FCA, MCC, CTC MEMBERSHIP & MARKETING, GOLF AND RECREATION 21 Family Focused THE FUTURE REALITY OF PRIVATE CLUBS By Trevor Coughlan 23 Craig’s Most Excellent Winter Adventure HOW I SPENT THE OFF-SEASON AND THE STORIES I HAVE TO TELL By Craig Rusnak, CCM, CCE MEMBER PROFILE 27 Liz McDowell 29 How CSCM Members Can Use Social Media to Tell The World What We Do

CLUB MANAGER QUARTERLY WINTER 2018 | 3


M E SSAG E F R O M T H E E D I TO R I A L A DV I S O RY CO M M I T T E E

Stay Ahead of Change Making our clubs a better place for members and staff

ERIC SARGENT, CCM

C

hanging a culture isn’t easy. Especially in private clubs. Clubs are supposed to be timeless, consistent, and familiar. Change of any kind can come with a resistance from members and staff. But the culture at your club is probably changing right now. Are you leading it, managing it or just trying to catch up to it? Currently, we’re in a perfect storm for a change. Just look at the Table of Contents for this issue of Club Manager Quarterly to see that change is swirling around us: • There has been significant change within our own CSCM National Office as we welcomed our new CEO, Suzanne Godbehere, and new Manager, Professional Development, Parveen Dhindsa – almost two thirds of our National Office staff! On behalf of the Editorial Advisory Committee I look forward to working with them and can already tell that they will be great advocates for our Society! • Legislative changes such as the Ontario Employment Standards Act have had a significant impact on clubs in Ontario, 4 | CLUB MANAGER QUARTERLY WINTER 2018

requiring immediate changes to club policies and procedures to ensure compliance. Looking ahead we are going to have to deal with the issue of both the medical and recreational use of marijuana by both club staff and our members. This article is just the starting point. Watch for more discussion of this complex topic in upcoming issues. • A significant trend within clubs is a greater focus on family, particularly given societal changes, to ensure the club’s ability to attract new and retain current members. • Even the article on cruising through retirement reflects a significant change in the demographics of our industry as so many of our seasoned managers move on. Sometimes change occurs when we are removed from our everyday environment, as experienced by our very own Craig Rusnak, CCM, CCE. We have a special article in this issue from Craig recounting his recent volunteer experience this past March at the 2018 Paralympics in South Korea. We asked Craig to comment on how he thought the games had created change. His response… “The Paralympic movement has changed the way people in our society with physical challenges have been able to become more active in the sporting world. I have certainly changed my perspective after becoming involved with these athletes. I am one of the fastest skiers amongst our group of volunteers and do enjoy pushing myself down the mountain on an open track and I simply cannot keep up to some of these athletes, especially those in sit-ski buckets when they decide to ‘send it’, as

it is called, when they come out of the start hut. Not only has our perspective of these athletes changed, but more importantly their perspective of themselves has changed. A visually impaired skier flying down a downhill track with their guide right in front of them in perfect unison, or a one-legged skier cross-blocking gates down as they work their way through a slalom course are accomplishments I would never have imagined being a part of. How many people had to lead the charge for those changes? How long ago would that have been deemed too dangerous? Those athletes are experiencing something that they never could have dreamt of a few decades ago and are making nations proud whether they stand on the podium as top three or not. Incorporating some change in our club lives can be daunting, and we will have some failures, but the movement towards something greater should always be our end goal. Our clubs need to keep looking at change and how we can get out front of it and make it our friend, not our foe. The clubs that embrace change and draw in members will be the ones standing on the podium at the end.” As club managers we need to be ahead of the change where possible. We can lead reform by showing our team members that we support them and that we not only acknowledge the change, but welcome and embrace it to make our clubs a better place for members and staff alike, and ensure the health of the club for the future. We hope that Club Manager Quarterly can help by providing you with ideas, information and an opportunity for discussion! CSCM.ORG


M E SSAG E F R O M T H E PR E S I D E N T

Managing Change Progress made on some of our initiatives

“ CAROL-ANN GOERING, CCM CSCM PRESIDENT

O

ver the past six months, the Society has been managing a number of changes related to the transition of our leadership in Fall 2017. I am pleased to report on the progress we have made to date on some of our strategic initiatives. CMAA In February, our Chief Executive Officer, Suzanne Godbehere, and I attended the CMAA conference in San Francisco. It was an honour to represent CSCM amongst 2,000+ attendees from around the world with over 21 countries and nine official partners that operate education programs and use CMAA’s certification program present. While the conference provides CSCM leadership with the opportunity to learn more about industry trends and gain exposure to new content for our own professional development programs, more importantly, it gives us a voice within the international community. There are a series of international events that occur over the week including a global certification meeting (Jason Sigurdson, CCM, CCE, Certification Committee Chair, attended as well);

contained both an education element as well as an opportunity to brainstorm ideas for future development. The group also had the opportunity to visit the London Hunt & Country Club for a wonderful dinner hosted by my fellow director, Jon Nusink, CCM, CCE, General Manager. Thanks also to Geoff Curphey, CCM, of The London Club for hosting the Board dinner on Friday evening.

It won’t be a surprise to learn that growth and retention was a key topic for discussion...

” and an international symposium and cocktail reception. CSCM is a key partner of CMAA – with the largest number of CCM designates outside of the USA, we currently have 69 CCMs, 18 CCEs and 116 managers enrolled in the program in Canada. We certainly value our relationship with CMAA and are looking for ways to ensure our managers are successful in their pursuit of these professional designations. CSCM’s Strategic Vision In March, we held CSCM’s Annual Leadership Forum that brought together the nine members of our National Board and representatives from almost all of our 11 Branches. The two-day workshop serves as a valuable tool in our governance model, allowing both the Board and the Branches to share ideas as well as to evaluate our progress towards our Vision 2020 strategy to ensure it is still relevant and that we are working toward similar shared goals. The workshop, facilitated by Carolyn Everson of The Everson Company Inc.,

We are compiling our notes now, but I can confirm that our framework, established in our Vision 2020 exercise, highlighting Members First remains the same. It won’t be a surprise to learn that growth and retention was a key topic for discussion, something I had identified as a priority in the Fall 2017 edition of CMQ. NAGA CSCM continues as a key member of the National Allied Golf Associations, with our partner associations – PGA of Canada, Golf Canada, Canadian Golf Superintendents Association and the National Golf Owners Association. At the end of May 2018 we will be participating in Canada’s first ever We Are Golf campaign and declaring May 29 as National Golf Day. The day will involve representatives from each association lobbying the federal government about the importance of the sport of golf and the positive effects it has on the economy. Best wishes for a great summer at your clubs and I look forward to seeing everyone in Halifax for our national conference in October 2018! Sincerely, Carol-Ann Goering, CCM CSCM President CLUB MANAGER QUARTERLY WINTER 2018 | 5


M E SSAG E F R O M T H E CEO

True to the Vision New staff are committed to ensuring progress

“...we are committed SUZANNE GODBEHERE CSCM CEO

W

ith over six months having passed since I joined CSCM I have had the pleasure of meeting many of you, whether it be through attendance at our national events, attending Branch Annual General Meetings or Branch professional development activities. Our members have been so welcoming, thank you for assisting me in my transition to the club management industry. With over 60 percent of the office staff being new, there are certainly some challenges to managing the National Office. That said, we are committed to ensuring we continue with our Vision 2020 mandate and creating a Society that is responsive to your needs. Corporate Partners We signed Toro Company as a Gold Corporate Partner in February. We have worked with Toro for a number of years as a sponsor of our conferences so are thrilled to have them join our Corporate Partner program. In addition, in March 2018 we renewed our agreement for a three-year period with BFL CANADA, one of our original partners. Education The last several months have included

6 | CLUB MANAGER QUARTERLY WINTER 2018

to ensuring we continue with our Vision 2020 mandate and creating a Society that is responsive to your needs.

some valuable education for our members including: • Business Management Institute – General Manager/COO – Toronto, Ontario This course had 28 attendees from across Canada and was held in conjunction with the Ted Rogers School of Management at Ryerson University. • National Food & Beverage Management Conference, Passion & Tradition – Montreal, Quebec The event was a success with 116 registrants, including four students, the most since 2013. Rock Thomas was an excellent pre-conference CMI speaker, his session was entitled Make it Happen…No Matter What. There were 26 registrants for this session.

