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Executive Search: Vice President, Hospitality at Edgar’s Hospitality Group

Date: August 16, 2021March 24, 2023

VICE PRESIDENT HOSPITALITY
EDGAR’S HOSPITALITY GROUP
Augusta, GA

The Company
Edgar’s Hospitality Group (EHG) is an LLC operated by Goodwill Industries of Middle Georgia (GIMG) that operates hospitality venues in Macon and Augusta with plans to build an agri-tourism campus at Lake Oconee Georgia. EHG is named after the founder of Goodwill Industries, Rev. Edgar J. Helms.

The hospitality enterprises include restaurants, conference centers, large food service contracts, a bakery café, a private city club, and a local farm to provide fresh products with a new agri-business that allows culinary agriculture certifications for students. Chef Frank Kassner is the Director of Culinary Operations for EHG and the corporate executive chef.

Edgar’s Hospitality Group was founded to provide a new source of revenue for GIMG and to create diverse applied learning venues for the students at Helms College’s School of Hospitality managed by Bruce Ozga, VP, Culinary Education.

What We Believe
Goodwill Industries believes work plays a critical role in the ability of individuals to achieve desirable life outcomes. The founder of Goodwill Industries, Dr. Edgar J. Helms, believed that individuals wanted and needed an opportunity, a chance beyond charity, and this basic philosophy has set the vision for the Goodwill movement since 1902.

Mission
We build lives, families and communities one career at a time by helping people develop their God-given gifts through education, work and career services.

Values
I am proud to be Goodwill.
Service – I will practice hospitality.
Ownership – I will go above and beyond with every job I do.
Accountable – I will keep my commitments.
Respect – I will base my interactions with others on honesty and integrity.

Our Properties

Edgar’s Above Broad (Augusta, GA), recently opened in September 2020 as an exciting new 17,000 square foot indoor-outdoor restaurant and entertainment venue. www.edgarsabovebroad.com

The Pinnacle Club (Augusta, GA), a premier dining membership club in downtown Augusta which provides incredible views of the Savannah River and Augusta cityscape. www.pinnacleclubaugusta.com

Edgar’s Grille (Augusta, GA), an upscale casual restaurant which offers New American cuisine with a Southern Flair. www.edgarsgrille.com

Anderson Conference Center (Macon, GA), centrally located in the state, the Anderson Conference Center features 15,000 square feet of meeting space, including a 700-seat banquet space and six break-out conference rooms with premier technology. www.andersonconferencecenter.com

The Snelling Center (Augusta, GA), a conference venue co-located with Edgar’s Grille which can accommodate events from ten to 300 guests.
www.edgarsgrille.com/meetings-events

Edgar’s Bistro (Macon, GA), offers weekday lunch and dinner, a full-service bar and catering service. www.goodwillworks.org/upscalebistro

Edgar’s Bakehouse (Augusta, GA), bookstore and café which specializes in gourmet coffees, smoothies, paninis, salads, and fresh baked breads and desserts. An Edgar’s Bakehouse production bakery is being built for commercial baking enterprise launch in late 2021.

Wright’s Farm and Lake Oconee Agri-Tourism Farm Campus (Augusta, GA), coming soon. www.wrightsfarmaugusta.com

The Role of the Vice President, Hospitality

Reporting to the President/CEO, the Vice President, Hospitality will work closely with the CEO and peers to achieve GIMG’s 2025 strategic plan success measures through strategies that will enhance profitability, productivity and efficiency.

This key executive will lead the start-up and operations of all new hospitality operations, maintain benchmark controls and outcomes for existing properties, manage budgets, lead a large team and promote a culture of high performance.

As member of the Goodwill Team, the Vice President, Hospitality is expected to understand and fully embrace the faith-based, “hand up” mission of Goodwill and demonstrate daily the core values of service, ownership, accountability, and respect.

