Golf Course Superintendent

NATURE AND SCOPE OF JOB

• The Golf Course Superintendent is the Department Head for the Club’s golf and grounds maintenance operations as such is responsible for the appropriate management and maintenance of the following through the calendar year: the golf course and practice areas, clubhouse grounds and roads & parking lots associated with the Club operation.

The Golf Course superintendent has total responsibility: for the hiring, firing, organization and training of the Grounds Department’s staff; for operational policies & controls; for budget development and management; for coordinating golf course based activities on a regular basis with the professional golf staff; and interacting with the Club administration to establish and effectively address short and longer term goals.

The Golf Course Superintendent reports directly to the Director of Golf Operation’s.

PERSONAL CHARACTERISTICS

 The Superintendent shall have a neat appearance in persona and in dress; and demonstrate an enthusiastic approach to his work.

 The Superintendent shall possess the experience to maintain the Club grounds and golf course at the highest professional level through personal and professional commitments to Excellence.

 The Superintendent should recognize that he is working in a service environment and, accordingly, accept the responsibility to deliver the highest level of professional service to the Corporation, its members and guests.

 The Superintendent should be familiar with the sound business planning; profit and loss responsibility; and possess the ability to communicate clearly with the Corporation, membership, management and staff – in person and in writing. The requisite people skills and communications skills are a given requirement.

 The Superintendent should be computer literate with a proven capability to work with industry standard golf and grounds software programs (i.e. – word processing, spread sheets, graphics and record keeping).

 The Superintendent should possess unquestioned personal integrity and approach his job responsibilities with the highest standard of professional ethics.

SPECIFIC AREAS OF ACCOUNTABILITY

A. The Appearance of The Golf Course and Club Grounds:

It is the responsibility of the Golf Course Superintendent:

1. To insure that the Club grounds are aesthetically pleasing via the appropriate planting and maintenance of flowers, plants, shrubs, trees and lawns within budget parameters.

2. To insure that the golf course presents a crisp and tidy appearance not only throughout its playing areas, but also throughout its collateral brush, storage and transition areas.

3. To oversee and manage the timely removal of seasonal leaves and refuse throughout the golf course and Club grounds.

B. The Golf Course:

To insure that the golf course is maintained at optimum level, to include:

1. Annually coordinating with the Corporation and the Director of Golf Operation’s relative to, among other things, defining and/or confirming such basic policies as golf as golf course/fairway and burker firmness; length of grass cuts; speed of greens; tree removal, planning & maintenance; and the basic

scheduling of golf course fertilization, spraying, top dressing and other intrusive cultural practices. Then, implementing such policies on a timely basis, within budget parameters and in an n appropriate manner.

2. The regular monitoring of the golf course irrigation and pumping systems to best insure their continuing and optimum effectiveness; and to recommend/effect up-grades, enhancements and replacements as circumstances warrant. Other areas of irrigation responsibility will include the daily scheduling and management of the irrigation system to best insure that all playing areas are watered (or not) independently so as to present uniform playing conditions throughout the golf course.

C. The Maintenance Staff:

To insure that the Maintenance staff is effective and possessing of the prerequisite morale to meet its obligations and sustain its commitments, the Golf Course Superintendent is obligated to:

1. Recruit effectively within budget throughout all levels of staff; and be able to educate/train (with the help of written and video/CD programming) all crew members relative to their specific assignments, cross-over assignments, safety and Corporate employment policies.

This is to include the appropriate scheduling of full time and part-time grounds crew during the season; and the reduction of staff during the off-season in a manner that will allow the Department staff to meet all its obligations year round cost-efficiently and with minimal budge impact.

This is to include the positioning of: (i) a qualified First Assistant capable of managing the crew effectively through their daily assignments and whenever the Superintendent is absent; relieving the Superintendent of excessive workloads; and independently managing specific projects; and (ii) a qualified Mechanic and support team to insure that all maintenance equipment will be maintained properly in a cost-effective manner and available on a daily basis.

