14 Golf Operations in Clubs - CMAA

14
Golf Operations in Clubs
This chapter was writt en and contributed by Raymond R. Ferreira,
Associate Professor, Georgia State University, Atlanta, Georgia
And updated by Michael Leemhuis, M.A. Ed., CCM, PGA Professional,
Chief Operating Offi cer, Congressional Country Club,
Bethesda, Maryland
SPORTS AND RECREATION are a driving force for the existence and success of private
clubs. Foremost amongst the sports available at clubs is golf. The golf course provides
rest and relaxation, promotes membership camaraderie, and provides competitive
interests and spirit within the club. Any manager in the industry needs to
understand the basics of golf operations—even those who are currently at clubs
without a golf course. It is because of the importance of golf that the Club Managers
Association of America has fostered close relationships with PGA of America
and the Golf Course Superintendents Association of America.
History of Golf
Golf is an old game. Some trace its ancestry back to the Roman Empire where a
similar game was called paganica. It was fi rst recorded in 30 BC as a generic ball
game, but when Roman invaders arrived in Scotland, they were hitt ing featherfi
lled leather balls with a curved stick. The goal was to hit a target using the least
number of strokes. Centuries later, the Scots would formalize it, turning it into the
game that people recognize today.
There are also records that a game similar to golf was being played in China
during the Ming Dynasty under the name of suigan. A book of records from AD
960-1279 contains a description of the game—played with jewel-encrusted sticks—
as well as sketches.
However, the origins of the game might be considered even wider than that.
England had cambuca, the French had Jeu de mail, Celts played shinty, Laos had
khi, and Belgium had chle. In 1296, the Dutch had a game called “colf”, a word
which meant club. It is from this word that the modern name of golf evolved.
In Scotland, the game of golf became so popular that King James II banned
both it and soccer in 1457 because people were playing those two games and
neglecting the preparation and training for war against the English. It was a ban
that remained in place until 1502 when King James IV took up the game. The royal
interest in the game helped it spread, with Mary Queen of Scots introducing the
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492 Chapter 14
Exhibit 1 Golf Trade and Professional Associations
American Junior Golf Association
(AJGA)
www.ajga.org
Association of Golf Merchandisers
www.agmgolf.org
First Tee
www.thefirsttee.org
Hook a Kid on Golf
www.hookakidongolf.org
Ladies Professional Golf Association
(LPGA)
www.lpga.com
National Golf Foundation (NGF)
www.ngf.org
National Retail Federation
www.nrf.com
game to France. Legend has it that the word “caddies” came from her helpers—the
French military cadets.
In 1744, writt en rules for the game were established by the Gentleman Golfers
of Leith, a club formed to promote an annual competition. The number of holes
were still in fl ux with the Society of St. Andrews Golfers taking the course from
anywhere as low as 2 to today’s standard of 18 in 1764.
The British Empire was also instrumental in the spread of the game, with the
fi rst golf club outside of the United Kingdom being established in Bangalore, India
in 1820 and the Royal Calcutt a in 1834.
Golf Organizations
National Sporting Goods Association
(NSGA)
www.nsga.org
Professional Golfers’ Association of
America (PGA)
www.pga.com
PGA Tour
www.pgatour.com
Sporting Goods Manufacturers
Association (SGMA)
www.sgma.com
United States Golf Association (USGA)
www.usga.org
Exhibit 1 lists some of the major golf trade and professional associations. The three
largest golf organizations that can assist private clubs are the Professional Golfers’
Association of America (PGA), United States Golf Association (USGA), and
the National Golf Foundation (NGF). The PGA Tour is the association for the top
male touring professionals and is part of the PGA. The Ladies Professional Golf
Association is the association for the top female golf players who play on the professional
circuit.
United States Golf Association. In 1894, the United States Golf Association
(USGA) was formed. It oversaw the game in the United States and Mexico,
establishing rules, handicaps, and conducting turfgrass research. The USGA is the
governing body of golf in the United States. This organization develops and modifi
es most of the rules and regulations that govern golf play and golf tournaments

Golf Operations in Clubs 493
in the United States. It also serves as a major sponsor of turf-grass and golf-coursemaintenance
research. The NGF provides golf-industry research data for both private
clubs and public golf courses.
Professional Golfer’s Association. In 1916, the Professional Golfer’s Association
(PGA) of America was founded. It is now the world’s largest working sports
organization with more than 28,000 members. More than 10,000 facilities throughout
the country employ PGA members. It sponsors four premier tournaments each
year:
• Ryder Cup Matches
• PGA Championship
• Senior PGA Championship
•
PGA Grand Slam of Golf
The PGA is the primary association for golf professionals who teach golf. A
primary focus of the PGA is to educate golf professionals through an apprentice
program and by off ering PGA Business School I and II (week-long training programs),
seminars, workshops, clinics, and publications. The PGA also off ers a certifi
cation program to ensure that certifi ed golf professionals are skilled players
who are educated on the basics of running a successful golf operation. Assistant
or head golf professionals must complete an apprentice program before becoming
PGA members. There is also the PGA Master Professional certifi cation, which is
achieved by golf professionals with outstanding credentials.
The PGA certifi es golf professionals and encourages their professional development.
Their basic certifi cation for golf professionals is Certifi ed Professional
Program (CPP) which includes mastery of general management (see Exhibit 2),
instruction, retail, golf operations, ownership/leasing, and executive management.
They also have a Master Professional (MP) program.
The PGA has several diff erent member classifi cations, many of which apply
to private club managers. A1 is a golf professional, A4 is a director of golf, A8
is an assistant professional, A13 is a general manager, and A14 is a director of
instruction.
The National Sporting Goods Association and Sporting Goods Manufacturers
Association. These organizations specialize in the merchandising and manufacturing
of sporting goods. Both organizations carry a great deal of information
on golf products. A new golf organization is Hook a Kid on Golf. The goal of this
organization is to provide information and products to help people educate children
about golf and encourage them to participate in the game.
Golf 20/20. In 1994, the World Golf Association was formed to oversee the
World Golf Hall of Fame. In 1999, it initiated the Golf 20/20 program which brings
together many golf associations and organizations to help advocate and promote
the sport. According to the Golf 20/20 Website, their mission is “to align the global
golf community behind initiatives that address the future of golf in a strategic
manner, with an emphasis on accelerating growth in participation and interest
creating new avenues of access into the game.” They do this through research and

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Exhibit 2 General Management Competencies
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Golf operations
Assessing performance
Becoming a manager
Capitalizing on change
Excel 2000
Finance essentials
Giving and receiving feedback
Intercultural business etiquette
Leading and motivating
Leading a team
Making a presentation
Managing crisis
Managing difficult interactions
Managing your time
Marketing essentials
Negotiating
PowerPoint 2000
Preventing sexual harassment for leaders
Project management
Running a meeting
Solving business problems
Understanding and using contracts
Word 2000
the publication of reports, the sponsoring of programs, and the publication of best
practices and other information.
Rules of Golf
The modern rules of golf are moderated jointly by the USGA and the Royal and
Ancient Golf Club of St. Andrews, Scotland. There are 34 actual rules to golf,
recorded in 154 pages. However, the collected decisions on the rules of golf are
more than 600 pages.
The USGA also publishes the rules in brief on their Web site, www.usga.org.
Both they and St. Andrews off er 3-day “rules of golf” seminars, which is one way
for private club managers to gain respect from their members and golf knowledge
for themselves. It also helps them to become a rules expert at the club.

Golf Facilities
Golf Operations in Clubs 495
The golf facilities at a private club account for approximately 12 percent of a club’s
income. 1 Club golf facilities typically include a golf course (or several golf courses),
a practice range, a pro shop, a golf-bag room or bag-storage area, and a golf car
barn.
Golf Course
Golf courses at private clubs are usually 9 or 18 holes in length, with 18 holes
being the most common. Each hole on a golf course has a tee box (the starting or
tee-off area), a fairway (the strip of mowed grass between the tee box and green),
the rough (tall grass, weeds, trees, etc. on either side of the fairway), and a green
(a putt ing surface with a cup). Some holes have obstacles to challenge the golfer,
such as bunkers (sand traps) and water hazards.
The golf courses at private clubs are used in a variety of ways by club members.
Some members prefer to play golf just a few times a month for recreational
purposes. Others enjoy the competitive nature of the sport and participate in the
club’s tournaments and other structured golf activities. Parents may enroll their
children for golf lessons. Members may also play rounds of golf with business
associates. The average club golf course supports 25,768 rounds of golf per year. 2
The fi rst tee times of the day will be at least one hour aft er sunrise at most
clubs. On some days the starting times may be pushed back to allow the grounds
crew to complete its regular maintenance duties. The crew needs time to cut the
tee boxes, fairways, and greens; rake the bunkers; and perform other maintenance
duties before members play. The crew can usually stay ahead of the players if it is
given time to complete maintenance on the fi rst three or four holes before the fi rst
players are allowed to start. Many clubs do not allow play on Mondays so that
the grounds crew can perform major maintenance duties. If play is allowed on a
Monday, normally play doesn’t begin until the aft ernoon.
Clubs usually restrict the times that guests of members can play golf, limit the
number of times guests can play per month or per year, and stipulate who is to be
considered an out-of-town or in-town guest when golf course usage is restricted to
in-town guests. At the time of check-in at the pro shop, members should register
their guests and sign the charge slip for the guest fee.
During the week, many clubs designate time periods when the course is open
for play only to organized club groups. For example, the club’s juniors may have
an organized activity on a weekday right aft er school.
Practice Range
The practice range or driving range is an area designated for members to practice
hitt ing a variety of shots. The practice range should be located near the fi rst tee so
that it is easy for members to move to the golf course aft er practicing. The practice
range should be situated so that no stray balls are hit onto the golf course or into
other areas where members and guests may be. The club should install protective
nett ing if there is a possibility of an errant shot striking someone. A club may have

