Tuesday, February 5, 2008
7:00 – 8:30 a.m.

Using the Weekly Senior Staff Meeting and the Monthly Staff Meeting as Team Building Tools
Gregg Patterson (The Beach Club)

Team – a group of people, with a relationship, focused on achieving specific SMART goals. Building an effective employee team is critical to a manager’s success. Everyone agrees. Although while everyone talks about team, few speak about how a club team can be made. How are relationships created? How are goals identified? How are employees coached to “win the big ones?” This seminar addresses two time-proven team development tactics — the weekly senior staff meeting and the monthly all staff meeting. Both team building exercises will be discussed in detail and a template will be provided for each that can be used to guide a manager’s ongoing team building effort.

As a result of participating in this program, participants will be able to:

1. Understand the concept of “team” and a team’s focus on SMART goals.
2. Outline an effective weekly senior staff meeting.
3. Outline an effective all staff monthly meeting.
   (Management)

The Meat of Food & Beverage
Whitney Reid (Reid Consulting Services, Inc.)

No two facilities are the same. At the core of food and beverage operations is the “MEAT;” managing the revenue to cost/expense relationship for maximum financial results. Costs are often misused, misunderstood and mismanaged in the food and beverage industry. This interactive program helps managers to identify what is best for their club, their members and their budgets with relation to managing costs, driving revenue through menu management and accounting practices. Participants are encouraged to bring copies of their P&L statements, copies of menus and Point of Sale reports to use during analytical exercises.

As a result of participating in this program, participants will be able to:

1. Identify the four sides of food cost and how to “troubleshoot” cost of sales discrepancies.
2. Apply different methods of pricing menu items for maximum financial performance.
3. Identify what systems and procedures will make the food and beverage operation more efficient.
4. Manage the menu selections through menu engineering.
5. Take away key training ideas for improved service and consistency
   (Food & Beverage Management)

It’s All About Golf ... or Tennis ... or Yachting …
Mitchell Stump, CPA

Who is your club’s best customer? Who pays the highest joining fee? Who pays the highest dues? Who uses your most profitable services? If you have a golf course, it just may be all about golf. If “it’s all about golf” and your primary customer and their guests arrive, not through the front door where there is a beautiful floral arrangement, but at the bag drop, why is the bag drop not the most beautiful place on at the club? Who is the first person to greet your best customer? Is it your most trained ambassador at the club? These questions and more are being posed to the club Industry from a different perspective: musings of the tax guy.

As a result of participating in this program, participants will be able to:

1. View their club operations from the perspective of a member.
2. Analyze what it is that a club really has to offer a prospective member.
3. Determine what it is that their club can become “best in the world” at. (Marketing)

Strengthening Your Club’s Governance System
John Kinner, CCM (Canoe Brook Country Club)

Many managers find that the biggest challenges they face in their clubs are rooted in an area about which they have little training, knowledge or experience: governance. This program is designed to give managers of member-owned clubs practical, applicable ideas to strengthen their club’s governance system which, in turn, will strengthen their clubs and the manager’s position in the club.

As a result of participating in this program, participants will be able to:

1. Identify and compile the elements of their club’s governance system.
2. Articulate the value of sound governance practices to their club’s governing board.
3. Develop and implement a governance handbook for their club.
4. Recognize weak governance practices and employ strategies to change them.
   (Club Governance)