November/December 2004
Dear Fellow PCS Subscriber:
Seasons Greetings! The holiday season is upon us.
As Chairmen of the PCS
Committee, we urge you to take advantage of some of the benefits your PCS subscription provides you. During this holiday season, take time to review your policies on alcohol service, food safety, and consult
Kurt Kuebler,
CCM your Premier Club Services material on holidays and other human resources issues. Have a safe and happy holiday season and ensure your members do, too!
This issue of At Your Service brings you a wealth of information. Included are tips on complying with regulations and laws as well as building a good team and having fun at work ... varied topics, yet all pertinent! You’ll find information on the following:
• Chef Michael Redmond, CEC, contributes information on building a culinary team at the club.
• Susan Clarke asks, “Do You Know How to
Have Fun at Work?” We all need to remember to incorporate levity into our hectic days!
• Alan Achatz, CCM, CHE, provides tips on implementing an employee safety program at the club. Find out how long the process should take and where to begin.
• Elizabeth DeConti continues her series of articles on food and beverage liability. She breaks down the topic and gives us much to think about in terms of our own food and beverage operations.
• Find out how to design professional-looking promotions and f lyers for your members. Check out
Judy Litt’s “Top Ten Tips for Non-Designers.”
• Do you use golf carts on your property? Make sure you are keeping drivers, riders and pedestrians safe by following basic, common-sense rules.
Jack Kirkpatrick,
CCM
Please be sure to v isit the Premier Club
Serv ices booth at the Member Serv ices
Pav ilion at CMA A’s Annual Conference on Club
Management in February 2005. Better yet, make it a point right now to bring a fellow chapter member, a board member or member of your staff by to see all of the products and serv ices contained in the PCS subscription. PCS staff members will be on hand to discuss any needs you may have or ideas for improv ing the subscription package.
Sincerely,
Kurt Kuebler, CCM
Jack Kirkpatrick, CCM
is not as simple as placing an ad in the local newspaper. An active culinary team can call people from within the local or regional area if they understand what the club is looking for. Additionally, the same group of people can either draw in or alienate
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What makes a good club chef ? Hiring a club chef and building the club’s culinary team with him/her is a big investment for boards and general managers and one that comes with big rewards for all involved if the fit is right.
To begin, hiring and forming the culinary team takes time and is not something that should be done under duress. It takes time to find the talent, personality and set of mutually beneficial goals. It
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Focus On . . . . . . . . . . . . . . . . . . . . . . . . 1
Industry Update . . . . . . . . . . . . . . . . . . 3
Back of the House . . . . . . . . . . . . . . . . 4
Noteworthy . . . . . . . . . . . . . . . . . . . . . . 6
Service/Product Spotlight . . . . . . . . . . 8 www.premierclubservices.org

November/December 2004
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At Your Service the people in that market based on their commitment to both their profession and their club. The individuals who will shape their attitudes are both the executive chef and the general manager.
One of the most important working relationships within a private club is that of the general manager with the executive chef. The chemistry between these two needs to work in a way that positively energizes the chef and, in turn, the culinary team. The general manager’s attitude is contagious; he or she dictates the pace — good, bad or indifferent. He or she needs to share his or her vision with the chef, and the chef needs to be comfortable buying into and supporting it or all that chemistry is wasted energy.
In order to build the culinary team properly, the chef needs to have the tools necessary to do his or her job. This doesn’t mean buying the most expensive cutlery or the newest equipment; it means setting standards and abiding by them, encouraging professional growth within the entire team and building pride in the organization and profession. It means setting measurable goals and then giving the team the tools needed to achieve them. It means encouraging the team members to get out in the world and build on their experience in person through tasting, smelling and touching new and different foods in new and different places.
Many times in the private club business, the general manager and the membership are asking the chef and culinary team to prepare a dining experience for them that the chef and/or members of the culinary team have not personally experienced.
Furthermore, the chef and culinary team have not been encouraged to nor even had the opportunity for that type of experience. When is the last time you, as the general manager, invited your chef to attend a seven-course wine dinner or have them experience the local hot spot? Many times we hear dinner was good but there was too much food. Many times it’s because the team has not experienced a multiple-course dinner. Get your culinarians out of the club to experience new things!
One of my strongest beliefs is that you must implement the standard and keep it!
That means through tough budget years too!
