Pine Hills Country Club, Sheboygan Wisconsin annual board orientation session powerpoint. One element of board orientation - other elements include behind the scenes Club tour, golf course maintenance facility tour and comments from general manager and club president.
3. Confessions of a General Manager
Three Phases of Board Relations
-”An interruption to my work”
-”I will do their work”
-”We will work together”
4. Sheboyan Market
Competitive environment with dozens of good
restaurants and many of the best golf courses in
the region
We compete with daily fee courses and area
restaurants and banquet facilities
Any way that our members spend their
entertainment dollar is competition
The need to bring “Our A game”
Finding gaps in the market
5. How Do We Compare?
Comparable number of golf of golf members 180 - 400
Diverse membership – particularly economically diverse
8th best golf course out of 500 in the state
Full service country club
We have a 5 million dollar head start to greatness
Golf Course Superintendent, Golf Professional and General
Manager nearly 100 years of combined industry experience
6. Pine Hills Country Club
is a Business
Over a $2,600,000 a year business
Over 75 - 100 employees in peak season
Assets---millions of dollars of real estate and
facilities and over a million dollars of equipment
The need for efficient and professional policies and
management of these resources
7. “A private club by definition is a
luxury. It is not typically an
environment where the goal is to
save money. However, it is
incumbent upon the committees,
board and management team to
be sure that it is not an
environment where we waste
money.”
8.
9. Pine Hills Country Club
is a Family
Home away from home
A home with a very diverse family
Making the best decision for the entire family
Balancing “business with family”
It is very important as a board member to remember that
balance
Chicago Alderman comment
12. Dealing with Diversity – F and B
Menus and events need to reflect the diversity of
the membership
Market for the month – not every event or every
night will appeal to all members
Over the course of the month offer something
for nearly every group
Plan for the current member and for the future
member
13. Dealing with Diversity - Golf
Degree of difficulty
Type of events
Practice facility
Only club vs. many clubs experience
Continual improvement vs contain costs
Hippocratic Oath
Bunkers, bridges, irrigation
People, equipment, course
14.
15. The Role of the Board and
Committees
What YOU bring to the Board of Directors
Historical perspective
Member perspective
Outside perspective
Business Management and Planning
Experience
A desire to maintain and improve the club
16. Impact of Age and Profession
Generation
Profession
Entrepreneur
Corporate
Doctor
Sales and Marketing
Accounting
17. Board Member Perspective
Previous club experience
Length of membership
Other Board experience
Constituency
Who will be talking to you….?
Are you here to represent a constituency,or to represent the
entire membership?
18. 5 Primary Functions For
Every Board Member
1. Approve membership applications and
resignations
2. Review and approve the annual capital and
operating budget
3. Establish and review club policies and objectives
4. Serve as committee chair
5. Hire the general manager
Board Dynamics by Dick Kopplin, President Kopplin and
Kuebler
19. Responsibility Matrix
Activity/Decision Board General Manager_______________
Budget Approves Recommends and
provides input
Capital purchases Approves Prepares request
Staff evaluation Evaluates Evaluates others
only GM
Daily operations No role Leads management
team to make decisions
Board Dynamics by Dick Kopplin,
President Kopplin and Kuebler
20. The Board’s Role of Policy
Making and Planning
Shape the mission and the future
Level of quality of services and facilities
What services are to be offered, when and where they will
be offered
Final approval of Annual Budget needed to obtain desired
quality
Decides on capital spending and planning
21. Goals
Not just survival but success!
More effective committees
Enhance the member experience
Grow revenue
Membership goals
Replenish and continue
Full golf membership
Capital goals
The timely repair and replacement of the club’s assets
24. Committees are Advisory Groups
Channel for member requests
Provide ideas and expertise to General Manager and
Management Team
Develop details of policy for Board approval
Committee membership can provide experience for
potential board members
25. Board Member Role
As Committee Chairman
Committee selection
Diversity
Meeting schedule – very few need to meet monthly
Goals for the year
Work with management team and get agenda out a
week in advance
Meeting reminders
Minutes taken and submitted for board packet
Informational items
Action Items!
26.
27. General Manager Concept
“The Buck Stops Here”
Coordination of calendar and finances
Helping everyone do a better job
Management Team
Committees
Board of Directors
Officers
28. Three Types of Manager/Board
Relationships
“We will tell the manager what to do.”
Day to Day Operations
Policy and Budget Issues
Primary focus is on short term problems and solutions
29. The Second Type
“We will protect the club from the manager”
Spirit of distrust
Great involvement in day to day issues
Chain of command
Limited input from manager on Policy and Budget Issues
30. Third Type of Relationship
“We will work with the Manager”
Limited involvement in day to day operations
Look to manager for input on budget and policy issues
Make final budget and policy decisions
Focus on medium term and long term goals
31. General Manager
Span of Leadership
General
Manager
Paul Hattimer
Golf Course
Superintendent
Rod Johnson
Golf Course
Team
Head Golf
Professional
John Wallrich
Golf Service
Team
Head Tennis Pro
Art Santos
Office Manager
Rosanne Latham
Receptionist
Dining Room
Manager
Brandon Hurst
Food Service
Team
Bar Manager
Scott Kress
Bar Service Team
Banquet and
Events Director
Emilie Gerhke
32. The Country Club Budget
Provide high quality products and services in a well
maintained facility
General Manager, Controller and Management
Team prepare budget
Committees provide input on budget
Finance Committee reviews/approves budget
Budget presented to the full Board for approval
33. Key Points About Club Revenue!
Dues are the number one source of revenue
Quality and satisfaction generates dues
Golf Carts and Guest Fees are second
Banquets are third
Ala carte Food and Beverage is a service that attracts and
retains members – an amenity
34. Banquets and Club Events
Higher gross profit margin
Economies of scale
In food preparation
In service
Less guess work, less waste
We know when they will be served
How many will be served
What will be served
35. Key Points About
Club Expenses!
Large fixed costs. So volume is important
Largest cost is payroll, nearly $1,200,00 a year
Productivity – making the most of our labor dollars
Sometimes we will underestimate “We are not short on staff
we are long on members.”
36. The Board Meeting
Getting things on the agenda
Is it something that should go to a committee?
Contact General Manager 7-10 days prior to meeting
If possible discuss with other Board Members prior to
meeting
Avoid recurring issues
37. A Quick and Productive Meeting
Preparation and germane discussion
Hidden Agendas
Common mission and goals
Will the decision attract and retain members?
Confidentiality
One hour of preparation
39. Your Questions and Suggestions
Did you find this helpful?
What can be done to make it more helpful? For you? For
future Board members?
Next steps
Clubhouse tour
Grounds Department tour
40. Closing Thoughts
“A politician thinks of the the next election, a statesman
thinks of the next generation.”
Strategy vs. Tactics
Board is crucial in establishing the long term identity and
future of the club
41. Thank You For Volunteering!
Paul S. Hattimer,
CCM
General Manager