Club Standards of Operation and Performance. z Table of Contents

Transcription

1 Club Standards of Operation and Performance z Table of Contents Acknowledgments Introduction Silver Creek Valley Country Club Standards of Operation and Performance Front Desk Kitchen Food and Beverage Sports Pavilion Aquatics Accounting Flag and Pennant Locker Room Facilities House Crew Housekeeping

2 Club Standards of Operation and Performance Acknowledgments Many books are available concerning standard business operating procedures and maximal levels of staff performance. Many of these operating procedures and levels of performance are applicable to private membership clubs, both profit and not-for-profit. Because private clubs are formed by a developer or by a group of individuals joined together for a common purpose or who share similar interests and goals, many general business texts and guides do not address their special needs. This book was published to fill in these procedural gaps. Club Standards of Operation and Performance is really the work of many club managers. This is due to their contribution of club materials. Without their support, this book could not have been published. Among the clubs that contributed, to name only a few, were the Atlanta Athletic Club; Bellerive Country Club; The Country Club of Virginia; Grosse Ile Golf and Country Club; Montgomery Country Club; Silver Creek Valley Country Club; and The University Club, University of Missouri. As you build your library of club-specific books published by CMAA, we hope you will use this text as a foundation for your club s operations. 2

3 Introduction Introduction According to The Private Club Advisor, April 1993, a club s mission statement can provide a shared vision, a consensus among members and employees on the priorities and long-term direction of the club. Properly formulated and used, a mission statement can help club leaders measure performance and reaffirm annual goals. Club departmental operating and performance standards also set priorities, develop and standardize performance objectives and standards and communicate the high level of performance expected from each employee. In addition to setting standards, a club s operation and performance manual communicates a philosophy a philosophy of the extraordinary service required to exceed member expectations. CMAA s latest self-published book, Club Standards of Operation and Performance, provides examples of the high level of performance expected from the finest clubs managed by CMAA members. Performance standards range from the front office and front desk to food service facilities to athletics to the club grounds to clubhouse maintenance all in the first chapter. Additional chapters bring you standards for personal hygiene and sanitation among food service employees, guest policies, opening and closing procedures, accounting policies and procedures, managing the locker room, the house crew and housekeeping. 3

4 Club Standards of Operation and Performance Section 1: Silver Creek Valley Country Club Standards of Operation and Performance Silver Creek Valley Country Club s mission is to be a private, social and recreational organization whose purpose is to create a sense of family and community among its members. It achieves this goal by providing the highest quality services and beautiful settings with unsurpassed facilities in a fiscally responsible manner. It communicates this mission to employees with its standards of operation and performance manual. Silver Creek s manual begins, significantly, with a comprehensive statement on standards for member recognition. Member recognition drives the entire operation and sets the tone and theme for the entire manual. Adhering to club standards, the manual emphasizes, helps employees maintain high levels of quality in service, product, appearance and attitude. We selected this manual due to its comprehensiveness and high quality. The manual covers 16 departments including membership, catering and banquet, kitchen, locker rooms, clubhouse maintenance, golf shop and grounds, the fitness center, administration and accounting and the child care facility. Section 2: Front Desk The front desk is often the first contact a member or guest has with the club. The professionalism that the front desk personnel display sets the tone for the member s visit. It is, therefore, crucial that front desk staff be knowledgeable about all facets of the operation and have up-to-date information on club services and special events. This section provides guidelines for in-person and telephone contact with members and non-members for a wide variety of city and country club front desk functions. These responsibilities include interacting with non-members, club items for sale, theater ticket services, dining hours, sleeping room accommodations, telephone etiquette and accounting procedures. Section 3: Kitchen The culinary employees of this prominent club are very fortunate to have such a well-written manual. The manual provides standards of consistency in the quality, portions, presentation and service at a price that is accurately calculated to produce value for the member. Guidelines are provided to develop good attitudes and responsible work habits expected of the food service professional. As in all well-written manuals, the theme is to provide superb facilities and service for club members! Section 4: Food and Beverage This beach club manual clearly outlines the functions and responsibilities of every employee working in the food and beverage operation. From job descriptions, to reporting times, to equipment for each area, to opening and closing procedures for each employee, this manual leaves no doubt as to the high level of efficiency and service expected from all who work there. 4

5 Introduction Section 5: Sports Pavilion The fitness trend is increasing in its scope and diversity. Many people in the general population, and in the club population specifically, enjoy the varied benefits of playing golf and tennis, swimming, walking, using fitness equipment and participating in aerobics classes. Increasingly, Americans are participating in yoga, tai chi, stretch-relaxation and Pilates-based programs. For many club members, fitness activities are a lifelong pursuit and the benefits for every generation are being discovered every year. Motivations can include feeling better psychologically, relaxation, socialization, looking better and pursuing a healthy lifestyle. As private clubs increasingly add a fitness center to their facilities, this section brings you the complete standard operating procedures manual for one prominent club s sports pavilion. The mission statement includes respect for individuals, devotion to the client and total dedication to excellence. The manual introduces the pavilion s purpose and unique selling position. Once again, these materials introduce the tone and set the standard for club fitness personnel. The manual proceeds to carefully outline all aspects of operating the sports pavilion. Section 6: Aquatics Although intended for discussion purposes only, the manual provides an excellent starting point for development or revision of your club s swimming pool manual. Safety and service procedures are clearly outlined and emphasized for all pool staff. You can easily customize the Lifeguard Manager Supplement. Everything from opening duties, pool testing, daily activities, closing duties, a red shirt drill, the hiring process and summer athletic camps are included. Your pool staff should check with your state and local government to ensure that all requirements for pool cleanliness and maintenance are met. Section 7: Accounting Although several books on general accounting practices are available on the market, thus far, there is only one book that specifically addresses the needs of clubs: CMAA s Uniform Financial Reporting System for Clubs. This section provides one more piece for the club accounting puzzle. Several club manuals were reviewed to bring you the most comprehensive guidelines on a wide range of club-specific topics. Although you will need to develop specific guidelines for your club, you can use this material as a base to develop your own procedures for purchasing and cash disbursements, revenues and cash receipts, membership, payroll, monthly closing, billing, service contracts, capital expenditure control procedures and the bidding process. 5

6 Club Standards of Operation and Performance Section 8: Flag and Pennant We included this short section to help yacht clubs train their personnel in the correct procedures for flag display ashore, half-masted flags and flag folding. Section 9: Locker Room Facilities This material supplements the information in Silver Creek Valley Country Club s manual on locker rooms. This section provides more information on service, anticipating member needs, procedures for opening and closing, locker assignment and key control and eight steps for foolproof shoe service. We ve also included check lists to help your staff organize. Section 10: House Crew House crew goals are to achieve and maintain the highest standard service level, to ensure a proper set-up for member and non-member functions and to make themselves available if any revisions are needed. Once again, member service and procedures that complement a service philosophy are clearly outlined. Section 11: Housekeeping Daily routine work assignments assure that all areas of the clubhouse are consistently being cleaned and that each employee knows his/her responsibility for their respective area. These standardized procedures help ensure a smooth transition when an employee is sick, on leave or is terminated. Cleaning schedules, procedures and checklists are clearly organized, all ready for customization by your club. 6