Work Group Accomplishment Highlights over the Past 5 Years
Administration:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 See info for all work groups
 Reduced deposit errors by implementing new end of day closing procedures
 Implemented strategy for researching over/short in dailies
 Implemented monthly review of transactions that impact the financial statements
 Produce monthly financials for review and distribute to Golf staff
 Produce monthly rounds to revenue analysis and distribute to Golf staff
 Produce monthly journal entries to correct errors on the financial statements
 Annually review account balances for expiration, corrections, unclaimed property
 Annually identify unclaimed property and turn over to State of Utah
 Annually review the retail inventory value for balance sheet
 Direct meetings to prepare annual budget
 Implemented personal services calculator to streamline budgeting process
 Implemented budget templates that streamline the budget process
 Produce annual budget after input from each golf course and administration staff
 Restructured Golf Administration Office to improve separation of duties and related control of
financial transactions at all locations.
2. Personnel/Training/Leadership/Internal Communication
 See info for all work groups
 Implemented strategy to reduce administrative staff and process inefficiencies
 Added annual customer service training seminars for full-time and seasonal employees
 Implemented monthly customer service hero recognition
 Regularly focus on complimenting and encouraging work groups for their effort and success
 Implemented annual cash handling training
 Implemented weekly reports for each work group
3. Facility Conditions/Capital Improvements/Sustainability
 See info for all work groups
 Developed comprehensive $20M Golf CIP Proposal including funding plan and project priorities,
and worked for past five years to obtain approvals and implement necessary improvements.
These improvements are aimed at keeping the Golf Fund financially self sufficient by decreasing
water and related labor costs, increasing revenues, and improving infrastructure to keep golf
courses attractive to the public in a highly competitive public golf market
 Completed acquisition of property along Redwood Road where Rose Park Driving Range was
expanded
 Completed sale of Rose Park property near #17 tee area to Guadalupe School. This money
funded driving range and restroom projects
 Completed driving range and restroom project at Rose Park
 Completed numerous projects in concert with food & beverage concessionaires
 Worked with Administration and City Council to implement $1 per nine-hole round CIP Fee to
assist with $20M CIP Plan priorities
 Produce monthly water usage analysis
 Produce monthly CIP Fee allocation and analysis
4. Customer Service/Pro Shop Operations/Retail Merchandising
 See info for all work groups
 Emphasize to employees at all meetings that focus is on customer service
 Implemented training and recognition program
 Developing customer service standards
 Implemented strategy to eliminate cash handling in administration office
 Produce monthly retail profit margin analysis
 Produce reports to show old inventory items for Golf staff to evaluate pricing strategy/sales
 Implemented retail purchase tracking form that follows point from order to product receipt to
payment and recording into financial system.
 Implemented monthly review of retail purchase order form for each golf course
 Implemented monthly inventory spot checks form and review
 Implemented strategy to install cameras to reduce inventory losses
 Reduced inventory loss as a result of new strategies in merchandise placement, shop layout,
staff awareness and cameras
 Perform annual inventory spot check of retail merchandise at each golf course
 Perform annual inventory audit of all retail merchandise at each golf course
 Directed, implemented and managed the procurement of a new system-wide point of sale/tee
sheet management/remote call center program for Salt Lake City Golf in March of 2011.
Managed bid process, negotiation of contract terms, transfer of data from old system to the
new system, installation, training and system monitoring. Total cash savings of utilizing new
system and negotiated payment in golf trade as opposed to cash method is estimated at
$81,000 annually.
 Use of the reservation call center reduced direct calls into pro shop staff by a significant amount
and ensured that nearly all incoming calls were handled by a live reservation agent. This process
has improved our ability to handle incoming calls and has nearly eliminated busy signals. The
total of calls handled by the reservation center for 2012 was 60,164. Total green fee revenue
from these booked golf rounds was $3,100,703 for 2012. For comparison, the number of calls
received in 2011 by the replaced automated telephone system was 23,155.
 Work with pros to develop advertising campaigns and communication program for retail
merchandise promotions
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 See info for all work groups
 Implemented and managed the promotions and operational aspects of the LoyalTee Discount
Card in February 2012. Through the end of December 2012 there were 1,963 memberships sold
and the revenues from card sales and green fees totaled $546,695. Membership sales and
revenue exceeded initial projections.
 Use of the reservation call center helped to grow our customer email database exponentially. In
March of 2011 the number of address in our email database was 6,415. By the end of 2012 our
email database contained 60,123 addresses
 Social Media marketing –Successfully positioned Salt Lake City Golf as the leader in the Utah
social media market. Salt Lake City Golf has more followers on Facebook than all of our
surrounding competitors combined
 Implemented dozens of new advertising, communication, and promotional programs to increase
rounds and revenue on an annual basis at all golf courses. Some of the programs promote SLC
Golf while others are course specific. Given our limited budget, emphasis on social media and
data base marketing is a top priority.
6. Group Outings/Tournaments/Special Events
 See info for all work groups
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7.
8.
9.
10.
Work with golf professionals to prepare promotional and operational materials for group
outings, tournaments, and special events.
 Implemented industry-leading Summer of 100 Events program in 2012. A special event or
contest was held almost every day during the summer months. The focus of this program was to
communicate that every day is a special event at SLC’s golf courses.
Junior/Student/Adult Player Development
 See info for all work groups
 Worked with golf professionals to expand Chevron Youth on Course program to include
parent/junior scramble series, Tom Sorensen SLC Junior, girls league at Nibley Park, commence
high school/prep golf academies, increase number of PGA Junior Golf Connection events held
annually, encourage golf professionals to provide complimentary instruction programs to at risk
groups in their areas, and encourage golf professionals to assist with boys and girls high school
teams.
 Implemented the $5 PM junior rate when at least one adult is in the foursome.
 Implemented annual approved instructor program.
 Implemented 10% lesson fee paid by instructors that is retained by City to fund hard dollar
payroll expenses and basic facility usage fee.
 RegOnline online junior golf clinic system was adapted and implemented in 2010 – Allowed
online clinic registration and payment processing for the first time within our golf program.
 Added adult clinics to RegOnline system in 2011.
 Creating annual packets for our Chevron Youth on Course program and other junior golf
programs.
 Annual and regular communication / promotion to the public on golf clinics/programs being
offered through Salt Lake City Golf.
Administration/Policies/Procedures
 Improved the cash handling process and procedures
 Annually train Golf staff on cash handling process and procedures
 Improved the inventory control procedures
 Annually train Golf staff on inventory control procedures
 Implemented golfer accounts process and procedures
 Set/make changes to policies and procedures as needed.
 Educated all golf employees (including seasonal) on Golf and City policies and procedures.
 Ensure all policies and procedures are being followed.
Technology/Equipment/Fixed Assets/Materials & Supplies
 Annually input and review fixed assets
 Development of new golf website, which included online sales capabilities. During the summer
of 2012, the website saw an average of 523 unique visitors daily.
 Successfully positioned slc-golf.com as top search engine return across multiple search engines.
 Development of new mobile website which will allow customers to book tee times directly from
their smart phone. A first in the Utah golf course market.
Food & Beverage/Contract Management/Non-Retail Purchasing
 Retained new food & beverage concessionaires for Mountain Dell, Nibley Park, and Wingpointe.
 Updated Neptune Divers agreement
 Emphasize purchasing compliance to all employees.
 Reconcile concessionaire payments monthly
 Improved billing to concessionaires for utilities usage
Bonneville Pro Shop:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing

Per new procedure where each work group is responsible for budget requests, drafted annual
revenue, expense, and staffing budgets for up to 17 employees
 Instituted better sales ideas for shop
 Improved special orders for customers (on time)
 Cut retail purchasing by 14,000 in FY 2012 and increased sales by 20000
 Focusing on FPD and LoyalTee card sales and providing information for golfers
 Improved labeling procedures of merchandise before it enters pro-shop.
 As requested by Golf Director, implemented reductions to budgets while keeping services up.
2. Personnel/Training/Leadership/Internal Communication
 Attended and utilized SLC communications and training information
 Continuing education on shop procedures
 Attended PGA pro shop merchandising seminar 2010 with Rick and Gina
 Staff has been admirable in keeping track of Comp Golf.
 Inclusion of seasonal staff in routine merchandise orders
 Staff is introduced to Reps when they visit
 Periodic review of policies with staff
 Trained staff and improved yearly of EZ Links programs
 Include always staff input on ideas and question for EZ Links and Vision Perfect.
 Calendars provided monthly for Maintenance staff and Café.
 Daily visits with Superintendant and his staff.
 Rick Allison, Assistant Pro, completed PGA schooling and earned PGA membership.
3. Facility Conditions/Capital Improvements/Sustainability
 Improved rotation of cart fleet during daily usage
 Window shading improvements, paint and pictures
 Worked with Western Foods on Café project (pictures, televisions etc.)
 Renovated Superintendent’s office downstairs.
 Changing to proper light bulbs and settings
 Safe hanging for chargers
 Involved with information for Yamaha and Siemens studies
 New two way radios for pro-shop
 Furnaces reviewed and revamped to save energy.
 Constant use of paper and plastic refuse containers
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Staff signage for lessons in shop and on range
 Changed entry door to pro-shop which added sales &helped café sales
 Steve added furniture from home to accessorize shop displays
 Rearrange shop displays monthly and for holidays.
 Established new vendors and products each year
 Always inform golfers of LoyalTee ad FPD
 Demo Days for men and women. Chipping and Putting demo.
