Author: bennett

GGA Partners Renews Legacy Alliance Partnership with the National Club Association

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Top corporate partnership demonstrates GGA’s commitment to supporting the advancement of clubs nationwide.

(Washington, D.C., May 17, 2021) – The National Club Association (NCA) announced that GGA Partners Inc. (GGA) has renewed its corporate partnership with NCA at our top corporate partnership level, Legacy Alliance Partner, for three years. As a Legacy Alliance Partner, GGA will continue to provide industry-leading resources to NCA members in an effort to strengthen and advance clubs nationwide.

GGA is an international consulting firm and trusted advisor to many of the world’s most successful private clubs. Its global reach and wide-ranging experience allow its professionals to deliver proven best practices and innovative concepts to clubs of all types.

For NCA members, GGA will continue to be the source of data-driven strategic solutions that consider the unique market, financial, operational and governance circumstances of their clubs.

“We’re thrilled to continue to better serve the club community with industry leading education resources through this powerful partnership,” said NCA President & CEO Henry Wallmeyer. “GGA’s expertise in critical areas like market analysis, financial and operational analysis, governance, and strategic planning provides clubs of all kinds the framework they need for sustained success.”

“NCA serving as the foremost club authority on COVID-19 is emblematic of their visionary leadership throughout our partnership,” said GGA Partner Henry DeLozier. “We are pleased to continue our long-standing partnership and eager to provide more value for the club community.”

As a Legacy Alliance Partner and lead sponsor of the NCA Board Leadership Institute, GGA will benefit NCA club members through numerous sponsorships, research and educational initiatives, including:

 

  • Hosting the Club Governance Symposium during NCA’s annual National Club Conference.
  • Sponsorship of NCA’s Board Leadership Institute, a leading resource for club board members.
  • Co-publishing a new joint periodical, Club Governance, to provide club leaders with industry data, case studies and best practices to improve club leadership, strategy and governance.
  • Sponsorship of NCA’s Club Governance Standards, a collection of whitepapers designed to educate and guide club boards on specific issues.
  • Presenting the Club Leadership and Governance Webinar Series focusing on improving the function of club boards.

 

About the National Club Association

The National Club Association (NCA) has been the advocate for the private club industry in Washington, D.C. for 60 years. As the voice of private clubs on Capitol Hill, NCA ensures that club concerns are at the forefront when legislative and regulatory issues affecting the industry are being decided. In addition, NCA provides club leaders an outstanding array of resources on club industry trends, governance best practices, legal and operational matters, and ways to strengthen club leadership. For more information, please visit nationalclub.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. The firm is 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.

Webinar 5/5: The Most Underrated Club Metrics

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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.

If you would like to attend this 45-minute session, registration is available for free by visiting: https://attendee.gotowebinar.com/register/6315081732484665869.

Register for free →

 

About Jonas Club Software

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.

 

Media Contact:
Trevor Coughlan
Vice President, Marketing
Jonas Club Software
Trevor.Coughlan@jonasclub.com
1-888-789-9073

Executive Search: GM/COO at Grandfather Golf & Country Club

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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.

For more information about Grandfather Golf & Country Club, please visit www.grandfatherclubnc.com.

Executive Search: General Manager/COO at Whitevale Golf Club

Date:

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.

Michael Gregory, Partner and George Pinches, Director
GGA Partners, Inc.
execsearch@ggapartners.com

 

For more information on Whitevale Golf Club please visit whitevalegolfclub.com.

GGA Partners and USGA to Collaborate on Golf Course Superintendent Executive Search and Placement Services

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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.

To learn more, contact Patrick DeLozier at patrick.delozier@ggapartners.com or Elliott Dowling at edowling@usga.org.

 

About the USGA

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.

Staffing For Success: Part 3

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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.

This article was authored by Henry DeLozier for Golf Course Industry magazine.

Taking Club Elections Digital

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The pandemic has accelerated the need to move the ballot box for club elections from paper to the computer and this trend will continue in the coming years. GGA Partners online voting specialists Michael Gregory and Martin Tzankov explain the challenges and opportunities to consider when moving your elections to an electronic voting platform.

