Club + Resort Business April 2020

April 2020

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“Rolling Renovation” Keeps

Wycliffe G&CC on the Move INSIDE: Growing Golf Through New Facilities Cost-Effective Approaches to Turf Care 2020 Chef to Chef Conference Report

Cares This hospitality industry that we serve together is in the midst of an unprecedented time.

None of us have experienced these difficulties before. While the COVID-19 virus will undoubtedly present more unpredictable challenges, we can rest assured in these two facts‌ First, our industry is blessed with those gifted with resiliency and servant leadership.

Recently we have spoken with scores of you whom have not only found ways to overcome these challenges faced but have also provided assistance for your patrons and even your surrounding communities.

Second fact is ClubProcure is here to help you. While we are assuring our team does our civic duties by working remotely, we are still ready to work for you. If your team is faced with any procurement or supply chain needs, please contact us. Our first order of business is to provide you with the ClubProcure member experience you have come to expect. It’s now more important than ever.

Stay safe, be well, and keep your optimism. We will weather this and be stronger on the other side of the experience.

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The Club at Rolling Hills, Golden, Colo. ..................................58 The Country Club of Rochester, Rochester, N.Y. .................50 Detroit Athletic Club, Detroit, Mich. .........................................46 DuPont Country Club, Wilmington, Del. ...................................30 Echo Lake Country Club, Westfield, Ohio .................................39 Elcona Country Club, Bristol, Ind. ..................................................39 Highland Golf & Country Club, Indianapolis, Ind. ................26 Maryland Golf & Country Clubs, Bel Air, Md. ........................50 Mayfield Sand Ridge Club, South Euclid, Ohio ....................50 Muirfield Village Golf Club, Dublin, Ohio ...............................39 Park Ridge Country Club, Park Ridge, Ill. ....................................50 Presidio Golf Course, San Francisco, Calif. ...............................40 Sea Pines Country Club, Hilton Head, S.C. ..............................43 Seattle Golf Club, Seattle, Wash. ..................................................40 Somersett Golf & Country Club, Reno, Nev. .........................24 Sparrows Point Golf Club, Baltimore, Md. .................................39 Springdale Golf Club, Princeton, N.J. .............................................26 Wintergreen Resort, Wintergreen, Va. .........................................39 Wycliffe Golf & Country Club, Wellington, Fla. ........................18 www.clubandresortbusiness.com

EDITOR’S MEMO

Let’s Not Waste the Crisis To borrow from the Farmers Insurance slogan, Ted Gillary and Jeff McFadden know a thing or two because they’ve seen a thing or two. In their case, what they’ve seen in their club-management careers, which have been marked by not just turning around, but saving from near-extinction, two historic city clubs (the Detroit Athletic Club for Gillary, and The Union League of Philadelphia for McFadden), make them especially qualified to provide proper perspective on just what the club industry now faces in responding to, and striving to recover from, the coronavirus pandemic.

Neither of them is sugar-coating how perilous this latest challenge will be. As Gillary says in our profile of him in this issue (pg. 46), he’s anticipating the same sort of fallout that we’ve seen from past threats (9/11, the Great Recession), with clubs that have been complacent about pursuing continuous improvement now being in a “crapshoot” at best.

And when participating in a National Club Association (NCA) webinar on the pandemic, McFadden revealed that he expected the Union League, which was preparing to open its second golf course this year, to lose as much in the first two months of the coronavirus outbreak than many clubs make in two years.

But in addition to seeing and knowing a thing or two, both of these managers have also done plenty to prove that they are managers who’ve been able to achieve success, no matter what’s been

“This is a time when it’s important to remember that the club industry has a backbone.

There will be opportunities to come out of this.” thrown their way. And they have faith that many of their colleagues share the same ability to push through this latest thicket and find brighter skies on the other side.

“Clubs are tenaciously survival-prone and resilient,” Gillary told me. “And unlike hotels or restaurants, there are emotional ties to clubs among members, as well as management and staff, that create much more engagement in working to save what’s at stake.”

McFadden echoed the same sentiments during the NCA webinar. “This is a time when it’s important to remember that the club industry has a backbone,” he said. “There will be opportunities to come out of this for those who don’t waste the crisis in how they respond.”

That approach, both Gillary and McFadden stressed, means thinking as much, even while dealing with im-

mediate concerns and the short-term pain, about how to be ready to reopen in preparation for what McFadden predicted will be “extremely robust business,” as the club industry once again follows the axiom that while it’s among the hospitality segments that suffer most quickly in a crisis, it’s also the one that comes back the soonest, and with a vengeance.

We’re also taking that approach in how we’re covering the situation and providing content to try to help you steer through its challenges. While we have included daily updates of coronavirusrelated developments in our e-newsletter, and have created special COVID-19 resource pages on our websites (see pg.

10), we’re also continuing our coverage of ideas and accomplishments that clubs have planned and implemented and that will serve them well—and be instructive for others—once business does begin to return.

And through it all, we’re accentuating the positive and highlighting the examples that once again make the club industry stand out as especially strong, innovative and buoyant. That’s our way of not wasting the crisis, either.

Joe Barks • Editor jbarks@wtwhmedia.com

www.clubandresortbusiness.com

April 2020

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INSIDE

April 2020 • Vol. 16 • No. 4

THIS

ISSUE

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“Rolling Renovation” Keeps Wycliffe G&CC on the Move

The Wellington, Fla. property’s unique approach to a sweeping $18.2 million improvement project has it well-positioned to resume its strong pace once the current disruption subsides.

(Cover Photo Courtesy Wycliffe G&CC)

ALSO IN THIS ISSUE

5 8

+ Recreation 24 Design ROOM TO DO IT RIGHT

Turning golf instruction/practice centers into big draws for members and the community.

32 CAROLINA CONNECTIONS Food + Beverage

Highlights of the 12th Annual Chef to Chef Conference in Charlotte, N.C.

10

Editor’s Memo

LET’S NOT WASTE THE CRISIS The Rob Report

SOCIAL DISTANCING ON THE FAIRWAYS

C+RB News Roundup

CORONAVIRUS UPDATE

Plus other industry, supplier and people new.

46

Today’s Manager

PRINCIPLED PERFORMANCE

Ted Gillary’s lifetime of achievement in club management gives him special perspective on responding to the current crisis.

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38 MAKING THE CUT Course + Grounds

Advances in mower technology are helping maintenance operations run more efficiently and cost-effectively.

4 Club Index 6

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Best practices for onboarding—and reboarding—programs that promise to take on renewed importance.

Recreation + Fitness

HOLDING COURT

The right combination of competition and socialization is keeping all forms of racquet sports in demand.

53 Product Showcase

Today’s Manager

HITTING THE GROUND RUNNING

58

Idea Exchange

SHAKE, RATTLE AND ROLL

The Club at Rolling Hills’ inclusive approach to member-guest events.

58 Ad Index www.clubandresortbusiness.com

THE ROB REPORT

Social Distancing on the Fairways While #StayAtHome trended across social media in the wake of the coronavirus pandemic, clubs and golf courses have been fighting to keep their numbers up and fill their tee sheets.

Myriad stories have been written in recent years about golf’s declining numbers, but according to a National Golf Foundation (NGF) report, 2020 was off to a banner start before COVID-19 hit. Rounds were up “significantly” (+15.2 percent) through February, and early March numbers showed evidence that golf in some areas had been in greater demand.

In areas where golf was shut down due to government restrictions and deemed non-essential, various groups formed to voice their displeasure and overturn those mandates. While the state of Ohio and the city of Myrtle Beach, S.C were among the areas that succeeded in reversing government orders and reopening their fairways, some other localities were holding firm, as of this writing.

A change.org petition titled “Let Wisconsin Golf” received more than 100 virtual signatures in the first hour after it was posted on March 25, the Milwaukee Journal Sentinel reported. Like many other initiatives that helped to position golf as a safe recreational option even when stay-at-home orders were in force, that petition asked Gov. Tony Evers to reopen golf courses with required operating modifications—electronic payment only, closed clubhouses, no flagsticks, holes placed two inches above the ground, no golf carts and adherence to all socialdistancing guidelines.

Minnesota golf course owners and the Minnesota Golf Association (MGA) were hoping Gov. Tim Walz would also add their sport to the list of outdoor activities 8

l Club + Resort Business l April 2020

There’s a resurgence on the horizon, and clubs that weather this storm will be poised to reap the rewards, once we return to “normal.”

permitted under that state’s stay-athome order, KSTP ABC 5 of Minneapolis reported.

As of March 31, however, courses in Wisconsin and Minnesota remained closed. Those are two of the northernmost states where many properties weren’t scheduled to officially open until April 1st or later. At the end of March, the NGF showed that 74 percent of “inseason” courses remained open despite the pandemic. Daily-fee (78 percent) and private (77 percent) operations were slightly above the average; not surprisingly, public courses (54 percent) brought the numbers down, out of an abundance of caution and the fact that many are run by government entities.

Living in a state (Ohio) with a stay-athome order in place, I know my family and I have taken every opportunity to get outside and enjoy the mild spring

weather and sunshine. No sport takes advantage of that more than golf. And superintendents have been remarkably proactive in keeping their golfers safe by removing all touch points—rakes from bunkers, ball washers, water coolers, etc.

In lieu of raising cups, many superintendents have fashioned makeshift obstructions so golfers have the satisfaction of watching their putt go in the hole, but don’t have to reach deep into the cup or risk touching the flagstick.

I may be wearing rose-colored glasses, but I believe the early returns of golfers in 2020 were more than an anomaly. There’s also evidence that by their efforts to win the right to keep their courses open during the coronavirus outbreak, operators have advanced the grow-the-game effort, by enticing new players to try golf out of sheer desperation for something to do.

All of this gives me confidence there’s a resurgence on the horizon—and that clubs that weather this storm will be poised to reap the rewards, once things do return to “normal.”

Rob Thomas • Senior Editor

rthomas@wtwhmedia.com

www.clubandresortbusiness.com

INDUSTRY ROUNDUP CORONAVIRUS CLUB UPDATE Editor’s Note: Club + Resort Business and Club + Resort Chef have been covering the club industry’s response to the coronavirus pandemic through C+RB’s Daily E-News and C+RC’s weekly e-newsletter. All of our reports have been archived at clubandresortbusiness.com/category/covid-19/ and clubandresortchef.com/covid-19/ For free subscriptions to both newsletters, go to www.clubandresortbusiness.com and click on Subscribe at the upper right of the home page.

Here are some highlights of what C+RB and C+RC have reported about individual clubs’ responses to the outbreak, and some notable ideas that have been implemented:

IN LESS THAN 24 HOURS, Mizner Country Club in Delray Beach, Fla. converted its CRAFT dining facility to CRAFTMART—a place for Mizner members to purchase prepared foods, fresh baked goods, perishables and beverages, including canned soda, fresh smoothies, and bottled water. Pantry staples like milk, eggs, toilet paper and condiments could also be purchased. “In addition to making our menu available to our members for curbside pick-up or delivery, we created a shopping experience for them to purchase essential items,” said General Manager and Chief Operating Officer Larry Savvides. A few basic rules were established, with access limited to five members at a time, all of whom had to sanitize their hands before entering. They were then each assigned a personal shopper to assist them in the handling of items they selected. While shopping, they could also order a pizza or have a glass of wine or a cold beverage. Members could also order from a revolving CRAFT Market dinner menu for nightly pickup.

CHAMPIONS RUN IN OMAHA, Neb. set up a daily schedule of Facebook Live sessions to share with its members. On March 23rd, for example, the club hosted a virtual dance class, and putting lessons followed on March 24. Other activities shared in this fashion included art, yoga, kickboxing and “family time” subjects (such as building children’s self-esteem and strengthening family bonds).

After anticipating right away that it would not be able to provide members with the usual Easter holiday activities at the club, and with thousands of Easter eggs already purchased for its traditional on-site egg roll and hunt, Champions Run also took a proactive approach, reported Ben Lorenzen, the club’s Creative Director & Director of Aquatics & Fitness, and purchased the domain EggOurYard.com. It then launched a “Let Us Do the Work This Easter!” promotion, through which members could arrange to have club staff come to their house to hide “pre-stuffed” eggs (at $1/egg, with a recommendation of 10 eggs per child). The online form gave members choices for dates when their yard would be “egged” on the previous night, where exactly the eggs should be hidden, and the “degree of difficulty” for finding them.

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THE COUNTRY CLUB OF VIRGINIA (CCV) in Richmond, Va. implemented a special Communications Plan designed to provide “virtual value” to members while the club was closed, reported Anne Stryhn, CCM, the club’s Assistant General Manager. The plan included: • Prioritized messages from club leadership, and separate Operations Updates, while maintaining currently scheduled communications for targeted member lists as applicable, and adjusting content as needed; • Launch of a campaign called “CCV with You: Your Club, Your Home” to bring the club to members in their homes while CCV had to be closed.