of nine speakers, a member panel discussion on why members join clubs, and an off-site dinner. Hats off to Natasha Sawatsky and Mandy Martin of the Glencoe Club in Calgary for ensuring the great success of this event! • Governance Workshop with Henry DeLozier – Toronto, Ontario This workshop had an intimate but engaged group of 15 participants including club managers and representatives from their respective boards. The group had the chance to learn the importance of good governance from Henry but also to share ideas with each other. The 2018 National Conference Start With Why being held in Halifax, Nova Scotia is shaping up quite nicely with the local committee actively engaged. The program contains a good mix of topics such as the Use of Psychotropic Substances in the Workplace and Elevating Your Executive Presence. The program will launch in the next few weeks so stay tuned! This edition of the magazine is much later than forecast and we will endeavour to stick to schedule in the future. Thank you for your patience during this transition. I look forward to seeing all of you in Halifax! Warm regards, Suzanne Godbehere Chief Executive Officer

• Western Region Seminar – Calgary, Alberta Thirty-three individuals registered for the seminar and the program consisted

CSCM.ORG


2018 Board of Directors

PRESIDENT Carol-Ann Goering, CCM

VICE-PRESIDENT Trevor Noonan, CCM, CCE

Jeff Germond

Bruno Hamelin

Kimberley Iwamoto, CCM

Michael Kenney, CCM, CCE, PGA

David Main

Jon Nusink, CCM, CCE

Jason Sigurdson, CCM, CCE CLUB MANAGER QUARTERLY WINTER 2018 | 7


At Desert Mountain, John Deere’s presence is felt on every one of our

108 holes of golf. We rely heavily not only on their equipment but also their Service, Support, and Financing. For nearly twenty years, John Deere has been our exclusive equipment supplier and Desert Mountain couldn’t ask for a better partner to help maintain our club and community.

BOB JONES Chief Operating Officer General Manager Desert Mountain, AZ

Desert Mountain, Cochise Course

Discover what Bob Jones knows already: that John Deere Golf is much more than just equipment to golf courses. Our national distributor network delivers unprecedented levels of service and support. And thanks to John Deere Financial, you can work with experts who have designed financing especially for the golf industry. And our discounts program delivers tremendous savings to your course and your members. We want to help you succeed, on the course and off. For more on how we can help your course, go to JohnDeere.ca/Golf.

Trusted by the Best 68457


FAC I L I T I E S M A N AG E M E N T

Reducing Your Environmental Footprint What some of our member clubs are doing D I A LO G U E

Facilitated by:

Participants:

RYAN TRACY, PGA General Manager, Miramichi Golf & Country Club Club, Miramichi, NB

GEOFF CURPHEY, CCM General Manager, London Club, London, ON

KEVIN HURD General Manager, Royal Yacht Squadron, Halifax, NS

DAVE JONES, CCM Assistant General Manager, Calgary Petroleum Club, Calgary, AB

JASON PORTER General Manager, Riverside Country Club, St. John, NB

Four club managers from coast to coast discuss their progress in reducing the size of their clubs’ environmental footprints.

C

hances are, you and your club have considered the impact club operations have on the environment. Many clubs are including it in their values and this trending topic will likely only garner increased attention as seasons come and go. We have spoken to club managers at a city club, golf club, yacht club and curling club to find out how they are reducing their impact while also in some cases saving money. 1. Has your club put more, less or the same amount of attention towards the size of its environmental footprint in the last few years? Kevin: Our club has multiple recycling and compost stations across the property, making it accessible to members, staff, and visitors alike to manage the discarding of items appropriately. Our junior sailors and Race Team members bring their own water bottles

and use filling stations, reducing the usage of plastic bottles. Our recent Opti Nationals Regatta in 2017 was recognized officially as a green event, whereby no plastics were used for lunches or drinks. Our most recent project in reducing our footprint was the installation of the first Seabin in Canada, a floating bin that siphons water from the surface and passes it through a catch bag inside, leaving the litter trapped in the bag to be disposed of properly. Dave: At my previous club, the Canmore Golf & Curling Club, we focused more attention on our property and facilities, for cost savings and to help to reduce our environmental footprint. The club overall was nearing the end of acquiring its Audubon International recognition. Any major course project near water requires provincial approval. Clubs overall are considered to be very good environmental stewards.

Jason: Yes, definitely, over the past 12 years our Club has made every effort possible to ensure we are reducing our environmental impact or footprint. In 2006 we became an Audubon certified sanctuary and take pride in keeping this certification. Being an Audubon golf course means that we use every effort to protect water quality and quantity, restore plant and wildlife habitats, fight invasive species and educate our community about quality of life benefits. This year alone we reduced the amount of fertilizer used on greens, monitored water levels and used at the best times to reduce the amount used, and continued our cutting of Buckthorn which is an invasive species. Geoff: The London Club has expanded our attention towards our environmental footprint over the past four years. We have done this for two reasons, the first to reduce our impact on the environment, and the second to reduce our costs where we can. CLUB MANAGER QUARTERLY WINTER 2018 | 9


FAC I L I T I E S M A N AG E M E N T

2. Are there any examples of action taken to minimize your club’s ecological footprint? Kevin: The Royal Nova Scotia Yacht Squadron has become the site of Canada’s first Seabin and the second in North America. We are proud to be among the first yacht clubs worldwide to install a Seabin and do our part to help highlight this new technology. As sailors, we see evidence of the growing problem of ocean pollution in our waters every day. Installing a Seabin is just one of the many things we are doing at the RNSYS to help address the problem of ocean littering. https://bit.ly/2AdaFxR Dave: In 2010 the Canmore Club installed a low emissivity ceiling to help reduce refrigeration energy requirements resulting in total curling rink energy cost savings from 20 to 33 percent annually. Today’s low emissivity ceilings can be seen in thousands of rinks around the world, saving energy and reducing operating costs.

10 | CLUB MANAGER QUARTERLY WINTER 2018

Jason: Other strategies include less fertilizer used on the course yearover-year, minimal use of herbicides and only as a last resort, no use of pesticides in over 15 years, weekly monitoring of the use of water and the development of course drainage to reuse water. We have also reduced the amount of water used on the course and we keep deer corridors open on the course. Geoff: The London Club has reduced our footprint by: • Changing out 90 percent of the lights in the building to LEDs; • Changing to compostable take-out containers; • Moving to reusable cloth bags for our take-out orders (also a great marketing tool!); • Reducing the amount of print materials and changing to 95 percent online marketing; • Focusing on purchasing food from local farmers and purveyors; and • Moving away from cheques to direct payments for accounts payables.

3. Are any of these reductions able to assist your bottom line? Kevin: These initiatives do not serve our bottom line, but they do serve in improving and reducing our environmental and ecological footprint. In the past 10 years, we have added eight heat pump units on the property, at significant expense, to reduce our use of oil. Nova Scotia, with the exception of downtown Halifax, does not have natural gas and most homes and businesses are still using oil-fired furnaces. We have eliminated oil as our primary source of heating. We have also removed in-ground gas and diesel tanks for fuel sales and have replaced them with above-ground units that are easy to inspect and ensure safety and environmental responsibility. All vessels in Nova Scotian waters are now banned from through-hull discharge and must use holding tanks for sewage to be pumped out for proper disposal at pump-out facilities. This has also been a development over the last to five to ten years.

CSCM.ORG


FAC I L I T I E S M A N AG E M E N T

4. Do you anticipate more attention on this topic in the years to come? If so, how do you foresee the club industry doing its part?

of Canada Natural Resources website using the link that follows:

Kevin: Absolutely! Increased education of our youth on the topic will result in further action by our sailors and senior members as well as the Board and staff.

Select your province to see what financial incentives or programs are available.

Dave: Every business wants to cut costs and many government programs are available to not-for-profits, from programmable thermostats to free LED bulbs for indoor and outdoor applications. Community enhancement grants are available on the provincial level to help with new construction to solar panels. Dave: At Canmore we were able to receive recycled tire product flooring for our curling rink perimeter. The material was easy to install, easy to clean and gave the rink a fresh new look. This was available with a grant from Alberta Recycling (www.albertarecycling.ca). Many provinces offer subsidized recycled rubber products; I have included a link below:

A grouping of incentives related to energy efficiency from provincial/territorial governments, major Canadian municipalities and major electric and gas utilities are offered on the Government

https://bit.ly/2I7seaY

Jason: Over the coming years I do expect to see more attention on this subject. Clubs will learn to adapt as it will benefit them not only in the eyes of their community and what they are doing to protect it, but it will also help reduce their bottom line expenses. Geoff: I anticipate that there will be a strong focus in the years to come with an increase in government regulations to reduce the country’s environmental footprint. I believe that clubs will need to adapt their ways and continue to educate their teams to take a different approach to their everyday work environment.

https://bit.ly/2ryoNjc Last year we changed out our rink lighting to LED. The club is saving 2,800 watts per hour or 2.8kWh which at $0.12 per kWh amounts to $0.35 per hour that they are on. Plus, if they are dimmed the savings increase. They are now more accessible to be turned off and there is no restrike or warm-up time so you are saving an extra $0.85 to a $1.00 an hour with them being off. LED gives off very little heat, saving electricity as the brine plant comes on less often.