Private golf, business, and leisure clubs spend a great deal of time and money planning, executing and delivering the results of club elections, often with discouraging voter turnout.

Over the past two years, GGA Partners, in partnership with secure platform provider Simply Voting, has worked with many clients to move the ballot box for club elections from paper to the computer. As this trend grows in the coming years, our team of skilled specialists shares the challenges and opportunities available as your club considers moving to an online voting platform.

Simply Voting logo
A web-based online voting system that will help you manage your club’s elections easily and securely.

The Challenges

According to GGA manager Martin Tzankov, the biggest challenge is trying to retrofit new technology and process to existing bylaws. “Most bylaws were written before the introduction of online voting,” commented Tzankov. “Outdated bylaws cause complexities in the process, particularly regarding proxies. It is important to understand what you can and cannot do to ensure the election conforms to your club’s rules.”

Another challenge is the organization of member data including current contact information and eligibility.

“The ability for clubs to segment member data is complex and critical,” stated Michael Gregory, a partner at GGA. “Whether it is a current member whose dues are in arrears, or a new member who became eligible while the vote is taking place, clubs must ensure that only eligible votes are tallied in the final results.”

It’s a simple fact that humans make errors and there are times members who were against an issue will question the integrity of any vote. Online voting eliminates that challenge by providing the ability to audit the process from start to finish.

Mobile smartphone screen depicting digital survey with quote "The biggest opportunity for clubs that choose online voting is increased member participation in the process" - Martin Tzankov, GGA Manager

The Opportunities

“The biggest opportunity for clubs that choose online voting is increased member participation in the process,” said Tzankov. “Members use technology every day so casting their vote on their computer or mobile device, which often takes less than 5 minutes, is simple and easy. And while there will be some members who prefer paper, in our experience, the majority of members prefer the online option.”

Along with increasing the experience, participation, and satisfaction of members, online voting is a powerful tool to segment the results by age, membership category and other data sets. Data segmentation allows your club to identify and track trends across a wide spectrum of subjects, providing valuable insight for future planning.

The capability to deliver a consistent schedule of communications is another opportunity provided through the online voting platform. Rather than incur the expenses of printing and mailing information, your team can prepare and schedule a series of email communications to inform and remind electors of the voting period and then deliver the results in a timely fashion.

“Environmental sustainability is increasing as a factor to choose one club versus another,” added Gregory. “Clubs who implement online voting have the opportunity to send a clear message that they are taking steps to minimize their impact on the planet.”

Eliminate The Risk

Warren Buffet has been quoted as saying, “Risk comes from not knowing what you are doing.” There is great truth in that statement.

To understand the risks and rewards of online voting, we encourage you to have a conversation with specialists Michael Gregory or Martin Tzankov to gain the knowledge you need to ensure successful elections at your club.

Michael Gregory
Partner, GGA Partners
michael.gregory@ggapartners.com
416-524-0083

Martin Tzankov
Senior Manager, GGA Partners
martin.tzankov@ggapartners.com
905-475-4012

Download the info sheet

Life in Flux: The Evolving Priorities of Millennial Golfers

Date:

GGA Partners logo

Nextgengolf logo

PGA of America logo

GGA Partners & Nextgengolf Release Findings from 5th Annual Research Study on Millennial Golf Community

2021 study reveals the habits, attitudes and preferences of over 1,600 millennial golfers.

TORONTO, Ontario (March 17, 2021) – Global consulting firm GGA Partners and Nextgengolf, a subsidiary of the PGA of America, have released the fifth annual Millennial Golf Industry study entitled “Life in Flux: The Evolving Priorities of Millennial Golfers.”

The 2021 Millennial Golf Industry Survey was conducted from November 2020-January 2021 and garnered responses from over 1,600 golfers whose average age was just over 29 years old.

Cover page of the 2021 millennial research report. Title reads "Life in Flux: The Evolving Priorities of Millennial Golfers". Subheader: "Over 1,600 millennial golfers share their habits, attitudes, and preferences about golf. New 2021 findings reveal what's changing and what isn't." Title and subheader overlay image of golf couple taking selfie near flagpin on green with sunset in the background.