The campaign included four categories—“at the table,” “staying strong,” “finding calm,” and “fun with family”—with content prepared by individual departments that is filmed remotely as needed and sent out twice a week. A special page was created on the club’s website to host the videos and provide links to all editions; and •A daily blast to all members about curbside to-go food service, including daily features. www.clubandresortbusiness.com

• Actor/writer Larry David and media executive Lloyd Braun teamed up to raise money for caddies at Riviera Country Club in Pacific Palisades, Calif., the Hollywood Reporter reported. The “Curb Your Enthusiasm” creator and star joined with Braun to launch a GoFundMe campaign with a simple and succinct pledge: “With the golf course closed indefinitely, the Riviera caddies need our help. Please contribute to help our caddies get thru this unprecedented time.” With a goal of $100,000, David and Braun already managed to raise $95,920 as of March 25th.

• White Clay Creek Country Club in Wilmington, Del. took out commercial spots on one of Philadelphia’s popular sports-talk radio stations to advertise “social-distancing tee times.” The club’s website clarified that it wanted “all golfers to tee off in 20-minute intervals” and to “keep at least 6’-8’ from each other, to assist in social distancing.”

The website also stated that only Delaware residents would be allowed to play, as long as neighboring states Pennsylvania, New Jersey and Maryland continued to follow mandates to close all golf courses.

SALARIED EMPLOYEES OF MISTWOOD GOLF CLUB and McWethy’s Tavern in Romeoville, Ill. moved to voluntarily donate a portion of their earnings to be split evenly between their hourly workers affected by the coronavirus outbreak. In addition, McWethy’s Tavern offered community assistance in buying bread and milk; as a restaurant, it was able to place orders with vendors and open its buying power to the community.

Efforts were made to fill all orders of white and wheat bread, and 2 percent milk that were received by calling the Tavern or e-mailing Executive Chef Dan Casey at Mistwood’s cost. The Mistwood team also donated 50 percent of any gift card sales to the fund set up for the hourly staff. “We’re hopefully setting an example of how one business can make a difference,” said General Manager Dan Bradley.

WEYMOUTH COUNTRY CLUB IN Medina, Ohio promoted a variety of “virtual events” for April, to be attended by a Facebook group that the club organized and that grew to more than 140 members. Events included: “Sir Mix A Lot”—a “Stay at Home Happy Hour” with Food & Beverage Director Paul Henry, who provided ingredient lists in advance; Virtual Wine Tasting; Virtual Family Trivia Night; a Virtual Talent Show and Virtual Family Bingo, which included an offer for a “Family Bingo Dinner Box,” at a cost of $40, that served four to six people and would be delivered along with bingo cards.

• With no golf and no restaurant to run, employees of the Indian Wells (Calif.) Golf Resort used sterile white rags and other materials to make facemasks that the Coachella Valley Mask Makers organization distributed to local health care workers.

Photo by Desert Sun

FORT LAUDERDALE (FLA.) COUNTRY CLUB offered a pre-order service of grocery and household essentials, WSVN News 7 of Miami reported. Items that could be ordered included paper goods, cleaning supplies and pre-prepared meals for up to four people. More than 50 individual orders were received for the first day of the service, WSVN reported, which was to continue every Saturday, based on demand. “Communities obviously start with family, but all of us—whether it’s a church, whether it’s a club— we have to help one another right now,” said General Manager Michael O’Brien.

www.clubandresortbusiness.com

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INDUSTRY ROUNDUP

PIMENTO CHEESE AND A FROSTY? AUGUSTA NATIONAL ACQUIRES NEARBY WENDY’S AUGUSTA (GA.) NATIONAL GOLF Club’s footprint and land-buying spree continues to grow, The Augusta Chronicle reported. A club-affiliated corporate entity has acquired more than $6 million worth of real estate, including a Wendy’s fastfood restaurant and several homes in the surrounding West Terrace neighborhood.

The eight properties, totaling just over three acres, will be added to the more than $200 million in land in west Augusta that the home of the Masters Tournament has acquired during a two-decade long campaign to expand its boundaries, The Chronicle reported. The largest of the purchases—$3.45 million for the nearly 1-acre Wendy’s property—gives the club ownership of nearly all Washington Road frontage on the south side between the club’s western fence and the Berckmans Road-Alexander Drive intersection, The Chronicle reported.

NEW OWNERS UPGRADE PAUMA VALLEY CC PAUMA VALLEY (CALIF.) COUNTRY Club is being upgraded under its new ownership, the Valley Roadrunner of Valley Center, Calif. reported.

Larry Taylor, CEO of SJS Tomorrow, the subsidiary of Steele Canyon Golf Club Corporation that purchased the club in 2018, told the Roadrunner that members are seeing an expanded country club, including a new bar and patio seating that provide views of surrounding scenery. The bar has been moved out of the dining room area and recreated as a sports bar, to create a “whole new epicenter” for the country club, Taylor said.

SJS Tomorrow now owns five clubs in Southern California, the Roadrunner reported. “We created a template for purchasing clubs from members and making them profitable,” Taylor said.

The new owners are also giving the golf course a complete overhaul, redoing bunkers with ““Augusta White” sand, spending $500,000 on tree work and creating new tees. The 23 cottages that members can rent for guests have also been upgraded, with $70,000 spent on each room, the Roadrunner reported.

Club membership has increase by 100, to about 525, since SJS Tomorrow took ownership, the Roadrunner reported, and Taylor said overall business is up 30 percent. “Now our members are staying around and enjoying the amenities,” he said.

DELAIRE CC APPROVES START OF $10M CAPITAL PLAN THE MEMBERSHIP OF DELAIRE Country Club, a boutique residential country club community in Delray Beach, Fla., recently passed Phase One of a $10 million Capital Improvement Plan by a 70% margin.

First-phase improvements are scheduled over the next five years and are comprised of projects that include expenditures for mechanical and structural improvements, golf course infrastructure upgrades and perimeter landscaping, and updates to two kitchens. The total cost of Phase One, including contingencies, is put at $3.8 million.

The second phase of the club’s Five-Year Capital Plan includes a clubhouse renovation and refurbishment and the addition of amenities for the membership. A vote on the second phase is expected in January of 2021.

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MANCHESTER CC ALTERS PLAN FOR NEW MAINTENANCE FACILITY ONE YEAR AFTER THE Manchester (N.H.) Country Club sought permission to renovate and expand its service area facility, the plans have now been altered, the New Hampshire Union Leader reported. The project, designed to improve the private golf club’s maintenance area, was revised after bids were received and budgetary constraints were realized, according to Nicholas Golon, Senior Project Manager with TFMoran, Inc. Initially, the renovation plans included the razing of three existing maintenance structures and the construction of a one-story, 2,500-sq. ft. addition to the existing maintenance garage, and a new, 2,800-sq. ft. stand-alone building, the Union Leader reported. But in March, representatives from Manchester CC approached the Bedford Planning Board with proposed amendments to the site plan that was approved last April.

“We are consolidating the previous two buildings into one,” said Tony Nazaka, project manager with Stone River Architects.

The revised plan, which was approved by the Planning Board, includes a 4,400sq. ft. building to be constructed adjacent to the existing maintenance garage, the Union Leader reported. In addition, the existing chemical mixing building will stay, although the chemicals will no longer be mixed at that site.

An existing mechanics garage and chemical storage area will still be removed, the Union Leader reported.

The proposed development will take place on about 1.3 acres of the country club property, which totals more than 162 acres. “The facility will contain a mix of uses to support the maintenance of the golf course, including offices, locker rooms, storage space, break room, kitchen area, mechanics bay and a chemical storage area,” Becky Hebert, Planning Director, said in a staff report. www.clubandresortbusiness.com

Photo by Kimberly Houghton/New Hampshire Union Leader

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SUPPLIER NEWS

SPONSOR SESSIONS, SUPPLIES AND SWAG

Chef to Chef A

Chef

C O N F E R E N C E

THE 2020 CHEF TO CHEF CONFERENCE (see full report, pgs. 32-37) had a record number of sponsors—19 in all. Support for the 12th Annual Conference was provided by 3 Badge Beverage Corp., Bush’s Best, Chef Works, Club Procure, Cres Cor, Electrolux, Kopplin Kuebler & Wallace, Libbey, The Montague Company, Mountain Waffle Co., Northstar, Pierce Chicken, PreGel, Prosciutto di Parma, Spiceology, Sterno, Sysco, Triar Seafood, and Villeroy & Boch.

Some Chef to Chef sponsors also conducted special educational sessions during the first day’s registration period, prior to the opening reception. These included: • Club Procure, “Reduce Your Costs & Maximize Revenue & Profits” • Electrolux, “Technology and Innovation in the Kitchen,” presented by Senior Corporate Executive Chef Corey Siegel •M ontague, “Glycol Cooling and Actual Kitchen Applications,” at which a glycol induction sauté station was demonstrated •N orthstar Club Software, “Bridging the Communication Gap between Front and Back of the House” •P rosciutto di Parma, “Maximize Value, Minimize Waste: Utilizing the Whole Leg of Prosciutto di Parma” • Triar, “Second Annual Triar Seafood Symposium.”

Several sponsors also provided products, supplies and ingredients for conference meals and events, including the Iron Chef Mystery Basket Cookoff and on-stage cooking demonstrations. Sponsors making these contributions included Bush’s Best, Pierce Chicken, Spiceology, Sterno, 3 Badge Beverage Corp., Triar and Villeroy & Boch.

This year’s Iron Chef Cookoff Winners—J. Kevin Walker, CMC, AMC, Executive Chef of The Ansley Club in Atlanta, Ga. and Scott Craig, CEC, CCA, WCMC, Director of Culinary Operations of Myers Park Country Club in Charlotte, N.C.—won a Vitamix blender, which they then generously contributed to be raffled off to a Conference attendee. The runnersup in the competition, Jason Neal of Providence Country Club and James Patterson of Sedgefield Country Club, took home a gift package Several sponsors conducted from Spiceology. special education sessions Bush’s Best was among As part of the induction of attendees and sponsors who during the first day’s sponsors who provided joined the Chef to Chef Conference Five- and Ten-Year clubs in registration period. products for meals and Charlotte, Chef Craig Smith accepted Montague’s 10-year pin, presentations. recognizing the company for a decade of sponsorship.

Attendees had an opportunity to explore sponsor tables periodically throughout the Conference. There were a record number of sponsors (19) in Charlotte.

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The 2020 Chef to Chef Conference concluded with a Sponsor Raffle, with winners drawn from business cards that had been dropped into bowls at the sponsors’ display tables. Prizes awarded through the raffle included: • a six-bottle assorted case of Gehricke Wine from 3 Badge Wine, autographed by winemakers Alex Beloz and August Sebastiani, and a stay at a Napa property.

• swag bags from Bush's Best and Spiceology • a $100 Chef Works gift card • a two-day consult from the Culinary Solutions team at Sponsors donated raffle prizes that included everything from ClubProcure by Foodbuy—valued in excess of $10,000 swag bags and dinners to a two-day property consult valued at • a phone charger from Cres Cor more than $10,000.

• an Electrolux Professional Bermixer • a one-day, front-of-house training session from Kopplin Kuebler & Wallace • 36 pieces of Libbey's Master’s Reserve glassware of the winner’s choice, a $250 value • a $100 gift box of authentic Liege Belgian waffles in an assortment of sizes and flavors from Mountain Waffle Co. • a $100 Amazon gift card from Northstar Club Software • a goodie bag (Amaury Guichon ring molds, T-shirt, bowl scraper and rubber spatula) from PreGel • a set of branded knives from Prosciutto di Parma • four stone crab dinners from Triar Seafood • flatware from Villeroy & Boch Spiceology (left) and Vitamix (right) provided prizes for the Iron Chef Cookoff.

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March 2020

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PEOPLE NEWS

CLUB PEOPLE Potomac Shores Golf Club in Dumfries, Va. has named Craig Luckey as General Manager. Most recently, Luckey was Director of Club Operations at The Golf Club at Equinox in Manchester, Vt.

Michael Carbiener

Sand Valley in Nekoosa, Wis. has named Michael Carbiener as General Manager. Most recently, Carbiener was General Manager of Secession Golf Club in Beaufort, S.C.

Cypress Landing Golf Club in Chocowinity, N.C. has named Jeremy Shadle as General Manager. Most recently, Shadle was Head Golf Professional at the nearby WashingJeremy Shadle ton (N.C.) Yacht and Country Club.

The Abaco Club on Winding Bay in The Bahamas has named Shane Krige as General Manager. Krige was most recently Chief Operating Officer at Baker’s Bay Golf and Ocean Club in The Bahamas.

Matt Lindley has been elected Vice President, Southeast Operations for KemperSports. Prior to joining KemperSports, Lindley was Principal and Chief Operating Officer of Professional Golf Management Services.

