Quechee Lakes Landowners Association, Inc. General Manager (GM) Search

Transcription

1 Quechee, Vermont Quechee Lakes Landowners Association, Inc. General Manager (GM) Search MISSION STATEMENT To provide the members with a quality four season community sensitive to the natural beauty of the valley. GOALS 1. Develop and enhance the sense of community and fellowship among our new members. 2. Preserve the natural beauty, rural character and setting of the valley. 3. Develop, operate and maintain a broad range of four-season amenities and activities for the benefit of our members and guests. 4. Recognize and respond to the diversity of our membership as policies are established and implemented. 5. Constantly improve the quality of all aspects of the Association s performance. 6. Be a constructive and contributing member of our village, Town and State community. 7. Preserve and enhance all of the assets of the Association and its members. 8. Manage the Association to maximize its value to its members. 9. Provide the Association s staff with challenging jobs, quality training, competitive compensation and opportunities for personal growth in a professional environment. The Quechee Lakes community is made up of individuals who own a home site, a completed home or condominium; such ownership automatically confers membership in The Quechee Club. The members own and control all the amenities at Quechee Lakes. A developer (Taurus) owns numerous home sites in and around QLLA and has entered into a development agreement with QLLA. In February 1970, the Quechee Lakes Landowners Association, Inc. (QLLA) was formed to hold, manage, regulate and maintain the common land and amenities of the Quechee Development. In May of 1974, the construction of the Clubhouse was finished. Further to the amenities offering are two Geoffrey Cornish designed golf courses, eleven tennis courts, an indoor and outdoor pool, health club and aerobic studio, cross country ski trails along with a ski hill, ski school and ski rental, all serviced from the Base Lodge. (The Club owns and operates a weekend, winter season ski operation directly across the street from the clubhouse.) The Club also offers a fifty-acre lake with a sand beach and beach house. The Club has dining and banquet facilities and year-round social and sporting events for its nearly 1,400 member families.

2 The Golf Shop occupies the west end of The Clubhouse and commands sweeping views of the courses. The Base Lodge, Tennis pro shop, maintenance facility, Fell s Barn and Murphy Farm (primarily children s activities in the summer months and occasional other uses throughout the year) round out the association s buildings. Numerous hiking trails are located throughout the 4,500-acre community. The gross revenues of the operation are approximately $9.0M, with food and beverage sales of over $2.0M annually. Members have multiple ala carte options for club amenities, accessing one or more of the amenities on a single or family use basis. Several amenities, including portions of the golf courses, were damaged during Hurricane Irene. A significant insurance settlement was reached and a number of repairs were made to each of the damaged areas. Additionally, $4.0M in course upgrades were completed in the past two years, and new paddle tennis courts will be added this year, the indoor and outdoor pools are slated for improvements in the next three years and a revised agreement was recently reached with the Developer to potentially expand membership to 2,500 in total in the future. Clearly, Quechee Lakes Landowners have, through their Association, developed Vermont s finest fourseason community. The Quechee Club General Manager Position Description In accordance with the Association s Bylaws, the General Manager functions with the responsibility and authority as the Chief Operating Officer of the Quechee Lakes Landowners Association, Inc. (QLLA) club and community. He/she is responsible for implementing existing policy in accordance with the Mission Statement, QLLA governance documents and the goals of the Association; developing and recommending policy for Board consideration and establishing and implementing such operational practices and procedures as required. He/she directs and administers all aspects of the operations of the club facilities, the golf course, recreational amenities, common areas, infrastructure, programs and activities and the Landowners Association. He/she leads an organization of 7 direct reports (Clubhouse manager, HR Director, Controller, IT manager, Golf Pro, Tennis Pro and Property Manager) as well as approximately 66 full time employees and up to another 200 part time employees depending on the time of year. Duties and Responsibilities: General Position Overview: Member Services 1. Responsible for ensuring that QLLA members receive the highest possible level of service and customer satisfaction across the wide range of activities and services offered. 2. Directs Clubhouse Manager in developing and implementing effective procedures, policies, and Quality Assurance mechanisms for first class food and beverage services, special events, recreation and other member services. 3. Directs both the Tennis and Golf Directors in developing and maintaining top tier amenity programs. 4. Provides quality leadership of Employees, establishing high quality standards that measure all activities against these standards, both in terms of Member satisfaction, as well as financial performance. 5. Maintains high visibility with Staff and Members; assures that members have adequate access to management staff, in order to provide suggestions or comments regarding service levels and programs. 6. Assists and provides support to the members of the management team to address and resolve issues and complaints raised by members.