 Vendor tents for Ladies and Men’s tournaments on first tee.
 Consulted with Mike Wagereich former owner of Village LTD Clothing on shop presentation
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 Always promoted LoyalTee and FPD
 Weekly if not daily use of Facebook information about the course, tournaments and events
 Attend Neighborhood Council meetings of Sunnyside East and Yalecrest
 Assisted in providing historical information for Foothills Community History Project
 Historical information for other Sunnyside area projects
 Established new logo
 Utilized logo on widows of clubhouse

Returned lost items to golfers at their home, when appropriate, at season end when they
cannot get to the golf course
 Shuttled stranded golfers to hotels if Cabs are late.
 Be a Good Neighbor daily
 Retrieved lost dogs to families
 Visit regularly with driving range neighbors just to say hello!
 Meet with new neighbors.
 Participated in Bonneville Elementary School Carnival with putting and chipping
 Donate yearly to Uintah Elementary School for Fund raising event
 Introduced Golfzilla Balloon to opening Jr. League in 2012
 Donate Lessons to local charities including Deseret Medical, U of U. and Cystic Fibrosis
 Sponsored a golf hole for Urban Utah Ladies tournament (now Bonneville Ladies Challenge)
 Striving to be female friendly at all times
 Constantly promote the routing change of course and how it has improved pace of play
 No fivesomes has improved pace of play!
6. Group Outings/Tournaments/Special Events
 Increased participation with:
o U of U Alumni Association
o U of U Football Alumni
o Cosgriff School
o Morgan Family Tournament
o US\Japan Jr. Event
o High School Reunions
o Wells Fargo Event
 Added US Marines Toys for Tots Tournament (2012 will return in 2013)
 Instrumental in establishment of Bonneville Ladies State Challenge Tournament (Urban Utah)
 Initiated Re-pairings for Championship Flight for RCK Salt Lake City Am
 SLC Amateur one of the most prestigious events on the UGA calendar
 Worked with Men’s League to post City Open and SLC AM pairings on their website
 Conducted numerous USGA and UGA qualifying events
 Calendars provided to Maintenance staff and Café for monthly events
7. Junior/Student/Adult Player Development
 Bonneville Jr. League grown from 35 players to 150 players this past year
 Clinics added yearly for Juniors and University of Utah programs
 Men’s League increased to 200 players
 Meet with both Ladies Leagues on a regular basis
 More Teacher participation in all aspects
 More Teachers Steve, Rick, Greg, Mike
 Charitable donations of lessons to schools, hospitals and other funds.
 Signs recognizing our teaching staff on range and in clubhouse
 Better information to parents yearly with flyers and Facebook.
 High School participation with teams, clinics and region tournament.
 Boy Scout Clinics and lessons for merit badges
8. Administration/Policies/Procedures
 Trained Staff to be on point with Comp policy
 Staff reviews and always open to questions about Cash handling and inventory
 Review with staff bi-monthly
 Assigned staff to participates in:
o Input of League payouts for merchandise
o Tournament and League score in-put
o Signs and announcements
o Not afraid to ask Dave questions
o Ordering and selection of goods sold
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Added VP software for Tournaments and Leagues
 Cleaned up Ladies area in Café.
 Hung pictures and painted
 Received a donated TV for shop
 Vintage-style clock placed on first tee weather permitting
 Kept garage area clean and operating efficiently
o Ball washers
o Steam Cleaner
o Ball dispenser
o Garage door
 Scoreboard services for pre printed score sheets for tournaments from John Winchester
 Added three wheel pull carts to fleet , great appearance
10. Food & Beverage/Contract Management/Non-Retail Purchasing
 Worked well with re-do of Café in updating and cleaning with Western Foods. (Pictures,
furniture, window shading, scoreboard.)
 Calendars for western Foods provided for Tournament and event planning on a monthly basis
Bonneville Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 Improving facility while consistently dealing with budget cuts every year and rising costs on
chemicals and gas and water etc.
2. Personnel/Training/Leadership/Internal Communication
 Training every employee on all types of equipment.
 Daily visits with Pro shop staff
 Pros shop includes monthly calendar to aid in preparation
3. Facility Conditions/Capital Improvements/Sustainability
 Give customer the best conditions even though we have old and deteriorating infrastructure.
 Still staying ahead of competitors
 Leveled 5 par three tees
 Planted new trees
 Constant repair of obsolete irrigation system
 Built driving range tee dividers to save money
 Repaired cart path transitions around the golf course
 Cleared and landscaped around entrance feature
 Assumed responsibility for property between fence and Foothill
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Being as nice and polite as possible to our customers
 Idling down equipment or turning off equipment
 Keeping pro shop notified of any issues
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 Visit with neighbors concerning issues surrounding facility
6. Group Outings/Tournaments/Special Events
 Prepare for tournaments or group outings and shotguns
 Consistent in giving our customers a great experience.
 Rely on monthly calendar
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
 Follow all policies that the city mandates even if we feel different about it.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Keep up with new technology and breakthroughs that will help us do our jobs better and more
cost effective.
 Do our best to take good care of our equipment and keep costs down for repairs
 Diligent in finding replacements for out dated system
 Added old reel grinding equipment to shop to assist with mower maintenance
 Utilize baskin house for additional materials and supplies storage
10. Food & Beverage/Contract Management/Non-Retail Purchasing
Forest Dale Pro Shop:
Work Group Accomplishments
1. Budget/Finance/ Accounting/Pricing
 We have been very proactive in understanding the importance of responsible budgeting. *All
expenditures are closely evaluated with attention to cost vs. benefit
 Participate in the formation of facility and personal services budgets
 Review and tracking of expenses relating to the budget, ie.) personal services
 Input and pricing of pro shop merchandise into the EZLinks POS system
 Strict adherence to SLC Corp. & Golf’s policies to protect income received and minimize/
eliminate pro shop shrinkage.
2. Personnel/Training/Leadership & Communication
 All staff members are thoroughly trained with our EZLinks POS system and all SLC Golf/SLC
Corporation policies and procedures.
 Staff meetings are held regularly to follow up to ensure the correct policies and procedures are
being followed and to provide additional training when needed.
 Daily communication with the maintenance staff regarding course conditions, upcoming events
and customer feedback.
3. Facility Conditions/CIP/Sustainability
 All efforts are made to recycle all recyclable waste products. In addition we stress the
conservation of all resources as we haven’t bought a pen or scratch paper in years.
 Dry golf cart cleaning practices result in annual savings of fuel, electric and water.
 Lights are turned off when not in use; thermostats are turned off at night.
 Personal responsibility to ensure the clubhouse surrounds and interior are clean, well kempt
and in good operating condition to present our facility in a good light.
 Clubhouse repair and repaint project was completed in 2012.
 Off Season responsibility to make certain the clubhouse and 9th East remains open, free of snow
and ice, to allow pedestrian traffic.
 Proactive in creating and maintaining a safe workplace and in compliance with OSHA guidelines.
Every effort has been made to provide a safe facility for our employees and customers. We have
been accident free for many years largely due to our efforts.
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Staff training to identify and understand what the customer needs may be and how we may
exceed their expectations. Throughout the training an emphasis is placed upon staff members
that it’s all about the customer and not them. A friendly demeanor and voice are critical
whether it be in person or through their phone skills. It is a must for every staff member to
make a conscious effort to get to know our customer’s personally and always attempt to
remember their names.
 Pro shop staff “tours the course” frequently to ensure a good place of play and let the customer
know we care about the quality of their experience.
 ”Tee It Forward” USGA/PGA initiative to make the game more fun for our customers
5. Marketing/Promotion
 Our marketing focus has been to create incentives for our players to return. It is very important
to protect our pricing power and not get caught up in the discounting game. *The Bounce Back
marketing effort was initiated and has been very well received.
 We strive to add value to our product by our attitude towards customer service. The personal
touch of remembering the customer’s names and knowing about their lives adds value,
everyone loves to be acknowledged.
 Stressed the importance that all pro shop staff members aggressively promote and provide
information to our customers regarding:
o -New EZLinks operating system
o -Frequent Player and LoyalTee discount cards
o -Men’s and Ladies League
o –Bounce Back offer
o -Junior/Adult instructional offerings
o -Summer of 100 Events
Group Outings/Tournaments/Special Events
 Host for about 20 private tournaments, most all of which have returned for many years
 Parent/Junior Scrambles
 Hosts for Utah High School Girls golf
 PGA Pee-Wee, Chevron Tom Sorensen and UJGA SLC Junior Amateurs
 Summer of 100 Events
 Ladies Leagues, over 140 members
 Men’s League, over 130 members
6. Junior/Adult Player Development
 University of Utah Women’s Clinics
 Saving Strokes
 Beginning Golfer Orientations
 Junior Clinics, Camps and Leagues
 Junior and League members Short Game Clinics
7. Administration/Policies/Procedures
 Staff training related to all SLC Corporation & Golf’s Policies and Procedures
 Maintain accurate records of policy adherence such as complimentary golf logs
 Maintain up to date MSDS records
8. Technology/Equipment/Fixed Assets/Materials & Supplies
 Training responsibilities in the conversion to the EZLinks POS system
 Oversight, inventory and responsibility to protect the SLC Golf’s physical assets
 Timely preventive maintenance and repair to prolong life of the physical assets
9. Food & Beverage/Contract Management
 Daily communication with our Food Service manager
 Robinson Tree Farms contract manager
 Golf Car RFP selection committee member on two occasions
Forest Dale Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 Making budget even with yearly budget cuts.