NATIONAL CONFERENCE

Jason: Absolutely, the use of less fertilizers, minimal herbicides, no pesticides and less water have all created bottomline savings. Geoff: The reduction in our energy cost has saved us on our bottom line as well as the reduction in the cost of paper, stamps and envelopes. On the other side, we have had an increase cost in our take-out program as the containers and bags are more expensive. CLUB MANAGER QUARTERLY WINTER 2018 | 11


FAC I L I T I E S M A N AG E M E N T / H U M A N & PR O FE SS I O N A L R E S O U R CE S / LE A D E R S H I P

Green Screen Preparing for legalized marijuana in the workplace

H

ow would you respond if an employee came to work with bleary eyes and an unsteady gait? Would you intervene if you saw an employee with the medical authorization to use marijuana giving cannabis to an employee who does not have authorization? What would you do if you saw employees sharing a joint off club property during their lunch break? You might know how to deal with these scenarios right now, but what happens when the government follows through on its plan to legalize marijuana in 2018? Recreational marijuana use is scheduled to get the green light in Canada this summer, which has many employers nervous about the law’s possible side effects on the workplace, from 12 | CLUB MANAGER QUARTERLY WINTER 2018

health and safety issues to employee attendance and productivity. Many employers may be concerned about how to differentiate between medical and recreational marijuana in order to effectively balance the duty to accommodate disability with the prevention of health and safety issues that exist when a worker is impaired. While recreational marijuana use will generally affect workplaces much like the recreational consumption of alcohol does today, the legal changes raise some unique issues that employers should keep in mind. For example, given that medicinal marijuana has been legal in Canada since 1999, how might you balance the need to accommodate an employee’s medically authorized use while meeting your workplace health and safety requirements? In situations where the risk of impairment may be a safety concern, how do you recognize the signs of impairment, and what are your rights and obligations regarding preventive or disciplinary measures?

Legalization was set to take effect July 1 (although it appears to be delayed until September), employers and HR professionals alike should develop strategies that ensure the health and safety of their workplaces, and uphold their employees’ rights. Be prepared for the legislative changes. Use the action points below to get up to date on impairment, accommodation, and drug testing in the workplace.

Action Points 1. Distinguish between medical and recreational marijuana. According to the World Health Organization, marijuana is the most popular recreational drug worldwide. However, unlike many other recreational drugs, marijuana is also widely used as a medicine. This fact, along with marijuana’s changing legal status, has led to much confusion over the differences between medical and recreational marijuana. CSCM.ORG


FAC I L I T I E S M A N AG E M E N T / H U M A N & PR O FE SS I O N A L R E S O U R CE S / LE A D E R S H I P

Before implementing any changes in your club, ensure there is a clear understanding – identified in policies and communicated by your management team – of the difference between recreational and medical marijuana.

Recreational marijuana Recreational marijuana is simply marijuana used for purposes other than medical needs. In this way, once non-medical marijuana is legalized, you can treat it in substantially the same way as the use of alcohol.

Medical marijuana Medical marijuana, on the other hand, is a form of medicine for which employees can receive medical authorization to treat a health condition or illness. This means an employee’s right to use medical marijuana could become a human rights issue related to disability: where an employee claims a medical need for marijuana, the request should be treated just as any other request for medical accommodation in the workplace. As an employer, you may ask for information from the employee’s physician to ensure they can do their job safely, and to determine an appropriate accommodation plan. 2. Understand marijuana impairment. The health and safety risks while under the influence of marijuana are top of mind for many employers and HR professionals, particularly in safety sensitive industries. The federal government has not yet provided a legal definition of what constitutes marijuana impairment; however, the Canadian Human Rights Commission suggests the general signs of impairment at work include the smell of “alcohol or drugs..., glassy or red eyes, unsteady gait, slurring, [and] poor coordination.” While employers have a duty to accommodate employees who have received medical authorization to use marijuana, authorization is not a valid defense for impairment if it poses a health and safety risk. Employees who use medical marijuana should

“ A clear substance abuse policy will set out strict guidelines for acceptable and unacceptable behaviour in the workplace...

” be assessed for risk of impairment on a case-by-case basis by taking their job-related tasks into consideration. When observing employees for signs of possible impairment, or if you have determined an employee is impaired, consider the following questions: Can the employee perform their job safely and accurately? Has the employee’s sense of judgment been impaired by substance use? Are there any side effects of the substance other than impairment that pose health and safety risks, or prevent the employee from performing their duties? Implementing a Suspected Employee Impairment Policy will ensure that you have safe and fair procedures in place for dealing with an employee who may be impaired due to marijuana or another substance. Employees must attend work “fit for duty” and remain fit throughout the entirety of their shift. While employees do not need to answer to their employer for the activities they conduct when not at work, impairment from substance use during non-work hours can carry over into the workplace. Employees must be aware that they should inform their employer if they’ve consumed a substance that might cause impairment, whether or not the substance is

prescribed or authorized. Managers, supervisors, and other employees are also responsible for informing their employer if they become aware that another employee is impaired. Enrolling your workplace in Substance Abuse Training will provide managers and employees with more tips for recognizing the signs of impairment, and how to work with employees who may have a substance abuse problem. 3. Update your policies on substance use and impairment in the workplace. With the legalization of recreational marijuana coming this year, now is a good time to revisit your organization’s policies regarding substance use in the workplace. Ensure that your policies are broad enough to include recreational marijuana use. Remember that your human rights and accommodation policies will still apply to medical marijuana use, as well as to those who develop addiction issues related to either medical or recreational use. Have your policies outline the employee’s responsibility to provide medical documentation regarding the effect on their ability to carry out their job-related functions, but make sure the policy does not create a requirement for the employee to provide a diagnosis or other sensitive personal information. Also, ensure that management and supervisory staff are trained on the application of all policies relating to medical and non-medical use of marijuana in the workplace. As previously mentioned, medical marijuana may be treated similarly to prescription medications, while marijuana for recreational purposes may be dealt with as you would alcohol or other substances in the workplace. A Medical Marijuana Policy can help differentiate the medically authorized use of cannabis from its recreational use, and also help you set guidelines for accommodation. A Substance Abuse (Drug and Alcohol) Policy can help you prepare for handling potential instances of impairment in the workplace. A clear substance abuse policy will set out strict guidelines for acceptable and unacceptCLUB MANAGER QUARTERLY WINTER 2018 | 13


FAC I L I T I E S M A N AG E M E N T / H U M A N & PR O FE SS I O N A L R E S O U R CE S / LE A D E R S H I P

This article has been written from an employment perspective. However clubs also need to consider the impact of the proposed new legislation on members and their guests: What will your club’s position be? Will you allow the use of recreational marijuana within your facilities or on your club’s property? How do your members feel about it? What are the issues? able behaviour in the workplace, the disciplinary ramifications of non-compliance, and the personnel from whom employees can gain further resources and information. It’s important to note that you can discipline employees for being impaired by marijuana use at work, provided that the impairment is not caused by an addiction or by a medically authorized use of marijuana. 4. Maintain open communication with employees. Effectively communicating workplace policies to employees will ensure your staff is up to date when Canada legalizes marijuana use this summer. Your employees should be aware of the implications of policy non-compliance, the kinds of resources and services your organization offers in terms of accommodation, and strategies for identifying the signs and symptoms of impairment. In general, fostering a workplace environment where employees feel comfortable disclosing the use of medically authorized marijuana, a substance abuse problem, or requesting accommodation without fear of reprisal or job loss will help mitigate the risk of substance use and impairment in the workplace. Employers and HR professionals can also promote services that may be available in your workplace, 14 | CLUB MANAGER QUARTERLY WINTER 2018

such as the program outlined in an Employee Assistance Program (EAP) Policy, which can aid employees dealing with substance abuse. It’s important to help remove the stigma around substance use and addiction in order to eliminate barriers around disclosure and accommodation; however, it’s also important to remember that it’s not the employer’s role to diagnose an addiction. An employer should remain observant of possible signs of impairment and then begin a discussion with the employee to determine whether accommodation is required.

What are your liabilities? How will you prepare your staff? Clubs need clear policies on the use of marijuana similar to the use of other substances such as alcohol. Watch for further discussion in the upcoming Spring Issue of Club Manager Quarterly.