3 7. Furthers his/her continued development as a club management professional by participating in appropriate Club Managers Association of America (CMAA} seminars and conferences to enhance his/her value to the membership. Employee Relations 1. Responsible for creating and fostering a cooperative, team-oriented working environment, on behalf of an ethical employer, whose employees are treated with respect. 2. Directs the HR Manager in facilitating the provision of employee benefits, as agreed upon in individual contracts, and coordinates with the Executive Committee on all department heads compensation plans (including bonuses and benefits). 3. Oversees all recruiting, hiring, terminations, performance reviews, disciplinary actions, and other personnel actions for the Association. Personally interviews, appraises, hires, and provides performance reviews for all senior/management staff, conducting exit interviews with HR where appropriate. 4. Directs the HR Manager in developing and implementing policies and procedures applicable to employees, and in ensuring that all applicable employment laws and required practices are adhered to. This includes FLSA, FMLA, and laws applicable to employee safety, discrimination and harassment in the workplace. 5. Ensures that an effective employee appraisal process is in place for all employees. 6. Provides for the training and further development of all department heads and other personnel. Financial Management 1. Working with both Controller and Finance Committee, is responsible for the coordination and preparation of annual operating and capital budgets; then manages and controls operations in accordance with budgets to attain desired results. 2. Directs the Controller in developing and implementing effective procedures, policies, systems, and controls to ensure the cost-effective and fiscally responsible operation of the Association. This includes overseeing the Controller, and other department managers, as appropriate, in all accounting, payroll, purchasing, contracting, and financial analysis and reporting functions. 3. Supervises the preparation of capital expenditure purchase requests to match the financial plan. 4. Ensures all Club Insurance and Benefit programs contain the best value to the benefit of the employees and to the Association. 5. Provides support to, and oversees the Controller, Property Manager, Clubhouse Manager, and Human Resources Manager in developing and assuring the sound implementation of fiscal policy. 6. Directs the Controller in developing and implementing efficient, cost effective MIS systems that provide timely and accurate financial, member usage and membership demographic data to department heads, committees, and the BOT. 7. Works with the Finance Committee and the independent auditor to ensure that all financial controls are adequate, in place and being effectively utilized. 8. Maximizes outside revenues with private party and event business, while being sensitive to the feelings and enjoyment of members. Asset Management 1. Directs the Property Manager in protecting, caring for, maintaining, securing, and managing QLLA s physical assets, including the clubhouse, golf courses, tennis facilities, ski hill, Base Lodge, Murphy Farm, recreation facilities, Lake Pinneo, and other common property, facilities and equipment. 2. Directs the IT Administrator in developing and maintaining effective and efficient technology needs of the Association. Communications and Community Relations

4 1. Assures satisfactory communications between the Association members and employees. Works to resolve communication issues, as necessary. 2. Ensures that Emergency Response Team procedures and call lists are maintained in an always-ready status. Tests Response Team procedures from time to time to determine overall effectiveness. 3. Participates in outside activities that are appropriate to enhance prestige of the Association; maintains professional memberships and attends professional meetings and seminars; broadens the scope of the Association operation by fulfilling public obligations of the Association as a participating member of the community. 4. Serves as a liaison with the Developer, the Association s attorneys, as well as the broader Quechee, Hartford, and state of Vermont communities and agencies. Planning 1. Submits an annual marketing plan to the Board of Trustees for approval in support of New England s premier four-season community. Ensures that the Association, in conjunction with local real estate companies, developers, the Chamber of Commerce, media, etc. Initiates the development and implementation of effective marketing, promotion and sales plans to increase Association s membership, amenity utilization and property rental activity. 2. In coordination with the Board of Trustees and appropriate committees, develops and organizes an operating plan which reflects current, and anticipates future requirements and initiatives. 3. Serves as regular Association Management representative to the Strategic Planning Committee. 4. Maintains and manages an institutional planning checklist with activities that can span several years. 5. Maintains ongoing benchmarking activities with other clubs and associations on amenities, pricing, usage and costs. Association Management 1. Ensures that the Association and The Quechee Club, Inc. are operated in accordance with all applicable local, state and federal laws and regulations. 2. Attends and actively participates and contributes to meetings of the Board of Trustees and the Finance and Audit Committee, as well as attends or delegates appropriate members of management staff to attend the various operating committees to which the GM is designated as an ex-officio member. Assumes responsibility for balancing the various committees recommendations with the Association s business needs. 3. Enforces and upholds all requirements of the Bylaws on behalf of the Board of Trustees. 4. Performs any and all other duties as directed by the Board. Initial Priorities The new General Manager will be expected to develop a 100-day plan and focus on the following initial key objectives: Get to know members and staff as quickly as possible by establishing and maintaining key and regular interaction points; keep members excited about using the Club and its amenities and increase amenity participation. Assess the overall Team and determine appropriate means of clarifying expectations, accountabilities and determining overall abilities to execute against them. Ensure that an appropriate and positive culture is in place that is supportive, inspiring and very clear to the members. Focus on the Food and Beverage operation and determine appropriate and necessary adjustments to enhance member satisfaction in this critical part of the operation. Review and update all operating policies for such things as procurement, employee benefits, Insurance Programs, service standards, etc. Develops and maintains a policy record and provides an annual review to the Board and Finance Committee with recommendations for improvement.