Carillon Miami Wellness Resort in Miami Beach, Fla. has named Patrick Fernandes as Executive Managing Director and member of the Board of Managers. Most recently, Fernandes served as Hotel Manager of Faena Hotel Miami Beach.

Palm Beach Marriott Singer Island (Fla.) Beach Resort & Spa has named Vicky Dennehy as Director of Catering. Most recently, Dennehy served as a meeting planner for LRP Media Group.

Vicky Dennehy

The Club Foundation announced its 2020 Board of Governors, led by Chairman Burton Ward, CCM, CCE, Century Country Club, Purchase, N.Y.; Vice Chairman Nicholas LaRocca, Muirfield Village Golf Club,

Dublin, Ohio; Secretary Timothy P. Minahan, CCM, CCE, Country Club of Fairfield (Conn.); and Treasurer LuAnn Giovannelli, CCM, CAM, Bay Colony Community Association, Naples, Fla. Casey Newman, CCM, River Oaks Country Club, Houston, Texas; Joe Oswald, Jonas Software; and Mitchell Platt, MCM, CCE, Cosmos Club, Washington, D.C. have also joined the Board of Governors, each for three-year terms.

Governors continuing to serve The Club Foundation include: Mark A. Bado, MCM, CCE, Myers Park Country Club, Charlotte, N.C.; Brian Kroh, CCM, John’s Island Club, Vero Beach, Fla.; Todd Marsh, CCM, CCE, Conway Farms Golf Club, Lake Forest, Ill.; Donna Otis, CCM, CCE, The Bridges at Rancho Santa Fe, Rancho Santa Fe, Calif.; Fred Palmer, Jr., Club Car, Augusta, Ga.; Mike Parkhurst, Textron Golf, Augusta, Ga.; Randy Ruder, CCM, CCE, Beach Point Club, Mamaroneck, N.Y.; and Terra S.H. Waldron, CCM, CCE , Greensboro Country Club, Greensboro, N.C.

Cranberry Highlands Golf Course in Cranberry Township, Pa., has named Jesse Horner as Director of Golf. Most recently, Horner was at Oak View Golf Course in Slippery Rock, Pa. Horner named Terry McGrath as his Head Professional and retained Jody Barrett as Director of Instruction.

St. Clair Country Club in Upper St. Clair, Pa. has named Jason Mull as Head Golf Professional. He was most recently at Trump National Charlotte.

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The 2020 Club Foundation Board of Governors www.clubandresortbusiness.com

Jack Nicklaus II

SUPPLIER PEOPLE Electrolux Professional named Greg Immell as Vice President of Sales. Immell most recently led the Electrolux Professional business development team.

Riegel Linen named Jeremiah Johnson as its new President. Previously Johnson served as Vice President of Manufacturing and Global Supply Chain for Custom Molded Products.

The Nicklaus Companies announced the promotions of three long-term executives: Jack Nicklaus II, Andy O’Brien and Paul Stringer. Nicklaus II has been promoted to Vice Chairman, Nicklaus CompaAndy O’Brien nies; O’Brien has been named President of Nicklaus Brands; and Stringer has been named President of Nicklaus Design after 17 years with the company.

Victoria Capital Management named Todd Kleinfeld as Senior Vice President.

Most recently, Kleinfeld was a Corporate Retirement Director at Morgan Stanley in Valencia and Beverly Hills, Calif.

IN MEMORIAM Tom Tetrault, the former longtime Head Professional at Fall River (Mass.)

Country Club, died on March 11 at the age of 70. Tetrault was in his position from 1976 to 2011.

Paul Stringer

www.clubandresortbusiness.com

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» WYCLIFFE G&CC

“Rolling Renovation” Keeps

Wycliffe G&CC

ON THE MOVE

The Wellington, Fla. property’s unique approach to a sweeping $18.2 million improvement project has it well-positioned to resume its strong pace once the current disruption subsides.

By Joe Barks, Editor

Photos Courtesy Wycliffe G&CC

WHEN MARK JACOBSON BECAME the new Director of Engineering at Wycliffe Golf & Country Club in 2017, developing better in-house shop capabilities at the Wellington, Fla. property was on his wish list. But Jacobson knew he needed to be prepared to make do with the limited shop space and equipment that existed when he arrived, because there were many other priorities that had to be addressed to upgrade Wycliffe’s clubhouse and amenities mix for its 1,000-plus members.

Much to Jacobsen’s surprise, though, an expansion of his shop, and the acquisition of state-of-theart equipment for woodworking and other purposes, was included as part of the property’s improvement drive. “Anything within reason that I asked for was considered, and nothing was done to stifle our creativity,” he says.

As a result, Wycliffe G&CC now boasts one of the most sophisticated and productive shop operations to be found anywhere in the club industry, using laser machinery and CNC routers to churn out high-quality cabinetry, furniture and signage, in addition to customized wine cases, member welcome baskets and a variety of other items that are personalized with club logos and special touches. Jacobson and his staff are now even using three-dimensional CAD software to prepare to rebuild bridges and railings on Wycliffe’s two 18-hole golf courses.

» WYCLIFFE G&CC

A new welcoming water feature for the lobby was not in the original plan for Wycliffe’s $18.2 million renovation, but was value-added, along with other infrastructure improvements, because of costefficiencies realized through the project’s execution.

“[The new shop] helps us do so much for the property, at a fraction of the cost of what buying outside services would be,” Jacobson says.

“Building maintenance can be a bottomless pit, so it’s always best to be able to offset operating costs by doing things yourself whenever you can.

“Beyond the savings, though, finding new ways to be self-sufficient also reinvigorates your staff and renews their passion,” he adds. “They’re excited to learn new skills, and it develops a real sense of pride when they see all the things they can make that get used around the club.”

GETTING ON A ROLL There is now plenty on display throughout the Wycliffe G&CC property for both staff and members to be proud of, after the club completed an $18.2 million renovation that was unveiled in time for the Thanksgiving holiday last year.

Within Wycliffe’s 98,000-sq. ft. clubhouse, the 18-month project created two new dining venues—”The Cliffe” bar and lobby lounge and “Flavours,” a more formal restaurant (see photos, opposite page)—and refreshed its Spa & Fitness Center and ballroom. Elsewhere on the property, an outdoor event pavilion, and the driving range and short-game area for the golf operation, were upgraded and expanded.

Under the direction of Rob Martin, who joined Wycliffe as Clubhouse Manager in 2015 and then fast-tracked to become General Manager/ Chief Operating Officer two years later, the project was executed with enough efficiency that some value-added improvements—a new clubhouse roof, major HVAC upgrades, and a new, welcoming water feature in the lobby (see photo above)—were also included that were not part of the original plan.

The club realized those efficiencies in executing the project, and even experienced 5 percent growth in members’ club utilization while doing 20

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At A Glance

WYCLIFFE GOLF & COUNTRY CLUB Location: Wellington, Fla. Founded: 1989 Property Type: Private Equity, Mandatory for Homeowners Members: 1,007 Number of Golf Holes: 36 Golf Course Designers: Karl Litten and John Sanford Annual Rounds: 58,000 Clubhouse Size: 98,000 sq. ft.

General Manager/Chief Operating Officer: Rob Martin Head Golf Professional: Paul Rifenberg, PGA Director of Agronomy: Andrew Fike Executive Chef: Christopher Park Director of Racquet Sports: Kam Kuchta Director of Marketing/Communications: Michelle Phillips Director of Engineering: Mark Jacobson

www.clubandresortbusiness.com

The makeover of Wycliffe’s formal Flavours restaurant was part of a sweeping renovation and rebranding effort for the club as a whole, and for all of its dining venues.

so, by adopting a “rolling renovation” approach that kept Wycliffe operational throughout the 18 months with an emphasis, Martin says, on “logistical planning and execution that limited the inconvenience factor for our members during the heavy construction periods.”

While Martin is among the industry’s

younger GM talent, club management runs deep in his blood—his uncle, Craig Martin, CCM, retired last fall as GM/COO of St. Andrews CC in Boca Raton, Fla., capping a 42-year career during which he led some of the country’s most respected properties (Craig Martin is now consulting to the industry).

March2020Halfpage_7W_4.625H.pdf_7W_4.625H 2/19/20 9:17 AM Page 1

But despite the knowledge of club management that Rob Martin has absorbed from his uncle and other sources, as well as the experience he personally gained at properties including PGA National Resort & Spa, Wyndermere CC, River Oaks CC and the Alotian Club before coming to Wycliffe, his inspiration for the “rolling

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» Wycliffe G&CC

A rollout of a club-wide branding strategy coincided with the renovation of Wycliffe’s Spa & Fitness Center, and combined the facilities under a new Thryve identity.

renovation” approach came from a different hospitality segment.

“Las Vegas hotels and casinos always have huge renovation projects going on, and they have no choice—they can’t ever close,” Martin says. “And I’ve seen and heard about the bad taste that can be left with members when there’s too much disruption with how they expect to be able to use their club.”

In addition to being diligent in fighting “scope creep,” the key to maintaining momentum and not derailing a renovation project of such magnitude, Martin says, was strict adherence to a clear communication strategy for all involved.

“With all of the moving parts, we had to be deliberate and very detailed and specific about the frequency, content and mediums used for communication, “ he says. “The phasing and construction schedule was extremely complex, but well-executed by our operational team, to continue to deliver high-quality member service at a time when it is often limited and cut back.”

Things went smoothly enough, in fact, that amid all of the construction, Wycliffe’s management and Board also succesfully merged the club with the community’s homeowners association, generating $1 million in annual efficiencies. A streamlined and simplified governance structure was also instituted, and a new branding strategy, with complete logo makeovers for the club as a whole as well as its individual venues and programs, was rolled out.

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STAYING ON A ROLL From the moment it served over 7,000 meals on the first day of its full reopening last Thanksgiving weekend, Wycliffe didn’t look back as its 2019-2020 season unfolded. Food-and-beverage revenues in January 2020 were up $100,000 from the previous year, Martin reported in mid-February, and overall budget projections were being significantly upgraded in light of the clear evidence of a “total transformation” in how members were now utilizing the club.

Director of Golf Paul Rifenberg, PGA, who had marked his 20-year anniversary at Wycliffe the previous October, reported at the same time that the renovation had injected new life into all aspects of the club’s golf operation. While annual golf rounds would still fall well short of the levels that Rifenberg saw in his earliest days at Wycliffe, they were pacing at a 5% increase, and gains had also been seen in lessons and pro shop sales.

“We saw a major impact [from the renovation] in December and it carried through in January,” Rifenberg said in mid-February.

“It’s like a whole new place, and with the younger members we’re now attracting, it’s becoming the busiest ‘retired’ club I’ve ever been involved with.”

Further momentum for golf was expected to be generated through continued enhancement of Wycliffe’s two golf courses

from an increased course-maintenance budget for Director of Agronomy Andrew Fike, who came to Wycliffe in 2016, and a planned renovation of the West course.

Similar signs of success were reported

by Wycliffe’s energetic Director of Racquet Sports, Kam Kuchta, who has been at the club for 12 years and continues to compete at the highest levels in national tennis championships for his age group.

Kuchta’s title recently changed, to reflect his taking on the direction of Wycliffe’s fast-growing pickleball program (and also bocce) in addition to tennis. As part of assuming that responsibility, he found a source for a soundproofed wall, made from the same material as Kevlar vests, to help avoid the noise issues that have stymied the growth of pickleball in some community settings.

“Things are getting better and better and better,” Kuchta enthused in mid-February.

“The club is embracing pickleball, but tennis is still very strong. It has to be in this area—if you can make it in Palm Beach County [Fla.], you can make it anywhere.”

READY TO RECOVER While Wycliffe’s newfound momentum www.clubandresortbusiness.com

Kam Kuchta (near left), who still competes at a top level in his age group, has changed his title from Director of Tennis to Director of Racquet Sports, as a reflection of how the Wycliffe membership is now also embracing pickleball.

was halted along with the rest of the club industry as the coronavirus pandemic took hold, the strong taste of success that the club had enjoyed in the first few months of its first post-renovation season certainly stood to position it well for resuming an active pace once the disruption subsides.

“We’ve established ourselves now with a unique value proposition” in the highly

competitive Palm Beach County market, Martin said in mid-February. “We have two distinctive golf courses and nearly 100,000 square feet of updated and contemporary amenities. We’ve built credibility for being strong operators, we’re on the right governance path, and we’ve seen growth in utilization that can sustain successful levels of activity, across the board.”

verdin clocks

Thanks to the special ccapabilities of Mark Jacobsen’s high-tech shop, Wycliffe’s management team and Board may also have access to a special source of power that can help the club quickly recapture its pre-crisis success: a “Thor-style” hammer/ gavel that was fashioned in the shop, to help make sure everyone knows when it’s time to get down to business. C+RB

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DESIGN + RENOVATION

ROOM TO

DO IT 24

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By creating bigger and better all-purpose space, clubs are turning their golf instruction and practice centers into topnotch facilities that attract more members and make important community connections.

