-CMAA and industry associations-Leadership Models-SWOT Strengths Weaknesses Opportunities Threats-SMART Specific, Measurable, Actionable, Realistic, Timed-Qualitative goals / Quantitative goals-Competency areas-Strategic Planning-Vision statements vs. mission statements-Club governance structure-COGS- COGS/SALES-Opportunity costs-Training programs-Tournament programs-Orientation programsEquity ClubsOwned by membersGoverned by an elected Board of DirectorsManagers work for membersMembers have voting rightsSet up as a non-profit so exempt from most taxes________________________________________________________Non-Equity Club For PROFITOwned by an individual or corporationMembers do not have a say in club policies or managementManagers work for company, not membersNot tax exemptEQUITY CLUB GOVERNANCEBoard of DirectorsMade up of elected membersDirectors plus officers (President, VP, etc..Duties come from bylawsEstablish operating policiesOverseeing financial stability of clubApproves operating budgetVotes on new member applicantsHires GMGeneral ManagerHired by BoardSalary range = $120k - $150kCarries out policies set by boardProvides quality facilities and servicesManages revenues and expensesSupervises all club managersPrepares annual budgetOversees club operationsAssistant GMManages clubhouse operations and personnelGM’s second hand “man”Enforces policies and proceduresControllerManages accounts, budgetsPrepares financial statements, forecastsFinancial analysisFood & Beverage ManagerManages dining facilities, banquetsMonitors f & b budgets, personnelEnsures high quality food and serviceWhy are professional associations important for this industry?Provides opportunities for professional developmentKeeps managers up to date on best practicesProvides members with networking opportunitiesHolds multiple events and a world conference for membersLobbies government for the industryProvides certifications in specialized topicsAdds credibility to the profession and to individual membersSpecialized niche industryRequires highly skilled, knowledgeable professionalsStrong professional associationsProvide support, continuing education, industry lobbying, etc…Club Managers Association of America CMAASuper strong, powerful industry associationOver 6500 membersHeadquartered in Alexandria, VA46 Professional Chapters45 Student ChaptersPublishes Club Management Magazine and Outlook newsletterProvides the widest range of club industry research and resources found anywhereCMAA Professional Certification ProgramCertified Club Manager (CCM) – hallmark of professionalism, highly respected, earn 25% more than non-certified managersCertified Chief Executive (CCE) – ability to serve as senior managementMaster Club Manager (MCM) - professionals who have made extraordinary, long-lasting contributions to the club industryRequirements for Eligibility to Take the CCM ExamEducation Credits- 200 credits (a minimum of 100 must be from CMAA education, at least 25 of which must be earned at the chapter level)Association Activity Credits- 50 creditsAdditional Credits- 50 credits (Education, Associate Activity or Experience)Total Credits- 300 creditsPLUSAttendance at one CMAA World Conference (with attendance at a minimum of four education sessions)• Professional membership status in CMAA for a minimum of six years• Successful completion of two CMAA/CMI pre-approved workshops• Successful completion of BMI I, BMI II, BMI III and either BMI Golf Management or BMI Food & Beverage ManagementGM & COO SkillsDifferent Leadership tools3 Primary Roles of Board Members:Duty of Care – govern the club with prudence (be reasonable, practical)Duty of Loyalty (good faith) – must put the interests of the club over their own personal interestsDuty of Obedience – must remain faithful to the mission of the clubLeadership Models for Clubs1.GM/COO Model2.CMAA Management to Leadership Model3.Integrated Team Management ModelGENERAL MANAGER -> CHIEF OPERATING OFFICERHeld accountable for :All areas of the clubSynergism of club activitiesStaff’s adherence to Board’s policiesMember satisfactionDaily operationsCMAA Management to Leadership ModelMost accurately expresses today’s needs within the club industryGM has wide range of responsibilities and authorityThe job is a continuum of constant building / honing skillsMulti-million dollar business with ever-changing needs, requires high level of skills3 tier approach to managing clubTeam Management ModelProvides members with a“Whole Club” ExperienceSuccess:A manager can achieve an immediate goal and be considered successfulEffective:A leader can only be seen as effective if he motivates followers to achieve goals , which in turn promotes success.Leadership Tools for Club Managers:Setting SMART goalsService AnalysisConstruct for Effective LeadershipPersonal Leadership PlanAn effective leader helps their employees set SMART goals in order to achieve success in their jobs.Objective vs. Subjective Measures:QuantitativeQualitativeCovers576 CoversWe were really busyOverseeding400 lbs of annual rye / acreHeavy overseedingMemberships50 new members by end of DecemberWe need alot of new members quicklyPro Shop$1.25M in sales annuallyGood source of income for clubBenefitsElements of strategic PlanningSWOTVision vs. MissionGoals vs. ObjectivesGrand Strategy vs. action plan3 budgetsBenefits of Strategic Planning for ClubsElements of a Strategic Plan:1.Agreeing on the need2.Needs assessment3.Setting ground rules4.Membership input5.Competitive analysis6.Strategic planning retreat7.Vision8.Mission9.Goals10.Objectives11.Organizational situation analysis (SWOT)12.Creation of a Grand Strategy13.Budgets14.Action plan15.Assessing progressNeeds AssessmentSWOT AnalysisVISIONMISSIONAnswers these questions:What do we do?How do we do it?For whom do we do it?vs.VS.OBJECTIVESDescribed as the specific “whats” of a clubIncludes short-term departmental aspirations or aimsShould be quantifiable and measurable by counting or timingShould serve as a step toward achieving goalsCarried out by staffTypically operational in natureCreation of the Club’s Grand Strategy-An overarching approach and agreement to club-wide direction from the board.Acts as a road map for the clubShould be foundation or reference point for everything the club thinks, says and doesShould be written down and referred to oftenActs as a strong club identity or “brand”Should be communicated throughout club by GMShould be