Club Management - January/February 2008 - (Page 14) “My role is for our board and committee volunteers to enjoy every aspect of their membership without worrying about the operational aspects of our club,” DiOrio said. “When they are at Charlotte Country Club, we want them to relax and enjoy every facet of our service and facilities. Their focus should be on their family, their guests and their enjoyment as a member. They shouldn’t have to worry about their role as a board or committee member. They wear their board member hat only for the 90 minutes when we meet as a full board each month.” Developing the Board Policies Manual The centerpiece of the Club Governance Model is the Board Policies Manual (BPM), which contains all the standing policies of the board of directors. Fred Laughlin, chairman of the CMAA governance study group, points out that “just as the bylaws are the voice of the members to the board, the BPM is the voice of the board to the general manager, whether he or she is CEO, COO or simply the general manager.” Laughlin assisted CCC with developing the initial version of its10-page BPM. Although the CCC board is in the process of refi ning the fi rst draft, it has already embraced most of the principles and policies that it contains. “We have a club governance culture that fosters the development and approval of the BPM,” DiOrio said. “The draft of the manual is based on our club’s bylaws and the policies and procedures we already have in place. We should have no trouble using the BPM as a material part of our governance process.” Continuous Improvement As successful as the CCC board has been in implementing the new governance model, it is not fi nished with the process. DiOrio explains, “As we fi ll in the BPM with our policies, we find ourselves asking ‘Is this the best policy for us now?’ CCC is almost 100 years old, and we have policies that have been around a long time. While we want to preserve our culture as a traditional, family-friendly club, we also want our members to gain from a more effi cient way of governing and leading. The process of refi ning the BPM provides us with a systematic way of evaluating our existing policies. We can hold on to the policies that maintain our culture and modify those where our club will clearly benefit.” Although changes in titles, roles and responsibilities take time, trust and considerable effort, the benefits for long-term club success make the process worth the investment. As DiOrio summarizes, “We are club executives who run multi-faceted businesses. We are expected to manage huge assets and diverse workforces while being viewed as philanthropic and business leaders in our communities. The approach taken by the Club Governance Model not only captures the spirit of our evolving and dynamic workplaces, but it also lends credibility in the business world for the specific roles that we play in our clubs and our communities.” ❚❘ Learn more details about the new Club Governance Model on February 3 (12:30-2:00 p.m.) at the World Conference education session entitled, “New Standard of Excellence in Governance.” 14 349143_FerryHayes.indd 1 • CLUB MANAGEMENT 9/24/07 8:50:50 PM http://www.fhadesigners.com
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