2. Personnel/Training/Leadership/Internal Communication
 Implemented preventive maintenance practices and a safety program for all employees who
operate golf course equipment at both courses.
3. Facility Conditions/Capital Improvements/Sustainability

Improved overall course playing conditions. Improved maintenance practices on the greens to
produced healthier green conditions.
 Implemented a maintenance program based my previous maintenance experience to improve
course conditions at both courses.
 Implemented a fertilizer program to improve course conditions and combat all turf issues.
 Built a second practice green, and cut down a native area to bring back a practice area at Forest
Dale Golf Course.
 Rebuilt several bunkers at both courses.
 Cleaned up the maintenance facilities, improved equipment storage area, and employee parking
lots.
 Irrigation system upgrades are continually being performed at Forest Dale Golf Course to
improve the total performance of the system.
 Irrigation system repairs are continually being performed at Nibley Park Golf Course jus to keep
it operating.
 Replant shrubs and flower beds around Forest Dale Pro Shop.
 Improved the driving range facilities at Nibley Park Golf Course. Replaced netting, implemented
as over seeding and topdressing program, and purchased new accessories.
4. Customer Service/Pro Shop Operations/Retail Merchandising
5. Marketing/Promotion/Advertising/Social Media/Public Relations
6. Group Outings/Tournaments/Special Events
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Educate ourselves on new materials and price them out to lower costs and improve outcome.
 Keep our equipment in top shape to avoid unnecessary costly repairs.
10. Food & Beverage/Contract Management/Non-Retail Purchasing
Glendale Pro Shop:
Work Group Accomplishments
1. Budget/Finance/ Accounting/Pricing
 The pro shop staff maintained high levels of service during the recession which allowed us to
increase participation in all 3 of our weekly leagues. Men’s league grew from an average of 90
members per week to 120 in 2012. Ladies League grew from 55 to 70 members per week.
Couples League grew from 14 to 20 couples per week.
 Maintained strong accounting controls during this time which led to decreases in deposit errors
and very low retail inventory shrinkage.
 Maintained tight budgetary controls by proactively looking for areas to reduce expenses,
including seasonal/hourly employee budgets, utility usage, and any other unnecessary expenses.
2. Personnel/Training/Leadership & Communication
 Head Professional has maintained his Class A affiliation with the PGA of America by completing
all necessary continuing education requirements each year.
 Assistant Professional is currently a Class B in the LPGA Teaching & Club Professional Division of
the LPGA. She will complete her testing for Class A in December 2013.
 Three Golfer Relations Specialist employees successfully registered into the PGA of America
Apprenticeship Program. Two were able to complete Level 1 in the program and the third will be
completing it by March 2013.
 Head professional and Assistant Professional have worked together to communicate and
implement all policy and procedural changes to seasonal staff over the past 5 years. These
included but were not limited to a change in our point of sale and tee sheet operations, opening
and closing procedures, cash handling procedures, employee comp golf procedures, and so
forth.
3. Facility Conditions/CIP/Sustainability
 Club house was repaired and painted in 2008 which really helped improve our image to the
customer.
 Superintendent and his staff worked very hard to improve golf course conditions by improving
playability of the golf course, fixing and adding of several new bunkers, maintaining trees, etc.
 In coordination with the maintenance staff, we decided to change the tee box coloring from
Blue/White/Red to Black/Blue/Silver/Gold. This made the golf course more playable for a larger
group of players, especially women golfers, seniors and juniors.
 Both the pro shop and the maintenance staffs worked proactively to reduce water usage. This
included limiting water usage in the native areas of the golf course, using air compressor more
frequently to clean out carts instead of using water exclusively, fixing water leaks, and so forth.
 Worked with Public Utilities to locate and repair water leak near clubhouse that was costing us
money.
 Worked with Public Utilities on sewer connection problem between clubhouse and Redwood.
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Aggressively promoted Frequent Player Discount (FPD) card, LoyalTee Card, and bounce back
programs to customers in person and via in shop signage, Facebook, and email.
 Promoted golf lessons to customers, particularly women and juniors, through the use of signage
and banners in and around the clubhouse and entrance gate.
 Worked fervently with all league members to encourage return business the following season.
Also worked hard to create return business from our corporate leagues (Lumpy’s and Big
David’s.)
 All employees attended customer service training both on an individual basis at the golf course
and collectively at Forest Dale.
 Head Professional attended several seminars at the 2011 Las Vegas PGA of America
Merchandise Show. These seminars related to retail merchandising and promotions, use of
social media, internal communications, etc.
5. Marketing/Promotion
 Maintained an accurate email database and used that database to inform all league members of
the registration process and exciting events planned for each season. Promoted an incentive
program for league members wherein they could receive a discount on their annual dues by
signing up a new member to the league. League play has flourished due to this and other
efforts.
 Created a Facebook page for Glendale that has been used to inform people of upcoming events,
give results of completed events, advertise pro shop sales, show photos of parents and children
having fun at our Parent/Jr. Scramble, etc.
 Helped establish video clips for the Salt Lake City Division website to promote the golf course.
 Held an on-site radio show in 2012 at Glendale to advertise our Closest to the Hole Contest and
other programs.
 Promoted our LoyalTee Card program and other discount programs through the PGA Passbook,
UGA handicap card, and other venues.
 Worked closely with all staff members in promoting the change over from Fairways to EZ Links
P.O.S./Reservation/Tee Sheet systems. Used EZ Links features to promote good will to
customers through the use of automatic thank you emails on a regular basis. Also used EZ Links
to promote retail sales to customers.
6. Group Outings/Tournaments/Special Events
 Staff worked hard to get early commitments from previous year corporate tournaments to
commit to the next season. A couple of examples are the Redwood Lounge Full Shotgun Tourney
that we hold every August and the Lumpy’s Labor Day Tournament, a full shotgun tournament
held on the Sunday afternoon of Labor Day weekend each year.

The Glendale Amateur has remained a strong state tournament that fills up consistently every
year with over 200 players in the field.
 The Salt Lake Senior Championship, a 2 day tournament at Glendale and Rose Park, has been
growing every year. In 2012 we had a full field of 116 players.
 Glendale held the Ladies UWGA State Fourball Championship twice in the past 5 years. These
were both very successful events.
 Glendale hosted a Utah State Amateur Qualifying event in 2012.
 Glendale hosted a PGA Playing Ability Test every year during the month of June.
 Glendale hosted a 2011 Girls State Championship event that was very successful.
 Summer of 100 Events – Held many events over the summer of 2012 to add to our customers
experience on the golf course. These included Closest to the Hole contests, a Beat the Pro
contest, Putting contests, and a couple Large Hole events.
7. Junior/Adult Player Development
 Over the past few years, Glendale has worked hard to encourage and be a part of the expansion
of girl’s high school golf. Olympus uses Glendale as its home course and holds several dual team
matches and one region meet each spring. We also host a Region meet for all teams associated
with Judge and West High School golf teams. Both the Head Pro and Assistant Pro have given
free clinics to girls on these teams.
 Glendale remains a strong place for boy’s high school golf as well. Olympus uses Glendale as its
home course and holds practices, dual matches and 1 region meet each fall. We also hold region
meets for West High’s golf team.
 Glendale holds 2 evening Jr. Introductory weeklong clinics each summer. We also have a long
term relationship with the Glendale area Sorenson Multi-Cultural Center for a summer program
for at-risk children from the area. This program started in 1997, went on hold from 2009-2012
due to Salt Lake County taking over management of the Center, but is back in 2013. The
program involves approximately 50 kids throughout the summer who come any get free lessons
from the professional staff at Glendale. The program emphasizes basic golf skills, applying
lessons in golf to lessons in life, and a positive outdoor recreational experience for kids who
might not otherwise get this opportunity.
 Glendale hosted 4 Nike Jr. Camps over the past 5 years. These are advanced clinics that the
University of Utah puts on at area golf courses.
 Glendale hosts 1-2 state junior golf tournament events each summer and 1 Parent/Jr. Scramble
tournament that have been extremely successful.
 Glendale has one of the strongest Student/Adult player development programs in the State of
Utah. In partnership with Salt Lake Community College, Glendale Professional staff is
responsible for running all SLCC golf classes at the driving range/putting green/practice areas
from March – October. We teach over 200 adults every year (many of whom are women) all
aspects of the golf game, including how to get around a golf course, making reservations, swing
fundamentals, how to act on the golf course (etiquette), rules of golf, fundamentals of playing
“Ready Golf,” and so forth. We encourage students to play golf as a way of relieving stress while
they are in school and to make golf a permanent part of their recreation as they start their
careers.
 Judy Hollberg, Glendale’s Assistant Professional, has been an integral part of development of
women golfers at Glendale. Each year she holds several Women’s Clinics, which consist of 4
sessions per clinic. She helps in the process of deciding which Ladies Apparel lines to have in the
pro shop each year.
8. Administration/Policies/Procedures
 The Head Professional and Assistant Professional work diligently each year to keep all staff
members aware of current operating policies and procedures. In the past few years this has
included successfully completing a cash handling audit and annual inventory audits. Pro
shop staff has successfully navigated many changes in policies and procedures when we
switched from Fairways to EZ Links. Staff members have also had to adapt to all changes
that occurred with the new comp golf policy.
