Tag: director

2021 Predictions on the Shape of the Next Normal

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When we were introduced to COVID-19 in March 2020, no one had any indication that ten months later the number of cases and its toll on society would continue to rise. The introduction of a vaccine is promising, but the road ahead remains filled with uncertainty as to when the next normal will arrive – and what shape that normal will adopt.

Since its inception, GGA Partners has traveled the globe working with private clubs, golf courses, investors, real estate developers, resorts, municipalities, and financial institutions. This has provided unique insight into the state of golf, private club, and leisure businesses from many different perspectives.

We have observed that even before the coronavirus pandemic, significant change was underway across the private club landscape. As we prepare for the “new normal” the thought leaders at GGA sat down to predict what they believe is coming in 2021 and beyond.

1. COVID-19 accelerates change already afoot in governance

According to Senior Partner Henry DeLozier, the change brought on by the pandemic is going to necessitate even more rapid change in governance, which GGA has seen clubs struggle with this past year.

“In corporate America, the concept of stakeholder capitalism was at the forefront in 2020 and that has transcended to the private club space,” commented DeLozier. “We’re hearing members across the private club spectrum questioning why they do not have a larger voice in their club and how board selections, as well as decisions, are being made.”

Private clubs that do not have current and effective governance will suffer from decreased member satisfaction and a constant churn of its membership base.

2. The capability to communicate effectively and efficiently will be key

Linda Dillenbeck, GGA’s director for the firm’s communications practice, stated that there continues to be a need to assist clubs in their efforts to communicate effectively and efficiently.

“It is basic human nature that people do not like change,” said Dillenbeck. “To minimize the disruption of pending changes, it is incumbent upon the management team and board of directors to clearly communicate the what, how, and why of their decisions then allow members to voice their opinions. This provides the level of two-way communication members are demanding.”

In addition to communications about club finances and capital improvements, clubs need to improve the use of the data they have collected to provide tailored communications to members. For example, notices about evolving restrictions on golf events should only be sent to those who play and those about activities for families with children don’t need to be sent to empty nesters.

Beyond member communications, clubs that will be successful in 2021 will be those which can retool and refine their external communications to ensure the message of what truly makes the club unique is presented clearly.

3. Greater work flexibility will impact club utilization in new and challenging ways

Report after report has trumpeted the tremendous increase in rounds played during the pandemic. According to GGA Director John Strawn, that is in large part due to work-from-home adaptations which are providing greater flexibility in how and when employees complete their daily tasks.

“People have more control over their work lives,” said Strawn. “Golf experienced fewer restrictions during the pandemic and that has brought out many new and fringe players leading to full tee sheets at both private and public golf courses.”

Full tee sheets are causing negative feedback from those who play more frequently as there is a belief that those not paying full dues are taking coveted tee times. To solve the problem, Strawn predicts clubs will need to revisit their strategies and ultimately their business models more frequently to ensure they are meeting this new and different demand effectively. Flexibility will be critical until the long-term impact on golf demand is better understood.

While clubs continue struggling to ensure fair and equitable access to the tee or courts while accommodating increased demand, Senior Associate Andrew Milne added that clubs should expect that best practice solutions may shift regarding reservations and tee sheet management to include lottery systems and Chelsea systems to ensure dissatisfaction among members is minimized. Understanding that new reservation management approaches may change the value proposition for members, a clear plan and message acknowledging this, and for measuring and adapting the approach as the future becomes clearer, will be important.

4. Clubs must better understand what women want from their club

According to the National Golf Foundation, while only one in five golfers are women, females represent a disproportionately higher percentage of beginners (31%).

Women ease into the game for a variety of reasons; to spend time with their family, to compete, to be outdoors, and to enjoy the support, community, and socialization. As these women age and consider joining a club, they will choose the clubs that shape programs, staff, activities, and offerings to blend the female competitive group with the group that is more interested in the social community.

“We’ve known for some time just how important the role of women and the family dynamic is regarding the decision on whether to join a private club,” commented GGA Director Murray Blair. “For clubs to succeed in 2021 and beyond, they will need to understand how women are impacting the decision-making process and implement the necessary adjustments to make them feel welcome, whether they play golf or not.”

