Touchstone Ops Manual 06 03 09

OPERATIONS
&
POLICIES
MANUAL
Touchstone Golf Operations Manual Page 1

TABLE OF CONTENTS
Accounting Operations
1. Daily Accounting
2. Accounting for Funds in Proper accounts
3. Check Register, if check book at course
4. Payroll and Time Keeping
5. Month-end Closing Procedure
6. Personal Property Inventory
Administrative
1. Contracts/Service Agreements
2. Emergencies – Always call 911 right away
3. Security (alarms, cameras, lights)
4. Travel Policies
5. Lightning & Protection Systems (players must be called in ASAP)
6. First Aid/CPR, Defibrillators
7. Secret Shoppers & Audits (sharing information)
8. Operations Audit
9. Annual Safety Audit
10. Proprietary Information (may not be shared)
11. Fraud
12. Correspondence (email, voice mail, letters, staff meetings)
13. Performance Evaluations
14. Wage Increase Policy
15. Loss Reporting
16. Basic Supervisory Responsibilities
17. Security
18. Safety
19. Incidents and Emergencies
Human Resources
1. New Hire Processing Procedures
2. New Hire Checklist
3. Orientation:
4. Employee Handbook and Policy Communication
5. Harassment and Discrimination
6. Meetings
a. Quarterly all Co-worker Meeting and Safety Training
b. Monthly Maintenance Safety Meeting
c. Weekly Department Head Meeting
d. Weekly Sales Meeting, if applicable
7. Employment of Relatives
8. Inclement Weather (minimizing hourly employees)
9. Compliance with National Vendors
10. Uniforms
a. Minimum standards
b. Nametags
11. Employee Parking
12. Emergency Contact Information
13. Employee Evaluations & Counseling

Golf Operations
1. General Procedures
a. Customer Relations
b. Receiving phone calls
c. Booking a tee time
d. Reservation Policy
e. Cancellation Policy
f. No Show Policy
g. Record all names of players (last name)
h. All guests must register for play
2. Starting tee times
a. Split Tee
b. Reservation Policy - Outings
3. Rain Checks
4. Children playing
5. Spectators
6. Replay Policy
7. Gift Certificates
8. Hole-in-One
9. Cart Rental Agreement
10. Complementary Play
11. Cart Safety
i. Number of people per cart
ii. Number of bags per cart
12. Cart Maintenance
a. Mechanical
b. Cleaning
c. Detailing
13. Driving Range
a. Range Ball Quality
b. Setup
14. Instruction
15. Membership or Tournament Requests
16. Pace of Play
17. Merchandise
a. Check-in Process
b. Pricing
18. Issuing Demo Clubs
19. Issuing Rental Clubs
20. Golf Shop Opening / Closing Procedures
Marketing/Groups
1. Importance of Marketing
2. Director of Sales Standards
3. Tournaments
a. Contracts
b. Deposit
c. Full payment
d. Reservation Policies

i. Numbers needed for shotgun start
ii. Times shotguns start
4. Catering event contracts, deposits, full payments
5. Create Events (four per year)
6. Sales
a. Call Requirements
b. Pipeline 360
c. Reports
7. Email
a. Collection
b. Weekly Email
c. Monthly Newsletter
8. Press Releases
9. Use of Logos (course, Touchstone….)
10. Media (refer all reporters to President)
11. Media and advertising contracts
Facility Maintenance
1. Cleaning schedule (minimums)
2. Sample Checklist
Food and Beverage

INTRODUCTION......................................................................................... Error! Bookmark not defined.
FRONT OF THE HOUSE..........................................................................................................................47
1. Guest Experience.................................................................................................................................47
2. Service Standards.................................................................................................................................47
3. Alcoholic Beverage Service................................................................................................................47
4. Café/Snack Bar Standards...................................................................................................................47
5. Menu Standards....................................................................................................................................47
6. Liability Prevention..............................................................................................................................47
BACK OF THE HOUSE.............................................................................................................................47
7. Liability Prevention..............................................................................................................................47
8. Safety and Sanitation............................................................................................................................47
9. Product Control.....................................................................................................................................47
10. Compliance.........................................................................................................................................47
11. Food Quality........................................................................................................................................47
CONVENIENCE CART/BBQ....................................................................................................................47
11. Liability Prevention............................................................................................................................47
12. Service Standards................................................................................................................................47
13. Product Control...................................................................................................................................47
14. Menu Standards...................................................................................................................................47
ADMINISTRATIVE....................................................................................................................................47
15. Policies and Procedures......................................................................................................................47
16. Purchasing...........................................................................................................................................47
17. Communication...................................................................................................................................47
18. Labor...................................................................................................................................................47
19. Serv Safe®..........................................................................................................................................47
20. Alcohol Awareness Training..............................................................................................................47
EVENT OPERATIONS...............................................................................................................................47
21. Service Standards................................................................................................................................47
22. General & Administrative...................................................................................................................47

Volunteers/Player Assistants
i. Agreement
ii. Playing Privileges
Job Descriptions
i. General Manager
ii. Superintendant
iii. Head Golf Professional
iv. Assistant Golf Professional
v. Golf Shop Attendant
vi. Event Manager
vii. Food and Beverage Manager/Director
viii. Bookkeeper
ix. Outside Services
Opening/Closing Checklist
i. Golf Shop
ii. Outside Services
iii. Food and Beverage
iv. Manager on Duty
Golf Course Maintenance

i. Frequencies
ii. Workforce Planning Tool
iii. Chemical, Fertilizer and Cultural Plan

Accounting Operations
Accounting is an integral part of the responsibility of Touchstone Golf to its clients, and therefore
imperative that the course level management team handles their fiduciary responsibilities in accordance
with the policies set forth in this section of the operations manual. The following guidelines will outline
the scope of responsibilities of the local management team:
Daily Accounting
It is the core responsibility of the management staff to ensure that all monies collected are taken to the bank
on a daily basis, including weekends. In addition to the deposit, the following tasks should be completed
on a daily basis:
a. POS Daily Close (if applicable).
b. Tee Sheet Reconciliation
c. Void/Return Review
Only assign key management staff to handle deposits taken to the bank. Ensure that they route and times
are random, so as not to build a trend for potential criminal activity.
Weekly Accounting
Touchstone processes accounts payable once per week. Contact your staff accountant to find out which
day of the week is applicable to your facility. All invoices need to be approved by department heads and
GM’s, then entered into Peachtree each week so as not to incur late charges as well as taking proper
advantage of any potential early pay discounts.
The following outlines the procedures for entering invoices through Peachtree:
1. Log in to Peachtree.
2. Go to Tasks, Purchases/Receive Inventory.
3. Enter Vendor ID. If your vendor is not there, you will need to add it on a different screen. (See
Below) You can look up the vendor from the pull-down list.
4. Enter Purchase Date. This will normally be the date printed on the invoice. Exceptions will occur
sometimes, usually at month-end. (See Below)
5. Enter Purchase No. This is the invoice number printed on the invoice. This must be a unique
number for that vendor (i.e. no duplicates) or Peachtree will not import that invoice. When you
have an invoice that does not have an invoice number on it (most utilities), you can use the account
number, but make it a unique number by adding the date after the account number. Example –
12345-011708, where 12345 is the account number and the invoice date is 1/17/08. If there is no
account number (usually small companies), just use the invoice date for the invoice number.
6. On the Line Items tab, enter a short description, the amount, and the G/L account #. There will be
a default account number, but make sure it is correct each time. Use as many lines as needed if the
invoice needs to be broken out into more than one account #. You can look up the account number
from the drop-down list.
7. You don’t need to enter anything into the Default Info tab, but the first time you enter an invoice,
make sure the A/P Account number is 00.3010 – Accounts Payable.
8. On the Payment Terms tab, enter the due date, discount amount, and the discount date. The
discount date is the date by which it must be paid in order to receive the discount. We try to take
discounts whenever we can.
Note: You cannot enter credit invoices in Web Accounting. Code and fax credit invoices to
corporate for entry into Peachtree.
Adding Vendors
1. Go to Maintain, Vendors.
2. The Vendor ID is just the vendor’s name. Don’t worry about Type.
3. On the Address tab, enter as much information as you have, starting with Company Name.
4. On the Purchase/Payment tab, enter the default Purchase Account, which can be found on the drop-
down list. This is the account number that Peachtree will try to use each time you enter an invoice
for that vendor.
5. On the Terms tab, enter the information under Due Date. Don’t enter a discount %. The discount
amount has to be entered separately on each invoice, because Peachtree doesn’t usually figure it
correctly. The default terms are Net 30. If that is correct, you can leave the Terms tab as is.
6. Use the Custom tab if any of that information is available.
Dates
The invoice date will usually be the one printed on the invoice. However, after we close the books at
month-end, we don’t want any invoices posted into the closed month. For instance, on February 15, you
may get an invoice with a January date. If we have already closed January’s books, use February 1 as the
invoice date. You can continue entering January dates until we close the books. Keep in mind that
Peachtree will use the invoice date entered and the default terms to calculate a due date. If the above
invoice was dated January 25 and the terms are net 30, the due date is February 24. Peachtree will
calculate the due date as March 2, so you will have to be sure and change that when you enter the invoice.
Also, when you receive inventory shipments right after month-end, be sure those invoices are entered into
the new month, regardless of the printed date. Otherwise your cost-of-sales percentages will be way off.
When you finish entering invoices, fax them to the corporate office at 512-756-6611 and keep the
originals. You will get a cash disbursements journal and an A/P aging from time to time so you will know
what has been paid and what is still due. Be sure and reconcile the vendor statements regularly so you
know if something has been missed.
In addition to the Peachtree Applications, the following items need to be completed weekly:
1. Deposit log (which will be filled out daily), should be e-mailed to your staff accountant each
Monday.
2. Weekly Scorecard – Due on Mondays.
3. Weekly Tournament Report – Due on Tuesdays.
Accounting for Funds in Proper accounts

