14 Golf Operations in Clubs - CMAA

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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.
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Page 11 and 12: Exhibit 5 Online Tee Time Sheet Gol
Page 13 and 14: Exhibit 7 Tournament Planning Guide
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Page 33 and 34: Exhibit 16 Starter Job Description
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