5. Operational efficiencies gained during the pandemic will carry forward in 2021, and their challenges will too

Among the most remarkable takeaways from 2020 was the ability for clubs to adapt their operations and service offerings swiftly and effectively in the face of facility closures, variable human resource availability, and rapidly changing restrictions for public health and safety.

Contactless payments, varying tee time intervals, and pace dispersion tactics are pandemic-inspired efficiencies which GGA Associate Andrew Johnson predicts will continue.

Adding to the list, GGA Director Ben Hopkinson expects clubs will become more efficient at managing grab-and-go meals, take-out dining, and mobile ordering, following the best practices of companies like Uber Eats and DoorDash.

New ways of operating have also brought about new challenges, some of which will persist into 2021 and require even more new solutions to be generated at clubs and courses.

GGA Senior Associate Andrew Johnson expects that the increased costs associated with COVID-19 mandated protocols such as labor for sanitation and cleaning, as well as elevated maintenance expenses due to increased rounds, will remain through 2021.

Clubs that effectively determine what increased interest and golf participation means for facility accessibility, program creation, membership categories and associated privileges will find increased membership satisfaction and interest from new prospects.

6. The pandemic’s impact on club finances will remain uncertain, expect to see more measurement, flexibility, and experimentation

Despite successful adaptations in club operations and economic relief opportunities afforded by governments and municipalities, the full extent of the pandemic’s economic impact will remain varied across club types depending on business structures and market areas.

GGA Senior Manager Martin Tzankov, remains concerned about the financial position of many clubs and believes the brunt of the economic impact has yet to be seen.

“The reliance of clubs on dues increases and capital assessments has been particularly apparent this year and may have stretched the value proposition too far for some,” stated Tzankov.  “2021 will show the clubs where a clear and present value proposition is being presented to members, who in turn, will continue to pay the cost of belonging.”

GGA Partner Derek Johnston believes there are clubs that will be able to increase pricing and sustain the increases in the long-term and there are clubs that will overshoot the mark. Johnston expressed concern that some clubs may move joining fees too high, too fast; golf businesses may move their green fees too high, too fast; and some may move away from tee sheet management practices too quickly.

“Nobody knows what’s coming.  If clubs have experienced less attrition than in the past, it may be due to members being unwilling to give up their safe sanctuary, but when things begin to stabilize post-vaccine that may not persist,” he explained.  “I believe that a portion of the historical attrition hasn’t been abated, just held back.  There will be increased attrition over the next 12-24 months and there may not be the same demand there to replace those who leave, especially as other social and lifestyle pursuits become more widely available again.”

2021 will be a time for clubs to experiment.  A measured, flexible approach to joining fees and dues will be a prudent approach this year.

7. A club’s success will in part be driven by its sum of parts in 2021

Craig Johnston, a partner and head of GGA’s transaction advisory practice, emphasized that the success of clubs during and following the pandemic will in part be driven by its sum of parts. Johnston explained “A private club may include a fitness center, retail store, several restaurants, a golf course, and a marina. The pandemic has impacted the utilization and thus success of all those ‘parts’ differently, and therefore the overall success of the club will largely be dependent on the club’s product or shall we say parts mix.”

“Every club is going to be different depending on its type of business and the operations which comprise it, the extent and variability of pandemic-related changes means that comparatives are going to need to be refined,” continued Johnston.  “Clubs that understand and appreciate the challenges and successes of the various parts of their business will be in a better position to realign and optimize heading into the ‘new normal’.”

8. The movement of people and relocation of companies will reshape markets

Our news feeds have been full of stories about high-profile people and companies moving out of California into Texas, as well as the movement of bankers to Florida from New York. If looking at this as a trend, you might imagine seeing increased need and greater attrition among clubs in the California and New York markets and, conversely, excess demand for clubs in markets like Texas and Florida.

According to GGA Manager Alison Corner, it will be important for clubs to understand the movement of people – not just the movement away from major urban centers and into the suburbs, but also the movement of companies and the actual physical locations of corporations – because they may have drastic impacts to how certain club and leisure businesses perform over the next 5 – 10 years.

Clubs that are mindful of these relocation trends will help themselves to recognize and either seize new opportunities, or mitigate future risks.

