NAVY GOLF COURSE PROGRAM STANDARDS	

1.0	FACILITY	Navy Golf operation physical/service environment is clean, safe and friendly for employees and customers, and creates a 
		positive memorable first impression.

		A professional appearance and high quality maintenance
	practices will result in an improved customer comment
	card  score on "professional look" and increased
	customer satisfaction.  A professional look also enables quicker play.

	Required Elements

	1.1	Parking areas and the surrounding clubhouse grounds 	are well maintained.  This includes:

		1.1.1	Parking area is free of trash.

		1.1.2	All parking spaces are clearly marked.

		1.1.3	Flower beds, grass and other landscaping around the clubhouse is manicured (i.e., grass mowed, weed-free, green appearance)

		1.1.4	Dominant signage directs golfers to parking areas, bag drop and to the main entrance of the clubhouse.

	1.2	A written annual detailed maintenance plan is developed and followed.  This plan includes:

		1.2.1	Mowing and turf-grass management.

1.0	FACILITY		1.2.2	Irrigation management.
	(cont.)	
		1.2.3	Equipment management.

			1.2.4	Chemical management.
	
	1.3	The golf course is clearly marked using lines and stakes 
		in accordance with the United States Golf Association 
		marking procedures.

		1.3.1	Yellow stakes and lines for limits of water hazards. 

		1.3.2	Red stakes and lines for lateral water hazards.

	1.3.3	White stakes for out-of-bounds.

1.3.4	Black stakes and lines for immovable obstructions.

		1.3.5	Orange stakes and lines for ground under repair.

	1.4	Each tee has a hole sign which provides a diagram and distance information for the hole being played.

	1.5	Distances are measured to the center of all greens.  	Sprinkler heads are marked.  The following incremental distances are also marked on cart paths:

		1.5.1	Gold or Yellow - 250

		1.5.2	Blue - 200

		1.5.3	White - 150

		1.5.4	Red - 100

	1.6	The cup on greens is cut at least 5 paces from the edge of the putting surface.  The area three feet around the cup has no steep slope.

	1.7	All bunkers have rakes available for patrons to smooth sand after play.

1.0	FACILITY	1.8	Practice areas including the driving range tee, practice
	(cont.)		putting and chipping greens and bunkers are maintained to the same quality as on the course.

	1.9	The driving range tee is a combination of natural grass and artificial tee mats.  Areas identifying natural turf hitting areas are rotated regularly to allow maintenance and turf recovery.  Use of artificial mats is required during all periods of inclement weather.

	1.10	Amenities at the driving range include:

		1.10.1	Clearly identified area for hitting balls.

		1.10.2	Bag stands for patron clubs.

		1.10.3	Sand to fill divots.

		1.10.4	Water bucket for patrons to wash dirty clubs.

		1.10.5	Benches.

		1.10.6	Signs that identify range rules.

	1.11	The golf course maintenance facility includes an 	approved chemical storage and mixing facility.  The facility has a wash-down area with a water, grass and oil separator.  Other important functions of the facility include:

		1.11.1	An administration area.  Signs that identify range rules.

	1.11.2	Vehicle maintenance area.

	1.11.3	Welding area.

	1.11.4	Irrigation system computer.

	1.11.5	Emergency eyewash station.

		1.11.6	Break rooms for employees.

		1.11.7	Restroom facilities.

2.0	PERSONNEL	Golf service providers are recognizable to customers, display a pleasant professional appearance and are trained in both core and customer service to ensure an overall customer satisfaction score of 9.0.

	Required Elements

	2.1	The golf course manager is a certified member of the Professional Golfers Association (PGA).  The course superintendent is a member of the Golf Course Superintendents Association of America (GCSAA).  Membership dues for these associations are paid by MWR.  Nine (9) hole facilities employee at a minimum a PGA professional or a GCSAA certified course superintendent in a duel hat role.  In these situations it is recommended that a superintendent be hired.

	2.2	Management employees obtaining a Class "A" certification in either the PGA or GCSAA receive a bonus that is applied to that employees pay.  For example:  "Upon successful completion of the certification program a 5% salary increase is added to the employees base pay".

	2.3	Management level staff attend MWR Manager, MASTER and the Course Managers course.  The golf professional and superintendent attend annual seminars and trade shows to keep up with industry changes and maintain certifications.

	2.4	Golf professionals, assistants and course superintendents and their assistants salaries and benefits are commensurate with like positions as identified in area PGA/GCSAA wage surveys for municipal facilities.

	2.5	Golf professionals and superintendents play golf together and review the course conditions twice monthly.  Reviewing the course as a player provides a more critical picture.  This practice is part of their job requirements not a recreational activity.

