Lesson #10
of GGA Director Colin Burns’
31 years | 31 Lessons
features the lessons Colin learned about
owning your mistakes
Tag: General Manager
31 Years | 31 Lessons – Be Present
Lesson #9
of GGA Director Colin Burns’
31 years | 31 Lessons
features the lessons Colin learned about
interacting with members
Executive Search: Chief Operating Officer/General Manager for Belle Haven Country Club
CHIEF OPERATING OFFICER/GENERAL MANAGER
Belle Haven Country Club
Alexandria, Virginia, USA
The Club
Belle Haven Country Club and the surrounding Belle Haven residential community began together in the early 1920’s when David Janney Howell, a civil engineer from Alexandria, purchased the land from owners Mrs. Thomas Wilfred Robinson, Sr. and her brothers. When the transaction was complete, Howell set up two corporations, one to construct a golf course and club and the other to develop a residential subdivision. The land was deeded to the Club on September 1, 1924.
The name Belle Haven is also part of history. When Scottish pioneers settled along the Potomac River in the early 1700’s, they named the settlement after their favorite countryman, the Earl of Belhaven. This early settlement thrived along the Potomac River as a port and was later renamed Alexandria. The Belle Haven Country Club has now become part of the fabric of Alexandria growing together throughout the 20th and into the 21st century.
From the modest beginnings in 1924 to the new 64,000 square foot Clubhouse, Belle Haven has grown to meet the needs of its members. The Clubhouse offers a variety of dining options including formal and informal restaurants, family dining, Bar and Bar Lounge, Terrace and Patio dining along with the Hilliard Room and the relaxing 19th Hole. For special occasions and meetings, Belle Haven offers a beautiful ballroom with views of the golf course. We host banquets and meetings in our spacious Potomac Room with spectacular views of the Potomac River.
Our Athletic Facility houses a complete fitness center and aerobics room along with five indoor DecoTurf tennis courts, a Tennis Pro Shop, Children’s Activity Center, seasonal swimming pool, men’s and ladies’ locker rooms with steam and sauna, a year-round restaurant known as the Center Court Cafe and the famous outdoor Sharks Cafe open throughout the summer season. We have eight outdoor, clay tennis courts and two seasonal platform tennis courts available for our members and their guests.
Vision Statement
To provide a lifelong haven for our members, their families and guests where they can enjoy social, dining and recreational activities in outstanding facilities with a professional staff, consistent with the expectations of our culture and traditions.
Mission Statement
To be a premier, full service, family oriented, private country club committed to excellence.
Belle Haven Country Club Overview
- 1105 Members
- Initiation Fee ($85,000)
- Annual Dues ($8,676)
- $12.78M Gross Volume
- $6.12M Annual Dues
- $2.32M F&B Volume
- $6.39M Gross Payroll
- 244 Employees
- 13 Board Members
- Average age of members is 59
The COO/GM Position
The General Manager/Chief Operating Officer manages all aspects of the club including its activities and the relationships between the club and its Board of Directors, members, guests, employees, community, government, and industry. Coordinate and administer the club’s policies as defined by its Board of Directors. Develop operating policies and procedures and direct the work of all department managers. Implement and monitor the budget, monitor the quality of the club’s products and services and ensure maximum member and guest satisfaction. Secure and protect the club’s assets including facilities and equipment.
