Club + Resort Business July 2019

July 2019

wwww.clubandresortbusiness.com

Making It with

Millennials

They're no longer the future—they're now very much making their presence felt, both among memberships and as key managers, to help shape exciting new directions for even the most traditional properties.

INSIDE: Adding New Muscle to Fitness Facilities Keeping Fitness Programs in Motion

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GAME FOR MORE‌

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Technology drives revenue The future of golf meets the legacy of Club Car with our newest lineup, including the TempoTM Walk.

Each product is designed to enhance the game for the next generation of golfers and increase revenue for the success of your resort. See the lineup at clubcar.com

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THIS

ISSUE Photo Courtesy Field Club of Omaha

INSIDE

July 2019 • Vol. 15 • No. 7

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Making It With Millennials

They’re no longer the future—they’re now very much making their presence felt, both among memberships and as key managers, to help shape exciting new directions for even the most traditional properties.

(Cover photo courtesy of Adobe Stock)

ALSO IN THIS ISSUE

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+ Recreation 24 Design FLEXING NEW MUSCLE

New facilities can help make fitness a core offer.

to Chef 31 Chef CARRYING ON THE CAUSE

Publisher’s Memo

A CLEAR OUTLOOK

6

Editor’s Memo

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The Rob Report

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How Anthony Rabeni is extending Vineyard GC’s culinary traditions.

GREATLY EXAGGERATED FIT TO BE FIT

C+RB News Roundup

EAGLE CREEK G&CC PLANS $2.6M KITCHEN RENOVATION Plus other industry, supplier and people news

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Super in Spotlight

READY FOR WHAT’S NEXT

Kip Tyler has plenty of ideas for what he could—or couldn’t–do after retiring from his successful 38-year career at Salem CC.

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Course + Grounds

RAISING THE BAR

Woodhill CC continues to sustain its leadership in eco-friendly practices.

52 Product Showcase

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44 KEEPING FITNESS

How to stay in step with ever-changing trends.

STRAIGHT-LINE ADDITION

Kristen LaCount’s ascension at The Country Club has led directly to her “Rising Star” recognition.

Recreation + Fitness

PROGRAMS IN MOTION

Today’s Manager

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Idea Exchange

ONE “APPY” KITCHEN

Gibson Island Club’s painless path to a paperless operation.

57 Ad Index

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CARR’S CORNER

A Clear Outlook Living in the Midwest has its weather challenges during the six months of winter and so-called spring.

But I have resisted the urge to place a “For Sale” sign in the front yard and seek warmer pastures. This year, it appears that rain has affected most of the United States from spring and into summer. So I’ll hold off again on that sign—for now.

We all try to remain optimistic that the weather will eventually dry up enough to play golf with family and friends. But when Mother Nature doesn’t cooperate, clubs must adjust to these challenges (and many more) to stay engaged with their membership.

If you read C+RB’s special June Ideas issue, you saw how club and resort properties are continuing to find a variety of great new ways to meet those challenges. Members are now being attracted with fitness competitions for both kids and adults, “Kitchen Cocktail” parties where they get a behind-thescenes look at the culinary team’s environment, specialized theme parties around the holidays, and much more.

We’ll continue to present many more of these ideas throughout the year, culminating with the Top Innovators Awards in our December issue (see pg.

21). Make sure you get your entries in to let us know how your club, or others that you know about, are stepping up to create, and successfully implement, great new ideas in all parts of their operation.

All of this continued emphasis on ideas got me thinking—golf has been around for more than 500 years, and its evolution is ongoing. Same goes for what for a long time was just known as

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We have to keep changing with the times, to make sure clubs are taking into account what families in their local communities desire in terms of a full range of amenities and recreation activities.

the “golf club.” We have to keep changing with the times, to make sure clubs are taking into account what families in their local communities desire in terms of a full range of amenities and recreation activities. A club’s Board of Directors, General Manager and staff must listen to these young families and react with relevant changes. If not, it could be a slippery slope.

Clubs have come a long way from the doom and gloom of 2008’s fiscal cliff. In the past 11 years, the industry has “right-sized” itself, or pretty close, with the number of golf courses now in existence. Before 2008, it seemed like a new course was opening every day of the week, to keep up with the explosive growth the game was seeing then.

As we take a closer look at Millennials in this issue (pg. 16), the thought of what young families now want, and what clubs are doing to attract and retain them, is never off the radar.

With new facilities and programming— not only for golf, but also pools and outdoor pool bars, cabanas, outdoor grilling, tennis, fitness centers, outdoor trails, casual bars, wine rooms, snack bars, and much more—a strong investment is being made across the board for all types of recreation and leisure concepts. We’re seeing many clubs across the country invest in major design and renovation projects for every facet of the club, indoors and out.

Consumers have many choices today and for the most part, we face the same challenges that every sector of the economy endures. How do clubs differentiate themselves within the communities that each property serves? Clubs have so much local competition, but the evolution of the industry is changing for the long haul. There’s definitely a parting in the clouds, and the future appears clear.

Sean Carr • Publisher

scarr@clubandresortbusiness.com

July 2019

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EDITOR’S MEMO

Greatly Exaggerated “They’re baaa-aaack,” as the little girl said in Poltergeist II: The Other Side.

While she was talking about the ghosts that had once again returned to do harm to her family, my warning is prompted by seeing new evidence that the doomsayers who like to keep coming back to preside over our demise have once again reared their ugly heads, writing articles with ghoulish themes like “The Death of the Country Club” and “The Zombie Golf Courses Are Coming.”

Those of us who live in the industry every day know that these reports of our death are greatly exaggerated, especially when you can point to the inspiring stories of how 100-plus-year-old properties like the Field Club of Omaha (pg. 16) and The Country Club in Brookline, Mass. (pg.

49) continue to find fresh ways to reassert their relevance and reenergize both their memberships and their staffs.

Still, when these articles appear, they get sent to me by managers who are understandably concerned over how they might affect not only their clubs’ ability to attract new members and management talent, but also have a potentially negative impact on their relationships with suppliers, lenders and communities.

The good news is, should any of that prove to be an issue, it’s never very hard to find counter-arguments to what’s been written. That is certainly the case with “The Death of the Country Club,” published in City Journal, which touts itself as “the nation’s premier urban-policy magazine” (that alone was a tip-off that the content was likely to stray into territory beyond the publication’s scope of expertise).

Still, the author didn’t hesitate to plunge in with a number of unsubstantiated (and thoroughly debatable) declarations: A changing culture has eroded the country club’s societal influence. Golf 6

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“The Death of The Country Club” made no mention, of course, of how many properties, including some that are 100-plus years old, continue to find fresh ways to reassert their relevance and reenergize both their memberships and their staffs.

and tennis have lost popularity. Declining marriage and fertility rates mean fewer families joining. Young professionals balk at paying dues. A yearning for broader community makes the clubhouse’s exclusivity unappealing. Increasingly, the country club is a refuge for retirees.

After then going through a lot of general historical data and even reviewing how country clubs had been portrayed through the years in American literature (zzzzz...), the author eventually got around to citing some examples of clubs (none of them particularly prominent or successful) that had closed or were being repurposed, to make his case for why a sheet should be pulled over the industry.

But there was no mention, of course,

of the boom that has been seen in clubhouse design and renovation projects, and how those have turned quiet and musty, enclosed dining rooms that used to require jackets into lively and loud casual venues that are filled to capacity, not only inside but also with people spilling outside their doors onto new patios as well. Or of all the new youth-oriented activity that can now be seen around revamped club pools and other parts of the property, or how popular new activities like pickleball are being enjoyed by players of all ages. Or even of how golf and tennis are also getting shots in the arm through new approaches that are proving to be successful in reversing those games’ “lost popularity.”

No, because mentioning any of that probably would have meant having to reword the headline, and that in turn would have meant not giving anyone any reason to check out the story. Which turned out to be pretty much the case, anyway. As one of the people who sent me the article said in summing it up: “This is a semi-interesting read...nothing earth-shattering, as we all know. We just hear it more often.”

And no doubt will continue to.

Joe Barks • Editor jbarks@clubandresortbusiness.com

www.clubandresortbusiness.com

6/28/19 11:40 AM

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EDITORIAL

CREATIVE SERVICES

DIGITAL MARKETING

PRODUCTION SERVICES

EDITOR

VP, CREATIVE SERVICES

DIGITAL MARKETING DIRECTOR

CUSTOMER SERVICE MANAGER

jbarks@clubandresortbusiness.com 610-688-5666 office 610-416-3550 cell 175 Strafford Ave., Suite 1 Wayne, PA 19087

mrook@wtwhmedia.com

Joe Barks

Virginia Goulding

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shulett@wtwhmedia.com

CREATIVE DIRECTOR

DIGITAL MARKETING MANAGER

CUSTOMER SERVICE REPRESENTATIVE

ecanetta@clubandresortbusiness.com

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Mark Rook

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ASSOCIATE EDITOR

ART DIRECTOR

rthomas@clubandresortbusiness.com 216-316-5294 1111 Superior Ave., 26th Floor Cleveland, OH 44114

mclaney@wtwhmedia.com

Rob Thomas

EDITOR, CLUB + RESORT CHEF SUPPLEMENT

Joanna DeChellis

jdechellis@clubandresortbusiness.com 412-260-9233 CONTRIBUTING EDITORS

Matthew Claney

DIRECTOR, AUDIENCE DEVELOPMENT

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VIDEO SERVICES

Betsy Gilliland Jeff Bollig Design + Renovation:

Food + Beverage:

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EVENTS EVENTS MANAGER

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VIDEOGRAPHER

EVENTS MARKETING SPECIALIST

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VIDEOGRAPHER

Marilyn Odesser-Torpey Jerry Schreck

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EVENT EXHIBITOR & SPEAKER MANAGER

Derek Little

Pamela Brill Barbara Rook

LEADLIFT ONBOARDING SPECIALIST

VIDEOGRAPHER

Bradley Voyten

Course + Grounds:

Amanda Fourlaris

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Barbra Martin

bmartin@clubandresortbusiness.com DIGITAL PRODUCTION MANAGER

Reggie Hall

rhall@wtwhmedia.com DIGITAL MEDIA SPECIALIST

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nlender@clubandresortbusiness.com

FINANCE CONTROLLER

Brian Korsberg

bkorsberg@wtwhmedia.com ACCOUNTS RECEIVABLE SPECIALIST

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Recreation + Fitness:

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DIGITAL MEDIA/WEB/DEVELOPMENT

ADVERTISING

WEB DEVELOPMENT MANAGER

VICE PRESIDENT - GROUP PUBLISHER

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pcurran@wtwhmedia.com

Sean Carr

Patrick Curran

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J U LY C L U B I N D E X Club and resort properties featured in this issue

SALES DIRECTOR

Blackthorn Club, Jonesborough, Tenn. .........................................28

tbolla@csdecisions.com 773-859-1107

Blue Ridge Mountain Club, Blowing Rock, N.C. .....................24

Tony Bolla

The Country Club, Brookline, Mass. ..............................................49

REGIONAL SALES MANAGER

Field Club of Omaha, Omaha, Neb. .............................................16

Ashley Burk

aburk@wtwhmedia.com 737-615-8452

The Fountaingrove Club, Santa Rosa, Calif. ............................47 Gibson Island Club, Gibson Island, Md. ......................................58

WTWH MEDIA, LLC

Indian Wells Golf Resort, Indian Wells, Calif. ..........................16

1111 Superior Ave., 26th Floor Cleveland, OH 44114 Ph: 888.543.2447

2011 - 2018

Interlachen Country Club, Edina, Minn. ....................................44 Rogue Valley Country Club, Medford, Ore. .............................24

SUBSCRIPTION INQUIRIES To enter, change or cancel a subscription: Web (fastest service): www.ezsub.com/crb Phone: 844-862-9286 (U.S. only, toll-free) Mail: Club & Resort Business P.O. Box 986, Levittown, PA 19058 Copyright 2019, WTWH Media, LLC

Salem Country Club, Peabody, Mass. ...........................................40

Club + Resort Business ISSN 1556-13X is published monthly by WTWH Media, LLC, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. Copyright ©2019.Periodicals postage paid at Cleveland, Ohio, and additional mailing offices.

Subscriptions: Qualified U.S. subscribers receive Club + Resort Business at no charge. For all others the cost is $75 U.S. and possessions, $90 Canada, and $145 all other countries. Per copy price is $3. Postmaster: Send change of address notices to Club + Resort Business, P.O. Box 986, Levittown, PA 19058. Club + Resort Business does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2019 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher.

Willoughby Golf Club, Stuart, Fla. ...................................................46

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St. Andrews Country Club, Boca Raton, Fla. ........................29 Vineyard Golf Club, Edgartown, Mass. ........................................31

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Woodhill Country Club, Wayzata, Minn. ....................................34 www.clubandresortbusiness.com

6/28/19 8:10 AM

THE ROB REPORT

Fit to Be Fit Clubs are placing a renewed emphasis on member fitness. Unmanned, uninspired workout spaces are being replaced with expansive fitness centers and a dedicated health-andwellness staff.

Fitness comes in many forms.

Not everyone can be built like Tiger Woods back in the late ‘90s and, quite frankly, I’m sure there are things about his past exercise regime that he’d likely change if given the opportunity.

Perhaps training with the Navy Seals wasn’t the ideal way to ready his body for the rigors of professional golf?

Personally, I know I feel better when exercising regularly, and I can point to improved play on the golf course and tennis courts when in a workout routine.

In our June issue, we examined what Woodfield Country Club in Boca Raton, Fla., was doing to engage its male membership [“Yo, Bro,” page 50].

The “Yoga for Bros” initiative has been so successful that members request extra sessions when they can’t make the scheduled class. The trick for Woodfield was to make it as comfortable and welcoming as possible. Men can wear whatever they want, and there’s no mandate for peace-andquiet and forced “namaste.”

But it’s not all programming. Club properties are investing millions of dollars to bring state-of-the-art fitness facilities to their memberships, too.

Blackhawk Country Club in Danville,

Calif. opened a new Fitness and Wellness Center in 2018, transitioning from a small, unstaffed, self-service fitness center at its Falls Clubhouse to a new $5.3 million, 9,400-sq. ft. center that features cardio equipment lining an array of windows overlooking the East Bay hills. Blackhawk’s new facility also boasts a 1,200-sq. ft. group exercise studio, alongside an adjacent 1,200-sq. ft. outdoor workout area, three wellness rooms, and men’s and women’s locker rooms.

Across the country, when The Fountaingrove Club in Santa Rosa, Calif. lost its clubhouse due to the Tubbs Fire in 2017, the Athletic Center became the haven for members. As detailed in this issue (pg. 44), Fountaingrove now offers an array of fitness opportunities, including yoga, martial arts, aquatics, personal training, spin and strength training.

These are just some of many examples of how clubs are putting an added

emphasis on fitness and finding unique ways to make sure their members use their facilties, vs. having a separate health club membership or working out at home or the office. Healthy, happy members tend to remain members— and for a longer time (ideally). And having them see their club as the go-to place for staying fit also pays off in how they use it for dining and other social and recreational purposes.

Clearly, fitness is no longer an afterthought in the club and resort industries—and in many cases, it has become a major focal point of the property, as a reflection of how many traditional golf or country clubs are broadening what they offer, to make sure they can appeal to a broader range of potential members.

What is your club doing to address this renewed interest and demand?

Rob Thomas • Associate Editor

rthomas@clubandresortbusiness.com

www.clubandresortbusiness.com

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INDUSTRY ROUNDUP EAGLE CREEK G&CC PLANS $2.6M KITCHEN RENOVATION

The new kitchen at Eagle Creek G&CC will be 40 percent larger, changing the direction of lines for more efficient work flow, while also allowing the club to take advantage of advancements in equipment and technology.

A NEW $2.6 MILLION kitchen renovation is underway at Eagle Creek Golf & Country Club in Naples, Fla., with the new facility scheduled to be ready in time for the start of the new season this fall. Eagle Creek’s original kitchen dates to the 1980s, when the club first opened and has since welcomed generations of members, including U.S. Open winner and sportscaster Ken Venturi.

“The staff has been working with a layout over three decades old,” said General Manager Don Madalinksi. “We are happy that the new kitchen will be 40 percent bigger, with no assessment to the membership.”

The enhancements will provide a more productive and resourceful kitchen while allowing staff to keep up with the ever-growing trends in food and beverage.

“This enables us to take advantage of the advancements in equipment and technology in the ever-changing culinary world,” said Chuck Mahoney, the club’s Certified Executive Chef. “The new design completely changes the direction of the kitchen lines, providing for a more efficient and functional work flow.”

More than a year of research, kitchen tours, studies and site plans has gone into the planning of the project. When completed, the kitchen will also include a new employee lounge and chef’s office.