Touchstone Golf is required to account for funds properly for it’s ownership. The primary responsibility
lies at the course operations level. This means that we must record all funds accurately. Do NOT fix cash
balance variances (both positive and negative) from daily closing by changing the close, (ie. if the register
is $5 short, do not return a $5 item to fix the register shortage). Recording it accurately, the variance will
be recorded in the G&A section of the monthly financial statement. This will also allow the local
operations team to gather information to determine if there are any trends that could lead to fraudulent
activity.
Check Register
Many facilities have various check books on property. When feasible, do not utilize the book. However,
some facilities will require checks instead of the alternate options of petty cash or a paid out system from

the register. Several properties will also have a separate checking account for alcohol purchases. It is the
responsibility of the course operator to keep an accurate balance of the checks….copying the corporate
accountants each time a check is written from the course level. A weekly file of all checks written will also
be sent to the staff accountant to ensure proper funding in the account.
Payroll and Time Keeping

Each course is responsible for maintaining accurate time keeping records. Any management staff that is
directly involved with hourly employees must be aware of all state and federal wage laws. The following
are a few examples of important payroll related topics:
1. Current federal or state (if higher) minimum wage rate.
2. Allocated break periods.
3. Accurate time keeping.
4. Honest time recordings.
Payroll is processed every other Monday, and paid every other Friday. The current company that
Touchstone uses is Certipay. The pay cycle is bi-weekly. (2009 example, pay period is from 03/23/09 to
04/04/09, pay date would be 04/10/09.
Month-end Closing Procedure (and checklist)

It is extremely important to ensure the timely and accurate reporting of our revenues for our owners. In
order to accomplish this on a monthly basis, each course is responsible for closing out their accounting
books at the end of each month. Touchstone Golf utilizes Calendar month for the accounting cycle.
Some POS systems require that the month is closed before entering sales for the next month. POS Systems
such as IBS have several month-end reports that are time sensitive. These include the gift certificate and
rain check report. The membership aging report must be run AFTER the month is closed. Please check
your POS system for any particular guidelines that are required. At a minimum, all reports should be
completed and sent to the corporate office within 48 hours of month-end close. This includes the
merchandise and food and beverage COS worksheets. Once the preliminary financial reports are
distributed by the corporate office, the GM should review and return with any changes within 24 hours. If
the financial statements are accurate, the GM will request a summary sheet from his/her staff accountant.
This summary should be filled out accurately within 48 hours of receipt, and then sent to the appropriate
Touchstone executive management for approval.
The Touchstone Intranet site has step-by-step instructions for printing reports on IBS, so please refer to the
website for instructions:
The following are two checklists to be used for printing reports:
Monthly Fax Cover Sheet & Checklist

For Fore! Reservations Courses

Golf Course: ___________________________ Month Ending: ________________________

Attn: _________________________________ # of Pages (including cover): ____________

Monthly Financial Requirements
E-mail the following reports on the 1st day of every month:
Deposit Log - Please verify balances Alcohol Register

on monthly summary and insert comments Including Petty Cash Reports
on other/miscellaneous income
GL Download (CSV file)
COS Worksheets (Merchandise/F&B) Food & Beverage Inventory Count Sheet

Including Inventory Transfer Forms
Monthly Sales Summary by Department Tax Report
Variance Report (Cash Shortage/Overage Report) Invoices Marked as Tax Exempt Report
Pro-Shop Inventory with Summary Page Inventory Variance Report
Gift Certificate Report Accounts Receivable Aging Report
Rain Check Report A/R Transactions Report
Voided Open Tickets Report Tax Exempt Certificates and statements for
Tax exempt sales
Negative Transactions Report
Touchstone Golf
Monthly Fax Cover Sheet & Checklist for Fax (512) 756-6611
IBS

Golf Course: ___________________________ Month Ending: ________________________

Attn: _________________________________ # of Pages (including cover): ____________

Monthly Financial Requirements
DSR Report - Please verify balances Imprest Register

on Z summary and insert comments
on other/miscellaneous income Imprest Register Alcohol
COS Worksheets (Merchandise/F&B) Food & Beverage Inventory Count Sheet
Fax the following reports on the 1st day of every month:
Monthly Consolidated Z Summary Detailed Tax Report - Print for all depts
Monthly Z Summary - All Departments Pro-Shop Inventory with Summary Page
Monthly Consolidated Sales Report Inventory Adjustment Report
=============================================================================
Include the following reports with your month-end package that you send to corporate (Please separate these
reports from AP Invoices):
All pages - Outstanding Gift Certificate Report All pages - Membership Aging Report
All pages - Outstanding Store Credit Book Report All pages - Event Aging Report
All pages - Outstanding Rain Check Report Detail Event Reconciliation Report
All pages - Credit Book Trans Summary Report All pages - Detailed Event Reconciliation Report
Tax Exempt Sales Report - Print for all depts Return/Void Report - Print for Pro-shop and
Food & Beverage
Tax Exempt Certificates and statements for
Tax exempt sales Payment Transaction Report - Print for all depts
(Print Summary Only)
Administration Adjustment Report
Personal Property Inventory (annual check)
Each course is responsible for completing a full inventory of all assets of the property on an annual basis.
This report will be sent to executive management, the corporate office, and utilized for property insurance
for an accurate count of assets. The following is a sample of the report:
Course Name
__________________
Personal Property A=Excellent D=Poor

Inventory
F=Scrap
Touchstone Golf 3-1-2009 B=Good (Explain)
C=Fair
Office
(GM) Date: 4/1/2009
Owned
Manufacturer Model Model /
Item /
Serial # Manufacturer Year Type Model # Quantity Description Rating Leased Notes / Comments

Back
Office Date: 4/1/2009
Owned
Item /

3rd & 4th office Date: 4/1/2009

Owned
Item /

F&B Grille Room Date: 4/1/2009

Owned
Item /


Kitchen, Service Area,
Bathrooms Date: 4/1/2009
Owned
Item /

Service Area

Men's Room

Women's Room

Patio /
Deck Date: 4/1/2009
Owned
Item /

Cart Barn /
Range

GOLF SHOP Date: 4/1/2009

Owned
Item /


Course Maintenance Date: 4/1/2009

Owned
Item /

Golf Carts Date: 4/1/2009

Owned
Manufacturer
Serial # Name Year Type Cart # Quantity Description Rating Leased Notes / Comments
Owned
1 1 /
2 1
3 1
Paid Outs
If the POS system has the function for paid outs, Touchstone will allow management staff to utilize this
function. However, the “Paid Outs” should be kept at a minimum and should only be used for COD
vendors and in case of emergencies.
Please follow the “Paid Out” procedures listed below:
1) All receipts must be attached to the Paid Out slips or Paid Out reports from POS.
2) Do not reimburse any employee business expenses through a Paid Out.
3) If your POS system produces the Paid Out report, staple and/or attach receipts, in
the same order as the report and staple to the back of the report. Sign the report to
verify you have reviewed and approved all Paid Outs. Fax or mail to your
accountant at corporate with your month-end package.
4) When using the Paid Out form, approve and staple the receipts to the back of each
Paid out slip. Fax or mail to your accountant at corporate with your month-end
package.

