Jonas Club Software & GGA Partners to Co-host a Webinar Revealing the Most Underrated Club Metrics
Markham, ON Canada – Join Jonas Club Software and GGA Partners, the trusted advisors to the golf, private club, and leisure industries, in a special webinar event, discussing the most underrated club metrics that clubs should be paying attention to in 2021. With private clubs undergoing so much transformation in the last 12 months, many clubs are experiencing trends of rapid change and, as a result, require a plan to monitor membership like never before.
Focusing on metrics to help club management make more informed decisions, the session will cover metrics focusing on membership demographics, risk, spending and utilization. The session will be co-presented by Trevor Coughlan, VP of Marketing and Mark Darling, Product Manager – MetricsFirst, of Jonas Club Software, and Derek Johnston, Partner and Martin Tzankov, Senior Manager of GGA Partners.
The session will take place on Wednesday, May 5th, 2021 at 1:00 P.M. ET.
Jonas Club Software helps clubs thrive by focusing on the creation of exceptional experiences. These experiences are delivered through industry-leading services, integrated applications, innovative technology, and long-term partnerships with the clubs we serve.
Over 2,300 clubs in more than 20 countries, with memberships ranging from 20 to 20,000, utilize Jonas Club Software technology. With applications ranging from Accounting to Retail Point of Sale, Tee Time Management, Court & Class Booking, Dining Reservations, websites and Mobile Apps, Jonas Club Software is the standout choice for clubs driven to offer exceptional member experiences. For more details visit www.jonasclub.com.
About GGA Partners
GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.
Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. GGA Partners has offices in Toronto, Ontario, Phoenix, Arizona, Bluffton, South Carolina, and Dublin, Ireland. For more information, please visit ggapartners.com.
GENERAL MANAGER/CHIEF OPERATING OFFICER
GRANDFATHER GOLF AND COUNTRY CLUB
Linville, NC
THE CLUB
The history of Grandfather Golf and Country Club starts in 1885 when businessman Hugh MacRae first viewed the Linville River Valley and the rugged peaks of Grandfather Mountain. MacRae was so awestruck by the area’s natural beauty that he immediately wrote his father, Donald MacRae of Wilmington, N.C., for support to purchase a tract of land. The tract, which stretched from Pineola past Linville Gap, encompassed all of Grandfather and Grandmother Mountains, Linville Ridge, lnvershiel, part of Sugar Mountain, and what is now Grandfather Golf and Country Club.
Donald MacRae consented to the purchase, and along with a few other investors, including department store founder of Philadelphia John Wanamaker, Linville Improvement Company was formed. By 1889, Hugh MacRae had purchased a total of 15,570 acres, mostly from S.S. Lenoir, for whom the city of Lenoir is named.
The area quickly became a popular summer resort for golf and health and is a visual reminder of MacRae’s native Scotland. By 1944, Linville Company sold 3,000 acres to the Linville Resorts Property Owners Association. Included in the sale were the golf course designed by Donald Ross (creator of the Pinehurst Golf Club), Eseeola Lodge, horseback riding facilities, and the townsite of Linville. In 1952, the Linville Company was dissolved, and the remaining 11,000 acres were divided between four family members, including Mrs. Hugh MacRae, daughter Agnes MacRae Morton, as well as Agnes’ children, Agnes Morton Cocke Woodruff and Hugh Morton.
Aggie’s share of the lands included 1,958 acres in the Linville River Valley, two miles north of Linville. Having spent most of her summers growing up in Linville, her love of the High Country remained strong. Aggie, a three-time state ladies’ amateur golf champion, invested her inheritance, and – with the help of highly-respected golf course designer Ellis Maples and cofounders Hugh Morton, her brother, and John Williams, their friend – her vision turned to reality with the opening of Grandfather Golf and Country Club in 1968, where friendly amenities surround some of the best mountain golf in the world.
Vision Statement: “To be one of the pre-eminent, family-oriented clubs in the Southeast.”