By Pamela Brill, Contributing Editor www.clubandresortbusiness.com

PRACTICE AND TRAINING ARE THE keystones of any golf pro. As clubs take a closer look at how to enhance their facilities, instructional spaces designed with the latest hi-tech capabilities and teaching resources not only help fine-tune players’ skills, they can generate interest both inside and out of the club.

OFF- AND ON-CAMPUS TRAINING At Somersett Golf & Country Club in Reno, Nev., players can perfect their golf games year-round, thanks to a recent project that converted an old cart barn into a permanent training facility. Following the move into a new clubhouse, management decided to repurpose a 4,000-sq. ft. space into a structure that provides golfers with a comprehensive learning facility.

“Although simulators are fun and very realistic, nothing would be as beneficial as seeing actual results,” says Director of Golf Stuart Smith, PGA, of the club’s decision to create a permanent facility.

“You can only hit so many balls into a net without boredom setting in.”

Conveniently situated about 80 yards from the clubhouse on the west end of the parking lot, the short-game arena was designed to maximize the putting area. An 1,800-sq. ft. putting green is divided into two zones: the lower half is a flat-to-moderate surface with 1-2 slope ratings, while the upper half is more steep and severe, with ratings of 2-3 or greater.

Seven types of synthetic turf provide different conditions from which to putt and chip, and a kidney-shaped white synthetic area acts as a bunker. Three full-swing areas are located around the arena’s perimeter: two hit into archery netting, and one into a stand-alone net.

Golfers are able to view swing numbers and flight simulation on a 55-inch television screen, via a launch monitor.

To create sufficient illumination for this instructional space, LED lighting is positioned on the building’s framework, enabling more interference-free shot options. The entire system is tied into two www.clubandresortbusiness.com

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Photo Courtesy Somersett G&CC

DESIGN + RENOVATION SOMERSETT GOLF & COUNTRY CLUB Reno, Nev.

“Although simulators are fun and very realistic, nothing’s as beneficial as seeing actual results. You can only hit so many balls into a net without boredom setting in.”

— Stuart Smith, PGA, Director of Golf

switches, which operate on a checkerboard pattern “on sunny days and for electricity conservation,” notes Smith. Two large sliding doors can be opened in the summer for additional natural light.

Maintaining the vinyl skin of this structure requires regular cleaning using soap and warm water, while the aluminum framing is dusted, the cabinetry is oiled and all synthetic surfaces are vacuumed every other week. Because the building had experienced water seepage in its

previous formation, management installed six-inch curbing around the perimeter for adequate waterproofing. With the building monitored via cameras, no additional employees are required for surveillance, and space heaters set on half-hour timers keep electricity costs to a minimum.

Providing this training center to both members and golfers from the University of Nevada, Reno has been a win-win for Somersett (see pg. 30). “There are many opportunities with this building that

remain untapped,” says Smith. “But as of now, we are all enjoying the opportunity to improve our skills during the winter.”

SPRING IN THEIR STEP At Springdale Golf Club in Princeton, N.J., members are roaring with excitement over the latest addition. Last March, the club unveiled the Tiger Performance Center (TPC), marking a partnership with Princeton University’s golf teams and Springdale members.

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DESIGN + RENOVATION

SPRINGDALE GOLF CLUB Princeton, N.J.

“The Tiger Performance Center has brought a ‘wow’ factor to our facility. It sets Springdale apart and has assisted the club in securing additional members [without affecting] our operational efficiency.”

— Anthony Pagliari, PGA, General Manager

“Being in the Northeast, our weather is always questionable from October through April,” says General Manager Anthony Pagliari, PGA. “Given the inclement weather we face throughout the winter, we found a need to offer our student-athletes a place to practice, focus and relax. The TPC provides all of this under one roof.”

Located on the northwest corner of the club’s practice facility and steps away

from the pro shop, the 1,472-sq. ft. center provides a convenient space for players to train and relax. Upon entering the TPC, visitors walk through a small lounge area and into an indoor hitting bay that houses a golf simulator for winter training.

“The simulator screen in this practice area retracts, creating an additional bay to hit shots down-range,” notes Pagliari. The main indoor practice room, consisting of

three hitting areas, rounds out the center’s offerings.

Sporting a solid design, the TPC is outfitted with synthetic green turf flooring in the hitting bays and half-tile, half-carpet in the main meeting area. The wooden structure sits atop a solid concrete foundation, is wrapped in plank siding and topped with asphalt shingles. Springdale GC associates provide regular cleaning services to maintain the property.

Even while builders faced challenging weather through the construction process, Pagliari says the project remained on schedule and resulted in a noteworthy addition to the club’s offerings. “The TPC has brought a ‘wow’ factor to our facility, adding tremendous benefits to all who utilize the space,” he notes. “It has assisted the club in securing additional members from surrounding areas, and has not affected our operational efficiency.”

In addition to serving as a great source for forging member/university relationships, the TPC provides a hi-tech, easyaccess instructional spot for golfers in the offseason. “This facility sets Springdale apart from most others in the area, giving our members and golf professionals a space to practice, learn and teach,” says Pagliari.

“The state-of-the-art setup and technology provide an experience that Springdale would never have enjoyed before.”

SET FOR THE NEXT 100 YEARS Priming for its centennial anniversary, Highland Golf & Country Club in Indianapolis, Ind., recently updated its facility with an all-weather instructional space that opened in February 2018.

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HIGHLAND GOLF & COUNTRY CLUB Indianapolis, Ind.

“Due to the design of the building and the fact that we have controlled costs and staffing levels throughout the year, the building also operates as a profit center for the club. We hope to grow this moderately in the future.”

—Bill Pollert, PGA, Head Golf Professional

“One of the goals that came from [our strategic plan] was to differentiate ourselves from many clubs in the Indy area,” says Head Golf Professional Bill Pollert, PGA. “Being in a northern climate and traditionally not [being] able to offer yearround golf amenities, this seemed like a great opportunity.”

The 9,200-sq. ft. building is comprised of 5,000 sq. ft. of practice space, including a 3,200-sq. ft. short-game room that

M A ST E R

P L A N N I NG

has a sloped putting green and chipping surrounds. Four additional hitting bays designed with heaters, lights and garage doors open into a practice range.

A fifth bay is a 600-sq. ft. private room reserved for teaching and clubfitting, complete with a hi-tech setup, three-camera system and two 50-inch monitors to see video and data playback. A member lounge includes two simulator bays, along with a service bar and five televisions, with a sepa-

A RC H I T EC T U R E

I NT E R I O R

rate lounge and team room for neighboring Butler University’s golf teams located on the other side of the building.

Highland’s instructional space is just off the driving range, enabling golfers to hit balls into the practice range regardless of weather conditions. “Additionally, we wanted to make sure that members could drive their cars close to the building, to avoid any long walks during the cold and snowy winter months that may deter people from

DE S IG N

P RO C U R E M E NT Wollaston Golf Club, Milton, MA

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DESIGN + RENOVATION

Challenge Accepted LIKE MOST RENOVATION PROJECTS, designing and implementing plans for golf instructional space has its share of headaches and setbacks. Here’s how some clubs overcame adversity to get the job done.

Cost initially became a prohibiting factor for Somersett Golf & Country Club in Reno, Nev. when management wanted to construct a training center for members and student golfers. By tapping into local resources, the club opted to partner with the men’s and women’s golf teams from the University of Nevada, Reno, which were in need of an indoor facility for winter practices.

Thanks to financial assistance from the university’s golf team alumni and athletic boosters, the project was able to be completed. “It is truly a shared amenity for our members and the university golf teams,” says Director of Golf Stuart Smith, PGA. “On winter days and evenings, you can find both the men’s and women’s university teams utilizing the arena, staying sharp and improving their skill.”

Creating a short-game space that is ideal for not only putting, but also chipping and pitch shots, might have been a tall order, but the design team at Highland Golf & Country Club in Indianapolis, Ind. was determined to get it done—and done right. Seeking out a turf installer that used unconventional

using the building,” says Pollert.

Weather also played a part in determining the building’s placement on the property. “We wanted to do our best to position the building so golfers would not be hitting into the prevailing [west] wind, which is the direction our range sits,” he adds. This locale also ensures that golfers don’t hit balls into surrounding areas of the golf course or towards a nearby maintenance facility.

With such a thoughtful approach to layout and design, Highland Golf’s practice facility has extended its usefulness beyond golf. Special club events are held on the

SUMMING IT UP > Creating a convenient location for > >

30

practice provides easy access for members and guests.

Installing flexible amenities such as motion-sensor lighting and heating timers reduces operating costs.

Partnering with local university and school golf teams invests in the potential for future growth.

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A partnership with the University of Nevada, Reno helped Somersett G&CC overcome cost hurdles for its training center (above); installing turf without a concrete slab created a true short-game space (right) at Highland G&CC. methods was the trick to putting this dream into motion.

“Instead of putting the product over the concrete slab of the building like most indoor surfaces, they left the ground ‘as is’ and then built up the sub-layer from there,” explains Head Golf Professional Bill Pollert, PGA. The approach involved starting with dirt from the ground under the building and then adding a mixture of different sizes of rocks, more dirt, and sand by hand. Finally, the turf was installed directly on top of the sub floor, allowing for different chip shots.

“When the ball lands on the green, it reacts almost identically as it would on an actual green on the golf course,” Pollert says.

premises, as are private member parties that average 8 to 12 per year. “This flexibility has been a major benefit and something that ensures the building is constantly being used,” notes Pollert.

To accommodate flexible scheduling, motion sensors have been installed to activate lighting. Hitting bays are heated via timers, eliminating the need for additional staff and reducing utility costs.

Thanks to consistent use of this space, Highland’s club membership has increased over 20 percent during the past two years, which Pollert attributes in large part to the training building. “Due to the design of the building and the fact that we have controlled costs and staffing levels throughout the year, the building also operates as a profit center for the club,” he says. “We hope to grow this moderately in the future.”

CREATING COMMUNITY APPEAL At DuPont Country Club in Wilmington, Del., adding instructional space for membership has turned into a business opportunity that reaches beyond its core membership. After the club was purchased

in 2018, management decided to enhance its longstanding reputation as a club, but with a wider reach.

“Our goal was to turn this into a private club with a public purpose,” says Director of Golf John Burke. A new indoor facility and teaching academy, along with a fitness center and two pools, opened last November, with an outdoor driving range and shortgame facility due to open later this spring.

The 9,000-sq. ft., ranch-style instructional space boasts six indoor bays—two for teaching and four exclusively for member use—and is located 120 yards from the main clubhouse. Entrants to the indoor facility are brought into a bar and lounge area that sits 55 people.

Wooden flooring and vaulted ceilings create a spacious layout for both instruction and recreational purposes. The lounge area leads directly into the member bays, where garage doors provide easy access to the outside for hitting balls into the driving range. Down the hallway to the right are two teaching bays with 3-D analysis, one of which also acts a clubfitting bay.

With such comprehensive teaching capawww.clubandresortbusiness.com

DUPONT COUNTRY CLUB Wilmington, Del.

“We wanted the main indoor facility to allow members to play golf year-round and to develop a teaching-academy model that mirrors world-class instruction for juniors and adults.”

— John Burke, Director of Golf

bilities in place, the indoor facility’s design speaks to its dual purpose. “We wanted the main indoor facility to allow members to play golf year-round and to develop a teaching-academy model that mirrors world-class instruction for juniors and adults,” notes Burke.

In addition to its own DuPont junior academy, the club partners with five Wilmington-area high school golf teams and the University of Delaware’s golfers. High school players assist in DuPont’s youth academy program and are able to take advantage of internships and other employment opportunities. The club also partners with the Special Olympics of Delaware and The First Tee of Delaware, and has contracts to host a tournament for the American Junior Golf Association and the Peggy Kirk Bell Girls Golf Tour, further cementing its reputation as a local resource for up-and-coming golfers.

With a vibrant and active golfing community utilizing these new facilities, DuPont’s membership has received a boost since the indoor center’s opening. The practice space has also generated tremendous buzz in the Greater Wilmington and Philadelphia area and prompted golf pros to seek out the club as a potential teaching resource. C+RB

www.clubandresortbusiness.com

Photo by Krystal Deegan Photography and Courtesy DuPont CC

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Chef to Chef SHOW REPORT

CAROLINA

CONNECTIONS

Held in the first days of March before the coronavirus pandemic took hold, the 12th Annual Chef to Chef Conference in Charlotte, N.C. provided attendees with valuable insights and contacts that proved especially valuable after they returned home.

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Photos by Derek Little, Brad Voyten, Olivia Zemanek and Rob Thomas, WTWH Media LLC

Special jackets (left) provided to all attendees by ChefWorks added to the camaraderie and sense of community enjoyed by those who gathered in Charlotte, N.C. during the first days of March for the 12th Annual Chef to Chef Conference.