Please feel free to contact your accountant if you have any questions. Attached is a sample of the form
that will be used for all paid outs.
GOLF COURSE NAME

PAID OUT SLIP

DATE:___________________

Vendor Description GL Acct Amount

Total

Signature of Employee
______________________________________

Approval (General Manager)
_________________________________

Paid out slips must be completed with requried signatures and
NOTE: descriptions
Receipts must be attached to the Paid out
slips.

Administrative
Contracts/Service Agreements
All contracts relating to the golf course operations must be approved and signed by Touchstone Executive
Vice President or CEO. This includes but is not limited to the following:
1. Contracts for soda vendors
2. Merchandise vendors & Food Vendors
3. Linen service providers

4. Telephone (including cell phone)/Cable/Satellite Services
Travel Policies
All out of town travel for work and subsequent expenses must be approved by Touchstone Vice President
or higher management staff in advance of travel. If arranging travel, airfare should be by the most
economical route utilizing the coach seating (unless traveling Southwest Airlines). Rental cars should be
no larger than midsize, unless there are four or more passengers sharing a car. Hotel rooms should be
reserved by utilization of discount websites such as Orbitz, Priceline, or Expedia. Travel arrangements
should be made as far in advance as possible, to utilize the advance fair, which is characteristically more
cost efficient than last minute travel. It is the ultimate responsibility for the traveling employee to act with
fiscal responsibility to ensure that they do not overspend for business related trips.
While traveling the employee will have a meal per diem of the following:
Small to Medium Size Markets (less than 1 million vicinity population)
1. Breakfast - $10
2. Lunch - $10
3. Dinner - $20
Large Size Markets (over 1 million vicinity population):

1. Breakfast - $12
2. Lunch - $15
3. Dinner $25
The meal allotment takes into consideration the majority of markets. However, in certain cases, whether
proximity to affordable food location is non-existent, or ownership desires, employees may go over the
aforementioned limit. However, these must be approved by Touchstone VP or higher management. If
prior approval is not received, the employee will be subject to receiving ONLY the allotted per diem and
will have to incur the remainder of expenses personally.
All employees that travel in local areas for work are permitted to submit a mileage re-imbursement expense
form, and will be credited for the appropriate mileage. Forms and mileage must be verified and approved
by the General Manager.
Lightning & Protection Systems

When fiscally feasible, Touchstone facilities will acquire a lightning and protection system, with approval
in advance from Touchstone and ownership. If a system is present, it is imperative to utilize it properly,
and have expedient system for warning golfers and, when dangerous conditions are imminent, bring golfers
off the course to safety.
Defibrillators
Touchstone encourages courses to acquire defibrillator systems, upon approval by ownership. If a system
is on site, all management and supervisory staff will be trained on the proper first aid and defibrillation
system. The course should always have an MOD that is trained on the proper use of the system. Signs will
also be posted in the building to help others locate the storage of the defibrillator. It is imperative that each
facility that has a defibrillator checks with the current state law regarding the use of them. Typically, most
states have passed a good Samaritan law and some have included defibrillators in the wording, which will
protect the user from potential liability. However, some may require that all staff, or at least that there is
one trained staff member on property at all times.

Secret Shoppers & Audits
As part of the Touchstone promise to the course owners, audits will be conducted on the following
schedule (as a minimum):
1. Golf Course Audit – Completed monthly by GM or core management team, quarterly by
Touchstone Vice President.
2. Secret Shopper Program – An outside agency is charged to randomly conduct a secret shopper
survey on a quarterly basis. The results of these surveys are sent to the Touchstone President, then
distributed to VP’s and course GM. The course GM should post and share with all staff to
highlight achievements and point out areas of improvement (crossing out names if the latter)
3. Tee Sheet Audit – An outside agency will also conduct a quarterly tee sheet audit. This
representative will audit the tee sheet against POS register, then tour the golf course with the GM
to ensure accuracy with the tee sheet and set pricing structure. Each facility should have zero
discrepancies with the cash and tee sheet audit. Any variance will be reported to Touchstone
management, and GM will be responsible for reconciliations and any possible disciplinary action to
violating employee, up to and including termination.
The following is a copy of the tee sheet audit that is randomly performed by a third party agency. This
audit should also be utilized internally to ensure consistency with rates/revenues:
Touchstone Golf: Touchstone Cash Audit Survey

Date shop performed
Day shop performed: [Monday] [Tuesday]

[Wednesday] [Thursday]
[Friday] [Saturday] [Sunday]
Survey Arrival Time
Survey Departure Time
Starting Sheet Audit

1.) Please provide the name of the first guest of the day, listed on the T-
sheet, and the guest's Tee time.
2.) Was all complimentary play recorded on the Complimentary Play [Yes] [No] [N/A]
Sheet?
Comments Here:
3.) Approach 12 groups on the golf course. Verify names, and amount paid [Yes] [No] [N/A]
for green fee. Compare to Tee Sheet (Did guests pay the correct rate?
Membership rate? Rate without cart?) Answer yes only if information is
100% accurate
Comments Here:
4.) Were all Cart Registration and Liability Release Forms signed? (If [Yes] [No] [N/A]
course prints release forms on receipts, were all golfers asked to sign?)
Comments Here:

5.) Was every Guest's name verified against the Tee sheet? Make sure that [Yes] [No] [N/A]
every Guest's last name is listed. (One name for a group is not
acceptable)
Comments Here:
Golf Shop Cash Audit

Employee Descriptions
Was Employee Hair

Name of Job Gender Unique
wearing a Race Age Height Color &
Employee Title M/F Characteristics
nametag? Length
Employee
[Yes] [No] [N/A]
#1
Employee
[Yes] [No] [N/A]
#2
Employee
[Yes] [No] [N/A]
#3
Employee
[Yes] [No] [N/A]
#4

Safe
1.) Was the safe locked? [Yes] [No] [N/A]
Comments Here:
2.)Count the safe bank and verify against bank master sheet. Do they [Yes] [No] [N/A]
match?
Comments Here:

3.) All checks, member charges in safe/register are less than 24 hours old. [Yes] [No] [N/A]
Comments Here:
4.) Were cash, checks, credit card slips and member charges in [Yes] [No] [N/A]
safe/register?
Comments Here:
Golf Shop Register

1.) Were all sales, (witnessed by agent), immediately recorded? (Including [Yes] [No] [N/A]
Member Charges)
Comments Here:
2.) During evaluation, was cash drawer closed? (Except during a [Yes] [No] [N/A]
transaction.)
Comments Here:
3.) During evaluation, was a receipt given to every customer at the time [Yes] [No] [N/A]
of purchase?
Comments Here:
4.) Count register and safe "banks". (If variance is less than $5, mark yes) [Yes] [No] [N/A]
Comments Here:
5.) Paid Out Forms filled out, signed by person who received cash and [Yes] [No] [N/A]
invoice/receipt attached.
Comments Here:
6.) Are all checks, member charges in register less than 24 hours old? [Yes] [No] [N/A]
Comments Here:
7.) Were cash, checks, credit card slips and member charges in register? [Yes] [No] [N/A]
Comments Here:
Food and Beverage Cash Audit

Employee Descriptions
Name of Job Was Employee Gender Race Age Height Hair Unique
Employee Title wearing a M/F Color & Characteristics

nametag? Length
Employee
[Yes] [No] [N/A]
1
Employee
[Yes] [No] [N/A]
2
Employee
[Yes] [No] [N/A]
3
Employee
[Yes] [No] [N/A]
4
1.) Were all sales, (witnessed by agent), immediately recorded? (Including [Yes] [No] [N/A]
Member Charges)
Comments Here:
2.) During evaluation, was a receipt given to every customer at the time [Yes] [No] [N/A]
of purchase?
Comments Here:
3.) During evaluation, was cash drawer closed? (Except during a [Yes] [No] [N/A]
transaction.)
Comments Here:
4.) Count register and safe "banks". (If variance is less than $5, score yes) [Yes] [No] [N/A]
Comments Here:
5.) Were cash, checks, credit card slips and member charges in Register? [Yes] [No] [N/A]
Comments Here:
6.) "Paid Out Forms filled out, signed by person who received cash and [Yes] [No] [N/A]
invoice/receipt attached".
Comments Here:
Pictures Upload HERE: (paid out forms/invoices)