EDGEWOOD CC MOVES BEYOND “GOLF AND CARDS” THE COUNTRY CLUB COMPONENT of the hospitality sector hasn’t completely wilted away, reported ROI-NJ.com, a New Jersey business website. But the idea that the club sector needs to “bring in only the father who wants to play golf and cards on the weekend”—as Eric Witmondt, CEO of Woodmont Properties, put it—has clearly grown old.

On its website, Woodmont describes a portfolio of more than $650 million of properties in New Jersey, New York and Pennsylvania, including three country clubs, eight industrial sites, 23 office and retail sites, 18 luxury apartment complexes, and eight luxury home developments.

One of those clubs is Edgewood Country Club in River Vale, N.J., a member-owned club that was on the brink of bankruptcy when acquired by Woodmont.

In addition to developing part of the property by converting nine of the club’s 27 holes of golf to 225 on-site townhomes, Witmondt told ROI-NJ.com that Edgewood has nearly doubled its 10

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membership, from 155 to 300, by shedding its outdated image and introducing new facilities and programming.

At Edgewood, he said, that has been accomplished by steps including activating the facility’s tennis program, investing in a pool and cabanas, and modernizing other aspects of the golf course and property.

The townhouse component of the Edgewood revival plan, Witmondt said, is designed to create a turnkey living option that can build a community around the country club and keep people in the state who would have otherwise moved to Florida or elsewhere. www.clubandresortbusiness.com

6/27/19 2:18 PM

CLEAR CREEK TAHOE UNVEILS NEW FAMILY CAMPUS CLEAR CREEK TAHOE, A private residential community and club located 20 minutes east of Lake Tahoe in Carson City, Nev., has unveiled its coveted new family amenity, Summit Camp.

Set high on a rise with panoramic views of the Carson Range, the Summit Camp features a resort-style pool and hot tub; a water slide crafted from massive, 100-year-old timbers reclaimed from the adjoining Schneider Ranch; three Har-Tru tennis courts; a sport and pickleball court; game deck; fire pits; grille service; locker rooms and showers, and other activities for the entire family.

Numerous beach activities are also available at the property’s beachfront destination, including the club’s private Hinckley yacht, which can be taken out for various lake activities, transportation around the lake, or for sunset cruises.

Clear Creek Tahoe is part of the Clear Creek Ranch, a property located in the center of the fictional “Ponderosa” made famous

by the popular “Bonanza” TV series of the 1960s and early 1970s.

Clear Creek Tahoe also includes a Coore & Crenshaw-designed golf course that includes the Swift’s Station pavilion, so named for the wagon-train stop that was located just below the eastern summit of the Sierra Nevada mountains.

The property totals 2,136 acres, 853 acres of which have been placed into a permanent conservation easement with The Nature Conservancy. It sits on a saddle between the eastern face of the Sierras and a dramatic outcropping that towers up to 6,500 feet.

As the Clear Creek community, a development of Austin, Texasbased Castle Hill Partners, has taken shape, onsite materials have been used extensively, both for the construction of the golf course and the surrounding community.

Lawsuit for Unreturned Fees “Inaccurate and Meritless,” ClubCorp Says CALIFORNIA’S ATTORNEY GENERAL FILED a lawsuit on June 11 against ClubCorp that accused the Dallas-based management company of violating the Unfair Competition Law and the False Claims Act by not returning deposits to members after 30 years, as stated in their membership contracts, NBC 7 of San Diego reported.

In a news release issued as the lawsuit was filed with the Superior Court of the State of California, County of San Francisco, California Attorney General Xavier Becerra said that ClubCorp has failed to repay more than $10 million owed to its more than 9,000 California members.

ClubCorp issued this response to the filing of the lawsuit, NBC 7 reported: “For over 60 years, ClubCorp has treated its members—of all ages—fairly, equally and in full compliance with its obligations.

It is irresponsible to suggest we have taken unfair advantage of seniors or anyone else.

“We believe that the agreements our members accept, which are consistent with practices throughout our industry, fully comply with the law,” the ClubCorp statement continued. “We have always and will continue to honor those commitments. ClubCorp will defend itself vigorously against the Attorney General’s inaccurate and meritless claims.” www.clubandresortbusiness.com

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Sarasota YC Cuts Ribbon on $1.2M Pool Bar Renovation THE SARASOTA (FLA.) YACHT Club (SYC) recently completed renovations of its new $1.2 million Spinnaker pool bar and outdoor kitchen. SYC member and architect Mark Sultana designed the addition, continuing his Coastal Contemporary design used with the creation of the main clubhouse. Michael Dooley of MM Dooley Group, Inc. served as the lead contractor for the six-month project, which also included new pavers and poolside furniture from Outdoor by Design. The bar features seating for 20, four large-screen televisions, a full-service bar and a free-standing kitchen. Roll-down shades were added that allow members to enjoy the pool bar and view, regardless of the weather.

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SUPPLIER NEWS

OW LEE INTRODUCES NEW COLLECTIONS AND OPTIONS OW LEE, THE ONTARIO, Calif.-based manufacturer of high-end outdoor furniture, fire pits, and accessories, has made several announcements of new collections and options: • The new Belle Vie collection has been introduced, to provide a classic, more traditional OW Lee look in aluminum. The Belle Vie Collection is a full-line collection that includes dining, deep seating and lounge options. In addition, Belle Vie’s cushioned deep seating features OW Lee’s Plush Comfort cushion and Sytex Seating systems. Belle Vie will be available in 13 frame finishes and over 150 stock fabric options.

• OW Lee also introduced new Forma and Basso fire pit options to build on the success of introductions first made for the 2018/19 season, with a larger rectangular option added to Forma and a chat-height option to Basso.

The new 25” x 65” size of the Forma fire pit is a larger occasional-height rectangle that complements sofas and larger sectionals. Forma has an aluminum base and hearth that comes in any of OW Lee’s 13 frame-finish colors.

The new Chat Height Basso brings the bowl-style design of the original 12”-high fire pit to a new height. The taller variety allows the propane tank to be housed inside the unit, eliminating the need for an exterior housing unit. Like all other OW Lee fire

The Belle Vie collection offers a full line of dining, deep seating and lounge options.

pits, Basso can be converted to natural gas.

• OW Lee also introduced its Destinations Fabric Collection, a new stock fabric program that is available to order immediately.

The Destinations Collection features 37 Sunbrella Select fabrics inspired by the rich colors and vibrant patterns of world culture.

For more information on these products, visit owlee.com.

WILBUR CURTIS ROLLS OUT

CHILL-X™ FROZEN BEVERAGE MACHINE WILBUR CURTIS HAS INTRODUCED the ChillX™ Frozen Beverage Machine, to make it easy for club and resort operations to offer a large variety of popular and profitable frozen drinks.

The Chill-X features a straight-thru air flow that allows for zero-side clearance installation. Operators can create a slushie center by placing multiple units side by side. Even with its large, three-gallon-bowl capacity, the sleek and versatile Chill-X looks great, works hard, and slips easily into any counterspace.

For continuous profits, Chill-X also features an optional auto-refill system that saves operators significant time and labor and eliminates the need to prepare the mix and refill the machine manually.

Digital controls display temperature and machine status, including a standby mode that keeps product fresh overnight. A built-in defrost cycle eliminates downtime during the rush and saves energy when the dispenser isn’t needed.

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GASSER CHAIR UNVEILS NEW WEBSITE GASSER CHAIR, THE COMMERCIAL seating company with products manufactured in the United States, has unveiled a revamped website – www.gasserchair.com.

The new site features an updated database that allows customers to easily find what they’re looking for by selecting an application/category, searching by series, or just browsing all models. After selecting models and options, customers can submit the specifications to get pricing.

The site also features improved usability, allowing it to be browsed on any device. It allows customers to create and share projects, add items to save for later reference, and forward selections immediately to other decision-makers for easy collaboration, review, and processing. www.clubandresortbusiness.com

6/27/19 2:19 PM

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6/21/19 4:26 PM

PEOPLE NEWS

Robert Hickam

Jeffrey Parenty

Hal Sutton Michael Rodriguez

CLUB PEOPLE

Pat Finlen has assumed the role of General Manager at Winchester Country Club in Meadow Vista, Calif. Finlen has spent the last 17 years at the Olympic Club in San Francisco, where he served as General Manager from 2013; Director of Golf in 2013; and Director of Golf Maintenance Operations from 2002 to 2012.

The Clubs at Houston Oaks in Hockley, Texas, has hired PGA Tour professional Hal Sutton as Director of Golf. Sutton, who earned 14 career victories on Tour, including the 1983 PGA Championship and Tournament Players Championship, joined the club’s management team in mid-June and has assumed leadership of all golf operations at Houston Oaks.

La Quinta (Calif.) Resort & Club has named Robert Hickam as General Manager of The Citrus Club at the property. Hickam most recently served as the Golf Academy Sales and Operations Manager at Pebble Beach Resorts.

Previously, he was General Manager of Tahoe Mountain Club.

KemperSports has hired Brady Clendening to serve as General Manager of Seneca Hickory Stick Golf Course, in Lewiston, N.Y. Prior to joining KemperSports, Clendening served as General Manager and Director of Golf at Brierwood Country Club in Hamburg, N.Y. Troon recognized Michael Rodriguez as the company’s “General Manager of the Year” at the 2019 Troon Leadership Conference, held at The Westin Kierland Resort in Scottsdale, Ariz. During 2018, Rodriguez guided Audubon Country Club in Naples, Fla. through a complete course-renovation project, which 14

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involved closing the club’s Joe Lee-designed golf course for six months. Under Rodriguez’s direction, the club saw gains in member-satisfaction scores and membership sales in 2018.

PGA Professional Tim Quirk is the new Director of Golf at Leatherstocking Golf Course at The Otesaga Resort Hotel in Cooperstown, N.Y. Quirk replaces longtime Director of Golf Dan Spooner, who has served in the position for 23 years but will retire at the end of the 2019 season. A PGA Professional since 1997, Quirk joins Leatherstocking GC from Longmeadow Country Club, where he was the PGA Head Golf Professional for nine years. Prior to that, Quirk was the PGA Head Golf Professional at Twin Hills Country Club in Enfield, Conn. and Tower Ridge Country Club in Simsbury, Conn.

Derryfield Country Club in Manchester, N.H. has named Cory Mansfield as Head Golf Professional. Mansfield, a PGA Class A professional since 1996, most recently worked as the Head Golf Professional at Montcalm Golf Club in Enfield, N.H. Omni Barton Creek Resort & Spa in Austin, Texas has named Tobias Cox as Director of Food & Beverage and Joshua Hasho as Executive Chef of Restaurants. Cox joined Omni Hotels & Resorts in 2008 as Executive Sous Chef at the Omni Orlando Resort at ChampionsGate, and then became the property’s Director of Catering and Conference Services and Area Director of Food and Beverage. Hasho served as Executive Chef in 2012 at the Omni Chicago Hotel and as the Resort Executive Chef at the Omni Interlocken Resort in Denver, Colo. in 2014, before moving back to the Omni Chicago in 2017 as Area Executive Chef.

The Shore Club, in Cape May County, N.J., announced the hiring of Jeffrey Parenty as Executive Chef. Parenty was most recently at Salt Hotels, where he served as Acting Executive Chef for The Asbury Hotel. From 2013-2018, Chef Parenty served as Executive Chef of the Hotel Tides.

The Forest Country Club in Fort Myers, Fla., has appointed Mark Davidson, CEC, as Executive Chef. Prior to joining The Forest CC, Davidson was the Executive Chef of Glen Eagle Country Club for the past 12 years.

The Lodge at Blue Sky in Park City, Utah has appointed Galen Zamarra as Executive Chef. In his new position, Zamarra will oversee the creation of culinary experiences across the property, including at Yuta, the resort’s signature restaurant.

The Hyatt Regency Tamaya Resort & Spa in Santa Ana Pueblo, N.M., has named Patrick Mohn as Executive Chef. Mohn will lead the conceptual direction of the hotel’s kitchen and the property’s five on-site restaurants.

TPC Sugarloaf in Duluth, Ga. has welcomed Michael Dobias as its new Chef de Cuisine.

Chef Dobias is an award-winning and progressive culinary professional with more than 26 years of experience in world-class resorts and several upscale restaurants.

Garden of the Gods Resort and Club, in Colorado Springs, Colo., has announced the appointment of Daniel Daughtry as Vice President of Restaurants, Bars and Events and Les Pedersen as Vice President of Sales and Marketing. Daughtry most recently served as www.clubandresortbusiness.com

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Jodie Rogers

Patrick Mohn

Richard Brown Mark Davidson

the Senior Director of Food and Beverage at the Edgewood Tahoe Resort in Lake Tahoe, Nev. Most recently, Pedersen worked for Four Seasons as a Director of Sales, first at The Four Seasons Resort and Residences at Whistler, B.C. and then for The Four Seasons Resort O’ahu at Ko Olina in Hawaii.

The PGA of America announced that Richard Brown III, PGA Director of Instruction at Quail Valley Golf Course in Missouri City, Texas; and Anthony G. Stepney, Executive Director of APEX Development Partners in Orlando, Fla., are the first two African-Americans to earn PGA Master Professional status, the highest educational designation that can be obtained by a PGA Member.

Deer Valley Resort’s Food & Beverage Director, Jodie Rogers, was honored by the Utah Restaurant Association as Chef of the Year at the 2019 Utah Restaurant Industry Awards Gala. An Australian native, Rogers’ 20-year cooking career includes stints in several hotels in Sydney, as well as a successful opening of the Toast Bar and Restaurant in London, England.

Jay Larscheid was elected as the 24th President of the Southwest Professional Golfers’ Association of America by PGA members at the Association’s 61st Annual Meeting. Larscheid is the PGA General Manager at Sunland Springs Golf Club in Mesa, Ariz. Prior to being elected Southwest PGA President, he served as Vice President and Secretary of the Section.

Edward Hoganson has been appointed Executive Vice President, Chief Financial Officer and Chief Investment Officer for Crestline Hotels & Resorts. Hoganson was

most recently at Hospitality Investors Trust, Inc. where he served as Chief Financial Officer and Treasurer.

sales management positions for Vollrath Company at Stoelting Foodservice and in the Vollrath Foodservice Sales division.

The British and International Golf Greenkeepers Association announced that these four U.S. superintendents have achieved the Master Greenkeeper certificate: Bob Vaughey, CGCS, Rolling Hills Country Club, Rolling Hills Estates, Calif.; David McGregor, Westwood Country Club, Vienna, Va.; Matthew Gourlay, CGCS, Colbert Hills Golf Course, Manhattan, Kan.; and Andrew Sprunt, Florissant (Mo.) Golf Club.

Jan Bel Jan, ASGCA, was elected President of the American Society of Golf Course Architects (ASGCA) at the organization’s 73rd Annual Meeting in Phoenix/ Scottsdale, Ariz. Bel Jan is the second woman to serve as ASGCA President; Alice Dye, ASGCA, was the first. Bel Jan will serve as ASGCA President through the fall of 2020.

Troon announced the appointment of Ruth Engle and Bob Eddy to its Board of Directors.

Engle is Troon’s Executive Vice President and Chief Financial Officer, and Eddy is Executive Vice President, Chief Financial and Administrative Officer at BJ’s Wholesale Club, Inc. The Dormie Network named professional golfer Laura Diaz as an official Ambassador.

Diaz will work with the national network of Dormie club properties to grow the game through a number of outreach efforts in conjunction with the LPGA and beyond.

The Spirit Golf Association (SGA) has welcomed Todd Alfred as President. Alfred most recently served as Vice President of Corporate Partnerships for the Illinois-based Western Golf Association and Evans Scholars Foundation (WGAESF).

SUPPLIER PEOPLE

Greg Stak has been named Vice President of Sales at H.C. Duke & Son, LLC/Electro Freeze. Stak most recently held senior

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Garmany Golf, a golf travel and hospitality company, has added Jonathan Block, who will serve as Chief Operating Officer, and Steve Sellery, who will serve as Vice President of Business Development. Block is President of Landmark Counsel, Inc., an advisory firm counseling owners, entrepreneurs, and families on business, management, HR and legal strategies. Sellery’s consulting company, Iconic Sports & Entertainment, has served in a variety of promotion and brandexperience roles in golf as well as in the television industry.

Polylast Systems has added Shelly Urish to its Bunker Liner Division sales team.

Urish has worked for the Golf Course Superintendents Association of America and on the Golf Industry Show.

The Gary Player Group appointed Alex Hammill as President of Black Knight Management, the company’s golf course management division. Hammill has spent the last eight years working for ClubCorp and Arcis Golf.

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Âť COVER STORY

Making it with 16

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Millennials

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They’re no longer the future—they’re now very much making their presence felt, both among memberships and as key managers, to help shape exciting new directions for even the most traditional properties.