Key highlights of the 2021 millennial golfer study include:

– Average annual rounds played reached a new peak: 33.9 rounds, a 9% increase year-over-year and average handicap reached a record low, decreasing 5% to 8.8.

– Average spend per golf round has increased 28% over the past five years, climbing to $47 from $34 in 2017 at an average rate of $3.25 more per round each year.

– For a generation characterized as digital natives, it may come as a surprise that a substantial portion of millennials purchase golf equipment and apparel in-person, roughly two-thirds at a sporting goods store and almost half at a course pro shop.

– As a result of the coronavirus pandemic, golf has become more important to millennial golfers according to 60% of the sample. More than four in five (84%) say they are able to work from home; and over half (51%) say this added flexibility allows them to play more golf.

– Sixty-percent (60%) of participating millennials prefer golf venues that actively exhibit social and environmental values. Nearly two-thirds (64%) say these behaviors would influence their likelihood of purchase, and approximately three-quarters (73%) of those surveyed would be willing to pay more, if excellent social and environmental practices increased the costs of golf venues.

– Millennials are attracted to private clubs that offer non-golf amenities and social components. Interest is highest in amenities offering two key attributes: 1) non-traditional golf play like nighttime golf use and simulators; and 2) a multi-use club experience with casual dining, socialization and fitness.

“Not every millennial is the same, but it’s often communicated that way,” commented Matt Weinberger, Nextgengolf director of operations, PGA of America. “In our continuous work with the millennial audience and now Generation Z, we see tremendous opportunity for PGA Professionals and golf facilities to deliver value to young people while operating their businesses. The key is understanding how golf businesses mesh with millennial lifestyles.”

“What this research shows is a tremendous opportunity for golf facilities and private clubs,” commented GGA Partners’ Michael Gregory, a partner of the firm. “To succeed in attracting the next generation of members, golf facilities must build their reputations around diversity, inclusiveness, and environmental stewardship, providing an amenity and activity profile designed to create experiences which enrich the emotional connection and sense of belonging that elevates the value proposition most appealing to young golfers.”

Historically focused on golfers in the millennial generation (those born between 1981-1996, roughly ages 25-40 in 2021), the study has now begun to span two generations. Nearly one third of the sample audience now technically belongs to Generation Z (those born after 1997, roughly ages 9-24 in 2021), an emergent golfer cohort which the study will continue to evaluate in the future.

Through this study, GGA Partners and Nextgengolf have identified the evolutions happening among the golfers of the future to assist golf facility operators in finding ways to adapt and develop their offerings to meet the needs of the next wave of members and customers.

The 2021 Millennial Research Study is available to all golf facility operators. Download the report by clicking on the link below.

Download the report here

 

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. For more information, please visit ggapartners.com.

About Nextgengolf

Nextgengolf, a subsidiary of the PGA of America, has the mission to provide golfing opportunities for golfers of all ages and make the game of golf more relevant for high school students, college students, and adults. Through the NHSGA, NCCGA and City Tour products, Nextgengolf caters to golfers over 15 years old by proactively keeping golfers engaged through events and bringing new players into the game. For more information, visit nextgengolf.org.

About the PGA of America

The PGA of America is one of the world’s largest sports organizations, composed of nearly 28,000 PGA Professionals who daily work to grow interest and inclusion in the game of golf. For more information about the PGA of America, visit PGA.com and follow us on Twitter, Instagram and Facebook.

 

Media Contacts

Bennett DeLozier
Manager, GGA Partners
602-614-2100
bennett.delozier@ggapartners.com

Michael Abramowitz
PGA of America
561-624-8458
mabramowitz@pgahq.com

Staffing For Success: Part 2

Date:

Game Plan – Henry DeLozier‘s monthly column in Golf Course Industry Magazine – continues its series on staffing for success with the second of three installments. After looking at how the pandemic has afforded club and course managers the opportunity to reevaluate their teams and redefine job descriptions in Staffing for Success: Part 1, we turn to finding and hiring the right team members.

As businesses reshape themselves into leaner and more efficient operations, top performers are the best value their money can buy.