GGA Partners & the CSCM Renew Platinum Level Corporate Partnership

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GGA Partners and the Canadian Society of Club Managers Renew Platinum Level Corporate Partnership

TORONTO, Ontario (December 21, 2020) – GGA Partners (GGA) and the Canadian Society of Club Managers (CSCM) are pleased to announce the renewal of their strategic partnership to produce research and insights for the benefit of the CSCM members and the club industry at large. The CSCM Corporate Partner program recognizes industry partners that share the values of the CSCM and offer members support as leaders in the club management profession in Canada.

The CSCM and GGA have enjoyed a history of collaborative research and investigative solutions. GGA and the CSCM have worked to establish baseline data on clubs perceptions/views since their formal partnership began in 2018.

“CSCM’s new strategic framework will be introduced to the membership by the end of 2020. Research and insights will continue to be an integral part of our approach to the Canadian club industry,” explained “Kimberley Iwamoto CCM, CCE, CSCM president. “We are thrilled that GGA Partners will continue on this journey with the CSCM.”

The CSCM’s vision is to create great leaders through excellence in professional club management and its mission is to promote and develop the profession of club management. The CSCM offers a variety of programs and services in response to member needs and expectations including the certification program leading to the Certified Club Manager (CCM) designation, career opportunities, and a networking forum for executives and managers involved in club management.

GGA is committed to club management and helping facilitate key elements of the CSCM’s provision to provide research, resources, and education to its members. “The role of club managers is diverse, they need to be resilient as 2020 has shown.” said GGA partner Derek Johnston. “Working with the CSCM to create valuable research and insights is rewarding and the addition of the COVID-19-specific research seemed to really help this year.”

 

About The Canadian Society of Club Managers

Established in 1957, CSCM is the national professional society representing the club management profession in Canada. Of our approximately 600 members, over 70% are from golf clubs, and the remainder from a variety of city, recreation, fitness, curling and other types of clubs.

The Society’s members hold position titles that include General Manager, Chief Executive Officer, Chief Operating Officer as well as Assistant Manager, Clubhouse Manager, Controller and Food and Beverage Manager. For more information please visit cscm.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. For more information, please visit ggapartners.com.

 

Media Contacts:

Derek Johnston
GGA Partners
905-726-0701
derek.johnston@ggapartners.com

Suzanne Godbehere
The Canadian Society of Club Managers
416-979-0640 x242
sgodbehere@cscm.org

Executive Search: Director of Finance at Chattanooga Golf & Country Club

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DIRECTOR OF FINANCE
CHATTANOOGA GOLF & COUNTRY CLUB
Chattanooga, TN

 

The Club:

Chattanooga Golf and Country Club, the oldest course at its original site in Tennessee, was founded in 1896. Located on the banks of the Tennessee River at the end of the old Riverview trolley line, the Club was formed only eight years after the opening of the first golf course in the United States.

The Club honors this heritage by holding itself to the most elite standards and offering one of the finest golfing experiences in the region. The historic riverside golf course was designed by world renowned Scottish architect Donald Ross in the 1920’s, enhanced back to its original design by Bill Bergin in 2005, and the bent grass greens were converted to ultra-dwarf Bermuda just a few years ago.

The golf experience features a yearlong calendar of exciting events, clinics, and tournaments for men and women, private lessons, and a very successful junior program. Consistently ranked Top 5 in the state by Golf Digest, the course has been the site of many prestigious tournaments at the local, state and national level.

CGCC’s 58,000 square foot Tudor-style facility offers members and their families a beautiful retreat and is perfect for all types of gatherings. The Club features three full-service dining rooms, five banquet rooms, superior service, and quality food which have earned Chattanooga Golf and Country Club recognition as the top club in the area and one of the finest in the Southeast.

Members enjoy family dining at the Fairway Grill which is open every evening and is hugely popular for its Wednesday Family Pasta Night, a create-your-own pasta extravaganza. The Overlook Grill is named for its incredible views of the Tennessee River and spectacular mountain vistas with the Overlook Deck serving as a beautiful place to enjoy a special meal.

For adult members. the Tap in Tavern features a great selection of local and craft beers along with an award-winning selection of unique and rare bourbons. Trivia Thursdays, wine tastings, craft beer nights, and bourbon tastings are always popular events scheduled throughout the year.