Final Thought

Direct Resources

While the provincial governments have begun to roll out their proposed frameworks for the distribution and sale of marijuana, the federal government has yet to define impairment or set the guidelines and grounds for workplace testing. It is important to stay up to date with any changes in the provincial legislation which may affect your club. In the meantime, you should update your employees on your expectations for workplace conduct, particularly in the lead-up to the legislative change. By updating your policies, training employees about the risks of workplace impairment, and promoting a workplace culture of open communication, you’ll be able to help clear the smoke around marijuana legislation in your workplace.

Canadian Human Rights Commission, Impaired at Work: A guide to accommodating substance dependence. https://bit.ly/2jLLuMD Ontario Human Rights Commission, “Policy on drug and alcohol testing 2016.” https://bit.ly/2DDvHLo As one of Canada’s fastest growing research and advisory firms, HRdownloads is a CSCM Affinity Program offering subscribers easy access to online HR expertise, templates, policies, best-practice guides, training and advice. Further details can be found by logging on to the CSCM website under Member Services. CSCM.ORG


HUMAN & PROFESSIONAL RESOURCES

Bill 148 Steering through the change

approval of the new legislation to voice concerns on behalf of our members particularly related to the minimum wage increase and related changes to employment standards (see sidebar). Not only will they impact the club industry in Ontario but other provinces may soon be facing similar issues. BY DAN CAMPBELL, PGA

F

or Ontario clubs, January 1, 2018 saw the implementation of the first significant set of changes to both the Employment Standards Act (ESA) and the Labour Relations Act. Bill 148, the Fair Workplaces, Better Jobs Act, is intended to balance employee rights and economic growth by updating workplace laws across Ontario. Suzanne Godbehere, CSCM’s Chief Executive Officer, wrote to Premier Kathleen Wynne prior to the final

Premier Wynne did take the time to respond, explaining that in the government’s point of view, “the economy has changed, work has changed, and it’s time our laws and protections for workers change too.” The purpose of this article is to highlight the most significant changes that affect our clubs: 1. Minimum Wage Increase 2. Scheduling 3. Extended Paid Vacation 4. Paid Emergency Leave 5. Domestic or Sexual Violence Leave 6. Family Medical Leave 7. Public Holiday Pay 8. Pregnancy and Parental Leave 9. Equal Pay for Equal Work

1. Minimum Wage Increase The minimum wage increased from $11.40 to $14.00 on January 1 and is set to rise again to $15.00 by 2019. The Act includes wage exceptions for specific classes of workers at clubs, including students and servers. The exceptions are intended to ensure that the timing of the changes is consistent.   Minimum Wage Categories January 1, 2018 January 1, 2019 Students under 18 who work less than 28 hours a week when in school or work during school breaks $13.15

$14.10

Servers $12.20 $13.05

2. Scheduling Bill 148 seeks to reduce the unpredictable work schedules that can cause strain on an employee’s personal life. As a result CLUB MANAGER QUARTERLY WINTER 2018 | 15


HUMAN & PROFESSIONAL RESOURCES

of these new rules, effective January 1, 2019 club managers need to be even more vigilant when creating schedules and hiring reliable staff, as the ability to alter shifts and schedule last minute is more restricted and costly. Clubs must take into consideration each of the following rules: a) Employees will have the right to request schedule changes after three months of employment without fear of being penalized. b) Employees can refuse shifts if their employer asks them to work with less than 96 hours’ notice, without fear of repercussions. c) Employees committed to working at least three hours each day must be compensated for those three hours at their regular rate of pay even if a shift is cut short or the change is cancelled within 48 hours of their scheduled start time (with certain exceptions). d) Employees scheduled to be on call will be paid three hours even if they are not called into work or work less than three hours. e) If less than four days of notice is given for a shift, an employee can refuse to accept but except in the case of emergencies. f) Collective agreements between clubs and unions would take precedence over some of these rules. g) Employers will be required to keep a record of employee schedules. Exceptions / Cancellations

3. Extended Paid Vacation Current legislation provides a minimum of two weeks and four percent vacation pay to employees regardless of employment tenure. Under Bill 148, employees are now entitled to three weeks of paid vacation after five years with the same organization.

4. Paid Emergency Leave Bill 148 now requires all clubs to give all employees 10 personal emergency leave days per year, including two paid days if the employee has been employed for one week (seven days) or longer. These days can be taken at any point in time, and do not have to be taken consecutively throughout the year. Previously, this rule only applied to workplaces with 50 or more employees. The first two days must be paid at the regular wage, with the remaining eight days of leave as unpaid time off. Clubs should be aware that they can ask for evidence to support the employee’s leave, but they cannot mandate a medical certificate from a qualified health practitioner (eg. doctor’s note, hospital admittance certificate, etc.).

Clubs would not be required to pay for a cancelled shift if they were unable to provide work:

5. Domestic or Sexual Violence Leave

• due to fire, lightning, power failure, storms or similar causes beyond their control; or • where an employee’s job is weatherdependent, and the employer is unable to provide work for weatherrelated reasons.

Under this leave, an employee who has been employed at least 13 consecutive weeks is now entitled up to ten individual days of leave and may take an unpaid leave of up to 15 weeks if the employee or their child experience domestic or sexual violence or the threat of domestic

16 | CLUB MANAGER QUARTERLY WINTER 2018

or sexual violence. The first five days of leave each calendar year will be paid and the balance will be unpaid. Separate leaves for the death of a child from any cause or the crime-related disappearance of a child have been created, allowing an employee with at least six months of employment to take an unpaid leave of up to 104 weeks off. In addition, a stand-alone leave has been developed for sexual or domestic violence. The employer must be informed in advance and can request reasonable evidence. The leave is to be used for seeking medical attention for a physical or psychological injury, accessing victim services, relocating, counselling, etc.

6. Family Medical Leave Bill 148 increases the family medical leave entitlement from up to eight weeks of unpaid leave in a 26-week period to up to 28 weeks of unpaid leave in a 52-week period.

7. Public Holiday Pay On May 7, the Ministry of Labour announced a new regulation, Regulation 375/18, that will reinstate the pre-Bill 148 public holiday pay formula. As of July 1, the Regulation provides for the following: 1. The following manner of calculation is prescribed for the purpose of determining public holiday pay for an employee under clause 24 (1) (b) of the Act: 1.The employee’s public holiday pay for a given public holiday shall be equal CSCM.ORG


HUMAN & PROFESSIONAL RESOURCES

to the total amount of regular wages earned and vacation pay payable to the employee in the four work weeks before the work week in which the public holiday occurred, divided by 20. Employers should make the necessary changes to payroll systems in time for July 1 and review whether any policies that were updated in light of Bill 148 need to be revised. Meanwhile, the government is conducting a review of the public holiday provisions.

8. Pregnancy and Parental Leave Employees who suffer a stillbirth or miscarriage will be allotted 12 weeks instead of six weeks of leave. The length of parental leave will also increase by an additional 26 weeks.

9. Equal Pay for Equal Work Bill 148 has introduced changes to mitigate the uncertainties that exist for temporary or seasonal workers. Under the new legislation, effective April 1, 2018, temporary employees must be paid at the same rate as full-time or permanent employees fulfilling the same role. These temporary employees have the right to review their wages without any repercussions. Clubs may deny wage adjustments based on valid exceptions such as seniority (accumulated hours), or other legitimate factors excluding employee status. Clubs must provide one week’s notice or pay in lieu of notice for early termination of an assignment that was set to last longer than three months. If sufficient notice is not given, the employee must be offered at least one week of reasonable work or another assignment during the notice period. Seasonal employees, casual and parttime employees must be given the same wages as full-time employees who are performing the same job. They too have the right to request a review if they feel they are not receiving equal payments. In summary, these changes will have an impact on operating costs for all clubs in Ontario. The following are some sugges-

tions to assist you and your management team ensure your club is in compliance: 1. Review Ensure your management team is familiar with the changes and develop a strategy for implementation. Take a close look at the club’s written and unwritten policies and procedures to understand your existing HR framework and where changes are required. 2. Revise Revise all policies and procedures as necessary. Best practices for recruitment, scheduling and reporting processes will need to be implemented by all department managers. Think about how the changes can be rolled out in a way that will meet the requirements of the legislation but also consider how they will impact your staff. 3. Communicate It’s important that your staff understand how the changes will be implemented – how they will affect each employee and how the club will ensure ongoing fairness and consistency particularly with respect to the changes in wages. Consider using a roll-out approach and communicate to staff how management will be implementing the changes, and how it will affect each employee. 4. Review Reach out to other clubs and gain feedback on how best to handle the domino effect of employees who are currently making more than minimum wage. Gather information and develop a uniform system that best suits the needs of your employees and balances the financial objectives of the club. Dan Campbell is the GM/COO of the Peterborough Golf & Country Club. He recently became Canada’s 25th PGA Master Professional and wrote his thesis on “Building and Sustaining a High-Performance Team” in the club industry. Dan is also a member of the Editorial Advisory Committee for Club Manager Quarterly. NOTE: This article is providing information for discussion only. Please consult with an HR expert

