Hustling to Restore Hogan’s Alley

Imagine how the architects who were commissioned to restore the Notre-Dame Cathedral to its original magnificence felt in 2021 when awarded the project and given an ambitious timeline for its completion. Or how a surgeon feels with Tiger Woods on his operating table.

Welcome to the emotion-charged worlds of Colonial Country Club CEO Frank Cordeiro, director of agronomy Rich McIntosh and renowned golf course architect Gil Hanse when the decision was made to fully renovate one of the most historic courses in America.

Their job was to bring Colonial back to the way it played in its early days — say, in 1941 when Craig Wood won the U.S. Open over the track that came to be known as Hogan’s Alley, so named for Ben Hogan’s five wins there.

They were tasked with reintroducing a ruggedness to the landscape — a more natural look and feel — and bringing the added influence of the Trinity River into play. While the patient was on the table, why not also revamp the course’s irrigation systems?

Oh, almost forgot: They would have less than a year’s time to complete the project before PGA Tour players struck their first shots at Colonial in the long-running Charles Schwab Challenge. Under more normal circumstances, such an undertaking would require 18 months.

Hanse, whose résumé includes restorations at Los Angeles Country Club, the Olympic Club, Oakland Hills and Baltusrol, had faced aggressive deadlines before in his celebrated career. But those challenges didn’t come packaged with Texas’s unpredictable weather. The renovation’s success hinged on the course’s recently planted turf making it through the winter without significant setbacks. On that score, they surely found no comfort in the state’s recent history of record-breaking ice and snowstorms.

Nor would there be any mulligans. The timeline allowed for no adjustments — the pros would be the first to play the course, even before any members.

Intimidating? Daunting? Risky for men with their estimable reputations?

As Hanse said — and many others no doubt believed — failure was not an option. “When you have a deadline like this, you really can’t fail. There’s so much riding on it.”

Those who took on the challenge — a group that also included Caveman Construction, LaBar Golf Renovations, Heritage Links, Michael Kuhn & Associates and Colonial’s own agronomy staff — followed in the bold footsteps of Colonial founder Marvin Leonard. Some eight decades ago, Leonard envisioned a golf course and club unlike others in the Lone Star State. He wanted bentgrass greens when others warned against it. He conceived of an invitational event for the world’s best players. He persuaded the USGA to bring its national championship to Colonial only five years after it opened.

The team swung into action almost as soon as the last putt dropped in the 2023 Charles Schwab Challenge. In all, they moved upwards of 30,000 cubic yards of dirt as part of a $25 million budget.

A supportive membership surely relieved some anxiety. “The project received well over 80 percent support at the time of the project approval vote,” Cordeiro says. “Throughout the project, the members were patient and supportive. No complaints, just encouragement, support and excitement.”

By now, we know the project was successful. Reviews were unabashedly positive in the days leading up to May’s tour stop and during the tournament.

“The project was executed without a single change order. Amazing on a project of this scope, complexity, and schedule. Not possible without great partners,” Cordiero marvels.

Even some of golf’s notoriously harsh critics were impressed.

“I imagine it’s tough for a course designer to bring a course back in time, but accommodating the modern game, making it maybe more playable for an average member 51 weeks of the year, but still a championship golf course making it as or more difficult for us,” Jordan Spieth said on the eve of this year’s Charles Schwab event. “I guess time will tell over the next four days, but it really seems like he’s somehow done that, and that’s really cool.”

GGA Partner Henry DeLozier penned this article for golfcourseindustry.com. It appeared in July 2024.

3 Steps for Successful Member Retention

In a recent study of the 4,000-plus private clubs in North America, GGA Partners™ found that almost nine in 10 clubs are full and experiencing significant wait-list growth. Certainly, the pandemic introduced by the novel coronavirus has brought unprecedented growth to private clubs. The question now is…how will clubs retain all of these members?