 Full time staffs at Glendale have been partners with Golf Division Administration staff in
establishing the current cash handling, retail, and comp golf procedures.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Successfully transitioned from Fairways to EZ Links P.O.S. and reservation system. This involved
several training sessions and a lot of one-on-one training with each individual staff member to
make sure we were all on the same page and keep customer service high.
 Glendale has used Vision Perfect tournament software for years in managing weekly league
play, annual state tournaments and corporate tournaments. Staying updated to changes in this
program and technology is an important part of management’s ongoing educational
development.
 Use of proactive measures with our fixed assets (Range dispenser, Range picking unit, golf carts,
etc.) has kept expenditures as low as possible. These measures include keeping the assets clean,
checking fluids, lubing assets as needed, etc. A service board is used in the cart basement to
alert cart mechanic of any servicing needs to carts and battery chargers, thus keeping down time
to carts at a minimum and increasing customer satisfaction.
10. Food & Beverage/Contract Management
 Head Professional meets regularly with Café Manager to ensure all upcoming tournaments are
prepared for properly and to discuss any other issues and concerns. Pro shop staff has had a
very positive working relationship with Café staff. Annual meetings have also been held
between the Head Professional and Western Foods upper management to discuss goals and
objectives for the coming season and to resolve any concerns.
 Head Professional has developed a solid working relationship with contractors for carpet
cleaning, window cleaning, port-a-johns, etc to make sure work is done professionally, on time,
and according to terms of the contract.
 New signage for the driving range was purchased in the fall of 2012 to promote stronger range
sales.
Glendale Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 We have continually come in under budget for the maintenance operation and have tried to do
more with less in our operation.
 We have understood the importance of saving money and have continually followed that
thought process.
2. Personnel/Training/Leadership/Internal Communication
 We have tried to train all employees in every aspect of grounds operation with an emphasis on
noticing and fixing problems and improving course.
 We have had a seasonal employee move up to a salary position at Bonneville.
 We try to have our employees take ownership in the course and Glendale has improved every
year because of it.
3. Facility Conditions/Capital Improvements/Sustainability
 Glendale was in rough shape when we got here, every green had dead spots the bunkers were
in horrible shape, and there was a huge loss of turf in fairways tees and rough.
 We have rebuilt and added drainage and sand to all greenside bunkers.
 We have added 3 new bunkers including a practice bunker.
 We have restored all greens and earned the reputation of fast true greens.
 We have restored turf in most areas in fairways, tees and rough. We are on a fertilizer, topdress, verticut schedule to continually improve greens.
 Added practice chipping area and practice bunker between #18 green and parking lot.
4. Customer Service/Pro Shop Operations/Retail Merchandising
5. Marketing/Promotion/Advertising/Social Media/Public Relations
6. Group Outings/Tournaments/Special Events
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
 We strive to follow all policies and procedures and try to communicate problems and solutions
to the administration.
 We have had a couple of incidents over the last couple of years where we needed to have H.R.
help us and followed recommendations.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 We were lucky enough to get some new equipment over the last couple of years. But we have
kept almost all of our old equipment running and in good shape through good maintenance
and well trained operators.
 We routinely check all fluids, air pressure and adjustments to increase life span of all
equipment.
 We treat all assets with the same care and strive to be good stewards with materials and
supplies.
10. Food & Beverage/Contract Management/Non-Retail Purchasing
Mountain Dell Pro Shop:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
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Worked with Dave and Bryce on developing annual budget, as opposed to previous process where we
were simply told what our budget would be on an annual basis
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With yearly budget cuts, we were still able to stay within budget
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Came up with the numbers for the labor budget report
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Follow and train cash handling procedures to all employees
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Constant customer service with angered patrons regarding fee increases by letting them know the
benefits of a loyalty discount card
2. Personnel/Training/Leadership/Internal Communication
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3.
Hands on training of seasonal employees
We have been able to hire qualified hourly personnel who have excellent work ethics, knowledge of
the computer systems, cash handling procedures and are good at customer service. These
employees return year after year which is surprising because they are limited on hours, the length of
the season is shorter and their wages are low. They like working at Mnt Dell because of the friendly
environment.
Leadership style – We work as a team
Communicate daily with golf superintendant and maintenance staff
Communicate daily with the café on upcoming tournaments and events
Communicate with league officers and chairs to make sure all events run smoothly.
Communicate with the City Offices.
Facility Conditions/Capital Improvements/Sustainability
The staff at Mountain Dell is always trying to make an outdated building look as presentable as possible through
painting and cleanliness.
There have been several capital improvements done to the café. Brand new hood that will allow leases the ability
to have a larger grill and expand their business, entire interior of café painted with brand new carpet and granite
counter tops. A large cement deck was built a couple of years ago so the golf course could attract larger outings
and have a place to feed incoming groups. The plan this year is to provide shade for the patio to make it even
more desirable for groups. Other capital improvements include the new shed for range balls.
4.
Customer Service/Pro Shop Operations/Retail Merchandising
I oversee all operations of the pro shop but I have delegated certain duties to the assistants because it allows the
course to expand its services with the goal of increasing revenue. My management style has always been to “push
decisions down to the appropriate level”. By making the assistant golf pros responsible for certain areas, they
have the opportunity to be creative and successful and develop the skills to become a Head Golf Professional.
Jeremy Miller’s lead responsibilities are the men’s association, end of month inventory and EZ links software.
Andrew Mecham’s lead responsibilities are tournaments/special events, ladies leagues and customer service/pro
shop operations. Customer service is always our highest priority and we work on it daily.
Mountain Dell has the largest collection of merchandise of all the City golf courses with annual sales of around
$200,000 dollars. We have a well stocked pro shop and we offer a variety of equipment and clothing. We
continuously clean and change the location of the merchandise to make it look fresh. Our profit margins are good
and we know the importance of having a well stocked pro shop when it comes to sales. It entices customers to
have their group outings at Mountain Dell because a percentage of tournament fees have to be spent in the pro
shop. We constantly have participants from other City sponsored tournaments spend their winnings at our facility.
I have developed a high end rental program with Taylor Made where we receive new clubs and bags every year.
The income from these clubs is around $18,000 a year and the investment is minimal because we are able to sell
them at the end of the season. Higher prices in travel, has made this appealing to out of state customers.
5. Marketing/Promotion/Advertising/Social Media/Public Relations
Mountain Dell is advertised on a Park City local television channel which can be viewed in the local hotels. These
are 1 minute spots with the Mountain Dell pros highlighting the two golf courses. Mtn. Dell has its own face book
page and we participated in the 100 games of summer program. The Head Pro promotes Mountain Dell by
working with the concierge in Park City and several Salt Lake City Hotels such as Grand America. We are in the PGA
book of golf and we are constantly pushing the loyalty card because so many of our customers are return players.
When it comes to public relations, over the past 5 years, the professional staff has become involved in coaching on
the collegiate and high school level. We are also involved with community events such as “Saving Strokes” and
other charities that have their fundraisers at our facility.
6. Group Outings/Tournaments/Special Events
Because of our 36 hole facility, Mountain Dell is able to host many group outings. These outings have increased
over the past 5 years with an average of 50 group tournaments per year. We work hard to retain these groups
through communication and excellent tournament organization. This includes having a fleet of 148 carts clean and
ready to go with cart signs and hole assignments. We provide staff members to do scoring or meet any other
needs of these groups. We create the score cards and score boards, break down the prize money and provide
certificates to the pro shop.
Over the past 5 years, our men’s association has grown to over 250 members and we now have 3 ladies leagues
with the EWGA doubling in size. We continuously host the Ladies Classic State Tournament. We have hosted the
Women’s State Best Ball and are scheduled to host the 3A High School Men’s Championship this year.
7.
Junior/Student/Adult Player Development
Mountain Dell is host to some of the Salt Lake City junior golf clinics and camps each summer. In the past 5 years,
we have all been involved in teaching junior clinics. I have also coached the boy’s and girl’s golf teams at Judge
Memorial and helped with the High School Girl’s Golf summer program at Nibley. Andrew Mecham became the
assistant golf coach at the University of Utah and he has assisted in teaching the Judge girl’s high school golf team.
We are home to the Highland, Judge and Skyline Boy’s High School Teams. We host the final round of the Tom
Sorenson Jr. Tournament and a parent/junior scramble which is a PGA/City sponsored event. The Golf Lab, led by
Corey Badger, regarded as one of the leading instructors in the country, uses Mountain Dell as its outdoor teaching
facility. In addition to the head pro and two assistants, Mountain Dell also employs a teaching professional who
sets up adult clinics, advertises in the Park City newspaper and continuously gives individual lessons.
8.
Administration/Policies/Procedures
Mountain Dell trains all employees to follows cash handling procedures, inventory procedures and comp golf
procedures set up by the City and they are expected to follow these procedures at all times.
9.
Technology/Equipment/Fixed Assets/Materials & Supplies
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EZ Links - Changed to EZ links which is an upgraded reservation and point of sale system. They have a web
site and an online call center which allows customers to make reservations 24 hours a day.
Purchased a plotter - We purchased a plotter which creates computer generated scoreboards. These
scoreboards look professional and the Company Logo with all the names of the participants can be
generated on these boards.
VIP Tournament Software – This software gives us the ability to organize tournaments, print score cards,
score boards and cart signs. Because of this program, we are able to give all tournaments and golf outings
a professional look.
Mtn. Dell is currently in the process of obtaining fiber optics which will speed up our computer
connections and become more reliable.