CGCC’s $9M nationally-recognized pool was featured on the cover of the 2017 Club & Resort Business Magazine. This multi-generational resort style pool has a zero-entry splash pool section for young children, a waterslide, basketball hoop, Pool Bistro, and lane pool for lap swimming and swim meets for the CGCC Wavemakers swim team. The separate adult oasis features a refreshing lounge pool, soft seating, multiple shade areas, and The Oasis Bar which offers frozen cocktails, lunch and dinner with members’ favorite sports on the big screen TVs.

The CGCC fitness center offers a personalized health experience tailored to all types of bodies and goals. It is fully equipped with the latest technology in treadmills, cardio, and stationary bikes along with a large selection of free weights, strength and stretching equipment. A child-minding facility ensures that members in all phases of life are able to stay active in group classes including yoga, Pilates, spin, barre, personalized training, and a certified TPI program for advanced and specialized golf fitness.

Over the last 100 years, Chattanooga Golf and Country Club has witnessed the Great Depression, two world wars, economic upheavals, which have challenged its existence. The Club has always proven to be a place where members return to feel at home, self-evident in the Club’s currently full membership and strong waitlist. With an exceptional staff and a course rivaled by few, Chattanooga Golf and Country Club has been and will continue to be a step above the rest.

Chattanooga Golf & Country Club Overview

 

  • 800 members (Golf: 580, Other: 220)
  • Initiation Fee (Resident Member Golf: $36,500)
  • Annual Dues (Golf: $8,040)
  • $4M Annual Dues Volume
  • $8.3M Gross Volume
  • $3.60M Gross Payroll
  • Average age of members is 56

The Director of Finance Position:

The Club is seeking an accomplished Director of Finance who will report to the Chief Operating Officer/General Manager.

The DOF manages the financial operations of the Club, supervises the accounting functions, and provides analytical support to the COO/GM, Board of Directors, Finance Committee, and others for planning, budgets, and solutions to business problems.

The DOF recommends, implements, and maintains the Club’s financial plans and policies, its accounting practices, fiscal records, and the preparation of financial reports. The Director of Finance makes decisions in accordance with Club policy on administrative or operational matters and ensures the operations’ effective achievement of objectives.

The Director of Finance will be responsible for the following:

> Recommend and implement policies to control and coordinate accounting, auditing, budgets, taxes and related activities and records; develop, establish, and administer procedures and systems pertaining to financial matters. Responsible for the Club’s internal controls and compliance to same.

> Prepare financial statements, forecasts, and analysis for all administrative and managerial functions. Maintain all accounting records; develop, analyze, and interpret statistical and accounting information.

> Manage the annual audit.

> Evaluate operating results for costs, revenues, budgets, policies of operation, trends, and increased profit possibilities. Attends monthly finance committee meetings to provide the committee a report of the monthly and year-to-date Club finances.

> Responsible for the development, implementation, and operation of all accounting and information systems support; for the administration, management, and maintenance of the equipment systems employed in the collection of information and for the training and supervision of staff related, but not limited, to the Administration department.

> Development, analysis, and interpretation of statistical and accounting information in order to appraise operating results in terms of profitability, performance against budget, and other matters bearing on the fiscal soundness and operating effectiveness of the organization.

> Responsible for evaluating the performance of several personnel in the Administration department. This individual recommends training requirements, has the duty to keep the staff at the highest level of skill necessary to meet Club needs and objectives.

> Establishes major economic objectives and policies for the Club and prepares reports that outline the Club’s financial position in the areas of income, expenses, and earnings based on past, present, and future operations.

> Coordinates and directs the preparation of the budget, business plan, and financial forecasts; institutes and maintains other planning and control procedures; and analyzes and reports variances. The Club performs in a fiscal year beginning October 1 of each year.

> Responsible for tax planning and compliance with all federal, state, and local corporate, payroll, and other applicable taxes.

> Furnishes internal reports, revises, and updates reports to be more useful and efficient, and furnishes external reports as necessary.

> Evaluates and recommends insurance coverage for protection against property losses and potential liabilities.

