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Operators Handbook

Operators Handbook

Standards of Operations and Performance: What Does "Excellent" Look Like in Your Club?

What does "excellent" look like -- to you? How about to your Food & Beverage Committee Chair, or to your President, or to your Bartender, or Waiter? Would they each see it the same? Describe it the same? Not likely.

Now ask: What does "excellent" look like to each of your members? The old hospitality saying is that the "Customer is always right." But, what happens when the customers (i.e, our members) see things differently than each other? One member might demand a high level of detail, instant recognition and immediate service, whereas, another member might see such service as wasted dollars and a possible increase in future dues.

How do you approach this kind of discordance in a club? One solution is to seek early agreement in what "good" or "excellent" looks like. In other words: Set the Standard. A standard, however, is not as effective in reducing discordance if it is not established before a disparity presents itself. It is most effective when established though a process of proactive development and agreement, rather than reactively and retroactively as a result of conflict or confusion. When there is agreement, there can be a "standard."

A standard has numerous definitions, such as: a principal; a code of ethics; code of behavior; a benchmark; a certain caliber; a level of merit; a model; a measure; a set of criteria; an example; or a touchstone. One definition of a standard (or set of standards) that serves club operations the best is that of "a source."

Once established, they are most effectively employed as a "source" document. As a source document, standards are the "heavy lifter" for club operations. They can and should be the primary source for developing club documents, setting up procedures, establishing rules, designing training programs, preparing performance reviews, defining services and quality of goods, and much more.

The following is a sample of operational items that are typically developed by starting with the respective "standards" for that subject:

Employee Handbook
New Member Orientation Packet
Employment Agreements
Purchasing Specifications & Guidelines
Annual Service Plan
Bookkeeping Procedures
Admission's Procedures
Kitchen Cleaning Schedule
Annual Membership Marketing Plan
Reservation Procedures
Job Descriptions
Mowing Procedures
Club Rules & Regulations
Bunker Maintenance Procedures
New Employee Packet
Dishwashing Procedures
Outside Services Procedures
Golf Cart Maintenance Checklist
Employee Training Manual
Wine Inventory Guidelines
Employee Schedules
Bartender's Drink Recipe Guidelines
Side Work Schedules
Pool Maintenance Procedures
Weekly Departmental Reports
Clubhouse Maintenance Checklist
Club Brochure
Locker Room Supplies List
and many more...

These items can have a profound effect, both directly and indirectly, on most aspects of the club. The effect of "standards" are fairly easily measured in overall member satisfaction, but the effects go much deeper into more detailed aspects of satisfaction, such as member attrition, member referrals and member usage levels. The widespread impact of implemented standards goes beyond what are actually noticeable and visible to the members. They directly influence such items as: dues levels, fees and prices, merchandise inventories, clubhouse cleanliness, staffing levels, purchasing specifications, staff compensation packages, employee turnover and other critical areas.

The development of the club's Standards of Operation and Performance involves beginning with a template of industry standards and coordinating the efforts of the department heads and the membership committees to develop their respective department's standards. There is much initial work involved, however, this work is an investment in the quality foundation of the club, from which member satisfaction, pride and appreciation, staff professionalism, organizational integrity, reputation and overall stability arise.

If you are interested in developing a comprehensive set of standards for your club, Club Resources can help in several ways. First, we literally wrote the book when it comes to club standards. Our Standards of Operation and Performance for Private Clubs publication is a comprehensive 157-page template for customizing your own set of standards. It has been endorsed by and licensed to the Club Managers Association of America. Secondly, we have coached many clubs through the entire development of club standards. Lastly, we are hosting a 90-minute Educational Webinar on the Development of Club Standards on May 20th at 1:00 p.m. (EDT).

Click Here to Order a copy of the "Standards of Operation and Performance for Private Clubs"

Click Here to Register for the Webinar on May 20th

or for more information:
Contact Bob Bodman at 800-267-6758 or at bob@club-resources.com for more details.

Bob Bodman is the Author/Publisher of The Guide to Membership Marketing and Standards of Operation and Performance for Private Clubs and is the Founder and Principal of Club Resources, a club consulting firm specializing in membership solutions and strategic planning.

About the Author

With more than 25 years experience in the private club industry, Bob Bodman has been involved in nearly every aspect of club management, development, acquisition, planning and membership marketing. Prior to forming CLUB RESOURCES, Bob founded Paciﬁc Century Clubs, Inc. in 1991 to provide Membership Marketing and Strategic Planning services to clubs under development and ClubSurvey.com which he founded in 1998 to deliver Membership Focus Groups and Surveys to many high-end clubs including Monterey Peninsula Country Club, Cordevalle, and Los Altos Golf and County Club. Earlier in his career Bob served as General Manager of Burning Tree Country Club (Greenwich, CT), and The City Club of San Francisco, which was part of the largest private club management company in the world. Additionally, Bob is the author of Standards of Operation and Performance for Private Clubs and Establishing a New Membership Director Position, and co-author of the The Guide to Membership Marketing. Club-Resources.com