Community - GolfBusiness

Creating a New Labor Model
Jeff Spangler offered insights on golf
course maintenance to Annual
Conference attendees.
Jeff Spangler, senior vice president
for science and agronomy
for Troon Golf, says it’s
time to “blow up” the golf
course labor model.
“The standard labor model that
golf courses operate on traditionally
is fundamentally flawed, broken and
unsustainable,” Spangler said during
a presentation to golf facility managers
during the NGCOA’s Day at the
Golf Facility: Best Practices Tour, held
in conjunction with the association’s
2013 Annual Conference.
Labor and associated benefits
have continued to increase over the
last two decades and significantly
affect profitability at most courses.
To combat these trends and reduce
labor costs, Spangler advocates
these unconventional approaches to
course maintenance:
A JOB CLASSIFICATION PROGRAM
that groups workers into one of three
categories: equipment operators,
greenkeeper 1 or greenkeeper 2. A
pay scale is associated with each classification
as a way to keep salaries
from increasing beyond the skill set
required of the job.
FRONT-LOADING LABOR early
in the day and reducing the number
of workers in the afternoon. Getting
more workers on the course earlier,
Spangler said, is “more efficient and
less disruptive for golfers.”
SEASONALLY FLEXED CREWS that
create opportunities for smaller crews
during less busy times of the year.
A NON-TRADITIONAL LABOR POOL
that includes firemen, housewives and
crew members from other courses.
On the day of Spangler’s presentation
at Maderas Golf Club in
Poway, California, just outside San
Diego, nine workers were tending to
the 18-hole facility that’s one of the
jewels in the Troon portfolio. In the
past, Spangler said, as many as 25
may have done the same work.
The approach is working. Maderas
has cut $400,000 from its maintenance
budget, which Spangler said,
“has given us an opportunity to return
some profits to the owners.”
Dave Nicholls, vice president of
science and agronomy for Scottsdale,
Arizona-based Troon, said the strategy
is based around one question:
“When do we need to be good”
“This whole industry has a tendency
to repeat things because that’s the way
we did it in the past,” Nicholls said. “We
need to re-evaluate that.” —Bill Bryant
More Lesson
From Maderas
GOLF COURSE MAINTENANCE WASN’T THE ONLY
TOPIC being explored during the Day at the
Golf Facility at Maderas Golf Club. Participating
NGCOA Annual Conference attendees also
learned from a number of other facility managers
and business experts during the daylong
educational session. Among the highlights:
KELLY MCCAMMON, vice president of
business development for SNAG Golf, suggested
that operators borrow from other sports
when structuring their clinics and player-development
programs. Programs should last six
to eight weeks with sessions held twice per
week, he said. “That’s what programs outside
of golf are doing, and that’s what we need to
match to appeal to parents and kids.”
KRISTEN GOULET, director of retail operations
for Troon, suggested facility operators
create calendars that show the promotion
schedule for the next three to six months. “A
calendar of upcoming programs and promotions
promotes a proactive approach versus a
reactive approach to driving sales.”
RYAN WALLS, senior vice president for operations
for Troon, urged course operators to
employ a dedicated sales leader to increase
revenues. “If you can’t afford to hire a sales
leader, make sure you have someone who is
responsible for selling revenue at your club.”
JOHN MCNAIR, vice president of golf operations
for JC Resorts, mentioned several
trends affecting food-and-beverage sales, including
gluten-free and children’s menu options,
farm-to-table concepts and fair-trade
practices that encourage the support of local
suppliers and artisans. He also noted that Gen-
Xers and Millennials are flexible and willing to
try new food and beverage options.
But you have to make it fun for them,” he
said, “and you have to remember that they
exhibit no loyalty. But if we don’t figure out how
to get these groups into our facilities, we won’t
be around long.” —B.B.