Young culinarians will take a pay cut or a lower wage than they’re offered down the street if they believe your executive chef can mentor them to a higher level.
You won’t keep good help just by throwing money at them! If you believe you need to pay people more to keep them happy, you will either never build your team or never build the right team to raise it to the next level. Try giving them sound opportunities as well as visible recognition for accomplishments. Break the barriers of the kitchen with the entire culinary team, not solely the executive chef!
The property will not prosper purely on cost-cutting measures, and this rarely works in the culinary department.
Your executive chef can make your property’s food cost be anything you want it to be, even with very little skill, through portion-sizing and variances in quality that won’t be detected in the short term. While there have to be basic, reliable systematic controls, there cannot be a sacrif ice in the end product. Quality is not something that can be compromised, neither for your customer/member, nor for your team.
Shaving on the quality leads to substandard product output and a substandard attitude that will permeate the team. Young culinarians in today’s market are much more savv y and can detect a poorly run property relatively quickly. Your current employees can become your best resource for team building via word of mouth. Set the standard and keep it!
Michael Redmond, CEC, is the executive chef of the Genesee Valley Club in Rochester,
NY, a Platinum City Club. Chef Redmond may be contacted at the club or through the
CMAA Web site www.cmaa.org.
Work is supposed to be fun. It’s up to you to create an environment that allows your staff and managers to have fun and be excited about their jobs. I say if you’re not having fun, then you’ve probably made the wrong choice. Transforming your attitude and making the choice to make work fun is the power of positive
programming. The key is to constantly focus on and reinforce the positives.
Because the reality is, most people tend to focus on the negative. Too many times my
2 experience has been that the person serving me acts like he or she is “doing time.” It’s as if the sheriff pulled up, handcuffed him or her and brought the person in to “do time”— he or she is a prisoner.
The question is, are you the jailer? Your positive or negative behavior directly affects all those people around you. And their positive or negative behavior affects you as well. We all have attitudes based on our belief systems and what I’m talking about is whether you’re persistently
positive or persistently negative during the course of your day. How do you start the positive programming process?
I’m convinced the first step is to have tons of PMS. Now, there are two kinds of
PMS: positive and negative. The husband of a friend of mine has said that negative
PMS means “pack my suitcase.” I say that the positive means “Positive Mental Spirit.”
I’m convinced that PMS is like a giant bubble around your body and it’s invisible.
The more good karma you have, the fuller
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At Your Service
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November/December 2004 it gets. You’ve got to protect and keep nurturing that bubble with positive thoughts. I know from firsthand experience there are people out there whose only mission in life is to try to mess with your bubble. You’ve heard the expression, “Don’t let that person burst your bubble.” Which is why you’ve got to keep your bubble full at all times. And full of positives, not negatives. Some people have toxic waste and excess baggage in their bubbles. Which kind of PMS do you exhibit and which kind do the people you work with exhibit?
So, how do you psyche yourself up when you have to do, or deal with, something that isn’t pleasant or that you don’t like doing?
First, you make the choice to either love it or hate it. What I do is think of how much worse my situation could be. I have a friend whose job entails meetings every day. Now that would drive me nuts, but hey, it’s his job and he loves it. One morning in a phone conversation when I asked what he had going on, he said, “Oh my gosh, (heavy sighing) it’s not good because today is the labor management meeting.” My reply to him was, “What are you talking about? You LOVE labor management meetings, those are your favorites!” To this day, once a month the dreaded labor management meeting happens, but now he says with delight in his voice, “ Oh boy, my favorite meeting is today! I LOVE labor management!
The point is, he has made a conscious choice to not let those meetings be unpleasant and set himself up for a bad day. So, how do you have fun at work?
What thoughts are you choosing to f ill your mind with today? And last but not least, for those of you who employ
Generation X or Y (those born after
1964), they expect to have FUN at work!
Susan Clarke is a dynamic international speaker and author whose effer vescent and lively style of communication ref lects her outlook on life and her beliefs. She is a certified behavior and values analyst and a recognized expert in the field of internal and external customer ser vice. Ms. Clark’s novel theories are based on her “real life” experience combined with her expertise in the areas of behavior, values and attitudes. She specializes in working with companies and organizations on the “The Fun-Damentals of Work.”