The following is an excerpt from the letter submitted to Premier Kathleen Wynne regarding CSCM’s concerns about the minimum wage increase: “In many cases as much as 80% of the employees within the club industry are full or part-time staff earning a minimum wage, many of whom are students attending college or university studying toward a future career in the club industry. Furthermore roughly 50% or more of a club’s expenses would be allocated towards labour cost, representing in many cases the largest line item cost in a club’s budget. By increasing the minimum wage to $15 in Ontario over the coming years not only will labour costs in those clubs increase significantly, there will be knock-on effects with higher paid positions requiring an increase as well to satisfy differences related to staff seniority. Contrary to public perception, the vast majority of member clubs operate as non-profits with limited budgets and resources. These clubs are woven into the fabric of their communities offering top-notch member services and enhanced health benefits. The minimum wage increase will significantly affect our clubs’ abilities to maintain their current level of service to their members and will likely lead to staff and service cutbacks so the clubs can manage rising costs. In a nutshell, the government may end up affecting the very workers they are aiming to protect as well as the ancillary services offered to their communities. In addition to offering community health benefits, our member clubs contribute both financially and with in-kind donations to national, provincial and municipal charities. With rising labour costs, donations would be one of the first items to be disappear from club budgets.“

or lawyer if you require professional advice. CLUB MANAGER QUARTERLY WINTER 2018 | 17


Cruising Through Retirement Time to reap the benefits of your hard work

BY SANDRA G. McLEOD FCPA, FCA, MCC, CTC.

W

hile some like to call us “Baby Boomers”, I prefer “All grown up and ready to enjoy life”! Approaching retirement gives you a new lease on life to do as you please and go where you want. I often get asked “where do seniors travel?” The truth is we travel the same places as everyone else. The big difference is that there is usually more time and money, which gives you the opportunity to start checking off your bucket list of places to go. One type of travel that continues to gain popularity with all ages is both 18 | CLUB MANAGER QUARTERLY WINTER 2018

ocean and river cruising. As a travel professional who has also experienced cruising firsthand, I’ve researched and studied almost every cruise line. The benefit of cruising is “unpacking once and taking your hotel to the next destination,” plus the fabulous amenities on the ships such as entertainment, beautiful staterooms, fitness centres, activities for everyone, enrichment speakers to teach you about the destinations and of course the gourmet cuisine. Cruising offers something for every age and lifestyle, from large ships to small yachts to river ships and destinations are unlimited in this vast world of ours.

the famous Trevi Fountain, Spanish Steps and more. Florence is another iconic city full of rich history and amazing in its overwhelming beauty. You will be completely and utterly seduced by the sheer size and grandeur of Brunelleschi’s red cathedral Duomo and a bell tower by Giotto. The striking green-and-white marble facade of 13th to 15th-century Basilica di Santa Maria Novella fronts an entire monastical complex, comprising romantic church cloisters and a frescoed chapel. The basilica itself is a treasure chest of artistic masterpieces, climaxing with frescoes by Domenico Ghirlandaio.

Among the most popular are ocean cruises in the Mediterranean and river cruises through Europe.

Then there is the Ponte Vecchio, the Gold bridge – a medieval stone closed bridge over the Arno River noted for all the jewellery shops, art dealers and souvenir sellers. On to Sorrento you can tour the ancient city of Pompeii and the gorgeous Amalfi Coast. Sorrento is the Amalfi Coast gateway, a handsome cliff-top resort. The Amalfi Coast is one of Italy’s most piercing destinations deemed an outstanding example of a Mediterranean landscape by Unesco. Here, mountains plunge into the sea in a nail-biting vertical scene of precipitous crags, cliff-clinging abodes and verdant woodland.

The Mediterranean The Mediterranean Region is one of those areas you can never get enough of. The more popular countries are Portugal, Spain, Italy, France, Greece, Croatia, Malta, Turkey, Israel, Monaco, Slovenia and Montenegro. Rome is a wonderful historical city that offers the Vatican, St. Paul’s Cathedral, the Colosseum, the Forum, Borghese Gardens,

CSCM.ORG


Colosseum in Rome

Sailing around the boot of Italy you enter the eastern Mediterranean and the Adriatic Sea. Ports include Zadar, on Croatia’s Dalmatian coast, known for the Roman and Venetian ruins of its peninsular Old Town. Wandering the streets is like peeling back layers of time until you end up in the 9th century BC in ancient Illyria. The Old Town is paved with gleaming white stone and the straight streets were first laid out by the Romans. A high wall remains on the harbour side, built by the Venetians in the 16th century, and an entrance gate still sports the Venetian lion. At the top of the Adriatic Sea is Venice which, like many other European cities, is filled with history and gorgeous buildings and cathedrals. Walk or travel the canals to get from one area to another. The Basilica San Marco and Palazzo Ducale (Doge Palace) are two must-sees as is St. Mark’s Square and the many bridges. For a romantic evening take a gondola cruise along the many canals.

River Cruising in Europe River cruises range from eight to twenty-three days, with itineraries

Trevi Fountain in Rome

featuring Europe’s Rhine, Main, Danube, Seine, Rhône, Douro, Moselle, and Elbe. They are designed for experienced and curious travellers with an interest in geography, culture and history. Each journey includes daily shore excursions, with some cruise lines including exclusive culture programs that provide deep immersion in the destination through performances of music and art, cooking demonstrations, informative port talks and carefully

selected guest lecturers. Some will also include or have optional tours to a local family home or perhaps an exclusive tour to an ancient castle. Most of the river cruise ships carry fewer than 200 passengers with some as low as 100. This makes for a very intimate experience where you get to know everyone onboard and can come home with new friends. They dock in the centre or very near the centre of CLUB MANAGER QUARTERLY WINTER 2018 | 19


Positano on the Amalfi Coast

town. This makes for easy walking, biking and hiking right from the ship. Sail the Danube starting in Budapest seeing historical sites – with its ancient Buda and new Pest side. Visit the 90-year-old monastery in the town of Melk with the most amazing gold and hand-painted rooms. In Regensburg, another ancient town along the Danube, you can feast on sausages and beer at a famous old sausage house at the pier. Take a tour through the city to learn about the history and experience the “stumble stones” put there to remind locals and visitors of the travesty of WWII. Visit the famous city of Vienna with the Hofburg Imperial Palace, St. Stephen’s Cathedral and the Grand Opera House. Many river cruises will start or end in or close to Nuremburg – known for the Nuremberg Trials. Here you can see the famous Zeppelin Field and the Palace of Justice. Learn about Nuremberg’s Roman roots and links with the Third Reich from your guide as you walk along the River Pegnitz and visit landmarks like the Albrecht Dürer House, St Lawrence Church and Nuremberg Castle. After strolling through Nuremburg Castle’s (Kaiserburg) imperial courtyards, immerse yourself in the 20 | CLUB MANAGER QUARTERLY WINTER 2018

bustling ambience of Hauptmarket – Nuremberg’s bustling Central Square – to learn about the world-famous Christmas Market held there.

Roman and Norman days tell a deeper story. And all waterways in France lead to fertile farmlands whose bounty has shaped a celebrated cuisine.

A cruise from Budapest to Bucharest, Romania will take you through the Iron Gate where four narrow gorges converge and were at one time the most dangerous part of the Danube – now easily navigable. You will see the famous palace built by President Nicolae Ceausescu, walk the streets of a city known as Little Paris; see a Romanian folklore performance.

“Old Father Rhine” is one of Europe’s most spellbinding rivers. Hillside castles, lush vineyards and storybook villages take centre stage, particularly along the Middle Rhine, a UNESCO World Heritage Site of remarkable beauty and culture, and along its winding tributaries, the Main and Moselle rivers. The Lower Rhine boasts its own delights as it flows into The Netherlands and the Rhine Delta, from charming windmills to canal-laced cities.