A C+RB Staff Report

THE FIELD CLUB OF OMAHA (Neb.) is as tradition-steeped as any in the private-club industry. Its throwback name reflects its historic roots and connection to activities including cricket and clay tennis, in addition to the rich golf legacy it has built over its 121-year existence (which includes being the home course of former caddie Johnny Goodman, the last amateur to win the U.S. Open, in 1933).

But while it might not be the first place one would think to look for evidence of how the Millennial generation (those born from 1981 to 1996, and now ages 22 to 37) is now making its presence felt in the private-club world, the Field Club of Omaha actually stands as one of the best examples of not only how Millennials are being assimilated into club memberships, but also becoming important influences in how they’re managed.

The Field Club’s General Manager, Greg Gilg, CCM, PGA, is in fact a Millennial himself. He began to work in club management even before graduating from Creighton University (where he was a member of the golf team) in 2010 with an Economics and Finance degree. Gilg became the Field Club’s Controller in 2017 and was named the club’s General Manager at the start of 2019. www.clubandresortbusiness.com

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» MILLENNIALS

Through its concerted efforts to position itself as the family-friendly option for Millennials, the tradition-rich Field Club of Omaha has seen a net gain of 53 memberships over the last two years for which the primary member is under 35 years old.

Photo courtesy Field Club of Omaha

Bridging the Generation (Golf) Gap MACKENZIE MACK, LPGA, PGA, MBA, serves on the WE ARE GOLF Millennial Task Force.

A professional golfer and certified LPGA and PGA of America teacher, Mack played collegiate golf at Indiana State University, where she graduated with a B.S. in Business Marketing and Masters of Business Administration.

Mack, who was named to Golf Digest’s list of “Best Young Instructors Under 40” in 2016-2017, currently serves as Senior Program Director for The First Tee of Tampa Bay. For golf pros seeking She recently issued these “Five Tips to Help to attract and retain Golf Pros Retain Millennial Clients”: Millennial clients, a key Be Flexible. Millennials do not adhere to is to “meet them where traditional 9 a.m. to 5 p.m. schedules. They may they are,” says Mackenzie Mack. pop in to work at 8 a.m., have a long lunch at 12 noon, and want to stop in for a lesson at 2 p.m.

Keep your teaching schedule open to their everchanging needs.

Provide Class-Size Options. Millennials are social! They may take an individual lesson and want to invite their best friends to the next one. Make sure you provide lesson packages that allow for different class sizes.

Get Off the Range and Get to the Course. Millennials like to see results quickly. Do not spend five lessons on the range. Get them the basics, and then transition them to the course. They want to see how everything ties together. If they think they need more time on the range, they will say so!

Cash App it! Millennials don’t have a checkbook and rarely carry cash, because they don’t have to! Make sure you make quick and convenient payment options, such as PayPal, Venmo and Cash App, available, so they can quickly pay for the lesson and be on their way.

Pause for a Selfie Break. Take time to capture fun experiences on the lesson tee to share with the world. Sharing on social media allows you to connect with millennials by speaking their language. Meet them where they are!

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As GM, Gilg has ramped up the club’s concerted efforts to embrace Millennials as both valued members and membership prospects, as well as key parts of the management staff who can help to inject a lot of fresh energy into the club’s programming and culture. Those efforts have already paid off with publicity such as a recent feature story in the Omaha WorldHerald that was headlined, “Omaha’s Oldest Private Club is the New Place to Be for Millennials, Young Families.”

Much of the impetus behind the Field Club’s new direction, Gilg says, stemmed from his frustration, while at previous clubs, that came from watching club Boards sit around and sulk about how Millennials don’t value the club lifestyle.

“As a Millennial, it’s not that we don’t like the club lifestyle; we just want the value proposition to make sense to our family, because there are more options than ever before fighting for discretionary dollars,” Gilg says.

“Omaha has a market of really awesome clubs, each uniquely different,” he adds.

“We have tried to position ourselves as the family-friendly option for Millennials.”

In the past two years, that positioning has paid off for the club with a net gain of 53 memberships for which the primary member is under the age of 35—growth that has taken it to capacity for social memberships, and near capacity for golf.

One key to this growth was adjusting the Field Club’s junior membership structure to provide greater value for the dues. Before www.clubandresortbusiness.com

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Innovations like night golf, simulator games and pay-by-the-hole are proving to be especially successful in attracting Millennials and positioning them as a group that offers especially strong potential to help revive golf’s flagging participation numbers.

2019, the club’s dues structure lumped all members under the age of 36 into one Junior category. But coinciding with Gilg becoming GM in January 2019, tiered dues and initiation-fee pricing were introduced for the age groups of 21-25, 26-30 and 31-35.

In addition, Gilg reports, the club started to waive initiation fees for children/grandchildren of current members. The only requirement is that the existing member must have five years of prior membership, and both members must commit to 12 months of future membership. This has allowed high-use dependents to transfer and remain members on their own account.

“We’re in the dues business,” Gilg says. “Too many club and club Boards get focused on selling more dinner covers or adding five additional weddings or golf tournaments. What we’ve really focused on in the last two years has been how do we retain existing members and how do we add, via current member recruitment, new members that align well with our existing culture and membership.”

Starting in 2018, the Field Club also increased the recruiting

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» COVER STORY

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The success of Topgolf and its imitators in capturing Millennial business has caught the attention of even the most traditional clubs, with many now rushing to offer the types of recreational and social activities that have caught on at those venues, along with the new forms of golf and golf practice.

incentive for new members from $100 for full members to $500. This caught existing members’ attention, to the point where they are now reaching out to the Field Club’s Membership Director to ensure that they’re being listed as a new member’s sponsor, Gilg says.

“Regardless of economic status, $500 is a chunk of change and noticeable to anyone,” he says. “Even if the money isn’t a motivator, pride is, and our members take very seriously their responsibility to help grow our membership base.

“Our attrition rate has dropped from 9.3 percent in 2017 to 3.7 percent this year, while our new member signups have stayed steady,” he adds. “This has produced a full-member equivalent increase of 62, [which we see as] proof that the various programs we’ve implemented have had a positive effect.”

The Field Club has also found that targeting Millennials is much easier than old-school member recruiting methods.

“The data that’s now available to help you target-market certain categories is just amazing,” Gilg says. “Couple this with the talents that our new Membership Director, Amber Quigley, has brought to our club in social-media marketing, and we’ve really been able to bear fruit from our coldsource marketing efforts.”

SCOFFING NO MORE While the Field Club of Omaha stands as a particularly striking example of how even the most traditional club is now successfully appealing to Millennials, it is by no means alone in what it has accomplished.

After years of reports that only bemoaned the yawning and unfixable disconnect between established properties and the emerging Millennial cohort, it’s now common to find evidence of successful outreach in all aspects of the club and resort business, including dining and recreation as well as membership.

And this even includes golf, where in fact Millennials are now seen as offering one of the best opportunities to revive flagging participation numbers. This is in large part because of the success seen by Topgolf and the imitators that it has spawned. Where club Boards and managers were once quick

to scoff at the concept of target golf and its related dining, social and recreational activities as sure-to-be-short-lived gimmicks, virtually every new golf practice facility that is coming on stream, at even the most tradition-rich clubs, now incorporates some sort of simulator or target-golf component that also includes a new socializing and F&B venue.

Seeing how Millennials gravitated so enthusiastically to the Topgolf concept has also spurred the implementation of successful new ideas within the industry for other ways to draw members of that generation into golf.

At the Indian Wells (Calif.) Golf Resort, General Manager Steven Rosen was trying to create an added revenue stream that would be appealing for a period of the day—evening—when traditional golf is done, while also introducing the game of

“

As a Millennial, it’s not that we don’t like the club lifestyle; we just want the value proposition to make sense to our family, because there are more options than ever before fighting for

“

discretionary dollars.

—Greg Gilg, CCM, PGA, General Manager, Field Club of Omaha

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Is Your Club

A Top

Innovator?

The actual reality of today’s club and resort business is that great ideas are needed on an everyday basis, to ensure member/guest satisfaction and establish and sustain the relevance that is required for long-term success.

In its December 2019 issue, Club + Resort Business will honor the Top Innovators in the club and resort industries.

Leading-edge innovation will be recognized for the full range of operations and management areas, including (but not limited to):

• Board of Directors Relations • Clubhouse Design • Course and Grounds Maintenance • Food-and-Beverage Programs, including Development of Signature Beverages, Dishes and Venues • Fitness Operations and Programs • Golf Operations and Programs • Kitchen Design and Operations • Locker Room Operations • Maintenance Facilities • Member Marketing and Communications

• Other Recreation Programs (Archery, Equestrian, Outdoor Activities, Shooting, etc.)

• Outdoor Dining and Patio Design • Pool Operations and Aquatic Programs • Pro Shop Retailing • Social Media • Special Events • Staff Motivation and Training • Technology • Tennis Operations and Programs • Websites • Youth Programs

To have us see why your club and management team should be viewed as a Top Innovator, go to www.clubandresortbusiness.com and complete the online form.

Or send an e-mail to editor@clubandresortbusiness.com to have us contact you for details.

Then watch to see if your club makes the list of C+RB’s Top Innovators this year!

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Next Up: Gen Z

Photo courtesy The Country Club of Virginia

AS MILLENNIALS (AGES 23 TO 38 IN 2019) become well-assimilated in club’s memberships and their staffs, an eye should also be kept toward what’s coming next, for both groups, from “Generation Z” (those born in 1997 or later).

Recent research identified these traits that speak most directly to how workers from this group should be managed—but also provide some insight as well into what will attract, or deter, their interest in joining clubs as well.

• A third of those surveyed said they view their Gen Z generation as the hardest-working and most slighted entry-level labor pool in history.

• Only 39% felt that high school adequately prepared them to enter the job market, and 21% felt they were unprepared to be managed.

• The three most valued attributes of an employer to those in Gen Z are trust, support and caring about them as an individual.

• Thirty-five percent of surveyed Gen Zs said they wouldn’t tolerate an employer who scheduled them for shifts or hours they wouldn’t want, and 30% said a directive to work double shifts would be a deal-breaker.

• Even though Gen Zers have never known life without a computer, 75% of those surveyed still said they wanted feedback from managers to be delivered face-to-face, and 39% said they preferred to communicate with colleagues in person.

As properties attract Millennials as members and guests, they are also finding it easier to create attractive work environments that help to recruit and retain needed staff in a tight market.

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• Nearly half (48%) of Gen Z are racial or ethnic minorities, compared to 39 percent of Millennials at a comparable point for that generation, and more than double the percentage of early Baby Boomers. At the same time, Gen Z is being shaped by changing immigration patterns, with fewer foreign-born members than Millennials and a significantly higher number being born in the U.S. to immigrant parents. One in four in Gen Z is Hispanic.

• Only 13% of Gen Z lives in rural America, continuing a decline from Millennials (18%), Gen X (23%) and Baby Boomers (36%).

• Gen Z has higher high-school graduation rates and lower dropout rates than previous generations, with 59% of those 18 to 20 in college in 2017, compared to 53% of Millennials and 44% of Gen X at similar ages.

• Increased college attendance has kept more of Gen Z out of the workforce, with only 58% of those 18 to 21 reporting that they worked in the previous year, compared to 72% of Millennials at a similar age.

golf in a fun and non-threatening way. Thus was born the idea for “Shots in the Night”— an interactive entertainment venue that uses laser technology paired with golf to provide a fun experience for any skill level.

And after Indian Wells introduced Shots in the Night as an activity that doesn’t start until after sunset, Rosen reports, Millennials were immediately drawn to it.

“It’s ever-changing, it’s fun, it can be competitive, it can be a group dynamic,” he says. “It’s a way for Millennials who do not want to invest the four-plus hours in a traditional game of golf to experience peer interaction, while having fun [with something that] can be accomplished in an hour.

After shutting down for the summer, Shots in the Dark will kick off again at Indian Wells in mid-October, Rosen says, with the resort planning to add more seating and fire pit areas. “The game is not only a participatory sport, but a spectator’s sport as well,” he notes. “People love watching

people having fun, laughing and interacting. We will also be adding more laser technology to build in the group dynamics and to have team and league play.

“It’s a no-brainer,” Rosen adds. “[Shots in the Night] has not only been a revenue success, but it has been responsible for bringing people [out] who might not have gone to a golf course before. It unknowingly puts a club in a person’s hand and before they know it, they are actually enjoying it.”

As the Field Club of Omaha’s Greg Gilg says, there’s now plenty of proof that Millennials can be attracted to even the most deep-rooted club or resort property.

The task at hand is now to find the unique formula that works best for a particular place, he says.

“We have them on our roster; now our job is to make them happy and retain them,” he says. Which certainly doesn’t sound very different from what the business has been about all along. C+RB www.clubandresortbusiness.com

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See you in

CHARLOTTE 2020 TH E WESTI N CH A R LOTTE MARCH 1 -3 , 2 0 2 0

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DESIGN + RENOVATION

FLEXING New

Muscle

With an eye to making fitness a core offer for their members, more clubs are stepping up their games with new facilities that feature streamlined layouts and pleasing aesthetics.

By Pamela Brill, Contributing Editor

ACTIVE LIFESTYLES ARE AN INHERENT part of club culture, but not reserved exclusively for the golf course or the pool. Full-fledged fitness centers are enticing members to ditch their gym memberships in favor of on-site facilities that offer access to the latest equipment, health-and-wellness programming, and a special brand of camaraderie.

FILLING A VOID At Rogue Valley Country Club in Medford, Ore., erecting a fitness center not only filled a void by providing a muchneeded amenity, but also gave purpose to otherwise underutilized space on the property.

“Fitness has been a desire among the membership for decades,” says General Manager/COO Thor Damerval. “But where it should be located, and how much it will cost, prevented this desire from becoming a reality—until recently.”

After assessing that nearly 300 of the club’s lockers were not being used, management decided to transform part of the clubhouse’s west wing into a fitness center, family game room and sports pub. The new facility opened its doors this past March.

The space dedicated for fitness is divided into three distinct areas: a 1,400-sq. ft. strength-training room, 850-sq. ft. cardio room, and 750-sq. ft. studio. Studio and cardio rooms are located just off the ladies’ locker room, while free weights are located near the men’s locker room. “Traffic patterns are incredibly important, especially if space isn’t plentiful to help ease the volume,” Damerval notes.

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PHOTO COURTESY

SUMMING IT UP > Repurposing underutilized space allows fitness facilities

to accommodate more equipment in a dedicated layout.

> Designing fitness space with durable flooring and adjustable lighting promotes a safe environment.

> Providing easy access to other amenities, such as lounges and

cafes, ensures longer stays and added food-and-beverage revenue.

Photo courtesy Blue Ridge Mountain Club www.clubandresortbusiness.com

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DESIGN + RENOVATION ROGUE VALLEY COUNTRY CLUB Medford, Ore.

“Fitness has been a desire among the membership for decades—but where it should be located, and how much it will cost, prevented this desire from becoming a reality, until recently.”

—Thor Damerval, General Manager

The specific purposes identified for each of the fitness spaces dictated a myriad of design choices and decisions about the materials that would be used.

In the strength-training room, rubber flooring was selected, “so that anyone could take any free weight anywhere within that space and perform an exercise without the risk of damaging the floor or overcrowding a designated area within the room,” Damerval explains.

Carpeting in the cardio room helps to muffle the noise of the treadmills and other cardio equipment, while the studio is outfitted with hardwood flooring that is conducive for fitness classes.

Careful attention was also paid to the lighting, with dimming switches that correlate with the mood and activity associated with individual rooms. Customized music in each location follows suit: soothing selections in the studio, soft rock in cardio, and rock/pop music in the strength-training room.

Regardless of the music genre, soundproofing is achieved via soundboard sheet rock, “to help isolate each room’s activity without negatively affecting any other,” Damerval says.

“The west wing of our clubhouse has become one of the busiest areas, and the importance of privacy and noise reduc-

tion was an important design emphasis,” he adds.

With three personal trainers on site to manage both one-on-one and group sessions, the space is designed to accommodate workouts and classes of all shapes and sizes. “The fitness programming has become an important part of the club, as members have signed up in droves, reinforcing the membership’s decadeslong desire for a fitness center,” adds Damerval.

A NATURAL FIT Members of the Blue Ridge Mountain Club in Blowing Rock, N.C., can experi-

Going Green at the Gym FOR ECO-CONSCIOUS CLUB MANAGERS and members, exercising is not only useful for shedding pounds, but trimming dollars off operations costs. According to a recent CBS news report, The Source Health Club is Missoula, Mont., recently invested in green, eco-powered treadmills that are converting people power and returning it to the grid.

As gym goers use the treadmills, they are able to generate approximately 200 watts an hour to help offset about 10 percent of the facility’s overall power usage. According to the report, these club members are excited about helping their gym become more sustainable—and playing an important part in saving the planet.

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Users of new eco-powered treadmills generate approximately 200 watts an hour that can be returned to the grid; at one health club, that offset about 10 percent of the facility’s overall power usage.