She can be reached at 4822 Santa Monica
Avenue, #313, San Diego, CA 92107; Phone:
888 We Motivate (888-936-6848); Fax: (888)
445-5193; or e-mail: motivateu@cox.net.
To sign up for her WOW — Word of the Week — go to her Web site, at www.motivateu.com.
Alan E. Achatz,
CCM, CHE
As a safety consultant, I have often pondered the above question.
Recently, the opportunity presented itself for me to determine the answer. I was asked to become an interim manager at a country club for 60 days.
Obv iously the f irst priority for any new manager is to get to know the members and staff while learning the club culture. One can observe the employees’ work practices while assimilating culture and correcting any major gaffs — safety related or other kinds of gaffs can be done on the f ly. So, how long does it take? I think the earliest anyone can start a program (even with a safety background) is 45 days!
With 30-plus days behind you, the opportunity to delve into piles of f iles starts to present itself. You already know the faces of the regulars and remember MOST of their names and remember the majority of the employee’s names. Now you f ind you are getting to know the operation and want to f ind out more.
My approach for any operation (in addition to watching revenues) is to manage expenses and the best way to do that is to start with the big buck item of worker’s compensation (WC) premium.
I prefer to personally grab the WC f iles for the past f ive years along with the
OSHA 200 and 300 logs for the same period. Wait a second, you think, don’t the WC and OSHA logs have the same information on them? NO. Not every WC submission is a recordable injury/illness according to OSHA standards. The list of OSHA recordable items can be found at http://www.osha.gov/recordkeeping/ firstaid_list.pdf.
Rev iewing these lists of injuries will illustrate the commonality of occurrences. What you hope to determine is a root cause for any similar events whether stemming from a location or a work practice. Personally, I use a spreadsheet to list these incidences from the past f ive years. Incidentally, f ive years is the required timeframe for maintaining your OSHA 200 and
300 logs.
Your safety process has just started.
I would recommend you budget money for safety. Start with $1,000. Recent studies have shown that for every $1.00 spent on safety, the return is anywhere from $3.00
to $6.00.
Develop a safety team. I recommend you choose the most positive employees.
Pick one per department, not necessarily department heads, and tell them that your expectations are simple, “No accident, no injuries, no illnesses,” and then turn ‘em loose.
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November/December 2004
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At Your Service
In a word, EVERYONE!
Start with a safety meeting. Discuss near misses or that almost slip/trip on the stairs. Discuss your f indings from the
WC rev iew (a word of caution here — DO
NOT discuss indiv idual cases). What commonalties were discovered? Have any of the following occurred? Knife cuts in the pool snack bar; bee stings on the 13 th hole; burns in the kitchen; back injuries incurred by the housekeeping staff; carpal tunnel ...?
Perhaps you think that the operation is doing quite well since there are few or no reported incidences. It is quite possible that that is the case. Or perhaps, it is a potential sign that not all injuries are being reported.
If there are no employee bee stings being reported over a five-year period do we assume that no employees were stung? Or is it that they were not told that this is an OSHA recordable? The same scenario might apply to poison iv y rashes.
Another consideration may involve safety incentive programs. There have been reports of under-reporting injuries for fear of peer ostracism over losing bonuses.
Your insurance company has a wealth of videos available for training.
Another source that has excellent training tools is OSHA. OSHA’s eTool section has some excellent materials to share with your staff.
Two sections of the Web site that I strongly recommend you check out are
“Teen Worker Safety in Restaurants” and “Computer Workstations.”
And your best overall resources for employee safety are ALL YOUR EMPLOYEES!
Alan E. Achatz, CCM, CHE is a former club manager who now assists clubs and CMAA chapters with OSHA education programs and
OSHA policy development. Additionally, he is an instructor of the NRA Education
Foundation ServSafe ® Essentials course.
He may be reached at www.akaachatz.com.
Elizabeth A.
DeConti
This column switches focus from alcohol beverage liability to food liability. Because excellent food service is such an integral part of the private club industry, it is essential for club managers to have a comprehensive understanding of the potential pitfalls that exist. The category of “food liability” encompasses everything from food poisoning to unsanitary cooking conditions to consumers having allergic reactions to food. Indeed, the field of food liability is very broad. In this issue, we will attempt to break down the different areas of food liability into subcategories as interpreted by statutes and courts across the nation. In the next issue, we will provide state-specific examples of each subcategory.
