BOARD MEMBER ORIENTATION TABLE OF CONTENTS

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1 BOARD MEMBER ORIENTATION TABLE OF CONTENTS Foreword...vii Acknowledgments...ix Introduction...xi CHAPTER I: Club Board and Committee Orientation: An Overview...1 Advice for Those New at Chairing a Board...2 Board Manual Basics...4 Club Board and Committee Orientation...5 What Is an Orientation?...5 Board and Committee Orientation Is It Really Necessary?...6 Who Conducts Orientation?...8 Format of an Orientation...9 Orientation Materials...14 Organization Chart...16 Implementation Plan...19 Making the Effort Pay Off...19 Roles and Responsibilities of Club Volunteer Leaders...19 Position Descriptions...21 Position Description Information...24 Position Description Uses...35 Updating Position Descriptions...36 Pulling It All Together...36 Sample Position Descriptions...37 Board President...37 Board Vice President...42 Board Secretary...45 Board Treasurer...47 House Committee Chairperson...51 Golf Committee Chairperson...53 Table of Contents i

2 Membership Committee Member...56 Recreation Committee Member...57 Centennial Committee Member...58 Template for Position Description...59 Sample New Board/Committee Orientation Packet...62 CHAPTER II: Country Club Board of Directors Orientation Manual...77 Agenda...78 Board of Directors Mission Statement...78 Welcome...78 Club Board Orientation...78 Organization and Responsibilities X Board of Directors...79 Duty of Care, Loyalty and Obedience...79 Bylaws Relating to Officers...80 Roles of Directors...81 Position Descriptions...81 Board Member Code of Conduct...87 Organizational Structure...88 Roles X Board and Committee Organization Chart...88 Committee Descriptions...88 Staff Organization Chart...91 Staff Positions Descriptions...92 Current Committees and Meeting Calendar...93 Insurance...93 Membership Procedures...94 Membership Committee Description...94 Status of Classes of Membership...94 Inquiry/Application/Questionnaire...95 Application Procedures...97 Membership Application Questionnaire...98 General Membership Application Procedures...99 Selling Process...99 Dues Structure...99 Financial (club materials deleted) Current Issues Meeting Procedures ii BOARD MEMBER ORIENTATION

3 CHAPTER III: Club Board Orientation Manual Materials Now That You re A Director Sample Board Orientation Agendas Outline for One Club s Board Manual Welcome/Congratulations Key Dates Organizational Charts Administration Salaried Staffing Chart Golf Course & Grounds Maintenance Salaried Staffing Chart Golf Operations Salaried Staffing Chart Club Operations Salaried Staffing Chart Athletics & Tennis Departments Salaried Staffing Chart Sample Organizational Chart Sample Internal Organizational Chart Country Club Fact Sheet Master Policy Book Requirements of Board Members: Roles/Meetings Board Functions Duties of Directors Role of Committees Committee Liaison Balancing Different Dynamics Among Boards and Committees Board Member Reports Guidelines for Club Administration Qualities of Outstanding Boards Potential Liability Board/Management Goals Board Member Code of Ethics Director Consent to Club Conflict of Interest Policy Financial Policy, Delegation of Authority and Information Requests Administrative Matters Country Club Director and Staff Roles Who s Responsible: The Board or the Administrator? The Budget Development Process Capital Expenditure Policy and Procedures General Procedure Definition of a Capital Appropriation Project Category of Projects Priority Assessment Timing Table of Contents iii

4 Approval Process for Capital Projects Contingency Capital Expenditures Substitute Capital Appropriations Preparation of Annual Budgets Operating Budgets Capital Budgets Government Regulation for Private Clubs Not-for-Profit/Private Club Status General Criteria Detail Unrelated Business Income Membership Practices Federal, State and Local Tax Issues Federal, State and Local Licenses and Permits Federal Laws Enacted Since 1967 That Govern and Have an Impact on the Way the Country Club Does Business Appendix 1: Request to Change Department Operating Budget 135 Appendix 2: Capital Appropriations Request Form CHAPTER IV: The Chief Operating Officer/General Manager Concept General Manager: Roles and Responsibilities Guidelines for Club Administration Commitment to the General Manager Concept The Management Team General Manager Position Description General Manager Management Functions Sample General Manager Performance Evaluation Form Position on the Chief Operating Officer/General Manager Concept Suggested General Manager/COO Contract General Manager/Chief Operating Officer (COO) Agreement Club Management Competency Areas for the Certified Club Manager Sample Job Descriptions Sample Bylaws Empowering the General Manager CHAPTER V: Effective Club Committees Board/Manager Relations...Six Steps to Effective Committees Committee Role, Structure and Responsibilities General Description Specific Responsibilities and Guidelines Board Committee Structure iv BOARD MEMBER ORIENTATION