Principle Accountabilities – Vice President, Hospitality

> Lead Edgar’s Hospitality Group to be three things: profitable, a provider of vibrant applied learning enterprises for the students at Helms College, and a daily stage to tell the Goodwill life changing story in a manner that leads to philanthropic Investment.

> Direct the start-up and operational leadership of all new hospitality operations to be launched as applied learning venues associated with Helms College within GIMG’s thirty-five county territory and franchise operations in other Goodwill territories.

> Maintain benchmark operational controls and outcomes in existing hospitality business lines.

> Oversee development and implementation of budgets for multiple hospitality enterprise operations; responsible for meeting budget objectives for growth in revenues, gross margins, operating profit, and net cash flow.

> Assure top-line business growth through increased accountability, innovation, increased sales, expanded operations, reaching new markets and diversification.

> Annually revise and develop short and long-range plans for all assigned areas; establish performance measures for multiple enterprise operations.

> Maintain continuous lines of communication, keeping the President informed of all critical issues.

> Lead a large team of direct and indirect employees to ensure the execution and completion of business goals; evaluate performance for compliance with established policies and objectives of the company and contributions in attaining objectives.

> Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.

> Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities; and monitor and evaluate results.

> Promote Goodwill externally as a community-based non-profit with a key human and economic development role.

Qualifications

> A graduate business or hospitality degree is required.

> Minimum five years of senior leadership of a restaurant group, an independent luxury resort or multi-faceted entertainment company.

> Multi-unit executive level hospitality operations leadership experience required.

> Demonstrated experience creating and taking new business ventures from a concept to a successful, revenue generating operation.

> Superior budget and management skills involving multi-million dollar and multi-site operations.

> General administrative skills including developing, implementing and monitoring company-wide policies and procedures.

> Excellent verbal and written communications skills.

> Strong people skills with abilities to partner with a dynamic leadership team and interact with all levels of employees.

> Must be aligned with and energized by Rev. Edgar Helm’s faith based social enterprise model to eliminate poverty one career at a time.

Note: A pre-employment drug screen and background check will be required.

Salary & Benefits
Salary is open and commensurate with qualifications and experience. The company offers an excellent bonus and benefit package.

Inquiries
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 Friday, September 3, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Edgars VPH Cover Letter” and “Last Name, First Name, Edgars VPH Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

For more information about Goodwill of Middle Georgia please visit www.goodwillworks.org; www.helms.edu; www.helmsgoldstandardculinary.com; www.edgarsabovebroad.com.

Executive Search: Assistant General Manager for Highlands Falls Country Club (FILLED)

Date: July 27, 2021March 24, 2023

ASSISTANT GENERAL MANAGER
Highlands Falls Country Club
Highlands, North Carolina

Our Club

Founded in 1958, Highlands Falls Country Club is a private, member-owned club in Highlands, North Carolina. Perched high atop the Highlands Plateau, where incredible views stretch for miles and miles, is Highlands Falls, a small and close-knit community which has just completed a $3.5 million renovation of the clubhouse to expand outdoor dining and create a unique indoor/outdoor bar and grill area. With updated features, extended dining areas, and sweeping views, it serves as a stylish, luxurious gathering place for members and guests – the response from the membership has been overwhelmingly positive.

Highlands Falls offers all the amenities and activities you’d expect, and then some. Whether members prefer golf, croquet, pickleball, tennis, bridge, fishing, swimming, dining, working out, tennis, competing in “yacht club” races, or a combination of all of the above, they enjoy their play surrounded by mountain views, an incredible waterfall, and folks who can’t wait to welcome you to the community.

Highlands Falls offers 18 holes of pure golf fun on a dramatically beautiful course, a Croquet Pavilion, a tennis center with three Har-Tru courts and pickleball, all of which offer interactive programs and regular social events. The Club has a Fitness facility that includes a weight room, locker rooms, a group fitness room, and is replete with spa services, personal training, group classes, and a private swim complex. The Pool complex includes the swimming pool and aquatic fitness activities. The Clubhouse consists of the administrative offices, kitchen, member dining areas, lounge and banquet facilities, and offers engaging activities for all ages, such as the highly popular Bridge program and fun-filled Junior Camp.