Annual Safety Audit
Touchstone Golf is committed to the establishment, implementation, and maintenance of our Safety
Program. The Safety of our Co-workers and guests is of primary importance. It is our policy to
provide safe and healthful working conditions and operating practices that will ensure a safe working
environment. No job is so important or urgent that co-workers should risk injury to themselves or
damage company property to complete the task(s).
Each spring facility GM’s should conduct a property wide safety audit to ensure safe conditions for
employees and customers. The audit form can be found by the following link:
http://www.touchstonegolf.com/golf/emailer2020/img/touchstonegolf/Safety%20Inspection%20Form
%20(NGCOA).pdf
All potential safety risks that are under $500 to repair, should be repaired immediately. Any expense above
the aforementioned amount should be sent to a Touchstone VP or above to negotiate the next course of
action.
Proprietary Information
Proprietary information is considered that information which cannot be released to the public because it
consists of trade secrets, confidential financial information, audits, personal financial information about
partners in the ownership entity, or Touchstone Management. Where proprietary information cannot be
separated from the rest of a document, the entire document shall be deemed “proprietary information” and
shall not be releasable to the public or any other outside entity. Where proprietary information can be
reasonably segregated from the rest of a document, the proprietary information shall be deleted and the
remainder of the document shall be releasable to the public. All Touchstone documentation, defined as all
documents created by any Touchstone employee relating to their respective facility or touchstone Golf, are
considered proprietary information, and should not be released or utilized for any golf facility other than
Touchstone
Fraud
Any act of deception carried out for the purpose of unfair, undeserved, and/or unlawful gain, especially
financial gain is considered a fraudulent act. Fraudulent acts by any Touchstone employee will result in
immediate termination, and subsequent prosecution if the act violates the law. It is the responsibility of all
management and supervisory staff to remain vigilant for violations, and ultimately the responsibility of the
employee to act in accordance with Touchstone policies and the law.
Correspondence (email, voice mail, letters…)

Correspondence is received via variety of methods, including e-mail, voice mail, fax, letters, etc. All
correspondence is considered Touchstone property, and falls into the proprietary information policy.
Any correspondence received should be responded to within 24 hours, if a response is necessary, and a time
line is not given on an answer. This includes correspondence from customers, Touchstone VP and
accounting staff, and facility employees.
The use of the course e-mail and internet for personal use is strictly prohibited. Unauthorized websites are
potentially harmful to the entire network and have a potential to cause a catastrophic failure. Employees
that are found to breach the internet policy are subject to disciplinary action up to and including
termination.

Security
It is the responsibility of each facility is to continually maintain a high vigilance over the property. This
includes, but is not limited to:
1. Clubhouse & Cart Barn (Including golf carts)

2. Maintenance Facility & Equipment
3. Pump Station
4. On Course Turn Stand and Restroom Facilities
5. Entry/exit areas to the course (if applicable).
All buildings on the property will have working locks with access only for authorized personnel. The
clubhouse and maintenance facility will have an alarm system with authorized employee access. The
access codes should be changed each quarter or whenever authorized personnel are terminated, whichever
is sooner. It is important to maintain lights for the clubhouse and parking lot areas. These should be
checked nightly by the MOD.
A proper inventory count of all golf carts and turf equipment must be made daily, upon closing of the
respective facility, ensuring accurate account of all equipment. If budget allows, consideration for cameras
in strategic areas such as the pro shop (emphasis on registers), restaurant (emphasis on registers), cart barn,
parking lot (emphasis on bag drop area), maintenance facility, gas tanks, and practice range. The camera
system will need to have a recorded back-up to be able to review potential issues.
Bank deposits must be made daily by management level staff only. The deposit should be made during
daylight hours, utilizing variable time schedules and routes whenever possible.
Safety
Golf courses and their related facilities present unique hazards for our members, guests and co-workers. In
an effort to minimize the number of accidents which occur, Touchstone Golf is introducing a Safety Policy
by which all General Managers and employees must comply. Each Manager will receive a Safety Manual
from the National Golf Course Owners Association as a reference and learning tool. Our policy is as
follows:
 Safety Policy – Touchstone Golf is committed to the establishment, implementation, and

maintenance of our Safety Program. The Safety of our Co-workers and guests is of primary
importance. It is our policy to provide safe and healthful working conditions and operating
practices that will ensure a safe working environment. No job is so important or urgent that co-
workers should risk injury to themselves or damage company property to complete the task(s).
 Safety Moment – At the beginning of all meetings, there will be a Safety Moment. Anyone in the
group may share something they’ve seen that is unsafe and needs to be addressed. Alternatively
the Department Head may review a topic from the Safety Manual.
 Safety Committee – Consisting of all Department Heads to be held once a month. The meetings
will provide open communication among management for the purpose of discussing facility
hazards, accident causes and control measures.

 Safety Champion and Risks – The General Manager of each course will be the Safety Champion.
This person is responsible for making sure that any unsafe conditions are not overlooked. The
Safety Champion will also ensure all government postings are up to date.
 All safety issues should be marked and immediately addressed. If the issue can be fixed or
repaired for less than $500 it should be done so immediately. Repairs above that amount must be
approved by the manager’s supervisor. However, NO safety condition should go unaddressed. If it
cannot be fixed immediately it should be marked or coned off and the area otherwise secured so
that it does not pose a continuing risk.
 Quarterly Safety Meetings – Each golf course is responsible for holding a quarterly safety
meeting where new or relevant topics can be introduced from the Safety Manual and incident
reports can be discussed. This meeting can be combined with all co-worker staff meetings. In
addition, the Maintenance Department will have a safety moment every Monday morning and hold
monthly safety meetings. A list of meeting attendees must be kept in the safety manual or a safety
file. Anyone not in attendance will be provided with a review of the meeting by their respective
supervisor. This will be so noted on the list of attendees for the missed meeting.
 New Employee Orientation – All new hires will be informed of our safety policy and important
safety issues in their department. Department Heads will be responsible for reviewing
dangers/hazards in their work space. New co-workers must sign off of the Safety information in
their new hire materials.
 Inspections – A checklist (Safety Manual, section 5) must be completed once a year and sent to
your respective supervisor. Any items marked “no” must be addressed as soon as possible (process
noted above).
 Annual Driver Review – To reduce a potential loss that may result from co-workers occasional
use of personal vehicles to perform local errands (banking, supplies, etc) an annual review will be
administered by the regional operating executive. Copies of the following records will be required
from co-workers who perform these duties:
o Driver’s license
o Proof of insurance
o Driver’s motor vehicle record
Incidents and Emergencies

An incident is defined as any occurrence that is outside the normal daily operations or precipitates a crisis.
Any incident occurring at the golf course needs to be handled accordingly, mitigating any potential loss and
ensuring the safety of all involved. Each incident needs to have a report filled out to ensure proper
documentation.
The following are the four most common incidents at a golf course:
a. Damage to course/facility property or equipment
b. Damage to property not owned by course
c. Injury to member, guest, or someone in the area
d. Injury to Co-Worker
If you are unsure as to whether or not to fill out a report, always side on being cautious and filling the form
out.
All staff members need to be trained on how to handle emergency situations and other incidents. This
training, as part of their orientation, should include the importance of calling 911 for life threatening and/or
dangerous incidents. Even if the situation is only potentially dangerous 911 should be called right away.