5 Working with the Board and Finance Committee, evaluate the budget plan and assess its alignment against deliverables, and determine opportunities for revenue growth and overall QLLA efficiencies. Understand the budget plan and history. Work closely with appropriate staff and Committees to further invigorate membership recruitment and marketing efforts, which closely coincide with real estate marketing. Begin work on updating the Club and Community-wide Strategic Plan, ensuring that necessary constituency groups are involved in the process. Review all critical operations for service and delivery improvements, recognizing the need to provide the Board with a roadmap outlining initial areas of focus and priority, along with planned tactics to address desired outcomes. Establish a working relationship with the Developer. CANDIDATE QUALIFICATIONS & EXPERIENCE A minimum of years management experience in the country club or resort industry, preferably those as part of a residential community, including GM experience or assistant GM experience of a member-owned, residential country club similar in size and scope to Quechee Lakes Landowners Association, Inc. Preferred scope of current or former roles should include golf course operations, pro shop, golf practice facility, F&B, clubhouse, fitness center, pool and tennis, outdoor pursuits, and homeowners responsibilities, among other activities and responsibilities. A continued and demonstrable desire to grow professionally, recognizing the benefits of such growth back to the organization he/she leads. Leadership experience in upgrading and sustaining consistent, well-regarded F&B operations and growing club revenues is especially desired. Management of landowner association operations is a distinct plus, including landscaping and maintenance of common areas and roadsides, as well as being familiar with long term capital asset preservation and replacement planning. Experience using software and other management information tools for monitoring operations and procedures, including the use of relevant metric development and review. Experience in developing and implementing facilities improvement projects, including an annual cap ex and more substantial projects. Experience in working on the development and overseeing the implementation of Marketing programs to attract new members to a join a club or purchase property in a residential community A career track record that demonstrates a record of tenure and commitment to previous employers, where career moves were clearly made for skill enhancement and personal growth. A BS or higher degree in business, hospitality, public administration or related fields; appropriate professional training, e.g. preferably holding a CCM or similar credentials; professional memberships and related professional continuing education; and, possessing established networks involving other club and homeowners association leaders. Having an MBA or CPA designation would be a distinct plus, as strong financial acumen in this role is critically important. Has a strong personal vision of how to deliver an exceptional club and community experience to members, and the ability to expertly involve staff and members in buying into the vision and proactively executing it. Is outgoing, visible, personable and inspiring. Is intuitively able to get to know as many members as reasonably possibly, and establishes open communications with them; is viewed as highly approachable and a great listener. Understands and excels in working in volunteer member governance environments. Has strong knowledge of financial and budgetary matters important to Club and landowner operations.

6 Is a positive person with a can do attitude. Has a high level of initiative and is focused on achieving outstanding results. Is willing to put in extra hours whenever required. Is organized and efficient. Moreover, is viewed as a consummate team player. Compensation: The QLLA will offer an attractive and competitive compensation and benefits package to include: competitive base salary and annual performance bonus expense CMAA and related professional development package to include dues and education Inquiries: Interested candidates should submit resumes and a thoughtful, detailed cover letter outlining one s alignment with the above noted qualifications and expectations for the position. Those documents should be saved and ed in Word or PDF format (save as Last Name, First Name Resume and Last Name, First Name Cover Letter respectively) to: nan@kopplinandkuebler.com Lead Partner on this retained search: Kurt D. Kuebler, Partner Kopplin & Kuebler, LLC (Office) Florida (Office) - Arizona (Cell)