Here are three factors club leaders should monitor:

UNDERSTAND MARKET EVOLUTION
During the past several decades, four factors most consistently influenced demand for club memberships:

 

  1. Favorable location, as most club members drive less than 18 minutes one-way to reach their club from their homes or offices.
  2. Household income within the draw area of the club (the 18-minute reach).
  3. Employment status among the market audience, as to its reliability and growth potential.
  4. Educational attainment within the market area…more highly educated people are usually most capable of the financial requirements of membership.

The pandemic has blurred the historic lines as people have become less mobile and have found private clubs to be a safe haven for their families. Now, the market has evolved to maximize the influence of proximity; thus, proximity/location is of great significance. Current indications suggest that this reliance on clubs will endure as many professionals work remotely and have more time that was previously required for commuting to and from work.

Club leaders and operators must remain current regarding market conditions, requirements, and expectations.

MONITOR MEMBER SATISFACTION & ENGAGEMENT
Member satisfaction is the primary metric followed closely by engagement metrics. Knowing how engaged members are with the club is a simple measure of participation in special events, dining, new concepts, and programs. Survey members regularly using brief and to-the-point member satisfaction measures.

Alarm bells should sound when members are less engaged and enthusiastic about the club’s offerings.

WATCH FOR THE “CANARY IN THE COAL MINE”
Traditionally, a live canary was used to monitor air quality in the mine and would die if the air were not safe to breathe. The idiom suggests the importance of an early warning system for the club. Three dependable “canaries” for your club are:

Member Attrition – Most clubs have historic reference points for how many members are lost each year to mortality, relocation…life. In lean times, clubs struggled to sustain a balance between new members joining and those lost. Currently, more members want to join than wish to leave. Monitor the trendline as an early indicator.

New Member Leads Traffic – Current demand for new memberships is very strong. It will cool as society evolves past the pandemic. Club leaders should consider the flow of new inquiries – people who wish to join the club – as an early indication of market change. Each club should know its own successful conversion rate and understand that it must maintain leads in excess of attrition since some leads do not convert into full membership equivalents.

Consumer Confidence – Your club should make consumer confidence a part of each member survey using such simple questions as “are you confident for the club’s future” or net promoter metrics to track. The Conference Board is the source of the Consumer Confidence Index, which you can use as a broad indicator, and it does not replace the valuable guidance available from your own members.

Members are the lifeblood of private clubs. Recruiting and retaining them is the difference between success and failure.

GGA Partner Henry DeLozier penned this article for BoardRoom Briefs. It appeared in the June 22, 2024 edition.

4 Priorities for Private Club Boards

“When the ox is in the ditch, there is much work to be done.” In most private clubs, the “ox” is a troubling or confounding situation that could – or should – have been avoided. Noted private club attorney, Robyn Nordin Stowell of the Spencer Fane LLP law offices admonishes clients who have not called before putting the ox into the ditch. “Clubs are so well managed and led these days that after-the-fact guidance should be unnecessary,” she says.

Want to keep the ox out of the ditch at your club? Attend to four practices that reduce risk and keep your club on solid ground.

1. Execute twice-per-year legal reviews with your club attorney.
Meet with your legal advisors to anticipate emerging challenges or issues on which the club and its servant leaders should be anticipatory; Among the concerns one should voice are:

• Board Minutes – In your review of our board meeting minutes, do you see any matters of concern or legal risk that should be corrected? Board minutes should be reviewed to minimize misstatements which could pose future risks to the club or its directors.
• Membership Program and Representations – Membership demand since the pandemic has filled most clubs still using membership documents that were created before CY 2020 when most clubs were aggressively seeking more members.
• Governance and Disciplinary Practices – The board should review its disciplinary practices to ensure that those practices conform to current standards of best practice…and state statutes.

2. Conduct an annual risk assessment with your property and casualty insurance provider.
One of the most rapidly increasing costs for most private clubs is property and casualty insurance…if you can obtain it. With rates increasing as a reflection of the overwhelming risks insurers are experiencing – whether wildfires, hurricanes, and tornadoes – in addition to the usual slip/fall risks, club leaders should evaluate risks with the understanding that most insurance premiums are a factor of annual club revenues adjusted (multiplied) by a risk factor that is established across business segments. Ask your insurance representative to conduct a risk assessment that may result in savings for the club – unless your club is not in safe operating condition.