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After assessing that nearly 300 of the club’s lockers were not being used, management at Rogue Valley CC transformed part of the clubhouse’s west wing into a fitness center (pictured at right and on opposite page) that is divided into three distinct areas, for strength training, cardio and a studio.

ence the best of both worlds—indoors and out—as they work out at the property’s new Ascent Wellness and Fitness Center. Completed in November 2017, the facility looks out upon a mountainous terrain, spanning over 50 miles of long-range views that inspire peace and tranquility (see photo, pgs. 24-25)..

“As an outdoor-oriented private mountain community, we wanted to have a fitness and wellness center that allowed members to experience adventure every day, by merging fitness and our unique mountain lifestyle in their daily lives,” says General Manager Jim Pitts.

Comprised of two main exercise facilities, Blue Ridge’s Center houses a 600-sq. ft. movement studio stocked with twelve spin bikes, exercise balls, weights and yoga mats. The 1,500-sq. ft. cardio and weight room, set against the backdrop of the Catawba River Valley, is laid out with assorted equipment positioned directly in front of 11-ft., floor-to-ceiling windows.

Whether using a treadmill, elliptical, leg and arm machines or weights, Blue Ridge’s members have an unspoiled view of the mountains, accentuated by natural light pouring through the windows.

Overhead doors let fitness classes extend outside onto the Catawba Point Terrace whenever the weather allows.

Flooring in the movement studio boasts a padded surface for added stability, while carpeting and weight pads cover the floors of the cardio and weight rooms, to minimize the noise. Music is broadcast throughout the fitness center via wireless, hidden speakers. Security cameras that are monitored in nearby www.clubandresortbusiness.com

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DESIGN + RENOVATION

administrative offices are also inconspicuously positioned.

Rounding out the fitness amenities are quiet zones, including a 460-sq. ft. lounge and beverage station, dry sauna, men’s and women’s locker rooms with steam showers, and a massage room. The club plans to enhance these extras with an outdoor hot tub and lounge deck with fire pit, Pitts reports.

While the Blue Ridge fitness center is designed to accommodate a variety of classes, such as spinning, circuit training, yoga and Zumba, personal trainers are also welcome for one-on-one instruction. This focus on fitness carries over into wellness programming, from zipline tours and hikes on club trails to cooking demonstrations.

“It’s hard to imagine anything better than ending the day with s’mores and the Blue Ridge Mountain sunsets,” Pitts enthuses.

EXPANDING THE FOCUS At the Blackthorn Club in Jonesborough,

Tenn., golf had always been the prime focus. But all that changed in April 2017 upon the arrival of current General Manager/ COO Chris Haley. After meeting with club owners and mapping out a plan for new capital projects, management opted for a facility dedicated to wellness.

“Knowing that our footprint and the layout of our clubhouse would not allow us to add fitness anywhere, I recommended that we build an addition to the tennis center and dedicate that space to fitness,” Haley explains. This past January, Blackthorn’s new 16,800-sq.-ft. Indoor Tennis and Fitness Center, with 2,400 sq. ft. reserved for fitness and related amenities, was unveiled.

In the main fitness room, gym goers have access to a variety of equipment, including two bikes, three treadmills, two ellipticals, and two weight benches and dumbbell sets and machine ball racks. In the studio room, a suspension training system with five trainers includes an assortment of accessories

for members to use individually or during group classes.

A streamlined, no-nonsense design includes high-grade laminate flooring, dimmable LED panel lighting and lightweight, glassless mirrors on the walls. “From an accessibility standpoint, we foresee our members using the fitness center for physical therapy in the future,” notes Haley.

Rounding out the space is a 500-sq. ft. lounge area that includes modular seating, counter-height seating and an honor bar containing light snacks and beverages.

“It’s a perfect spot to relax after a workout between tennis matches,” Haley says of the family-friendly space. “Kids can hang out and do homework, and parents can curl up with a good book during junior clinics or watch television.”

Because the fitness space was intentionally designed as a blank slate, the flexible layout can accommodate wellness trends as they emerge—a plus that management

BLUE RIDGE MOUNTAIN CLUB Blowing Rock, N.C.

“As an outdoor-oriented private mountain community, we wanted to have a fitness and wellness center that allowed members to experience adventure every day, by merging fitness and our unique mountain lifestyle in their daily lives.”

— Jim Pitts, General Manager

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BLACKTHORN CLUB Jonesborough, Tenn.

“Even in the existing [fitness center] space, we have the ability to add more equipment based on member feedback. In our opinion, it was prudent to begin with the basics and then continue to add in different pieces as the need develops.”

—Chris Haley, General Manager/COO

expects to prove valuable within the ever-changing fitness landscape. “Even in the existing space, we have the ability to add more equipment based off of member feedback,” notes Haley. “In our opinion, it was prudent to begin with the basics and then continue to add in different pieces as the need develops.”

In the meantime, Blackthorn members are content with the current roster of classes that range from “Mats and Margaritas” to Couples’ Yoga. They also have the ability to bring in their own personal trainer and use the facility at their own pace.

“Because Blackthorn didn’t have any fitness offerings before this, we are seeing many of our members dropping gym memberships they have elsewhere, as their needs are now met by our offerings,” says Haley.

ENHANCED OPERATIONS To boost its high-performing fitness center for an especially active membership, the facility at St. Andrews Country Club in Boca Raton, Fla. underwent a redesign last December.

According to General Manager/COO Craig Martin, St. Andrews “needed to reallocate and expand [the facility] to allow for a new layout with better configuration, creating improved efficiencies to better handle the high volume.” With updates to equipment, décor and furnishings, unutilized space was given new life and purpose, via a refreshed layout that maximizes the member experience.

Assuming the largest space in the center is a 5,000-sq. ft. cardio area, well-stocked with 47 pieces of cardio equipment, 18 strengthtraining machines, three stationary bikes and other machines. The www.clubandresortbusiness.com

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ST. ANDREWS COUNTRY CLUB Boca Raton, Fla.

“We needed to reallocate and expand [our fitness facility] to allow for a new layout with better configuration, creating improved efficiencies to better handle the high volume.”

— Craig Martin, General Manager/COO

St. Andrews CC’s redesigned Fitness & Tennis Center has led to an uptick in start-of-the-day visits and helped to make the club’s Courtside Cafe “a central gathering and socializing area in the mornings,” according to GM/COO Craig Martin.

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400-sq. ft. spin room has been updated with a stadium platform, 15 power bikes and an 84-inch screen for watching videos and playing music.

New additions include a Pilates studio containing reformers, tower units, chairs and benches, along with a mind-body yoga studio and 350-sq. ft. wellness meditation room. “By adding [the studio], we were able to offer more classes at a variety of convenient times for our members,” notes Martin.

Also of note is the 700-sq. ft. “stretch zone” featuring 12 stretch beds, stretch cage, foam rolling equipment and stretching straps. Moving the stretching tables into their own area freed up 400 square feet on the gym floor. In addition, relocating the center’s check-in desk made it possible to use a back stairwell as an entrance—a modification that Martin says has improved both

the overall look and functionality of the center.

Décor and accent choices carefully balance practicality with visually pleasing aesthetics. Chandelier-style lighting welcomes members at the reception desk, in the main entrance, and in the Pilates and mind-body studios. Meanwhile, the gym space was updated with LED dimmable fixtures and LVT flooring with padding.

With an uptick in early-morning fitness-center visits, extra attention has also been given to the club’s Courtside Café breakfast menu. Healthy options now include homemade smoothies and protein bowls for gym goers inside or in the outdoor lounge area. “Members utilize both areas daily before and after working out,” says Martin. “It is a central gathering and socializing area in the mornings.” C+RB www.clubandresortbusiness.com

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CHEF TO CHEF

CARRYING ON the Cause

Chef Profile

Anthony Rabeni Current Position: Executive Chef, Vineyard Golf Club, Edgartown, Mass. (2017-Present) Previous Experience: • Assistant Executive Chef, Vineyard Golf Club, 2002-2017 • Culinary Brigade Member, Augusta National Golf Club (April 2019) • Rounds Cook, Ritz-Carlton, Tysons Corner, Va. (2001-2002) • Private Chef, 1998-2001 Education: • The Culinary Institute of America, Hyde Park, N.Y., AOS Degree (2002) • University of Delaware, Newark, Del., Bachelor of Science, Hotel, Restaurant and Institutional Management (2000) • Swiss School of Hotel and Tourism Management, Chur, Switzerland (1999) Continuing Education and Professional Affiliations: • 4th Annual Epicurea, 2018 • Chef to Chef Conferences 2016, 2018 and 2019 • Fundamental Food and Wine Pairings, CIA Greystone, Napa, Calif., 2011 • Individual Pastry and Desserts, CIA, Hyde Park, N.Y., 2008 www.clubandresortbusiness.com

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By Jerry Schreck, Executive Chef, Merion Golf Club, Ardmore, Pa.

VINEYARD GOLF CLUB OPENED IN 2002. This gorgeous property sits on 235 preserved acres on Martha’s Vineyard two miles from historic Edgartown, Mass. The front nine of the golf course was redesigned in 2013, and the back nine in 2015, by world-renowned architect Gil Hanse and design partner Jim Wagner. Vineyard GC offers great golf in one of the most beautiful places in the U.S. Where there is great golf, there is likely to be exquisite food. Vineyard GC’s Executive Chef, Anthony Rabeni, took over for former chef and mentor Mark Chaput (“Island Paradise,” C+RB, July 2012) just a couple of years ago. Chef Rabeni hasn’t looked back in putting his stamp on what was already a tremendous F&B program.

I’d like to thank Chef Rabeni for taking the time to talk with C+RB as the summer crowd was starting to either fly in or have their vehicles loaded on to ferries from various locations on Cape Cod, so they could make their way to Vineyard GC. C+RB Chef, you were challenged after becoming the club’s new Executive Chef with branding Vineyard’s F&B operation by offering a broader cuisine, creat-

ing signature dishes and providing an experience that was unique to your club. How did you go about accomplishing this?

Rabeni From the beginning, we were trained to be consistent with each item on the menu. Chef Mark Chaput, my mentor, would always say, “You can be consistently good or consistently bad, as long as you are consistent.” A member from 10 years ago can come in to the club today and get the same cobb salad or roasted oysters that they had back then, which is pretty cool in a way.

With that said, I am looking forward to expanding the menu and branching out a little from the “norm.” Having a great management that supports my moves in the back of the house with trying new items makes my job easier.

C+RB You are in the dining areas interfacing with members constantly. Many chefs are reluctant to do so regularly, for various reasons. How has your outgoing personality and desire to step out of the kitchen helped you and your team’s reputation?

Rabeni I think it is important to be visible for the members and to be willing to listen to both the good and the bad critiques. Putting a face to the name on July 2019

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Recipe the menu goes a long way. In return, I learn and understand the members’ wants and needs. This makes for a more enjoyable eating experience for the members.

This also helps for my staff to then be trained to remember and meet members’ specific requests/preferences, likes and dislikes.

We will know what they may order, and how they like it prepared, before that member even sits down.

Pan-roasted, Prosciuttowrapped Cape Cod Codfish

with stew of white beans, tomato and fennel, arugula, and citrus beurre blanc INGREDIENTS: 4 cod fillets, 7-oz. each 4 slices of prosciutto 2 cups cooked white beans 1 head fennel bulb ¼ lb. (4 ozs.) baby arugula 2 cups crushed tomatoes 1 cup clam juice 1 cup chicken stock ½ cup white wine salt and pepper to taste FOR PROSCIUTTO-WRAPPED COD: 1 Preheat oven to 400 degrees 2 Season cod with black pepper 3 Wrap each fillet with prosciutto 4 Sear the wrapped cod in high-heat pan 5 Flip once and finish in 400-degree oven FOR THE STEW: 1 In large saute pan with oil, add fennel and cook 3 minutes 2 Add beans and saute again for 1 minute 3 Add all liquid and simmer for ten minutes 4 Season to flavor FINAL PLATING: 1 In four large dinner bowls, portion out the broth 2 Add arugula in the bowls with broth 3 Place cod in the center bowl 4 Garnish with butter sauce and/or aged balsamic glaze Submitted by Anthony Rebeni, Executive Chef, Vineyard Golf Club, Edgartown, Mass.

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C+RB Your season is relatively short compared to most. That being said, you have a captive audience and I’m curious as to what your menu strategy is, to give the members a different look each time they dine at the club.

Rabeni Menus are a tricky thing with clubs. I am always looking to keep a good balance of items that the members expect to see, while still sliding in some new ideas.

We have had some items on the menu since 2002 that we dare not to remove. But we have also expanded the menu to add more choices, from appetizers to shared plates and entrees. We also always try to use the freshest ingredients of the summer and the bounty of the island’s local resources.

I also try to throw new ideas to the membership through nightly specials. From that I get a good understanding if the special should become an item on the menu the following year. A simple example is Chicken Parmigiana—I just tried it out one Sunday and boy, it took off so much that it went on the menu shortly thereafter.

C+RB Staffing our kitchens is the biggest challenge we face as chefs today. For you, being on an island and also in an extremely seasonal operation, it is even harder. How do you tackle this year in and year out?

Rabeni Staffing is always an issue. We always reach out to former employees first to see if they would like to return. From there I look to fill the empty spots. I travel to job fairs at the Culinary Institute in Hyde Park, N.Y. and at Johnson & Wales University in Rhode Island.

Then on to other clubs in Florida. We offer housing and a strong hourly wage. The housing is key—without that, I would have no staff.

Once the season begins to slow down, I try to help the staff relocate for the winter months, whether it be back to Florida or out west to the ski resorts. The staff is grateful for our help. It is getting easier each year, but I do lose about 50% of the kitchen staff each year.

C+RB Many are aware of the environmentally sensitive measures taken on the Vineyard golf course. How has this initiative carried over to clubhouse operations?

Rabeni The environment is very important, not only to our members, but also with our staff. Being an organic golf course has opened our eyes to the many ways we can help in the clubhouse.

We have placed water-refill stations throughout the course and in the snack bar. We are striving to remove all plastic from the takeout menu, snack bar and even at the bar. Throughout the back of the house we recycle whenever possible, including cardboard, glass and aluminum. www.clubandresortbusiness.com

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Submitted by Anthony Rebeni, Executive Chef, Vineyard Golf Club, Edgartown, Mass.

Recipe Caramelized Cape Cod Sea Scallops with cauliflower puree and fried kale

INGREDIENTS: 16 sea scallops 1 Tbsp. oil salt and pepper to taste PROCEDURE: 1 Dry and season both sides of the scallop 2 Heat saute pan with oil to high heat.

3 Place scallop into pan; do not move until golden brown (about 2 minutes) 4 Flip and finish cooking on other side (3 minutes)

PROCEDURE: 1 Rough-chop the cauliflower into thin slices 2 Place all ingredients, except lemon, into a pot; cover with lid 3 B ring to high heat, then reduce to a low simmer, looking for doneness 4 Blend the cauliflower, adding lemon juice 5 Add cream and cooking liquid until smooth, and taste FOR THE CRISPY KALE: (Note: Can be made ahead and held at room temperature)

(Note: Can be made ahead and reheated)

1 Wash 1 bunch kale 2 P lace in a 300-degree fryer until crispy (1 minute), and season.

Or toss with oil, salt and pepper and bake in 275-degree oven for 20 minutes.

1 lb. cauliflower 3.5 ozs. water 3 ozs. butter salt and pepper to taste lemon, as needed

FINAL PLATING: 1 Place cauliflower puree on plate 2 Place the cooked scallops on top of the puree 3 Top the scallops with crispy kale

FOR THE CREAMY CAULIFLOWER PUREE:

We have just started working with the Island Grown Initiative (www.igimv.org) on Martha’s Vineyard to save all food waste. In return, this non-profit organization will pick up the food waste, compost it and return it to us to fertilize the golf course and our garden. We are excited about each of these small changes we have made, and look forward to continuing and expanding our environmental efforts in the future.

C+RB You were called upon to go to Augusta

National to help execute The Masters Tournament this year. Can you tell us what that experience was like, how it energized you, and what you brought back from it to Vineyard GC?

Rabeni The Masters was an amazing experience.

Just the magnitude is overwhelming; I for one have never worked for an event that large. The best way to describe it is that it’s like working a Member-Guest function every day for 14 days. The long hours did help me to get ready for my season at Vineyard.

Seeing the organization of each kitchen and of all that went into the training, staffing and menu design was a great learning experience. It was really fun to go someplace and bring back pieces of ideas—it is where the thought was generated for a Lobster Gnocchi dish that we now have at our club. C+RB

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Know someone you’d like to have Jerry Schreck interview for a future “Chef to Chef” conversation? Send your suggestions to editor@clubandresort business.com.

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RAISING the BAR

The course maintenance team at Woodhill CC has enhanced its credentials for environmental stewardship by participating in a research project that helps golf courses measure sustainability.