Primary Responsibilities:
- Coordinate the development and execution of the club’s long-range and annual business plans to achieve the mission of the club
- Prepare comprehensive operating plans and budgets, obtain approval from the board, and operate in accordance with approved budgets
- Maintain a long-term capital budget to assure the sustained material condition of all physical assets of the club
- Plan, develop and approve specific operational policies, programs, procedures, methods, rules and regulations in concert with board-approved policies
- Direct the recruiting and training of all staff
- Establish employee rules and regulations, work schedules, internal controls, and a performance appraisal system
- Assure that the highest standards are set and achieved in providing member service and satisfaction
- Ensure that the club is operated in accordance with all applicable local, state, and federal laws
- Ensure compliance with regulatory and other governmental agencies that have oversight of various club assets and operations
- Provide the board and committees with relevant information on trends and developments in the club/residential community business
- Ensure that the committees established by the board are well-supported and operate in accordance with board-approved policies and directives
- Oversee security, risk management, and health and safety programs to ensure that measures are in place to protect members, employees, staff, and club physical assets
- Ensure that the board is thoroughly informed on the status of club operations, member satisfaction, and financial performance
- Provide a comprehensive communications program that keeps all appropriate constituencies informed on relevant matters
- Interact with local community leaders and organizations
- Perform other duties and functions as the club board may direct that are consistent with this job description
Direct Reports:
- CFO
- Director, Member Services
- Golf Course Superintendent
- Head Golf Professional
- Assistant General Manager
- Director of Membership and Communication
- Director of Tennis
Core Leadership Competencies:
- Ability to define a simple and understandable vision of success for the management team
- Ability to see the big picture, take stock, identify problems/needs, and conceptualize solutions/strategies
- Ability to focus on the essentials, to attend to detail, and to follow through on decisions
- Ability to create a sense of followership among subordinates
- Ability to attract and develop a strong supporting management team capable of ensuring a smooth transfer of responsibility when tasks are delegated.
- Ability to demonstrate a strong member satisfaction ethic and to interact with the membership in a frequent and friendly manner
- Ability to articulate the highest performance and ethical standards, demand compliance, and move swiftly and positively when corrective action is warranted
- Ability to cope with day-to-day pressures and maintain a healthy and positive culture
Candidate Qualifications:
- A minimum of 7 years of progressive leadership and management experience in a private club, hospitality, and leisure environment.
- A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
- Certified Club Manager (CCM) or in active pursuit of designation preferred.
Note: A pre-employment drug screen and background check will be required.
Salary and 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, October 27, 2021.
Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Belle Haven GM/COO Cover Letter” and “Last Name, First Name, Belle Haven GM/COO Resume”) respectively to execsearchus@ggapartners.com. Please email résumé with references.
Lead Search Executive
For more information about Belle Haven Country Club, please visit www.bellehavencc.com
GGA Partners Speakers Featured at CMAA 2021 World Conference and Club Business Expo
Sessions will focus on strategy, member feedback mechanisms, the next generation of club members, club trends, and member communications.
TORONTO, Ontario – Skilled specialists from GGA Partners, a trusted advisor to golf courses, private clubs, resorts, and residential communities around the world, will be presenting trends and tactics on a variety of subjects during the Club Management Association of America (CMAA) 2021 World Conference and Club Business Expo this week.
As with other major conferences in 2020 and 2021, the CMAA World Conference will be virtual, allowing attendees to login and learn effective ways to manage member feedback, attract the next generation of members, the latest industry trends, and how to effectively communicate their brand message.
GGA Partners specialists will lead the following discussions:
Monday, March 8 – Ask the Experts
Michael Gregory, a partner in the firm will join Trevor Coughlan from Jonas Software for a thirty-minute “Ask the Expert” session to discuss club feedback systems for members and customers.
Tuesday, March 9 – Setting Strategy for Long-Term Success
Partners Henry DeLozier, Stephen Johnston, Derek Johnston, Michael Gregory and Craig Johnston will be joined by several directors and managers to lead a three-hour session using real-life case studies allowing managers to interact and learn from each other with the GGA team providing ideas and solutions to enhance processes, research, and efficiency.
Thursday, March 11 – Adopting Proven Methods of Engaging the Next Generation of Club Members
Michael Gregory will lead a panel of club managers from Desert Mountain, Prairie Dunes Country Club, The Briar Club, and The Country Club through a discussion of their perspectives on how clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.
Thursday, March 11 – Ask the Experts
GGA Manager Bennett DeLozier will join Amilcar Davy from CMAA to discuss early results from the CMAA Trends Survey entitled A Club Leader’s Perspective: Emerging Trends & Challenges.
Friday, March 12 – Keys to Effective Communications
GGA Director Linda Dillenbeck and Manager Bennett DeLozier will share insights into the steps club managers can take to ensure their communications are clear, concise, and effective.
“Our business is helping clubs, large and small, to operate more effectively,” commented Derek Johnston, a partner in the firm. “The CMAA World Conference provides an outstanding platform to share knowledge and experiences with club leaders from around the globe.”