3. Meet with the club’s auditor 90 days before the scheduled annual audit.
Many club leaders dread the annual audit. Embrace this independent, third-party review of the club’s books as an opportunity to improve operational results, which may reduce financial risks throughout the club. Your auditor sees many clubs and can provide financial benchmarks in addition to sound business advice.

4. Execute an annual evaluation of your club’s cyber security.
“The cyber battlefield never sleeps,” says Joseph Saracino, CEO of Cino Limited, which specializes in cyber security for private clubs. “In today’s world, many of us are sitting ducks, waiting to become the next cybercrime victims to be publicized by the media.” If an ounce of prevention is worth a pound of cure, take aggressive steps to ensure that the club’s members can rely upon a safe haven for themselves and their families.

Planning and acting ahead of the problem are a sure sign of effective servant leadership. Will you wait for the problem to put your club in the ditch or prevent the problem? Pretty easy choice when you think about it.

GGA Partner Henry DeLozier penned this article for BoardRoom Briefs. It appeared in the May 18, 2024 edition.

3 Keys to Consensus Based Strategy Planning

Private clubs operate within a unique ecosystem where member satisfaction, financial sustainability, and strategic foresight intersect. To navigate this complex landscape successfully, effective planning requires a consensus-based approach to strategy development.

Consensus-based strategic planning in private clubs requires club leaders to develop strategic plans that align the goals of multiple stakeholders, including members, employees, management, boards and committees. It emphasizes collaboration, communication, and shared decision-making processes to ensure that the strategic direction of the club reflects the collective interests and priorities of all involved parties. This approach fosters a sense of ownership, engagement, and commitment among stakeholders, leading to more effective implementation and sustainable success for the club.

The development process involves synthesizing member feedback, conducting comprehensive research, collaborating with experts, and ensuring financial viability. Here’s how these elements come together to form a robust strategic framework.

Informed Member Feedback: At the heart of every successful club strategy lies the voice of its members. However, gathering member feedback is not merely about soliciting opinions but rather about structuring the feedback process strategically and with a sound research methodology. Members who are in essence the customers of private clubs, are unique in two distinct ways: First, many are also owners, with a vested interest in the club’s success beyond the member experience. Second, they often don’t want the club to operate strictly like a business in certain aspects, as members typically prioritize experiences over financial performance. Considering these factors, it is essential to design surveys and engagement platforms that prompt members to prioritize their preferences and consider trade-offs. While member input is vital, it is just one data point to be considered alongside research and industry expertise.

Comprehensive Research: Comprehensive research is essential for private clubs to develop a robust strategic plan. This involves analyzing internal dynamics like membership demographics, financial performance, and member satisfaction, alongside benchmarking against peers and industry standards. Understanding market trends and using dynamic financial models for scenario analysis adds depth, helping clubs anticipate shifts and make informed decisions. This research-driven approach not only optimizes resources and enhances member experiences but also forms the foundation for consensus-based strategy, aligning stakeholders and ensuring strategic alignment.

Expert Collaboration and Maintaining Impartiality: Developing a consensus-based strategy requires collaboration among experts with diverse skill sets. This includes individuals proficient in business, finance, law, hospitality and strategic planning. However, it’s essential to recognize the nuances of the private club industry and leverage management and external industry experts to bridge knowledge gaps effectively. Maintaining impartiality throughout the strategy development process is critical. Balancing diverse interests and opinions within the club requires a data-driven approach that prioritizes objective analysis over personal preferences. By leveraging data and insights, clubs can make informed decisions that benefit the collective interests of their members while ensuring organizational resilience and growth.

Private clubs are unique and operate in a complex landscape. Employing a consensus-based approach to strategic planning is an important process to ensure your club is positioned to thrive now and in the future.