2. Make available, and maintain as current, written and/or video-based job descriptions and standard operating procedure mini-manuals for each category of work assignment within staff. The golf course superintendent is encouraged to develop a capability to prepare training video/CDs in-house.

3. Post the daily work assignments for each crew member before each working day begins; to include the appropriate delegating of authority to all assistants on staff.

4. In coordination with the Corporation and Director of Golf Operation’s, establish an “employee work evaluation program” with an appropriate file/record system whereby each crew member’s work performance is monitored throughout the year and recorded in writing and/or computer.

5. Insure that each crew member meets personally with the Superintendent and Corporation representative/witness at the close of each year to be presented with his/her work evaluation record; i.e. – advised where he/she has performed effectively and where he/she is expected to improve the quality of work the following year and what compensation will apply.

6. Does the necessary research/homework to best insure: that the staff is kept informed (via bulletin board postings and an in-house library) regarding educational and other career advancement programs made available by the Corporation and throughout the industry.

D. Maintenance Facility & Equipment

It is the responsibility of the Superintendent to manage the maintenance facility and equipment inventory in the following manner:

1. To establish a master inventory listing/record system of all equipment with a complete recorded history for each piece of equipment; i.e. – year when acquired; lease cost or purchase price; preventative maintenance record; corrective maintenance record; hours of use; current estimated market value; cost to replace immediately, if necessary; and anticipated replacement year – along with other pertinent information and data.

2. To establish an appropriate preventive maintenance and daily cleaning program for all equipment to help insure that each piece of equipment operates effectively through its intended life cycle.

3. To insure that staff is properly educated in the use of each piece of equipment via personal in-house training; attendance at manufacturer sponsored seminar programs; and access to vendor training manuals and video programs as compiled within an in-house library.

4. To insure that all maintenance equipment is scheduled for cleaning, re-painting and refurbishing during the off-season (winter) months as circumstances and industry norms require

5. To insure that the mechanic and support team have ready access to replacement parts for each piece of equipment via either in-house inventory storage, and/or quick delivery systems.

6. To maintain the maintenance facility, it’s surrounding grounds and the Superintendents’ office in a crisp and tidy manner that will positively reflect the professionalism of the Grounds Department, its staff, the Corporation and itself.

7. To best insure that the staff has adequate access to well-maintained personal lockers, a luncheon/relaxation room and shower facilities

8. To annually schedule an “open house” tour and reception at the maintenance facility – with introductions of key staff members for the Corporation Stockholders and Club Members.

E: Safety

It is the Superintendent’s responsibility to:

1. Effectively educate the staff regarding all applicable local, state and federal safety regulations via personal training sessions, posting on the bulletin board and an in-house library of books and video/CD programs.

2. Insure that the maintenance facility is properly equipped with the required safety equipment/stations as required and is in compliance with all OSHA and local, state and federal regulations.

3. Insure that hazardous chemicals and pesticides are properly and safely stored in OSHA approved storage facilities.

4. Annually, review all applicable local, state and federal safety regulations with the Corporation and Director of Golf Course Operation’s, which is to include waling these individuals through all safety related facilities/stations to demonstrate/confirm that the Corporation, is in compliance with all safety regulations.

5. Develop along with the Corporation and Director of Golf Operation’s a written safety policy. After development of written safety policy meet with all maintenance crew members and review written safety policy. Meet with maintenance crew on a quarterly basis to review and discuss safety issues.

F: Budgets

It is the Superintendent’s responsibility to:

1. Prepare drafts of annual operating and capital maintenance budgets for the Director of Golf for presentation to the Corporation for review and approval. This is to include in bad economic times, taking the initiative to draft more conservative budgets than normally required to help the Corporation more efficiently manage its resources in difficult times. First draft of annual operating and capital maintenance budgets will be due no later than November 15th of each year.

2. Once approved, to allocate and record expenses against these budgets on a strict line-by-line basis without moving balances around to circumvent exhausted line item totals.