2.0	PERSONNEL	2.6	The golf course staff is a mixture of full time and flex 
	(cont.)		time employees.  Staffing levels should be commensurate.

	2.7	All operation and maintenance staff wear uniforms and nametags. 

	2.8	Small detail work on course conditions is identified and accomplished on a daily basis.

	2.9	New employees receive position specific training that includes customer service training.

	2.10	Golf facility employs a qualified mechanic who maintains all golf course equipment and the fleet of golf cars (if required).  The mechanic attends schools that assist in the proper maintenance of golf course equipment.

	2.11	Golf facility employs a certified spray technician who has attended the DOD Pest Management Certification course.  Periodic re-certification is required. 

	2.12	Golf facility employs paid starters and marshals. 

3.0	EQUIPMENT	3.1	Golf operation is equipped with state of the art
		automated equipment to maximize the efficiency of service and information, minimize customer wait time, and ensure accurate maintenance of historical data.

	Required Elements

	3.2	All equipment is maintained on a computerized preventative maintenance schedule.  Each maintenance department uses Golf Course Software (GCS), which among a wide variety of other aspects, it provides the ability to track history on each piece of equipment.

3.0	EQUIPMENT	3.3	Each maintenance department maintains an adequate
	(cont.)		equipment level.  Levels depend on number of staff and the size of the operation.  Recommended equipment levels are listed on the Navy golf web-site at www.mwr.navy.mil

	3.4	Golf equipment is stored inside out of weather.

		3.5	A "lease vs. buy" analysis demonstrates that leasing golf	cars is most often beneficial.  A maintenance agreement should be included when the lease is developed.  The analysis is located on the MWR Golf web-site at
		www.mwr.navy.mil

	3.6	Golf cars are clan and in good working order.  Each car 
		have the following items before being rented:

		3.6.1	Pencil

		3.6.2	Scorecard

		3.6.3	Filled sand buckets with scoops.

		3.6.4	Rakes if not provided at each bunker.

		3.6.5	Tops and windshields.

	3.7	Patrons renting golf cars have a valid driver's license.

	3.8	Golfers use the 90-degree rule when operating golf cars unless weather conditions warrant keeping cars on cart paths at all times.

4.0	CUSTOMER	Golf service providers treat every customer with 
	SERVICE	respect, provide friendly, helpful, and courteous service, 
		and model flexibility, problem resolution and recovery skills and strategies.

4.0	CUSTOMER	Required Elements
	SERVICE
	(cont.)	4.1	Employees attend service orientation prior to any	customer interaction.

	4.2	Customer interaction standards are written and visible to employees within position description and evaluated upon annually.  These standards include:

		4.2.1	Greeting customer

			4.2.2	Immediate welcome with a cheerful tone of voice
				and smile

			4.2.3	Uses customer's name (when known)

		4.2.4	Uses polite words like "please" "thank you").

		4.2.5	Listens to determine customer's needs

		4.2.6	Gives full attention to what customer is saying

		4.2.7	Takes ownership for customer complaints by expressing concern, sorting out the situation, apologizing assuring and following up to correct the mistake.

		4.2.8	Does what is best for the customer to the level of empowerment authorized by the organization.

		4.2.9	Solves problems and handles situations whenever possible so that manager does not need to be called upon.

		4.2.10	Presents policy without using the word "policy and in a way a customer can accept.

			4.2.11	Takes initiative to ensure that a customer is	helped even when employee cannot personally
			handle or fix the situation

4.0	CUSTOMER	4.2.12	Closes customer interaction with a "thank you"
	SERVICE		and invitation to return.
	(cont.)
		4.2.13	Answers telephone before the third ring.

		4.3	Customers are acknowledged immediately, and assisted 	within the first 5 minutes of their visit to the Golf course 	office.

5.0	CUSTOMER 	The Golf operation has a structured program in place to 
	FEEDBACK	regularly and systematically collect customer feedback and 
satisfaction measurements.

	Required Elements

	5.1	A customer card feedback program consisting of gathering and handling both positive and negative comments is implemented.  Maximum comment response time is 48 hours maximum.

	5.2	Customer feedback surveys are conducted semi-annually
		with results and an action response report documented.
		Survey method includes at least one of the following:

	•	Intercept

		•	Pulse point

		•	Focus Groups

6.0	DATA	Required Elements
	TRACKING	
	6.1	Golf “rounds” are counted as 18 holes when being 
		played on an 18-hole course.  A round on a 9-hole 
		course is 9 holes played.