GRANDFATHER GOLF AND COUNTRY CLUB OVERVIEW
480 Members: capital of 434, club/social of 28, legacy of 18
Initiation Fee of $85,000
Annual Dues: $18,100 for club operations and capital expenses and $4,500 for village fees
Budgeted total expenditures for fiscal year 2021 of $15 million (includes club, capital, and village)
Food and beverage volume of $1.5 million
Gross payroll of $6 million
Strong balance sheet and positive cash flow
220 employees (165 seasonal, 55 year-round)
Nine board members plus one ex-officio
Average age of members is 67
Championship Golf Course ranked second in North Carolina and first in the West Regional ranking and first among private courses in North Carolina per the North Carolina Golf Panel
Club community ranked seventeenth in the top 200 resort communities in the U.S. by GolfWeek
Grandfather Village is an incorporated municipality
THE GENERAL MANAGER/CHIEF OPERATING OFFICER POSITION
The General Manager (GM) has total operational responsibility for the club and reports to the president of the club, who also chairs the board of directors. The GM oversees a country club with two golf courses, multiple dining venues, and a broad array of other amenities. Further, the GM has comparable responsibilities to a city or county manager as it pertains to overseeing all aspects of the incorporated municipality of Grandfather, including managing common property and infrastructure, maintaining roads, operating a state-regulated water/sewer utility, and providing security services. Finally, the GM directs a real estate operation that markets and sells residential properties within the village and that supports the attraction of new members.
Primary Responsibilities
Coordinate the development and execution of the club’s long-range and annual business plans to achieve the mission of the club
Prepare comprehensive operating plans and budgets, obtain approval from the board, and operate in accordance with approved budgets
Maintain a long-term capital budget to assure the sustained material condition of all physical assets of the club
Plan, develop and approve specific operational policies, programs, procedures, methods, rules and regulations in concert with board-approved policies
Direct the recruiting and training of all staff
Establish employee rules and regulations, work schedules, internal controls, and a performance appraisal system
Assure that the highest standards are set and achieved in providing member service and satisfaction
Ensure that the club is operated in accordance with all applicable local, state, and federal laws
Ensure compliance with regulatory and other governmental agencies that have oversight of various club assets and operations, including utility regulation, water quality, and environmental statutory law compliance
Provide the board and committees with relevant information on trends and developments in the club/residential community business
Ensure that the committees established by the board are well-supported and operate in accordance with board-approved policies and directives
Oversee security, risk management, and health and safety programs to ensure that measures are in place to protect members, employees, staff, and club physical assets
Ensure that the board is thoroughly informed on the status of club operations, member satisfaction, and financial performance
Provide a comprehensive communications program that keeps all appropriate constituencies informed on relevant matters
Interact with local community leaders and organizations
Perform other duties and functions as the club board may direct that are consistent with this job description
Direct Reports
Chief Financial Officer
Manager of Human Resources & Administration
Director of Agronomy
Director of Golf
Director of Recreation
Head Tennis Professional
Head Croquet Professional
Director of Security
Director of Facilities and Infrastructure
Clubhouse Manager
Executive Chef
Communications Director
Membership Coordinator
Manager of Community Housekeeping
Head Broker of Grandfather Club Properties
Core Leadership Competencies
Ability to define a simple and understandable vision of success for the management team
Ability to see the big picture, take stock, identify problems/needs, and conceptualize solutions/strategies
Ability to focus on the essentials, to attend to detail, and to follow through on decisions
Ability to create a sense of followership among subordinates
Ability to attract and develop a strong supporting management team
Ability to demonstrate a strong member satisfaction ethic and to interact with the membership in a frequent and friendly manner
Ability to articulate the highest performance and ethical standards, demand compliance, and move swiftly and positively when corrective action is warranted
Ability to cope with day-to-day pressures and maintain a healthy and positive culture
Candidate Qualifications
A minimum of 7 years of progressive leadership and management experience in a private club environment.
A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
Certified Club Manager (CCM) or in active pursuit of designation preferred.
Note: A pre-employment drug screen and background check will be required. The position is available August 1, 2021.
Salary & Benefits
Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package.
Inquiries:
IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, May 12, 2021.
Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Grandfather GM/COO Cover Letter” and “Last Name, First Name, Grandfather GM/COO Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.
GENERAL MANAGER/CHIEF OPERATING OFFICER WHITEVALE GOLF CLUB Pickering, ON
Whitevale Golf Club
With the first game enjoyed in 1958, Whitevale is a member owned, private golf club conveniently located in north Pickering, Ontario. We have a scenic championship golf course and a world class practice facility. Our sanctuary is surrounded by conservation lands to our east, west and south.
Completed in 2015, our state-of-the-art Clubhouse, designed by Richard Wengle, sits high on the landscape ensuring the perfect vantage point to awe inspiring views from all our dining, patio, and lounge areas. More recently, our Golf Operations and Turf Care Facility was completed in 2020.
Whitevale Golf Club provides an exceptional golf experience whether it is a casual round with family or friends or providing opportunities for members to compete and develop their game. Our course is our showcase, and it is conditioned to please and entertain members and guests alike.
The Position: General Manager & Chief Operating Officer
Whitevale Golf Club is seeking a General Manager and Chief Operating Officer who is dedicated to the Club’s Mission, Vision and Values. Reporting to the Board of Directors through the President, the role of the GM/COO is to manage Club operations in accordance with the strategic, financial, and operational direction set by the Board.
Guided by Policies and Bylaws, the GM/COO shall manage all aspects of the Club including activities and relationships between the Club and its Board of Directors, members, guests, employees, community, government and industry. The GM/COO is the leader of the Club’s management team and is responsible for managing all facets of the Club’s operations.
Responsibilities:
Develop and deliver a consistently excellent experience to satisfy the members expectations in a private golf club.
Effectively manage all aspects of the Club’s activities and services provided by the Club to ensure a high level of member satisfaction and referrals to their family, friends, and colleagues.
Develop and implement innovative, industry-leading operating policies, programs, procedures, and methods. Direct the work of and support the development of all department managers.
In consultation with the Board and Finance Committee, deliver long and short-term financial objectives.
Prepare forecasts and executing the financial plan for the Club including development of annual operating, cash, and capital budgets. Preparing financial reports to the Board and Finance Committee.
Lead the Club’s human resources, including establishing, initiating, and monitoring personnel policies and overseeing training and professional development programs. Create an environment where staff wishes to return, and candidates want to join the Team. Act as a mentor to Direct Reports.
Coordinate and implement the strategies within the Club’s short and long-range strategic plan as created by the Long-Range Planning Committee and the Board.
Welcome new Club members, “meet and greet” all Club members as practical during their visits to the Club.
Coordinating the marketing and member relations programs to promote the Club’s services and facilities to present to potential members. Develop ongoing dialogue and rapport with members by being present at all major Club functions.
Ensuring compliance with all legal and regulatory matters affecting the Club.
Direct Reports:
Head Golf Professional, Golf Course Superintendent, Executive Chef, Food and Beverage Manager, Events Coordinator, Social Media and Marketing Coordinator, Membership Administrator, General Accountant.
Qualifications
Candidate Profile:
The GM/COO will report to the Board of Directors through the President. Given the leading role this individual will play in achieving the strategic, business objectives and leading the continuing transformation at Whitevale Golf Club it is essential that the successful candidate possess the following core competencies, experience, and attributes:
Leadership Skills:
A trustworthy, dependable, and dynamic leader with the ability to build strong teams by motivating staff and leading by example.
Has the ability to provide direction and expectations, continuous performance feedback with recognition that leads to positive outcomes. Fully engage and inspire department managers and their teams to enhance member experiences.
Exhibit leadership skills in continued team building, employee motivation and service training.
Is respectful and professional in all interpersonal dealings.
Proudly represent the Club to external groups.
Member and Guest Experience:
Thorough understanding of and capacity to consistently deliver exceptional standards of service as expected at a member-owned club.
Ability to set and maintain high standards for the golf course and all facilities, services, and communications.
Analytical with the ability to proactively use data in forecasting and managing revenue and cost.