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, Manager
GGA Partners
bennett.delozier@ggapartners.com
602-614-2100
Connect with GGA Partners at the #CMAAVirtual Conference
Connect with GGA Partners at the 2021 #CMAAVirtual World Conference & Club Business Expo
March 8-12, 2021
The 2021 CMAA World Conference & Club Business Expo offers five days of stellar educational programming and the opportunity for those in club management to refresh their skills and industry knowledge, connect with fellow professionals, and explore the latest innovations and best practices.
Each year, we at GGA Partners look forward to syncing up with club managers to celebrate their successes, learn more about the challenges they are facing, and help them develop and implement a game plan for success.
As a long-standing CMAA Business Partner, we jump on every opportunity to facilitate education sessions which bring club managers together for knowledge-sharing and thought-leadership. In the hope that our paths will cross, you are invited to register for any or all of GGA’s education sessions, engagements, and activities.
Otherwise, swing by our virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line. Let’s have a conversation about what you and your club are working on in 2021, we are always willing to assist club managers.
Monday, March 8
Networking Break: Ask the Expert – Feedback Systems
1:30pm-2:00pm EST
Join Trevor Coughlan from Jonas Software and Michael Gregory of GGA Partners to ask questions and discuss club feedback systems for members and customers.
Tuesday, March 9
In-Conference Workshop: Setting Strategy for Long-term Success
11:00am-2:00pm EST
*Requires separate registration
Strategic planning is on everyone’s mind these days. One of the most frequent questions about strategy seems to be “Given the current environment, how do we actually set strategy for long-term success and sustainability?” and followed closely by “How do we implement a strategic plan in our club?”
This three-hour session is a hands-on approach using real-life case studies, allowing managers to interact and learn from each other, with the GGA team providing ideas and solutions. The session will leverage GGA’s processes, research, and experience and provide engaging opportunities for delegates to contribute.
During the first half of the session, participants will have the opportunity to learn from the GGA team and subject matter experts in strategic planning, governance, communications, member feedback, market research, financial planning, and analysis.
During the second half of the session, participants will be separated into smaller virtual breakout rooms with fellow club managers. In these virtual rooms, participants will have the opportunity to share their initial thoughts about the case and discuss solutions with their peers. The breakout rooms will subsequently rejoin to form one large group, at which point participants will be asked to respond to questions about the case using real-time polling software. Responses to the poll are individual and anonymous. This dynamic session will allow participants to see how their responses compare to their peers and hear from GGA how their answers may differ from industry best practices.
The session will conclude with the case solutions being shared with participants. By the end of the session, participants will achieve a better understanding of the importance of strategic planning for private clubs, proven processes for setting long-term successful and sustainable strategies, how strategic plans are implemented and become advocates for strategic planning at their respective clubs.
Join the GGA team: Henry DeLozier (Partner), Stephen Johnston (Partner), Derek Johnston (Partner), Michael Gregory (Partner), Craig Johnston (Partner), Fred Laughlin (Director), Eric Brey (Director), Linda Dillenbeck (Director), Bennett DeLozier (Manager), and Ben Hopkinson (Manager).
Wednesday, March 10
Club Business Expo
12:30pm-1:30pm EST
Swing by the GGA Partners virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line.
Thursday, March 11
Adopting Proven Methods of Engaging the Next Generation of Club Members
10:30am-11:30am EST
Research findings highlight how clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers. Hear from four managers whose clubs are quite different, and whose perspectives represent the next generation of club managers. The panel discussion will provide valuable insights about Millennials, the challenges they face, and the opportunities for clubs to be more relevant to the next generation of club members in their membership structure and pricing, offerings, and experiences provided.
Join Michael Gregory (Partner, GGA Partners), Jay Johnson (GM/COO, Prairie Dunes Country Club), Daniel Moreno (The Briar Club), Kristen LaCount (GM, The Country Club), and Passion Graham (Clubhouse Manager, Desert Mountain Club).
Networking Break: Ask the Expert – Club Trends
1:30pm-2:00pm EST
Join Bennett DeLozier from GGA Partners, and Amilcar Davy from CMAA, to discuss early results from the CMAA Trends Survey entitled A Club Leader’s Perspective: Emerging Trends & Challenges.