A great many Americans are currently unemployed and looking for a job. According to the U.S. Bureau of Labor Statistics, 6.7 percent of the labor force — more than 10 million people — is out of work. Finding top performers for rising needs in club management roles should be easy work, right? If only it were a simple matter of statistics.

As management professionals in any business know, the magic is finding the right person for the right job. With the war for talent continuing to escalate, we turn to three experts to help us identify the best practices for optimum staffing in these turbulent times.

Jim Collins: Get the right people on the bus

Step one, as management thinker Jim Collins advises in his bestseller “Good to Great,” is to start by “getting the right people on the bus, the wrong people off the bus, and the right people in the right seats” before heading down the proverbial highway. In other words, focus on “who” before determining “what.”

Those who build great organizations make sure they have a busload of people who can adapt and perform brilliantly no matter what comes next. Selecting the right people is a matter of clearly deciding what types of people — attitudes, talents, backgrounds, skillsets — are needed to enable your team to accomplish great things.

Jeff Bezos: Ask these three questions

The Amazon founder uses a straightforward three-question guide for hiring key employees. Bezos’ three questions offer direct application to the management of golf and private clubs and are particularly useful during unpredictable circumstances.

1. Will you admire this person?

“If you think about the people you’ve admired in your life, they are probably people you’ve been able to learn or take an example from,” Bezos says. This discipline requires that management first knows who he or she is and has a clear-eyed understanding of the strengths and benefits that are needed for any position. Hiring managers do well to ask themselves:

  • What traits and attributes inspire me to be my best?
  • What do we need?
  • To what do we aspire?

2. Will this person raise the average level of effectiveness of the group they are entering?

Will the candidate increase the efficiency within the organization? Is he or she able to see around the corner and anticipate needs? Are they willing to challenge established norms and traditions? (Should course setup be executed in the afternoon instead of first thing each day? Can mechanical work be executed after hours by veterans who need extra work?)

3. Along what dimension might the person be a superstar?

Listen to candidates’ answers. Push for details. Ask follow-up questions to understand how your candidate thinks and imagines your operation. One is more likely to be a superstar when he or she is encouraged to make others better.

Regina Hartley: Hire the scrapper

Throughout her 25-year UPS career — working in talent acquisition, succession planning, learning and development, employee relations, and communications — Hartley has seen how people with passion and purpose will astound you when given the opportunity. That’s why she says, “Hire the scrapper.” She defines scrappers as people who have had to fight against the odds to get ahead. They differ from those she calls the “silver spoons” — people who have had clear advantages in their lives and from birth seem destined for success.

Before tossing the résumé of someone who has obviously scrapped his or her way to the experience and skills that qualify them for a job in your organization, at least give them an interview, Hartley says: “A résumé tells a story. A patchwork quilt of odd jobs and experiences may signal a lack of focus and unpredictability. Or it may indicate a committed struggle against obstacles.”

This article was authored by Henry DeLozier for Golf Course Industry magazine.

Read Staffing for Success: Part 3

Executive Search: General Manager at Richmond Country Club

Date:

GENERAL MANAGER
RICHMOND COUNTRY CLUB
Richmond, B.C.

 

The Club:

In 1951, a group of young Vancouver Jewish business and professional men purchased a nine-hole golf course in West Vancouver (Glen Eagles Country Club). They did this because there were few, if any, country clubs in the Lower Mainland who admitted Jewish members. In 1959, under the leadership of a small group of people from the Jewish Community, and with the support of many interested members, Richmond Country Club was created. The services of golf course architect, Arthur Vernon Macan, were engaged to build an outstanding course, with 5,000 new trees planted in a park-like setting. Since that time, the Club continues to attract a diverse group of members, who want to be part of an engaged social community; who are looking for family activity or an athletic outlet, and who want to get involved in a private club atmosphere.

In 1991, both the clubhouse and golf course were renovated with added amenities of the Fitness Centre and significant improvements to the swimming pool. Since then, a further renovation has taken place with many upgrades to our facility that included newly updated indoor (4) and outdoor tennis courts (4 – bubbled in winter), an updated fitness centre, heated outdoor pool and two renovated restaurants. The Club contributes to amateur golf and tennis by periodically hosting provincial and national events.