Fixed Assets – café new grill and hood, new outdoor shed
10. Food & Beverage/Contract Management/Non-Retail Purchasing
The Head Golf Pro monitors the food and beverage contract to make sure the contract is being fulfilled. Open
communication and working together is imperative because it benefits both the golf course and the café.
Non Retail Purchasing – I am in the process of purchasing a new Mule to pick up range balls. A new shed was built
last year that houses the range balls.
Mountain Dell Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 Making budget even with yearly budget cuts.
2. Personnel/Training/Leadership/Internal Communication
 Able to maintain high quality playing conditions even though we are understaffed.
3. Facility Conditions/Capital Improvements/Sustainability
 Bringing completely dead greens back to playable condition in a short period of time.
 Replaced culverts on course that have failed.
 Improved bunker conditions.
 Installed new pumps for the upper section of the course.
 Painted clubhouse, snack shack and restroom areas.
 Replaced lighting fixtures.
 Resurfaced bridge across highway.
4. Customer Service/Pro Shop Operations/Retail Merchandising
5. Marketing/Promotion/Advertising/Social Media/Public Relations
6. Group Outings/Tournaments/Special Events
 We help with carts for all group outings.
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
 Educate Staff on Golf Policies and Procedures and City Policies and Procedures.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Keep up with new technology and breakthroughs to help us do our jobs better and more cost
effective.
 Do our best to take good care of our equipment and keep costs down for repairs
10. Food & Beverage/Contract Management/Non-Retail Purchasing
 Assist concessionaire with set up on extremely busy tournament days.
Nibley Park Pro Shop:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
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Responsible for over one million dollar budget
Complete labor budget worksheet annually
Manage, supervise, and train employees to accurately collect all monies
Responsible for daily cash deposits
Checks and balances
Responsible for individual and group account distributions and redemptions.
Tournament/League entry fee deposits, account disbursements, and account redemptions
 Attend training and abide by SLC’s cash handling policies and procedures
 Track and document all expenditures of cities money
 Involved in SLC’s pricing structure for all appropriate fees
 Responsible for pricing and discounting of all retail merchandise
 Responsible for pricing of all player development programs and league events held at Nibley
Park
2. Personnel/Training/Leadership/Internal Communication
 Interview, hire, train, and retain staff
 Individual/group staff training/meetings
 Well defined job descriptions and expectations for each employee
 Open communication between myself and employees
 Provide positive, fun, efficient work environment
 Responsible for staffing and scheduling all areas of operation
 Delegation of responsibility
3. Facility Conditions/Capital Improvements/Sustainability
 Communication with superintendent and his staff
 Provide and prioritize necessary facility improvements/capital improvement projects to Mr.
David Terry
 Conduct regular safety inspections of Pro Shop area
Clean and organize work area, restrooms, and Pro Shop area
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Provide exceptional customer service to every customer
 SLC Golf division annual customer service training
 Nibley Park staff customer service training
 Responsible for the purchasing, selling, and inventory control of retail merchandise
 Purchasing
o Use only approved SLC vendors
o Use expertise in decision making process of what to purchase for the shop
o Attend annual PGA merchandise show
o Meet with many different vendors throughout the year to view the latest product
o Test and demo new equipment
o Manage an open to buy plan, track all open orders and communicate with SLC golf
accountant Mr. Bryce Lindeman
 Selling
o Responsible for pricing of inventory
o Merchandising
o Make sure the staff and I are familiar with what we are selling
o Demo day/demo program/rental program/club and ball fitting
o Special orders on items not in stock
 Inventory control
o Follow SLC’s policies and procedures
o Checks and balances
o Monthly inventory spot checks
o Semi-annual/annual inventory with Mr. Bryce Lindeman
o Aging inventory reports
o Prevention of shrinkage/shop loss
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 Responsible for marketing plan and branding of facility
 Responsible for the promotion of all player development programs, leagues, special events,
tournaments, and all promotional rates we are offering
 Work very closely with SLC’s marketing director Matt Kammayer
 Heavily promote our most important discount program; LoyalTee Discount Card
 Promote bounce back offers
 Nibley Park League website
 Nibley Park email list for all league members
 Nibley Park Facebook page
 Available for media when necessary
6. Group Outings/Tournaments/Special Events

Group outings
o Planning, coordinating, and assisting the tournament director
o Assist any way I can to make it easy and enjoyable for them
o Generate contract including
o Coordinate with food and beverage concessionaire to make sure they are staffed
accordingly
 Tournaments/special events
o Nibley Park 2-man, Nibley Park 2-woman
o Men’s, ladies, junior, and junior girls league club championships
o Many high school region matches
o Tom Sorensen junior amateur
o Junior golf connection and UJGA tournaments
o Weekly league events
o SLC’s summer of 100 events
 Responsibilities for tournaments
 Promotion of event, registration/payment prior to event, pairings, start
times, handicapping, rule sheet, rules official, marking of the golf
course, scorecards, scoreboard, scoring, payout and results, post
tournament summary, account distribution to winners, posing of results
to website, email results.
 Staffing for the event
 Many years of experience utilizing vision perfect tournament software
 Utilization of UGA’s GHIN handicapping and tournament software
7. Junior/Student/Adult Player Development
 SLC player development coordinator
o Responsibilities include
 Planning, organizing, scheduling, training, staffing, pricing, budgeting,
promoting, and supervising all player development programs at Nibley park
o Many meetings throughout the year with David Terry, Matt Kammayer, and Coty
Shelton to collaborate ideas and put programs together. Marketing materials,
registration packets, registration online etc.
 SLC junior golf program
o These programs run June-August
o Basic skills clinic 8:30-8:45 (Monday-Thursday)
o Intermediate camp 10:00-2:00 (Monday-Thursday)
o Advanced junior academy 11:45-3:45 (Monday-Thursday)
o Adult/junior clinics throughout year
o Junior league (Monday)
o Junior girls league (Monday)
o Parent/Junior scramble
o Tom Sorensen junior amateur
o Nibley Park elementary school partnership
o University of Utah partnership
 Adult player development programs
o Men’s, women’s, mixed couples, and adult/junior 101, 201, and 301 clinics
 These clinics run every night Monday-Thursday April-September
o University of Utah partnership
 Beginning golf for women
 Intermediate golf workshops
o American heart association partnership
 Saving strokes event
 Golf Fore Health program
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The above programs are designed to create and retain new players to help fill our golf courses
and generate more revenues.
Included in this packet is the 2012 player development schedule. We have created hundreds of
new players each year to help SLC as well as Nibley Park’s sustainability. Nibley Park is now
profitable!
8. Administration/Policies/Procedures
 Make sure all our employees understand and follow policies and procedures, to prevent
damage and injuries.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Educate ourselves on new technology to be more efficient and lower costs.
 Teach our employees to take good care of our equipment to help keep our costs down for
repairs.
10.Food & Beverage/Contract Management/Non-Retail Purchasing
 Worked with café concessionaire to implement package deals for golfers.
Nibley Park Maintenance:
Work Group Accomplishments
2. Budget/Finance/Accounting/Pricing
 Making budget even with yearly budget cuts.
2. Personnel/Training/Leadership/Internal Communication
 Implemented preventive maintenance practices and a safety program for all employees who
operate golf course equipment at both courses.
3. Facility Conditions/Capital Improvements/Sustainability
 Improved overall course playing conditions. Improved maintenance practices on the greens to
produced healthier green conditions.
 Implemented a maintenance program based my previous maintenance experience to improve
course conditions at both courses.
 Implemented a fertilizer program to improve course conditions and combat all turf issues.
 Built a second practice green, and cut down a native area to bring back a practice area at Forest
Dale Golf Course.
 Rebuilt several bunkers at both courses.
 Cleaned up the maintenance facilities, improved equipment storage area, and employee parking
lots.
 Irrigation system upgrades are continually being performed at Forest Dale Golf Course to
improve the total performance of the system.
 Irrigation system repairs are continually being performed at Nibley Park Golf Course jus to keep
it operating.
 Replant shrubs and flower beds around Forest Dale Pro Shop.
 Improved the driving range facilities at Nibley Park Golf Course. Replaced netting, implemented
as over seeding and topdressing program, and purchased new accessories.
4. Customer Service/Pro Shop Operations/Retail Merchandising
5. Marketing/Promotion/Advertising/Social Media/Public Relations
6. Group Outings/Tournaments/Special Events
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Educate ourselves on new materials and price them out to lower costs and improve outcome.
 Keep our equipment in top shape to avoid unnecessary costly repairs.
10. Food & Beverage/Contract Management/Non-Retail Purchasing
Rose Park Pro Shop:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 Establishment and supervision of facility rules along with the enforcement of those rules.
 Establishment of standards of service for the golf operation, personnel supervision and fiscal
management.
 Develops detailed fiscal plans and annual budget proposals with supporting data for inclusion in
the overall Salt Lake City Corporation budget.
 Responsible for all fiscal resources within the Rose Park Golf Club working toward a financially
sound posture, including an aggressive cost recovery philosophy.
 Researches private and public golf fee structures, and based on these analyses, recommends an
annual fee structure to the Golf Manager for approval by the City Council.
 Assists in development of long-range cash planning, goals, and program forecasts. The Head Golf
Professional is responsible for the monthly budget analysis.
 Constantly reviews and monitors the budget and takes appropriate action to ensure operations
are fiscally sound.
 Currently we receive monthly reports which enabled trends, both positive and negative, to be
noted more promptly. In the case of negative trends, corrective action could be taken sooner
that improved cost controls in several areas.
