2016 Chapter & CMAA Calendar
Retired Upper Midwest CMAA Chapter member Dick Haugen was inducted into the Minnesota Golf Hall of Fame. During his twenty-four year tenue as General Manager of North Oaks Golf Club, Haugen left an impression on everyone he met. He dedicated himself to his club and its membership and helped provide an excellent experience for those members. Outside of his duties at North Oaks, Dick volunteered for the Minnesota Golf Association for more than twenty years serving on a number of committees including the Rebholz Award and Government Relations committees and is currently a Rules official at MGA tournaments.
Haugen has served on the Upper Midwest CMMA Chapter board for ten years and was Chapter President in 2000 and 2011. Shown with Dick is his wife JoAnn.
Outgoing Chapter President Michael Bohnert was honored for his service to the Chapter and addressed the attendees of the Annual Awards & Recognition Dinner Meeting on December 8th at the Minneapolis Club.
2014 Chapter President Scott Bremer, CCM, CCE (right) welcomed new Minneapolis Club General Manager Gary Kamenicky, CCM, CCE, to the Upper Midwest CMAA Chapter.
UW Stout student and CMAA Student Chapter member expresses is gratitude for receiving a $1,000 scholarship from the Upper Midwest CMAA Chapter.
Chapter President Steve Allen (right) and Golf Challenge chair presents a plaque and thanks Club Car Minnesota representative Andy Hockmuth for their 6th consecutive year as a Platinum Sponsor of the Golf Challenge.
US Foods representatives John Byrne (left) and Rick Snyder are recognized for their 3rd consecutive year as a Platinum Sponsor of the Chapter's annual Golf Challenge.
Golf Challenge chair Steve Allen (center) presents an $8,000 check to Chapter Charity Partner, Ronald McDonald House Charities-Upper Midwest representatives Amy Ament and Terra Peterson-Jonker. The donation is from proceeds of the Chapter's Golf Challenge that was played at the Oak Ridge Country Club on September 28. 2015.
Incoming Chapter President Joel Synstelien, CCM, address the attendees of the Annual Awards & Recognition Dinner Meeting on December 8th at the Minneapolis Club.
Keys to Sustained Success at Interlachen Country Club
The Minnesota club that boasts strong ties to legendary names like Ross, Jones and Berg is keeping pace with the times through consistent planning and seamless management transitions.
It may be true that nothing succeeds like success. But even the most successful clubs will encounter critical periods when all that they have achieved can be put at great risk, if succession plans for their key managers are not properly designed and executed.
From its founding in 1909, Interlachen Country Club in Edina, Minn., just outside the city limits of Minneapolis, has always held a prominent place among the industry's biggest success stories. It built its standing early in its history through association with the biggest names in golf: Donald Ross was hired in 1919 to completely reroute and redesign the club's 10-year-old course; Bobby Jones then brought worldwide recognition to Ross' gem when he won the 1930 U.S. Open at Interlachen for the third leg of his Grand Slam; and five years later, a local girl and junior member of the club, Patty Berg, established the club's place in women's golf, too, when as a 17-year-old she staged a thrilling head-to-head challenge against Glenna Collett Vare, the top woman player of the time, in a 36-hole final of the 1935 U.S. Women's Amateur that drew record and highly enthusiastic crowds to Edina.
"The club has become what it is because it has always tried to be visionary and stay one step ahead," says Eric Dietz, CCM/PGA, the club's new GM/COO. "We have to continue to make sure that, while we're very aware of what's worked in the past, we don't ever lapse into being caretakers of the status quo, or operate with a ‘copy-and-paste' mentality."
For the complete article in the November edition of Club & Resort Business magazine go to www.clubandresortbusiness.com/2014/11/25/keys-sustained-success-interlachen-country-club
The Green Restaurant Association (GRA) is a national non-profit organization that was founded in 1990 to shift the restaurant industry toward ecological sustainability. The GRA has spent the last 20 years developing the world's largest database of environmental solutions for the restaurant industry. The GRA provides environmental consulting, education, and the only official standard for Certified Green Restaurants®.
The Club Managers Association of America (CMAA) is the professional association for managers at the country's leading clubs. Membership in CMAA affords managers unparalleled resources, professional growth and the most extensive and well-respected certification program in the club industry.
The comprehensive Lifetime Professional Development program enables managers to be proficient in CMAA's ten core competency areas:
1. Club GovernanceAdditionally, CMAA has more club-specific resources available to enhance the operation of your club. If your general manager, assistant manager or other staff members are not actively involved in CMAA, please encourage them to contact CMAA today.
History and types of clubs, membership types, bylaws, policy formation, board relations, chief operating officer concept, committees, committee relations, career development in clubs2. Food and Beverage Management
Food and beverage trends, food and beverage service, menu development, catering sales and operations, theme functions, nutrition and wellness programs, dining room design, equipment, ordering, receiving, controls, inventory, wine and beverage operations and development, food and beverage training, personnel issues, sanitation, food and beverage technology.3. Accounting & Financial Management
Accounting and financial issues, capital projects, strategic planning, uniform systems of accounting, audits, financial analysis, internal revenue service issues, cash flow and forecasting, budgeting, technology issues, business office organization, compensation and benefits administration, long- range financial planning.4. Human & Professional Resources
Employee relations, employee communication, time management, recruiting strategies, hiring and selection, performance systems, training and development, progressive discipline and terminations, other legal issues, stress management, organizational development, labor issues, compensation and bonus programs, balancing job and family, pre-employment testing and performance evaluation issues.5. Leadership
Motivation and teambuilding, coaching and developing others, building relationships, diversity, conflict management, strategic planning, delegation, problem analysis and decision making, improving performance, providing performance feedback, conducting performance discussions, professional image and dress, negotiation, member contact skills.6. Membership & Marketing
Membership strategies, membership planning, club managers role in marketing and membership, membership satisfaction surveys, membership orientation programs, working with the membership committees, working with the media, newsletters, membership technology.7. Golf, Sports & Recreation Management
Golf operations and etiquette, rules of golf, golf course maintenance, the role of the superintendent, grasses, turf, conditioning practices, budgets and forecasting, golf tournament operations, golf equipment, future trends in golf, environmental issues, junior programs, tennis operations, swimming pool management, yacht club facilities management, fitness center and spa management, locker room management.8. External & Governmental Influences
Legislative influences, privacy, regulatory issues, club law, liquor liability, labor laws, immigration laws, internal revenue service, current legal issues affecting clubs, disaster preparedness.9. Facilities Management
Preventative maintenance, housekeeping, security, insurance and risk management, clubhouse remodeling and renovation, lodging, energy and water management, laundry.10. Interpersonal Skills
Active listening skills, effective writing skills, conducting oral and written presentations, promoting communication between departments, negotiation, actively seeking member and employee feedback, communicating ideas effectively with employees and members, expressing disagreements tactfully, seeking clarification, achieving positive working relationships, role modeling, and communication skills.