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Exhibit 3 Pro Shop Inventory
The percentage of golf professionals that
own the shop inventory is decreasing.
• 42.0% in 2001
• 38.5% in 2003
• 36.7% in 2005
a practice green and bunker near the practice range for members to practice their
putt ing and sand game.
The practice range is as important as the golf course and should never be just
an aft erthought. There are some members who will use the practice range more
than they will the golf course. The practice range, therefore, deserves the same
att ention to detail that is given to the regular course. At a minimum, the practice
range should have bag stands, divot sand, water coolers, club cleaning equipment,
and guide ropes.
The practice range staff should set up all practice equipment at the beginning
of the day and store it at the end. Collecting and washing the practice range balls
should be performed at the end of the day or during the day when there is heavy
usage. A quantity of practice range balls should be bagged or bucketed ahead of
time so that members do not have to wait for them. Practice range balls should be
replaced oft en. Clubs may be able to have their practice range balls paid for by corporations
who want the advertising exposure: the corporation buying the range
balls might print its logo on them, for example. The practice range may have mats
made of AstroTurf or some other synthetic material for members to tee off from
during inclement weather. Permanent bag stands in the practice range area allow
members to stand their bags up while practicing. Benches allow members to rest
while waiting for partners or their turns on the range.
Pro Shop
The merchandise in the golf pro shop can be owned by the director of golf or the
club; there are almost as many arrangements and contractual agreements as there
are private clubs. In many clubs, the director of golf owns the merchandise and
pays rent for the shop space. In some clubs, instead of rent, the director pays the
club a percentage of the profi ts from the pro shop. In a small number of cases, the
pro shop may be leased out to a third party in return for rent or a percentage of
total sales or net income. This lease arrangement may be managed by the director
of golf or the club. However, the numbers of golf professionals who own the shop
inventory is changing. See Exhibit 3.
Director of golfs who own their merchandise usually must secure credit to
purchase their inventory, fi xtures, and displays. When the director owns the pro
shop merchandise, the club should require the director to carry liability and property
insurance.

Golf Operations in Clubs 497
Exhibit 4 Recommended Percentage of Golf Apparel in the Pro Shop
Men Women Junior
Shirts 43% Blouses 31% Shirts 65%
Sweaters 25% Sweaters 25% Shorts 20%
Slacks and shorts 20% Slacks, shorts, Sweaters 15%
Socks 5% and skirts 20%
Outerwear 5% Accessories 10%
Miscellaneous 2% Outerwear 3%
Socks or PEDS 2%
The pro shop needs to be well-stocked with items that the members want.
These typically include golf clubs and head covers, golf bags, golf balls, golf
gloves, assorted apparel (men’s, women’s, and junior), golf shoes and hats, and
miscellaneous golf-related items (videos, books, glassware and other souvenirs
with a golfi ng theme, and so on). Exhibit 4 lists golf-apparel guidelines provided
by the Professional Golfers’ Association of America (PGA). Golf-related services
include repairing, regripping, reshaft ing, and refi nishing golf clubs.
The golf items carried in a club’s pro shop should be of higher quality than
the items sold in local sporting-goods stores and golf retail shops. Because the
pro shop deals with a relatively unchanging clientele, displays should be changed
regularly (as oft en as every two to four weeks).
Some pro shops have a cost-plus program, whereby a member pays a fee to
join the program and then pays only the pro shop’s cost for merchandise plus a
set percentage. One example of a cost-plus program is referred to as the Mill River
Plan; under this plan, a member can purchase merchandise at cost plus 10 percent
aft er paying a once-a-year fee of $100. Among golf clubs, 23 percent operate under
this plan. 3
Instead of receiving prizes or trophies in tournaments, winning golfers can
receive a line of credit at the pro shop. This helps to move merchandise and increase
sales. Other ways to increase sales include having a strong club-demo program (in
which members can try out golf clubs before buying them) and making sure that
the golf professionals use only club models that are carried in the pro shop while
playing at the club. Custom-fi tt ing golf clubs is a special service that the pro shop
can provide to members that will also help increase sales.
A good source for information on merchandising items in golf pro shops is
the AGM Merchandising Manual. This manual covers sales analysis, merchandisebuying
programs, inventory-control procedures, and sales techniques.
Bag Room
Members typically have the option of storing their golf bags at the club. The bag
room, where the golf bags are stored, is usually located close to both the pro shop
and the area where members pick up their golf cars. The bags and racks need to be
well-organized and numbers. Any staff member, including the GM, should easily

498 Chapter 14
be able to fi nd any bag. Rolling racks are available that allow clubs to store more
bags in a more organized fashion.
Golf professionals train golf staff to greet golfers as they arrive and as they
leave. It is crucial that they display enthusiasm, excitement, and personality. They
have the opportunity in the bag room to make key fi rst and last impressions.
Members who store their bags at the club should have their bags placed on golf
cars approximately one hour before their scheduled tee times. The bag room staff
should notify the pro shop concerning which car each member’s bag was placed
on. Golf staff members (usually bag room att endants or caddies) should monitor
the bag pickup area near the parking lot so that when members who do not store
their clubs arrive or when their guests arrive with clubs, staff members can carry
the golf bags from the automobiles to the club.
Aft er members fi nish play, staff members should take the golf bags to the
members’ cars or to the bag-storage room if the bags are stored at the club. If a
member’s bag is stored at the club, bag room att endants should clean and dry the
bag, club heads, grips, and shaft s before returning the bag to its storage area. All
bags should be tagged with the member’s name and identifi cation number. If the
staff member cleaning a member’s clubs notices that a repair is needed, a note
should be left on the club or bag recommending the repair and advising that the
pro shop can perform it for the member. All bags should be entered into an inventory
system. The club’s general insurance policy should be checked to ensure that
it covers any damage to or loss of member items stored in the bag room.
Golf Car Barn
The golf car barn is where the club’s golf cars are stored and recharged (if they
are batt ery-operated) or refueled (if they are gas-operated). It is a major fi nancial
investment for the club, which means that accurate record keeping is important.
Golf professionals need to be devoted to detailed care and cleaning and ensuring
that everything is presented neatly. Many clubs will use a daily standards board
to make sure the golf cars stay well organized, parked in rows, and easy to get to.
Many clubs will also have a dedicated area for detailing and preparing cars. Such
organizations as Club Car, can help clubs design their facilities.
For batt ery-powered cars, the car barn should have a fan installed at the highest
point in the ceiling; the fan must be capable of changing the air in the building
at least fi ve times per hour. This is a safety issue; recharging batt eries produce
hydrogen gas, which can become explosive if it is allowed to accumulate in concentrations
of more than two percent. Hydrogen gas is lighter than air and will rise
to the highest point in a building. The golf car barn’s wiring should be suffi cient
to handle the peak power requirements when all of the chargers are being used.
Every charger should have an individual circuit breaker or fuse of at least 15 to 20
amperes.
Clubs that use gasoline-powered cars should make sure that their gasoline
storage meets all Occupational Safety and Health Administration standards and
local building and fi re codes. Gasoline must be stored in an approved storage tank
that is ventilated properly and located at a safe distance from the car barn.