SOCIAL DISTANCING WAS NOT YET even a concept, let alone a mandated practice, when hundreds of the club industry’s top chefs and food-and-beverage managers, along with many general managers, descended on Charlotte, N.C. in the first days of March for the 12th Annual Chef to Chef Conference.

And as it turned out, the Conference provided attendees with a last opportunity to renew professional acquaintances, and develop new ones, that would prove especially valuable and vital as sources of needed support and information, after everyone returned home to face the unprecedented challenges posed by the coronavirus pandemic.

With a program that included presentations by three Certified Master Chefs, a keynote address by celebrated chef, author and TV personality Michelle Bernstein, and the added attraction of the first-ever “Inside the House” club tour that would treat attendees to inside looks (and the food and beverage specialties) of three of the city’s top clubs, the Charlotte event drew the second-highest attendance in the Conference’s 12-year history. It also featured a record number of sponsoring companies that, in addition to their displays of a full range of products and services, also held special educational sessions, provided supplies and ingredients for Conference meals and events, and offered a variety of valuable prizes that were raffled off to attendees (see separate report, pgs. 14-15).

SHARED PASSION After the first day of the Conference began on Sunday, March

1st with registration, sponsors’ pre-Conference workshops and a welcome reception, attendees gathered for an opening plated dinner prepared by The Westin Charlotte’s culinary staff headed

by Executive Chef Aaron Cox (whose resume includes club and resort experience at TPC Piper Glen, Amelia Island Plantation, the Grand Teton Lodge, and The Greenbrier).

The dinner was followed by the keynote address by Michelle Bernstein, the Miami-based owner/operator (with her husband/

An overflow crowd gathered for a closing Happy Hour, during which they cheered on contestants in the Conference’s spirited Iron Chef Mystery Basket Cookoff.

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Chef to Chef SHOW REPORT

In the opening night’s keynote address, chef, author and TV personality Michelle Bernstein related the drive and desire that helped her become a James Beard Award winner to the passion and dedication that she felt and shared with the club chefs attending the Conference.

business partner, David Martinez) of the Michelle Bernstein Catering company and Cafe La Trova, a Cuban-inspired bar and cafe in the city’s Little Havana section.

In relating the steps of a career that has also included being a James Beard Award winner (Best Chef South 2008), authoring Cuisine a Latina, and making TV appearances on shows including “Top Chef” (where she bested Bobby Flay), “SoFlo Taste” and “Check Please!” (both of which she currently hosts), Bernstein related the drive and desire that has fueled her success to the passion and dedication she felt and shared with the club chefs attending the Conference.

After Bernstein then joined attendees to close out the evening in the always-popular “Chef to Chef Lounge,” the Conference resumed on Monday morning, March 2nd with its first education sessions: • “Leadership vs. Management / Innovation vs. Creativity,” presented by Edward Leonard, CMC, Director of Culinary Opera-

Edward Leonard CMC

Paul Verica

Olivier Andreini

James Allen CEC

CMC

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tions and Executive Chef of The Polo Club off Boca Raton (Fla.) • “From Club Chef to James Beard Nominee,” presented by Paul Verica, Chef Owner, The Stanley, an award-winning Charlotte, N.C. restaurant. Prior to opening restaurants, Verica was Executive Chef and Director of Food and Beverage at The Club at Longview in Waxhaw, N.C. • “A Master Chef-Inspired Club Dinner,” presented by Olivier Andreini, CMC, Executive Chef, Bentwater Yacht & Country Club in Montgomery, Texas, during which Andreini walked attendees through all of the steps required to plan and execute a prix fixe five-course Valentine’s Day dinner that included two appetizer choices and three entree choices.

• “An Introduction to CBD and Terpenes from Canada’s Cannabis Chef,” presented

by Travis Peterson, founder and principle owner of The Nomad Cook, which originally focused on cross-country pop-up dinners and in-home private dining, but changed

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The Conference’s always-popular “Chef to Chef Live” breakout sessions were led by a rotating lineup of moderators that included (above, left to right) Paula Kelly, General Manager/COO, Merion Golf Club; Tom Birmingham, Director, Club + Resort Chef Association, and Anthony Villanueva, Executive Chef, Edgewood Country Club, along with (not pictured) Nick Barrington, Executive Chef, East Lake Golf Club and J. Kevin Walker, Executive Chef, Ansley Golf Club.

its focus in 2018 to specializing in serving cannabis-infused dining experiences.

AN INSIDE LOOK The afternoon of the Charlotte conference’s first full day was devoted to the first-ever “Inside the House” club tour (see photos, pg. 36), which gave attendees the unique opportunity to get an up-close, exclusive look at the properties and food-and-

beverage operations of three of the city’s leading clubs: Quail Hollow Club, Carmel Country Club and Myers Park Country Club.

For the tour, attendees were first bused in smaller groups to both Carmel and Quail Hollow, with everyone then ending up at Myers Park. Each stop on the tour was hosted by the clubs’ Executive Chefs— Justin Sing at Quail Hollow, Ryan Cavanaugh at Carmel CC and Scott Craig, CEC, CCA,

WCMC at Myers Park—and their General Managers—John Schultz, CCM, CCE (Carmel), Tom DeLozier, CCM, CCE (Quail Hollow) and Mark Bado, MCM, CCE—with full support from their staffs. Each club pulled out all of the stops to provide insights into their unique cultures and histories and offer full access to their kitchens and dining venues—and to serve up a full complement of their menu and bar specialties, to make

High quality and affordable grab-and-go snacks

Perfect for retail, conferences and boxed lunches

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Chef to Chef SHOW REPORT

The Charlotte Conference featured the first-ever “Inside the House” club tour, during which the management and staffs of Carmel CC (above), Quail Hollow Club (above right) and Myers Park CC (right) pulled out all the stops to give attendees complete access to their operations and treat everyone to their food and beverage specialties.

The May 2020 issue of Club + Resort Chef will include a full report on the tour.

sure everyone was well-fed and refreshed every step of the way.

(Detailed coverage of the club tour will be included in the May 2020 issue of Club + Resort Chef that will be mailed with the May issue of C+RB).

Travis Petersen

TIMELY MESSAGES Upon returning from Myers Park and enjoying the traditional night out to experience the local dining scene, attendees returned on Tuesday morning for another full slate of presentations that included: • “The Three R’s: Relevance, Recruitment and Retention,” presented by Michael Matarazzo, CEC, Executive Chef, Farmington CC, Charlottesville, Va. • “Inspiring and Retaining a Culinary Team at the End of the ‘Yes, Chef’ Era,” presented by J. Kevin Walker, CMC, Executive Chef, Ansley Golf Club, Atlanta, Ga. Matarazzo and Walker’s presentations both focused on relating personal and professional experiences concerning how they have dealt with stress and work-balance issues for both themselves and their staffs; they delivered messages and counsel that would prove to be especially relevant after attendees returned home and were thrust onto the front lines of helping their clubs respond to the coronavirus outbreak.

Reports that both Matarazzo and Walker

Michael Matarazzo CEC

Kevin Walker

CMC, AMC

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wrote about their own clubs’ responses, along with those written by many other leading club chefs and managers, can be found on Club + Resort Chef’s special archive of its COVID-19 coverage, at https:// clubandresortchef.com/covid-19/ Tuesday’s final presentations included: • “Women in Hospitality: Promoting Their Success and Impact,” a panel discussion led by Rhy Waddington, Executive Chef, Winged Foot Golf Club, Mamaroneck, N.Y. Panelists included Chrissie Bennett, Winged Foot’s Executive Sous Chef; Dana Ianelli, Executive Pastry Chef, Addison Reserve Country Club, Delray Beach, Fla.; Katie McAllister, Winged Foot’s Executive Pastry Chef, and Colby Newman, Executive Chef, Grosse Pointe Yacht Club, Grosse Pointe Shores, Mich.

• “The APPY Kitchen: A Paperless Approach to Managing Workflow,” presented

by James Hudock, Executive Chef of Gibson Island (Md.) Club. Hudock demonstrated CIDE Kic, a digitally based touchscreen system for managing workflow (see photo at right) that is designed to streamline kitchen operations while reducing stress and miscommunication for all members of the culinary team and improving delivery and performance for F&B programs.

• “Play with Your Food: A Fun Approach to Casual and Fine Dining,” presented by www.clubandresortbusiness.com

A special panel on “Women in Hospitality: Promoting Their Success and Impact” was led

by Rhy Waddington (left), Executive Chef, Winged Foot GC and included comments from (above, left to right) Chrissie Bennett, Executive Sous Chef, Winged Foot GC; Dana Ianelli, Executive Pastry Chef, Addison Reserve CC; Katie McAllister, Executive Pastry Chef, Winged Foot GC, and Colby Newman, Executive Chef, Grosse Pointe YC.

James Allen, CEC, Executive Chef, the Blackthorn Club at The Ridges in Jonesboro, Tenn.

Allen demonstrated his novel approach to using chocolate fountains (see photo, pg.

34) to provide red-eye and white-pepper gravy and other sauces as part of buffet action stations for serving cheddar and mini-biscuits, duck arancini, beef tenderloin skewers and breaded chicken strips.

Attendees then dispersed into smallgroup breakout sessions for the alwayspopular “Chef to Chef Live” segment of the Conference. Five speakers rotated from room to room to share experiences and moderate discussions with each group. They included: Paula Kelly, General Manager/

COO, Merion Golf Club, Ardmore, Pa.; Tom Birmingham, Director, Club + Resort Chef Association; Anthony Villanueva, Executive Chef, Edgewood Country Club, River Vale, N.J.; Nick Barrington, Executive Chef, East Lake Golf Club, Atlanta, Ga., and Ansley GC’s Kevin Walker.

An overflow crowd then returned to pack the Westin’s Grand Ballroom for the Conference’s final event, the Iron Chef Mystery Basket Cookoff. With Club + Resort Chef Editor Joanna DeChellis and the Club + Resort Chef Association’s Tom Birmingham providing running commentary, attendees enjoyed Happy Hour refreshments as they watched the action at the front of the ballroom that was also projected on two video screens (see photo, pg. 33). As a new feature this year, polling through the Conference app also let attendees vote for their favorites during the competition.

James Hudock

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Four two-person teams battled for the title; the semi-final matches pitted the team of Mark Mathurin, Executive Chef, Eastward Ho! Country Club, Chatham, Mass. and Pedro Sanchez, Executive Chef, BraeBurn Country Club, Houston, Texas, against Jason Neal, Executive Chef, Providence Country Club, Charlotte, N.C., and James Patterson, Corporate Executive Chef, Sedgefield Country Club/McConnell Golf, Greensboro, N.C.; and Danny Profita, Executive Chef, The Merion Cricket Club, Haverford, Pa. and Kelly Morrow, Tavistock Country Club, Haddonfield, N.J. against Myers Park CC’s Scott Craig and Ansley GC’s Kevin Walker.

The Neal-Patterson and Craig-Walker teams advanced to the final, with Walker and Craig then emerging victorious, as judged by tasters Marshall Violante, Executive Chef, the Saddle and Cycle Club of Chicago (Ill.); Scott Ryan, Executive Chef, The Country Club, Pepper Pike, Ohio, and East Lake GC’s Nick Barrington. The winners and runners-up received prizes from Vitamix and Spiceology (see pg. 15).

Following a raffle of a wealth of sponsorprovided prizes (see pg. 15), the Conference ended (except for those who stayed for the optional tour on Wednesday morning of Johnson & Wales University’s Charlotte campus) with the announcement of the dates and location for the 2021 Conference: March 7-9, 2021 at the Austin (Texas) Marriott Downtown. Visit www.CheftoChefConference.com for updates on the planned agenda and registration. C+RB April 2020

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COURSE + GROUNDS

MAKING the CUT Advances in mower technology are helping golf course superintendents run their maintenance operations more efficiently and cost-effectively.

By Betsy Gilliland, Contributing Editor

Photo Courtesy Muirfield Village GC

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SOME ASPECTS OF GOLF COURSE maintenance will never change—such as the need to mow turfgrass properly to optimize playability. In fact, good mowing practices, although time-consuming, might be the top contributor to a golf course’s aesthetics and its turfgrass’ longevity.

Through the years, however, changes to mowing equipment have enabled superintendents to reduce labor hours and mowing time without sacrificing course conditions.

“We’re trying to stay as current as we can with new technology,” says Chad Mark, Director of Grounds at Muirfield Village Golf Club in Dublin, Ohio.

GAME CHANGERS New mower technology can help superintendents reduce labor when mowing large-acre areas, Mark says, and mowers with a higher frequency of clip have improved mowing practices as well.

“That’s been a game changer for those of us looking for [greens] speed,” he says.

“We used to double- and triple-cut to get the speed we wanted. [The improvement in frequency of clip] has enhanced our ability to get great speeds without double- or triple-cutting.”

The flex mowers that the Muirfield Village staff uses on the greens are designed to follow the contours and undulations of the putting surfaces. They also help eliminate variability in the quality of cut from operators with different skill levels.