3. Monitor and manage the authorized operation and capital budgets in a manner that will assure adequate funding will be available throughout the year to meet all department responsibilities

4. To circulate budget recording/reporting data to the Director of Golf Operations on a monthly basis no later than the 5th of each month following prior months end, or as otherwise required by the Corporation.

5. Additional spending authority beyond initial budget authorizations must be submitted in writing in a timely manner to the Director of Golf Operation’s for approval from the Corporation as situation require.

G: Record Keeping

It is the Superintendent’s responsibility to establish and maintain the flowing record categories/systems:

1. All labor records on a per hour, per daily assignment (i.e. – mowing greens, mowing rough, maintaining bunkers, etc.) and per project basis.

2. All equipment time/usage records; all preventive and corrective equipment maintenance records; all replacement parts inventory records; and those additional records as recommended by the equipment manufacturers.

3. An aged inventory/rotating replacement schedule for all maintenance equipment with and appropriate listing of pertinent date for each unit of equipment.

4. All chemical and pesticide application records as required by OSHA and local, state and federal regulations.

5. All staff approved invoice (accounts payable) totals forwarded to the Director of Golf Operation’s for payment on a strict line item basis that correlates with approved budget formats. Remaining budget balances from one line item should not be made available for spending from other exhausted line items.

6. All personnel records current and past (i.e. – evaluations, promotions, vacations, compensation histories, over-time pay, etc.) as required by law and the Corporation. All said records will be considered strictly confidential information and stored in secure locked location.

H: Communications

It is the responsibility of the Superintendent to communicate clearly and effectively with the Grounds Department Staff; Golf Professional Staff; the Corporation as circumstance require. This is too included but not limited to:

1. Writing a monthly report for the Director of Golf Operation’s for presentation to the Corporation that summarizes the staff activity of the past month and the planned activity for the coming month. This report due no later than the 5th of each month following prior months end, or as otherwise required by the Corporation.

2. Writing brief educational articles, columns, memos for the Corporation newsletter/website, or to be posted in the Men’s and Women’s locker room bulletin boards – as authorized and requested by the Corporation.

3. Posting appropriate safety regulations, reminders throughout the maintenance facility.

4. Meeting and coordinating with the Golf Professional Staff relative to the use of golf carts, closing the golf course relative to weather conditions; preparing the golf course for member and outside sponsored tournaments; and to set the golf course in compliance with the Rules Of Golf for every day and tournament play.

5. Meeting with the Director of Golf Operation’s and other staff departments heads to prepare and circulate a master annual schedule of member and guest activities, golf outings and the days when the golf course, in whole or part, will be closed for play for maintenance purposes. (It is recommended that all staff department heads meet with the Director of Golf Operations on a weekly basis to review performance issues and coming events.

I: Miscellaneous Assignments/Tasks

1. The Superintendent should play golf at a frequency that allows him to remain familiar with the playing conditions of the golf course. The superintendent should be familiar with the Rules Of Golf to the degree that it allows him and staff to set the golf course correctly for regular member play and for all tournaments.

2. The Superintendent should regularly monitor (trouble shoot) all golf course and grounds conditions and operations to identify/confirm developing problems and, then, to initiate/recommend corrective course of actions as circumstance required

3. At all times, the Superintendent is required to perform his job and to monitor the work of his staff to assure that the ecological balance within all Corporation properties is not adversely disturbed.

4. The Superintendent should attend national and regional educational/seminar programs and communicate with peer groups to the degree necessary to become/remain familiar with industry trends, and other golf course operational issues and spending patterns.

• 5. Finally, The Superintendent shall meet annually with the Director of Golf Operation’s in December prior to the 31st. for a general evaluation of his past year’s performance; to identify areas where the Superintendent may need improvement in his job performance the following year; to allow the superintendent to preliminarily identify/recommend new/expanded projects, programs and staffing for the following year with approximate budget supporting data; and to confirm his compensation arrangements for the following year(s).

Job Types: Full-time, Contract

Pay: $45,000.00 - $60,000.00 per year

Benefits:

• Paid time off

Schedule:

• Year round work

Work Location: In person

Salary : $45,000 - $60,000