Candidate Profile:

 

  • Bachelor’s degree from a four-year college or university, with a concentration in accounting.
  • Five to seven years of professional accounting experience with at least two years as Controller, not-for-profit experience is an asset.
  • Excellent management, leadership, analytical, and interpersonal skills.
  • Ability to design and implement a control reporting system. Experience in systems integration, flowcharting, documentation, and key control analysis required.
  • Experience overseeing the information technology operation and electronic data transfer between systems. Currently the Club uses Jonas Software.
  • Strong communication skills.
  • Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures or governmental regulations.
  • Knowledge and understanding of retirement plans and benefit programs.

Note: A pre-employment drug screen and background check will be required. The position is available November 30, 2020.

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, December 18, 2020.

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

For more information about Chattanooga Golf & Country Club, please visit chattanoogagcc.org.

Executive Search: Director of Golf at Druid Hills Golf Club

Date:

DIRECTOR OF GOLF
DRUID HILLS GOLF CLUB
Atlanta, GA

 

The Club:

Tucked away in the historic Druid Hills neighborhood, our members consider their club a sanctuary just minutes away from the hustle and bustle of downtown Atlanta. Established in 1912, Druid Hills has a rich tradition while offering the full array of services one would expect from a modern private club. Druid Hills Golf Club serves as an in-town haven for its members and their families by providing timeless golf and contemporary club experiences.

Famed course architect Bob Cupp redesigned Druid Hills to the “golden age of golf.” The course is both playable and challenging. Perfectly blended with the natural surroundings of Druid Hills, each round is an enjoyable experience. There is a complete and newly renovated practice facility with a driving range and a short game practice area.

A day at Druid Hills offers a chance to golf, play tennis, swim, or workout in our first-class fitness center. For dinner, the Club’s dining rooms offer the opportunity to sample unique dishes that focus on seasonal, fresh, farm-to-table ingredients. Druid Hills Golf Club – so much more than an exceptional golf experience.

Druid Hills Golf Club Overview

 

  • 1,030 members (Golf: 580, Other: 450)
  • Initiation Fee (Resident Member Golf: $85,000)
  • Annual Dues (Golf: $7,500)
  • $14.3M Gross Volume
  • 33,000 Annual Golf Rounds
  • $4.70M Gross Golf Shop Payroll
  • Average age of members is 53

The Director of Golf Position:

The Director of Golf reports to the General Manager/COO and coordinates with the Golf Committee Chair on a regular basis. The Director of Golf implements the policies established by the Board of Directors 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 Director of Golf is the lead coordinator of programming and development of synergy among all golf programming, amenities, and services. Driving excellence in the golf experience through training is a critical part of the position.

The Director of Golf should have a strong presence and seek to be highly visible 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.

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.

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 or Business is an advantage for applicants.
  • Professional Golf Association (PGA) Certification designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available November 25, 2020.

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, December 16, 2020.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Druid Hills Director of Golf Cover Letter” and “Last Name, First Name, Druid Hills Director of Golf Resume”) respectively to: execsearch@ggapartners.com. Please e-mail résumé with references.

For more information about Druid Hills Golf Club please visit dhgc.org.

New Partnership Promises to Deliver Vibrant Future for England Club Managers

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CMAE England Engages GGA Partners to Develop Strategic Plan

WARWICKSHIRE, England (October 27, 2020) – CMAE England has announced the engagement of GGA Partners™, the international consulting firm working with many of the world’s most successful private clubs, resorts, golf courses and residential communities, to facilitate the development of a five-year strategic plan for the association.

Established in 1992 as North America’s KPMG Golf Industry Practice, the independent firm has provided industry-leading advisory services to more than 3,000 clients worldwide. GGA has been recognised as “Strategic Planning Firm of the Year” by Boardroom Magazine and brings an unmatched financial, marketing, and operational focus to each of its strategic assignments. This extensive expertise was critical for CMAE England in their choice of strategic planning partner.

“CMAE England is founded on a dedication to club management excellence, education, knowledge-sharing, supporting career progression and on our powerful network of club professionals,” explained Chairman of CMAE England, Tristan Hall. “The board believes it is time to reaffirm these values, and the strategy employed, to deliver a vibrant and sustainable future for the Association.”

“In securing the services of GGA Partners, we have retained the very best strategic advisory team in the industry to guide and inform this critical process,” said Hall.

Distinguished in its ability to build enduring value, GGA’s work will continue beyond the development of the strategic plan to ensure its strategy drives significant improvement. As a result, CMAE is pleased to announce that GGA Partners™ has made a multi-year commitment to support the association as a Corporate Partner.