Our mission is to be one of North America’s most dynamic, full facility family Country Clubs while respecting and maintaining our core values and Jewish Heritage. Our values include Stewardship, Integrity, Respect, Fairness, Service, Leadership and Accountability, Innovation and Creativity.

The Position:

Reporting directly to the Board of Directors, the General Manager (“GM”) will guide and work with the Board in the development and implementation of Club policies, programs and strategy. The GM 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.

Richmond Country Club is seeking a GM who is dedicated to being the best and is willing to embrace the Club’s core values.

The GM will be responsible for the following:

Membership Experience:

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier private club.
  • Manage all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and service provided by the Club to ensure a high level of member satisfaction.
  • Oversee the development and successful implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests.   Ensure all new club members are “met” and properly oriented to the Club.  It is important to be visible and accessible to our members.

Leadership:

  • Act as a catalyst in the development of a Strategic Plan that charts the future course of the Club. The plan will be updated on an annual basis and will act as the framework in which the Club is operated.  The achievement of the key objectives in the plan will be the primary responsibility of the GM.
  • Develop and implement an Annual Business Plan in the context of the Strategic Plan. Regularly update the Board on progress relative to both the Strategic and Annual Business Plans.
  • Maintain and develop a management philosophy that recognizes our people are a key part of the foundation of the Club’s success in delivering a great membership experience and competitive advantage.   Actively promote a positive work environment where teamwork is emphasized.
  • Develop and monitor Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws and regulations.
  • Manage and clearly define direct reports’ goals and objectives.  Provide consistent feedback towards continuous improvement, and ensure appropriate personal development occurs, while incorporating succession planning for all key leadership roles.
  • Be visible and approachable to all employees.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

Operational Excellence:

  • Develop and implement best-in-class and industry leading operating policies, programs, procedures and methods while directing the work and promoting the development of all department managers.
  • Monitor long and short-term financial objectives and reporting. In consultation with the Board, Finance Committee and Accountant, prepare and execute the financial plan for the Club that drives Club revenues and achieves the agreed upon financial results.
  • Monitor and stay current with industry trends and ensure Richmond Country Club implements improvements as required.

Communication:

  • Provide quality and timely communication with the Club’s President, Board, employees and members.  Working collaboratively with the Board, this position will take responsibility/ownership of all aspects of Club operations, and share in the Club’s overall success.

Direct Reports:

Assistant General Manager, Controller, Membership Director (vacant), Director of Racquets and Athletics, Food and Beverage Director, Head Golf Professional, Golf Course Superintendent, Facilities Manager.

Candidate Profile:

The GM reports to the Board of Directors through the President. Given the leading role this individual will play in achieving the strategic and business objectives of Richmond Country Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

Leadership Skills:

  • A trustworthy, 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 and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Member Experience:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a premium private club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Leads our Commitment to Health and safety protocols and processes.

Interpersonal/Fit:

  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful GM through honesty, straightforwardness, accountability, leadership, and dedication.
  • A self-starter with a results-oriented work style combined with excellent verbal and written communication and interpersonal skills demonstrated with all the Club’s stakeholders.
  • Demonstrates energy and a desire to interact with the membership.
  • A confident, diplomatic and competent professional who is a “doer” and a take charge person who recognizes the importance of accountability.
  • Strong professional deportment with a clear commitment to member service through an open and transparent member approach while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf, tennis, fitness and food and beverage businesses preferred.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

  • A post-secondary degree in business or a related discipline is preferred.

Experience and Accreditation:

  • Previous experience as a senior leader at a private country club or other similar top tier facility, with a passion and understanding of what it means to have a premium country club experience.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to success.
  • A Certified Club Manager designation (CCM) is preferred.

Note: The position is currently vacant.

Compensation:

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary and benefits.

Inquiries:

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 Wednesday, April 7, 2021. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Richmond Resume” and “Last Name, First Name, Richmond Cover Letter”) respectively to: execsearch@ggapartners.com.

George Pinches, Director and Michael Gregory, Partner
GGA Partners, Inc.
execsearch@ggapartners.com

 

For more information on Richmond Country Club please visit richmondcc.ca.

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