Members love to talk about how incredible the dining experience is at Highlands Falls, which offers both casual and formal dining options, well-priced lunch and dinner menus, special theme dinners, phenomenal wine dinners, a la carte brunch every Sunday, and special dietary accommodations upon request. Whether hosting a small private party, throwing a large private event, or entertaining special guests, Highlands Falls provides the perfect combination of private elegance and impeccable service.

Highlands Falls Country Club Overview

– 284 Members (Golf: 187, Other: 97)
– Initiation Fee (Resident Member Golf: $45,000)
– Annual Dues (Golf: $13,086)
– $5.5M Gross Volume
– $3.1M Annual Dues
– $600K F&B Volume
– Nine Board Members
– Average age of members is 73

The Assistant General Manager Position

The Assistant General Manager (AGM) is ultimately responsible for all clubhouse, food and beverage, aquatics, recreation and facilities operations on a daily basis, including the general housekeeping over these areas. The AGM is responsible for all aspects of the operation in the absence of the General Manager/COO and performs specific tasks as requested.

This managerial position works closely with, and reports directly to, the General Manager/COO, providing quality leadership and contributing to the positive atmosphere of the Club and associated operations. He/she will also prepare annual department budgets in concert with the GM/COO.

The AGM will enhance the club culture and is responsible for the dissemination of hospitality, friendliness and goodwill among members, guests and staff. His/her goal is always to help members and guests enjoy the facilities and events of the Club. In addition to building relationships with Club members, guests, and employees, he or she also provides support to the respective committees and advisory groups. As the public face of these operations, a hands-on approach, and understanding that full member and staff engagement is critical, is required to succeed in this position.

The AGM consistently provides anticipated and enhanced hospitality along with superb dining and other food and beverage experiences for the Club’s membership and their guests. Alignment with the Executive Chef and Food & Beverage Manager is very important in this position to ensure collaborative, innovative, harmonious relationships between front- and back-of-house operations.

Primary Responsibilities

Member Services

Consistent, highly-visible, sincere and significant engagement with members and staff in the dining areas of the club is of the utmost importance. It is the ultimate responsibility of the AGM to ensure all member dining, amenities and club events are well-conceived and executed.

Provide quality leadership in a positive and upbeat manner for the members, guests and staff.

Address and resolve all member and guest complaints and suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations

Manage the seasonal recruiting, hiring and development of clubhouse and various food service venue personnel.

Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the club’s operation.

Provide for training and future development of all subordinate managers and supervisors subject to budget approval by the General Manager/COO. Instill the concept of being team players in all employees. Continue to coach, counsel, and evaluate departmental staff.

Ensure a positive spirit and healthy work environment exists throughout all club operations, one that is free of safety risks and all forms of employee harassment.

Maintain an effective two-way communications program with employees to ensure they are treated in a fair, structured and consistent manner.

Function as an administrative and communication link between departments in the club.

Guarantee that all clubhouse employees are regularly trained and certified in areas that help guard the safety and well-being of our members, guests and other employees including, but not limited to responsible alcohol service, safe food handling, etc.

Help to facilitate a team environment with morale, high ethical standards and efficient use of resources to position Highlands Falls Country Club to be a preferred employer of choice in the community.

Financial Management

Work jointly with the Controller and General Manager/COO to prepare the annual operating and capital budgets for all clubhouse and service operations; assist in the management and control of operations to attain the desired results.

Monitor the budget each week/month and direct any corrective action, as necessary,
to assure budgeted goals are attained.

Provide input to all clubhouse and service personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.

Manage all labor cost payouts and maintain them within the constraints of the budget, and through close coordination and approval from the General Manager/COO and Controller.

Monitor payroll records to control overtime and maintain labor costs within budgetary guidelines.

Supervise the purchase, receipt, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management

Display a strong hands-on approach and lead the staff by example. Must be approachable to staff, members and guests.