Matt Clarfield is a Manager at GGA Partners specializing in helping clients develop comprehensive strategic plans. To reach him, email matthew.clarfield@ggapartners.com.

Addressing Board Transparency

ADDRESSING TRANSPARENCY
THREE FACTORS CRITICAL TO HIGHLY EFFECTIVE PRIVATE CLUB BOARDS

As society becomes more open and increasingly skeptical, club members demand greater transparency from their boards. Whether in member focus groups, general meetings of members or the club dining room, members seek greater transparency.

Three factors are proving critical to highly effective private club boards: (a) communication methods, (b) communication cadence, and (c) nondisclosure rules.
Boards are encouraged to heed three primary factors:

Establish and normalize the board’s communication methods. Develop a comprehensive communication plan for the club and make board communications an important and consistent part of the club’s communications. In so doing consider:

1. Topics of interest – Most club members seek a sense of “belonging.” See that they are invited to suggest topics of interest to them. In most clubs, that roster of needs includes activities and events, human interest stories about fellow members and staff, and the latest programs for each member segment. To ensure a sense of inclusion, see that members are aware of important activities well in advance of the sign-up or registration periods.

2. Multiple media options – Rely upon a wide array of media tools ranging from social media, email, postcards, and posters within club buildings. Most clubs serve multiple generations with preferred and most commonly used media options. Recognize that different subsets of the club’s members – separated by gender interests and generational media usage – require recognition and programming.

Maintain a reliable cadence of communications. Establish, announce and honor a realistic cadence of communications by topic and by membership category to help your members know what to expect and when. There are several keys to an effective communications cadence:

1. Communications profile – Develop an understanding of communications preferences for each member. Understand when – by day of the week and time of day – each member wants communications from the club. Understand what media options each member prefers. Use it.

2. Communications calendar – Publish the communications calendar to enable all members to watch for the topics of greatest interest to them. Keep it. Ensure that members and staff are well aware of the schedule and have ready access to each communication.

3. “Big events” communications – For the most popular club-wide events, such as the member-guest, holidays with Santa, parent-child dance, interrupt the normal cadence to draw attention to these special occasions.

Be transparent about the topics which will not be disclosed. Some topics – such as matters of club member discipline, employee compensation and benefits, and contract negotiations while in process – are confidential and should not be disclosed. Make it clear to members that topics require confidentiality of board members … and honor that confidentiality requirement. Be understanding and consistent to demonstrate that the board seeks the openness many members desire except on these important points.

Be transparent about what topics the board will not divulge for reasons of confidentiality and employee/member privacy. Some members want to see board meeting minutes and the club’s financial information, such as the balance sheet and income statement. The board should develop and broadly communicate what information it will share with members and in what format. The board is well advised to remember that these reports should be considered confidential and, therefore, not readily distributed outside of the club membership.

Beyond members’ demands for greater transparency, effective boards want club members to be well-informed and engaged with their clubs. Private club boards must maintain highly effective, truthful and consistent communications with club members. The rewards are greater member satisfaction, member engagement and a restful night’s sleep for board members.

This article was written by GGA’s Henry DeLozier for The Boardroom Magazine. It appeared in the March/April 2024 issue.

CMAC Partnership Continues

The Club Management Association of Canada and GGA Partners Renew Partnership Agreement for Three Years

The Club Management Association of Canada (CMAC) and GGA Partners are pleased to announce a partnership renewal agreement for a three-year period. The CMAC Corporate Partner Program recognizes industry partners that share the values of CMAC and offer members support as leaders in the club management profession in Canada.

The renewal as a Platinum Corporate Partner will continue to showcase GGA Partners long-standing commitment to the professional club industry and CMAC in the categories of strategic planning, business intelligence, and people services. GGA will continue to support CMAC members by facilitating an Annual Club Industry Survey focused on trends and relevant club industry insights. Beginning in 2024, GGA will work with CMAC to conduct and deliver the Annual General Manager and Food and Beverage Compensation Reports of CMAC members.