Golf Operations in Clubs 499
The car barn, just like the club’s other buildings, should have an alarm system
to protect it and its contents from vandals and thieves.
Maintenance of Golf Facilities
The practice range area, golf car storage area, and grounds around the golf pro
shop should be as clean and tasteful as the rest of the club’s facilities. These areas
are oft en maintained by the golf course grounds crew or the club’s gardeners. The
director of golf should work cooperatively with these individuals to maintain the
grass, fl owers, plants, trees, benches, chairs, trash cans, and so on in these areas.
Decorating and cleaning the inside of the pro shop usually is the responsibility
of the golf staff . Repairs and other large maintenance items are the responsibility
of the club’s maintenance staff .
Golf Programs and Services
The most common types of golf programs off ered at private clubs are activities
organized for the club’s men and women golfers, member-guest tournaments,
junior golf events, and club championships. The biggest concern in conducting
any organized event on the golf course is that the entire course or portions of it
will be unavailable for use by the general membership. The golf committ ee and
director of golf must ensure that the dates, times, and number of holes used for an
organized event is in the best interest of the general membership. If possible, a few
tee times should always be open during an organized event for members who are
not participating in the event.
Golf Standards
Every club establishes its own golf standards to meet the needs of its golfers. These
standards are typically recorded in an SOP manual (for standards of performance)
and/or photo boards. The golf standard for any given club must fi t the property
and the membership.
Typical golf standards can include:
• Fast, smooth greens (1/8" to 4/32")
• Firm, fair bunkers (sett led depth at 4" to 6")
• Consistent roughs (3" to 5"), intermediate cut (6' at 1 1/2")
• Consistent fi rm fairways (3/8" to 3/4")
• Firm, neat tee boxes (3/8" to 1/2")
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Overall concept of neatness and a 4-hour round
General managers can help their golf professional meet these standards in a number
of ways. First, they can foster a close working relationship between the golf
professional and the golf course superintendent. They should share information
on course preparation, mowing, setup, watering, spraying, etc. They should give

500 Chapter 14
regular, formal performance evaluations to the golf professional as well as asking
questions throughout the year—even if they already know the answers. It can also
help to play, walk, or ride at least nine holes every week with the golf professional
or superintendent, and to att end the annual PGA Merchandise Show.
Tee Sheet Management
Tee sheet management can be the life blood of the golf operation. Golf professionals
and general managers alike need to study tee sheets to know who is playing
and who is not playing. When do individual golfers play? Which days? Are there
patt erns?
Tee sheets are a valuable daily tool that can be used to anticipate trends, conduct
forecasting, and develop budgets. Tee sheets should include the weather,
the rounds played (paid vs. complimentary), competitions or tournaments being
played, and whether there are any complaints.
Many clubs today have gone to an electronic tee sheet system that members
can access from the Web. Members can post and review scores online, view individual
event calendars, book golf lessons, and easily schedule tee times. The system
also provides the club with instant course statistics that can be sorted in many
diff erent ways. Exhibit 5 shows an example of an online tee time sheet.
Handicap Systems
A handicap system allows club members with diff erent abilities to play golf
together and compete on an equal basis. Members must play regularly and report
their scores aft er each round so that accurate handicaps can be determined.
Handicaps should be updated regularly and posted on a bulletin board. Clubs
can implement a computerized handicapping system by purchasing the soft ware
themselves, paying a fee to another club to process their handicaps for them, or
forming a group of clubs to purchase the soft ware and share it.
Tournaments
Most private clubs conduct a regular schedule of golf tournaments each season
that includes a club championship, invitational tournaments, events for the club’s
men golfers, events for the club’s women golfers, member-guest tournaments,
men-women events, junior events, and so on. Tournament types and frequency
vary from club to club. A tournament can be as complex as a nationally televised
event or as simple as a weekly ladies outing. They will vary in complexity from
extensive, and highly detailed to fairly routine. For clubs seeking more members,
the main purpose of member-guest events is to introduce prospective members to
the club and its services.
Several clubs limit tournament play to member-only events. Other clubs
will elect to do member-sponsored golf outings as a signifi cant revenue stream.
Some clubs host up to 200 tournaments a year, while others focus on one or two a
season. A balance must be att ained between maximizing potential golf tournament
revenue and the disruption of regular member play.

Exhibit 5 Online Tee Time Sheet
Golf Operations in Clubs 501

502 Chapter 14
Exhibit 6 Key Elements to a Great Tournament
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A great course layout in great condition
Outstanding organization
Fantastic food and beverage
Great competition
Quality prizes and giveaways
A club should promote every golf event in order to foster interest and participation.
Signs should be posted throughout the club and notices placed in the
club newslett er informing members of when the golf course will not be available
because of scheduled events. A few weeks prior to an event, telephone calls should
be made to those who have signed up to remind them of the event. Members who
regularly participate but have not signed up should be called to fi ll up any open
spots in a tournament. The fees members and others pay for an event should cover
the direct costs of the event: food and beverages served, prizes, pro shop certifi -
cates, and so on. When scheduling an event, the organizer should make sure that
it does not confl ict with other club events. Each major golf tournament held at
the club should have a tournament chair who assists the golf course staff in planning,
promoting, and conducting the event. Exhibit 6 lists key elements to a great
tournament while Exhibit 7 shows a tournament planning guide from Farmington
Country Club.
Golf tournaments can be a plus for club operations in several ways:
• Tournaments help to create camaraderie and fellowship within the
membership.
• They are challenging and allow the club staff s to expand their talents.
• The club is showcased, which can be very benefi cial in promoting new
memberships.
• Golf tournaments can be profi table. Oft en, outside tournaments or outings
can generate additional revenue.
• They promote club use.
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Major tournaments can bring notability to the club.
Each golf event can be made more special by putt ing player names on the golf
cars’ sign holders, providing entry gift s, preparing scorecards with player names
typed on them, and so on. Directors of golf should dress up the course by placing
yardage markers along the holes, marking all out-of-bounds areas, and placing
att ractive signs at holes that have special activities or contests associated with
them: closest-to-the-pin contests, longest-drive contests, prizes for a hole in one,
and so on. Tournament results should be posted on a scoreboard near the pro shop
in an outside area that gives players enough room to socialize. The results should
be announced and prizes awarded as soon as possible aft er the event or during the

Exhibit 7 Tournament Planning Guide
Farmington Country Club, Charlottesville, Virginia
Staff Liaison
Committee
Liaison Phone Number
Email Address
Budget
Tournament Name
Date
Pre Tournament
Golf Operations in Clubs 503
Task Staff Due Date Task Staff Due Date
Mark Tee Sheet Prepare Hole Locations
Meet with F & B Inform Scott of Hole Locations
Order Tents and Awnings Prepare Proximity Markers
Order Prizes Beat the Pro Preparations
Order Favors Handicaps
Performance Pairings
Post Sign-up Sheet Score Cards
Receive Prizes Cart Signs
Prepare Favors Rules Sheet
Mark G.U.R. Roster
Day Of
Task Staff Time Task Staff Time
Range Set-up Check On-Course F & B
Registration Table Set-up Photos
Tee Marker Set-Up Lunch
Proximity Prize Set-up Dinner
Beat the Pro Set-Up Cocktail Party
Putting Contest Set-Up Scoring
Score Board Awards Presentation Set-Up
Post Tournament
Task Staff Time Task Staff Time
Charge Entry Fees Re-Set Tee Markers
Charge Cart Fees Prepare Tournament Summary
Awards Presentation Post Tournament Summary
Clean up Beat the Pro Email Summary to Michelle
Clean up Putting Contest Pro Forma
Post Member Credit in Books
Source: Club Operations Manual, Premier Club Services, Club Managers Association of America
post-event banquet (if one is planned). There are many golf event formats, some
of which have unique titles such as Bingle-Bangle-Bungle, Crier’s Tourney, and so
on. Some basic golf-event formats are listed in Exhibit 8.

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Exhibit 8 Basic Golf Event Formats at Private Clubs
NAME
Best Ball
Bingle-Bangle-Bungle
Crier’s Tourney
Four Ball
Foursomes
Handicap Stroke Play
Match Play
Nassau
Scramble
Shotgun
DESCRIPTION
The lowest score among partners or team members on each hole is
used to calculate the team’s score for 18 holes.
Each hole counts three points. One point goes to the player whose
ball first comes to rest on the surface of the green; a second point
goes to the player whose ball is nearest the cup after all the players
are on the green; the third point goes to the player who first sinks a
putt. The winner is the player with the most points at the end of the
round.
Each player gets to pick out his two (or three) worst holes and revert
his or her score on these back to par.
There are two partners on a team, each partner playing his or her own
ball. The low ball of each team counts on each hole, and the team with
the lowest score wins the hole. The winning team is the team with
more holes won than there are holes left to play.
Players use one ball, with partners stroking alternately between the
tee box and the green.
Players play 18 holes, adjusting their score at each hole for their
handicap.
Lowest score wins the hole; the winning individual has more holes
won than there are holes left to play.
Winners for an 18-hole round of golf are determined in three ways:
best score for the first 9 holes, best score for the second 9 holes, and
best score for all 18 holes.
All teammates tee off. The best shot among the teammates is selected
and all teammates hit their second shot from that location. After
all have hit their second shot, they again decide which shot is best and
all hit their third shot from that location. This is continued until the ball
is in the cup.
Eighteen teams of foursomes all start play at the same time. A team is
assigned to begin at each hole on the golf course and all teams start at
the sound of a gun or horn. For example, players starting at the 17th
hole will play the 18th hole second, the 1st hole third, and so on.
Outside Golf Tournaments. Outside golf tournaments are conducted at many private
clubs. An outside tournament is a tournament that is not organized primarily
for members and invited guests. Some clubs do not allow any outside tournaments,
others only allow a few outside tournaments a year, and clubs that are
seeking additional revenue may aggressively pursue tournaments. An outside
tournament may be organized by a company or organization that wants to host
a golf tournament and banquet for a special event, such as a charity fund-raiser
or a corporate outing. Clubs usually host these events on Mondays so as not to
inconvenience members (most country clubs are closed on Mondays). Organizers
of outside events usually must pay a green fee for each participant, rent the club’s

