(This is the fifth blog message (which expands last week’s Executive Director “qualifications profile” into this week’s job description – see below) in a series of nine that will address the concept of expanding chapter service to better provide for its members.)

The only place the “battle” for fair and secure employment can be fought and won is at the regional (chapter) level because only here do the country’s golf course administrations directly interface with the world of the golf course superintendent. The key to unlocking this “treasure trove” lies in chapters engaging qualified Executive Directors as defined within the following job description.

MODEL JOB DESCRIPTION
CHAPTER EXECUTIVE DIRECTOR

Nature and Scope

The Executive Director shall serve as the chapter COO engaged, presumably, as an independent contractor to avoid the legal entanglements of an employer-employee relationship. As the representative of the chapter, the Executive Director shall have a neat appearance in person and dress, demonstrate an enthusiastic approach to his/her work, be familiar with the private golf club environment, be an effective public speaker and publication writer and play golf with an approved USGA handicap.

General Chapter Duties & Responsibilities

The Executive Director: shall contribute to policy-making and execute decisions made by the Board of Directors; shall be responsible for the administration of the chapter (through existing staff when available); shall generate and diversify funding to meet chapter operational needs; shall establish an effective member outreach program; and shall promote the game of golf, the chapter’s mission and the golf course superintendent’s unique role within the Game.

Long Range Planning

Primary employment-based responsibilities of the Executive Director shall be: (i) to establish a Long Range Planning component within the chapter committee structure: (ii) to ensure that the private business sector is adequately represented within this committee; (iii) to educate the regional golf community and golf course administrations through article writing, educational forum appearances and chapter web site commentary to the core employment issues that directly impact the job security of golf course superintendents; and (iv) to conduct annual surveys, publish and data base store annual survey results that will educate the regional golf community about member compensation, employment and budgetary issues.

A follow-up responsibility of the Executive Director shall be to establish an “Employment Oversight” subcommittee within the Long Range Planning committee structure that would commit to establishing an effective on-going liaison between the chapter and regional golf course search and green committees for the purpose of reaching mutual agreement relative to the concept of standardized hiring/firing criteria that would be: (i) reviewable between employers and the subcommittee when a superintendent lost a job; and (ii) subject to mandatory arbitration should an impasse prevent fair settlement through discussion.

Legal Counseling

The Executive Director shall ensure: (i) that annual attorney-supported employment issue workshops are scheduled to brief members re: the intricacies and pitfalls of contract negotiations; (ii) that legally approved model employment contracts are made available to the membership; and (iii) that a list of affordable attorneys is made available to members with a limited need to review employment (not major litigation) issues.

Educational Programming

The Executive Director shall ensure that diverse timely educational programming is made available: (i) to chapter members to include workshops focusing on cutting edge industry initiatives; and the development of staff job descriptions, career web sites and crew training programming; and (ii) to close the educational gap that exists between the professional and lay elements of the regional golf community.

Communications

The Executive Director shall (in due course): phase in the conversion of chapter communications from hard copy (newsletter, member directory, event notices and registration, etc.) to a paperless electronic format, including the maintenance of an effective chapter web site.

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Because chapters will get only one time at bat when hiring an Executive Director where mistakes can come easily, be expensive and set chapter operations back for a decade – they are encouraged to move slowly, plan thoroughly, seek outside counseling and not hurry into a mistake they would regret indefinitely.

The next few weeks’ blog messages will: (i) advise chapters how to find, interview, train and pay for solid Executive Director personnel; and (ii) reflect members’ suggestions as to how GCSAA might best support chapter operations.