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2014 Board Orientation
The document outlines the responsibilities and dynamics of the board of directors at Pine Hills Country Club, focusing on the importance of collaboration between the board and management. It highlights the club's competitive environment, financial structure, and the necessity of efficient resource management to enhance member experience. Additionally, it discusses strategies for addressing diversity within the membership and the primary functions of board members.
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2014 Board Orientation
- 1. May 20, 2014 Boardof Directors Orientation
- 3. Confessions of aGeneral Manager Three Phases of Board Relations -”An interruption to my work” -”I will do their work” -”We will work together”
- 4. Sheboyan Market Competitive environmentwith 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 WeCompare? 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 CountryClub 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 clubby 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.”
- 9. Pine Hills CountryClub 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
- 11. Demographics and Psychographics Weare a collection of minorities Age Occupation Education and Travel EXPECTATIONS!
- 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
- 15. The Role ofthe 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 Ageand 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 FunctionsFor 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 BoardGeneral 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 Roleof 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 justsurvival 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
- 23.
- 24. Committees are AdvisoryGroups 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 AsCommittee 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!
- 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 ofManager/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 ofRelationship “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 ofLeadership 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 ClubBudget 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 AboutClub 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 ClubEvents 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 ClubExpenses! 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 andProductive Meeting Preparation and germane discussion Hidden Agendas Common mission and goals Will the decision attract and retain members? Confidentiality One hour of preparation
- 38. Financial Information Inventories General ManagerVariance Report Dues are what we seek Golf Income Food and Beverage Parties and Profitability
- 39. Your Questions andSuggestions 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 “Apolitician 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 ForVolunteering! Paul S. Hattimer, CCM General Manager