Fairway mowers at the 18-hole Muirfield Village now have 11-blade reels, where in the past, the staff used eight-blade reels.

While an eight-blade reel is recommended for a height of cut of at least .500 inch, an 11-blade reel is recommended for a height ranging from .250 to .750 inch. An 11-blade reel is also more desirable for faster-thanaverage mow speeds.

At Wintergreen (Va.) Resort, the maintenance crew maintains 45 holes on two entirely different types of golf courses.

Stoney Creek, a 27-hole course, is open year-round in the Rockfish River valley, and www.clubandresortbusiness.com

“

[Mowers’ higher frequency of clip] has been a

game changer for those of us looking for greens speed. The improvement has enhanced our ability to

”

get great speed without double- or triple-cutting.

— Chad Mark, Director of Grounds, Muirfield Village GC

18-hole Devils Knob—the highest course in Virginia—sits at an elevation of more than 3,800 feet and typically is 12 to 18 degrees cooler than its sister course.

Four-wheel drive mowers, which are safer on the steep slopes of the mountain and valley courses, offer dependable traction on hills and wet terrain. However, says Director of Golf Course Maintenance Fred Biggers, CGCS, “When it’s slippery and wet after it rains, we stay off the slopes a day or two before mowing.”

Other mowers at the property allow for tight maneuvers in trim areas, and some mowers disperse clippings more evenly to provide the cleanest possible cut.

The Wintergreen staff uses triplex mowers on the greens, and while Biggers has a smaller staff now than in the past, grounds crew members can mow the golf courses more efficiently.

AUTOMATIC INTEREST Mowing technology will continue to

advance, and Mark says a lot of superintendents are eager to learn more about autonomous mowers. “Once they’re reliable, I think they’ll help our industry,” he believes.

Chris Carson, Golf Course Superintendent at Echo Lake Country Club in Westfield, N.J., also thinks the business is on the cusp of increasing its reliance on robots. “In the next five years, we’re going to see robotic fairway mowing,” he says. “I think that’s a viable alternative.”

Tyler Bloom, Director of Grounds and Facilities at Sparrows Point Country Club in Baltimore, Md., also expects robotic, GPS mowers to become more prevalent.

“We don’t have any robotics yet, but we will test them out in the future,” says Ryan Cummings, Golf Course Superintendent at Elcona Country Club in Bristol, Ind. “It could impact our staff needs down the road.”

At this point, however, Matt Schuldt, Golf Course Superintendent at Seattle Golf Club, believes the use of robotic equipment is cost-prohibitive. And Muirfield Village’s

SUMMING IT UP > > >

Technological advances in golf course mowers have reduced labor for maintenance staffs by improving the efficiency, serviceability, and longevity of the equipment.

The use of growth regulators and increasing natural areas, as well as water-conservation efforts, help golf course properties decrease their mowing expenses.

Superintendents are eager to learn more about autonomous mowers and believe that the machines will be an integral part of the industry, once they become more reliable and cost-effective.

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COURSE + GROUNDS

Though their use has entailed some limitations—such as communication issues when it’s windy or foggy, extra transport and restart requirements, and slowdowns when encountering turns, slope and hills—Presidio GC’s experience with autonomous mowers has been overwhelmingly favorable because of the labor savings and “fantastic” quality of cut, reports Golf Course Superintendent Brian Nettz. But Cub Cadet’s recent departure from the market now has him looking for alternative solutions.

Mark agrees. Where operator-driven mowers have a price tag of $60,000 or $70,000, he says, the cost of autonomous mowers could be more than double that amount.

PROVEN PERFORMANCE, BUT UNCERTAIN AVAILABILITY Brian Nettz, CGCS, is a superintendent who is sold on autonomous mowers. His golf course maintenance staff at Presidio Golf Course in San Francisco started using five autonomous greens mowers two years ago—long before “social distancing” became part of our everyday lexicon in the wake of concerns about the spread of coronavirus, and restrictions on courses and their staffs were imposed to threaten maintenance operations just as a new golf season was about to begin.

In February, however, Nettz was thrown a pre-coronavirus curve, when Cub Cadet, the manufacturer of the autonomous mowers Presidio uses, informed Nettz and other superintendents that it was pulling out of the market because of technical challenges that would be time-consuming to address.

Currently, Presidio’s maintenance staff is still using its autonomous mowers, but Nettz will eventually have to look into ways to replace them. He is considering using triplex mowers or hand-mowing greens, in addition to exploring the autonomous options that other mower manufacturers have been developing.

Nettz got his first look at robotic mowers when another local golf course was using them on a trial basis. “The machine is heavy, so it was essentially mowing and 40

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rolling at the same time, and the guy with the machine was hand-raking the bunkers,” says Nettz. “The mowers are also electric, so that is in our wheelhouse.”

Coupled with the need to replace his greens mowers and San Francisco’s difficult labor market, Nettz made a pitch to property officials to try the mowers. Presidio, which had just finished rehabilitating the golf course in-house at a cost of about $2 million, got the robotic mowers on a fouryear lease. While the club’s course-maintenance department purchases most of its equipment, “With this kind of technology, it made no sense to purchase, because it’s going to be outdated,” Nettz explains.

The machines, which weigh about 600 pounds and learn the shape of each green they’re programmed to cut, start with a push button. An underground wire is installed around the perimeter of the greens to guide the mowers, and the operator places multiple beacons around the greens.

The beacons send sound waves back to the mowers to orient the machines.

“They operate off of sound and light, so you place beacons out on platforms around the greens,” says Nettz. “If it’s windy or foggy, you can get communication issues.”

The grounds crew members were initially skeptical of the machines, Nettz reports, and didn’t like having to hand-rake the bunkers while the machines mowed the greens. However, he adds, “They learned to appreciate them.”

An autonomous mower is programmed

to stop if something obstructs its path, but a human has to restart the machine. In addition, Nettz says, “You have to transport it from green to green on a trailer. It doesn’t know its way around the golf course, but it knows its way around the greens.”

In colder weather, the machines can be set to roll the greens without mowing them, so they won’t stress the grass. In addition, Nettz says, the robotic mowers work well on cool- and warm-season grasses.

The autonomous mowers have some issues with hills, he reports, and there is a limitation to the slope they can handle. “If you have sloping terrain around the greens, sometimes they have issues making turns,” he explains.

To alleviate the problem, the grounds crew can put down boards or tweak the turn-radius programming on the machine to preserve the grass.

While a robotic mower can be used on more than one green, Nettz explains, his staff generally uses the same ones on the same greens. Because they are slow to turn, he notes, it can take them a little longer than it takes to hand-mow greens.

Still, he says, they’re cost-effective, because the labor is offset by other tasks crew members can perform while the machines are mowing the greens. A year’s lease payment equals one staff member’s salary, which has saved him from hiring an additional person. “And they’re not burning gas,” he notes.

“The mowers themselves are super-

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Anyone who doesn’t give [autonomous] mowers a hard look is not doing their club a service.

— Brian Nettz, CGCS, Golf Course Superintendent, Presidio GC

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— Rick Fredericksen, Certified Golf Course Superintendent, Woodhill CC

With 45 holes spread between two entirely different golf courses, Wintergreen Resort’s Fred Biggers puts a premium on finding cost-saving opportunities through a variety of mowing strategies.

versatile,” Nettz says. “They got the golf course up to the maximum expectation level right away. The quality of cut was fantastic and so much better [than was previously achieved]. After three days, we had immediate compliments about the putting quality of the turf.

“Anyone who doesn’t give these mowers a hard look,” Nettz adds, “is not doing their club a service.”

COST-SAVING OPPORTUNITIES Taking advantage of new mower technology is not the only way that superintendents can save costs on mowing practices.

Presidio has no-mow areas, and the staff gang-mows fairways with an 11-gang pullbehind mower. “One person can mow 40 acres in four hours,” Nettz says.

Native areas are not a design feature of Muirfield Village, Mark says, but the maintenance staff uses growth regulators to keep plants from growing excessively and to reduce mowing costs.

At Wintergreen, notes Biggers, grounds crew members “maintain the golf courses with an eye on the budget.” They keep the greens dryer and firmer to enhance the roll, and only water to supplement rainfall or to soak in a chemical application.

The property, which is working on its Audubon Cooperative Sanctuary Program certification, increased natural areas from eight acres to a total of 14 acres on its two

golf courses last year. “We’ve taken that labor we’ve saved and used it to do more work in the bunkers and other trim work around the golf course,” notes Biggers.

The golf courses have buffer zones around the streams, creeks, and lakes, and the increased natural areas have provided a balance between intensive- and low-maintenance areas. “It’s also speeded up play,” Biggers reports. “People don’t go looking for balls in the native areas.”

Wintergreen’s grounds crew sprays growth regulator on the property’s Bermuda grass twice a month, enabling them to mow the turf only twice a week and eliminate clippings, so they don’t have to blow the fairways. This practice has reduced growth by 60 to 70 percent, Biggers says.

By mowing less frequently, the Wintergreen maintenance staff also saves wear and tear on the equipment, decreases diesel usage, and reduces labor costs.

TRAINING GROUNDS The proper training of crew members to operate equipment safely and efficiently saves time and labor as well.

“One of our philosophies is to have as many people trained on as many pieces of equipment as possible,” says Mark. “You never know what might happen, and we don’t want to derail plans for an entire day.

Our seasonal employees get up at 5 a.m., and that would be hard to do if all they do

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is rake bunkers.”

By cross-training crew members, he adds, “We can make changes in the mowing schedule any day of the week if needed.”

With 45 people on the grounds crew during the golf season, Muirfield Village relies on teamwork to keep maintenance operations running smoothly. The maintenance staff has several assistants who, along with the equipment technicians, train new crew members initially. They send new employees out with the crew captains their first few times on the golf course. First, however, new crew members learn to mow on the onsite nurseries and practice facilities.

BLENDING SCIENCE AND ART Superintendents expect to see continued changes in mowing equipment. Biggers and Nettz can even envision a time when golf courses will only be using two or three employees to manage a fleet of autonomous greens mowers. “I can see someone sitting with a control box and managing three mowers. I don’t know that it will ever be completely autonomous,” says Nettz.

In the future, he adds, mowers could also include moisture-sensor or turf healthsensor technology. But the human factor will never be completely eliminated, he believes.

“There’s still an art to greenskeeping,” Nettz says, “and there probably always will be.” C+RB April 2020

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RECREATION + FITNESS

HOLDING COURT

Pickleball may be the fastest growing sport in America, but club professionals are keeping members active on the tennis and platform courts as well. For many, it’s as much about socialization as competition.

By Rob Thomas, Senior Editor

THE RAPID GROWTH OF PICKLEBALL in the club industry may have garnered the lion’s share of headlines over the last year, but staples like tennis and paddle also continue to draw huge participation among members looking for opportunities to stay active and involved.

At Sea Pines Country Club in Hilton Head, S.C., where tennis and pickleball are joined by bocce, there are seven clay tennis courts—all lighted—and four lighted pickleball courts. Even with the rise in pickleball’s popularity, says Director of Tennis Matt Wuller, tennis remains king at the club.

“Our tennis program is extremely vibrant,” Wuller says. “We have many socials and mixers within the club, and also club-championship tournaments.”

Some of the socials involve special themes, including “Cheeseburger in Paradise,” the “Mardi Gras Tennis Event” and a “Holiday Round Robin.” And Sea Pines’ “Welcome Back to Tennis” program, hosted every February, is designed to provide an introduction to beginners, while also helping former tennis players “rekindle their love” of the game.

The summer junior program at Sea Pines gets approximately 100 to 125 kids for a seven-week program, and the afterschool program anywhere between 10 and 15 kids per session. “Our summer junior and after-school programs get kids of all levels playing with red and orange balls,” Wuller adds. “We are now even starting to use the pickleball courts as a good feeder program for our junior tennis players who are training in the red-ball program.”

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SUMMING IT UP

> Socials and mixers, where members gather for themed food, cocktails and fun, non-competitive play, can build interest in racquet sports. > Racquets programming should include activities geared to the younger generation, who want activities that will give them a good workout and be enjoyable in a short period of time. > In addition to their popularity with adults, smaller pickleball courts can be used as feeders for youth tennis programs.

Photo by Sea Pines Country Club

Pickleball is really still in its infancy stage at Sea Pines, with courts that have only been open for a few months. “We offer some round-robins and open reserve play for any player to join in,” Wuller says.

NET GAINS Park Ridge (Ill.) Country Club has four platform courts and four Har-Tru tennis courts at its property.

Matt Davis, Director of Racquet Sports, says the club hosts Cardio Tennis Mixers, which are very popular, and Mixed Paddle Leagues on Wednesday nights, with 32 players each evening during the busy paddle season (October through March).

“Paddle has exploded with very large numwww.clubandresortbusiness.com

Matt Davis, Park Ridge CC’s Director of Racquet Sports, stays aware of changing demographics and shapes programs for younger generations that favor quick-hitting activities.