	6.2	All tournament rounds are tracked in the same manner as daily play rounds.

7.0	PROGRAM	Golf core program elements ensure a safe, consistent, quality
	ELEMENTS	experience at perceived value price.

	Required Elements

	7.1	Tee time reservation policies are publicized and ensure equitable treatment of all patrons.  Active duty personnel have first priority on all tee times.  All golfers, with or without a reserved tee time are required to register in the pro shop.

	7.2	Tee times are taken at all courses seven days per week.

		7.3	Navy golf courses have golf rules books available for
			purchase as well as facility rules and etiquette booklets
			which are offered.

	7.4	The pro shop provides a selection of golf equipment for golfers needs and also offers an extensive special order program to patrons.

	7.5	Merchandise displays are rotated and cleaned regularly.

	7.6	A facility bulletin board that advertises upcoming events, tournaments, rates, hours of operation and staff names is prominently displayed for patrons.  All material displayed is current and of high quality material.

	7.7	A tournament brochure which includes information on "tournament request procedures", number of golfers required, food/beverage services, gift certificate programs, etc. is available to all eligible patrons.

	7.8	A "sliding" premium tournament fee is charged for golf events (especially for weekend tournaments).  Charges are based on the number of golfers participating and "other" services being provided.

7.0	PROGRAM	7.9	A qualified PGA golf instructor provides Golf lessons.  
	ELEMENTS		Fees vary from facility to facility.  Golf professionals 
	(cont.)		receive up to 90% of all lesson fees.  Lessons are given during times that do not adversely effect the golf professional's ability to ensure general operations are maintained.

		7.10	A certification program is offered that certifies young
			golfers wanting to play the golf course.  The golf
			professional reviews the child's golf abilities and 
	etiquette then presents a "qualified" card that allows 	access with an adult during less busy periods.

	7.11	Soft spikes in all golf shoes are required.  Steel spikes on golf shoes are not authorized.

8.0	MARKETING	Golf operation has a written annual budget for marketing plan that supports core program elements.

	Required Elements

	8.1	Marketing plan consists of a professional image, identity and logo.

	8.2	Marketing Plan addresses the use of flyers, specials, TV & radio media, print media and point of purchase materials.

	8.3	A customer-focused, up-to-date website is used to market.

9.0	FINANCIAL	Golf operation manager ensures the operation is financially self-sufficient.

9.0	FINANCIAL	Required Elements
	(cont.)	
		9.1	Financial standards are realistic, measurable, and
		applicable Navy-wide with a provision for waivers were
		unusual circumstances exist (i.e., weather, length of playing season, overseas remote locations).

	9.2	Golf professionals determine the cost of providing the golf experience.  Total annual maintenance expenses divided by the number of rounds played provide this data.

	9.3	An extensive, written operation and maintenance budget developed by the golf professional and golf course superintendent is used.  This in-depth budget must be prepared in a manner that can be justified to MWR Directors as well as base commanders.  A more integrated approach of developing facility needs is used to accomplish course conditions and improvements.

	9.4	Each department in the golf operation (i.e., program revenue-10, merchandise resale-03, food/beverage-01-02, etc.) makes a profit.

		9.5	Net profit for a golf operationis 10 percent.  Cash flow
			(NIBD) is 15 percent.  Each year, golf department "local depreciation" dollars are reprogrammed into golf course capital improvement budget.

	9.6	Fees and charges are set at 75 percent of prices of comparable off-base facilities and should be reviewed annually.  By knowing what a round of golf "costs" MWR, management should ensure that no patron plays for less per round than that figure.

	9.7	Retired DOD employees are permitted to use facilities and are charged current DOD fees and charges.  Patrons are required to present proof of retired DOD status.

9.0	FINANCIAL	9.8	When monthly and annual fees are available to golfers, a
	(cont.)		duel system of fees instituted. A weekday fee (Monday-	Thursday) as well as a full seven-day (Monday-Sunday) fee at a substantially higher price.

TARGET EXPENSE ELEMENT GUIDELINES:

DESCRIPTION	ACCOUNT	PERCENT OF	STANDARD	
DIRECT LABOR				
Food	xx-601-01 +xx-
602-01	Total Dept. 01 Revenue	35%	
Bar	xx-601-02 + xx-
602-02	Total Dept. 02 Revenue	25%	
Proshop/Retail	xx-601-03 + xx-
602-03	Total Dept. 03 Revenue	NA	
COST OF GOODS 
SOLD				
Food	xx-401-01	Resale Revenue Acct xx-301-01	35%	
Bar	xx-401-02	Resale Revenue Acct xx-301-02	25%	
Merchandise	xx-401-03	Resale Revenue	75%	
NET PROFIT		Total Revenue
(Required Standard)	10%	
Cash Flow		NIBD	15%