Interpersonal/Fit:
Demonstrates integrity, ethical conduct in words and deeds; embodies the characteristics of a successful leader through honesty, straightforwardness, accountability, leadership, empathy, and dedication.
A self-starter with a results-oriented work-style combined with excellent verbal and written communication as well as interpersonal skills demonstrated with all the Club’s stakeholders.
Flexible and adaptable to changing needs in schedule demands & time commitments. There is an expectation this position will be present and visible at Club events.
Demonstrates energy with a desire to interact and build relationships with the membership.
A confident, diplomatic, competent professional who is a “doer”. A take-charge person who recognizes the importance of accountability and innovation.
A track record of strong professional results with a clear commitment to member service.
Interacts with an open and transparent approach with members while maintaining a professional balance between empathy and process adherence.
Business/Finance Skills:
An entrepreneurial style combined with a strong understanding of all aspects of business management including business development, finance, information technology, marketing, human resources, risk management and performance management.
Experience managing golf course operations and capital projects.
Values marketing (including digital) and its organizational impact.
Direct experience and understanding of the operation of a not-for-profit golf course including the hospitality aspects.
Incorporates succession planning by preparing staff for key leadership roles.
Efficient knowledge of word processing, spreadsheet, e-mail and use of the Internet & social media platforms.
Education:
A post-secondary degree in business, hospitality or professional golf management credential is preferable.
Experience and Accreditation:
Experience as a senior leader in a private golf club environment or other similar top tier golf facility
A passion and understanding of what it means to deliver a private golf club experience.
Experience in the hospitality with an excellent understanding of food and beverage operations, including pricing, menu development, inventory management and costing.
Proven experience developing and managing budgets and business plans.
Experience reporting to a board that has adopted a club governance, structure, and processes to lead the Club and GM/COO to thrive.
Evidence of continued professional development.
Compensation
The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity & benefits.
Application Process and Deadline
IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, April 30, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Whitevale Resume” and “Last Name, First Name, Whitevale Cover Letter”) respectively to: execsearch@ggapartners.com.
New offering combines organizations’ expertise to improve golf facilities’ ability to deliver better playing conditions and enhanced golfer experience
BLUFFTON, S.C., and LIBERTY CORNER, N.J. (April 14, 2021) – The United States Golf Association (USGA) will join with GGA Partners (GGA), an international consulting firm, to launch a new service to place top-notch golf course superintendent candidates at facilities across North America.
As part of its suite of advisory services, GGA has long provided executive search services for facility clients. The collaboration will expand the company’s offerings, with the USGA Green Section’s agronomic and maintenance expertise serving as key factors in targeting the unique needs of each golf course and identifying superintendents with matching skills who can help facilities elevate playing conditions, improve course presentation and foster sustainable practices.
“For any golf facility, the ability to hire the right talent is crucial for long-term success, and we believe in creating and maintaining partnerships with facilities,” said Patrick DeLozier, GGA’s managing director of executive search. “The stakes are higher than ever for facilities looking to hire superintendents, and they are looking for candidates with a wide variety of skills.”
Added Craig Johnston, a GGA partner: “The ability to complement our services in strategy, facility governance, finance and operations with the USGA’s agronomic strength will ensure that we can continue to support our clients with the gold standard in best practices, education, innovative products and research.”
The collaboration will allow the USGA to expand its reach and enhance its ability to inform best management practices for golf course maintenance, including resource prioritization. As part of its mission to champion and advance the game, the USGA is helping to ensure a sustainable game in which course managers are empowered to create a positive experience for their golfers.
“GGA’s values and business areas are strategically aligned with our mission,” said Matt Pringle, managing director of the USGA Green Section. “With this new joint service, we can find the best match between the needs of the golf course and the skill set of their next superintendent, while providing ongoing support to deliver outstanding playing conditions and improved golfer satisfaction.”
The joint service will utilize the USGA’s nationwide network of agronomists, whose extensive knowledge of the facilities and superintendents in their regions will be pivotal to the program’s success. They will work closely with DeLozier, who heads up the firm’s executive search practice.