By Betsy Gilliland, Contributing Editor

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f

GOLF COURSE MAINTENANCE OPERATIONS AND environmental stewardship are inextricably intertwined at Woodhill Country Club in Wayzata, Minn.

The property has been an Audubon Cooperative Sanctuary since 1994, becoming the third private facility in Minnesota and the 32nd in the world to achieve the certification. And Superintendent Rick Fredericksen, CGCS, who has been at Woodhill for 29 years, has always pursued and promoted eco-friendly maintenance practices.

“My goal is still to be as environmentally creative and responsible and forward-thinking as possible,” Fredericksen says after 41 total years in the business.

That goal got a giant boost last year, when Woodhill partnered with the University of Minnesota in a research initiative, Science of the Green, to help develop a matrix that would measure golf course sustainability.

“Together, we are looking at incorporating the suggestions where we can improve and continue our environmental efforts,” Fredericksen says.

The initiative is a five-year collaboration between the University of Minnesota and the United States Golf Association. The program is designed to inform golf stakeholders of the critical importance—and profitability—of sustainability within the industry, explore the role that golf courses play in ecosystems, and encourage facilities to incorporate environmentally friendly practices into their operations.

In addition, the partnership stresses the importance of engaging with the surrounding community to increase the value of the golf course, and of the need to take a holistic, sustainable approach to management decisions that can add economic, environmental, and societal value to the golf business.

COMMITMENT TO STEWARDSHIP For the initiative, Woodhill CC was one of three golf courses from which Science of the Green collected data.

“All of our members have a real heart to www.clubandresortbusiness.com

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do the right thing,” says General Manager Paul Gustafson. “Everybody’s very excited and supportive of it. It’s the right thing to do, and it’s good public relations for us. Golf courses are not seen as being environmentally friendly, but the opposite is often true.”

Woodhill CC was a natural fit for the Science of the Green program. Dr. Brian Horgan, the Professor and Turfgrass Extension Specialist at the University of Minnesota who spearheaded the project, had developed a relationship with Fredericksen during the superintendent’s second stint on the Board of Directors of the Minnesota Golf Course Superintendents Association (MGCSA), from 1999 – 2003. At that time, Fredericksen supported Horgan, a thennew turfgrass science professor at the university, and pushed the MGCSA board to encourage the establishment of a University of Minnesota Turfgrass Research Outreach and Education Center.

“Rick is certainly a leader in the area.

He’s five to seven years ahead of everybody else,” says Gustafson. “We’re grateful and lucky to have him here.”

Under Fredericksen, who received the

MGCSA’s 2018 Distinguished Service Award for his longtime contributions to the golf course superintendent profession, Woodhill CC has demonstrated an ongoing commitment to the cause of environmental stewardship.

“Woodhill was selected [for the research initiative] for a number of reasons—its proximity to the University of Minnesota, its reputation as a leader in environmental stewardship, its interested and welcoming membership, and its exceptional and professional staff,” says Parker Anderson, who now has a consulting business but served as a researcher and facilitator for Science of the Green during a three-year appointment to the University of Minnesota.

DEVELOPING A MATRIX Science of the Green defines sustainable golf as value-added use of standard golf course space and the dissolution of boundaries between a golf course and its community, to encourage the inclusion of community members in a property’s activities. In addition, a sustainable golf course benefits species and uses ecosystem

Golf Scorecard

WOODHILL COUNTRY CLUB Location: Wayzata, Minn.

Club Website: www.woodhillcc.com Golf Holes: 18 Course Designer: Donald Ross Property Type: Private No. of Members: 395 Year Opened: 1915 Golf Season: April to November Annual Rounds of Golf: 11,000 Fairways: Bentgrass Greens: Woodhill Bentgrass

Woodhill CC was one of three properties contributing golf course data to the Science of the Green research initiative, to develop a matrix for measuring sustainability.

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Woodhill CC’s program to locate bluebird boxes throughout its property has produced more than 500 fledglings.

services and resource flows in its management practices.

“The initiative is trying to develop a matrix that would allow a golf course to have a ‘handicap rating’ [for its sustainability efforts],” notes Fredericksen. ‘It also gives the superintendent and the membership incentive to work toward goals to be more sustainable.”

Work on the project began at Woodhill in May 2018, and Fredericksen turned over the primary responsibilities for it to Assistant Superintendent Ryan Eberling and former employee Jody Watts.

The initial research assessment of Woodhill CC highlighted key sustainability factors.

Based on data collected and regional significance, the five top sustainability factors identified at the property were resource efficiency and expenses, education and citizen science, water quality, pollinator habitat, and environmental impact.

However, Fredericksen explains, “The initiative allows other golf courses to develop their own programs. We thought we were cutting-edge, but I think there’s still a lot of things we can do.”

To determine resource efficiency and expenses, for instance, Woodhill collected data from a major equipment manufacturer on mowing patterns and on the efficiency of golf course maintenance equipment.

The University of Minnesota analyzed the data and determined that Woodhill could achieve resource and cost savings of up to 64 percent and engage in responsible fossilfuel use to reduce emissions.

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CITIZEN SCIENCE The Woodhill staff has also created opportunities to help the membership understand the property’s ecosystem through events like bird walks, tree walks, and educational signage.

In May 2019, Woodhill held its 27th annual bird walk, which is part of the yearly Audubon International Migratory Bird Count and has several benefits for the property. In addition to tallying the number of bird species spotted, the bird walk brings new people to Woodhill. Members are encouraged to bring their children, grandchildren, and guests, which in turn can lead to additional members joining the club.

The event also gives Fredericksen a chance to interact with the membership. “A lot of the members don’t get a chance to talk to me about what we’re doing,” he says.

“I like that opportunity to have one-on-one interaction with the members. I’ve given presentations at the club, but it can be difficult for members to ask questions then.”

Woodhill also has a bluebird program, and Fredericksen estimates that the bluebird boxes located throughout the property have produced more than 500 fledglings.

With the use of new technologies to collect data, Woodhill also has the potential to increase the value of these educational and outreach opportunities. Precise data collection results in a better understanding of the property and strengthens its narrative as a valuable land-use entity to community stakeholders and industry organizations, by educating them about the benefits of an engaged golf facility.

And one of the most important constituencies that the Woodhill staff needs in its corner—the membership—has taken notice of the environmental efforts. “The members like that we’re able to reduce our costs and the amount of pesticides we’re putting out,” Fredericksen says. “They don’t mind investing in technology if it makes the golf course better and safer for the environment, and saves money.”

HIGH-WATER MARKS Through its research partnership with the university, Woodhill is beginning a longterm analysis by measuring the quality of water entering and exiting the golf course, and comparing the results. Preliminary studies, according to research findings, indi-

“

The members like that we’re able to reduce our costs and the

amount of pesticides we’re putting out. They don’t mind investing in technology if it makes the golf course better and safer for the

”

environment, and saves money.

— Rick Fredericksen, Certified Golf Course Superintendent, Woodhill CC

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cate that the golf course is an effective water filter for the Minnehaha Creek Watershed. In addition to improving the water clarity, statistically significant reductions in contaminants have occurred as well.

By collecting water-quality data, Woodhill can strengthen its position as a vital member of the watershed and as a steward of its resources. Having data at its fingertips also is a valuable tool for reaching out to partners that share these interests and support Woodhill’s environmental stewardship goals.

The property is making efforts to capture sediments and chemicals, which run off a freeway that goes by the property, and absorb the contaminants that find their way to the golf course before they run into its waterways. Fredericksen also wants to develop partnerships with other stakeholders, such as the state Department of Transportation.

Of course, improving water filtration is something that can benefit any golf course property.

“A lot of golf courses in Minnesota are built near lakes, and they need to capture

PRESENTING

Superintendent Profile

Rick Fredericksen, CGCS Education and Training: Graduate of Penn State University Years at Woodhill Country Club: 29 Years in Golf Course Maintenance Business: 41 Previous Employment: Medina (Minn.) Golf & Country Club Certifications: Minnesota Pesticide Applicator License, Class D Well Operator License, Certified Golf Course Superintendent

Honors and Awards: • President of Minnesota Golf Course Superintendents Association – 1991, 2001, 2002 • Minnesota Golf Course Superintendents Association Distinguished Service Award – 2018 • Long Lake Volunteer Fire Department Firefighter of the Year – 1999 • Woodhill Country Club has been a Certified Audubon Cooperative Sanctuary since 1994

nutrients before they run off the golf course,” notes Fredericksen. “We’re getting a fair amount of salt in lakes and watersheds.”

Woodhill CC has also created buffer zones around wetlands areas, and uses GPS technology in its sprayers to pinpoint chemical applications more accurately.

“We’ve started to map our fairways and

develop more no-spray zones,” Fredericksen says. “Around drainage covers, we don’t spray over the tops or within 10 feet of the covers. Rather than just relying on the operator, it’s programmed into the GPS spray system.”

The grounds crew has also started using variable rate controls to reduce chemical

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JUST GETTING STARTED Pursuing the development of a matrix to measure golfcourse sustainability is not the only research initiative that the University of Minnesota has conducted.

In an earlier project, Science of the Green researchers collected data on pace of play at seven U.S. golf courses with different characteristics. They found that green-speed and pace-of-play data also have significant implications for economic, environmental, and social sustainability of golf course management.

Parker Anderson, a consultant and researcher who blogs about the findings and results at greenergolfgroup. org, believes the work has unlimited capabilities.

“We hope that it will continue into perpetuity, as we have highlighted the need for this type of work in the golf industry and the importance of using research and data collection to tell the true narrative of golf facilities,” Anderson says. “The findings of this work will greatly benefit other golf facilities, because the processes we conduct as part of this work are replicable and quantifiable.

use on the golf course. In addition, notes Fredericksen, “We’re not quite there yet, but we’re starting to use some drone technology. We can look at infrared technology analyses, to see where plants are stressed.”

Woodhill is also considering an upgrade to its wash-pad system and the implementation of a plan to create an open area where water flows through wetlands with the addition of a meandering stream. The stream would slow down the flow of water, collect sediment, and recharge it into the soil.

“We haven’t tested for hydrocarbons that come off vehicles to collect them out of the water,” Fredericksen says. “The water going off the golf course should be better than when it comes on. And we want to create a better oxygen-producing plant.”

BUSY BEES Woodhill developed a five-acre pollinator meadow onsite five years ago. Called the Pillsbury Pollinator Meadow, the area is located on land that was originally owned by the Pillsbury family of flour-mill fame (some family members still belong to Woodhill).

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Woodhill CC has held an annual bird walk on its property for members and their guests for the past 27 years.

“We hope that other golf courses will be able to draw from our experience and utilize our methods and results to guide their facilities toward a more sustainable future,” he adds.

The research has certainly benefitted Woodhill Country Club, and vice versa. “We’re excited about the potential and to be a part of it,” says General Manager Paul Gustafson. Woodhill’s Certified Golf Course Superintendent, Rick Fredericksen, agrees. “We owe it to our community.

We have the opportunity to make an impact,” he says. “We want to be known as the best neighbor around.”

Plants in the pollinator meadow include purple prairie clover, white prairie clover, black-eyed Susan, leadplant, smooth aster, stiff goldenrod, gray goldenrod, bush clover, common milkweed, meadow blazing star, northern bedstraw, big bluestem, little bluestem, Indian grass, and switch grass.

The meadow provides habitat for monarch butterflies and bees, and Fredericksen says, “A lot of birds feed on the insects there, too.”

With a 90-percent decline of monarch butterfly populations in the last two decades, the USGA and Audubon International are working together to establish

Monarchs in the Rough, a program that creates a network of pollinator habitats, marked with educational signs, on golf course sites throughout the country.

Pollinator health and habitat presence is a key issue in the Midwest, where 10 states, including Minnesota, are on the monarch butterfly’s primary migration route. Golf courses are ideal places to establish these habitats because, on average, only 60 percent of a golf property is actually used for golf. That leaves another 40 percent of land in out-of-play areas for other programming such as pollinator meadows.

While Woodhill already had taken steps to create pollinator habitat, the Science of the Green project, through GPS golfer traffic-data collection, helped the property Woodhill CC developed a five-acre pollinator meadow onsite five years ago on land originally owned by the Pillsbury family of flour-mill fame (some family members still belong to the club). The meadow provides habitat for monarch butterllifes and bees. www.clubandresortbusiness.com

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identify additional out-of-play areas that can be converted to pollinator habitat.

The GPS data generated a heat map that showed high-, moderate-, minimal-, and no-traffic areas on the golf course.

By illustrating how the golf course is used overall, the data can translate into better turf management and economic benefits.

High-traffic areas, for example, can call for the installation of a turf species that can withstand wear and tear, preventing poor plant health and poor playing conditions.

The low- and no-traffic areas can offer other uses without negatively affecting the player experience. By converting these areas to pollinator habitats, vegetable or rain gardens, or a turfgrass nursery, they add value and connect golf courses to their local communities and environmental organizations.

They can also enhance eco-friendly practices by reducing golf course labor inputs including watering, mowing, and the use of plant protectants.

“It is important for golf courses to be eco-friendly, for multiple reasons,” reports Anderson. “These can include: - cost savings from efficient resource use; - input reduction for compliance with increasingly stringent regulation and oversight; - marketability of environmental stewardship for consumers that demand sustainability from the goods and services that they purchase; - increased access and exposure to the game of golf from people engaged in the course through sustainability initiatives that then pick up golf; - and educational opportunities for tomorrow’s environmental leaders, superintendents, and golfers.

“There are countless important reasons for golf courses to adopt sustainability as a core principle of their operations, and they fall into four categories—economic, environmental, community, and golfer experience,” Anderson adds.

To manage chemical and pesticide usage, the Woodhill grounds crew has used the Environmental Impact Quotient (EIQ) to control its chemical inventory and minimize

Course + Grounds

WOODHILL COUNTRY CLUB Annual Course Maintenance Budget: $950,000 Staff: 10 full-time, 15 seasonal, 4 retired Other Staff Members: Clayton Kreiger, Senior Assistant Superintendent; Ryan Ebeling, Assistant Superintendent; John Martinson, Head Mechanic; Luis Garcia, Juan Reyes, and Abel Reyes, full-time, core staff members Irrigation System: Toro Site Pro, LTC Controllers, 1,200 heads Water Source and Usage: Two wells—provide irrigation, water for hockey rinks, and drinking water Equipment: Toro—purchasing agreement, own Technology: GPS-mapped, GPS Toro/Frost spray control, TDR moisture-sensing equipment, two weather stations Maintenance Facility: 10,800-sq. ft maintenance facility; wash pad; cold-storage building for three hockey rinks, luge, and ski trail grooming equipment; cold storage for topdressing and fertilizer; heated chemical storage area Aerating Schedule: Greens aerification three times a year, with needle tines in season; tees and fairways – 5/8 inch tines, after Labor Day; rough – 3/4-inch tines, October

Upcoming Capital Projects: Ross restoration project—greens are original Ross style and grass, remain as designed; tees—level and straighten, add forward tees, and add blue tees; fairways—recontour, level, and regrass to new variety of bentgrass Duties and Responsibilities: Golf course, 10 Har-Tru clay courts, four Reilly Green Mountain paddle courts, three hockey rinks, one curling rink, luge and cross-country ski trail; water manager for Woodhill

the effect of these products on the turf.

The EIQ is a measure of pesticides used in relation to the effect that their usage has on the environment.

Through the research partnership with the University of Minnesota, the Woodhill maintenance department has endeavored to achieve even better EIQ levels through annual assessments and improvements.

By calculating the EIQ and demonstrating continued improvement, Woodhill has a means to engage with the community in a sustainable manner and to increase its

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An upcoming project will regrass the fairways of Woodhill CC’s Donald Ross-designed course to a new variety of bentgrass.

environmental stewardship potential.

“We look at EIQ from a singular application and from the whole golf course for the entire year,” Fredericksen says. “At the end of the year, we look to see how we have been able to reduce our numbers.”

He hopes to reduce Woodhill’s pesticide use by 10 percent to 13 percent, reducing the EIQ for each application and for the entire year.

“When we use variable rate controls, we’re more accurate in how we apply chemicals,” says Fredericksen. C+RB July 2019

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SUPER IN THE SPOTLIGHT

READY FOR

WHAT’S NEXT After caring for Salem CC’s Donald Ross course for 38 years and three major tournaments, Kip Tyler is keeping the options wide open for his post-retirement activity (or inactivity).

By Jeff Bollig, Contributing Editor

KNOWING KIP TYLER’S BACKGROUND, it is not at all surprising that he is a golf course superintendent.

After all, he grew up in a golf-crazed family. He and his older brother Rick cut out and maintained a short course in an open field behind their back yard. And, he worshipped the world’s best golfer, fellow Columbus, Ohio native Jack Nicklaus.