Almost any food liability lawsuit involves a cause of action referred to in the law as a
4
“tort.” Black’s Law Dictionary defines a tort as: “A civil wrong for which a remedy may be obtained, usually in the form of damages; a breach of a duty that the law imposes on everyone in the same relation to one another as those involved in a given transaction.” Subsumed under this definition are different types of torts such as negligent torts 1 , intentional torts 2 and even strict liability.
3 Depending on the facts involved, food liability cases may be classified as one or more of these types of torts. The issues in food liability cases generally are whether, e.g., a restaurant or food manufacturer’s behavior, food preparation or other activity was the cause of the plaintiff’s injuries
(more specifically, lawyers ask, was it the
proximate cause) and which of the above tort standards should be applied. As we will see in the next issue, although some themes run consistently through many jurisdictions, the answers to these questions vary widely from state to state.
Most plaintiffs suing food retailers, distributors or suppliers do so because they found something unexpected in their food.
The unexpected substance can be bones, shells, other foreign objects, bacteria, allergens and the list goes on and on.
Traditionally, courts have used two tests to determine the existence of liability in such cases: the foreign/natural test and the reasonable expectation test. Today, most jurisdictions use some version of the reasonable expectation test; however, in order to follow the evolution of the cases, it is important to understand both rationales.
Historically, the common law foreign/natural test was used to evaluate food injury cases. Later, the test was modified by the judicially created reasonable expectation test. Under the foreign/natural test, the question is whether the injurious substance is “foreign” or “natural” to the food. Cases using this test hold that if an injurious substance is natural to the food, the plaintiff is denied recovery. However, if the injurious substance is foreign, the restaurant is strictly liable for the plaintiff’s injuries.
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At Your Service
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November/December 2004
Over time, the foreign-natural test fell out of favor and was rejected by many states and replaced by the reasonable expectation test. Under the reasonable expectation test, the query to determine liability is whether a reasonable consumer would anticipate, guard against or expect to find the injurious substance in the type of food dish served. Whether the injurious substance is natural or foreign is irrelevant. Rather, liability will be imposed on the restaurant if the customer had a reasonable expectation that the injurious substance would not be found in the food product. On the other hand, if it can be shown that the customer should reasonably have expected the injurious substance in his or her food, that customer is barred from recovery. See generally,
Porteous v. St. Ann’s Café & Deli , 713 So.
2d 454 (La. 1998).
Although most food liability cases are brought on a combination of tort theories using some version of the reasonable expectation test discussed above, other cases predominantly focus on strict liability claims and analyses. Issues raised in these cases tend to concern whether the food product in and of itself was so dangerous as to require a warning to potential consumers of the product. These cases often involve bacteria or particular ingredients which are allergens for many people. Many of the bacteria cases arise from consumption of raw seafood; such fact patterns often involve plaintiffs with compromised immune systems who became seriously ill after a meal at a raw bar as a result of bacteria that naturally occurs in raw seafood. The ingredient cases deal with common allergens such as monosodium glutamate (“MSG”) and nuts. Common issues in these cases are whether the plaintiff informed the server of his or her allergy, whether the menu disclosed the allergen ingredients and whether the server had a duty to disclose the presence of the allergen or even the possibility that other foods could be exposed to allergens (cross-contamination).
Discussion Points
As you consider the risks of food liability and discuss them with your staff, assess these compliance areas to see if your club is doing everything possible to avoid food-related incidents. If raw food is served (e.g., sushi, clams) what steps are being taken to monitor proper temperature controls? Have you identified
(at least internally) potential allergens such as nuts, eggs and strawberries? Do you have a policy regarding disclosing allergens on menus? Does your kitchen have a system in place to avoid crosscontamination?
These are only some of the issues club managers will face in avoiding the ever present risk of food liability. In addition to adopting internal compliance measures, it is also important to be aware of food liability issues specif ic to your state. Stay tuned for the next issue, where we will begin to tackle this complicated area!
Ms. DeConti is a partner at the law firm of Holland & Knight LLP. She is based in
Tampa, FL, and assists many retail clients in
Florida and throughout the country with food and beverage liability issues and corresponding prevention programs.
1 A negligent tort is a failure to observe the standard of care required by law under the circumstances. See id. at 1497.
