Gregg Patterson's Reflections on the Club Experience – An Anthology of White Papers and Essays.
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.
Reducing the Waste LineBy Joanna DeChellis | January 5th, 2016
Chef to Chef January 2016 Edition
Vincent Tracy, CCM, CCE, General Manager/COO of Town & Country Club has been the primary driver behind the club's push to be more environmentally responsible.
In fact, T&CC is the only country club to date that has earned a 3-Star Certified Green Restaurant designation from the Green Restaurant Association (GRA).
For T&CC, being green comes down to the small things, like light bulbs and water usage. General Manager/COO Vincent Tracy, CCM, CCE, knows this more than most.
He's been the primary driver behind the club's push to be more environmentally responsible.
(In March, Tracy and T&CC's Executive Chef, John Kain, will share insights into how they earned the prestigious certification, and the benefits it has provided for their club, through their presentation—"Making Club Restaurants Green"—at C&RB's eighth annual Chef to Chef Conference.
C2C: Why did T&CC pursue the Green Restaurant Certification?
VT: When I arrived in 2004, the club had a progressive recycling program for food waste, glass and cardboard. The golf course was also a Certified Audubon Cooperative Sanctuary. We knew we could do more, though. It was a matter of figuring out where to start.
C2C: What was the first step?
VT: At that time, there weren't many associations that helped businesses go green. Prices to do so were really high, too. So we took a closer look at the operation and decided removing all Styrofoam products was a good place to start.
C2C: Did you get any pushback from the members?
VT: The only product the members were unhappy about was the drink cups on the golf course. But we searched and searched and finally found a biodegradable cup better than Styrofoam. And now they're happy.
C2C: What happened next?
VT: One of the local papers actually wrote an article shaming us for not being green, even though we were doing many green things already. We decided we needed to get the word out about what we were doing. That led us to the Green Restaurant Association.
C2C: Why the GRA?
VT: They are the most all-encompassing and the most thorough. They reward restaurants with points in seven environmental categories: energy, water, waste, disposables, chemical and pollution reduction, sustainable food and sustainable building materials. To be certified, a restaurant must accumulate a total of 100 points, meet a minimum of 10 points in six of the seven categories, have a full-scale recycling program, be free of polystyrene foam and implement a yearly education program.
C2C: Did it take long to get certified?
VT: Yes. It's not something you can fill out in a couple of hours and send in. You have to show a history with invoices, tracking where you've purchased products from and how long you've been using them. There are site visits and lots of hand-holding. It's a big undertaking.
C2C: How did the staff respond once you told them you planned to earn the certification?
VT: They were overwhelmed, but over the course of one year, as we moved through the process, they jumped on board.
C2C: What has been Chef Kain's role in all of this?
VT: Without him, it wouldn't be possible. He's genuinely excited about using local resources and has helped our purchasing agent research greenware and to-go containers (see photo, above). He highlights everything we grow in our garden, as well as the honey we collect from our bees (see "Hosting Hives," C&RB's Chef to Chef, July 2015).
C2C: What is your relationship like with Chef Kain?
VT: We have a similar drive and passion. And we both understand the importance of food and a well-run culinary operation. Neither of us wants to stay static, so we continue to grow our relationship and move the club forward.
C2C: Have prices for green products come down much since those first few years?
VT: They have. Plus, we have a new engineer on board who has embraced the initiative. He was the force behind helping us reach our third star for the clubhouse in February 2015.
C2C: Overall, how has being green impacted your budget?
VT: I would say it has probably increased our costs by $6,000 annually. We offset the cost of products by the savings in energy and water. Plus, we're eligible for local rebates, too.
C2C: How does being green affect day-to-day operations?
VT: It affects us in small ways as we're always looking to be more green. For example, we just changed the sprayer heads on our sinks to be more efficient, and employees now drink from washable cups. All of our throwaway silverware is made from potatoes. We have plans to put up solar panels and we budgeted to buy a machine that turns fryer oil into diesel fuel. We're going to expand our gardens as well.
C2C: Going green is a big trend. What other culinary trends have affected F&B at T&CC?
VT: It's funny you ask that. I just saw the National Restaurant Association's "What's Hot in 2016," which features a forecast of the top 20 food trends for 2016. I can't think of a time when T&CC wasn't doing everything on that list.
C2C: How has the industry's focus on F&B evolved over the years, and why are we better or worse for it?
VT: F&B has grown substantially, and more clubs are food-focused. But still too many treat F&B like an amenity and accept that it's okay to lose money on dining. It should be treated as a profit center—like a real restaurant. We're in the process of making that switch. We shrunk down our menus and are focusing more on daily and weekly specials.
C2C: Do you think you'll be as profitable as a "real restaurant?"
VT: We'll see.
C2C: What value do you see in continuing education programs—like the upcoming Chef to Chef Conference?
VT: Continuing education has become the backbone to our program. Very few individuals will self-educate, so it's our job as general managers to give our staff the tools to grow themselves and, in turn, our clubs.
C2C: What kind of people thrive on T&CC's F&B team?
VT: People with a good attitude. Self-starters. Imaginative and creative people who aren't afraid of hard work. People who pay attention to details and never cut corners. People like Chef Kain, who is passionate, smart, thoughtful and detail-oriented.
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.