Rob Hill, Managing Partner of GGA’s EMEA Office, said, “GGA and CMAE are passionate about the value of informed decision-making and strategic planning. We appreciate the privilege of being asked to serve CMAE England in shaping its future and to demonstrate our support for the professional development of club leaders throughout England”.

GGA Partners™ has offices in Toronto, Canada; Phoenix, USA, and Dublin, Ireland. For further information about GGA Partners™ visit: ggapartners.com.

 

About CMAE England Region

The Club Management Association of Europe (CMAE) England Region is a non-profit making professional association with members involved in the management of sports clubs (golf, tennis, sailing, rowing, rugby, football, cricket), health & fitness clubs, leisure, city and dining clubs located throughout England. The CMAE provides a forum for the encouragement, development and recognition of education and professionalism in Club Management. For more information, please visit cmae-england.uk.

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.

 

Media Contacts:

Bennett DeLozier
GGA Partners
+353 44 33 603
bennett.delozier@ggapartners.com

Debbie Goddard
CMAE England Region
+44 (0)24 7669 2359
info@cmae-england.uk

Leveraging Differences in the Boardroom

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GGA Partners Releases New Whitepaper on Private Club Governance as Part of Thought Leadership Series

‘Leveraging Differences in the Boardroom’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Leveraging Differences in the Boardroom, the third in its new series of thought leadership whitepapers. This authoritative guide explores the benefits of clubs with diverse boards and suggests several steps to take when recruiting with diversity in mind.

Leveraging Differences in the Boardroom evaluates the consequences of unintentionally insular board composition and challenges the idea of “sameness” in the boardroom, which limits the ability of a board to effectively perform its duties and threatens a club’s health and longevity. The paper illustrates how multiple perspectives contribute to greater success in governance and argues for adjusting the profile of a club’s leadership to better serve members and prospects.

“We often see board members with similar professional, cultural, and ideological backgrounds and perspectives,” explained GGA Partner Henry DeLozier, one of several authors of the piece. “Boards that are neither representative of the membership nor reflective of their surrounding community risk losing the opportunity both to serve their current members and to attract new members.”

In addition, the whitepaper encourages that clubs intent on increasing diversity among their board take a holistic, multi-dimensional approach to its creation. “Forward-thinking boards understand that it is the breadth of perspective, not the mere inclusion of various diverse traits, that benefits the organization,” said DeLozier. “In addition to social diversity, professional and experiential diversity are also important in increasing the range of perspectives represented on the board.”

Board diversification is likely to be met with resistance from the status quo, which the paper aims to help club leaders overcome by providing tactics for building a diverse board, developing new board member criteria, and making a commitment to diversity.

In addition to governance, GGA Partners recently published new whitepapers on strategic planning and branding. The firm has announced that another in the series focused on innovation will be published through the third quarter of 2020.

Click here to download the whitepaper

 

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.

Media Contact:

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

Four HR Questions Club Boards Should Be Asking

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When was the last time your club audited its human resources? Alignment between a club’s strategy and its employee offering is essential in order to enhance the overall club lifestyle, culture, and experience for members and staff.

To determine whether it’s time to reexamine culture, Partner Derek Johnston lays out 4 questions private club boards should be asking. 

Among the most reverberant takeaways from the coronavirus pandemic is the importance of people to businesses. Global business leaders and executives at leading corporations have indicated that the shift toward talent as the most important source of corporate value has continued. The pandemic also seems to be leading an increasing number of talent-forward companies to take an “employees first” approach.

But this is nothing new for large-scale global businesses. Indeed, the third week of August marked the one-year anniversary of the influential Business Roundtable’s statement on corporate purpose – which puts employees, customers, their communities, and the environment on a par with shareholders.

“Human resources” is trending

It’s also nothing new for club businesses. Our continuous research on club industry trends has shown human resource management and labor challenges to be a persisting trend, one which club managers have reported to be rising in importance – before the coronavirus.

In 2019, human resources was ranked the 6th most-impactful private club trend (out of 27) in a global survey of club managers. And, in a separate Canadian club industry survey, it was identified as both a key risk and primary hurdle to modernizing club management while topping the list of areas which managers say are under-supported from an education standpoint.