Assist the General Manager/COO in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.

Work with Human Resources to develop long-term staffing needs for each area of responsibility.

Responsible for hiring, discipline, termination and documentation of all clubhouse and service staff.

Review all accidents and work with HR and Safety Committee to complete accident reports and implement improved procedures to prevent the situation from reoccurring.

Attend senior management meetings and carry out directives agreed upon during the meetings along with any other requests of the General Manager/COO. All actions must be carried out in a timely manner.

Serve as an ad-hoc member of appropriate club committees and advisory groups.

Possess a warm personality, a sense of humor and the ability to work effectively with all levels of the internal staff and members.

Work with the Executive Chef, Food & Beverage Manager and others to develop P&L statements prior to each event. Produce an event recap along with all appropriate documentation/history, keeping it on file for future use.

Work with Executive Chef on menu development.

Work with the F&B team to organize and market special club events.

Further his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the General Manager/COO participate in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Highlands Falls Country Club.

Operational Responsibilities

Understand and abide by Highlands Falls Country Club policies and departmental procedures. Suggest changes, and when appropriate, direct the implementation of change.

Provide content for and manage communications and marketing information for departments.

Assure Clubhouse operations and campus venues are run in accordance with all applicable local, state and federal laws.

Disseminate information effectively and coordinate activities between departments in a timely manner.

Keep the General Manager/COO informed of all potential problems and activities related to the smooth operation of the clubhouse and other food service venues.

Oversee inventory management throughout departments and complete a periodic china, glass and silver inventory to maintain par levels.

Coordinate and approve all entertainment in consultation with General Manager/COO and others.

Possess a sharp eye for detail in the overall management of the operation.

Report performance and financial data, e.g., weekly report to General Manager/COO in a timely and regular manner.

Candidate Qualifications

Minimum 5 years of progressive leadership and management experience in a private club environment.

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 immediately.

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 Friday, August 20, 2021.

These documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, HFCC AGM Cover Letter” and “Last Name, First Name, HFCC AGM Résumé”) respectively to: execsearchus@ggapartners.com.

All requested information, along with references, should be emailed to the address above.

To learn more about Highlands Falls Country Club, visit www.clubhfcc.com

Executive Search: Head Golf Professional at Exmoor Country Club (FILLED)

Date: July 9, 2021March 24, 2023

HEAD GOLF PROFESSIONAL
EXMOOR COUNTRY CLUB
Highland Park, IL

The Club

Founded in 1896 as Illinois’ third golf club, Exmoor is a private, full-service country club, located in Highland Park, Illinois, 28 miles north of Chicago. With a championship golf course designed by Donald J. Ross, Exmoor continues to fulfill its original mission – as a family club devoted to the game of golf, while offering a growing range of sports and social opportunities. Sports at Exmoor include golf, curling, tennis, swimming, ice skating, platform tennis, cross country skiing and the fastest growing sport in America — pickleball. Members of all ages enjoy a year-round schedule of exciting social activities.

The Club’s mission is to provide the finest golf, sporting, and social experiences for its community of member families and their guests all year long.

The Club maintains high standards for club governance, with an elected leadership that promotes member involvement to attain excellence in Club facilities and member services. Exmoor has earned a reputation for attentive service, modern facilities and fine cuisine. In the late 1890s, the club played an important role in establishing and growing the game of golf in the Midwest. During its 125-year history, Exmoor has hosted more than 20 national golf and curling championships. Our members have won national championships in both sports and have competed in official Olympic golf and curling competitions.

Since its founding, Exmoor members have embraced family activities with a focus on participation, skill development and good sportsmanship. As much as Exmoor values its traditions, today, the spirit of Exmoor is youthful, vibrant, and inclusive.