 Implement cash and systems controls to ensure the safekeeping of assets, inventory and
resources.
 Focus on FPD and LoyalTee card sales and information for golfers
 New tools provided to us by our golf accountant has made budget analysis and planning easier.
These include the personnel service calculator, revenue per round reports, merchandise open to
buy calculator, retail margin reports and water use report among others.
 We currently evaluate pricing and protecting the integrity of the rack rate.
 As requested -- yearly reduction in budget while keeping services up.
2. Personnel/Training/Leadership/Internal Communication
 Recruits or supervises recruiting of full and part-time paid employees and volunteers for
programs, services, and activities.
 Interviews, selects, and supervises such staff and provides them with a detailed orientation on
training and ongoing management.
 Provides all subordinates with specific guidelines and task instructions as necessary to ensure
proper program effectiveness.
 Responsible for time and attendance, paid time off, and sick leave control.
 Evaluates employees' performance and overall effectiveness and takes the necessary steps to
reward productive and effective team players and discipline non-productive or ineffective
employees.
 Monitors all aspects of the Rose Park Golf Club to ensure compliance with the Fair Labor
Standards Act and all other Salt Lake City Corporation human resource policies, procedures, and
regulations.
 Ensures that any unusual or unprecedented human resource or personnel occurrence or
situation is quickly brought to the attention of the Golf Manager, and confirms that all proper
documentation is followed as prescribed by the Salt Lake City Corporation policies.
 Ensures high quality customer service with detailed customer service training for all employees,
including the pro shop staff and cart/range attendants.
 Establishment of standards of service for the golf operation, personnel supervision and fiscal
management.
 Establishment and supervision of facility rules along with the enforcement of those rules.
 Administration and management of daily operations.
 Completed Salt Lake City’s “Leadership Training Series”
 Continuing education on shop procedures
 Attended PGA pro shop merchandising seminar 2010
 Attended USGA Rules Seminar in 2012
 Staff has been admirable in keeping track of Complimentary Golf Rounds.
 Inclusion of seasonal staff in routine merchandise orders
 Staff is introduced to Reps when they visit
 Periodic review of policies with staff
 Trained staff and improved yearly of EZ Links programs
 Include always staff input on ideas and question for EZ Links and Vision Perfect.
 Calendars provided monthly for Maintenance staff and Café.
 Daily visits with Superintendant and his staff.
3. Facility Conditions/Capital Improvements/Sustainability
 Worked with engineering on the operations, management and the recent renovation of the
practice facility.
 Worked with engineering on the operations, management and the recent renovation of #7 and
#17 golf holes.
 Worked with engineering on the operations, management and the construction of a new
bathroom near #14 tee.
 Added an outdoor fenced dining area for the café with seating for nearly 80.
 Worked with Western Foods on Café improvements (pictures, televisions etc.)
 Had the building painted to liven up the exterior.
 The outside service staff was continually trained and supervised on keeping the cars clean,
rotating car usage, monitoring maintenance issues, and driving with caution at all times to
maximize daily revenue.
 Add a new 9 camera security system to prevent vandalism.
 Worked with purchasing on removing Rose Park from the ADT contract and onto the
Professional Alarm contract saving Rose Park nearly $1000 annually.
 Changing to proper light bulbs and settings
 Safe hanging for chargers
 Involved with information for Yamaha and Siemens studies—test facility for battery discharge
test using Hydrometer.
 Furnaces reviewed and revamped to save energy.
 Constant use of paper and plastic refuse containers
4. Customer Service/Pro Shop Operations/Retail Merchandising
 For calendar year 2012, a number of initiatives were put in place to increase sales and
profitability of the merchandising program. Initiatives included re-evaluating the product
assortment and establishing more competitive price points. We provided ongoing training to the
entire golf shop staff on product knowledge and sales techniques. We also stressed encouraging
add-on sales when a guest registered to play or made a purchase.
 The result was a 12% increase in total sales, from $69,514 in FY11 to $77,920 in FY12. Sales per
round increased 15% in the first six months of this fiscal year. Mid-year reports for FY13 show
over $25,000 in sales and nearly 4% growth. The gross profit margin improved from 27% to
36%.
 The annual “Black Rose Sale” held each November thru the end of the holiday season produced
sales of nearly $8,000.
 We continued to use the new inventory tracking and control process. These monthly spot
checks allowed the staff to better monitor stock levels and identify slower moving items.
 Another useful tool was the improved Open to Buy spreadsheet that enabled us to see in “real
time” our open to buy dollars, open PO’s and track special orders. This has helped streamline
budgeting the retail operation.
 Maintains close contact with the local community and guests served.
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Increase exposure of the JRP3 using RP Community Council and Westpointe Community Council.
Ensures program attractiveness and effectiveness.
Continually evaluates the effectiveness of programs, policies, and procedures from the
standpoint of the golf club customer and participant responses.
 Makes recommendations to Golf Manager as appropriate to improve RP service and programs.
 Provides input and program guidance to the Golf Manager and Golf Advisory Board for all
programs, activities, and services associated with the Rose Park Golf Club.
 Responds to public complaints or concerns and employee grievances related to golf operations.
 Staff signage for lessons in shop and on range
 Changed entry door to pro-shop which added sales &helped café sales
 Rearrange shop displays monthly and for holidays.
 Establishment of a well stocked retail space consistent with the standards of our customers.
 Established new vendors and products each year
 Always inform golfers of LoyalTee and FPD
 Demo Days for men and women. Chipping and Putting demo.
 Vendor tents for Ladies and Men’s tournaments on first tee.
 Accepted donations from vendors and facilities for our tournaments
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 Administration and management of daily operations.
 Supervision and development of a balanced schedule and master calendar of all activities at the
golf course.

Increase exposure of the Rose Park and JRP3 using Rose Park Community Council and
Westpointe Community Council.

In prior years we hosted “Founders Month” in an attempt to bring 60,000 rounds back to Rose
Park. Something that I was very proud of. Before the promotion was scrapped in favor of
protecting rate integrity, the event was the stimulus that produces FY09 and FY10 of 62,313 and
61,003 rounds respectively. More importantly, the golf course returned revenue of over
$900,000 and operated in the black.
 Answered questions and positively promoted Rose Park Golf Course during the 18 month long
“Orange Street Sewer Rehabilitation Project.”
 Met weekly with Kiewet community outreach and Salt Lake City’s contract engineer to ensure
the least amount of impact during the project.
 Always promoted LoyalTee and FPD
 Weekly if not daily use of Facebook information about the course, tournaments and events
 Established new logo
 Be a Good Neighbor daily
 Donate yearly to local charities (both lessons and golf rounds).
 Started newsletter “Friends of Rose Park” using Constant Contacts; continue to use Facebook
and Twitter to promote the golf course and its’ events
 Striving to be “Female Friendly” at all times
 2012 Promotions at Rose Park and the Jordan River Par-3
o $2 for 9 holes at the Jordan River Par-3 Coupons - Distributed over 12,000 coupons at
junior clinics, camps and tournaments. Coupons also distributed at Rose Park Pro Shop,
Summer of 100 Events daily activities, and at all Utah Junior Golf Connection events.
o Youth on Course Member Discount – Boys and girls involved in our Youth on Course
program receive $5 green fees. Additionally, members received $2 green fees at Jordan
River Par Three in 2012.
o Junior/Adult PM Golf Special - Every day at Rose Park Golf course, juniors pay only $5 per
nine after 12:00 noon when playing with at least one adult in the foursome. The JRP3
Junior/Adult PM rate in 2012 was $2. This offer was promoted to email database, our
website, on Facebook, and in the PGA Passbook.
o
Free Golf Coupons at the Jordan River Par-3. These coupons were provided to every
participant in our adult and junior clinics at Nibley Park and through the University of Utah
clinics. Over 400 certificates presented.
o LoyalTee Discount Card - $45 Membership fee or $30 for juniors provides holders with 1030% discounts on golf and range balls at Rose Park and all Salt Lake City golf courses. For
juniors, the standard 20% discount results in a $6.50 green fee at all courses with the
exception of JRP3 where the discounted green fee is $5. We are currently running $10 off
membership fee promotion on radio, newspaper, Facebook and email database.
o We hosted nine days of junior tournaments at Rose Park and JRP3 during the summer of
2012. We are looking to increase that number in 2013 through our partnerships with the
UGA, UPGA, UJGA, and other groups.
o Rose Park Winter Bounce-Back Special - Play Rose Park again within seven days and your
next 9-hole round is only $10, 18 holes is just $20! Promoted at course point of sale,
website, email database, and Facebook.
o Fall Discount at Rose Park - $2 off all listed 9-hole rates, $4 off all listed 18-hole rates. Valid
Monday through Friday. Promoted at course point of sale, website, email database, and
Facebook.
o Golf & Dinner at Rose Park - Golf and dinner on Friday nights in August and September. For
just $50 you’ll receive two 9-hole rounds of golf with cart and two delicious dinner entrees.
Tee times available between 3 and 6 p.m. Dinner served from 5 to 7 p.m. Promoted at
course point of sale, website, email database, and Facebook.
o Wear Red Open Golf Scramble - Saturday, September 15th at Rose Park (Utah vs. BYU)
Morning shotgun start with a discounted four-player team entry fee, contests, prize
drawings and lunch afterwards. Awards for winning teams.
o 2012 Rose Park PGA Passbook Offer – Get two rounds for the price of one during select
times.
o Rose Park Dog Days of Summer Special - Sunday, August 5th through Friday, August 31 you
can play Rose Park for just $11 for 9 holes walking or $22 for 18 holes walking. Also, for just
$35 you can play 18 holes with cart rental, hot dog, chips and medium fountain drink.