“Our family loved golf,” Tyler says. “Mom, Dad, my brother and myself frequently would go out and play at Indian Run [Golf Club in Westerville, Ohio]. And we’d top it off afterwards with a Frisch’s Big Boy [hamburger] and fries. It didn’t get any better than that.”

Fast-forward some 50-plus years, and when December 31st rolls around, Tyler will retire after 38 years as the Certified Golf Course Superintendent at Salem Country Club in Peabody, Mass. Surprisingly, despite having a golf gene intertwined in his DNA, that career path almost did not happen.

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“I worked for a veterinarian growing up, and I knew the dean of the vet school and several of the vet school grads,” he says. “I really thought I wanted to be a vet. But that lasted all of about a year—[after] I found out you had to get straight As, I knew that wasn’t happening.”

So Tyler opted to change to something more suited to his real passion—agronomy. His brother was already in the program and that, coupled with a love for the game and the outdoors, made his decision easy. After a few internships in the Columbus area, he got his big break after graduation by being named the superintendent of the No. 2 course at Medinah (Ill.) Country Club in the Chicago area in 1979. Six months later, he was promoted to be in charge of Medinah’s No. 3 championship course.

“That was a great experience, [with] high-level golf,” Tyler says. “I had great mentors in Don Pakkala and Pete Wilson. They showed me the ropes and taught me a lot.” www.clubandresortbusiness.com

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“Team Tyler” (left to right): Ben, Mary Lou, Kip and Chris.

Super in the Spotlight

Kip Tyler, CGCS Current Position: Certified Golf Course Superintendent, Salem Country Club, Peabody, Mass.

Education & Training: B.S., Agronomy, Ohio State University, 1978 Years at Salem CC: 38 Years in Golf Course Maintenance Business: 41 Previous Employment History: Internships, Brookside CC, Worthington, Ohio; Blackhawk GC, Galena, Ohio Honors: • 2001 Superintendent of the Year, Turfnet • Six Years on Board, Golf Course Superintendents Association of New England • Speaker: Canadian national, GCSANE, USGA regionals, Maine Turfgass Conference

Content with his job and living in the Midwest, his career and life took another turn when he went to visit his cousin in Boston. As Tyler describes in this conversation with C+RB, the trip provided the big break to becoming the Golf Course Superintendent at the storied Salem Country Club, to care for its Donald Ross course. Tyler’s story also shows just how much the process of finding a job in the golf industry has changed over time.

C+RB How did you get the job at Salem Country Club?

Tyler Well, that is a long story. While I was at Medinah, I went to visit my cousin in Boston. I really liked New England—the history, www.clubandresortbusiness.com

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the mountains, the ocean. It was beautiful, I thought. So I reached out to Bob Conley, who was the Superintendent at Winchester [Mass.] Country Club, and asked if he would show me around the course.

[Conley] told me there would be an industry gathering on Cape Cod over the next two days, and invited me to join him.

While I was there, he introduced me to Wayne Zoppo, who was a long-time Superintendent at Agawam Hunt in Rhode Island.

Wayne asked for my contact information and said if he heard of any openings in the area, he would get in touch with me.

So I wrote my information on a piece of paper and gave it to him. A few months later, I got a letter from Wayne and he

tells me Salem Country Club is open and it looked like a good job. So I contact the people at Salem and they fly me out and I get the job. Just like that. No job boards, no Internet. It’s a lot different now.

C+RB Was it tough from a golf course

management perspective to move from the Midwest to New England??

Tyler Not really. I think it is easier to maintain courses here. It is not as humid. We do have humidity here, but not for the long stretches they do back there.

The big challenges we have here are the Annual Bluegrass Weevils. They get worse and worse every year. And the nematodes in the greens. We seem to have the disJuly 2019

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SUPER IN THE SPOTLIGHT

eases pretty well under control.

Of course, the winterkill can be a huge issue as well. You rarely go a year without having some. In 2001, when we hosted the Senior Open, we were devastated. You cut seed in and cover the greens to recover. If it gets really bad, we will sod.

C+RB What makes the Salem course unique compared to others?

Tyler There are some great courses in the area. The one thing I always thought that made Salem is it’s a great walking course. It doesn’t beat the heck out of you if you walk it. It’s enjoyable to play. We have families, retirees, snowbirds. But it is one of the few

clubs in the area that has a long waiting list, so that says something.

The greens are very challenging: Old Ross greens, sloping from back to front, restored to how they were originally designed. The bunkers do not come into play that much.

They are all in their original place, and any that were added have been taken out.

C+RB Tell us about the three USGA

majors that you hosted.

Salem CC has hosted several major golf tournaments in its history, including the 2017 U.S. Senior Open.

Tyler The Women’s Open in 1984 was my

Golf Course Profile

SALEM COUNTRY CLUB Website: www.salemcountryclub.org No. of Holes: 18 Par: 72 Yardage: Back Tees, 6,916 yards; Front Tees, 5,174 yards. Six sets of tees in total.

Ownership: Private Course Type: Parkland Course Designer: Donald Ross Year Opened: 1895 (course was nine holes and moved to two different positions before moving to its current location in 1925, at 18 holes in length) Golf Season: April through November Annual Rounds: 22,000 to 25,000 Grasses (Tees, Fairways, Roughs): Tees: Bentgrass Fairways: Bentgrass and Poa Annua Roughs: Mixture, primarily Bluegrass, Fescue, Rye Grasses Bentgrass and Poa Annua Number of Bunkers: 57 Water Hazards in Play: A pond comes into play, and small creeks not so much

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first major. The USGA was very hands on in terms of watering. I remember the Boston Globe headline on Sunday was “Charbroiled and USGA-Approved Greens.” We were finally allowed to water the greens. That was an eye-opener.

In 2001 for the Senior Open, we had the dead grass from the winterkill. Then we had thunderstorms on Saturday—the worst storms I had ever seen, and they stopped play. Lightning hit trees and irrigation heads were blown out of the ground. It was a fiasco.

And then at the Senior Open in 2017, everything went perfectly. The golf gods were on our side.

The big difference over the years was the size of the crew and the volunteers. In 1984, I had a crew of 12 and four volunteers. In 2001, we had a crew of 20 and around 50 volunteers. Then in 2017, we had a crew of 20-something, and 75 volunteers.

C+RB Why so long at Salem, and did you

ever entertain leaving?

Tyler I had some opportunities to leave, but I never really got too close to doing so. I think I have survived because I had the philosophy that it was not my golf course. It belonged to the members.

Of course, I could tell them what I think will happen. But in the end, if they want something done, you try to do it. I do not get involved in politics and go about my business. Tell it the way it is. Don’t shade the truth.

C+RB What has changed the most over

the years about being a golf course superintendent?

Tyler Well, when I first started in the www.clubandresortbusiness.com

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Kip Tyler’s 38-year career at Salem CC will culminate with the completion of a new drainage project for the greens of the club’s Donald Ross course.

Over the years, all bunkers and tees have been renovated.

Course + Grounds Operations Profile industry, your job was to keep the greens alive and in the best shape possible. Then it moved to greens, tees and fairways. Now it’s those, plus tree lines and everything else. And, of course, green speeds getting faster. The intensity of maintenance is something now.

C+RB What are your retirement plans?

Tyler Well, I have a 99-year-old mother

in assisted living. When I get home from work and drop my goose dog off at the house, I go see her. So I will get to spend more with her.

I say to people that on that third day in a row in August when it is going to be 92 and hot and humid, I am going to get up and sit on the deck and drink my coffee and decide whether I am going to get in my pool at 10 a.m. or 11 a.m. I’ve got no plans.

There is a superintendent who has offered me a no-stress, part-time job mowing.

I’ve always told people I wanted to work in the produce department of Shaw’s Supermarket. Or maybe I could work at a local garden center. I’m really looking forward to not having to worry about a golf course 24/7, sitting in front of my computer at night setting the irrigation system.

For now, I am just going to relax. I hope to start playing golf again. I was on the high school golf team and played a fair amount for a while. But when you work on the golf course, you really don’t have that much time.

C+RB Did you work at a golf course while attending Ohio State?

Tyler I did, but I also worked four years at the Ohio State ice rink. I did everything from selling ice skates, to guarding the rink, to driving the Zamboni. I never got to make ice for the games, but I did for practices. I

was the guy who skated around and moved the nets and squeegeed the ice. Kind of a “superintendent of ice.” There’s a new rink opening up not too far from me now—I might just apply, given my background.

C+RB And your Columbus and Ohio State connections means you’re a big fan of Jack Nicklaus, right?

Tyler Definitely. When Muirfield [Village Golf Club] opened, I was one of the invited guests to watch the opening round between Nicklaus and Tom Weiskopf. There were about 1,000 people invited. We were neighbors with a land developer involved with Muirfield, so he got some tickets and invited my family.

In fact, in the book written about Muirfield, there is a picture and there I am, front and center near the 15th green, with my long hair. Later Jack sent a letter after the 2001 Senior Open and he complimented me on the golf course. That was one of his last chances to win a big-time tournament. I got to meet him and talk with him when he played. That was nice.

C+RB For other sports, have you become a Patriots, Red Sox, Bruins and Celtics fan after all your years in the Boston area?

Tyler I root for them, but I am not fanatical. I am still very loyal to the area I grew up. I follow the Reds, the Bengals, the Browns, and of course, the Buckeyes.

Because when you grow up in Columbus, that is what you do.

I am still a big Buckeye fan—it’s great to have the Big 10 Network to watch all the games. I am still pretty much an Ohio guy, even after all of these years.

The ironic thing is when I was young, at night I listened to a sports radio show on WBZ radio out of Boston. They talked about

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Annual Course Maintenance Budget: $900,000 Staff Size: 21 (includes students, seasonal and full-time) Other Green and Grounds Managers: Matt Narey, Assistant; Eli DesRochers, Assistant; Richie Selvo, Equipment Manager Water Source and Usage: Well field pumps into two holding ponds Aerating and Overseeding Schedules: Greens, April, August and October; Fairways, April and October Completed and Upcoming Capital Projects: Currently working on a drainage project for greens; completed a total of 9 holes and putting green in May 2019; will finish the remaining 9 holes in the fall. Over the years, renovated all bunkers and tees, and driving range twice. New irrigation system installed in 1999. In 2015, the greens were restored to the original Donald Ross design, and about 500 trees were removed.

the Bruins and Celtics a lot, so I have more of an affinity for them.

C+RB Finally, your real name is Jed. Why do you go by Kip? Tyler Back in the day, I was given the name Jed because my mother was Jean Edith Diehl. I guess Jed was not sophisticated enough, so my grandmother liked Skip or Skippy and would call me that. But my brother could not get the ‘S” out, so he called me “Kip.” And that is what I go by today. C+RB July 2019

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RECREATION + FITNESS

Photo courtesy Interlachen CC

KEEPING FITNESS

PROGRAMS IN MOTION

By Tad Wilkes, Contributing Editor

A body can’t stay fit by sitting still—and neither can clubs’ approaches to providing on-point fitness programming for both new and prospective members.

THE KEY TO SUCCESS WITH fitness programming, club managers have discovered, is the same as what is most important for an individual fitness regimen: to just keep moving, no matter what. And just as those working out may follow the familiar advice to “listen to your body,” a club wanting positive results from its programming must listen to its membership—and beyond.

“The minute we stop innovating or thinking about what’s next is when we will fall behind,” says Joel Livingood, CCM, General Manager/ COO of Interlachen Country Club in Edina, Minn., where a new fitness center of 2,500-plus sq. ft. includes a diverse array of cardio and strength equipment and a studio for group programs.

“Things are changing quickly in a lot of facets of our business, but probably no quicker than in fitness,” Livingood adds. “Although it’s very new 44

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for us, we need to constantly be thinking about what’s new and next.”

A recurring theme for clubs that are expanding their fitness offerings is offering guidance for members, and not just providing a lifeless room filled with high-tech equipment. Answering these demands typically involves group offerings, and that requires space to properly accommodate those programs.

Interlachen had a previous fitness center for some years that Livingood likens to a “hotel amenity.” It was outfitted with modern equipment for members to use, he says, but had no programming or service associated with it.

That began to change when the members approved a major facilities improvement plan in August 2017, which included doubling the size of the fitness facility and moving it from www.clubandresortbusiness.com

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hen CC

an outbuilding into the lower level of the clubhouse.

“It’s become a core part of what we do now,” Livingood says. “We’re still in the learning phase of what works and what our members are interested in. But we do know that to be successful, we have to be competitive with all of the new fitness concepts in the marketplace. That certainly starts with state-of-the-art equipment, but it’s a lot bigger than that.”

Interlachen currently offers upwards

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Photo courtesy The Fountaingrove Club

After moving into its new fitness facility (left), Interlachen CC now offers upwards of 30 classes per week and reexamines its group fitness schedule quarterly. At The Fountaingrove Club (right), group fitness has “kept the club alive,” says Athletics Supervisor Scott Butler, as it has recovered from California’s 2017 wildfires.

of 30 classes per week and re-examines its group fitness schedule quarterly, to determine what changes may be needed to meet members’ needs. About half of the classes—including yoga, barre, and strength offerings—are complimentary, while a handful of specialty classes are available for a small fee.

“Those have been some of our most popular, in particular pilates,” Livingood says.

“We priced those from a value perspective, so they’re paying far less than they’d pay at

local gyms; we use that as added value to drive membership.”

Functional training—exercises that develop strength for performing daily life activities—has also become a big trend in the marketplace, Livingood notes. “We’re a little constrained by space for some of those things, so we look at outdoors,” he says. “Last season, we had a morning boot camp that met near our tennis facility and used our parking lot and some other areas.”

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Willoughby GC has moved from a 942sq. ft. “fitness closet” to a new 5,200sq. ft. facility (above) that now hosts popular “pop-up” 30-minute classes announced randomly by e-blasts once or twice a week.

Photo courtesy Willoughby GC

BUSTING LOOSE Willoughby Golf Club in Stuart, Fla., also saw the need to create more room to give members what they want. The club’s old fitness facility was not-so-affectionately known among the staff as “the fitness closet,” says General Manager/COO Michele Reilly, CCM, PCAM. At 942 square feet, the room was so small, there was no opportunity to hold classes inside, so activities such as water aerobics were moved to the pool.

Willoughby’s new fitness building, which opened in December 2018, totals 5,200 sq. ft., with a studio for classes, a machine area, free weights, cardio, and a hoist motion unit with several stations.

“Since this is our first year, we’ve been very responsive to member requests,” Reilly reports. “We’ve been adding and subtracting things, to see what fits.”

The guiding force of all of Willoughby’s programming decisions is what its members—from 375 single-family homes within its community gates—want. Before opening its new fitness building, the club conducted a survey, asking what classes members were taking at other gyms in town, what classes they liked, what trainers they knew who they’d like to see working at the club, and what classes they may have taken that 46

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they liked in other locations before moving to Florida.

“We do some core conditioning and some interval training, but all have come as a result of member requests,” Reilly says.

“We do chair yoga—which is not a new idea, but we didn’t start off with that. We weren’t sure there’d be a market for that here. But if a member and four of their friends ask for something, we’re willing to try it, and see if we can build up some momentum.”

Since opening its fitness facility, Willoughby has conducted a running survey, asking what’s missing and what’s really not needed.

“We did make a couple tweaks in our first six months,” Reilly says. “We added a leg press, which was something we didn’t think our members would use, but there was a great demand for that. I think some members would still like another recumbent bike. So it’s still a work in progress, but we feel we’ve settled on a pretty good program and good equipment.”

Crafting Willoughby’s programming involved not just member feedback but also checking out the competition and what classes other clubs were offering that were popular.

BREAKING THE ICE While having up-to-date equipment is important, members also crave instruction on how to get the most out of it, managers note. Willoughby GC has found ways to break the ice for members and introduce them to all that the club’s new facility has to offer, Reilly reports.

Though the club charges a nominal fee for classes above membership dues, some “pop-up” classes are offered, free of charge, to help members get rolling.

“We have one large piece of equipment that has several different stations,” Reilly explains. “It was different for our members.

A lot of them had never seen one before, and they weren’t confident. For members who perhaps haven’t been to the gym for a while, and [to whom] that piece of equipment looks scary and weird, they are reluctant to ask for help.”

“So we will randomly—maybe once or twice a week—put out an e-blast saying, ‘There’s a free pop-up class at noon. Come and learn what you can do for your biceps.’”

The pop-up classes are a maximum of 30 minutes, so the member commitment proposition is not intimidating. They also help members get to know new fitness staff members before signing up for regular classes. www.clubandresortbusiness.com

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“When you start new programming, you have to work extra hard to get people to come to the fitness center,” Reilly observes.

“I’m not in full sales mode. We don’t do it to make money. We want to promote a healthy lifestyle and make it easy for people to learn how to use the facility and feel comfortable.”