CMAC’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 Association 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) and Certified Chief Executive (CCE) designations. Access to career opportunities, and a forum for networking for COOs, GMs, clubhouse managers, food and beverage supervisors, golf superintendents, chefs, and other professionals involved in club management are also important offerings of CMAC.

“We are excited to extend our relationship with CMAC and its members as a platinum corporate partner,” commented Michael Gregory, a Partner and Managing Director of the firm. “As a trusted advisor to many of the top clubs nationwide, we have the ability to seamlessly integrate our brand with CMAC and provide value to its members through our research and people services contributions.”

“GGA Partners continue to illustrate their dedication to the professional club industry and we’re thrilled to continue working with their group as a platinum corporate partner for the next three years,” indicated Suzanne Godbehere, chief executive officer at CMAC. “As a long-standing corporate partner, the firm has provided guidance and valuable industry insights to our members and we look forward to working closely with Michael and his team.”

 

About the Club Management Association of Canada
The Club Management Association of Canada is the national professional association for individuals involved in the club management profession in Canada. Since 1957, the association has been supporting members with education, certification, networking and member events to facilitate them being the best in the industry. Members include general managers, chief operating officers, assistant general managers, clubhouse managers, golf superintendents, chefs, controllers, food and beverage supervisors, golf professionals, as well as students interested in pursuing a career in club management. CMAC professionals work at private, semi-private and public golf clubs, country clubs, city clubs, faculty clubs and recreation and leisure clubs.

CMAC is headquartered in Toronto, Ontario with over 650 members and 11 branches across Canada.

Michael Leemhuis, CCM, CCE, Master PGA, CMAA Fellow, Joins as a Partner of the Firm

GGA Partners, a ClubWorks company, announced today that Michael Leemhuis, M.A. Ed, CCM, CCE, Master PGA, CMAA Fellow, has expanded his role within the ClubWorks network and joined GGA Partners support the growth of the Executive Search Practice.

As a Partner at GGA Partners, Leemhuis will be focused on growing the firm’s executive search and people services practice. In his role, Michael will leverage the firms leading recruiting practices, along with his vast network of contacts to find and place top-level talent.

“Michael’s experience in the golf and private club industry will be a tremendous asset to GGA,” commented Managing Director and Partner Michael Gregory.  “His experience managing elite private clubs, coupled with his experience recruiting candidates for top clubs over the past five years, will help GGA continue to deliver the highest quality executive search services to clients.”

Leemhuis will continue in his role at ClubWorks as Chairman & Chief Executive Officer as the organization continues adding to its growing platform of leading service providers to the private club, resort, and hospitality industries.

Michael will be based in the West Palm Beach office. He can be reached via email at michael.leemhuis@ggapartners.com.

Jeff Germond, CCM, to Join GGA Executive Search Team

Jeff Germond, CCM, will join the GGA Executive Search Team effective February 1, 2024 after completion of his tenure as COO of Mississaugua Golf & Country Club.

Jeff’s experience encompasses all aspects of club management, from food & beverage to operations, finances and human resources. His vast knowledge of the inner workings of high-end private clubs and all aspects of food & beverage operations will benefit all clients who need to fill culinary and all leadership positions.

Jeff began his career as an Executive Chef with an emphasis on building and fostering high-performance teams. Over the course of his career, he had the opportunity to work at several of Canada’s premier clubs, including the National Golf Club of Canada, Hamilton Golf & Country Club and St. Catharine’s Golf & Country Club, among others. He is currently completing his tenure as the COO at Mississaugua, after which he will bring his experience and knowledge to GGA.

Jeff will be based in GGA’s Toronto office. As of February 1, 2024, he can be reached via email at jeff.germond@ggapartners.com.

Colin Burns, CCM, Joins GGA Executive Search Team

Many of you know Colin from his three-decade career as the General Manager at Winged Foot Golf Club. During his tenure at this top-rated club he played an integral role in hosting multiple major golf championships, including the 2006 and 2020 US Opens, the 2004 US Amateur and the 2016 Four-Ball Championship. He also oversaw more than $100 million in capital projects, including the complete restoration of both golf courses.