The manager on duty (if not available golf shop attendant or co-worker available) must complete an
incident report form for each and every incident including those involving co-workers. As part of the
training process, all co-workers need to know the access to call their supervisor and the General Managers
when any situations arise. They should also know the location of the nearest urgent care facility and hours
of operation which is posted at each time clock.
Required Steps in the case of an Emergency or Incident

1. Provide immediate assistance and call 911 as appropriate. If you are uncertain call 911 to be safe.
2. Always be courteous and considerate. How you handle the situation may affect how the injured
guest responds in terms of possible claims against the course. The General Manager may follow
up, if appropriate, with the injured guest to see how they’re doing. This is a guest service issue.
(However, see below regarding admissions of liability).
3. Express sympathy and concern, but do not make statements admitting liability or fault. This may
have legal implications.
4. All incidents must be reported on the Incident Report. Immediately identify witnesses and anyone
who may be responsible for injury or damage. Obtain witness and responsible party information,
such as names, addresses, identification, and insurance information if appropriate. The
homeowners insurance of the responsible party may sometimes provide coverage, so obtain
information regarding such coverage, such as name of insurance carrier if known.
5. Complete the Report and take photos (forms and camera at golf shop counter). Fax the incident
report immediately, even if it is not fully completed to Kathy Mallari at (512) 756-661, Steve
Harker at (510) 315-0136, and your respective supervisor(s).
6. In addition, serious injuries, death or significant damage should be reported immediately by

telephone to senior management.
7. Only senior management personnel are authorized to make statements to the press.
8. Preserve “evidence” as appropriate. For example, if serious injury results from a cart accident,
consult senior management to determine if cart should be sequestered and inspected before
repaired. Take photographs of the scene, note condition of the area, etc.
9. It is important to note that if the incident involves an employee or any person needing medical
attention, your insurance provider and/or workers compensation claim must be made. This will
also be added to the report, once a case or claim number has been issued.
10. Ultimately the General Manager and facility co-workers will take action to ensure their facility is
safe and that in the case of an incident that these actions are taken without fail.
Note: If outside insurance coverage is available, assure that appropriate claims are filed. For example, if a
co-worker is injured during the course and scope of employment, the injury must be reported to our
workers compensation carrier. Certain serious injuries, including death and dismemberment must also be
reported to OSHA. If a responsible party has insurance coverage, such as Homeowner’s insurance, claims
should be filed with their carrier. An injured party, other than co-workers, should seek treatment that is
covered by their personal medical insurance.

The following is a copy of the standard incident report form and the employee incident report form that all
Touchstone properties should use:
Touchstone Golf
INCIDENT INVESTIGATION REPORT
Course / Club Name: Location:
Guest Name: Age:
Address: Marital Status:
City State Zip Occupation: Telephone:
Member / Guest / Employee Statement

Date: Time Location (Bldg. / Hole # ___________
. AM Room)_________________________________ . Court #_____________
. PM __Indoors __Outdoors Cart _____________
__Other________________________

How incident occurred:
How was incident reported?
What injuries resulted?
What medical care is to be / was rendered?
What is the name of the treating physician / hospital? Address: Telephone:
Who was with the Member /Guest at the time of the incident?
What caused the incident (activities, equipment, person, condition involved)?

Employee receiving the above statement: Date Member / Guest Signature:
Supervisor / Employee Statement

Employees who saw the incident: None
Action Taken: Photo's are attached.
Condition of the area: __ Well lighted __ Congested __Clear of debris __Slippery . __ Photo Taken:
Other __________________________________________________________________ __ Yes __ No
Comments :
Witness Information
Name: Address: Telephone:


EMPLOYEE
INCIDENT INVESTIGATION REPORT
Department / Division: Location:
Exact Location: On Date of occurrence Time AM Date reported:

Premises? . PM
Name of injured or ill:
Occupation:
Part of body affected:
Nature of injury or illness:
Object, equipment, substance or task inflicting injury or illness:
Description
Describe clearly how the incident occurred:
Object, equipment, substance or task inflicting injury or illness:
Did injured leave work? Date Time AM .

PM
Doctor:
Hospital: Expected date of return:
Analysis - Causes / Symptoms & Root Causes

What acts, failures to act and /or conditions contributed most directly to this incident or loss? What is the underlying root
cause?


Loss Severity Probable Recurrence Rate . High

Potential (Frequent) Medium (Occasional) . Low (Rare)
. High (Major)
Medium (Serious) .
Low (Minor)
.
Corrective Actions / Prevention
What action has or will be taken to prevent recurrence? Place an X by items completed:

Investigated by: Date Manager: Date
Human Resources
New Hire Processing Procedures
The responsibility for timely and accurately processing new hire paperwork, employee terminations, and
adhering to payroll processing deadlines belongs to the General Manager.
PRIOR TO JOB OFFER:

1. All employees must complete a job application. There should always be an ample supply of
applications in the Golf Shop, Restaurant/Snack Bar and Maintenance Area. When possible,
department heads should introduce themselves while the application is completed.
2. Interview coordinated and conducted by the Department Head and/or General Manger.
3. Do not send a candidate to a background/drug screening unless you are prepared to offer the
candidate a position. Be sure the candidate knows the job offer would be contingent upon passing
the screenings.
4. Co-worker files should be created once the candidate has been interviewed and is going to be sent for
a drug screen/background check. This is where all documentation (except I-9 and benefit forms) will
be kept. In addition to the documents needed for the hiring process, all reviews and counseling forms
will be kept in this file. File will be kept in a locked cabinet.
5. All employees must complete the “Authorization for Background Check” prior to the drug screen or
any background check
6. Drug Screen is administered by Quest Diagnostics through Liberty Screening.
 All General Managers and Departments heads should have the forms to send to give to the
candidate. It is important to inform the candidate NOT to complete any of the fields on the
form or it will not be accepted.
 Location of the nearest screening facility to the golf course can be located at
____________________________
7. All employees must go through pre-employment screening (pre-employment screening procedures to
follow).
8. Employees who will be hired to operate a vehicle, equipment, or carts must have a valid Driver’s
License. Touchstone Golf has a safe driver policy. No more than 2 moving violations in a 3 year

period, no suspended license, DUI or reckless driving convictions in a 3 year period. General
Manager must run a DMV report prior to hiring.
PRIOR TO FIRST DAY:
Give employee New-Hire Packets (must include the following):
1. Co-worker Handbook: Given to co-worker for them to keep as a reference.
2. Co-worker Handbook acknowledgement form: Make sure it is signed. Signed copy is kept in co-
worker File.
3. W-4 (current year): Make sure that it is filled out completely and signed. Kept in co-worker File.
4. I-9:Ask for appropriate identification (from list on back of I-9 form), examine ID for authenticity,
fill out I-9 form have employee sign and then sign it yourself, take the ID and make a copy, then
staple the ID copies to the I-9 form. The I-9 form must be placed in separate file. Note: GM
must calendar expiring Employment Eligibility Verification Documentation (i.e. Work Visas).
Refer to I-9 Tip’s and How To’s.
5. Co-worker benefits election/change form: After completing 30 days of employment full time Co-
workers are eligible to enroll in the company’s medical plan. Have the co-worker complete the
enrollment form and e-mail to Touchstone Corporate Office.
6. Certipay Direct Deposit Authorization Form: Optional for all employees.
7. Copy of Valid Driver’s License: To be provided by employee for individuals that will operate
vehicles, equipment or carts.
8. Certipay Employee Profile Form.
9. Touchstone Employee Information Form.
All new employees must have paperwork completed prior to working a scheduled shift
Full time employees are those employees that consistently work at least 30 hours or more a week. Only
after they have completed 30 days of employment are they eligible for Holiday pay.
EMPLOYEE FIRST DAY:

It is essential that the General Manager or designated Department head provide an orientation for each and
every co-worker. This will include a review of “Golf Course Safety” and “Above and Beyond” service
standards and introduction to everyone on duty.
1. Orientation: Follow Orientation Manual. Includes tour of the facility with GM or Dept Head. The
Tour will include, when applicable: Rest rooms, Time Clock, break room, golf course…..
2. Issue uniforms and name tags.
3. Training: All training should be completed by the GM, Dept Head or Senior Employee well versed
in that position.
PAYROLL MAINTENANCE:
1. A personnel action form must be completed when there is a pay change, job or department change,
or change in address
2. All pay increases change must have Regional VP approval.
3. On a bi-weekly basis you need to review the active employee’s in Paychex to ensure that the
employees are actively working. Coordinate with the department heads to continually update the
active employees.