The early-pandemic question as to whether COVID-19 impacts would accelerate the business community’s move to stakeholder capitalism, or slow it down as companies focus on short-term financial pressures, seems to have answered itself.

For clubs, the people-related challenges previously reported by managers have exacerbated, with topics like employee willingness to work, labor anxiety, staff recruitment and turnover emerging as key strategic questions which club leaders are currently wrestling.

Widespread COVID-19 impacts like club closures, layoffs, and furloughs certainly haven’t helped ease concerns. With significant changes afoot in staffing, retention, human resource availability, and operational adaptations, clubs are presented with a unique opportunity right now – the chance to reevaluate and perhaps reset their culture.

Got culture?

In clubs, culture IS governance. Sound governance is a strategic imperative primarily because it enables, supports, and nurtures effective strategy. And, as the Peter Drucker saying goes, “Culture eats strategy for breakfast.”

This is extremely important for club leaders.

It’s important because it means that no matter how strong a club’s strategic plan is, its efficacy will be held back by team members, staff, and employees if they don’t share the proper culture.

When the breaks are going against the business, as they are for some right now, the people implementing the club’s plan are the ones that make all the difference. While strategy defines direction and focus, culture is the habitat in which strategy lives or dies.

Now is the perfect time to reexamine your club’s culture to ensure staff square rightly with the club’s strategy. In other words, to ensure that your people are the best fit for accomplishing the club’s goals and objectives. Someone who was right for a specific role pre-pandemic may not be right for the same role now. Your business has changed, and some people may need to change too, either themselves or their roles.

How can club leaders reexamine culture?

The first place to start is by understanding what you’re currently doing for employees. Club leaders require a comprehensive understanding of the club’s current approach to human resource management so that they can determine the alignment of people and culture with the club’s goals.

When was the last time the club audited its human resources approach, policies, procedures, and performance? Ensuring alignment between the club’s strategy and its employee offering is essential in order to enhance the overall club lifestyle, culture, and experience for members and staff.

To help you get started, here are four HR questions private club boards should be asking:

1. How does our current organizational structure sit relative to best practice and what recent COVID-related changes should we make permanent or revisit?

Review your club’s current organizational structure, including both employees and contract workers, against best practice structures at comparable clubs locally, nationally, and globally. This review should focus special attention on the roles and responsibilities of human resources within the organizational structure with the goal of highlighting key gaps or divergences from best practice. Often times in clubs, an overly flat organizational structure tends to create ‘siloes’ that breed inefficiencies and bloat staffing levels.

2. Are we both efficient and competitive in the compensation and benefits afforded to employees?

Complete a comprehensive benchmarking exercise which compares compensation and benefit levels of all key staff and for the club as a whole to comparable clubs and other businesses with whom you compete for talent. The focus of this exercise should go beyond salary and hourly wages, factoring in relevant club financial and operating data, benefits packages, member and employee feedback scores, and other market-related information.

The goal is to identify current and accurate reference points for evaluating current compensation and benefits against best practice. There is a high degree of likelihood that there are opportunities in your current compensation and benefits structure to better align incentives and shift compensation to top talent, which tends to support increased productivity and reduced head count.

3. Are our personnel positioned to help us achieve the club’s goals and objectives? Are we helping them achieve theirs?

Assess your club’s performance tracking and review processes. The goal here is to analyze current performance evaluation processes and procedures to ensure alignment with the club’s overarching goals. This requires the board and executive committee to have a focused, clear, and comprehensive understanding of the club’s mission, vision, core values, and objectives.

For maximum benefit, to both member and employee satisfaction, it is incredibly important that performance is measurable and incentivized. The trick is determining the right way to track and measure performance and tie it to the right incentive.

4. Are our staff equipped with the tools they need to succeed? Are they empowered to do so?

Evaluate your club’s current recruiting, onboarding, training, and ongoing relational efforts. This will likely require management meetings and staff interviews to learn about the current approach and unearth any ideas or recommendations your team may have to suggest.

The success of every private club is dependent on the quality of their staff. Recruiting the best talent, integrating them into the envisioned culture, training them for success, ensuring their satisfaction, and ultimately retaining them is an important goal. The outcome from which tends to have a positive financial impact on the club and on the member experience.

After all, an investment in people is an investment in culture and clubs will benefit from this investment.