We are delighted to announce that Colin has joined GGA Partners and will focus on next-level executive search services for clubs seeking high-quality, long-term candidates..

Colin spent 30 years “on the other side” as a client of search firms, the benefit of which is a clear understanding of what makes a good search.  He has spent countless hours in board meetings which has provided the ability to identify both club and board room culture. He has an incredible network of professional contacts from which to recruit the right individual who views your goals strategically and has the knowledge of how to get there. Each of these attributes and experiences will benefit you in your search for the right individual to help your club succeed.

Colin will be based in Connecticut and can be reached via email at colin.burns@ggapartners.com.

5 Tips for “Yes” in Your Capital Call Communications

People fear change when they don’t understand the reason for it. And when they don’t understand the reason, they resist it.

In our work related to capital investment communications, we find that the vast majority of private club members understand and accept that it is their duty to leave their club better than they found it, with the caveat that the investment they are being asked to make is reasonable and necessary.

While obtaining a positive vote for your upcoming assessment is not guaranteed, getting members to say yes to being assessed can be much more achievable by following these 5 guidelines:

1. Communicate the Need

One of the keys to achieving a positive assessment vote outcome is to clearly communicate the need for the proposed upgrades. Whether your irrigation system is past its useful life and now costs more to maintain than replace or your casual dining area cannot service the demand or still has 1980’s decor, it is important to educate members about the need for the upgrades as well as the benefits that members will receive from them.

2. Engage Members in the Process 

Gone are the days when new amenities being proposed were based on the desires of a board member or two. Today, board members and management teams have adopted a more strategic approach to determining investments needed to ensure their club’s continued success. Club leaders are apt to rely on member surveys and focus groups as the starting point to understanding the need and the desire for capital improvements. It is a good first step, but not the only one. The most effective club leaders prepare preliminary plans and drawings with the understanding that once members have a chance to review the information, there will likely be a need for changes. We encourage clubs to present the plans in multiple meetings with small groups of members. This allows the facilitator to engage each member to hear questions and comments. This method allows the facilitator to control the flow of the meeting and ensure that one or two members are not monopolizing the meeting. Once all meetings have been completed, a recap of the key takeaways should be shared with all members.

3. Don’t Rush the Process 

Typically, the reaction to the introduction of major capital improvements and the associated assessment will be quite mixed. At GGA, we typically find that 20% of members will fully embrace the upgrades and 20% will be adamantly opposed to the plan. The remaining 60% need time to process the information and become comfortable with the prospect of the changes to the club and their budgets. That’s why it is vital to allow time for members to process the information, become comfortable with the plan and consider how it will benefit them. If you rush to a vote, there is a good chance the level of support needed will not be achieved. But if you take the time to communicate how you are addressing member concerns, answer member questions, provide plan updates, then ask for support, you will have a much greater chance of getting to that “yes” vote.

4. Develop an Equitable Payment Plan

The most senior members at clubs are least receptive to paying a lump sum assessment, using the argument that they will be paying for something they will not be able to enjoy for long. To ensure the capital improvement payment plan is not the deterrent to support, many clubs have moved to a “pay as you go” program whereby a small portion of the total assessment is paid in a lump sum, but the remaining assessment amount is paid monthly or semi-annually over three to five years. Not only does this payment option make it more manageable for all members, it also shows that those who will be enjoying it for years to come will assume more of the burden of paying for the plan.  

5. Bring Members Along on the Journey

Just like you, members are overwhelmed by the sheer volume of information that bombards them every day, which means that your capital investment communications need to work harder than ever to break through the clutter. Efforts to keep members informed along the journey to improve their experience should carry a consistent theme, be repetitive and as short as possible.

A clear, consistent communications plan to educate and engage your members in the process of planning your capital improvements will ensure that fear is not the deciding factor of your club’s future.

Interested in learning about GGA’s Capital Call Communications services?

If you would like to learn more about how we can help your club execute a capital call, please contact us.

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