Golf Operations in Clubs 505
Exhibit 9 Outside Golf Events per Club
2004 2002 2000 1998
Number Revenue Number Revenue Number Revenue Number Revenue
per event
per event
per event
per event
Northeast 13 $43,855 12 $53,775 16 $22,263 11 $23,837
Mid-Atlantic 12 $17,307 10 $29,779 13 $20,638 12 $17,378
South 9 $16,290 10 $32,387 11 $20,475 12 $13,865
Midwest 8 $29,837 8 $24,474 11 $30,395 10 $19,495
Southwest 10 $20,308 10 $18,058 9 $25,111 10 $15,774
West 42 $26,986 12 $29,655 12 $19,633 11 $14,607
golf cars, pay a set fee for use of the practice range, host a lunch or dinner at the
club, and pay for the food and beverages consumed on the golf course. Outside
tournaments are usually sponsored by a club member. Exhibit 9 shows, by region,
the average number of outside golf events a club schedules and the average revenue
realized by the club.
Typically, food and beverage service is provided for outside tournaments.
Although clubs prefer to cater these events themselves, some organizations may
want to bring their own food and beverages. Club managers should check with the
local liquor commission before allowing anyone to bring alcohol onto club property
(such an action might be in violation of the club’s liquor license).
Instructional Programs
Golf instruction is the foundation of a private club’s overall golf program.
Instruction is a key to gett ing members to use the golf course and to visit the club
more oft en. The club’s instructional programs are good feeders into other golf
activities at the club. Instructional programs are not just for beginners; clubs off er
programs to teach intermediate and advanced golf skills, too.
Members usually pay an additional fee for golf lessons. Golf lessons can be
in the form of private lessons, group lessons, or clinics. The group lessons or clinics
are usually organized by age group (adult or junior), gender, skill level, and
topic (rules, stroke improvement, playing strategy, and so on). Private lessons
give members the individual att ention that some desire, but at a high cost. Group
lessons and clinics are less expensive and allow members to socialize with other
members while improving their skills. A club should never allow the entire practice
range and other practice areas to be used solely for lessons, especially during
peak hours.
The golf professionals who give lessons may receive all of the instruction fees
or a certain percentage of them; payment policies are set annually by the club’s
golf committ ee or board of directors, with input from the director of golf and the
general manager. Oft en the director of golf receives a percentage of the revenue
from lessons taught by the assistant golf professionals, based on the experience

506 Chapter 14
of the assistant; the more experienced the assistant, the smaller the percentage
received by the director.
A good instructor is a compassionate and caring individual who is capable
of excellent communication. All instructors at a club should develop a consistent
teaching philosophy with the head professional checking all lesson plans. Member
satisfaction is the top goal of teaching.
Junior Golf Program. A club’s junior golf program typically consists of group
lessons, tournaments, clinics, regular or modifi ed golf games, and supervision of
juniors on the golf course. At some clubs, there is a junior subcommitt ee within
the golf committ ee that assists the committ ee in planning, promoting, and implementing
the junior golf program. The junior program should promote its activities
through phone calls, personal contacts, and notices on the club bulletin board and
in the club newslett er. Educational activities for juniors include instruction on the
rules of golf, proper etiquett e, the club’s course rules, and the history of the game.
Other types of junior golf programs are junior member-guest events and parentchild
events. For junior programs to be successful, all junior events should combine
fun, instruction, and social interaction.
During the summer, many clubs have golf clinics and camps for children.
During the school year, programs can be run immediately aft er school for juniors.
Children should be grouped together based on age and ability. The pro shop
should carry junior-size clubs; the right equipment will increase the success of any
junior program.
Clubs need a dedicated person for junior golf who is good with and enjoys
being with children. A club needs to schedule access times to golf courses for the
junior program if it is to succeed. They then need to develop age-appropriate programs
and instruction. The junior golf instructor will have an understanding of
the subtle diff erences between teaching, coaching, and playing. He or she will also
understand that keeping the children happy keeps the parents happy.
Caddie Programs
Caddie services experienced a decline for much of the 90s, but have started to
see a resurgence. In 1995, just 35 percent of country clubs had caddie programs
according to CMAA’s 1996 Club Operations and Financial Data Report. The low
percentage had been att ributed to a declining number of members who want to
walk when they play golf and the diffi culty in a club keeping a trained caddie
work force.
However, some clubs that traditionally have had strong caddie programs have
implemented policies to keep these programs going. The numbers have shown
that caddie programs are starting to make a comeback. See Exhibit 10.
A caddie master is essential to having a trained and competent caddie work
force. The caddie master recruits caddies from a number of sources, including
high-school golf players, applicants referred by current employees, children of
current employees, and caddies who have worked at the club in prior years.
Clubs use various incentives to recruit and retain caddies: caddie scholarships,
bonuses for not missing days of work, a comfortable caddie waiting area, free

Exhibit 10 Caddie Programs
Percentage of Clubs with Golf Caddies by Club Type
2004 2002 2000 1998
Golf clubs 47 39 53 39
Country clubs 39 35 41 37
Golf Operations in Clubs 507
Source: Club Operations and Financial Data Report, Club Managers Association of America, 2004
meals, att ractive uniforms, and so on. The caddie master trains the caddies each
season to ensure that they conduct themselves properly on the golf course and
possess adequate skills.
The duties of a caddie include retrieving the player’s bag and proceeding to
the fi rst hole, standing to the side or slightly behind the player and being still and
quiet during the player’s shot, watching where the ball lands on each shot, collecting
the club from the player aft er each shot and cleaning the club head, and walking
to where the ball landed with the player’s bag and waiting for the player. (See
the chapter appendix for a list of duties performed by caddies.) The caddie whose
player lands his or her golf ball on the green fi rst should tend the fl ag; another
caddie should take this caddie’s bag along with his or her own over to the next
tee area. When the landing area for a tee shot is diffi cult to see, one of the caddies
should move down the fairway and stand in the rough to see where the tee shots
land. Additional duties include helping other caddies fi nd their players’ golf balls
if necessary, never placing the bag on the green, never touching the ball until the
player has holed out, raking out sand traps the player enters, replacing all divots,
repairing green marks, and periodically washing the player’s golf ball. The average
caddie fee is around $36 per bag. 5
Typically there are one of three types of caddie programs in a private club:
Professional caddie. The professional caddie is an individual who earns a
livelihood from caddying. This is usually an individual who is either on retainer
and works for selected individuals, or is a person who literally “hangs out” at the
club waiting for a round. This type of caddie is rapidly disappearing from the
club scene as this hit-or-miss approach has been replaced by the increased use or
requirement of the golf car.
Student caddie. In clubs that operate heavily during the summer months, the
student caddie is extremely popular. These individuals are either high school or
college students and oft en work several seasons as they progress through school.
With this type of operation, the club usually hires a caddie master to train the
caddies and administer the program. One benefi t for students is the possibility of
earning a scholarship through the Evans Scholars Foundation. The Evans Scholarship
Program is a sanctioned program that provides full college scholarships to
qualifi ed individuals. The funds for the scholarship are generated through club
golf associations, par club members, or other golf entities.

508 Chapter 14
Outsourced caddies. These are caddies who work directly for a company
that manages caddie programs. The club hires the company and the company
supplies caddies upon request. The benefi t of this program is that by hiring the
company in lieu of employing the caddie directly, it alleviates any independent
contractor issues.
Golf Car Rentals
Almost all clubs rent golf cars for member usage. Some clubs allow members to
use golf cars that they (the members) personally own. Usually a usage fee or trail
fee is charged to members who use their own cars. This is collected to help pay for
maintenance and repairs to the golf car paths. At a small number of clubs, members
are also allowed to store their golf cars at the club for a fee. The trend for most
clubs that currently allow members to use privately owned golf cars is to slowly
phase these cars out by not allowing any member who uses a private car to replace
that car with a new one, and not allowing other members to start using a privately
owned car. Clubs that allow privately owned cars should specify their color and
size so that there are no “eyesores” at the club. Passengers on privately owned
cars oft en have to pay the club’s single-rider rental rate. Clubs that allow members
to use their own cars should make sure that the members have adequate liability
insurance to cover accidents involving their vehicles and that the club is named on
their insurance policies as an additional insured.
Golf car rentals are administered through the golf pro shop. When a member
registers to tee off and requests a car, a key for the assigned car is issued to the member
and he or she is notifi ed of the car’s number and location. If the member stores
his or her bag at the club, oft en the staff will have the member’s bag already on the
back of the car, if the car was reserved ahead of time. There should be a designated
area to which members can conveniently return cars aft er a round of golf.
It’s common for clubs to have a policy requiring golf cars to be used during
peak golf course usage times, such as Saturday mornings. This increases club revenues
through rentals and promotes faster play. Compulsory car usage is strongly
opposed by avid walkers, however. These individuals either prefer to walk for the
exercise or believe that golf cars damage the course.
The car rental fee can be based on many factors, including a set price for 18
holes or 9 holes played, weekday and weekend rates, and prices for one rider
versus two riders. Some clubs have one pricing structure, others include combinations
of these factors to determine price. Golf car rental fees average $22 for 18
holes and $13 for 9 holes. 6
Discount programs can increase golf car usage. Examples of such programs
include books of coupons for car rentals that are sold at a reduced price; frequent
rider programs, where members get a free rental aft er renting golf cars for a certain
number of times; unlimited monthly golf car rentals at a set fee; and so on.
The number of golf cars a club should have is based on the demand for car
rentals. Some clubs estimate that number by calculating one golf car for every
eight playing members. The fl eet size is considered adequate if only 75 percent of
the cars are rented on an average day. The club should have 25 percent more golf

