I consider this blog message the most important communication of my professional career because it addresses the paramount golf industry issue of our time: the right of golf course superintendents to earn secured employment within wage schedules that are commensurate with the value of the services they deliver.

Before writing this blog message, I surfed the Internet to see how each of the 103 regional chapters’ mission statements treated this important subject. I was not surprised to note: (i) that only 16 of the 103 chapters (16%) have mission statements; and (ii) that the few available mission statements tended to be similarly worded and that collectively they are virtually void of any reference to employment issues.

Before reading the “Model Chapter Mission Statement” below, take the time to read the “Total List Of Chapter Mission Statements” now to establish a frame of reference that will allow you to better understand and appreciate the value of the statement below. After reading the old and the new, you should surmise: (i) that too briefly worded mission statements lack the definition to realize their stated objectives; and (ii) that “pioneering” mission statements require sufficient definition to educate an industry.

MODEL CHAPTER MISSION STATEMENT

In the interest of advancing the professional image of the golf course superintendent, promoting the game of golf and the ethical treatment of its members, the primary function of this chapter is to promote the career welfare and to enhance the job security of its members, which is to include: providing model employment contract sampling with access to pre-negotiated fixed fee legal counseling to review member employment contract drafts before finalizing; the annual surveying of members to make timely contract, compensation and general employment data available throughout the local golf community; dedicating its information and communications assets to increasing members’ access to written employment contracts; promoting a set of model hiring practices, compensation programs and dismissal/severance packages to guide constituent golf courses’ employment practices; identifying a grievance mechanism whereby contested employer-employee issues can be constructively and quickly resolved; and providing an outreach program for members seeking employment.

Valued secondary chapter functions include: continuing to be a responsible steward of the environment; fostering high ethical standards throughout its membership; tracking the legislative process; facilitating an assistant employment exchange program; continuing well-respected scholarship and research programming; contributing to the education and general welfare of the regional golf community; maintaining solid local community service ties; and interfacing with and complementing GCSAA programming for the benefit of chapter members.

In my professional judgment, golf course superintendents will not realize the long sought highly justified fruits of their labor until their chapters digest and begin to address the employment issues listed above within the model mission statement.

Do not be misled into thinking that this should be the mission of GCSAA per se because (as previously stated) – GCSAA is too geographically distant to be able to identify and address the many and varying local issues that only regional chapters can. GCSAA has its own national mission, which it addresses effectively.

Coming blog messages will advise how to best address and implement the thinking presented within the above mission statement.

An Invitation: I will be at the Vinyl Guard Golf (sponsor of this blog) GIS booth #4023 on Wednesday and Thursday mornings (February 10th and 11th) from 11:00 AM through noon+ each day. Stop by and say hello. I look forward to meeting some of you.

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