2 Intentional torts are things done purposely; e.g., battery, false imprisonment, trespass on land.
3 Strict liability is liability that does not depend on actual negligence or intent to harm, but that is based on the breach of an absolute duty to make something safe. BLACK’S
LAW DICTIONARY 926 (7th ed. 1999).
In our “do more with less” world, all too often someone with little or no design training gets assigned the tasks of a designer. People who don’t have design training have a tendency to make the same mistakes. Follow these promotional design tips to avoid looking unprofessional.
Script fonts (or most decorative fonts in general) in all capital letters is almost as bad as centered paragraph text. Once again, it’s almost impossible to read and it just screams amateur.
to say no, though. A little white space with nothing in it will go a long way to getting your information read.
This may be my number-one pet peeve: line after line of centered paragraph text.
Have you ever actually tried to read text that’s centered? It’s very difficult to read.
Keep centering for headlines.
It’s not always your fault, I know.
Customers — whether they’re your boss or a friend — want to cram as much information as possible onto a page.
Sometimes you just have to know when
You’ll pack more of a design wallop if you use just two or three fonts. You can even create interesting designs by sticking to just one typeface (a collection of fonts in the same family; Times bold and Times regular are part of the Times typeface).
Color, too, can be used for impact. If everything is in color, or in different colors, that impact gets lost.
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At Your Service
Boxes should be treated with the same restraint as colors and fonts. Don’t stick something in a box just because you think a page needs a “little something.” Use boxes to emphasize important information, such as a sidebar or a pull quote.
Should one or two spaces follow a period? This designer will tell you that only one space should follow a period.
Two spaces dates back to typewriters and monospaced fonts, where the extra space was needed to differentiate the end of a sentence from the space between words.
Two spaces are no longer necessary and are in fact distracting with today’s proportional fonts.
Programs come set with default fonts, font sizes, line spacing and more. You can change defaults; in fact, you usually want to. In
PageMaker, for instance, one of the defaults is to have imported graphics at low resolution.
Many people look at the fuzzy on-screen graphics and just assume that that’s how they’ll look when printed. Space before and after paragraphs is often set to zero, and so on.
Headlines should be visually tied to the text they head. That means you want very little space between your headline and the following text and a larger space between the end of the text and the next headline.
Reversed text (white text on a black or dark background) is a great way to draw attention to text. Too many reverses make pages look very dark (read: unappealing).
It’s usually not a good idea to reverse out whole paragraphs of text, and be especially careful when using serif fonts. Delicate serif fonts can become blurry when reversed out of dark colors, making it difficult to read the text.
Proofreading is more than just running spell check on your text. Spell checkers are great; they just don’t catch things like its and it’s. Both words are spelled correctly, but its implies possession, while it’s is a contraction meaning “it is”. You should actually read your text; in fact, you will most likely catch more spelling errors if you read your text backwards.
This information was reprinted with permission from About.com. Judy Litt is a graphic design professional who is a graphic Design
Guide on About.com. For more helpful information on similar topics, visit http://graphicdesign. about.com/.
Although the first golf car was invented in the late 1940s as a way for people with disabilities to get around a golf course, they have become a convenience enjoyed by millions of players. The National Golf
Foundation estimates that about two-thirds of all 18-hole rounds are played with the use of a motorized golf car.
For your golf course superintendent, golf cars can present a challenge. When they are used improperly, they can cause serious damage to the course. More importantly, unsafe operation can lead to accidents and injuries.
• The National Golf Foundation estimates that about two-thirds of all
18-hole rounds are played with the use of a motorized golf car.
• Most courses have a standard golf car policy and sometimes employ temporary restrictions due to weather, construction or other factors.
• When used improperly, golf cars can cause serious damage to the course.
More importantly, unsafe operation can lead to accidents and injuries.
• If you “drive friendly,” your golf car won’t impede the play of others.
• Golf course superintendents only put restrictions such as “Path Only” rules in place when they feel it’s necessary to protect the turf from damage.
• Golf cars should only be operated from the driver’s side.
• Never carry more than two occupants or allow riders on the back of the car.
• Be sure your passenger is fully seated and check for obstructions before moving.
• Keep your entire body — particularly your feet — inside the car when moving.
• Drive slowly through turns and drive straight and slowly up and down slopes.
• Set the brake when coming to a complete stop.
• Use extra care when operating a golf car in reverse, or on hills, wet turf, loose surfaces or rough terrain.