Baby-step intro offerings are also an effective marketing tool at Interlachen, which offers free 30-minute assessments with trainers about what the member wants to accomplish. Interlachen also attracts member engagement in other ways. For example, its communications team developed a class schedule denoting the intensity and details of each class in a simplified, easy-tounderstand presentation, and just produced its first video to send to members, to orient them to the new space and what is available.

“

Things are changing quickly in a lot of facets of our business, but probably no quicker than in fitness. To be successful, we have to be competitive with all of the new fitness concepts in the marketplace. That certainly starts with — Joel Livingood, GM/COO, Interlachen CC

Interlachen also partnered with a local physical therapist who holds a handful of office hours each week, exclusively working with members, in the club’s fitness center.

“If you got your knee or hip replaced or hurt your back playing golf, you can rehab right here at the club,” says Livingood.

“Early on, that’s been successful for us.”

FITNESS FIGHTS FORWARD Ultimately, fitness classes can not only motivate and inspire individual members to get in shape, but encourage a community spirit that drives the health of an entire operation.

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“

state-of-the-art equipment, but it’s a lot bigger than that.

In October 2017, one of the state’s devastating wildfires ravaged the Fountaingrove Golf & Athletic Club in Santa Rosa, Calif. The flames claimed Fountaingrove’s three-yearold clubhouse and golf facilities, including maintenance buildings, the pro shop, golf cart barn, and more.

In fact, the only building left intact was the club’s athletic center. It was a shock for everyone, says Scott Butler, who currently serves as Fountaingrove’s Athletics Supervisor and has been at the club since it opened 16 years ago.

Once the smoke lifted, Butler and the

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RECREATION + FITNESS

HOW TO KEEP FITNESS PROGRAMS HEALTHY Ask, Ask, and Ask Again. Member demand should drive the content of fitness programming. “If you have the luxury of surveying your members, they love the feeling of participation, and it’s easier to start off on the right foot,” says Michele Reilly, GM/COO of Willoughby Golf Club in Stuart, Fla.. “That made our life so much easier when we opened the doors [of our new fitness facility]—we had a lot of supporters right out of the gate.”

Subscription Services May Not Work.

Clubs have found that members’ At Willoughby GC, the fitness studio has a desire and ability for strenuous gigantic TV screen so members who want activity and high-impact interval to follow their own program, when one training shouldn’t be sold short. isn’t hosted, can pull up YouTube or other video. Reilly says the club looked at using a subscription service for video-led classes, but found members instead preferred one of two options. “When asked, most of our members would rather have a person [on site] teaching class, or were very content [following] their own programming on YouTube,” she says.

Don’t Sell Members Short. “Sometimes I think we underestimate our members and their desire and ability to do some pretty strenuous physical activity,” says Reilly. “We found that some of the things they wanted were really core-focused and high-activity. They want to feel the sweat. That’s great for us, and we’ve added some of that high-impact interval training that’s a little more aggressive.”

Stress the Added Value. Don’t try to exploit classes as a direct-revenue stream, club managers advise. Successful programs are either included as part of regular dues, or have a nominal fee to cover costs. At Interlachen Country Club in Edina, Minn., the club’s new fitness offerings have made a strong positive impression on members, and especially those who don’t play golf. “Certainly, the new fitness center has driven a lot of value for that dues dollar every month,” says General Manager/COO Joel Livinggood.

Stay on Trend. Members may not always be aware of the next exciting idea, and proactively offering Photo courtesy The Fountaingrove Club new programs and activities can pay huge dividends in their increased satisfaction.

To keep getting fresh ideas forThe Fountaingrove Club in Santa Rosa, Calif., Athletics Supervisor Scott Butler attends the International Health, Racquet and Sportsclub Association Convention. That led to the introThe Fountaingrove Club now offers an aqua duction of aqua standup standup boarding program as a popular new— boarding (see photo at left) and trendy—activity. as a popular new activity.

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Photo courtesy Interlachen CC

Following these core principals can keep your members feeling strong about your fitness programs:

rest of the management team got moving. “After the fires, we had a huge brand change,” he says. “We went from being Fountaingrove Golf & Athletic Club to The Fountaingrove Club—one club, one community—and really pulled together.

‘It was group fitness that kept the fitness department alive; it is stronger now than it ever was before,” Butler adds. Fitness opportunities currently offered at Fountaingrove include martial arts, yoga, aquatics, personal training, spin, and strength training.

Constant motion—physically and creatively—keeps the lineup progressing. It helps that Butler is inventive; in fact, he’s even created his own fitness routine for kids, TigerKick, that he says encourages constant movement and active participation.

“It’s a spinoff of martial arts,” Butler explains. “It has a major fitness element to it, keeping the core foundation of martial arts: confidence, perseverance, strength, and honor. We hold those values very high and call it Tiger Power.” The adult iteration of the program is called TK Fit. Along with the program concept, Butler invented an accompanying product, the TKTool, that’s entering the market this year.

He lost his prototypes in the fire, but he’s back in action and looking forward to his first shipment of TigerKick. Fountaingrove will purchase 40 of them for use at the club. C+RB SUMMING IT UP

> Functional training—exercises that develop strength for performing daily life activities—has become a big trend for fitness programming. > Look for ways to use outdoor space on the property for fitness programs and activity whenever possible, not only to provide a refreshing change of scenery, but also to ease strain on indoor capacity. > While offering up-to-date fitness equipment is important, developing programs involving instruction on how to get the most out of various machines can be a great way to break the ice and introduce members to all that a fitness facility has to offer. www.clubandresortbusiness.com

6/27/19 8:19 AM

TODAY’S MANAGER

STRAIGHT-LINE ADDITION Kristen LaCount’s 16-year career path at The Country Club has led to her status as more of an Acting General Manager than an Assistant—and as a “Rising Star” who’s clearly found her place in the club-management galaxy.

By Joe Barks, Editor

As you might expect for the property that lays claim to being America’s first country club—and has the name to back it up—The Country Club (TCC) in Brookline, Mass. has displayed a remarkable record of stability throughout its 137-year history.

TCC’s current membership of over 1,300 mirrors the same count that the club had achieved by the ‘90s—the 1890s, that is. As one of the five founding members of the United States Golf Association, its storied history of hosting major tournaments includes big events in virtually every decade of its existence—from being the site of the “Greatest Game Ever Played” in the playoff that determined the 1913 U.S. Open, with former TCC caddie Francis Ouimet shocking the world by beating Harry Vardon and Ted Ray, to preparing for its next big-stage appearance, with the 2022 U.S. Open.

Stability has also been a hallmark of TCC’s governance and management structures. Where many clubs change their member leadership every year, or two or three at best, the President of TCC’s Board & Governors serves six-year terms. And some have stayed on to serve even longer. In fact, TCC’s General Manager, David Chag, CCM—himself a paragon of club-management permanence, in an era marked by fast-moving revolving doors for many of his fellow GMs—has served under only five Presidents in his 32 years at the club’s helm.

And then there’s the “LaCount Connection,” which may stand as the most impressive example of TCC stability of all. It started with Steven LaCount, who began to work in the TCC kitchen at the age of 14, and eventually became the youngest Executive Chef in the club’s history, in 1983.

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TODAY’S MANAGER

Ideas + Achievements

IMPLEMENTED AT THE COUNTRY CLUB > Created “The Stables” (pictured above) as new

22,000-sq. ft. fitness center and indoor golf simulator building that matched existing campus architecture.

> To revive on-site lodging amenity, member bedrooms were renovated, leading to 25% increase in sales.

> Converted existing clubhouse library into The Library, an informal pub with seating for 50 (see photo, below left).

> New Summer Guest Program in July and August, for young membership prospects ages 25 to 40, was organized in conjunction with club’s Admissions Committee. > Opened “Shot Rock Cafe” in curling building and implemented conversion of curling facility (pictured below) into central location for summer youth programs and camps, to promote its year-round use. > Yearly Human Resources Calendar developed for full schedule of employee training, events and activities.

Summer outings organized for Managers-in-Training and Interns that include biking, hiking and kayaking outings.

Kristen LaCount and General Manager David Chag, CCM, now have a combined 48 years of experience at The Country Club that will help to ensure the club’s continued excellence, as it prepares for the 2022 U.S. Open and the next milestone in its tradition-rich history.

LaCount would remain at TCC until 2005, when he and his wife Michelle opened a restaurant, the now-highly acclaimed Chiara Bistro in the Boston suburb of Westwood. But before he left, the baton was passed to his daughter Kristen to continue the LaCount legacy at the club.

And while Kristen first thought she might just be running a quick relay leg after starting at TCC, what she originally envisioned as a step toward pursuing her own culinary career evolved into a 16-year run marked by steady advancement through the club’s management ranks. Her ascent and contributions along the way, in helping TCC to maintain and expand its relevance and prominence (see box at left), also led to her recognition as a “Rising Star” through the 2018 Excellence in Club Management Awards (see box, pg. 51).

BREAKING NEW GROUND At the same time that Kristen LaCount assimilated seamlessly into TCC’s traditions and culture, she also blazed some important new trails for the club, and for the club-management profession.

“Kristen grew, adapted and in fact thrived as a professional manager in a predominantly male-influenced environment,” David Chag notes about her progression through various positions (Assistant Manager, Director of Communications, Clubhouse Manager and Assistant General Manager). “There were mostly males in the governance structure as well as management/department head

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A CELEBRATION OF EXCELLENCE The Excellence in Club Management (ECM) Awards were established by the McMahon Group, Inc., the St. Louis-based consulting firm, in 1997 and have been co-sponsored by Club + Resort Business since 2006. The National Club Association became an additional sponsor in 2018.

The annual awards are selected through nominations submitted on behalf of qualified candidates by other parties. Award recipients are selected solely on the basis of their achievements at the club they currently manage.

Selection Committee comprised of a peer group of leading club managers conducts the judging for the ECM Awards.

Awards in four categories are given each year: • The James H. Brewer Award, for a manager of a Country/Golf Club with 600 or more full-privilege members • The Mead Grady Award, for a manager of a Country/Golf Club with fewer than 600 full-privilege members • The Mel Rex Award, for a manager of a City, Athletic or Specialty (Non-Golf) Club • The “Rising Star” Award, for an assistant club manager A full listing of judges, in addition to information on past winners and on how to nominate candidates for future years’ awards, can be found at www.clubmanageraward.com In addition to in-depth articles in C+RB detailing the achievements of each ECM winner, individual ceremonies are held at their clubs. All winners were also honored at the 2018 Awards Dinner, held February 25 at the Nashville (Tenn.) City Club and sponsored by Denehy Club Thinking Partners, ForeTees LLC, C. Mondavi & Family, Preferred Club, and Yamaha Golf Car.

positions, and she would be challenged at many levels over the years. All who worked with her also tested her, and she earned their support and loyalty.”

After breaking ground in becoming the club’s first Assistant General Manager in 131 years in 2013, Chag adds, LaCount’s performance and potential pointed to the need to pursue another unprecedented step. “As the Assistant General Manager, we have focused her professional development on having ‘AGM’ now stand for Acting General Manager,” he says. “The highest training program I have ever developed is for Kristen to be immersed in my position. She is active at all levels of leadership and governance, attends all meetings, and I now rely on her opinion and perspective in any open forum and expect her to be contributing at the table.”

The irony for LaCount has been that while she has been establishing many new frontiers at TCC, and then moving beyond them, she’s often encountered questions about why her resume isn’t dotted, like so many of her club-management colleagues, with a rapid succession of different properties and locations.

“It’s not too often you hear of someone who literally grew up as an employee of the club and then finds their way into a seniormanagement position,” LaCount admits. “My story is unique, and people often inquire as to why I’ve stayed [at TCC] so long. The www.clubandresortbusiness.com

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answer is simple—I know I have a good thing.”

And while that good thing has involved full immersion in such a tradition-rich place {LaCount even lives on the TCC property, with her two young children and husband, Dan Kerrigan), it has hardly led to stagnation or the lack of opportunity to forge new frontiers.

For example, in directing the well-received development of The Library, the new informal pub venue created from the actual, longstanding library room in the TCC clubhouse, LaCount introduced a variety of new concepts, both for the front and back of the house, by drawing on the insight she’s gained about restaurant operations beyond the club’s own dining program (in addition to her parents’ success with Chiara, Kerrigan owns and operates two successful Boston-area establishments, Steel & Rye and Prairie Fire).

“Thirteen new restaurants have opened within a one-mile radius [of TCC] within the past 18 months,” LaCount notes. “We can’t be successful here if we’re not always thinking of what we need to do to continue to distinguish ourselves in all aspects of our own F&B program, from menus to equipment to service and labor efficiency.

“Even with all that [The Country Club] has accomplished and stood for over the years, there’s never any shortage of new things that need to be thought about and tried, in all parts of the club,” she adds. “It’s certainly not a place that ever stands still.” C+RB July 2019

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PRODUCT SHOWCASE featured category

Eco-friendly Vessels

Banquet Supplies On Display

Product: Servewise® Disposables Features: ▶ Eco-friendly, guilt-free plating and serving solution ▶ Its distinctive style and unique finish allows clubs to serve all kinds of culinary creations in an eco-chic, highly sustainable wood plate ▶ The super affordable Servewise® Disposables make food look as good as it tastes ▶ Microwave-safe and can withstand up to 350°F in an oven ▶ Available in several shapes and sizes ▶ Servewise® plates and PET cover are a match made in heaven, perfect for all take-out, leftover, or on-the-go lunch needs

Front of the House

www.frontofthehouse.com

Product: Glo-Ice Set Features: ▶ Banquet serving set includes clear tray, light box, mirrored skirt and sneezeguard ▶ Light box is UL-approved for safety

Glo-Ice by Engineered Plastics www.gloice.com

Down-to-Earth Style Made Foodservice-Tough

Product: Melamine Serving Boards Features: ▶ S leek, stylish Melamine Serving Boards are great for serving trend-forward buffets, shareables or entrees ▶D urable melamine is tough enough for outdoor service, beautiful enough for indoors ▶A uthentic-looking faux wood, marble and slate create the earthy feel of natural materials—for a warm, contemporary look that elevates presentations and price points ▶D esigned for the rigors of foodservice use, with lighter weight for easier carrying by staff and dishwasher-safe for lasting durability ▶O ne of several new Libbey® products made from durable, go-anywhere materials that help clubs find new, profitable opportunities in every corner of the property

Libbey Foodservice

419-325-2100 • www.foodservice.libbey.com

Outdoor Furniture Double the Leisure

Product: Casita Double Chaise Features: ▶ The sleek, streamlined design of the Casita double chaise is a welcome addition to any poolside or patio ▶ Sprawl out on the expansive 60-inchwide seat (easily big enough for two) ▶ Move easily from sun to shade with discreet rolling wheels ▶ Teak can be left outside in all seasons and will naturally oxidize to a soft, silvery gray ▶ Requires little to no maintenance to keep this look ▶ The high oil content of teak makes it virtually immune to rot, allowing for superior performance in pool or marine environments

Country Casual Teak

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Poolside Comfort

Product: Vision Sling Features: ▶ Contemporary Design ▶ Dining Chairs and Chaise Lounges nest for storage ▶ Ergonomically formed two-piece sling bucket ▶ Nylon foot glides protect furniture and floor surface

Texacraft

800-327-1541 www.texacraft.com www.clubandresortbusiness.com

6/26/19 10:57 AM

PRODUCT SHOWCASE

T����� + C����� Small and Mighty

Product: Smaller-Scale Madison Stacking Chair with Hidden Flex Back Features: ▶ Global Allies’ exclusive patented design ▶ Hidden aluminum flex mechanism ▶ High-density box seat ▶ Welted seat back ▶ 1 1/4” tapered aluminum tubing ▶ Fabric-on-fabric stack ▶ Color-matched heavy-duty umbrella glide ▶ Custom-color touch-up kits available ▶ CA-117 fire code compliance standard ▶ Range of finish options available

Global Allies

www.globalallies.com

Chair Appeal

Product: VINDI Chair Features: ▶ High-strength aluminum tube frame ▶ Lightweight welded frame construction (14 lbs.) ▶ Eco-friendly powder-coat frame finish ▶ Webbed deck seat with ergonomic front seat curve ▶ Slim multi-surface glides ▶ Stacks 12, frame-on-frame construction ▶ Manufactured in the USA (Youngstown, OH)

K������ E�������� Stay Cool On the Go

Product: KoldCube3 Hybrid Insulated Cold Cabinet Features: ▶ Transport and hold cold food safely indoors or out, with or without a cord ▶ Use indoors with standard 120 Volt electric, then unplug and use outdoor cooling system ▶ Cutting-edge battery and solar power hold up to 4 to 6 hours outdoors without a cord ▶ Provides capacity up to (22) 12 x 20 steam-table pans ▶ Heavy-duty 8” all-terrain swivel casters, front two with brakes ▶ Smooth interior coved corners prevent food particle/grease buildup ▶ Constructed with sun-reflective coating to shield the unit from sun rays

Cres Cor

www.crescor.com

Gasser Chair

800-323-2234 www.gasserchair.com

C����� + G������

To Infinity and Beyond

Product: INFINITY® RAZOR™ Kit Features: ▶ Streamlines maintenance efforts ▶ Prolong the intervals between servicing sprinklers on commercial irrigation systems ▶ Kit was designed with feedback from end users to increase labor savings, enhance game play, improve course aesthetics and help eliminate trip hazards ▶ By bringing the sprinkler head flush with the playing surface, RAZOR inserts optimize irrigation efforts, potentially contributing to water savings ▶ Allows superintendents to incrementally raise sprinkler heads sitting below the soil’s surface due to natural shifting over time ▶ Reduces the frequency of needing to excavate and re-level the system

Toro Irrigation

www.toro.com/irrigation

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Undercounter Cold

Product: HR15A, Slim Undercounter Refrigerator ▶ 31.5-inch undercounter height—Compliant with the Americans with Disabilities Act (ADA) ▶ UL-approved for outdoor use—Perfect for in-suite, outdoor and poolside kitchens/bars. ▶ ENERGY STAR®-qualified—Constructed of 100% recyclable stainless steel, uses environmentally friendly insulation and R600a refrigerant ▶ Field-reversible, lockable, stainless-steel door, with full-length, stainless-steel handle ▶ Front-breathing bottom grill design ensures a seamless install with adjacent cabinets and countertop

Hoshizaki America, Inc.