Club Business Expo
3:30pm-4:30pm EST
Swing by the GGA Partners virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line.
Friday, March 12
The Keys to Effective Communications
12:30pm-1:30pm EST
Join Linda Dillenbeck (Director, GGA Partners) and Bennett DeLozier (Manager, GGA Partners) for insights into the steps club managers can take to ensure their communications are clear, concise, and effective. In this session, we’ll discuss how clubs can forge stronger bonds with members, and successfully engage prospective members in the wake of these fundamental shifts in perceived value.
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.
Breaking Down Key Financial & Operating Data in Club Management
Derek Johnston of GGA Partners serves as expert resource in new podcast series exploring the CMAA 2020 Finance & Operations Report
The Club Management Association of America (CMAA) is the leading professional association for managers of membership clubs. With nearly 6,800 members across all classifications, CMAA manager members run more than 2,500 country, golf, city, athletic, faculty, yacht, town and military clubs. The objectives of CMAA are to promote and advance friendly relations among persons connected with club management; to encourage the education and advancement of its members; and to assist club officers and members, through their managers, to secure the utmost in efficient and successful operations.
CMAA’s research efforts have grown exponentially over the past several years, increasing the depth and breadth of information available to CMAA members and the broader club industry. In the Summer of 2020, CMAA released its updated competencies for the club management profession which featured the addition of data analytics as a core competency. Today “the numbers” are more important than ever and understanding what they mean, identifying trends, and deploying them for informed management decision-making is no easy task.
As a long-time CMAA Business Partner, GGA Partners has been called upon to assist members of the Association in exploring the recently released 2020 Finance and Operations Report – a detailed report of key financial and operating data from the club management industry which is based upon confidential surveys completed by 357 clubs in 2020 and includes a compilation and analysis of club finance and operations data.
In January 2021, CMAA launched a new micro-podcast series to help to bring the numbers to life, make them understandable, and give them context. In each of installment of the five-part series, Derek Johnston, CIA (Partner, GGA Partners) and Phil Newman, CPA, CIA (Partner, RSM) feature as expert resources to elucidate the significance of the research findings, expound the implications on club management, and translate the best practice application of these insights to club operations.
Johnston and Newman sat down with CMAA’s Melissa Low, CAE (Senior Director, Communications and Government Relations) and Kyle Jennings (Manager, Communications) to conduct the first in the series, a full-length podcast to introduce the series and provide an overview of club finance and operations.
Listen to the first podcast, below, for an overview of the series and dive deeper into the research in future episodes which will become available here and on the CMAA Soundcloud page. Subsequent episodes feature shorter “micro-pods”, 15-minute episodes focused on one of four key areas highlighted by CMAA in their Executive Summary.
Part 1: Introduction & Overview
Full-length podcast, 45 minutes
Using a methodical approach, the series begins with a high-level discussion about the Executive Summary of the report, the value of the research findings, and possible ways managers can use the financial and operational data in their roles.
Part 2: Capital
Micro-podcast, 16 minutes
“Take a look at your audited financial statements. What’s the first page? It’s the balance sheet…This is the most important financial statement,” explained Phil Newman. Listen to the second episode in the series to find out why understanding capital is so important in club management.
Part 3: Operations
Micro-podcast, 11 minutes
It has been said that golf facilities have been one of the unintended and lucky beneficiaries of situational and environmental changes brought on the coronavirus pandemic. But what does it mean for club operations and what changes should be expected in the new normal? Tune into the third episode in the series to find out.
Part 4: Membership
Micro-podcast, 14 minutes
The fourth installment in the series hones in on that which all clubs have – members. That is, until they don’t. Hear from the experts on membership attrition and why membership numbers are such a key driver on financial outcomes for club businesses.
Part 5: Personnel
Micro-podcast, 26 minutes
The last installment in the series dives into the Personnel section, exploring how the interrelated components of dues, operations, and membership impact personnel considerations, staffing philosophy, and levels of service. “It’s really important to make sure you’re tracking all the different lenses through which you can look at your labor force,” said Derek Johnston. Listen in for more insights.