4. Twice a year put a note with the employees pay check to verify the social security number and
address. Important note: It is the responsibility of the General Manager to maintain the correct
addresses for W-2 mailings.
New Hire Checklist

Touchstone Golf provides a detailed checklist for all to utilize. Please see the Touchstone Golf intranet site
for the checklist. All management that hires employees are required to utilize the checklist, as it is an
extremely useful guideline to starting the employment off right.
Orientation
It is essential to provide all new hires with the tools and resources to accomplish their job. As a foundation
for their employment, it is our responsibility to give them a proper orientation. Touchstone has provided
an orientation format for use by all managers. All course GM’s have access to the Touchstone Intranet,
which provides the access for the orientation files.
Employee Handbook and Policy Communication

All new hires must be issued a Touchstone Employee Handbook. As part of the orientation, the manager
will review the handbook with the employee, having the employee sign the acknowledgement after the
review. The employee handbook can be found at the Touchstone Golf Intranet site. As part of the
handbook review, managers are responsible to ensuring the employee understanding of the Touchstone
Alcohol and Safety policies.
Harassment and Discrimination

Touchstone is committed to providing a work environment free from all forms of discrimination and
conduct that can be considered harassing, coercive or disruptive, including sexual harassment. Actions,
words, jokes or comments based on an individual’s sex, race, color, national origin, age, religion,
disability, sexual orientation, or any other legally protected characteristic will not be tolerated. Sexual
harassment is defined as unwanted sexual advances, or visual, verbal or physical conduct of a sexual
nature. This definition includes many forms of offensive behavior and includes gender-based harassment of
a person of the same sex as the harasser. The following is a partial list of sexual harassment examples:
 Unwanted sexual advances
 Offering employment benefits in exchange for sexual favors
 Making or threatening reprisals after a negative response to sexual advances
 Visual conduct that includes leering, making sexual gestures, or displaying of sexually suggestive
objects or pictures, cartoons or posters
 Verbal conduct that includes making or using derogatory comments, epithets, slurs or jokes
 Verbal sexual advances or propositions
 Verbal abuse of a sexual nature, graphic verbal commentaries about an individual’s body, sexually
degrading words used to describe an individual, or suggestive or obscene letters, notes or
invitations
 Physical conduct that includes touching, assaulting, or impeding or blocking movements
Unwelcome sexual advances (either verbal or physical), requests for sexual favors, and other verbal or
physical conduct of a sexual nature constitute sexual harassment when: (1) submission to such conduct is
made either explicitly or implicitly a term or condition of employment; (2) submission or rejection of the
conduct is used as a basis for making employment decisions; or (3) the conduct has the purpose or effect of
interfering with work performance or creating an intimidating, hostile or offensive work environment.

Anyone engaging in sexual or other harassment is subject to disciplinary action, up to and including
immediate termination of employment.
Meetings
In addition, the GM and department head are responsible for steady communication to ensure that the staff
is well informed of all operational guidelines and policies. Note that the quarterly all staff meeting and the
monthly maintenance safety meetings must have all attendees sign in. The sign-in sheet should be filed.
 Quarterly all Co-worker Meeting and Safety Training – The GM, with assistance from his
management staff is responsible for hosting an all staff meeting on a quarterly basis. The meeting
agenda’s should always include pertinent material such as safety, alcohol policy, HR topics. In
addition, the management has the opportunity to inform the staff on all operational matters as well
as idea share and receive feedback/input from your employees.
 Monthly Maintenance Safety Meeting – The maintenance department predominately handles the
most dangerous equipment at a golf course. They are also in direct contact with hazardous
materials such as chemicals and fertilizers. It is extremely important that the staff maintains
vigilance and remains safe at all times. The monthly meeting should go over different safety topics
that are pertinent to the work environment for the maintenance personnel.
 Weekly Department Head Meeting – The GM must set a consistent date and time for a weekly
meeting with all key management. The topics discussed will be important topics of the week. All
meeting should start off with a safety briefing. The following is a sample of a meeting agenda,
which is set by course GM:
Weekly Core Meeting Agenda (Insert Date)
Safety Moment – (Insert Name)
Facility Management Schedule for the upcoming week:

Golf
F&B
Turf
Sales & Marketing
Office Manager/Accounting
GM
This Week’s events:

 Today – (Insert Events)
 Friday
 Saturday –
 Sunday –
 Monday –
 Tuesday -
 Wednesday –
VIP’s on property
 (List all potential VIP’s for the week)
Sales and Marketing/Promotional Activities
Current Promotions
 (Insert Any Promotions)
 Promotion B
 Promotion C
Sales Activities – (Sales & Marketing Director)

 Currently we are at $X versus budget of $X for Tournaments/Banquets.
 Upcoming In-House Promotions are (Insert promotions)
Customer Service
 List all customer service issues and challenges
Human Resources:
 Any HR updates / issues here .
Property Update
 Golf Course Conditions – (Superintendent)
 Golf Department Update – (Head Pro / Asst. Manager)
 Food & Beverage Update – (F&B Manager)
Finance & Administration

 Monthly Financials – Review Weekly Scorecard
 Financial Forecast – Review labor management
 Expenses – Discuss any potential expense variances
 Audit – Assign Manger to do facility audit for the week.
Vacation Requests
 List all upcoming pertinent vacation requests.
Administration
 Accident/Incident Reports –
 GM Related Material -
New Round Table Issues

 Open Forum Discussion
Weekly Sales Meeting, if applicable – The courses that employee a sales staff for outings and banquets
should meet each week to review sales efforts and avenues of approach. Utilize the reports from Pipeline
360 to discuss opportunities for new sales.
In addition to the aforementioned meetings, dependant on the size of the facility, and scale of
tournaments/events, a BEO meeting to discuss details is also advised. Each department should also hold
regular meetings to review operations and discuss improvement possibilities. In general, communication is
the key to success of a facility, so having regular meetings is always encouraged.
Employment of Relatives
Touchstone Golf believes that it is in the best interests of the company and our people to keep business and
professional relationships separate from personal and family relationships. Touchstone Golf reserves the
right not to employ close relatives, spouses, or two individuals involved in or living together in a
relationship that is essentially equivalent to marriage, except under circumstances where (1) neither
employee will supervise, appoint, remove or discipline the other; (2) neither party will evaluate the work or
performance of the other; (3) neither party has salary or incentive decision making over the other, and (4)
the working relationship will not create a real or apparent conflict of interest, or the appearance of
favoritism in the opinion of management.
If, after they have become employed, two employees who work in the same department or supervise each
other develop a spousal relationship or begin living together or become engaged in a close relationship that
may create a real or apparent conflict of interest or the appearance of favoritism, one of the two may be
transferred. If no suitable position is available, one of them may be discharged. In that case, the decision
as to which employee will be terminated, if transfer is impossible, will be left to the employees involved,
unless business necessity requires Touchstone Golf to make the decision.
Touchstone also has the right to investigate any two employees that have entered into a compromising
position such as living arrangements or close personal friendships where one employee has the authority to
supervise, appoint, remove, discipline, or schedule the other. If Touchstone determines that this is
apparent, it reserves the right to transfer one employee. If no suitable position is available, one of them
may be discharged.
If, after the two employees have worked together for a reasonable period of time and Touchstone Golf is
given information as to apparent conflict between the two, Touchstone has the right and may investigate
the relationship to determine if it is in the best interest of our business and our people.
For purposes of this policy, “relative” includes: spouses, siblings, parents, children, grandparents,
grandchildren, nieces, nephews, aunts, uncles and people living in the same household in a relationship that
is essentially equivalent to marriage.
Inclement Weather (minimizing hourly employees)

When the revenue stream slows, we need to react pro-actively in expense control. Labor usage is directly
proportional to the amount of traffic and if we have a reduction in revenue, our only avenue to profitability
is strict management of our expenses, labor in particular.
The following guidelines should be adhered to regarding inclement weather days:
1. During periods of inclement weather (rain, snow, frost), the Superintendent or other
department 40 management staff will be at the maintenance shop 30 minutes before starting
time.
2. Co-workers must call in before their starting time to see if they will be needed for work that
day.
3. The Superintendent or other department 40 staff to notify the golf shop regarding course
conditions.
4. The Superintendent will notify GM as to recommended course closures due to rains, floods,
frost, or hazardous conditions. Only the GM can overrule a Superintendent recommendation
regarding course closure or golf car restrictions. The GM will contact the President to discuss
any disagreement.
5. In the event of lightening, the Superintendent or other department 40 staff will notify the golf
shop. The golf shop is responsible for warning golfers and suspending play. Always do
whatever possible to keep our guests and co-workers safe.