Golf Operations in Clubs 509
cars than its daily average rental to handle peak-demand periods and allow for
cars taken out of service for repairs. According to the Club Managers Association
of America, the average number of golf cars for clubs is 64. 7
The club should have an insurance package to cover its fl eet of golf cars. The
policy should provide for both liability and property damage.
Golf Car Maintenance. The head mechanic or car-maintenance supervisor should
keep all golf cars in proper working order and service them according to the manufacturer’s
specifi cations. Golf cars should be cleaned and serviced aft er every use.
Few things are worse in a member’s eyes than a golf car that is dirty, runs poorly,
or stops running in the middle of a round of golf. The PGA’s Golf Car Fleet Maintenance
Handbook is a good resource for information on how to maintain a golf car
fl eet.
Golf car batt eries should be checked for complete charges or gas tanks checked
to make sure they have adequate fuel before the cars are delivered to the pickup
area. Service should include checking the batt ery charge levels, batt ery terminals,
batt ery water level, tire pressure, brake operation, steering action, cleanliness, and
so on. At the end of the day, the staff should clean the interior of the car, replace
pencils and scorecards, and wash the exterior. The car should be parked in the golf
car barn. If the golf car is electric, the charger should be plugged in and turned on;
if the car is gasoline-powered, the tank should be refi lled. Before leaving at the end
of the day, the staff should secure the golf car barn and make sure that the fan is
turned on. A rotation system should be in place so that the same cars are not used
day in and day out when play is slow and all cars are not used. All daily, weekly,
monthly, and seasonal maintenance as well as repairs should be recorded and the
records stored in an easily accessible place for all staff members.
Clubs should replace their golf cars every three to fi ve years. (According to
the Club Managers Association of America, the typical golf car is replaced every
four years. 8 ) A fl eet of cars can be replaced entirely at one time or a portion at a
time. Clubs with concerns about their cash fl ow may replace a quarter or a third of
their golf cars every year.
Leasing versus Purchasing Golf Cars. The question of whether a club should
lease or purchase its fl eet of golf cars has been bantered around for years. Thirtyfour
percent of golf clubs own their cars, while 40 percent of country clubs own
their cars. Forty-nine percent of both golf clubs and country clubs lease their cars.
The pro owns the cars at one of the golf clubs and at four of the country clubs in
the 2004 survey. The cars are leased by the pro in one golf club and in one country
club. Seven percent of golf clubs have members who own their cars; this number
falls to fi ve percent among country clubs. Approximately 34 percent of clubs own
their golf cars; approximately 49 percent lease their cars. (At the rest of the clubs,
the members own their cars.) 9
Many variables aff ect a club’s decision. Proponents of ownership argue that
non-equity (for-profi t) clubs that are well capitalized, have a healthy debt-equity
ratio, and have the staff to properly service the golf cars will benefi t from the

510 Chapter 14
depreciation expenses that they can deduct if they own the cars, whereas an equity
(nonprofi t) club will not benefi t from the depreciation factor.
Advantages of leasing are that no large cash outlay is required and the club’s
maintenance responsibilities are less than if it owned the golf cars. On the other
hand, club-owned cars tend to be treated bett er than leased cars. Disadvantages of
purchasing golf cars include the large cash outlay, high maintenance responsibilities,
and low return on investment. 10
Electric versus Gasoline-Powered Golf Cars. Another common question asked
about golf cars is whether to buy electric-powered or gasoline-powered cars.
According to the Club Managers Association of America, the vast majority of clubs
(approximately 76 percent of golf clubs and 84 percent of country clubs—down
from previous highs of 88 percent and 90 percent) use electric golf cars. 11
Electric golf cars require less maintenance than gasoline-powered cars; they
create less noise and don’t produce fumes or smoke. They are also less expensive
than gasoline-powered cars. Disadvantages of electric-powered golf cars include
the fact that electricity is more expensive than gasoline, golf car batt eries must be
replaced every two to three years, the cars are only good for two to four rounds
of golf per charge, and electric golf cars are heavier and harder on the turf than
gasoline-powered cars.
Gasoline-powered golf cars do not need expensive charging equipment and
have unlimited turnarounds; they can be used all day. However, they require more
day-to-day maintenance than electric golf cars and create more noise, fumes, and
smoke. As alluded to earlier, gasoline-powered golf cars cost more per car than
electric-powered cars. 12
Golf Staff
If the club is small, all of the duties involved in the golf program (except for golf
course maintenance)—teaching, pro shop management, golf car rental and maintenance,
and practice range administration—may be performed by the director of
golf and the assistant golf professionals. Larger clubs may have additional staff
members working in the pro shop to handle tee times and sign-up for organized
functions, sell products, and carry out other duties. If a club’s golf program has
many participants, the golf staff will include additional employees to maintain the
golf cars, store golf bags, and administer the practice range. These employees will
also perform the daily, weekly, and monthly non-golf-course maintenance that is
necessary. The golf operation may also have starters and marshals during peak
periods on the course to control the fl ow of golfers and maintain an appropriate
speed of play.
All golf staff members should be well dressed and groomed. The pro shop
staff and golf professionals should be encouraged to wear pro shop apparel to promote
its sale. This can be done by off ering staff members a discount or by issuing
apparel for them to wear while on duty.

Golf Operations in Clubs 511
Golf Professionals
Professional golfers are those individuals who earn their living by their ability
to play the game of golf, which includes prize monies, appearance money, and
product endorsements. A prime example of a professional golfer is Tiger Woods.
In 2004, he was the fourth top earners in sports and entertainment, behind Mel
Gibson, Oprah Winfrey, and J.K. Rowling.
Golf professionals, on the other hand, are those individuals who make their living
by promoting the game of golf, which includes teaching, working in a management
position at a club, selling merchandise, and managing tournaments. This
individual has a more than competent ability to play, but does not rely on this for
his or her remuneration. Golf professionals need to possess a wide range of talents
and skills.
They need such managerial skills as:
• A dedication to the tasks at hand
• Ability to communicate clearly
• Ability to set priorities for work
• Ability to analyze and process verbal and writt en information
• Confi dence in decision-making ability
• Compassion for others, members and staff alike
• Strong moral character that sets an example and provides leadership
• An extraordinary work ethic that encompasses long hours
• A total commitment to excellence
They need such technical skills as:
• Ability to understand and teach the game of golf
• Ability to understand and teach the rules of golf
• Excellent understanding of quality merchandising
• Clear ability to express thoughts in writing
• Overall understanding on the budget process
• Expertise in public relations
• Adequate playing ability
• Experience in the management of club golf events
• Thorough understanding in all golf equipment
•
Ability to plan, direct, and lead staff
All of these skills can be generally categorized as member relations, tournament
management, teaching, and administration.

512 Chapter 14
Exhibit 11: Principle Duties of a Golf Professional
•
•
•
•
•
•
•
•
•
•
•
•
•
Meet and greet, know when to be seen
Schedule employees effectively
Establish and maintain the daily pace of play standard
Maintain a high profile with members and staff
Manage all merchandise, ensuring profitability
Establish and administer the club tournament program
Direct the club instruction/teaching program
Assist the general manager with the development of annual operational budgets
Control general expenses for the entire golf operation
Hire, train, and review all golf operation employees
Project a positive, favorable image for the club
Have great product knowledge
Be a rules expert
The golf professionals at a club are the director of golf and assistant golf
professionals.
Director of Golf. The director of golf, referred to at some clubs as the golf pro,
should be a member of the Professional Golfers’ Association of America (PGA) and
should have years of experience as an assistant golf professional and golf instructor.
The director should also have good administrative and supervisory skills.
The director of golf is responsible for promoting and administering the club’s
complete golf program. This involves organizing golf tournaments, administering
lessons and clinics, reserving tee times, collecting guest fees, enforcing guest policies,
and administering the practice range. In addition, the director is responsible
for pro shop sales (merchandising, inventory ordering, and control procedures)
and for golf car administrative activities (reservation, rental-fee collection, maintenance,
and storage). The director of golf prepares and monitors golf department
budgets and is responsible for the fi scal soundness of the golf program. The director
hires, supervises, trains, and evaluates golf staff members. The director must
work in close cooperation with the golf course superintendent so that appropriate
decisions can be made on when the course is in playable condition and when golf
cars can be allowed on the course or should be limited to the golf car paths only.
See Exhibit 11 for a listing of the golf professional’s principle duties.
The assistant golf professionals and other golf staff members report to the
director of golf. When the director of golf is not at the club, the senior assistant golf
professional assumes the director’s responsibilities. The director of golf generally
reports to the club’s general manager, though in some clubs they might report to
the chairman of the golf committ ee. The director of golf also communicates with