Special rates begin each day at 11:00 a.m. Promoted with print ads in City Weekly, point of
sale, website, email database, and Facebook.
o Summer of 100 Events – Weekly public course events, contests and specials at Rose Park
from May through August. Promoted throughout the summer on 1280 The Zone, website,
SLC pro shops, and via social media.
6. Group Outings/Tournaments/Special Events
 As is the case after the completion of every season, the Professional staff evaluated the entire
tournament schedule. Rose Park continued to be a gracious host to a number of golf outings.
We were able to grow the number of outings with some new ideas of tee management—offered
double tee starts and afternoon shotgun starts. The new ~80 seat patio has also helped land
events, giving our guest a place to relax and host the après golf awards and socials.
 We also implemented a revised tournament contract and worksheet. This has helped us define
a guaranteed minimum on tournament day. The worksheet has enabled the staff know
specifically what the event requires and ensure the event was run without problems. In this case
it was their Special Event.
 For the 10th consecutive year, Rose Park served as the host site for the Utah Special Olympics
Golf Championships. Over two days these wonderful athletes participate in skills competitions
and tournament play. They live and play by a saying we all should make note of, “Let me win,
but if I cannot win, let me be Brave in the attempt”.
 The TNT Auction Rose Park Open and Pro-AM and the Salt Lake City Senior Championship were
the headliners of the tournament season. The Rose Park Open hosted over 200 amateurs and
60 of Utah’s Golf Professionals. As a result, over $10,000 was deposited into the merchandise
gift certificate account. This year’s event is scheduled for May 10th and 11th. Rose Park hosted
day 2 of the SLC Senior Championship with over 100 senior golfers participating in this annual
event.
 Increased participation with:
a. Local Business and Corporate outings
b. US\Japan Jr. Event
c. High School Reunions
 Held “Patriot Golf Day” in cooperation with our men’s league with proceeds going toward the
“Wounded Warrior Fund”.
 Conducted numerous USGA and UGA qualifying events.
 Calendars provided to Maintenance staff and Café for monthly events
 Scoreboard services for pre printed score sheets for tournaments from John Winchester
7. Junior/Student/Adult Player Development
 With the practice facility undergoing a renovation beginning near the end of the prior fiscal year
it was difficult to plan many of our standard clinics. Understanding the impact the renovation
project would have on instruction, the FY12 budget was trimmed by ~$1000. Given the
challenges, we were excited to see that we fell just $97 shy of budget. It is even better to report
that we are 25% ahead of the prior year to date for FY13. A special thanks to Nibley Golf Course
and Glendale Golf Course who offered their respective practice ranges to enable us to continue
working with our clients during the range closure.
 In addition to standard individual or semi-private lessons offered to Men and Women, Rose Park
instructors offered a variety of clinic programs and volunteered for teaching opportunities at
our other golf facilities. Partnering with Westminster College for Spring Tune-Up and Beginning
Golf as an example of the former and Saving Strokes an example of the later.
 The Professional staff is exciting about the opportunities the renovated practice facility will
provide. Launching for the spring of 2013 will be a new partnership with the West High School
Community Education offering a low cost Introduction to Golf and a 4 lesson series Beginning
Golf. We are proud to continue the relationship with Westminster College and the program they
offer. In addition, the renovated short game area at the JRP3 will allow us to offer a series of
short game clinics.
 We also have plans for 2013 to expand programs offered in conjunction with PGA Play Golf
America. Get Golf Ready clinics, May free 10 minute lesson Month, Golf for Women Week, and
Family Golf Month are geared towards introducing new players to the game.
 The Wednesday night Men’s Association continued to see its strong growth with nearly 150
members. Weekly participation jumped forward from averaging 56 players in 2011 to some
weeks approaching nearly 100 players in 2012.
 The season long chase for the Rose Park Cup and the Rose Park Match Play were return events
that remained very popular with membership. We also added the Fall Series Cup, a 5 week
tournament to continue the momentum of a strong league into the late season.
 Once again the Men’s League jumped onboard with the annual service project in an effort to
plant trees on Rose Park that have been lost throughout the years to disease and severe
weather.
 The Women’s Association partners with Rocky Mountain Power on Monday evenings. The
leagues were revamped, getting away from some of the sillier games and returning to more
traditional events and scoring. This resulted in a 15% increase in participation.
 Perhaps no better way to promote junior golf without a practice facility is to eliminate barriers
and get them on the golf course. Some of the examples for 2012 included…
a. $2 for 9 holes at the Jordan River Par-3 Coupons - Distributed over 12,000 coupons at junior
clinics, camps and tournaments. Coupons also distributed at Rose Park Pro Shop, Summer of 100
Events daily activities, and at all Utah Junior Golf Connection events.
b. Youth on Course Member Discount – Boys and girls involved in our Youth on Course program
receive $5 green fees. Additionally, members received $2 green fees at Jordan River Par Three
in 2012.
c. Junior/Adult PM Golf Special - Every day at Rose Park Golf Course, juniors pay only $5 per nine
after 12:00 noon when playing with at least one adult in the foursome. The JRP3 Junior/Adult
PM rate in 2012 was $2.
d. Free Golf Coupons at the Jordan River Par-3. These coupons were provided to every participant
in our adult and junior clinics at Nibley Park and through the University of Utah clinics. Over 400
certificates presented.
 Head Golf Professional, Derek Schmehl continued to be the Head Golf Coach for the West High
School Boy’s and Girl’s golf teams. Each year nearly 30 young people participate on the West
teams.
 Rose Park will continue to lead the way as a sponsor of junior golf. New for 2013 will be a
partnership with the Northwest Multipurpose Center in offering low cost introduction to golf for
the young people of the community. Unique to this program is that from the very first lesson
there will be an on course segment utilizing the Jordan River Par 3. We need to stress that golf is
a game.
 Added a “Novice tee”
 Clinics added yearly for Juniors and Westminster College
 Men’s League increased to 150 players
 Meet with both Ladies Leagues on a regular basis (Rose Park Ladies and Rocky Mountain Power)
 More Teacher participation in all aspects
 Charitable donations of lessons to schools, hospitals and other funds.
 Signs recognizing our teaching staff on range and in clubhouse
 High School participation with teams, clinics and region tournament.
 Boy Scout Clinics and lessons for merit badges
8. Administration/Policies/Procedures
 Trained Staff to be on point with Complimentary Golf Policy
 Performs all functions in a customer service oriented manner as presented in the strategic plan.
 Works periodically on special projects as assigned by the Golf Manager outside the context of
the golf course, but for which the Head Golf Professional possesses the ability to perform
adequately.
 Serves on committees and focus groups as assigned by the Golf Manager.
 Actively participates in state and national professional organizations, as well as affiliated
organizations, in order to promote the game of golf and the Salt Lake City Golf Division.
 Instructs specialized courses relative to staff training, customer service and recruitment.
 Appropriately resolves concerns, problems, or emergencies that arise.
 Attends training sessions, workshops, staff meetings, and conferences as assigned.
 Maintains current knowledge of trends and practices in the golf Industry.
 Working with the Golf Manager and Golf Course Superintendent, assists in the development of a
long-term golf course master maintenance plan.
 Holds an undergraduate or higher degree from an accredited college, with major course work in
golf course administration or in another closely related field, or has comparable work
experience in golf course administration.
 Maintain membership in good standing as a Class A member of the Professional Golfers
Association of America.
 Demonstrates strong public relations and communications skills.
 Possesses strong human resource skills, including the ability to work with a wide demographic
personnel base.
 Ability to work under minimum supervision and assume responsibility for initiative and
completion of work.

Ability to establish and maintain positive relationships with local golf associations and other golf
clubs.
 Demonstrates strong skills for detail and accuracy.
 Possesses strong technical knowledge of the golf profession and the rules of golf, along with the
ability to interpret and render an accurate decision of all said rules.
 Establishes and maintains effective work relationships with other Salt Lake City golf division
employees, the general public, and the City of Salt Lake.
 Possesses current CPR, First Aid, AED, Concussion and Coaching certifications.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Local Administrator of EZ Links Golf Software, including managing daily play templates.
 Added VP software for Tournaments and Leagues
 Hung pictures and painted
 Had new 9 camera security system installed to protect premises during closed hours.
 Installed new lighting in the overflow cart garage for safety.
 Kept garage area clean and operating efficiently
e. Ball washers
f. Steam Cleaner
g. Ball dispenser
h. Garage door
10. Food & Beverage/Contract Management/Non-Retail Purchasing
 Worked with Red Onion Grill and Rose Park on menu ideas and specials.
 Worked with Purchasing and Contracts on numerous projects.
o ADT cancelation
o Getting building painted
o Establishing the Blanket PO for our new vendors in place of a credit application.
Rose Park Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
2. Personnel/Training/Leadership/Internal Communication
 Every employee is given their daily work tasks at their start of the shift
 Employees are given instructions on customer service with their dealings with the golfers, (
common sense)
 Daily breakfast box meetings
 Talk about previous day’s work details and any problems
 Make adjustments to rest of work weeks schedule
 Have daily and monthly meetings with Pro-shop ( about the play of the day, week, month, and
tournament schedule )
3. Facility Conditions/Capital Improvements/Sustainability
 Year and a half sewer project completed in June-2012
 All damaged areas re-sod and restored.