Travelling north to Amsterdam, you can see the Anne Frank House, cruise the multitude of canals, or ride a bike around the city. From Amsterdam, travel to Bucharest on the Black Sea for a Grand European Adventure. Cruise the Duoro River through Portugal and into Spain, past steep terraced hillsides, quaint villages and acres of ripe vineyards. French culture was born along the nation’s rivers. The light of Provence inspired an artistic movement along the leisurely Rhône. The vines of Bordeaux produced an enduring viniculture. Along the Seine, Claude Monet perfected the art of Impressionism at his beloved Giverny. Romantic riverside ruins from

This is the time of your life for you to reap the benefits of your many years of hard work. So Live Life and Enjoy the Journey! Sandra McLeod is the owner of RedDoor-Travel, a member of Ensemble Travel Group. She is a Fellow Chartered Professional Accountant, Master Cruise Consultant and Certified Travel Counsellor. Sandra specializes in Premium and Luxury cruises, custom guided tours and group tours. Sandra can be contacted at sandra@reddoortravel.ca by email or see her web site at www.reddoortravel.ca. CSCM.ORG


M E M B E R S H I P & M A R K E T I N G / G O LF & R EC R E AT I O N

Family Focused The future reality for private clubs

this direction for years. But what does the new family focus really mean for today’s clubs? Are we actually hoping to attract countless new members in their twenties with young children? That might be nice, but it’s not entirely realistic. So what’s driving this need to adapt?

BY TREVOR COUGHLAN, JONAS CLUB SOFTWARE

W

e all know that focusing on family is becoming a more important factor in the private club world. This isn’t a new and shocking trend, and in fact we’ve been headed in

When we hear the phrase “young family”, we often think of a couple in their 20s. Two young children, a starter home in the suburbs, and in the early stages of their career. This obviously isn’t the typical profile for membership to a private club, but if we take into consideration the changing factors impacting younger generations, the typical profile of a “young family” begins to change.

Family Movie Night

Santa Claus Parade

Studies show those born into Generation X, and Millennials even more so, are waiting longer to have children than previous generations. The result of this change is that parents with young children are no longer in their early 20s, they’re in their mid-30s or even 40s. They have established careers, diverse interests, and less free time to pour into their non-kid related activities. With so many clubs interested in filling the void that retiring Baby Boomers will leave in the years to come, the foregone conclusion that this gap will be filled by similar personas in their mid30s and 40s now brings with it a lot of new considerations. In my own case, a typical weekday evening often consists of a 40-minute commute home from the office, picking up dinner, and dropping off dry cleaning all before crossing the threshold. Upon arriving at home, I’m on baby-duty while my wife fits in a workout, and when she’s back we switch and it’s my turn to hit the gym. Then comes dinner, putting the baby down for the night, and if we’re lucky, 20 minutes to ourselves before we do it all over again. So, why is my typical routine relevant? Because to the new generation of “young” families, the amenities that become most important are sometimes the most basic. If your club, like so many others, is interested in attracting the new breed of young families, then ask yourself if you’re able to place a check mark beside each of the items listed in my example of a typical evening. Does your club offer amenities such as fitness and family dining, and what about unique services such as child care, after school tutoring, and even dry cleaning?

CLUB MANAGER QUARTERLY WINTER 2018 | 21


M E M B E R S H I P & M A R K E T I N G / G O LF & R EC R E AT I O N

The philosophy of “build it and they will come” may sound simplistic, or even overly idealistic, but having amenities such as these are at the core of how and where young families choose to spend their discretionary income. In fact, studies have shown that nearly 80 percent of 22 to 38-year-olds would choose to spend money on experience over buying something desirable. This is where clubs have a distinct opportunity. Unlike most businesses which focus only on a single area of interest, clubs have a long history of operating what are basically multiple experience centres under one roof. It’s because of this all-in-one concept that private clubs have the opportunity to become the focal point in the lives of their members, offering the experiences that young families crave, instead of hoping to be an add-on to an already busy life. An example of this is the Sarnia Golf & Curling Club in Ontario. These photos provided by Michael Hearse, CCM, General Manager, show how the Club has been focusing on family-friendly programming and events. • Family Outdoor Movie Night – 160 members of all ages experienced bouncy castles, snow cones, cotton candy, face-painting, balloon twisting, barbecue, candy station, popcorn station, music, with golf carts lined up like a drive-in theater to watch Moana. • Date Night – Parents come for dinner in our Greenside Dining Room while the children get a Kiddy Cooking Class, dinner, craft station, their own chef’s hat, trip to the treasure chest, and watch a movie together. • Treasure Chest – A quick and simple program where every time a child comes to the Club now they get to go to the treasure chest and pick a toy to take home. • SGCC Children’s Menus – Designed internally, these interactive and Club specific children’s menus are given to each young member and contain puzzles, activities, and colouring areas. These are typically accompanied by crayons, markers, and other activity books. 22 | CLUB MANAGER QUARTERLY WINTER 2018

Outdoor Family Movie Night

• Kids Eat Free During March Break – An initiative that sees members receive one free children’s meal with the purchase of an adult entrée during the week of March Break. It has helped increase member traffic during what is normally a slower week. • Encouraging Daily Take-Out as well as developing Holiday Take-Out Menus – The Club has encouraged their members to utilize their restaurants more for takeout on a regular basis and have developed holiday specific takeout menus that have been very successful. For all major holidays their members can place an order for their family holiday feast, have it prepared in its entirety by the Club, swing by and pick it up. No effort, no mess, and definitely less stress. • Santa Claus Parade – Since the local Santa Claus parade began right outside the Club, they use the opportunity to plan a great event attended by 210 members. It included a child and adult friendly buffet, hayrides, outdoor games such as a hockey target game, bean bag toss, glow sticks and necklaces for the kids to go over to the parade, candy station, hot chocolate and apple cider station, presents for each child, bonfires for S’mores, maple syrup on ice station, music, and much more. • Kids Specific Christmas Party – Like Christmas brunch but definitely geared towards the kids with face

painting, balloon twisting, magic show, Santa and Mrs. Claus with their helpers, every child receives a gift specifically for them from Santa that he reads out from his magic scroll, etc. • Kids Skating Party – Every year before the curling ice is removed, families come on a Sunday for a family skate that includes casual food and beverages. • Easter – More elaborate than in the past, the Club now has an Easter egg hunt outside with someone dressed in the Easter bunny costume, craft station, Easter egg decorating station, and more. Like other industries, the club business is in a time of change due to a massive shift in consumer behaviour and priorities. On the other side of this change will be the elite few who can afford to remain the same, and innovators like Michael Hearse, CCM at Sarnia Golf & Curling Club who find new and interesting ways to make the most of our new reality. Trevor Coughlan, Director of Marketing for Jonas Club Software, a long-standing CSCM Corporate Partner, has worked extensively within the technology industry developing, managing and executing multi-strategy marketing campaigns. During his 12+ years with Jonas, Trevor has travelled extensively speaking to club industry professionals about the benefits of marketing and technology within the club industry. CSCM.ORG


Craig’s Most Excellent Winter Adventure How I spent the off-season and the stories I have to tell

Volunteer Canadian Contingent

BY CRAIG RUSNAK, CCM, CCE

T

hose of us who run facilities that either close partially or altogether for the winter prepare ourselves for this time of year. Our members start returning to the club, telling us about their great winters, their new medical ailment, and eventually get around to asking where we played golf over the winter because, naturally, that is the golfer’s version of making small talk just before starting in about the weather! I have had many raised eyebrows this spring when I tell my members that I spent three weeks in PyeongChang, South Korea volunteering at the Paralympic ski race events! They become even more baffled when I describe a typical day to them: up at 3:30 a.m. to make a pot of coffee and boil a couple eggs for breakfast, get on the bus for the one-hour bus ride to the hill, have “breakfast” at the volunteer building, get on the lift at 6:15 a.m., grab a box lunch to eat while working on the hill, get back on the bus at 6 p.m. or so for the hour ride home, change for supper and crawl back into “bed”. I have used quotation marks for the words “breakfast” and “bed” for a reason. These two simple words took on a whole new meaning in South Korea! I have included a picture of our two ski bags after we dropped them off in our room. South

Koreans rarely sleep on beds; instead using quilted blankets – I was there last year for the test events so was aware of that and had brought a blow-up mattress but trust me; at my advanced age and over-used body it is harder to get “up” out of bed than it is to drop your legs over the edge and stand up! As for breakfast, I have included a

picture of the typical menu and the first two items on the buffet line were ALWAYS rice and kimchi. That was followed by three inserts in the steam table with somewhat mysterious ingredients, a tossed salad and then soup. CLUB MANAGER QUARTERLY WINTER 2018 | 23


So, most mornings we were very happy we had boiled our two eggs in our room to hold us over until lunch! The country of South Korea boasts topography in quantities I did not expect. It is very mountainous, with the people growing crops on every piece of flat land available. There are crops in the ditches, in the meridians, along the sides of overpasses, and many in their backyards to complement the fields that are farmed for this purpose. We marvelled at the engineering of the South Koreans as they have become very deft in not only making more areas to plant crops by installing vast spans of retaining walls, but they are not deterred by mountains either. With the mountains that separate many of their cities they have tunnelled through many of them to improve travel times. I am not talking short tunnels either; the lights were dark in the bus for quite some time on more than a few of the treks through these caverns. Their love for their history is also very prevalent by the manner in which they go about building new structures. On the long bus rides to and from the venue one could see that they built around historical buildings, often by simply building a bend in the road or highway!