We want to hear from you, get in touch with us for additional information on how best to look at your club’s financial and operational performance data:
Connect with Derek Johnston (Partner, GGA Partners) on LinkedIn
Connect with Phil Newman (Partner, RSM) on LinkedIn
GGA Partners Expands Research & Survey Capabilities with the Addition of Experienced Hospitality Research Professor
Dr. Eric Brey, PhD, joins GGA Partners as a Director to bolster consumer research capabilities
TORONTO, Ontario – GGA Partners has expanded its portfolio of services for private clubs, public golf courses, residential communities, resorts, municipalities and hospitality clients with the addition of an experienced research mind and acting hospitality educator.
Dr. Eric Brey, PhD, a researcher and professor at the University of Wisconsin-Stout, School of Hospitality Leadership, has joined GGA Partners as its newest director to expand the firm’s research efforts.
Dr. Brey’s research expertise will strengthen GGA’s capabilities in customer feedback and market research, both of which are core services for GGA. One of the many expanded offerings the addition of Dr. Brey supports is 3-Factor Theory Analysis designed to provide a deeper and more meaningful understanding of the touchpoints that have the greatest potential to impact customer and member satisfaction.
Recently, Medinah Country Club engaged Dr. Brey to conduct 3-Factor Theory Analysis using the raw survey data collected by GGA. “Identifying the touchpoints important to our members provided tremendous insight across our entire operation” stated Medinah Country Club General Manager Robert Sereci. “Clubs will benefit greatly by using this methodology to pinpoint opportunities on which to focus enhancement efforts to achieve the highest level of enjoyment for their members.”
In addition to enhanced customer satisfaction analysis, Dr. Brey’s vast experience in consumer research will provide expanded opportunities for survey interpretation, managed customer feedback, third party performance monitoring and analysis of existing client data to support GGA’s strategic planning and business intelligence services.
“The synergies created by combining GGA’s expertise in research and strategic planning with the knowledge and experience I bring to consumer research are exponential,” commented Dr. Brey. “Together we will be able to assist golf, club, resort and municipal operators with more detailed and comprehensive data analysis that will enhance their ability to make strategic decisions and improve their operational efficiency and customer experience.”
“Research is a cornerstone of our firm and consumer satisfaction is just one component of GGA’s capabilities in this space. Dr. Brey will play a key role in elevating GGA’s industry leading research, and will apply research best practices and new methods to develop even stronger insights for our clients,” commented GGA Partner Michel Gregory. “As a firm we are working to develop an all-encompassing approach to measuring real time, periodic, and long-term consumer feedback that will benefit a wide range of clients in the private club, resort and hospitality industries as well as municipalities who own golf and leisure assets”.
About GGA Partners
GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.
Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.
About Dr. Eric Brey, PhD
Dr. Brey earned his B.S. and M.S. from the University of Wisconsin-Stout School of Hospitality Leadership. In 2006, he earned his PhD from Purdue University School of Hospitality and Tourism Management. Dr. Brey spent six years at the University of Memphis, Fogelman College of Business and Economics, Kemmons Wilson School of Hospitality Management before joining the University of Wisconsin-Stout, School of Hospitality Leadership in 2012. In his current role, he serves as professor and chair of the school, teaching marketing, strategy and customer analytics courses, and conducting research on consumer-centric strategy.
Dr. Brey has published numerous peer and refereed journal papers, written industry white papers and book chapters, received many recognitions and honors and has conducted applied research for the United States Golf Association. Recently, Dr. Brey completed a research study for the USGA identifying more than 1,000 touchpoints golfers can have throughout their experience that impact satisfaction and dissatisfaction. The results of the research will provide insights to help operators gain a firm understanding of what customers need and how to meet and exceed those expectations.
Media Contacts:
Michael Gregory, Partner
GGA Partners
416-524-0083
michael.gregory@ggapartners.com
Murray Blair, Club and Branding Executive, Joins Global Golf Advisors as Director
Blair to expand the firm’s club and resort strategy, operations, transformation, and monitoring services
TORONTO, Ontario – Global Golf Advisors (GGA) – the leading authority on successful ownership and management practices for golf, private club, resort, and residential real estate businesses – has announced that respected club, resort, and branding executive, Murray Blair, has joined the firm’s Canadian office as a Director.