5 Committee/Department Business Plan Board Committee Meeting Schedule Role of Committees and Helpful Hints for Successful Committee Meetings Guidelines for Committee Chairmen Two Types of Committees Choosing Members of Your Committee Committee Work Planning the Meeting Running the Meeting In Conclusion Suggested Format for Taking Minutes of Your Committee Meeting Guidelines for Committee Members Committee Job Descriptions Executive Committee Finance and Audit Committee Golf Committee Green Committee House Committee Membership, Marketing and Communications Committee Strategic Planning Committee Tennis Committee Fitness, Pools and Athletics Committee Rules Infraction Committee Nominating Committee Board Candidates Nominating Committee Board Officers Property Committee Insurance Sub-Committee Human Resources Committee Table of Contents v

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7 FOREWORD MEMBERS JOIN COMMITTEES AND BOARDS FOR A MYRIAD OF REASONS. SOME HAVE A PERSONAL agenda, some are looking for social or business networking, others (and clearly the majority) join because they share the ideals and values of the Club and believe they can contribute. Management guru Peter Drucker believes that because of frustrations in their business lives, many volunteer in the nonprofits (associations, charities and presumably private clubs) because they need the satisfaction and recognition gained from meaningful participation in a worthwhile cause that they are not receiving on the job. Regardless of the motive, however, members join committees and run for board seats to accomplish something. Consequently, they come with expectations, not the least of which is that they will be productive and make some meaningful contribution. Orientation programs jumpstart this process. Just as we know that without effective employee orientations, we lose a significant number of new employees after only their first few days, so, too, we will lose the enthusiasm, motivation and commitment of new board members without a proper initiation. Without a comprehensive orientation, at best, new directors will sit back and withhold judgment and participation until they feel they have gained the understanding and background on important issues. At worst, they jump right in ready to change the world, questioning everything and generally slowing meetings and progress down if not totally derailing issues. Best case, they re personally frustrated; and worse, they frustrate the process. Clearly, it is in both the interests of the individual and the board to see that neither of these scenarios plays out. Club management also benefits greatly from effective board orientation programs. Rarely does the general membership truly understand the role of the general manager/chief operating officer. Committee chairs have a better understanding. It is not, however, until one gets to board level that he/she has the opportunity to see and understand the dynamics of a club s organizational structure. Orientation programs, when designed by or developed with management s input, will clarify roles and responsibilities of management from the start. The division of responsibility between the board and management is not always apparent even after several board meetings. New director orientations clarify the club s mission, leadership s vision and identify the board s role in policy making and the general governance of the Club. The general manager s role is defined as the chief operating officer, responsible for the management of club operations and counsel to the board. Both the board and management benefit by this clarification. Responsibilities and authority are defined and the general manager is empowered to accept and assume his/her role. Staff responds accordingly, committees understand their limitations in operational issues and directors are freed up to support the structure and to focus on their own responsibilities. When the general manager/coo participates in the orientation, it furthers his/her position as an active participant in the governance process and affords the opportunity to establish relationships early in the director s term. Successful orientations build loyalty and trust, empower people and promote cohesiveness and understanding. The entire organization benefits. Robert C. James, CCM Westchester Country Club Foreword vii

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9 ACKNOWLEDGMENTS CLUB MANAGERS ASSOCIATION OF AMERICA IS GRATEFUL TO THE MANY CLUB MANAGERS who took time from their busy schedules to send in their board member orientation materials. Managers of golf, country and city clubs generously contributed their orientation agendas; their board, officer and general manager job descriptions; organization charts, club fact sheets and more. Because of their dedication to CMAA and to their fellow club managers, this book was possible. Acknowledgments ix

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11 INTRODUCTION The Benefits of a Good Board Member Orientation THE ORIENTATION GIVES THE GENERAL MANAGER (GM)/CHIEF OPERATING OFFICER (CO) AND THE new director the opportunity to get to know each other, exchange questions and answers and inspect the entire club premises and buildings together. Knowledgeable directors can and will be supportive and understanding of the GM/COO s responsibilities when the new director is comfortable with the issues brought forth for considerations. The orientation therefore, should acquaint the new director with board policies, club procedures, personnel policies, accounting procedures and areas of the club normally offlimits to members. Homework for the new director s reading should include the club s articles of incorporation, bylaws, rules and regulations, employee manual and the club s policies and procedures manual. The orientation will quickly bring the new director up-to-date on all aspects of club operations, thus enabling the new director to be more effective. Both the GM/COO and new director can then spend their time dealing with current matters. Board and committee meetings will move along smartly because each director is knowledgeable about the details of the matter under discussion. This book is meant to bring about an awareness of the importance of board member orientations. This introductory program is generally welcomed by new directors. In some clubs, the new board member orientation is mandatory. The benefits of conducting a thorough board member orientation are many. The entire board will welcome a new director who has taken the time and effort to learn the intricacies of board procedures as they relate to important issues and matters of concern. The GM/COO and the new director(s) will come away with a mutual respect that is so important to the well being of GM/COO relationships. G. Mead Grady, CCM General Manger Peachtree Golf Club Introduction xi

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