Golf Operations in Clubs 513
the chairperson of the golf committ ee and other golf committ ee members. The
general manager should be informed of any offi cial communication between the
director of golf and golf committ ee members.
The director of golf receives a salary, plus all or some of the following in compensation,
depending on his or her contract with the club:
• Ownership rights to the pro shop merchandise or a percentage of the gross
sales or net profi t
• Income from lessons
• Percentage of the income from the practice range
• Percentage of golf car rental income
• Percentage of guest fees for rounds of golf
• Percentage of the profi ts from tournaments (or a set fee)
• Percentage of the income from bag storage
• Income from regripping and repairing clubs
• A benefi ts package (insurance, vacation, sick days, retirement, and so on)
• Bonuses on meeting operational goals
• Professional expenses such as dues, subscriptions, and tuition
• Club privileges and meals
•
Housing or automobile allowance
Although the club will not pay this portion, the director of golf (and other golf
professionals) also should be given the opportunity to win prize money in local
golf tournaments.
It is important to maintain a positive working relationship between the golf
professional and the club manager. The club manager relies upon the golf professional
to encourage support of the club’s operation to the membership. The golf
professional usually maintains a friendly personal relationship with club members
and can infl uence them easily. In turn, the club manager supports the golf
operation by lending assistance to projects, promoting tournaments, and providing
input for administrative decisions. Club managers should welcome input from
the golf professional as he or she is the expert in the golf operation. A successful
relationship between the club manager and the golf professional is an amiable
relationship of respect and cooperation. This benefi ts the entire club operation and
accomplishes the common goal of member satisfaction. Exhibit 12 is a sample job
description for a director of golf.
Employee or independent contractor? While the courts have yet to determine
clearly whether director of golfs (and other golf professionals) working at a private
club are truly independent contractors, it appears most likely that a director of golf
is not an independent contractor if one or more of the following conditions apply
at the club:

514 Chapter 14
Exhibit 12 Director of Golf Job Description
I. Position
Golf Professional
II. Related Titles
Golf Pro; Director of Golf; Head Golf Professional; PGA Head Golf Professional
III. Job Summary (Essential Functions)
Manage all golf and golf-related activities and business.
IV. Job Tasks (Additional Responsibilities)
1. Plans, promotes and directs all golf activities including daily management
responsibilities.
2. Prepares annual and monthly budgets for golf operations; takes corrective
actions as necessary to help assure that budget goals are attained.
3. Orders merchandise for golf shop and provides the best selection possible
within the constraints of inventory and quality limits set by board policy.
4. Orders supplies associated with golf activities.
5. Maintains attractive, orderly appearance in pro shop.
6. Selects, supervises, trains and evaluates golf cart maintenance personnel and
pro shop, locker room, golf range, golf bag and club storage employees and oncourse
personnel.
7. Provides golf lessons to members and guests.
8. Plays golf with members of all skill-levels to generate enthusiasm.
9. Designs and conducts golf clinics.
10. Plans professional development and training activities for subordinates.
11. Designs and conducts junior golf clinics and training programs.
12. Collects charges and fees for all golf-related activities.
13. Organizes and conducts club tournaments and related events.
14. Interprets and enforces golf rules and regulations.
15. Interprets and enforces club policies, rules and regulations.
16. Consults with the general manager about golf course and practice range operations,
maintenance and rules.
17. Cooperates with the grounds superintendent about maintenance issues that
affect the playability of the golf course.
18. Under the direction of the golf committee, implements and administers a system
governing the start of play and the handicap system.
19. Represents the club in area professional events including local, state or national
events with the approval of the golf committee.

Exhibit 12 (continued)
Golf Operations in Clubs 515
20. Attends all staff, management, golf committee and other applicable meetings.
21. Maintains records relating to player and guest rounds and other statistics.
22. Provides marshals for tournaments and at other times as determined by golf
committee; supervises marshals to help ensure that expected performance is
delivered.
23. Plans social evenings and events to promote golf and fellowship among members
and guests.
24. Adheres to all federal, state and local laws regarding health, safety and employment.
25. Schedules staff hours to assure that members are fully served and that labor
costs are maintained; periodically checks timecards for adherence to posted
schedules.
26. Assists in the development of short- and long-range plans for improvements to
the club facilities and courses.
27. Attends national and sectional conferences and meetings, merchandise shows,
educational and professional shows to encourage development and to enhance
quality and image of the club.
28. Assists in supervising and inspecting design improvements and capital outlays
to golf courses and golf facilities.
29. Interacts with food and beverage director about food and beverage needs for
events.
30. Maintains visible presence on the course during peak times of play.
31. Supervises the work of the assistant golf professional.
32. Supervises golf play of members and guests from the first tee and maintains
starting times according to the club’s rules and regulations.
33. Provides golf-related information for the club’s newsletter.
34. Provides for the collection and issuance of all prizes associated with all competitions.
35. Implements an overall safety program that conforms to OSHA standards for the
golf department.
36. Manages new golf member orientation program.
37. Performs other appropriate tasks assigned by the general manager.
V. Reports to
General Manager
VI. Supervises
Assistant Golf Professional

516 Chapter 14
Building Bridges: Working with the Golf Management Team
Master Club Monograph, Joe Basso, MCM
For much of the history of private golf and country club management, the predominate
managerial structure among the boards of member-owned clubs has been the
triad style of management. Under this organizational structure, each member of the
golf management team reports to a committee chairperson. As the management
model shifted to that of a chief operating officer with one person ultimately responsible
for the entire operation, dissension sometimes developed among specific
members of the management team; the golf professional, the course superintendent,
and the general manager.
Poor implementation of what was then known as the general manager concept
has at times caused tensions created by two key misconceptions: (1) the prevailing
belief that the general manager must come from the food and beverage/administrative
discipline of the club (this sometimes fostered unnecessary animosity among
other members of the golf management team) and (2) the occasional and unfortunate
assumption that general managers needed to know everything possible about the
golf side of the operation.
The members of golf management teams today do not generally share these
misconceptions. Modern professionals tend to have a better understanding of organizational
structure and are generally more secure about their own roles and abilities.
All three professional groups are better educated, and individuals from the golf and
agronomy disciplines are now entering the field of general management.
A survey of club managers, golf professionals, and golf superintendents confirmed
the historical view of these issues and explained the current nature of their
professional interactions and relationships. Veterans from all three specializations
substantiated similar experiences in their own past professional relationships and
they revealed key elements in present-day interactions that are cornerstones for successful
and productive relationships.
When asked the best course of action to improve poor interpersonal relationships,
all three groups cited several critical factors. First, the importance of open
and honest communication was noted to be the most significant factor in fostering a
healthy and productive management team. Survey respondents consistently reported
that communication and the ability to listen with an open mind are essential for building
and strengthening these relationships.
Mutual trust, a second key ingredient cited by survey participants, allows the
team to function at its peak level of performance without the fear of hidden agendas
or back stabbing. With mutual trust present, issues can be discussed among members
of the management team without the concern that they will be used for any form
of political maneuvering.
Mutual appreciation based on respect and an understanding of each team member’s
contribution was noted to be a third essential component to building an ongoing
rapport. Each professional must understand what the other members bring to the
operation in the form of expertise. While continuing education in areas of deficiency
will help to broaden the general manager’s knowledge base, a shared respect for the
career accomplishments and industry expertise of each member will help to solidify
these three professions into an effective team.