800.438.6087 • www.hoshizakiamerica.com

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PRODUCT SHOWCASE

U������ V������� Power Over the Long Haul

Product: Cushman® Hauler® 800 ELiTE Lithium Utility Vehicle Features:

▶ 48-volt AC Lithium technology activated by Samsung SDI

▶ Lowest cost of operation for

Smooth Power Performance

Product: Yamaha Drive2 PowerTech AC PTV in NEW Atomic Flame Matte Color Features: ▶ Cradle-smooth suspension system for maximum comfort ▶ Highest possible energy efficiency while providing all the power you need for rapid acceleration and smooth uphill climbing ▶ Industry-leading T-875 Trojan batteries for exceptional battery strength and endurance ▶ Delta-Q charger for reliably efficient charging that uses less power out of the wall ▶ Toyota Industries-built motor controller unit

Yamaha Golf-Car Company

866-747-4027 www.yamahagolfcar.com/personal

C����� Product: Verdin Golf Course Clock Features: ▶ Many two- and four-faced models ▶ Clocks are custom-made and UL-approved ▶ Superior Moonglow backlit dials are shatterproof ▶ Custom headers, colors and dials with logo ▶ Optional installation and maintenance by Verdin technicians

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Cushman

800-241-5855, ext. 5742 www.cushman.com

Bringing Warmth Outdoors

Product: SUNGLO infrared outdoor patio PSA265 ▶ Natural gas ▶ Permanent mount in patio or deck uses minimal floor space ▶ Manual controls to fully automated models ▶ 100% safety shut-off, quiet infrared heat ▶ Glossy black or stainless-steel post 888-317-5255 www.infradyne.com

800-543-0488 www.verdin.com

Club + Resort Business

generous legroom offer hours of comfort ▶ Optional sealed windshield and canopy provide protection from the elements ▶ Device-friendly upgrades are available with either an optional 12V or USB outlet ▶ Available with a full line of affordable options and accessories, including a floor-mount attachment, perfect for transporting spreaders, coolers and other equipment ▶ Supported by TechForce factory-direct service network ▶ ELiTE line of vehicles includes the Hauler 800X ELiTE, RXV ELiTE, TXT ELiTE, Freedom RXV ELiTE, Freedom TXT ELiTE, RXV 2+2 ELiTE and TXT 2+2 ELiTE.

Infrared Dynamics

The Verdin Company

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Timely Remembrance

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utility vehicles, saving over 35 percent on energy expenses ▶ Zero-maintenance batteries that feature a 5-year warranty ▶ Consistent power that does not fade over time ▶ Lightweight footprint protects turf, eliminating over 430 lbs. of battery weight ▶ Truck-inspired design includes standard headlights, brush guard and practical dash ▶ Standard 8.4-cu. ft. sounddampening, roto-molded polyethylene bed includes integrated divider slots and tie-down locations ▶ Highly functional dash provides clear line of sight to what lies ahead and includes a centralized control panel, deep storage pockets and a display lip for iPad or tablet ▶ Four strategically located multipurpose cup holders accommodate radios, as well as any size or shape cup

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PRODUCT SHOWCASE

M����� S������� + A��������� No More Bugs

Total Course Technology

Product: Cart-Mounted GPS Tablets Features: ▶ New “Cut the Cord” solution allows golf courses to easily self-install IZON GPS tablets ▶ No need for any connection to the cart battery ▶ No wires, no drill holes—mount two U-bolts, pop in, press play and the full IZON system is up and running ▶ Up to 15 hours of full combined battery life ▶ Re-charge at night through a standard power plug or a convenient pop-out backup battery into an IZON recharging station ▶ Course management with real-time pace of play, flood control, pin placement and more ▶ Unique advertising and sponsorship management with IZON’s digital ad server, IZON REACH ▶ Now offering the new IZON Battery System GPS Tablets for 2019 installations

Product: Ranger Ready Repellents Features: ▶ Uses Picaridin 20%, an effective alternative to DEET, which is safe for adults and children over age one ▶ Repels mosquitoes and ticks for 12 hours, while repelling biting flies, chiggers, gnats, sand flies and NoSee-Ums for 8 hours ▶ Protection from Vector-borne diseases like Lyme Disease, West Nile, Powassan Virus and Zika ▶ Picaridin is non-corrosive to clothing and materials ▶ Picaridin doesn’t leave a greasy feeling on skin ▶ Official Supplier to the Association of Professional Tour Caddies

Ranger Ready Repellents www.rangerready.com

IZON Golf

www.izongolf.com

Join the Club

Product: VGM Club Features: ▶ Program offers clubs 150 ways to save time and money ▶ More than 3,000 clubs nationwide leverage VGM Club’s strategic relationships with well-known, national companies and gain tremendous buying power ▶ Pick and choose which offerings work best for your needs. ▶ This year marks the 20th anniversary of VGM Club servicing the club industry

VGM Club

www.vgmclub.com

King of Speed

Product: COBRA KING F9 SPEEDBACK Driver Features: ▶ SPEEDBACK Technology combines a highly aerodynamic clubhead shape with low CG ▶ The combination of an efficient aerodynamic shape and an engineered weight structure on the sole improves club speed while maintaining a low, deep CG to create the most efficient transfer of energy to the ball ▶ Utilizing a CNC Precision Milled Face allows for a thinner and hotter face design that has shown ball speed increases up to 1.5 mph when tested against a traditional, hand-polished face ▶ These technologies fuse to deliver the ultimate formula for speed and extreme distance

COBRA Golf

www.cobragolf.com www.clubandresortbusiness.com

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PRODUCT SHOWCASE

T���� + U��������

A�������� Phone Home

Product: Cell Phone Lockers Features: ▶ Made entirely of aluminum, cell phone lockers can be surface-mounted or recessed-mounted and can accommodate cell phones, keys, tablet PCs, wallets and other valuable items ▶ Salsbury 19000 series cell phone lockers and Salsbury 19100 series cell phone lockers with front access panel are available in 5” and 8” deep compartments ▶ Both series include master keyed locks or resettable combination locks ▶ Cell phone lockers are available in four contemporary colors featuring a powder-coat finish: Aluminum, Bronze, Gold, and Sandstone ▶ Units are available in three, four, five, six and seven doors high and two, three, four and five doors wide, with standard A doors (6-1/2” W x 5-1/4” H) or larger B doors (13” W x 5-1/4” H) ▶ Each cell phone locker door includes a 2” W x 5/8” H clear plastic cardholder (card included) to identify the compartment

Salsbury Industries

1-800-LOCKERS • www.Lockers.com-

Sun Safety

Product: Club Classic Sunscreen Features: ▶ Comes in SPF 30-gallon and 18-oz. bottles or SPF 50 quarts ▶ FDA-certified broad spectrum protection ▶ Protects from both UVA and UVB rays ▶ Water-resistant ▶ DEA, PABA and gluten-free

Fore Supply Co.

800-543-5430 www.foresupply.com

Customizable, Collapsible Cart Product: Royal Basket X-Frame Folding Hamper Cart Features: ▶ Great for storing and transporting towels, laundry and more ▶ 6 bushels: 22” length, 20” width, 36” height ▶ 8 bushels: 26” length, 21” width, 36” height, 8.9 cubic feet ▶ Removable, super-strong vinyl or mesh liner ▶ Collapsible, lightweight 1” steel tubular powder-coated frame ▶ Sturdy 3” polyolefin casters ▶ Several color options and customization available

Throwing Shade in Style

Product: Alize Pavilion Features: ▶ Ultimate luxury space for entertaining and relaxing alike ▶ Drapes on all four sides can be closed for more privacy ▶ Can be used poolside, courtside or on the golf course ▶ Designed for both commercial and domestic use ▶ Wind tunnel-tested to 90 mph ▶ Constructed from solid, 4-inch-square laminated bamboo uprights with stainlesssteel hardware ▶ Available in 10x10 square and 10x13 rectangle sizes.

BambrellaUSA, Inc.

561-288-8655 www.bambrellausa.com

Made in the Shade

Product: The Contempo Umbrella Features: ▶ Combines a modern silhouette with the comfort of shade ▶ Where a contemporary shade element is part of the design aesthetic, this chic umbrella features a nearly flat canopy in marine- or furniture-grade, solution-dyed acrylics ▶ The frame consists of fiberglass ribs and a 1 1⁄2”-diam., one-piece aluminum pole in seven powder-coat-finish colors ▶ Available in both round and square models, this astonishingly inconspicuous umbrella provides excellent visibility of view and shielding relief from the sun

FiberBuilt Umbrellas & Cushions 866-667-8668 www.fiberbuiltumbrellas.com

Tri-C Club Supply—Duffy’s 800-274-8742 www.duffystric.com 56

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PRODUCT SHOWCASE

Food + Beverage

Grab-n-Go Snacks

Product: Snack Bags Features: ▶ Snack bags and mini-snack bags offer a wide variety of some of our best-selling products ▶ Company uses only premium-quality ingredients, so your valued brand is reinforced through our products ▶ Great visual appeal on display racks or baskets, with window to see product ▶ High-quality products for members to grab-n-go ▶ Choose from 35+ snack mixes, dried fruit, nuts, candy and chocolate options

Truly Good Foods

704-602-0664 www.trulygoodfoods.com

Personal Pouring

Product: DRAFTSERV—SelfServe Beverage Dispensing Systems Features: ▶ Company established in 2007, adding table toptaps for restaurants ▶ Manufacturer Beer Walls, Mobile Kiosks, Table Top Taps ▶ Currently manage beer, wine, cocktails, soft drinks and coffee dispensers ▶ Used at 2016 Ryder Cup and past three PGA Championships, including 2019 Bethpage Black PGA ▶ Other major customers include cruise ships, major league arenas and baseball stadiums

C+RC’S 2020 CHEF TO CHEF CONFERENCE www.cheftochefconference.com

Pacific Golf Sales

COUNTRY CASUAL 27 800-289-8325 / www.CountryCasualTeak.com

www.pacificgolfsales.com

A Delicious Mix

Product: Hidden Valley Kitchens® Dry Mixes Features: ▶ Six popular flavors ▶ Foodservice and restaurant operators can mix fresh to create salad dressings, dips, sauces, marinades and more ▶ Preservative-free ▶ Choose from New Vinaigrette, New Caesar, New Honey Mustard, Blue Cheese, Garden Italian and Hidden Valley® Original Ranch® ▶C ombine a few extra ingredients for combinations such as Basil Lime Vinaigrette, Creamy Caesar Roasted Garlic Dip, Caramelized Onion Blue Cheese Dressing and many more ▶ Available in multiple pouch sizes and contain no preservatives, no artificial colors or dyes and are gluten free

Hidden Valley Kitchens 800-685-9128 www.hiddenvalleykitchens www.clubandresortbusiness.com

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ADVERTISER INDEX

CHEF’S CUT www.ccrj.com

23 59

CLUB CAR 1-800-CLUBCAR / www.clubcar.com

2

EUSTIS 978-827-3103 / www.eustischair.com

29

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

47

JOHN DEERE www.johndeere.com/GOLF

60

RENOSYS 800-783-7005 / www.renosys.com/clubs

45

SOUTHERN ALUMINUM 888-387-5769 / www.sa-tables.com

37

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

19

TRULY GOOD FOODS www.trulygoodfoods.com

3

WINCUP (Select Regions Only) www.viofoam.com/club

13

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

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IDEAEXCHANGE ONE “APPY” KITCHEN

By Betsy Gilliland, Contributing Editor

JAMES HUDOCK, A CULINARY VETERAN who has been Executive Chef of the Gibson Island (Md.) Club, for the past two years, knows all too well that chefs’ lives aren’t easy. They work long hours in a stressful, high-pressure, chaotic atmosphere, and the position can take a toll on their personal lives as well.

But Hudock has found a way to make the chef’s life a little bit easier. He is the visionary behind the development of an app, “Cide Kic,” a digitally based system that manages kitchen workflow.

“We have been paperless in the kitchen for almost six months,” Hudock says of how the app has been applied at Gibson Island, which is located about 20 miles north of Annapolis on the Chesapeake Bay. “And we’re seeing great results.”

Hudock had the vision for the image-based, limited-text app in late 2016 and took a year off to work with the technology company that started building it in late 2017.

Featuring drag-and-drop functionality, Cide Kic is a Cloud-based system designed to automate and streamline all aspects of professional kitchen Tablets have replaced clipboards in the Gibson Island operations, improve commuClub kitchen, making comnication, and control labor and munication with millennial the costs of goods in real time. and iGen members of the staff “The app visualizes the workespecially effective. flow,” says Hudock. “It’s not reinventing it. It is designed for everybody to collaborate in the kitchen. It’s not just for managers.”

With the app, chefs can choose from a database of 10,000-plus ingredients to capture recipes or create new menus in seconds, by organizing recipes in the drag-and-drop system that provides for team collaboration and instant activation at kitchen stations. The database includes information such as preparation instructions, measurements and recipe notes, and the app is pre-loaded with instructions for equipment that kitchen personnel will need for individual recipes.

Cide Kic can also keep track of the actions performed at each kitchen station and create quick production lists from recipes for daily events. The app can also create and share checklists or to-do lists among team members, to ensure accountability.

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“A kitchen has to run by systems, not by a chef’s personality,” says James Hudock (above), Executive Chef of the Gibson Island Club. gus or cooks chicken,” Hudock says. “We now have traceability and can hone in on food-safety issues.”

To track inventory, Cide Kic activates production and 86 lists from each kitchen station, implements time stamps, and displays ownership of all ingredients, from pre-preparation to production. Its chat function provides for quick, clear, concise communication among all team members in the kitchen.

The app is especially effective, Hudock has found, for communicating with millennial and iGen members of the staff. “These are generations that grew up on technology,” he explains. “I don’t have a pen on me any more. Instead of a clipboard, we use tablets. It’s easier to communicate.”

An event calendar on Cide Kic also helps kitchens manage their banquet and catering schedules. The app, which can be programmed in different languages for worldwide use, offers the capability to attach menus and resources for multiple events as well.

“We were always writing out lists, especially for banquets, and they weren’t really effective,” says Hudock. “Now I spend five to 10 minutes to go over production of a particular banquet. And I can see how much labor is spent on a banquet.”

Hudock can work from home and monitor production with the app.

He can alter menus remotely, or cooks can make changes on the fly.

The app also offers cost-saving measures and solutions for pain points in the kitchen, such as labor, training, and turnover. Gibson Island has paid less overtime to employees since the staff started using the app, Hudock says. In addition, food costs are more concise and consistent, and the kitchen does not have as many leftovers.

“A kitchen has to run by systems, not by a chef’s personality,” Hudock says. “If they are disorganized, everybody is disorganized.”

Chefs can use the Cide Kic app to choose from a database of 10,000-plus ingredients and capture recipes or create new menus in seconds.

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6/26/19 11:05 AM

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Photo © 2018, Dave Sansom

Trust

It’s why East Lake Golf Club counts on us for the TOUR Championship.

“Golf with a purpose.” That’s the motto that drives this historic and philanthropic club, located just five miles from downtown Atlanta.

And what drives Ralph Kepple, Director of Agronomy, and his staff is a commitment to excellence. According to Ralph, John Deere has helped in that endeavor. “In the twenty-plus years East Lake has partnered with John Deere, I am always impressed by their commitment to improve and enhance their equipment. The quality of cut on their mowers has always been outstanding.”

Give your course the quality of cut it deserves. Contact your local John Deere Golf distributor today.

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6/21/19 4:25 PM