As a Director with GGA, Murray specializes in club and resort strategy, operations, brand building, transformation and performance monitoring. “The reimagination of club and resort businesses is in full swing with strategically crafted and nurtured brands driving value creation for savvy owners and operators,” explained Blair. “We at GGA are proud to support superior clubs and resorts around the world in developing and implementing the very best strategy and brand position in order to maximize club investment and lifestyle objectives.”
Murray will continue building upon GGA’s market-leading strategy and operations consulting services and leverage the firm’s robust research and analytics offerings to help clients transform their businesses and implement a game plan for long-term success and sustainability.
Derek Johnston, a partner in GGA’s Toronto office, provided insight into how the firm’s expanding team enhances its commitment to client success, “GGA’s mission is to help our clients solve their toughest problems. We are increasingly asked to remain involved in our club client’s projects on an ongoing basis; to monitor progress and, when needed, effectively evolve strategy to truly maximize performance over the long-term. Murray’s club leadership experience, history of managing premium brands, and dynamic charisma are perfectly aligned to deliver on these services. He is an incredible addition to our team and an invaluable resource for clients.”
Murray rejoins GGA after a successful eight-year stint leading transformations for a large retail brand and one of the top private clubs in the Greater Toronto Area.
“I am eager to rejoin the GGA family,” said Murray Blair, “I have remained in close contact with the GGA team during my time in club management and operations, and have enjoyed watching the firm grow and prosper. I have particularly enjoyed seeing GGA’s younger team members grow into industry leaders. I am thrilled to have the opportunity to work alongside such a dedicated and capable group again and contribute to the firm’s continued growth.”
Murray joins GGA to expand on what has already been a multifaceted career in the club and resort industries. Most recently, Murray was the General Manager at Granite Golf Club, one of Canada’s most innovative private family golf clubs, successfully rejuvenating the club’s brand and membership.
Prior to joining Granite Golf Club, Murray spent three years as Vice President at Joe Boxer, modernizing the garment brand for the Caulfield Apparel Group and leading Joe Boxer through an award-winning rebranding process that revitalized the brand, ultimately earning a 2014 Cassies Bronze medal.
Over the course of his career, Murray has also worked for the TPC organization as part of the opening team at TPC Scottsdale; spent four years with Marriott hotels in Arizona and Napa, California; ten years running the golf division for Fairmont Hotels, during which time he was ranked as one of the top 25 most influential people in Canadian Golf; and three years as a Vice President with ClubLink before his initial four years of consulting with Global Golf Advisors.
Through these experiences, Murray has been involved in the development and restoration of a number of great golf courses in North America including Banff Springs, Jasper Park Lodge, The Algonquin Resort, and Mayakoba in Mexico. Murray is active across the club industry serving on a number of advisory boards, including the Golf Ontario board, and delivers education sessions at various industry conferences.
About GGA
Global Golf Advisors (GGA) has provided industry-leading advisory services to more than 3,000 clients worldwide including private clubs, hotels, resorts, residential golf communities, developers, homebuilders, government agencies and municipalities, financial institutions, investors and lenders. Operating out of three global offices in Toronto, Phoenix, and Dublin, GGA is a highly specialized consulting firm focused on club and leisure related assets with a professional services heritage as the KPMG Golf Industry Practice. The firm’s expertise lies in its ability to effectively meld club management and operational expertise with highly capable professional strategists and experienced business analysts. GGA personnel include former club managers with experience leading exceptional clubs, along with alumni of Deloitte, Fairmont, KPMG, Marriott, Pulte Homes, PwC, and Scotia Capital. For more information, please visit www.globalgolfadvisors.com.