The USGA is a nonprofit organization that celebrates, serves and advances the game of golf. Founded in 1894, we conduct many of golf’s premier professional and amateur championships, including the U.S. Open and U.S. Women’s Open. With The R&A, we govern the sport via global set of playing, equipment, handicapping and amateur status rules. The USGA campus in Liberty Corner, New Jersey, is home to the Associations, Research and Test center, where science and innovation are fueling a healthy and sustainable game for the future. The campus is also home to the USGA Golf Museum, where we honor the game by curating the world’s most comprehensive archive of golf artifacts. To learn more, visit usga.org.
About GGA Partners
GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.
Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. GGA Partners has offices in Toronto, Ontario, Phoenix, Arizona, Bluffton, South Carolina, and Dublin, Ireland. For more information, please visit ggapartners.com.
Game Plan – Henry DeLozier‘s monthly column in Golf Course Industry Magazine – continues its series on staffing for success with the third of three installments. After looking at how the pandemic has afforded club and course managers the opportunity to reevaluate their teams (Staffing for Success: Part 1) and strategies for finding and hiring the right team members (Staffing for Success: Part 2), we turn to creating a culture that inspires and retains top performers.
Culture: The Secret Sauce of Success
A Supreme Court justice once defined obscenity by not defining it. “I know it when I see it,” Justice Potter Stewart famously said in 1964. It seems that an organization’s culture might fit into the same category: difficult to define, but obvious once illuminated.
The difficulty in defining organizational culture is because it is so many things at once. An amalgamation of personality, values, reputation, purpose, style and traditions framed by a set of written and unwritten rules developed over time and considered inviolable. Put them all in a pot, let them simmer for a while — a few years or maybe a few decades — and what’s left is culture!
Culture then is nothing less than an organization’s heart and soul, and its importance rivals any other asset or advantage. It is the glue that holds the organization together. It inspires loyalty in employees and motivates them to act consistently and pridefully. It influences them to perform at a high level because they feel a responsibility to uphold their end of the cultural bargain.
Culture is also an important factor in retaining top performers. Randstad, the international employment and recruitment firm, lists toxic cultures with poor pay, limited career opportunities, lack of challenging work, lack of recognition and work-life imbalance as the leading reasons people leave their jobs. There is an urgent need to pay attention to the culture growing around your club or course or risk losing top talent.
If this amorphous entity known as culture is so critical, what steps can you take, what keywords can you prioritize for search engines and what KPIs do you elevate to bake it into your organization? If only creating or transforming culture were so easy. Every winning culture is part of a unique set of attributes and characteristics that cannot be invented or imposed. It must be discovered from within.
But that doesn’t mean you should sit back and wait for culture to reveal itself — or for it to form in ways that could be detrimental to your future success. The road to a sustainable and winning culture ensures that employees:
Understand the club’s/course’s vision and how they contribute to it. When everyone knows where their leaders are steering the ship, it’s much easier to get people onboard and for employees to feel good about rowing.
Know how their performance is measured and what their personal success looks like. What results are expected? Are there both quantifiable and qualitative measures?
Are consistently recognized for contributions that meet and exceed goals. Nothing is more motivating than recognition in front of colleagues.
Recognize a commitment to diversity and inclusion. Employees of color and minorities want to see evidence that their opinions and work is valued and that they’re on a level playing field.
Feel that their managers are taking steps to safeguard their health and well-being. In a post-pandemic world, employees want to feel confident that their job is not putting them and their families in danger.
Are rewarded through a set of personal, flexible, creative benefits. Baby boomers, millennials and Gen Xers think about benefits and perks differently. To make them meaningful, managers must understand what each employee values most.
In addition to helping retain top performers, an engaging and embracing culture also has competitive advantages, particularly when it comes to sustaining high performance. Bain & Company research found that nearly 70 percent of business leaders agree that culture provides the greatest source of competitive advantage. In fact, more than 80 percent believe an organization that lacks a high-performance culture is doomed to mediocrity.
Culture may not be the easiest thing to define, but you can take steps that encourage a culture in which your organization thrives. You can’t rush culture, but you’ll know it when you see it.