• Remove the key when the golf car is not in use.
• Never operate a golf car when impaired by alcohol or drugs.
• Golf cars do not provide protection from lightning — seek appropriate shelter if lightning is present.
• For the sake of your golf course, remember that golf car traffic can cause damage to the golf course that is both unsightly and expensive to repair.
Tire ruts in soft, wet areas can take weeks to heal. Compaction caused by
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At Your Service
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November/December 2004 heav y traffic can ruin the playing surface. As a result, most courses have a standard golf car policy and sometimes employ temporary restrictions due to weather, construction or other factors.
• Park your car behind or beside the green — never in front — to allow players behind you to hit sooner after you’ve f inished the hole. (You should generally always avoid driv ing a golf ball into the “approach” area 20 to
30 yards in front of the green.)
• Stop your vehicle to avoid distracting a nearby player who is preparing to hit a shot.
• Never drive into yards or neighboring properties.
• Golf course superintendents only put restrictions such as “Path Only” rules in place when they feel it’s necessary to protect the turf from damage. On the other hand, there are some everyday guidelines that golfers can follow to maximize their golf experience and protect the turf.
(such as wildf lower patches, native grass plantings and marshes).
• Keep all four tires on the path whenever possible. Do not park with tires off the path.
• Golfers with disabilities may be allowed access to areas not normally open to golf car traffic. Their cars are usually marked with a f lag. half of all private clubs allow them — are they being adequately controlled to protect the golf course? Pull carts are far lighter than motorized golf cars, but this does not mean pull carts do not damage turf. Because they are more maneuverable, golfers are more inclined to take them onto areas they would not normally drive golf cars.
Although many courses enforce the same rules for pull carts as for motorized golf cars, alternative policies can be developed.
Golf courses located in residential areas frequently have cart paths that cross city streets. Golfers can minimize the risk of serious injury by remembering three things when crossing residential roads in their golf cars:
• Golf cars can be hard for automobile drivers to see.
• Have wide wheels (three to four inches) or air-filled tires,
• Be kept 15 to 30 feet from the edges of tees and greens,
• A person in a golf car is extremely vulnerable in an accident
• Be directed around green-side bunkers and not be taken into the narrow gaps between greens and bunkers,
• It is a golfer’s responsibility to watch for oncoming traffic.
• Never be taken across excessively wet areas, and
• Not be used following periods of heavy rainfall or under persistently wet conditions.
Motorized golf cars aren’t the only means for carrying golf bags. The USGA says the popularity of two-wheel and three-wheel pull carts is on the rise, especially as interest in health and fitness grows.
If your club permits pull carts — more than
For more information regarding golf course management practices, contact your local superintendent or the GCSAA at
(800) 472-7878 or www.gcsaa.org.
“Superintendents know golf cars have become an important part of golf,” said
GCSAA President Mark J. Woodward, certified golf course superintendent. “But golfers can be a big help in reducing the potential for damage to the turf from carts by simply following a few commonsense guidelines.”
• Never drive a golf car through standing water or on any obviously wet turf.
• Never drive onto a green, collar, tee or any marked hazard.
• Never drive into any area that has been recently seeded or sodded.
• Avoid abrupt stops and sharp turns that cause skidding.
• Spread out wear-and-tear by avoiding compacted areas.
• Watch for signs or other markers that direct traffic.
• Avoid driving over sprinkler heads and yardage markers.
• Don’t drive cars into out-of-play areas that may be environmentally sensitive
Apple Ridge Country Club .........................................................Mahwah, NJ
Baltimore Country Club.........................................................Baltimore, MD
Colony Club ..........................................................................Springfield, MA
Coral Ridge Country Club...............................................Ft. Lauderdale, FL
Coral Ridge Yacht Club ...................................................Ft. Lauderdale, FL
Forest Club, The.........................................................................Houston, TX
Founders Club, The ....................................................................Sarasota, FL
Gulf Stream Golf Club........................................................Delray Beach, FL
Lost Tree Club ..................................................................N. Palm Beach, FL
Macatawa Legends Golf and Country Club ..............................Holland, MI
Old Ranch Country Club ......................................................Seal Beach, CA
Omaha Country Club ..................................................................Omaha, NE
Rolling Rock Club........................................................................Ligonier PA
Stones River Country Club ..............................................Murfreesboro, TN
Transit Valley Country Club .............................................East Amherst, NY
Waterlefe Golf and River Club ...............................................Bradenton, FL
Wheatley Hills Golf Club .................................................East Williston, NY
Winter Park Racquet Club ...................................................Winter Park, FL www.premierclubservices.org
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November/December 2004 At Your Service
Some might argue that the collection of resources provided to subscribers through the PCS package is the most valuable collection of operational tools available in the club industry today. We hear it from our subscribers all the time.