Speaking the New Language of Brands

Date:

GGA Partners Releases New Whitepaper on Private Club Branding as Part of Thought Leadership Series

‘Speaking the New Language of Brands’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Speaking the New Language of Brands, the second in its new series of thought leadership whitepapers.  This authoritative guide redefines a traditional brand value equation and illustrates how adding emotion and experience to a private club’s brand story will increase its value with members.

Speaking the New Language of Brands highlights ways iconic “mega-brands” mold, define, and advance their organizational identity toward the goal of influencing consumer purchasing decisions.  The paper evaluates a traditional outlook on the brand value equation and asserts a redefinition which paves the way to enhanced value perceptions among private club members.

“Traditionally, the key to building value in the eyes of the consumer has been demonstrated in a simple equation, where perceived value is equal to performance divided by price,” explained Henry DeLozier, one of several authors of the piece. “We believe there is a far more effective – and cost efficient – way to increase the value members place in your club and in your brand. It’s by introducing emotion and experience into the equation.”

In addition, the whitepaper argues that a successful branding program is based on the idea of “singularity” and should be designed with differentiation as the primary goal.  “Harkening to the days of the Old West, a branding program should differentiate your cow from all of the other cattle on the range,” said DeLozier.  In other words, creating in the mind of a member or prospective member the belief that there is no other club on the market quite like your club.

Building a brand is easier said than done.  For club managers not familiar with the brand development process, the whitepaper explains six essential steps for clubs to follow when constructing their brand and draws on examples from inside and outside the private club business.

In addition to branding, GGA Partners recently published a new strategic planning whitepaper and has confirmed that others in the series focused on governance and innovation will be published through the third quarter of 2020.

Click here to download the whitepaper

 

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.

Media Contact:

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

The New Urgency of Strategic Planning

Date:

GGA Partners Continues Thought Leadership Series with Four New Whitepapers

‘The New Urgency of Strategic Planning’ Now Available for Download

TORONTO (June 10, 2020) – GGA Partners – international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities – will continue its thought leadership series with the publication of four new whitepapers to help leaders of golf, club, and leisure businesses make better-informed decisions regarding key planning and marketing challenges.  The whitepapers focus on strategic planning, branding, governance, and innovation.

Let’s Face It, Times Are Changing

That may be the understatement of the year.

Between rapidly advancing technology, economic uncertainty, transforming demographic and lifestyle stressors, and a digitally-connected global community, the environment for club and leisure-related businesses is more competitive than ever.

The business landscape is shifting and management stances are evolving, yet the principles of competition endure: one’s gain is another’s loss and the strongest will come out on top.

Knowledge is a tremendous source of strength and GGA Partners is developing authoritative reports on the industry’s most pressing issues and constructing advanced problem-solving guides for the road ahead.

The New Urgency of Strategic Planning

The strategic planning whitepaper, which can now be downloaded from the GGA Partners website, focuses on a misconception regarding the strategic planning process, according to Henry DeLozier, who along with GGA partners Steve Johnston, Rob Hill, Derek Johnston, and Michael Gregory authored the paper.

“Because of its traditional long-range horizons, many club leaders don’t prioritize strategic planning,” DeLozier said. “With conditions inside and outside the club environment changing as quickly as they are, there’s a new urgency to strategic planning.”

In addition, the whitepaper argues for a shorter planning cycle, ranging anywhere from 12 to 24 months, and a closer connection between strategy and execution.

“Businesses that are directly affected by shifts in the economy and consumer preferences should consider shorter planning cycles,” Johnston said.  “Think about it: Would a five-year strategic plan created in 2015 successfully guide your business today?”

Today’s most successful clubs look at their strategic plan as a blueprint for action, Hill added. “They don’t put their plans on a shelf to gather dust. They’re implementing their plans, adjusting as needed and executing their vision for the club.”

For club managers not familiar with the strategic planning process, the whitepaper explains five key steps in developing a plan and draws on examples from inside and outside the private club business.

In addition to strategic planning, other whitepapers in the series focused on branding, governance, and innovation will be published through the third quarter of 2020.  Discover more about the cross-section of high-impact topics GGA Partners is studying at ggapartners.com.

Click here to download the whitepaper

 

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, visit ggapartners.com.

Media Contact:

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

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