Exmoor Country Club Overview

570 members (Golf: 370, Other: 200)
Initiation Fee (Resident Member Golf: $75,000)
Annual Dues (Golf: $13,200)
$9.2M Gross Volume
$4.5M Annual Dues Volume
$4.6M Total Gross Payroll
22,000 Annual Golf Rounds
$650,000 Golf Shop Sales
Club-owned golf shop, recently transitioned
Number of Employees (Club (FTE): 94, Seasonal: 71)
Number of Golf Employees (4-5 year-round employees, 15 added during season)
11 Board Members
Average age of members is 58

Exmoor Country Club Golf Facilities Overview

18-hole golf course designed by Donald Ross
Full driving range with 24 hitting stations
Large short game practice area with 3 short practice holes
Indoor Golf Performance Center with 3 heated hitting bays (1 bay is a teaching/fitting studio with V1 video system and Trackman)
Teaching staff includes: Full-Time Director of Instruction (also lead club fitter), Head Golf Professional, 2 Assistant Professionals with 1 spearheading the Junior Golf Program
Current Golf Course Architect of record, Andrew Green
Recently hosted the 2018 Constellation Senior Players Championship and will host the 2022 Western Amateur Championship.

The Head Golf Professional Position

The Head Golf Professional reports directly to the General Manager/COO and coordinates with key management personnel on a regular basis, including the General Manager, Golf Committee, Grounds and Greens Committee, and Executive Staff. The Head Golf Professional implements the policies established by the Board of Governors and the Club’s bylaws. He/she develops operational policies and is responsible for the creation and implementation of standard operating procedures for all areas.

The Head Golf Professional is the lead coordinator of programming and development of synergy among all golf programming, amenities, and services. It is imperative that the Head Golf Professional operate at both a tactical and strategic level, maintain financial accountability, and manage and develop all aspects of golf services. Exemplary service is key in attaining excellence in the member experience.

Driving excellence in the golf experience through training is a critical part of the position. The Head Golf Professional supervises the following positions: Professional Golf Staff, Caddie Master, Golf Merchandiser, Starter/Rangers, and other Outside Services Personnel. Candidates must assume ultimate responsibility for all golf staff, the golf shop, member lessons, special events and tournaments, while working closely with other management for any operational specifics, for course prep, and all golf events needed.

The Head Golf Professional should have a strong presence and seek to be highly visible and accessible to the membership and staff. They set the tone for consistently treating members with a first-class golf experience and communicate this expectation to the entire staff as well.

Primary Responsibilities

Oversee the management and performance of all golf shop and applicable department operations and services; assure high standards and total member and guest satisfaction.
Work with Golf Shop Merchandiser to oversee a profitable amenity that is consistent with member demographics and needs; oversee and perform monthly inventory.
Oversee and enforce golf shop operations policies, procedures, controls, and fee structures to ensure the safekeeping of assets, inventory, resources, sales transactions, and department financial performance.
Oversee, manage, and submit golf employee’s payroll on a bi-weekly basis; produce a weekly work schedule.
Oversee all fiscal areas and performance for the golf operations and golf shop including planning, budgeting, forecasting, monitoring, and correction.
Prepares business plan for all golf operations and golf shop with key aspects of fiscal accountability, operational strategy and marketing strategy for tournaments, special member events, and shop sales.
Exhibits clear vision of Exmoor Golf in planning, communications, and staffing.
Responsible for recruiting, interviewing, managing, and developing all staff related to the Golf experience at Exmoor; is current on continual learning options for staff and budget accordingly; assumes prominent and positive leadership role to foster employee engagement.
Executes golf events that deliver high satisfactory ratings.
Must be aware of trends and how they may apply to Exmoor; be continually aware of what is working and what isn’t, what can be improved or updated.
Maintain valuable and ethical relationships with other Club Professionals, and suppliers, as well as other geographic locations to maintain awareness of competitive practices and trends.
Maintain effective communications with staff for optimum delivery, particularly Engineering, Human Resources, Catering/Events, and Communications.
Maintain effective communications with membership for special announcements, weekly e-mail notice – collaborates directly with Director of Membership and Communications and Senior Graphics Designer for desired results.
Ensure health and safety regulations for members and staff by working closely with the Safety Coordinator.
Create and supervise junior, family, and player development instructor programs.