 New drainage along 1-2-3-4 fairways and rough; 13 and 14 rough.
 Change #17 to a par 3, 3 new tees, 17 trees, and renovation of
south greenside bunker.
 New tee on #16
 2 new tees on #7, which now play a par 5
 11 trees added to #7
 Driving Range Expansion:
o Extended tee area
o Concrete pad with mats
o 4 target greens
o
o
o
o
o
New trees
Extended netting along Redwood Road (10-60 ft high)
New irrigation on extended part of range; (new main line, 66 new valve-n-head sprinklers.
Renovation of practice area; re-did the 2 practice greens, and the large practice bunker
This renovation was accomplished by the sale of the corner property on #17.

New restroom built on the back nine; intersecting holes, 12-13-14.
4. Customer Service/Pro Shop Operations/Retail Merchandising
5. Marketing/Promotion/Advertising/Social Media/Public Relations
6. Group Outings/Tournaments/Special Events
 1a and 2a State championships
 Women’s State 4-ball championship
 TNT Pro –Am and Championship (Pros and Amateurs)
 Men’s League, grown to 100 players
o Special every week play
o Club match play
o Club championship, (brackets)
o Women’s league 40-50 players
o Eight man teams, (regular and seniors)
o Senior match play, (120 players)
o Special Olympics, (2 days skills competition, and playing Rose Park and Jordan River Par-3
7. Junior/Student/Adult Player Development.
 Chevron sponsored Parent Child/
 Itty- bitty 9 hole, at the Jordan River Par 3
 High School, (girls and boys) Region
 Corporate tournaments throughout the season
8. Administration/Policies/Procedures
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Employees are trained on new equipment, and receive refreshers on equipment they have used
10. Food & Beverage/Contract Management/Non-Retail Purchasing
Wingpointe Pro Shop:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 We now participate in developing income & expense and labor budget every year
 Directly responsible for all deposits, and implements cash handling procedures to reduce errors
 Work with administration to make sure all policies & procedures are followed
 Responsible for all imputing of merchandise into our POS system
 Set up pricing and discounting of merchandise
 I do a monthly inventory and a yearend inventory in December
2. Personnel/Training/Leadership/Internal Communication
3. Responsible for all training of employees with the POS system and all new updates and general
training
4. I have had 4 of my Assistants who I trained move on to Head Professional jobs which I am very
proud of
5. I have been one who likes to lead by example, I have no problem working behind the counter
and dealing with the public. Many of my employees get their training by watching me handle
customers
6. We have weekly meetings with the Maintenance staff. The Golf Pro’s are the eyes and ears of
the business. When people have issues with the Golf course it is the Pro who they come see and
that is why it is very important to be in constant communication the our maintenance staff and
if they have problems they see with the Pro shop they can relay it to me.
3.
4.
5.
6.
7. We have a fitting and launch monitor here at Wingpointe and I have trained my Assistants on
how to use it
8. Train all Pro Shop employees on all the new golf equipment and how to better serve our
customers
9. Weekly meeting s with the café so they will know when we have events, outings and other
related issues
Facility Conditions/Capital Improvements/Sustainability
 Help with the beautification of the surrounding areas of the Pro Shop, we have planted flowers
and shrubs over the years
 Do a yearly CIP request for the course each year
 Order all supplies for the Pro Shop
 Once I get to the Golf Course no job is below me I fix toilets faucets etc. when needed. It is my
job to see that everything is in working condition and if needed call facilities to schedule work
they need to do
 Recycle when we can
 Make sure the Pro Shop is clean and the adjoining areas around the shop
Customer Service/Pro Shop Operations/Retail Merchandising

Here at Wingpointe we have always tried to make sure that the customer comes first. We try to
learn each of their names and call them by name
 We constantly are changing the look of the Pro shop by moving displays and creating new
interest
 I try to bring in new fashion forward inventory each year
 We only bring in high quality merchandise I keep a constant eye open for new trends and
technology
 Market our shop with new POP signs and displays
 We order in special orders for our customers. For if we don’t have something on hand that they
want I will get it for them
Marketing/Promotion/Advertising/Social Media/Public Relations
 Make sure to get the word out when the Golf Course is open during the winter months. I always
call the newspaper and the different golf outlets to let our customer know when we are open or
are having a special event
 Promote the sale of our Loyal tee card and the different offerings the golf division is offering
 Promote our bounce back program
 Advertise our teachers and their rate on the web site
 Use Face book to keep the public aware of anything that we are doing at the golf course
 Help the public with making tee times and cross book them when needed
 Focus on increasing men’s and ladies’ club participation
 Use Matt Kammeyer to advertise any special we are doing
Group Outings/Tournaments/Special Events
 We do a Demo day each year by having the different reps come and show the new products
they have. This creates interest and we have been very successful in selling the new product
during this day
 Work with the different outside groups and events we host in regards’ to score board score
cards and handing out gift certificates
 We host 3 State wide Golf Tournament each year the Wingpointe Am, Wingpointe 4 ball and the
SLC Burton Lumber Open
 Certain years we also have hosted several of the PGA events and UGA events
 After each event it is our responsibility to enter all prize money into the different winners
accounts

We are in constant communication with the different outside groups before their event to make
sure they have everything they need and we get the correct number of players so we don’t cost
the city any money in missed revenue
 Contact the café as to the events needs for food and beverage
7. Junior/Student/Adult Player Development
 Promote junior lessons through discounted rates, flyers, social media and signage
 We are available for help with any of the Golf Division programs camps and clinics
 We do a walk around the practice tee and offer free 10 minute lessons with the hope of getting
them more interested in the game
 Co host Bonneville / Nibley Park combined junior league mid-summer classic tournament each
year one day here at Wingpointe
 We offer many different rates and lesson programs for golfers of all abilities
8. Administration/Policies/Procedures

Keep all employees informed about City policies and procedures
 Keep a constant log on our comp golf for the different employees and make sure they know the
importance of keeping this record accurate
 Keep a comp golf and policy procedure manual on hand so my employees and read it and
understand it
 I have the responsibility with the City Procurement card and enter all purchases into the system
 We keep an updated list on new login codes for the different items etc.
9. Technology/Equipment/Fixed Assets/Materials & Supplies
 Maintain a well rounded and up to date knowledge of the POS system and all aspects of how to
run E Z Links system
 Do a yearly fixed assets inventory
 Order supplies through the Parks Dept. Call in orders to Dean Landon
 Make sure all equipment is running well and maintained
10. Food & Beverage/Contract Management/Non-Retail Purchasing
 I have been a part of 5 Food and Beverage contract through the City over the years I have spent
here at Wingpointe
 Have been proactive in developing green fee package deals with golfers that include food &
beverage
 Been on several RFPs for the Golf division with the purchasing and leasing of the golf carts
 Responsible for the purchasing of the range balls and all supplies for its operation
Wingpointe Maintenance:
Work Group Accomplishments
1. Budget/Finance/Accounting/Pricing
 Keep expenses at or below adopted yearly budget on all maintenance operations
2. Personnel/Training/Leadership/Internal Communication
 Train seasonal personnel to safely operate equipment used in the daily maintenance operation
 Weekly meeting with maintenance staff
 Daily communication with pro shop personnel
3. Facility Conditions/Capital Improvements/Sustainability
 Provide the best possible playing conditions
 Have reshaped Fairways
 Added new approaches and surrounds
 Installed aiming posts and more yardage information
 New restroom on #13 and renovated restroom on #4 and #8
 Installed two new tee boxes on #17 and rerouted cart path
 Installed three new tee boxes on #18
 Opened collapsed water hazard on #18 approach and replace cart path from tee
 Native maintenance (mowing for speed of play)
 Entrance and clubhouse landscape improvements
 Installed injection pump for irrigation system (water savings)
 Hazard marking improvements and lake edge stabilization stop gap
 Implemented a spraying, vertip-cutting and topdressing to improve quality of the greens surface
 Ongoing bunker improvements ( sand, drainage, rock removal and a maintained edge)
 Divot repair and regular topdressing on tee boxes as well as improved placement rotation
 Improved yardage markers and targets on driving range
 Designated lesson area with power on driving range tee for use with fitting equipment
 Regular seeding and topdressing of driving range tee
 Replace light fixtures in the maintenance building with more efficient bulbs and fixtures
 Provided recycling cans on the golf course
4. Customer Service/Pro Shop Operations/Retail Merchandising
 Train employees to be courteous and appreciative to our customers
5. Marketing/Promotion/Advertising/Social Media/Public Relations
 Updates on course conditions and course projects on the golf course face book page
6. Group Outings/Tournaments/Special Events
 Communicate with pro shop daily on upcoming outing and events
 Communicate with tournament reps on any special requests or specific course setup
7. Junior/Student/Adult Player Development
8. Administration/Policies/Procedures
 Inform employees on updates to policy and procedures
 Comp golf log kept up to date
 Comp golf policy posted in maintenance building
9. Technology/Equipment/Fixed Assets/Materials & Supplies
Ongoing upgrade to newer and more efficient equipment
 Stay current with updated technology ( fert, chemicals, irrigation and equipment)
 Yearly inventory of fixed assets and irrigation and equipment parts
10. Food & Beverage/Contract Management/Non-Retail Purchasing