Compliance with National Vendors
Part of the value that Touchstone Golf brings to its clients is the ability to expertly advise on best
prices/values for the said client. In accordance with the promise made, it is the responsibility of the
management at each course to comply with the negotiated contractual obligations of Touchstone. Any
variance to this policy must be approved in advance by the President. This includes the utilization of
national buying power of groups such as VGM and Entegra. As the company evolves, more national
partnerships will develop, please maintain a current copy of each partnership and the
discounts/requirements involved.
The exception to this rule would be for larger capital related expenses that national accounts such as VGM
may have a contracted provider for. These items should still involve at least three separate bids to ensure
the best value is obtained.
Uniforms
Each course has the ability to tailor their uniform standards based on a variety of factors such as location,
budget, type of facility, etc. However, at a minimum, all employees must wear the following:
1. Standard uniform issued golf shirt
2. Standard uniform issued golf hat (if applicable).
3. Name Tag
While there is an array of uniform options, each employee must wear the shirt issued as well as a name tag.
These uniforms can only be worn while on duty, and must be kept neat and clean in appearance. The
standards of the uniform appearance must meet the dress standards of the facility.
Employee Parking
Each facility must designate an employee parking area. If the area is part of the overall parking lot for
customers, the employees are expected to park in the rear of the lot. Upon exiting the vehicle, employee
should also inspect the grounds between their vehicle and the facility to pick up all trash and report any
concerns that they may observe. An exception to the rule will be made for safety of employees that arrive
extremely early, or leave the premises at night…if the rear of the parking lot is not well lit and safe.
During peak times where the parking lot is anticipated to fill, facilities will designate separate parking for
employees (typically utilized at turf maintenance facility).
Emergency Contact Information

Each employee must fill out, and update their emergency contact information. In case of any emergencies
to employees, management will need to know who is the first line of contact for said employee (ie. parents,
spouse, etc.).
Each facility is required to have an emergency contact list in key areas. A copy of the list will be in the
food & beverage department, golf shop, maintenance facility, and all offices. The list will have the
following numbers (at a minimum):
1. 911 – default number for all emergencies
2. Local number for all responders (police, fire, etc.).
3. Number to closest Urgent Care Clinic and/or Hospital.
4. Golf Course Management and Touchstone Executive numbers
5. Pertinent emergency numbers (ie. electrician, plumber, etc.).

Employee Evaluations and Counseling
Performance evaluation is a necessary and beneficial process, which provides annual feedback to staff
members about job effectiveness and career guidance. The performance review is intended to be a fair and
balanced assessment of an employee's performance. To assist supervisors and department heads in
conducting performance reviews, Touchstone Golf provides an employee evaluation form.
The Performance Review Summary Form is designed to record the results of the employee's annual
evaluation. During the performance review meeting with the employee, use the Performance Review
Summary Form to record an overall evaluation in:
 Accomplishments
 Service and relationships
 Dependability
 Adaptability and flexibility
 Decision making or problem solving.
Submit a completed copy of the evaluation form to your Touchstone VP. The original signed copy must be
maintained in the employee file.
The evaluation process also nips a lot of employment problems in the bud. Performance evaluations can
keep you out of legal trouble by helping you track and document your employees' problems. If you ever
need to fire or discipline a worker, you will have written proof that you gave the employee notice and a
chance to correct the problem -- which will go a long way towards convincing a jury or judge that you
acted fairly. The next few pages outline the standard forms that Touchstone uses for counseling and
evaluating employees:
TOUCHSTONE GOLF CO-WORKER COUNSELING RECORD
Last Name: First: Position:
Course/Club: Date of Birth:
Action Taken: Written Probation

Warning ( ) days Transfer Separation
Check one or more of the following:

____ Made false or misleading statement ____ Improper/unprofessional conduct

____ Falsified reports, records or timecards ___ Safety/Security violations
____ Unexcused or repeated tardiness or absenteeism ____ Improper use/disclosure of company information
___ Violation of company policy/rules ____ Rude, discourteous behavior
____ Violation of Policy Against Harassment ____ Refusal to work required overtime
____ Unauthorized removal of company funds or property ____ Worked unauthorized overtime
____ Use, possession, or distribution of alcohol, drugs, weapons or ____ Material misstatement or omission on Employment application
firearms
____ Unauthorized possession of property ____ Misappropriation of company funds
___ Unsatisfactory performance (or attitude) ____ Other (Specify): __________________________________
Describe specific reason for counseling:
Has co-worker been warned of this behavior or action before (if appropriate): ____Yes __No
Clarify expectations (what co-worker needs to do to improve:
Time frame for improvement: ____ immediate ____ other (specify):

_______________________________________
Explain consequence/next step if improvement does not occur:
Further disciplinary action or Termination

Co-Worker comments:____________________________________________________________________________
______________________________________________________________________________________________
______________________________________________________________________________________________
I acknowledge that the nature of my actions and the action taken by my supervisor have been explained to me and that I
have been provided a copy of this document.
___________________________________________ _______________________________
Co-Worker Signature Date:
___________________________________________________ _____________________________________
Supervisor Signature Date:
TOUCHSTONE GOLF
Co-worker Performance Evaluation
Golf Course: Co-worker Name:

Annual Evaluation
Other:
Course Name
Probationary 60 Day Eval.
Department/Position: Evaluation Period: Evaluation Date:

Fro To 8-28-07
5-1-07 8-30-07
m: :
Performance Factors Performance Description: Rating

Comments and/or examples
1. Interpersonal Skills Outstanding*
Respectful of others and shows Exceeds Expectations
Ability to work with supervisor, co-
Meets Expectations
workers, volunteers, and customers
served. Communicates well, Needs Improvement
personable and fun. Unsatisfactory*
2. Customer Service

Outstanding*
Ability to provide guests and members
prompt service with a smile. Follows Exceeds Expectations
10 foot greeting rule. Exceeds Meets Expectations
expectations and creates “Raving Needs Improvement
Fans”. Shares additional information Unsatisfactory*
on products, services and events.
3. Teamwork
Successfully collaborates with other to Outstanding*
accomplish facility goals and create Exceeds Expectations
“Raving Fans”. Assists others with Meets Expectations
their performance. Creates better Needs Improvement
systems or processes for the team. Unsatisfactory*
Flexible.
4. Quality/Quantity of Work
Competence including knowledge of Outstanding*
duties, procedures and methods. Exceeds Expectations
Accuracy, neatness, thoroughness, Meets Expectations
pace of tasks, gives extra effort, Needs Improvement
ability to “stretch” (learn), and Unsatisfactory*
increase productivity!
5. Specific Factor – e.g. Sales Outstanding*
Exceeds Expectations
Meets Expectations
Needs Improvement
Unsatisfactory*
6. Supervisory Skills (for Sups.) Outstanding*

Training/directing subordinates,
Exceeds Expectations
leadership, delegation, evaluating
subordinates, planning and organizing Meets Expectations
work, problem solving, decision making Needs Improvement
ability, ability to communicate.
Unsatisfactory*
DEFINITIONS OF PERFORMANCE RATING CATEGORIES

*OUTSTANDING-The Co-worker has exceeded all of the performance expectations for this factor and has made many significant contributions to
the success of this facility through such performance.
EXCEEDS EXPECTATIONS - The Co-worker regularly works beyond a majority of the performance expectations of this factor and has made
significant contributions to the success of this facility through such performance.
MEETS EXPECTATIONS - The Co-worker has met the performance expectations for this factor and has contributed to the success of this facility
through such performance.
NEEDS IMPROVEMENT - The Co-worker has failed to meet one or more of the significant performance expectations for this factor.
UNSATISFACTORY* - The Co-worker has failed to meet the performance expectations for this factor.
* Provide specific examples of this Co-worker performance

7. Specific Achievements

8. Performance Goals for the Next Evaluation Period


9. Training and Development Suggestions

10. Attendance (Including observance of scheduled hours)


Supervisor's Name: Title: Signature**: Date:
Co-worker Comments
This performance evaluation was discussed with me on the date noted above. I understand that my signature attests only that a personal interview
was held with me; it does not necessarily indicate that I agree with the evaluation.
Co-worker Signature**: Date Signed:
**Upon completion of all signatures, provide a copy of this review to Co-worker. File original in personnel
file.
Values (IRS, T)
Integrity, Respect, Stretch (learn), Teamwork
Golf Operations
General Procedures
Each facility will have its own unique levels of service and logistical challenges. However, as a general
rule, the following guidelines should be trained to all golf staff.
Customer Relations
The following model is known as the GEODE sequence. Please use this as the general guideline for
effectively dealing with customers.