Important Individual Characteristics

A naturally enthusiastic personality and passion for the golf industry.
A natural leadership style which promotes staff and membership engagement.
The ability to communicate effectively, both verbally and in writing.
Disciplined accountability to ensure that the training and standards of the Golf department are consistently met.
Ability to cultivate a high-level of member services and satisfaction.
Possess a strong understanding of top-notch golf experiences for Club members and guests.
Effective fiscal management through delivery of actual operational and capital results in alignment with approved budgets.
Maintain a high level of visibility to members and staff as the face of the golf operation at the Club.
Ability to cater to various interests and the playing ability of the entire membership demographic.
Ability to develop a dedicated team with a shared vision.
Must possess strong leadership ability, influencing skills, demonstrate strong motivational ability.
Should be results oriented to align Golf strategy to Exmoor’s strategic plan, annual budgets and projected target achievements.
Should have strong verbal communication skills, presentation skills, and project confident and energetic qualities that produce service excellence.
Exhibit energy and enthusiasm, maturity of character, creative approach, member focus, logical thinking.

Candidate Qualifications

A minimum of 7 years of progressive leadership and management experience in the golf industry. Current Head Professionals or Assistant Golf Professionals at well-recognized clubs, with verifiable records of achievement will also be considered.
Educational credentials in hospitality or golf, a Bachelor’s Degree from an accredited college or university in Hospitality Management, Business, or Sports/Golf is an advantage for applicants.
Professional Golf Association (PGA) Certification designation as a Class A member of the PGA is required; maintaining memberships in other appropriate professional organizations preferred.
3-5 years’ experience in Golf Management or equivalent experience in Golf Management, preferably a PGA Head Golf Professional; demonstrated continual personal and professional development in the sport.
Should be CPR/AED certified and know first aid.
Be well versed in relevant software programs for communications, POS, Outlook, and reservations, golf current management software.
Be current on the latest and most relevant player development methods of techniques.
Skilled professional in the playing of the game.

Note: A pre-employment drug screen and background check will be required.

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries

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 Friday, July 30, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Exmoor Head Golf Professional Cover Letter” and “Last Name, First Name, Exmoor Head Golf Professional”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

For more information about Exmoor Country Club, please visit www.exmoorcountryclub.org.

Mid-Year Predictions for the Second Half of 2021

Date: June 4, 2021

At the start of the new year and in the spirit of planning, the thought leaders at GGA Partners sat down to predict what we believed to be coming throughout the year and shared our 2021 Predictions on the Shape of the Next Normal. Now, halfway through 2021 with the spring season in the books and summer underway, we reconvened GGA leaders for a mid-year check-in on predictions for the latter half of the year.

1. Ensuring fair and equitable access to amenities remains top of mind, especially on the golf course

A trending topic throughout the industry is golf’s demand surge and how long it will sustain, much has been written on this point and those who are closely watching rounds played metrics anticipate a clearer reading by the end of the summer.

Stephen Johnston, GGA’s founding partner, expects that private clubs will see the surge continue to elevate rounds played by members which will likely increase issues relating to compaction of tee traffic and accessibility. He predicts the benchmark regarding average number of rounds per member to be higher by approximately 10% following the pandemic and also increased golf course utilization by members’ spouses and family members. Both factors will create a greater demand for tee times at private clubs.

Johnston believes some clubs may need to consider permitting round play by fivesomes instead of foursomes, potentially catalyzing logistical challenges such as a greater need for single-rider power carts in order to maintain speed of play at the same rate as foursomes with all players using power carts. For club managers and course operators, this entails an increased need for current and detailed evaluation of the benefits of membership and the relationship between playing privileges and the practical ability to book a tee time and get on-course.