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Grass courts at The Mayfield Sand Ridge Club make the facility a popular location for area tennis tournaments.

bers, since it has only been in existence here for four years,” Davis says. “We have seen it grow to about 200 people playing, with seven men’s teams and six ladies’ teams. Lots of people also play for fun and are not on teams.

“Tennis remains steady with our largest program—Cardio Tennis,” Davis adds. “We bring in over 100 different members each season to do this program. Our members really enjoy our racquets programs.”

The Mayfield Sand Ridge Club in South Euclid, Ohio also has four platform tennis courts, as well as four clay tennis courts, and Northern Ohio’s only two grass tennis courts.

“Our grass courts make the Mayfield Country Club courts a desired place for tennis players across Cleveland to come to,” says Director of Tennis Alex Guthrie, USPTA. Mayfield hosts a pair of USTA Tennis Tournaments, along with five Member Tennis Socials and one Platform Tennis Social throughout the year, which has generated added interest.

“Last summer, we offered more programming, and as a result we had an increase in the number of members using the facility,” Guthrie says. “The flexibility of the tennis staff tries to cater offerings, 44

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from everyone who just wants to try tennis to the advanced player.”

THE OLD AND THE NEW In New York state, The Country Club of Rochester (CCR), founded 125 years ago in 1895, offers platform tennis, tennis and pickleball for men and women, and platform tennis and tennis for juniors.

CCR has men’s and women’s teams that actively compete in interclub programs throughout the year, says Anne Osovski, the club’s Athletic Director. The Ladies Interclub Summer Tennis (L.I.S.T.) teams placed in the top three in all divisions last year, with a total of 65 women members participating in the club’s tennis program.

“We are very proud of the growth that our racquets programs have seen over the

last several years,” Osovski says.

In addition to competitive club tournaments, CCR’s members have several opportunities to use the courts for socializing. “During the summer, we host several tennis socials and mixers, inviting tennis and pickleball players to gather for themed food and cocktails, and fun, non-competitive play,” Osovski says. “We also offer weekly co-ed drop-in drills for tennis and pickleball. These sessions attract seasoned members looking for extra practice, as well as newbies to the game.”

CCR also grows its program at the youth level. “We offer Junior Paddle, which has grown exponentially over the past few years, with over 25 juniors participating,” Osovski says. “We have a Junior Tennis Program, offering camps and individual instruction.

“Our Junior Tennis Programs follow the same developmental pathway as the USTA’s Net Generation program,” she adds.

“It is a comprehensive, curriculum-based approach that respects red, orange, green and yellow tennis.”

“

Paddle has exploded with very large numbers

[and] tennis remains steady, with our largest

program, Cardio Tennis, bringing in over 100

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different members each season.

—Matt Davis, Director of Racquet Sports, Park Ridge CC

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Matt Wuller, Sea Pines CC’s Director of Tennis, hosts several events to keep members active, including a “Welcome Back to Tennis” program designed for both returning players and beginners.

ROOM FOR GROWTH For clubs looking to expand their racquet programming, Osovski recommends incorporating members’ voices in the process.

“Great communication is the key to building the program,” she says. “It is helpful to put in place a tennis committee with members who are enthusiastic about the program and its promotion.

“Tennis mixers and socials are also a great, fun way to educate new members to the club’s racquet sports offerings,” she adds. “We host a CCR Women’s Sports EXPO in the spring, and tennis is a big com-

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ponent of it.”

Wuller, who says Sea Pines has hosted cookouts, cornhole tournaments and even a glow-golf event on its tennis courts, recommends keeping programming fresh for members.

“Try to add variety to your programs,” he advises. “But also make sure that once you find an event that is successful, keep it in your pipeline and tweak it accordingly, to continue its success.”

At Park Ridge CC, Davis is in favor of quick-hitting activities. “Clubs need to be aware of the changing demographic of players,” he says. “With the younger generation, they want activities that will give them a good workout and be enjoyable in a short period of time.

“Most tennis players play for an hour or so, and then move on,” he notes. “And with paddle, you can get a solid workout in an hour, which is amazing on a small court.” C+RB

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TODAY’S MANAGER COURSE + GROUNDS

Head-sm

HEAD BOLD

Subtitle.

By Name

PRINCIPLED PERFORMANCE Adhering steadfastly to five simple but powerful fundamentals of effective club management formed the foundation of Ted Gillary’s exemplary career and helped him lead one of the industry’s most inspiring turnaround stories at the Detroit Athletic Club. Those same guidelines now also provide best-practice direction for responding to the coronavirus challenge.

By Joe Barks, Editor

A LIFETIME ACHIEVEMENT AWARD IN the club industry does not come without a history of taking on, and conquering, many difficult challenges along the way.

That was certainly the case for J. G. Ted Gillary, who was honored with that award, upon his retirement after 26 years as Executive Manager of the Detroit Athletic Club (DAC), as part of the 2019 Excellence in Club Management (ECM) Awards sponsored by the McMahon Group, Club + Resort Business, and the National Club Association (“The Toast of Texas,” C+RB, March 2020).

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In accepting the award, Gillary outlined, with his usual forthright and reassuring delivery, how he followed five simple but powerful fundamentals of effective club management throughout his career, to help him direct the transformation of the DAC from a city club that was struggling when he arrived in 1994 to one that now has a waiting list for membership of nearly 400, and is frequently cited as one of the club industry’s most inspiring turnaround stories: “I think we in club management develop a unique www.clubandresortbusiness.com

Placing technology leaders at the top hospitality venues worldwide for over 120 years Explore Undergraduate & Graduate programs in

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CONGRATULATIONS Mike Smith for winning the 2019 Mead Grady Award* for Excellence in Club Management Country Club of Rochester, Clubhouse & Green

*The highest honor given nationally to a private club general manager by the McMahon Group, Club & Resort Business Magazine and the National Club Association

Mike Smith

CCM, CCE, ECM The Country Club of Rochester BAS in Hotel & Tourism Management, 2000

saunders.rit.edu/hospitality Rochester Institute of Technology, Founded 1829

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P R I VAT E C L U B P L A N N E R S & C O N S U LTA N T S

TODAY’S MANAGER

During Ted Gillary’s 26year tenure as the Detroit Athletic Club’s Executive Manager, its iconic Albert Kahn-designed clubhouse and surrounding property received more than $70 million in improvements and upgrades, and became the centerpiece of downtown Detroit’s revival.

ability to adapt and stay the course with a wide variety of leadership styles,” Gillary said at the ECM Awards Dinner. “My natural way of looking at leadership is through stories and principles. A good principle is like a promise—once adopted, always kept. These are five that I have followed as my guidelines; I use them to remember important lessons, and to pass on what I have learned to others: “1. A promise that is good for the present should be good enough to keep in the future. When I first arrived at the DAC, things were not as they are today. It was a bit more challenging. I got the staff together in a room and made three promises: they would be safe, respected and needed. Recently, a member of the staff who earned Employee of the Month recognition repeated that mantra as the reason he likes working at the DAC, some 25 years later.

“2. When I was asked in the late 90s for my management philosophy, I came

up with the following: Never relieve myself of the responsibility for the well-being of the club. No matter how tired I am, how little time may be available to do something right, or how inconvenient or tough the issue, I have kept to that principle.

“3. Everything is personal. Every grand scheme, vision or idea is only worthwhile if it resonates on the personal level. That way of thinking tends to clarify the complex.

“4. It is far better to do what is right than to be perceived as the one who is right. Those who put more emphasis on the latter inevitably violate the former.

That principle has prompted me to action more than any other.

“5. Effective leadership is vulnerable

leadership. Leaders take risks, and leadership is not for the faint of heart.”

CONTINUED CONTRIBUTIONS Fortunately for the club industry, even with his retirement from an active role at the DAC, Gillary still has more to achieve in his career. In addition to helping to build and manage a new DAC Foundation Scholarship program the club has established in his honor, to benefit its employees and their children and grandchildren, Gillary will also stay involved with consulting and in executive search for the industry.

And his continued presence will certainly have great value, as someone who can draw on his experience and accom-

The DAC has been a perennial winner of “top workplace” honors, reflecting the consistent delivery of the promise Ted Gillary made to his staff, upon becoming the club’s Executive Manager in 1994, that they would always be “safe, respected and needed.”

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While Ted Gillary will still be involved with the club industry as a consultant and with the direction of a new Detroit Athletic Club Foundation Scholarship program created in his honor, his retirement as the club’s Executive Manager will also provide more time for family and pursuit of new adventures, such as the Michigan-toAlaska motorcycle trip he took in 2013.

plishments to help all managers maintain perspective and shape effective responses to the latest disruption brought on by the coronavirus pandemic.

“While no two situations are alike, there are similarities” between the latest crisis and others that the club industry has encountered, and survived, Gillary believes. From his own career, he draws lessons from how the industry, and the DAC, responded to “9/11/01 and the start of years of war affecting so many families, then the North American electrical grid failure in 2003 [that created] a sense of vulnerability, and finally the loss of trust in financial institutions that brought everything to a crashing halt from 2008-10.”

Each crisis “requires us to properly frame the issues relative to our clubs and to solve them collaboratively,” Gillary says. “[It] must be followed by new practices that are systematically detailed, documented and followed. To not do so is negligent and assures future failures.

“I’m always positive for about the future,” he says, “but [more so] for those clubs that have made a practice of building on success, and [less so] for those that have been complacent.”

During his time at the DAC, Gillary notes, “Each crisis birthed new and better operating procedures, better ways of communicating, and a relentless focus on the future. We had a sense that nothing was certain assured, so we took nothing for granted. We had to actively focus on crafting our future, rather than riding the wave of intermittent successes and hoping for the best.

“In 2008, at the same time the financial crash happened, the DAC received its first major award for quality practices, something that had been in development for years,” he notes. “We were hit hard by the recession, but we were able to begin a new path to the future from our relentless focus on growing a strong organization. Each subsequent year thereafter, we continued to add new quality practices, as well as to develop our property.

“There is no substitute for building a strong club than by focusing on: 1) creating a sustainable EBITDA (cash) position; 2) building a loyal membership (concentrating on giving members more of what they value, as identified in a regression analysis of members who are net promoters); 3) constant improvement of operations, and 4) excellent HR practices,” Gillary says. “These www.clubandresortbusiness.com

are game-changing practices for managers and CEOs to focus on.

Leaders are paid to live in the future, and to ensure that we stack the odds so that our clubs will have a bright future.

“Human ingenuity changes the course of trend lines when experts say everything is going to crash,” he adds. “Clubs have a wealth of bright minds [among their memberships] who love their institutions and are ready to assist management, and that is the bright side.

“The clubs that have made it a practice to self-assess for areas to improve, follow good business practices and hone their sense of purpose and mission will do just fine, albeit with a struggle.

But those clubs where constant improvement has been absent will be far less prepared to weather this storm.” C+RB

A CELEBRATION OF EXCELLENCE The 2019 Excellence in Club Management winners were honored at an Awards Dinner held at the Gaylord Texan Resort in Grapevine, Texas on February 8, 2020 (“The Toast of Texas,” C+RB, March 2020). The Awards Dinner was sponsored by Denehy Club Thinking Partners, ForeTees LLC, Izon Golf, Outdoor Lighting Perspectives and Preferred Club.

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TODAY’S MANAGER

HITTING THE GROUN Editor’s Note: This article is drawn from an executive summary of the monograph written by Boris Gradina as part of his pursuit of the Master Club Manager (MCM)

Following best practices for getting new employees up to speed quickly and effectively is a critical factor in shortand long-term employee retention, and promises to be especially critical when staff is onboarded (and reboarded) as clubs ramp back up from the coronavirus disruption.

By Boris Gradina, MCM, CCE, General Manager, Maryland Golf and Country Clubs, Bel Air, Md.

designation through the Club Management Association of America (see “Achieving the Ultimate,” opposite page). The summary was written by Dr. Jack Ninemeier, Professor Emeritus at Michigan State University’s The School of Hospitality Business, Gradina was awarded his MCM designation in February 2020, becoming just the 23rd club manager to achieve MCM status since the program was begun in 1990.

Gradina’s full monograph on “New Employee Onboarding at Private Clubs,” which includes an onboarding template and checklist, and a section exploring the onboarding procedures of Ritz-Carlton, The Walt Disney Company and Chick-Fil-A, can be accessed at https://www.cmaa.org/ PD.aspx?id=46500

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New employee onboarding is an essential part of the employee life cycle at any organization and is a critical factor in short- and long-term employee retention. For private clubs, effective onboarding (and reboarding) only promises to become more critical as properties ramp back up from the coronavirus pandemic and bring former employees back into the fold, while also trying to fill staffing gaps for positions where previous occupants are not returning.

This monograph explores how the onboarding process is conducted in private clubs, concentrating on practices for entry-level, full- or part-time employees who are paid an hourly wage, and highlights best practices for the process.