Bucket skiers getting ready for their downhill race.

The ski hill was also quite amazing. It was built for these games and will be dismantled now that the games are over. The area does not get enough snowfall to have a recreational ski area but is cold enough to hold snow. Thus, the government built the race and training track on this mountain deemed to be the most suitable. They sent crews to move trees, install snow cannons every 50 metres on both sides of the track, installed one of the longest gondolas I have ever been on, and two chairlifts. One chairlift took athletes to the part of the mountain where the slalom race track started and the other chairlift took spectators to the finish line.

hill races, one for the slalom races and a training track. Now that the Olympics are over, all of this will be removed except the hotels, gondola and the building we used as a headquarters.

They also built two hotels at the bottom of the hill and a building to be used as the headquarters for coaches and race officials (which is where I spent my time when not on the mountain), a volunteer building, an athlete building, and the tuning rooms for the nations competing. They built one race track for the down-

A small village at the bottom of the hill was also moved to accommodate all the TV and production trucks and facilities and this village will also see their homes put back in their original locations – but only if the homeowners wish – otherwise they are welcome to stay in their new location. There was a contingent in

24 | CLUB MANAGER QUARTERLY WINTER 2018

Heading up the hill in the chairlift to the slalom race.

PyeongChang from Beijing, site of the next winter Olympics. Beijing is also not able to host the races on a current resort in China and it seems they will be purchasing some of the items that South Korea planned on putting up for sale – that would be one heck of a garage sale! My position at the Games was as Chief of Gates/fast response team. My team and I were responsible to set the course for each race and then to make sure all safety features were in place. Each event would require me to go down the hill CSCM.ORG


with the nation’s coach assigned to set the race course and I would set the turning gates for the entire course with the coach. Then my crew and I would return and set the other gate for the turning gate and then we would set the outside gates. During the races I would slip the race course, which was my favourite job as we would get to ski the course in three sections at as high a speed as we could and push the loose snow off. I would also coordinate any gate repairs during the race that would be caused by an athlete making an error in judgment. After the race we would coordinate where to put extra gates and equipment for the next day and then help clean the track so the cold overnight conditions would help it freeze further into the pitched skating rink all the athletes were desiring. This meant we were the first crew on the course each day and also the last. They were long days, but so very rewarding! The event itself was very well organized. I was also very impressed by how the three nations of Russia, South Korea and Canada worked together so well despite many language barriers. There were just over 200 volunteers for the ski races we operated at the Jeongseon Alpine Centre. These 200 volunteers were then split into crews to look after different segments of the track which typically had five or six of the 50 or so gates for each race track. Other volunteer crews looked after ensuring enough tools such as rakes and shovels were available for each section. The blue dye on the race courses was installed by the dye crew (nicknamed “smurfs” as they got covered in paint as they would ski down the race course trying to make straight lines from gate to gate while skiing the icy pitch.) There were timing crews that looked after all the timing equipment and results for Omega, safety crews that installed the netting the entire length of the race course (as many as four nets deep in the more dangerous areas), crews for organizing transportation and meals, and crews for working the security details. The security was equivalent to a typical airport security but the South Korean army presence during the events had a number close to 1,000 soldiers; and that is just at the mountain we worked at!

These athletes are so inspirational! Imagine skiing down the very same Olympic race course as the able-bodied skiers three weeks prior, either blind, having only one functioning arm, no functioning arms, one leg, or no legs and sitting in a bucket over top of a mono-ski! Now add the challenge that the race track has been deliberately cleaned of snow by volunteers skiing sideways through the course pushing snow off the track to get down to the ice below – a process called slipping. By slipping the snow off there is less unstable surface for the athlete to race over. Snow can be unpredictable; ice is much more predictable. The athletes know how to ski ice; they set their ski edges for each turn and carve through it.

system strapped to her back. I honestly have goosebumps again as I type these words! To see a clip of this athlete in action you can check my Instagram account: @busyrooster. For the first time in six winters I do not have an Olympic or world championship event of some sort booked to volunteer at…I will be better able to trade stories of ailing health, weather conditions and golf courses with the members! But I will certainly not enjoy it nearly as much as I have working with these athletes. Craig is the General Manager/COO at the Glendale Golf & Country Club. After 29 years in club management and 21 at Glendale, with a very supportive employer and an even more supportive wife, he has volunteered for one Paralympic event, four Paralympic world championships, two World Special Olympic Championships, one Canadian Special Olympics, the 2015 World FIS Championships in Denver, eight Ladies World Cup Races, and countless Nor-Am level world championships and provincial championships.

I will NEVER forget the feeling I had when I went to volunteer at my first world championship and watched the 16 or 18 visually impaired athletes ski down the race course! One of these athletes is completely blind. He relies solely on his guide that skis just ahead of him calling out orders on a speaker

March 9 - 12

CSCM 2019 NATIONAL

Food & Beverage MANAGEMENT CONFERENCE

Grass Roots

Edmonton, AB • The Westin Edmonton

CLUB MANAGER QUARTERLY WINTER 2018 | 25


WHAT Toro® Outcross 9060. ™

MATTERS Dozens of attachments. Hundreds of jobs. 365 days a year.

MOST Work smarter. Do More. Save money. What Matters Most to You Matters Most to Us. It’s a numbers game. You need to get more jobs done fast and right the first time, optimize your club’s resources and stay within budget. Toro’s new Outcross 9060, a multi-purpose and turf-friendly workhorse, combines purpose-built, all-season functionality with intuitive operation – with virtually anyone on your staff – and unprecedented versatility to deliver impressive results. Even better, Outcross can power your existing attachments utilizing its 3-point connection and power take-off*, haul over two tons in its supersized cargo/dump-bed, and tow up to 16,000 lbs. (7,257 kg)**, which is more than three times its own weight. The weight-balanced, fourwheel steer and full-time four-wheel drive powerhouse can get it all done without damaging sensitive turf. The all new Outcross 9060 is a Jack-of-all-trades, and Jack is jealous.

Join the conversation

@ToroGolf

©2018 The Toro Company. All rights reserved. *Category 2 three-point, 540 PTO and universal skid steer mount style. **Trailer when equipped with trailer brakes. WINTER 2018 26 weight, | CLUB MANAGER QUARTERLY

Call: 800-803-8676 Visit: toro.com/outcross CSCM.ORG


M E M B E R PR O F I LE

Liz McDowell Chief Financial Officer and Corporate Secretary York Downs Golf & Country Club, Unionville, Ontario 2. Favourite perk of the job: A golf course is a beautiful place to work – it sure beats an office tower. I often walk the course in the off-season, and I love starting my day by arriving at such a gorgeous spot (even if I do spend most of my time staring at a monitor). 3. Worst pitfall of the job: I think the never-ending access to the delicious food and goodies produced by our talented kitchen counts as both a perk and a pitfall…

L

iz McDowell joined the club industry in 2011, following time in public practice as a chartered professional accountant (CPA, CA). A graduate of the Richard Ivey School of Business at the University of Western Ontario, Liz qualified as a chartered accountant in 2007 with KPMG, LLP in Toronto. Since joining York Downs in 2011, Liz’s role has expanded from Controller to Corporate Secretary and CFO. She was integral to the civil and criminal fraud judgments brought against the Club’s former general manager, and had a key role in the land sale process wherein Club members voted to sell the land and buildings in 2015. She now works closely with the Board and fellow senior managers on Club operations, ensuring members continue to enjoy exemplary service levels in the final three years of operations at the Club’s current location. Liz lives in Markham with her husband and three young children. She is an avid cyclist, skier, and kayaker, and is certified as a level II ski instructor and level I whitewater kayak instructor. 1. If I weren’t a CFO, I’d be: Finding a way to geek out with spreadsheets in some other role… or running a ski or bike school.