2. Effective demand management is key and will shift from agile, flexible approaches to new operating standards as demand stabilizes

During the pandemic and throughout 2020, many golf, club, and leisure businesses recognized the increased need to more accurately and routinely measure the utilization of amenities, adapting operations management to react quickly to change.

Craig Johnston, head of GGA’s transaction advisory practice, anticipates an evolution in this one-day-at-a-time, agile monitoring approach into a new and more formalized standard of operating procedures. “At the start of 2021, we said we would see clubs provide flexibility and experiment with various operational changes,” he explained. “With the pandemic feeling like it’s steadily moving toward the rear-view mirror, members will be expecting clubs to begin instituting the ‘new normal’ operations and the data compiled by clubs in the first half of the year will be critical to deciding on the new normal.”

Johnston believes that membership demand will continue to be strong through the second half of the year and that it is likely utilization will reduce marginally as members begin travelling again for work and social obligations. Even with a marginal reduction in utilization, demand for private club services will remain strong and will continue to put pressure on capacity and access in most clubs.

Senior Partner Henry DeLozier encourages club and facility operators to embrace short-term continuations of high demand while keeping an eye on the future and the non-zero probability of a demand shift in the coming years. “Clubs must create pathways to sustain demand while navigating utilization volume. It is unwise to place hard or irreversible limitations on capacity while clubs are at historic maximums for demand and usage,” cautioned DeLozier. “Clubs will do well to establish a clear understanding of demand and utilization to enable innovative programs which serve to fill periods of low demand in the future.”

3. Ongoing uncertainty about the pandemic’s long-term impact on club finances will increase the review and reevaluation of club financial projections to ensure sustained budget flexibility

While data regarding utilization, participation, and engagement throughout the summer months continues to be captured and consolidated, business leaders should not delay their financial planning and instead get to work on reevaluating finances and updating their future forecasts.

“Now is the time to review, evaluate, and reset club debt levels,” emphasized Henry DeLozier. “Clubs need to recast financial projections based upon elevated joining/initiation fees arising from high demand.”

In support of alacrity in financial planning, DeLozier notes that labor shortages spurred by the pandemic will increase payroll-related costs at a material level. He also predicts that comprehensive risk review is needed at most clubs to evaluate possible impacts arising from cyber-crime and/or declining club revenues during 2022.

Beyond internal shake-ups in utilization or operations, club leaders should be anticipating external impacts that could impact their financial plans. A hypothetical example raised by DeLozier is if the U.S. economy were to become more inflationary. In such a circumstance he believes clubs would see an increase in the costs of labor and supplies which would necessitate increases in member dues and fees, a deceleration of new-member enrollments as consumer confidence dips, and a slight slow-down in housing demand.

Right now, uncertainty remains with respect to the virus as well as the resulting economic impact from the pandemic. From a financial standpoint, clubs will do well to advance their forward planning while retaining budget elasticity. “It will be imperative for clubs and boards to build flexibility into their budgets and agility into their operations,” added Craig Johnston.

4. Existing governance practices, policies, and procedures will be revisited, refurbished, and reinvigorated

A litany of new ways of operating and governing the club arose as a result of the pandemic, some of which suggest an efficacy that can be sustained in a post-pandemic environment. Essential to assimilating these adaptions into new standards of procedure is a review of existing governance practices and the documentation which supports them.

“At a time when boards can measure the full range of financial performance metrics, updating club governing documents is a primary board responsibility,” noted Henry DeLozier. “Board room succession planning must be formalized to prepare clubs for the inevitable downturn from record high utilization.”

In considering the nearly overnight adoption of technology tools to enable remote meetings and board-level deliberations, partner Michael Gregory noted a substantial increase in the use of technology tools that go beyond virtual Zoom meetings. “The pandemic has allowed clubs to test online voting,” he explained. “For many clubs, once things return to normal, their bylaws won’t allow for the continued execution of online voting unless they make changes.”

