OPERATING
POLICY & PROCEDURES MANUAL
Our index of operating practices and standards
The purpose of this document is to provide the set of information to allow the CGC board, standing committees, and managers to effectively work together to accomplish the Strategic Goals of the golf club. The current version of the manual is located on the Board website.3/31/2016
/ OPERATING POLICY & PROCEDURES MANUALTable of Contents
1. Management Commitment 2
2. THE ORGANIZATION 3
2.1 Responsibilities and Duties 3
2.2 Organization Chart 9
2.3 Organization History 10
3. INTERNAL POLICIES 12
3.1 Administration 12
3.2 Financial 13
3.3 Business Planning 13
3.4 Communications 13
3.5 Continuous Improvement 14
3.6 Customer Conduct 14
3.7 Documentation 14
3.8 Human Resources 15
3.9 Junior Golf Clinic 15
3.10 Marketing 15
3.11 Membership Relations 15
3.12 Personnel File Record Maintenance, Access and Retention 16
3.13 Procurement 18
3.14 Professional Services 18
3.15 Project Management 19
3.16 Shareholder Recognition 19
4. APPENDIX 20
4.1 Definitions 20
4.2 Information Ownership & Control 21
4.3 Record Retention and Destruction Guidelines 27
4.4 Internal Procedures 31
4.4.1 Prepare Strategic Plan 31
4.4.2 Prepare the Annual Budget 31
4.4.3 Indoctrinate New Board Members 32
4.4.4 Prepares for the Monthly Board Meeting 33
4.4.5 Human Resource Procedures 33
1. Management Commitment
A foundation of leadership and consistency of purpose is necessary to successfully drive our new more disciplined way of doing business.
It is imperative that all club volunteer and employee leaders familiarize themselves with the content of the policies and procedures in the Operating Policies & Procedures Manual and adhere to them. This is our standard of performance against which club performance depends and will be measured.
Continuous improvement is important and suggested improvement opportunities are to be documented and forwarded to the planning committee for consideration.
Dale Owen
CGC President
11/10/2014
2. THE ORGANIZATION
2.1 Responsibilities and Duties
2.1.1 Club President
RESPONSIBILITY / PROCEDUREPromotes the Mission and Goals of the club / · Reviews and obtains an understanding of the Strategic Plan
· Promotes the Mission and the Goals
Overseas the organization's direction, adherence to policies, compliance with budget, and maintenance of sound legal practices / · Reviews and obtains an understanding of the club's policies and procedures and the club budget
· Monitors and controls overall compliance
ü Are the required status reports prepared on a scheduled basis?
ü Is the Project Status Report Summary updated appropriately each month?
Conducts board meetings / Follow procedure 4.4.4.
Appoints Committee Chairs / 1. Identify the desired skills
2. Make appointments based upon desired skills
Communicates CGC status using the Charbonneau Villager, Shareholder newsletters and business websites as needed / Include information concerning the direction of the club
Other potential responsibilities / · See the Bylaws (Article 3) for additional information
· May serve on a committee
2.1.2 Board of Directors
RESPONSIBILITY / PROCEDUREUpdates the Bylaws as appropriate / See the Bylaws for instructions
Maintains the Professional Services policies (3.14)
Approves changes to the Strategic Plan / Follow the following criteria:
· Are the Mission, Goals, list of Strategic projects appropriate?
· Does this provide a good description of the desired emphasis for the coming year and 5 years?
Approves the CGC Budget
Attend board meetings and make decisions concerning the direction of the club / · Be prepared for upcoming board meetings by doing the following at minimum:
o Review the status reports which are located on the Board Website and provide relevant feedback to the authors, if appropriate
o Review the Project Status Report Summary and provide relevant feedback including issues and concerns to the project manager
· During board meetings, make appropriate decisions and raise relevant issues:
o Have requests for unbudgeted resources been documented and justified using the standard Project Request form?
o Are projects appropriately managed and controlled?