4. Change I’d like to see in my industry: More women in leadership positions, both in management and at the Board level. 5. How I made my first dollar: Babysitting. Having no social life at age 12 was pretty lucrative! 6. One thing I’m exceptionally good at: Raising three funny kids that aren’t jerks…so far! 7. Who I admire most and why: I have a long list – too many to name, but the stand-out is my Gran. She passed away six years ago but I still hear her advice looping through my head on a regular basis. 8. Book that left a lasting impression on me: The Curious Incident of the Dog in the Night-Time – by Mark Haddon 9. Song that always makes me cry: Hallelujah – Leonard Cohen 10. Movie with the greatest ending: The Thomas Crown Affair 11. Song I want played at my funeral: Somewhere over the Rainbow (the Israel “IZ” Kamakawiwoʻole version)

12. First album I bought: New Kids on the Block – Hangin’ Tough. Did I mention I had no social life at age 12?? 13. If I could live in a foreign country, it would be: I love Canada! But if I had to flee I would either join my sister in England or my brother in Australia. 14. What every woman should try once in her lifetime: I think everybody should try something that absolutely terrifies them – for me it was skydiving. 15. My perfect day would begin: With a sleep-in, great coffee and big breakfast before heading out for a full day of fun outside. 16. My perfect day would end: Snuggled up fireside with good wine, good music, and my family – either at the cottage or out in the mountains. 17. One thing I’m epically bad at: Food service. I had to quit my serving job in high school before I got fired. Probably not smart to admit that working in this industry… I have a lot of respect for the experts at our Club! 18. If I could compete in an Olympic sport, I’d like it to be: If they ever invent a category for having epic outdoor adventures while carrying small children on your back I would dominate. Until then I’d settle for losing at mountain biking or downhill skiing. 19. Craziest thing I did for love: My husband says that marrying him is the biggest risk I’ve ever taken. 20. Best concert I’ve attended: Josh Ritter – he is amazing live and typically plays smaller venues, which my hubby and I love.

CLUB MANAGER QUARTERLY WINTER 2018 | 27


ADVERTORIAL

Sarnia G&CC GM discusses the value of fostering relationships for business success

LINDSEY CHRISTENSEN VGM Club Canada Located near the southern shores of Lake Huron sits Sarnia Golf & Curling Club. SGCC is a familyfocused club offering members a warm environment built on the pursuit of creating unique experiences and fostering personal relationships. Michael Hearse, CCM, General Manager, oversees the nearly 150-year-old Club, which features an 18-hole course and eight-sheet curling rink. Having served in the private club industry for 17 years, Michael has a passion for developing personal relationships to help make his club extraordinary. “There’s no better industry in the world,” Michael said. “We’re in the business of relationships. We have personal interactions with our members and guests, providing them with unique and impactful experiences.” Although the interactions with his membership are key to success, Michael also has to balance the legislative environment, handling the complexities of managing a staff of nearly 100, vendor contracts and other factors that affect SGCC’s bottom line. One advantage he has is the relationship SGCC has with VGM Club, a membership organization that connects clubs to preferential pricing and rebates with nearly 50 vendors. “As club managers, it is increasingly important to review

28 | CLUB MANAGER QUARTERLY WINTER 2018

all components of our operations for efficiency,” said Michael. “The necessity to explore more effective ways to operate our clubs, purchase our products, and acquire our assets will become paramount to achieve savings. VGM is not only a great resource for this, but provides guidance and assistance to better make informed decisions on behalf of our Club and membership.” VGM’s programs cover all areas of the Club, including food and beverage, pro shop, agronomy and clubhouse. In 2017, SGCC received $8,500 in rebates from VGM’s supplier partners. Like Michael, VGM strives to build lasting relationships to provide rewarding experiences for its membership community. “Sarnia G&CC has been a VGM member since 2004, so it was important to me to meet Michael when he became the new General Manager,” said VGM Club’s Director of Business Development, Jason Stewart. “My existing relationship with the Club is important, of course, but it’s my relationship with the manager that makes my job rewarding and our partnership thrive.”

Relationships are what sets our Club apart, and that’s what we value about VGM. Michael is appreciative of having an industry partner like VGM Club. He also values the commonality of being relationship-focused to succeed. “Everything I do on a daily basis revolves around personal relationships,” said Michael. “Relationships are what sets our Club apart, and that’s what we value about VGM. They are fulfilling a request for both my Club and team to succeed.” Serving social clubs throughout Canada for more than a decade, VGM Club offers members discount pricing and rebates on a number of products. A number of vendors are available through its network of manufacturers and distributors. Learn more about how you could benefit from VGM Club by visiting www.vgmclubcanada.com.

CSCM.ORG


How CSCM members can use social media to tell the world what we do

S

ocial media is an important marketing tool that we use to spread the word about CSCM and give members timely, relevant and fun information. The best social media posts create a conversation, so engagement in the form of likes, comments and shares are very helpful. Facebook: We like to share photos from events, short videos of members, and fun articles and posts as well as information about upcoming events here. Twitter: Here we share interesting articles and posts from member clubs and other relevant sites such as Restaurants Canada, CMAA, CMA Europe, etc. nice day, or a special event setup. You don’t have to write a full post, just send a few bullet points like who is in the photo, what is happening and why it was fun. LinkedIn: Traditionally more of a business-focused platform, we share tips for running a business and leadership ideas on LinkedIn, along with our upcoming events.

What to send us Retweet our tweets, share our Facebook or LinkedIn posts, and mention @CSCManagers in your posts (when relevant). If you are at a networking event or one of our conferences or seminars, tweet about it using our hashtag!

Give a point of view, e.g. this is why this works for us at our club. Share best practices that could work for other clubs. If you read a particularly insightful article, share it! Send it to us by email or post on your social media and tag us so we can retweet it. Send us or tag us in your fun posts such as photo caption contests, polling questions (should we serve this fish dish or this chicken dish tonight), etc. Social media etiquette

People love photos and short videos. Send us photos/videos of activities at your club, or the view on a particularly

Always include the source of your material. If you are sharing content you

found online, tag the Twitter account when you share the article. For photos, make sure the people you are photographing are happy for their photo to be posted. Check whether they want to be named or just called something generic such as “a club member”. Be careful what you say. It goes without saying that we should be respectful and that social media might not be the right forum for engaging in negative feedback. On your own club accounts, you should respond to negative or positive feedback with a short “thanks for your feedback” and a quick response, if applicable. However, if a commenter gets derogatory, it is best practice to delete it. CLUB MANAGER QUARTERLY WINTER 2018 | 29


Business of Golf & Resort Management Diploma Earn a university-level diploma entirely online. • • • •

Study online anywhere, anytime Learn from instructors who are professionals in the field Network across Canada and internationally Courses are recognized as approved education credits by the CSCM

Web: mcmastercce.ca/golf-management Phone: 1-800-463-6223

ADVERTISERS INDE X

BFL Canada Buz Software

Club Manager Quarterly

Back Cover

ADVERTISING RATES

30

Advertising rates indicated below are for colour artwork only. E-Z-GO John Deere Golf Jonas Club Management

31 8 31

McMaster 30 Sysco Foods

2

Toro 26

SIZE

SINGLE ISSUE RATE

FULL YEAR RATE

AD DIMENSIONS Width x Length

Full Page

$1,704.45

$1,473.45

7” x 91/2”

/ Page Horizontal / Page Vertical 1/4 Page Horizontal 1/4 Page Vertical 1/6 Page Horizontal 1/6 Page Vertical

$1,418.45 $1,418.45 $1,033.45 $1,033.45 $912.45 $912.45

$1,242.45 $1,242.45 $923.45 $923.45 $824.45 $824.45

7” x 4 5/8” 4 5/8” x 7” 4 5/8” x 3 3/8” 3 3/8” x 4 5/8” 4 5/8” x 2 1/8” 2 1/8” x 4 5/8”

12 12

HST will be added to the prices. VGM Club Canada

28

30 | CLUB MANAGER QUARTERLY WINTER 2018

Full CMQ advertising details are available at

www.cscm.org. CSCM.ORG


ONE PARTNER.

THREE BRANDS.

ezgo.com

cushman.com

ENDLESS SOLUTIONS.

jacobsen.com

© 2017 Textron Specialized Vehicles Inc. All rights reserved.

E090-047692-7 (Textron Golf Print Ad) Color: 4/color Size: T - 7" x 4.625"

SIZE F

Mid Atlantic Association of GCS

CLUB MANAGER QUARTERLY WINTER 2018 | 31


A partner you can count on! BFL CANADA, a CSCM Exclusive Corporate Partner, has created leading employee benefits insurance and pension programs for the Canadian Society of Club Managers. Let us help you manage your finances wisely and save more! BFL CANADA is the only endorsed CSCM broker offering Multi-Club Group Insurance and Pension Programs which provide comprehensive coverage and top performance investment options at significant savings. Learn more about how our Employee Benefits and Consulting Services team can help you maximize your savings by visiting our website: www.bflcanada.ca BFL CANADA Consulting Services Inc. 3448 Stanley Street Montreal, QC H3A 1R8 Telephone: 1 844.299.0759 | 514.313.0759

BFL 32 | CLUB MANAGER QUARTERLY WINTER 2018

M AK E S A D I F F E R E N C E

CSCM.ORG

Club Manager Quarterly - Winter 2018  
Club Manager Quarterly - Winter 2018  
Advertisement