14 Golf Operations in Clubs - CMAA

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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:
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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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