Golf Operations in Clubs 517
Having talented managers for the golf and course operations allows the general
manager to focus on broader issues affecting the club’s future. Sharing a common
vision supported by the management team is a fourth essential element in an effective
relationship. A common vision provides a solid foundation upon which to make
decisions that are in the club’s best interest.
Support of each other in the mutual quest for success is a fifth key to winning
relationships. There is a critical need in club operations for an aligned management
team that will display a common face to club members. In the face of adversity, this
support becomes particularly vital to the overall health and welfare of the management
team.
The benefits of a positive relationship among these club professionals extend
from individual accomplishments to an overall success and enhancement of the club
environment in which they work. Often, longstanding friendships, both personal and
professional, are formed.
When problems within the team become evident, respondents agreed unanimously
that stepping back and reevaluating the key elements of their relationships
was the best remedy and stood the best chance of solidifying the team. However,
all three groups were likewise unified in their response that when these attempts
failed, they would not allow another member of the team to undermine the vision and
goals for the team. It would then be necessary for the non-contributing member to be
removed from the group.
Research Results: Focus on Team Relationships
Current Relationships
General
Manager
Golf
Professional Superintendent
Golf Professional / Club Team 4.3 4.6 **
Superintendent / Club Team 4.4 ** 4.2
General Manager / Club Team 4.4 ** **
General Manager /
Superintendent
4.6 4.4 4.2
General Manager /
Golf Professional
4.3 4.5 3.9
(1= poor, 2=fair, 3=average, 4=good, 5=excellent)
Ability to Listen and Relate to Non-Golf Issues
Raters
Rated General
Manager
Golf
Professional Superintendent
General Managers Did Not Rate 3.9 4.2
Golf Professionals 4.3 4.5 4.1
Superintendents 4.0 3.7 4.2
(continued)

518 Chapter 14
In their ability to listen and relate to non-golf issues of the club, golf professionals
rated themselves the highest, while superintendents and general managers had a
slightly lower view of the golf professional’s abilities. Golf professionals, superintendents
and general managers all rated above 4.0 on a scale of 5 in their ability to
listen and relate.
Participation in Problem Solving of Non-Golfing Issues
Rated General Golf Superintendent
Raters
Manager Professional
General Managers Did Not Rate 3.7 3.9
Golf Professionals 4.4 4.3 3.9
Superintendents 4.2 3.6 4.0
Problem solving of these same issues ranked in similar fashion. Both superintendents
and golf professionals had a better view of their own contributions over those of
their fellow club department managers, but expectedly viewed their general manager’s
ability to resolve these issues on a higher scale. Golf professionals rated their
own ability to compromise for the betterment of the club significantly higher than that
of the other members of their team, while also giving managers the highest rating of
all three groups. Conversely, superintendents and general managers gave their golf
professionals the lowest compromise ratings. The ability of the non-golf members of
the management team to compromise for the benefit of the club rated consistently
among all three groups.
Source: Master Club Monograph by Joe Basso, MCM
• The director of golf has signed an employment agreement with the club.
• The hours the director of golf works are specifi ed by the club.
• The club provides the director of golf with pro shop space, utilities, telephone
service, and meals at no charge.
•
The club bills members, collects from members, and pays the revenue due to
the director of golf.
These items have been clearly interpreted by the Internal Revenue Service to demonstrate
that the club has an employer relationship with its director of golf. Should
any wage disputes arise involving the director of golf or assistant golf professionals,
it’s likely that the U.S. Department of Labor will consider these professionals
to be employees of the club.
Assistant Golf Professionals. Qualifi cations for assistant golf professionals include
PGA membership or registration in the PGA Apprentice Program (or the expectation
to register), good golf skills, some competitive golf experience, and preferably
some teaching and work experience at a golf facility. Assistant golf professionals
should be good communicators and be patient, friendly, and outgoing. See Exhibit
13 for a sample job description for an assistant golf professional.

Golf Operations in Clubs 519
Exhibit 13 Assistant Golf Professional Job Description
I. Position
Assistant Golf Professional
II. Related Titles
Assistant Golf Pro
III. Job Summary (Essential Functions)
Assist golf professional with numerous activities relating to the management and
operation of the club’s golf program.
IV. Job Tasks (Additional Responsibilities)
1. Assists golf professional in instructing and with merchandising, on-course, cart
and personnel management responsibilities.
2. Maintains pro shop inventory control system.
3. Assists members by providing and interpreting golf policies, rules and regulations.
4. Conducts golf clinics.
5. Maintains handicap records.
6. Operates pro shop in absence of pro shop manager.
7. Assumes golf professional’s duties in his or her absence.
8. Manages the daily opening and closing of golf operations.
9. Selects, trains, supervises, schedules and evaluates the golf shop manager,
starters, rangers, caddie master, cart shop maintenance mechanics and bag,
range and cart attendants.
10. Assists in the coordination of tournaments and special events.
11. Coordinates junior golf activities.
12. Provides golf instruction.
13. Performs starter or marshal duties as needed.
14. Managers USGA handicap system for members.
15. Ensures course is properly marked.
16. Attends staff meetings.
17. Performs other appropriate tasks assigned by the golf professional.
V. Reports to
Golf Professional
VI. Supervises
Golf Shop Salesperson; Starter; Ranger; Caddie Master; Cart Shop Maintenance
Mechanic; Golf Shop Manager

520 Chapter 14
Other Golf Staff Positions
Pro Shop Employees. The employees who work in the pro shop should be knowledgeable
about golf. They should also be trustworthy and organized, possess good
phone-etiquett e skills, be good communicators, and be friendly and outgoing. See
Exhibit 14 for a sample job description for a pro shop salesperson.
Although specifi c duties vary from club to club, pro shop employees sell pro
shop merchandise and usually book lessons, keep track of tee-time reservations, sign
members up for tournaments, and keep track of member handicaps, under supervision
of the golf professionals. Pro shop employees at some clubs use computers to
perform these duties; at other clubs, employees perform them manually.
As part of the director of golf’s negotiated contract, the salaries of the pro
shop staff may be paid partially or in full by the club. This is because part of their
duties are club-related—taking tee-time reservations, answering the pro shop telephone,
registering members for organized golf events, and so on.
Bag Room and Practice Range Staff . Bag room and practice range staff members
should also have a knowledge of golf and should have the dexterity and strength
to perform the manual tasks required to maintain the bags, clubs, buckets, and
practice balls (that is, lift heavy golf bags, operate machinery, and so on). See
Exhibit 15 for a sample job description for a bag room att endant.
Starters and Marshals. Starters and marshals should be experienced golfers who
are familiar with the rules of golf and with the club’s policies and regulations. The
starter and marshals work at tournaments to promote effi cient play among the
members and guests. The number of starters and marshals that a club employs
depends on the number of golf rounds members and guests play at the club and
the degree of concern the club has over speed of play and violations of golf course
regulations.
The starter is stationed near the fi rst tee to ensure an orderly fl ow of play
based on reserved tee times. If players are late, the starter will ask a group that
is ready to play to tee off , so as to stay on schedule. The starter will place players
with no partners into groups or will match twosomes together. The starter
will cover tournament and club rules and remind players of commonly committ ed
errors to avoid. The starter should record the names of members and guests and
the exact times they begin, in addition to issuing scorecards and pencils to players
who do not have them. Other duties that starters at some clubs may perform are
listed in Exhibit 16.
The main task of a marshal is to monitor the pace of play on the golf course. A
marshal will ask slow groups to allow faster players behind them to play through.
If the group in front of the slow group is more than one hole ahead, a marshal may
ask the slow group to pick up their golf balls and immediately move ahead to the
next hole to tee off .
Head Mechanic. Clubs with a large fl eet of golf cars should have a head mechanic
to maintain the cars and car barn. The mechanic should have experience in

Exhibit 14 Golf Shop Manager Job Description
Golf Operations in Clubs 521
I. Position
Golf Shop Manager
II. Related Titles
Golf Retail Manager; Merchandise Coordinator; Pro Shop Manager
III. Job Summary (Essential Functions)
Responsible for the overall retail operation of the golf shop. Create merchandising
displays to maximize sales and product turnover. Provide superior customer
service. Observe club’s safety rules and regulations.
IV. Job Tasks (Additional Responsibilities)
1. Answers questions concerning club services.
2. Maintains billing charges of members and guests; submits billing charges to
accounting department in a timely manner.
3. Develops open-to-buy procedures for each category.
4. Promotes daily golf shop sales and superior customer relations.
5. Plans, promotes, merchandises and markets special events and sales.
6. Develops and maintains shop displays.
7. Monitors the receiving and checking-in of all merchandise.
8. Processes all paperwork and coding on invoices.
9. Assists assistant golf professional with yearly budgets and merchandise goals
and strategies.
10. Coordinates inventories and provides monthly inventory reports.
11. Monitors procedures for special orders and returns.
12. Signs for and accepts full responsibility for a cash bank to be used for operational
needs and cashing member checks.
13. Assists customers with merchandise selections; works at sales counter as
necessary.
14. Selects, trains, supervises, schedules and evaluates golf shop salespersons.
15. Creates and maintains an approved vendor list.
16. Supervises and maintains the point-of-sale (POS) system.
17. Works with golf professional to select and purchase products for tournaments.
18. Orders special order merchandise for members.
19. Charges member and guests for golf cart usage.
20. Coordinates shop changeovers for special events and seasons.
21. Attends staff meetings.
22. Completes other tasks as assigned by the assistant golf professional.
V. Reports to
Assistant Golf Professional
VI. Supervises
Golf Shop Salesperson

522 Chapter 14
Exhibit 15 Bag Room Attendant Job Description
I. Position
Bag, Range and Cart Attendant
II. Related Titles
Bag Room Attendant (Specialist); Cart Runner (Attendant); Range Attendant;
Member Services Attendant; Golf and Range Attendant
III. Job Summary (Essential Functions)
Provide bag, cart and range services to members and guests.
IV. Job Tasks (Additional Responsibilities)
1. Brings carts from cart shelter to cart staging area outside golf shop; checks
carts for tire pressure, brake operation and other safety concerns.
2. Loads bags from bag storage room onto carts.
3. Transports range balls to each end of range and fills appropriate containers.
4. Places baskets of balls at evenly spaced intervals on range.
5. Operates tractor and ball picker on range to retrieve balls.
6. Washes all range balls daily.
7. Removes bags from carts and returns bags to assigned rack in bag storage
room.
8. Returns carts to cart shelter; removes towels, pencils, score cards, tees, drink
cans, etc., from carts and saves reusable items; checks carts for abuse; washes
cart with pressure cleaner; parks cart in shelter and connects charger cable.
9. Advises pro shop of lost and found clubs.
10. Cleans all clubs for members and guests; cleans and maintains the club’s rental
equipment.
11. Maintains cleanliness of and order in bag storage room.
12. Attends staff meetings.
13. Performs other appropriate tasks as assigned by assistant golf professional.
V. Reports to
Assistant Golf Professional
VI. Supervises
No supervisory duties are included in this position.
maintaining golf cars and performing a variety of mechanical repairs. This individual
will also supervise any staff members who are assigned to the golf car barn
to assist in the maintenance and servicing of the cars.