However, even great things include some challenges. In the case of PCS, the subscriber is prov ided with so many wonderful resources that knowing how to use them and who would benef it most from them can prove to be an intimidating process.
To simplify this process for you, we have created a “cheat sheet” that highlights the major topics in our most popular resources and we recommend the key staff and volunteers that would benefit from having access to the information.
Please call us at CMA A National
Headquarters at (703) 739-9500 or send an e-mail to pcs@cmaa.org if you have any questions about your subscription.
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Planning Process in Clubs
Board Resource Manual
Director’s Guide for Understanding
Club Governance
Governance Checklist
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Manager/Staff Evaluation Docs
What’s it for?
What topics does it address?
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Analysis, Strategy Statement, Budgets, Action Plan, Assessing Progress
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Planning Survey • Strategic Implementation Analysis • Personal and
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• Board Member Selection • Board Ethics • Board Education/Training
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Philosophy • Capital Improvement Planning • Management Evaluation
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Sample:
• Welcome/Congrats Letter • Orientation Agendas • Officer Roles • Officer
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Share resources with ...
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Guide to Membership
Marketingwith CD-Rom
• The Member and The Club • Marketing Fundamentals • Club Staff
• Membership Sales Skills • The Sales Cycle • Member Attrition •
Programs, Events, and Strategies • Membership Categories •
Communication • Target Marketing • Boards and Committees • Policies,
Privileges, Membership Structures • Public Relations • Long Range
Planning & Marketing Studies • Member Surveys / Sample letters
• Emergency plans and post-crisis management • Department of
Labor and government guidelines • Safety practices for your club and its employees • Accident/incident report form
• COO/General Manager • Assistant General Manager
• Membership Director • Social Activities Manager
• Communications Manager • Youth Activities Coordinator
Committees including:
• Membership, Marketing and Communications
• Committee Executive Committee • House
Committee • Strategic Planning Committee
• COO/General Manager and appropriate staff
• Board of Directors
Crisis Management Handbook
OSHA Program, ADA and Private Clubs,
HIV/AIDS and Private Clubs
PCS Online Web site www.premierclubservices.org
Human Resources Audit
For Private Clubs
• An electronic version of most of the PCS resources • COO/General Manager and key staff
How to Hire Reference Series
Your Club and the Law
At Your Service Newsletter
Legal Newsletter
Surveys: Operations & Financial Data;
Compensation & Benefits;
Club Membership Surveys
• The Pre-Hire Phase • Training Considerations • Team Development/
Motivation • Benefits Administration • Legal/Safety Considerations
• Discipline and Termination Procedures
• Developing a Hiring Plan • Hiring: Administrative, Food and Beverage,
• Clubhouse Operations, Golf, Tennis, Aquatics, Health and Fitness,
Yachting • Useful Hiring Forms
• The Club and Its Employees • The Club and Its Membership Documents
• The Club and Its Members • The Club and Its Board of Directors
• The Club and Its Vendors • The Club and Its Neighbors • The Club and Its Tax-Exempt Status
• Scheduled bi-monthly and quarterly updates on hot topics and current issues affecting the private club industry.
• Customized surveys regarding wages, bonuses, benefits and also club specific issues such as finances, food and beverage operations club renovations, golf operations, and membership.
• COO/General Manager • Assistant General Mgr.
• Executive Secretary • All Department Heads
• Human Resources Dept.
• COO/General Manager • Assistant General Mgr.
• Executive Secretary • All Department Heads
• Human Resources Dept.
• COO/General ManagerAssistant General Mgr.
• Finance/Accounting Dept. • Membership
Department • Club Legal Advisors • Board of
Directors • All Committees as appropriate
• COO/General Manager and appropriate staff
• Board of Directors • All Committees as appropriate
• COO/General Manager and his staff • Board of
Directors • All Committees as appropriate
8 www.cmaa.org