“We have seen the adoption and implementation of online voting to be a huge success for the clubs who have tried it for the first time,” said Gregory. “Members love it, it’s easy, it’s convenient, it leads to higher participation from the membership, and many clubs are in the process of changing their governing documents to allow for online voting as a result.” The challenges and opportunities of employing online voting are detailed in our piece on taking club elections digital, which features a downloadable resource that can be shared among club boards.

5. In human resources, expect to see deeper reevaluations of compensation structures and employee value propositions

Weighing in from across the pond, Rob Hill, partner and managing director of GGA’s EMEA office in Dublin, predicts that club leaders will face bigger challenges in human resources throughout the remainder of 2021.

The first of three particular items he called out is a reevaluation of compensation. “Making decisions about employee pay is among the biggest challenges facing club leaders in the wake of the coronavirus shutdown,” stated Hill. “As they begin compensation planning for the rest of the year and into 2022, these leaders not only have to consider pay levels, but also the suitability of their mission and operating model to thrive in a post-pandemic world.”

Citing his recent experiences in the European market, Hill shared that club leaders are challenged with finding new ways to operate smarter and more efficiently, while also looking for innovative ways to implement sturdy, low-cost solutions that their employees will love. Which leads to his second point, that there will be a renewed emphasis on what employees love and how clubs, as employers, can provide an enhanced value proposition for their employees.

“As employees get back to work onsite, employers are finding that what their people value from the employment relationship has changed,” Hill explained. “Where pay has been viewed as largely transactional in the past, clubs may need to provide new types of benefits, especially programs that provide more flexibility, financial security, and empowerment to retain and motivate their people.”

Lastly, there is likely to be considerable movement of talent over the coming year brought on by employees’ new work-life ambitions and financial imperatives, said Hill, “As demand for their skills and experience grows, the very best talent will seek out employers that demonstrate they view employees not as costs but as assets and reflect this in their approach to compensation.”

Recalling our start-of-year prediction that the movement of people and relocation of companies will reshape markets, partner Craig Johnston added, “The relocation of people continues to be a prominent trend and one that is likely to continue in the second half of the year.” For club employers, it’s not just the changing physical locations which impact the cost and supply of labor, but also the expectations of employees as they seek out competitive new roles and work experiences.

6. The repurposing and reimagining of club facilities, amenities, and member-use areas will continue

The pandemic pushed to the fore the need for clubs to adapt their facilities to match changes in the ways members use and enjoy their clubs. A combination of practical evolutions for health and safety and circumstantial evolutions drawn from widespread ability for members to work remotely created increased desire for clubs to offer more casual outdoor dining options and spaces to enable members to conduct work while at the club.

Partner Stephen Johnston believes these sentiments will continue to near-term facility improvements at clubs. “With more flexibility in the workplace and members working from home periodically, there will be a need at the club for members to do work or take calls before their tee time or their lunch date,” he said. “It has been evident for some time that members generally prefer to enjoy outdoor dining and since, throughout the pandemic, it has become apparent that guests draw greater comfort in outdoor experiences, I see a greater demand for outside patio and food and beverage service.”

As society begins to reopen and communities begin to stabilize, time can only tell precisely how clubs will continue to evolve their operations, whether that be scaling back pandemic-relevant operations or doubling-down on new services and efficiencies. Evident in our work with clients are significant efforts to reorganize club leaders, reevaluate operations, and retool plans for a successful future in the new normal. Here are a few highlights of efforts clubs are making for the next normal:

Reinvigoration of governance processes and engagement of leaders to ensure alignment between boards and club strategic plans.
Renewed surveying of members to keep a pulse on how sentiments have changed from pre-pandemic, during pandemic, and currently as communities stabilize.
Enhanced adoption and application of electronic voting as clubs reevaluate membership structures, governing documents, and operating policies amidst “displaced” members.
Reconfiguring of budgets, capital plans, and long-range financial models.
Refinement and advancement of membership marketing strategies, tactics, and materials.
Tightening relationships between facility planning, capital improvements, and member communications campaigns.