Other potential responsibilities / · See the Bylaws (Article 3) for a description of the responsibilities of the Secretary and Treasurer
· May serve as a committee chair
· May manage a project (3.15)
Other potential duties / · May serve on a committee
2.1.3 Committee Chairs
RESPONSIBILITY / PROCEDURE /Initiates and manages projects as assigned / Follow the Project Management policies (3.15)
Maintains the information for which your committee is the owner / See section # 4.2 for a description of ownership information and basic maintenance rules
Submits a monthly status report / See policy # 3.4.1 Status Reports are completed each month by all managers and committee chairs
· Ensure the report contains the status of the projects you manage
Specific committee duties
See the Bylaws for responsibilities / Planning Committee
· Develops the Strategic Plan
· Prepares the Project Status Report Summary
· Updates the Operations Policy & Procedures Manual
· Updates the Business Calendar
· Updates the Improvement Opportunity Log
· Ensures Project Requests are effectively used to justify the approval of funding for Discretionary Projects.
· Indoctrinates new board members
· Conducts surveys
· Provides Quality Control of the Board website
· Serves as owner of the following documents:
o Policies
ü Business Planning (3.3)
ü Continuous Improvement (3.5)
ü Project Management (3.15)
o Indoctrinate new board member’s procedure (4.4.3)
Finance Committee
· Prepares the following reports:
o Budget – see section 4.2 for a description
o Key Indicators
· Prepares or validates feasibility studies that involve financial viability
· Serves as the owner of the following policies:
o Financial (3.2)
o Procurement (3.13)
Community & Shareholder Relations Committee
· Provides communications to stakeholders as required
· Provides Quality Control on the Shareholder website
· Recognizes shareholders who have made extraordinary contributions to the community (3.16)
· Serves as the owner of the following policies
o Communications (3.4)
o Documentation (3.7)
o Doing Business with Club Members (3.11.1)
o Shareholder Recognition (3.16)
Human Resources Committee/Secretary
· Maintains the Personnel Policies Manual
· Provides counsel to management and the board regarding HR matters
· Ensures business is compliant with state and federal employment statutes
· Takes minutes of the board meetings - Secretary
· Organizes the annual shareholders meeting - Secretary
· Serves as the owner of the following policies
o Human Resources (3.8)
o Personnel File Record Maintenance (3.12)
· Serves as owner of the Record Retention and Destruction Guidelines (4.3) - Secretary
· Serves as owner of the Human Resources Procedures (4.4.5)
Marketing Committee
· Prepares the Marketing Plan including a description of the golf programs and associated advertising
· Ensures the marketing policies are followed
· Provides Quality Control of the Public Website
· Serves as owner of the welcome letter to new Charbonneau residents
Golf Committee combined with Green Committee
· Serves as the owner of the following policies:
o Customer Conduct (3.6)
o Junior Golf (3.9)
o Membership Refunds for Disabled Members (3.11.2)
o Golf – See the public website
o Community related- see the shareholder website
o Customer related – see the public website/play procedures
· Serves as the owner of the following information:
o CGC Signage and Scorecard
o Description of club amenities – see the public website
· Provides support to the following entities:
o Course work parties – Dave Schaller
o Tee Box beautification – Rose Mason
Business Development Committee
· Initiates and manages projects related to business development (3.15)
2.1.4 Operations Manager
RESPONSIBILITY / PROCEDUREManages the Operations staff
Initiates and manages projects as assigned / Adhere to the Project Management policy (3.15)
Prepares the Budget / See procedure 4.4.2
Maintains the information for which your group is the owner / See section # 4.2 for a description of ownership information and basic maintenance rules
· Serves as owner of the Administration (3.1) policy
· Serves as owner of the Budgeting Procedure (4.4.2)
· Serves as the owner of the following websites:
o Board
o Shareholder
o Public
· Serves as owner of the following brochures:
o CGC brochure
o Price List
· Maintains the email database listings for use in business communications
Submits a monthly status report / See policy # 3.4.1 Status Reports are completed each month by all managers and committee chairs:
· Ensure the report contains the status of projects you manage
Other potential duties / · May serve as a committee member
· May manage a project (3.15)
· Assist with strategic planning (4.4.1)
2.2 Organization Chart
2.3 Organization History
Much of the following information was compiled from the book "Golfing in the Village of Charbonneau" by Ian MacMillan.