Media Contact
Derek Johnston, Partner at Global Golf Advisors
djohnston@globalgolfadvisors.com
905-726-0701
Murray Blair, Director at Global Golf Advisors
mblair@globalgolfadvisors.com
416-728-4186
2018 Club Governance Model Executive Summary
The Club Governance Model (Model), which was developed in 2007 and updated in 2018, is built upon accepted principles and best practices in nonprofit governance. Although this Model is directed primarily toward member-owned clubs, the principles embodied in the Model are no less applicable to clubs with a different ownership structure. The primary purpose of the Model is to optimize the most fundamental quality of a governance system – the smooth flow of authority from the club owners to the club staff and the corresponding flow of accountability from the staff back to the club owners. The Model, as shown in the flow chart below, is simply a set of principles designed to keep communications throughout the organization clear and the roles of key participants unambiguous.
The extent of the changes required of a club to implement the Model will depend on the governance system that it presently employs. However, the ease of implementing the Model will depend less on the number and extent of changes needed and more on the commitment of the club’s leaders, namely, the President, the Club General Manager/Chief Operating Officer (GM/COO), and the Board members. A club that is considering the Model for its governance structure and processes must not only assess the necessary steps in moving to the Model, but it must also measure the resolve of its leaders to follow through on the implementation. The caution to be followed here is “don’t start the process unless you have the commitment to finish it.”
Implementing the Model will usually involve amending the bylaws, although the changes recommended are usually straightforward and non-disruptive. The implementation step that will call on the greatest effort, and therefore commitment, is the development and eventual employment of a Board Policies Manual (BPM). From the time that the Board approves the initial version of its BPM, this important document can serve as a governance management system that provides a clear-cut path to success. As with any good system that is utilized on an on-going basis, the BPM will be continually modified and refined to respond to a changing environment. As the Board rely more and more on the BPM to be its single and clear voice, it will reinforce the underlying principles of the Model and allow the club to accrue the substantial benefits of an efficient and effective system of governance.
Overarching – From a high-level perspective, boards are meant to only serve a strategic role whereby their main function is safeguarding assets and evaluating and developing long-term strategic options. The role of management is to operate the club, while committees are meant to only serve an advisory function, with no authoritative or executive powers.
Board Members – Board members are, of course, club members. As such, they are customers, and volunteers. Board members are also trustees or governors in that they are elected to govern the affairs of the club subject to limitations that may be set out in the bylaws. But Board members have the authority to govern (i.e., are “governors”) only when they are taking part in an official Board meeting. Even though Board members are often active in committee meetings or efforts to assist the GM and his or her staff, when Board members are not in an official Board meeting, they are serving as volunteers and not governors.
Club Officers – Club officers, typically the President, Vice-President, Secretary, and Treasurer, are normally Board members with special responsibilities in addition to their duties as Board members. They are usually elected by the Board and subject to the Board’s authority and direction. As such, they have the authority only when it is granted by the bylaws or the Board. This means that the President does not represent a separate level of authority and does not supervise the GM except as specifically authorized to do so in the Board Policies Manual. The President is almost always the Chair of the Board and is responsible for maintaining the integrity of the governance structure and related processes. He or she normally is the chief representative of the members and the spokesperson for the Board. As Chair of the Board, he or she sets the agenda of Board meetings and ensures that the Board stays at an appropriate level with its thinking, discussions, and policy development. The President is often an ex officio member of all committees. Therefore, he can serve both in a coordinating role among the Board Committees and in a leadership role in keeping them focused on their respective scopes of responsibility. The duties of other officers are not discussed here because they have less to do with the governance structure and processes.
Committees – As shown in Exhibit I, the Model contains two types of committees. The Board Committees support the Board in Board-level functions (e.g., Governance, Finance, and Programs) while the Operations Committees (e.g., Golf Committee, Green Committee, Tennis Committee, Food & Beverage) support the GM. Board Committees study issues and recommend policies that support decisions at the Board or strategic levels. Operations Committees serve the GM by offering critical member (customer) input and in sharing the workload by helping with events and activities. As critical as the committees are in supporting both the Board and GM, they serve in an advisory capacity, not from a position of authority.
General Manager – The GM is the single agent of the Board with responsibility to carry out the purpose of the club within the policy boundaries set by the Board. Therefore, he or she has operational authority to employ and allocate the resources of the club to serve its members so long as he stays within the boundaries set by the Board in the Board Policies Manual.
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This article was authored by George Pinches, a Director at Global Golf Advisors, who specializes in Club Governance. Reach him at gpinches@globalgolfadvisors.com.