The study of onboarding in private clubs addressed four goals: • Define the concept of onboarding for the private club industry.

• Examine and report on the current perceptions and understandings of onboarding programs in private clubs.

• Identify successful examples of onboarding procedures used by private clubs.

• Recommend specific onboarding tactics, procedures, and programming to enable private clubs to achieve higher staff-retention levels.

Structured interviews with human resources specialists in ten clubs provided input to address the project’s goals. Interview questions were designed to explore experiences, views, opinions, and beliefs about how existing onboarding programs impact employees, operational effectiveness, and the general management of the club. www.clubandresortbusiness.com

ACHIEVING THE ULTIMATE

UND RUNNING BENEFITS OF ONBOARDING The benefits of well-conducted, effective new-employee onboarding programs typically relate to the consistency of service delivery, employee job satisfaction, understanding of the club’s culture, autonomy for employees to make decisions, and support for the club’s mission statement. Those interviewed believe that the most tangible benefits relate to reduced employee labor costs, due to lower turnover rates.

For example, one participant shared that the club had implemented a formal onboarding program three years ago, and its overall employee turnover rate had fallen to under 3%.

When asked to describe how the club’s onboarding program positively affected the consistent delivery of services to members and guests, interviewees mostly referred to member-satisfaction metrics.

The general belief was that private clubs strive to provide value to their members through exceptional service and amenities, and this objective can only be consistently achieved when highly trained and long-tenured professional staff are available.

The research showed that effective employee-retention strategies begin as staff are recruited, selected, orientated, and trained, and continue with the utilization of supervisory tactics that show genuine respect for staff members. Numerous HR-related issues, including fair compensation, maintaining a professional workplace, reasonable appraisal systems, and appropriate professional development and careeradvancement processes, also impact cultural fit and work-life balance concerns that influence retention rates.

ORIENTATION VS. ONBOARDING All interviewees understood the differences between orientation and onboarding. Orientation is a one-time event during which new employees are officially welcomed to the club. It often involves a one-

THE MASTER CLUB MANAGER (MCM) designation was created in 1990 by the Club Management Association of America (CMAA) as the ultimate step in professional certification for club industry professionals. It has proved to be so “ultimate” that upon earning his MCM this year, Boris Gradina became only the 23rd manager to have completed the requirements needed to earn the designation (see full list below).

The MCM program recognizes the importance of significant, long-lasting contributions made by club managers to their clubs, profession, and communities.

In addition, the MCM designation provides experienced club managers with the means to make a significant written contribution to their industry.

An article in C+RB’s January 2010 issue (https:// clubandresortbusiness.com/mastering-the-job/) included an interview with Joseph F. Basso, MCM, CCE, General Manager/Chief Operating Officer of Delaire Country Club, Delray Beach, Fla., and the Chairman of CMAA’s MCM Academic Council, about the MCM program and the requirements for and benefits of achieving the MCM designation.

Additional details about the program, including a full listing of, and links for, monographs that have been written, and suggestions for other monograph topics, can also be found in the MCM section of the CMAA’s website at https://www.cmaa.org/MCM.aspx Managers Who Have Earned the MCM Designation

Mark Bado, MCM, CCE (2012) Joseph Basso, MCM (2002) James H. Brewer, MCM (1995) Dennis Conneally, MCM, CCE (2012) Carlos W. Cook Jr., MCM, CCE (2017) *Dorothy Donovan, MCM (2003) Boris Gradina, MCM, CCE (2020) *Laurice T. “Bud” Hall, MCM (1996) *Edward Henderson, MCM (1994) John Jordan, MCM (1998) Paul Kornfeind III, MCM (2008) Jerry McCoy, MCM (1994) A. Graham McDeson, MCM (1994) Larry McKenzie, MCM, CCE (2014) *Sandy McGaughey, MCM (2005) MacDonald A. Niven, MCM, CCE (2017) Mitchell Platt, MCM, CCE (2012) Michael Robinson, MCM (1999) William A. Schulz, MCM (1996) Norman J. Spitzig, Jr., MCM (1994) Crystal M. Thomas, MCM (2004) Michael Wheeler, MCM, CCE (2014) “Mac” A. Winker, MCM (1994) *deceased

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October 2019

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TODAY’S MANAGER

way flow of information from the presenter to the new employee.

In contrast, onboarding is a longer, more interactive and ongoing process that can occur from acceptance of the job through the first 90 or more days of employment.

Most interviewees indicated that their clubs used a “pre-boarding” process that involved tasks from the time the applicant accepted the position to the first day of employment. For example, most clubs followed up with either a welcome letter or an offer letter and/or a personal phone call. An offer letter could be more formal and contain the conditions of employment, while the welcome letter was usually more informal. It was during the pre-boarding phase that most clubs conducted drug screening and background checks, and provided new hires with a new employee packet.

A classroom-style session, including a PowerPoint presentation and property tour, was typical for new employee orientations. Most clubs used HR staff to conduct orientations, but the HR director, general manager and/or department heads might also be involved. Orientation events at participating clubs lasted from two to six hours.

Orientation content frequently differed by the department in which new employees worked. Common topics covered at almost every club included equal opportunity employment, equipment training (for grounds crew and other staff), knife training (for kitchen staff), and point-of-sales training (for waitstaff and golf shop staff).

Some clubs emphasized information about workplace culture during the orientation event, concentrating on the club’s history, principles, and values.

Most of the clubs that were studied spent significant time and resources introducing new employees to the club and integrating them into the workforce and the club’s culture. Those interviewed understood the differences between technical aspects of onboarding (such as hiring tasks, paperwork and training) and the introduction of new employees to their jobs, coworkers, and the club and its work culture.

Unique onboarding topics included tuition reimbursement eligibility, promotion opportunities, club member joining processes, and a property tour game. One 52

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club had an “employee engagement committee” comprised of senior employees and the general manager. Its purpose was to ensure new employees were welcomed and engaged with the club during the onboarding process and their entire employment.

THE CRITICAL FIRST DAYS All study participants agreed that the first week of employment was a crucial time for new employees to be fully introduced and acclimated to the club. The first day and/ or week of a new employee’s tenure at the club can be viewed as a linchpin of the onboarding process.

Most clubs used the first day to complete paperwork and finalize other hiring tasks not completed during the pre-boarding process. Factors that determined when new employees began on-the-job training

At all clubs, buddy-system staff were paired with seasoned employees during the training process. In most cases, regardless of whether a buddy system was formally implemented, top-performing staff members were assigned to train new employees.

Characteristics of these trainers/buddies included high performance, a positive attitude, an ability to work independently, a strong work ethic, loyalty, and dependability. The clubs usually paid higher hourly rates to employees who took on this role.

OTHER ONBOARDING STRATEGIES Interviewees suggested numerous additional activities that have proved useful for the remainder of the onboarding process.

These are typically addressed during the first thirty days and include ad hoc and weekly (or other planned time period)

Unique onboarding topics included tuition reimbursement eligibility, promotion opportunities, club member joining processes, and a property tour game. One club had an “employee engagement committee” comprised of senior employees and the general manager, to ensure new employees were welcomed and engaged. included previous experience, current position, and the club’s immediate needs.

A correctly implemented “buddy system,” through which two individuals are paired to work together for mutual benefit, is often suggested as part of a comprehensive onboarding program. Objectives are to ensure that tasks are performed safety, and that the appropriate skill/learning is transferred effectively.

While this study found that only two clubs had a comprehensive buddy system in place, most clubs used an informal variation of it. One club had a formal buddy system in some departments, but not in others. There may be a formal buddy system in place for a club’s food-and-beverage department, for example, but the grounds maintenance department may use an informal process.

performance evaluations, ongoing feedback, and opportunities to meet key stakeholders.

Examples of strategies for the remainder of the onboarding process include training to address skill gaps, a congratulatory letter or e-mail from a club manager, and ongoing formal and informal performance evaluations, with prescribed actions to address any issues that had surfaced.

EXTENDING THE PROCESS Only a few clubs conducted formal “stay” interviews after onboarding was officially completed. Some clubs did conduct a survey, sometimes electronically, with newly onboarded staff, while others performed a 90-day performance evaluation. One club had a “coffee and cookie” chat session at the end of the onboarding period. C+RB

For an extended version of this article, visit www.clubandresortbusiness.com.

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‘FORE’ SUPPLY 800-543-5430 / www.foresupply.com

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GSI EXECUTIVE SEARCH 17 972-341-8133 / www.gsiexecutivesearch.com HOSHIZAKI AMERICA www.hoshizakiamerica.com OUTDOOR LIGHTING 804-207-8107 www.OutdoorLights.com/hospitality

9 27

PEACOCK & LEWIS 31 561-626-9704 / www.peacockandlewis.com PREFERRED CLUB 800-523-2788 / www.preferredclub.com

13

SAUNDERS COLLEGE OF BUSINESS 47 www.saunders.rit.edu STUDIO JBD/JGA 401-721-0977 / www.JBDandJGA.com

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TEXACRAFT 800-327-1541 / www.texacraft.com

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

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TROPITONE 800-654-7000 / www.tropitone.com

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TRULY GOOD FOODS www.trulygoodfoods.com

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VERDIN 800-543-0488 / www.verdin.com

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WINCUP/VIO www.viofoam.com/club WITTEK GOLF SUPPLY CO. INC. 800-869-1800 / www.wittekgolf.com

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

April 2020

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IDEAEXCHANGE SHAKE, RATTLE, AND ROLL

By Betsy Gilliland, Contributing Editor

SOMETIMES A CLUB PROPERTY needs to shake things up, even with its most successful and tried-and-true events.

And that’s literally what The Club at Rolling Hills in Golden, Colo., did when it created a new twist, called “The Rattler,” for its traditional member-guest golf tournament.

The Rattler was launched two years ago as the brainchild of two relatively new club members, Dominic Giarratano and Mike Christensen, who wanted to meet other young members and their families. They realized that “The Stampede,” the property’s established member-guest event, had a healthy waiting list of five to seven years to secure a slot and could not accommodate any more participants.

“The Rattler wasn’t meant to compete with The Stampede,” says Giarratano.

“Rather, it takes pressure off of it and increases revenue by adding another amenity.” Additionally, The Rattler (so named because Rolling Hills sits on a mesa where the occasional rattlesnake makes an appearance) provided a chance to offer a memberguest that was more inclusive, by creating a co-ed version open to both male and female members age 45 or younger (guests can be

any age), and to members of any age with five or less years of tenure.

“In the last five to 10 years, the private club business has been dramatically changed by a youth movement,” says General Manager Michael Hestera, who joined Rolling Hills about 18 months ago. “[And the newer members] have different ideas and different needs. They want events that cater to their families and children, but they want to be part of a community.”

For its first year, the proposal was just for a second tournament for younger men, which drew 36 two-man teams. For The Rattler’s second year, the eligibility requirements were changed to also include women and new members, bringing 10 more teams into the field.

“The Board of Directors never once said no,’” says Giarratano. “The established members understand the bigger picture and the need to be relevant for younger generations.”

In 2020, The Rattler, scheduled for June, will expand to the maximum of 52 two-person teams. The $1,100-per-team price tag includes golf, food and beverage, social activities, gifts, and prizes. The event

In the second year of competition for the coveted new Rattler trophy, Rolling Hills member Colby Cobb (above at right) and her guest Monica Johnson each had holes-inone in successive rounds.

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With a five- to seven-year waiting list for its established event, The Club at Rolling Hills’ second member-guest event has expanded participation to include younger members and those newer to the club. concludes with a couples’ party and awards ceremony on the pool deck.

The Rattler, which now has a short waiting list of its own, borrows many elements from The Stampede, which is held in August and has 64 two-man teams. Both are four-day events with similar tournament structures. But The Rattler also has its own special attractions, including a long-drive contest and its own trophy (see photo, below left) and logo, which is used on shirts, coolers, koozies, hats and keychains.

And while Rolling Hills closes during The Stampede, the golf course stays open half the day during The Rattler. “We don’t close down any amenity or dining venue or close the course down,” says Giarratano. “Members can still use the club during the week, and we mix in with them to achieve success across the board.”

The members promote The Rattler and communicate updates by text message, social media, e-mail, and word of mouth.

A website was created for the tournament and registration takes place online, with participants also able to list the people they would like to play with. Last year, players got their gifts through an online store.

“The Rattler has been a good marketing tool for our membership director, to let people know they have access to a memberguest,” notes Director of Golf Jeff Seltz, who has been at the club for 32 years.

“One of our ongoing initiatives is always going to be member retention and attraction. This does both,” adds Hestera. “The landscape is changing. I would encourage people to embrace that and be willing to try new things.”

Adds Giarratano: “As far as I know, we are the only club in Colorado that has an event like [The Rattler]. It’s been a great success and now helps the club have some of its best weekends it’s ever had.” www.clubandresortbusiness.com

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