1973 / The CGC opened with the Red course and a house trailer for the pro shop. The course was designed by Ted Robinson1974 / The restaurant building was completed
The pro shop moved to that building. It included locker rooms, golf club storage and a sauna
Bill Eggers was selected as the club professional and director of golf. Tim Myers was selected to assist Bill
1975 / Maggi Green's sportswear shop was added to the pro shop premises
1976 / The Charbonneau Tennis Club was established with the playing area in a bubble
1977 / A nonprofit homeowners Association called the Charbonneau Country Club (CCC) was formed by Willamette Factors to govern common property
1979 / The CCC building and the Charbonneau Village Center Commercial Building were completed
The green course was completed
The Charbonneau invitational Golf Tournament started
1988 / There was a lawsuit against the CGC board regarding the sale of the golf club
1989 / Homeowners reject the attempted CCC purchase of the golf course
1990 / The club was purchased by shareholders from Willamette Factor. 103 residents pledged $5,000 each for equity ownership. The revenue during the first year of operation was $843,000 with a net income of $28,000
Pete Pitzer was elected the first president of the CGCA
1991 / Jerry D’Angelo was elected CGC president
1992 / The restaurant building was purchased by Gil Thomas who bought the restaurant building and opened the Charbonneau on the Green Restaurant
Mary Rock was appointed to be the golf course superintendent
1993 / Jack Rayborn was elected CGC president
1995 / John Helser was elected CGC president
1996 / The irrigation system was upgraded costing close to $1 million (panel, vaults, lines, sprinkler, computer control and controllers)
1997 / Gerry Scovil was elected CGC president
Golf pro Bob McAllister left after 5 years of service
A patio tent was purchased
2000 / Bob Graham was elected CGC president
Dennis Gavin was hired as head Pro and General Manager
Millennium memberships were granted to non-Charbonneau residents
2006 / Mike Murray was elected CGC president
2007 / Larry Eischen was elected CGC president
Chris Bensel replaced Dennis Gavin as club golf professional
2008 / Ron Taylor was elected CGC president
Charbonneau Water Company was established
2009 / Stephani White was elected CGC president
2010 / Pete Swan was elected CGC president
The Together We Can Do It (TWCDI) fundraising campaign was organized by Jim Oberg and raised over $210,000
The club By-Laws were updated
2011 / Dick Schultze was elected CGC president
2012 / Jim Gibbons was elected CGC president
2013 / The CGC board under the leadership of Jim Gibbons, created the Strategic Planning committee with Bill Johnson as the chair. The purpose of the committee was to provide an improved direction for the club
A Strategic Plan was developed and approved by the board
A Tactical Plan was developed. Objective #1 of the Tactical Plan was to develop policies and procedures to allow more effective management of the CGC.
Chris Bensel was selected to be the CGC Operations Manager
2014 / Dale Owens was elected CGC president
The Operating Policies and Procedures were developed
An attempted merger with the CCC did not materialize.
An initiative was implemented that greatly reduced the goose population in the community
2015 / Danny Vandecoevering was hired as the grounds superintendent replacing Mary Rock
2016 / The pro shop is remodeled to accommodate food and beverage service. Tory Mobley is hired as the new Food & Beverage Manager
A proposal was approved by the board to sell the driving range
3. INTERNAL POLICIES
The following are the set of policies to guide decisions by the CGC Leadership Team: The owner of the policies are listed in brackets (),
3.1 Administration (Operations Manager)
3.1.1 Charitable and Political Contributions
· The Club makes no political or charitable contributions.
3.1.2 Phone Answering Service
· Important messages are left at the Pro Shop. All departments have a direct line.
3.1.3 Delinquent Accounts
Delinquent accounts are subject to the following procedure:
· 60-days delinquent - A note card is sent or a phone call is placed, reminding the member that payment is past due, stating the amount of the 60-day balance.
· 90-days delinquent -A letter is sent (return receipt requested) notifying the member that
unless payment is received in full, all Club use is suspended.
· Delinquent accounts may be paid at any time by VISA or Master card
3.1.4 Endorsement of Guest Checks
· No cashing of any check made out to "cash" unless endorsed by a member
· The Club will cash checks up to $100.00.
3.1.5 Club Roster
· Will be withheld from those desirous of using it as a mailing list
3.1.6 Merchandise Credit Balance Accounts
· Current merchandise credit balances must be used by December 31st in even numbered years.
· Credit balances remaining past these dates will be wiped clean. Special applications for exceptions will only be approved on application in advance to the CGC board, and will be considered on a case-by-case basis
3.1.7 Lost and Found
· The lost and found area is located in the Pro Shop
· All items found in the main building by employees will be taken to the pro shop and registered in the Lost and Found Log Book. The Pro Shop will inquire as to the item, where and when it was found, and if the owner is known
· Any item found of significant value, i.e. cash, jewelry, etc. will be turned over to the accounting office, which will be kept in the safe unless claimed, for six months and then return the item to the finder