Exhibit 16 Starter Job Description
I. Position
Starter
II. Related Titles
None
Golf Operations in Clubs 523
III. Job Summary (Essential Functions)
Control pace of play on golf course by directing players to the first tee at appropriate
times.
IV. Job Tasks (Additional Responsibilities)
1. Provides information regarding course, play times and other golf-related issues.
2. Verifies that all revenues have been properly recorded by inspecting receipts for
all players before they depart for course, practice tee or range.
3. Dispenses range balls in accordance with club policies.
4. Keeps assistant golf professional informed about rate of course play.
5. Determines rate of course play.
6. Maintains clean and orderly appearance of starter’s booth at all times.
7. Arranges players in proper starting order and assigns appropriate tees.
8. Assigns carts.
9. Starter may also perform the following duties:
• Ensures that members’ and guests’ bags are appropriately placed in carts;
• Assigns caddies;
• Trains and instructs caddies in proper duties and etiquette; and
• Assists golf professional in running tournaments, clinics and other special
events.
10. Supplies players with score cards, pencils and rules of play.
11. Advises players and caddies about course conditions.
12. Performs standard opening and closing procedures.
13. Attends staff meetings.
14. Performs other appropriate tasks assigned by assistant golf professional.
V. Reports to
Assistant Golf Professional
VI. Supervises
No supervisory duties are included in this position.

524 Chapter 14
Endnotes
1. Club Managers Association of America, Club Operations and Financial Data Report
(Alexandria, Virginia: CMAA, 2004), p. 15.
2. Club Operations and Financial Data Report, p. 36
3. Club Operations and Financial Data Report, p. 41
4. Club Operations and Financial Data Report, p. 39.
5. Club Operations and Financial Data Report, p. 40.
6. Club Operations and Financial Data Report, p. 38.
7. Club Operations and Financial Data Report, 38.
8 Club Operations and Financial Data Report, p. 38
9. Club Operations and Financial Data Report, p. 38
10. Golf Car Fleet Management Handbook (Palm Beach Gardens, Florida: PGA, 1989).
11. Club Operations and Financial Data Report, p. 38.
12. Advantages and disadvantages of electric-powered cars adapted from Golf Car Fleet
Management Handbook (Palm Beach Gardens, Florida: PGA, 1989).
13. Club Operations and Financial Data Report, p. 54.
14. Advantages and disadvantages of gasoline-powered cars adapted from Golf Car Fleet
Management Handbook (Palm Beach Gardens, Florida: PGA, 1989).
Key Terms
caddie master—An experienced caddie who recruits, trains, and supervises other
caddies.
club-demo program—A pro shop program designed to increase sales, in which
members can try out golf clubs before buying them.
cost-plus program—A pro shop program in which club members pay a fee and
are then able to purchase pro shop merchandise at cost plus a fi xed percentage
(typically ten percent).
handicap system—A system in which a golfer is either awarded strokes or has
strokes taken away, based on his or her ability to make par; this system allows
golfers with diff erent playing abilities to play golf together and compete on an
equal basis.
junior golf program—A number of organized golf activities—lessons, tournaments,
clinics, camps, modifi ed golf games, and so on—designed for the children
of club members.
marshal—An individual who monitors the pace of play on the golf course and
enforces club rules.

Golf Operations in Clubs 525
member-guest event—An organized golf event at a club in which guests are
allowed to participate with members; such an event is oft en used by clubs to
recruit new members.
outside tournament—A golf tournament held at the club that is not organized
primarily for members and invited guests.
practice range—An area designated for members to practice hitt ing a variety of
golf shots. Also called a driving range.
starter—An individual who is stationed near the fi rst tee to ensure an orderly fl ow
of play based on reserved tee times.
Review Questions
1. What are some of the golf facilities commonly found at clubs?
2. What is a handicap system?
3. What are some of the golf instructional programs typically off ered at clubs,
and why are they important to clubs?
4. What are some typical golf-car-rental policies at clubs?
5. How is a director of golf compensated at a club?
6. What are the duties of an assistant golf professional?
7. What are a starter’s responsibilities on the golf course? a marshal’s?
8. What are some of the major golf associations?
Additional Reading
Beard, J. B. Turf Management for Golf Courses. New York: MacMillan, 1982.
Cayce, K. PGA Book of Golf Shop Policies and Procedures. Palm Beach Gardens, Florida:
PGA, 1984.
Gammon & Grange, P.C. “Will the Real Independent Contractor Please Stand Up?”
Club Director, August 1992.
Golf Course Superintendents Association of America, “Selecting a Professional
Superintendent.” Lawrence, Kansas: Golf Course Superintendents Association
of America, no date.
“The Greening of a Great Committ ee Chair.” Club Director, October 1994.
Gustafson, Cathy and Redman, Bridgett e, Assistant Manager in Development Program:
Recreation and Sport Management, Alexandria, VA: Club Managers Association
of America, 2000.
Jobbe, F. W., L. A. Yocum, R. E. Mott ram, and M. M. Pink. Exercise to Bett er Golf.
Champaign, Ill.: Human Kinetics, 1995.

526 Chapter 14
Lowes, R. “The Successful Tournament.” Club Management, January 1992.
Professional Golfers’ Association of America. Golf Car Fleet Maintenance Handbook.
Palm Beach Gardens, Florida: PGA, 1982.
———. Golf Car Fleet Management Handbook. Palm Beach Gardens, Florida: PGA,
1989.
———. How to Hire a Golf Professional. Palm Beach Gardens, Florida: PGA, 1991.
———. Marketing the Public Golf Course. Palm Beach Gardens, Florida: PGA, 1990.
———. The PGA Merchandising Manual. Palm Beach Gardens, Florida: PGA, 1991.
White, T. E., and L. C. Gerstner. Club Operations and Management, Second Edition.
New York: VNR, 1991.
Wiren, G. The PGA Manual of Golf: The Professional’s Way to Play Bett er Golf. New
York: MacMillan, 1991.
Internet Sites
For more information, visit the following Internet sites. Remember that Internet
addresses can change without notice. If the site is no longer there, you can use a
search engine to look for additional sites.
Golf Course Builders Association of
America
www.gcbaa.org
Golf Course Superintendents
Association of America
www.gcsaa.org
Ladies Professional Golf Association
www.lpga.com
National Golf Course Owners
Association
www.golf.com/tour/assoc/ngcoa
Case Studies
PGA Tour
www.pgatour.com
Professional Golfers’ Association of
America
www.pga.com
United States Golf Association
www.usga.org
The Golf Channel
www.golfchannel.com
Comfortville Country Club is celebrating its 40th anniversary this year. The club
was the fi rst private club in the region and it has a lot of traditions. The club has
approximately 450 members, 300 of which have golfi ng memberships. Many of the
members own houses with backyards on the golf course.
The club has allowed members to use privately owned golf cars for years.
Approximately 50 members presently use their own golf cars at the club. Members
with private cars pay $25 per month as a trail fee. The club also rents golf cars. Its

Golf Operations in Clubs 527
fl eet size of 50 is adequate for its current usage on most days except for the busiest
Saturdays and holidays. The club is leasing the fl eet of electric-powered cars; the
fl eet is about two years old. Car-rental fees for 18 holes are $20 for two riders and
$10 for one rider. Feedback on member surveys indicate that members are happy
with the club’s golf cars. They like their quality, the way they are maintained, and
the prices charged for their use.
However, there were a number of writt en comments on the survey about the
club’s policy of allowing privately owned golf cars on the course. Some of the
members complained about the color and appearance of some of the private cars.
Others said that some of the members who owned their own golf cars were entering
the course at the hole nearest their home without checking in with the starter.
At the last board of directors meeting, there was much discussion about these
comments on the survey, some of it heated. At one point a motion was made to
ban private golf car usage, but it was withdrawn. The board appointed a special
committ ee to investigate the problems associated with private golf car usage at the
club and make recommendations for action at the next board meeting.
Discussion Question
1. What are the diff erent potential courses of action? What are some of the
impacts these actions might have?