For day to day situations:
Greet: = Establish a rapport.
= Initiate the greeting, be gracious and genuine.
Enquire: = Learn about the customer’s needs and interests.
= Communicate your desire to be of service.
= Ask questions and acknowledge responses.
Offer: = Offer a service that fits the customer’s needs.
= Ensure that they receive courteous, timely, and efficient service.
= Offer choices that respond to their needs.
Deliver: = Provide the service that the customer needs.
= This establishes credibility and good will.
= Service should be quality and timely.
= Provide the unexpected extra touch.
Evaluate: = Gather feedback to find ways to improve.
= Learn from our successes and failures.
= How did they perceive our services?
For challenging situations:
Greet: = Acknowledge concerns and show understanding.
= Show willingness to work to resolve concerns.
= Treat negativity as a plea for help, not as a confrontation.
= Don’t take it personally.
Enquire: = Clarify the problem, confirm the customer’s needs.
= Identify issues, look at it from their perspective.
= Ask questions, restate the problem, check for agreement.
Offer: = Propose a solution, check for agreement.
= Show a willingness to take action to resolve issues.
= Suggest options, summarize, outline next steps.
Deliver: = Provide the solution that you offered.
= Follow through to help restore goodwill.
= Provide the unexpected extra touch.
Evaluate: = Check back to see if they are satisfied with your actions.
= Confirm that they are satisfied.
= Consider how to improve in this area.
= Learn how to avoid same problem in the future.
Always remember the Touchstone policy of doing your BEST to ensure that our customers leave happy.
Some challenging situations will require the staff member to ask the question, “What can I do to make the
situation better (or to make you happy)”? If the customer has an idea of what they want, do the right thing
and make them happy.
Receiving phone calls

The expectation of all staff members will be to answer the phone within three rings. At times this can be
challenging, ensure that the staff member know who to ask for help with the phones. The staff needs to

understand that each phone call represents a potential of thousands of dollars in revenue for the facility, so
that must remain a priority at all times.
It is especially important to be cognizant of the phone calls when you are busy at the counter. Always
maintain a professional demeanor on the phone…never rush the customer through the call. The following
are some helpful tips to provide excellent customer service:
1. Answer the phone in three rings or less.
2. Make sure to ask for permission to put someone on hold and wait for reply.
3. Try to use the guests name at least twice during the conversation.
4. Always convey a positive tone of voice.
5. Always have a notepad and pen handy.
6. Be accurate when taking notes and messages. Listen carefully and repeat names and numbers for
clarification.
7. Always make sure to use the “hold” feature on phones. Do not just set the receiver down.
8. Never say “hold one moment” or “hold on a second”. Things typically take longer than a
“moment”. Ask “may I place you on hold?”
9. If a guest speaks in a language you don’t understand, try to find a co-worker that may, or speak
slowly and clearly to the customer, taking time to try to understand the conversation.
10. When a call is completed, thank the caller…if they thank you, say “my pleasure” and “have a great
day”.
11. Hang up carefully, not banging the receiver down.
Recommended Openings:
Good morning (afternoon), thank you for calling “Insert Golf Course”, this is “Insert Your name”, how
may I assist you?”
Thank you for calling “Insert Golf Course”, this is “Insert Your Name”.
Thank you for calling “Insert Golf Course”, this is “Insert Your Name”, how may I help you.
If the caller asks to speak with someone:

“May I tell him (her) who is calling?”
When putting someone on hold:

“May I put you on hold for a moment?” (Wait for an affirmative answer)
When transferring someone:

“Do you mind holding while I transfer you to that extension?” (Wait for an affirmative answer)
If the person that they are trying to call if off duty that day, let the caller know so they will not be expecting
a call back the same day. Offer your assistance as well.
ALWAYS allow the caller to end the call:

“Is there anything else I can assist you with today Mr./Mrs. “Insert Name”?”
Recommended etiquette/wording to use while on the phone:
WRONG WORDS RIGHT WORDS

Yeah or Yep Yes or Yes Sir or Maam
Hold on May I put you on hold
No problem My Pleasure
Sure/Ok Thank you
Uh-huh or Uh-hah Your Welcome

Sorry I apologize
Booking Tee Times

The following is a recommended guideline for your staff to utilize when receiving phone calls and
reserving tee times.
1. Ask customer the following
“For which day would you like a tee time?”
“What time of day do you prefer?”
“How many players will you have?”
*Note – It is extremely important to find out the number of players BEFORE offering a tee
time. This will help in properly utilizing and managing the tee sheet.
2. Provide the customer with the closest available time.
3. While requesting the customer’s name, phone #, CC info, and e-mail address...please review the
following:
“Please check-in at least 1/2 hour before your scheduled tee time.”
“Please inform your group that everyone must wear proper golf attire.”
Reiterate their name, play date, tee times, and # of players.
“To cancel please call us at least 24 hours in advance”
Thank them for calling.
Reservation Policy
While each course will have separate policies for reservations, Touchstone Golf requires the courses to
manage their tee sheets to minimize the GAP. Most courses will typically utilize a 7 day reservation
period, with advance booking for members and events. Each course should look into additional ways to fill
their tee sheet via internet, marketing, and advance reservations for small groups with guaranteed contracts.
The GAP is defined as the number of rounds reserved on the course versus the number of rounds that
actually played.
An example of the GAP would be:
200 rounds reserved - 180 Actually played = 20 no show/short shows.

Thus the GAP would be 10% (180/200=10%)
The most effective way of reducing the GAP for public golf courses would be to implement a credit card
guarantee, which would entail the following steps:
A. The process for capturing Credit Card numbers is defined and consistently implemented.
B. Fee for No-shows is clearly communicated by Staff to Members and member/guests.
 Non-outing Groups of 8+ must Pre-pay or provide 50% deposit.
C. Procedure for charging No Show groups is consistently executed and tracked.
D. Options for Guests when charged for No-Show
 Rain Check or Merchandise value?
 Voucher for Wholesalers
E. Procedure to either charge Short Shows and/or pair them is in place (e.g. Holding 10-15
Minutes to pair).
The most effective way of reducing the GAP for private golf clubs would be to implement a credit card
guarantee, which would entail the following steps:
A. Develop options to address No Show issue.

B. Based on the club, communicate issue to “Advisory Members” and finalize plan.

C. Ensure Policy is clearly communicated to Members.
D. Procedure is in place, tracked and consistently executed (Daily “Gap” tracking).
Cancellation Policy
The cancellation policy will be consistent with the reservation policy. Typically, cancellations without
penalty are required at least 24 hours notice. If there is a policy in place in conjunction with the reservation
policy, it is imperative that each course has the staff trained to explain the cancellation policy at the time of
reservation. This policy also needs to be stated for all internet and third party booking. For cancellations
and changes of groups, use the tournament contract for guidance. If the course utilizes a small group
contract for groups up to 20 players, ensure that there is a cancellation/change notice written in the
agreement, typically 72 hours notice.
No Show Policy
This policy will be course specific, and will be in accordance with the reservation and cancellation policies.
The course should base the no shop policy on demand. If a course is highly desirable, and all tee times are
at a premium, the course should charge full rate for no shows. Most courses will opt for a no show fee that
will be a calculated percentage based on their average rates, then rounded to the nearest number in
multiples of 5. An example of this would:
Average Green Fee $49.21
50% of average rate = $24.60 ($49.21/2)
Rounded No show fee = $25
Recording Players Names

Touchstone golf requires each course to record the names of each player at all times. This can be
accomplished upon making the tee reservation, at check-in, with a starter at the first tee, etc. It is the
course responsibility to ensure that all players on the course have checked-in with the golf shop and have
paid the appropriate amount. Knowing who is on the course can help in a variety of ways:
1. Ensure that all players on the course have checked-in and paid the appropriate fees. Excellent
opportunity for staff members to call our guests by their name.
2. Assists in mitigating any litigious legal issues when incidents occur, by having witnesses.
3. Touchstone has partnered with Mindshare to help us better serve our guests. In order for the
program to work, players e-mails need to be captured so we can send them a survey of the facility.
All guests must register for play

Touchstone has a responsibility to its owners to ensure that all appropriate fees are collected, and, therefore,
has a no tolerance rule for violators. All players, including employees and other complimentary players
must be checked in through the golf shop register. Each person will be given a receipt for their round of
golf.
Starting tee times

Most courses (except for some private clubs) will start their tee times approximately 10 minutes prior to
daybreak. This, in most cases, provides sufficient light for groups to start, as well as enough time for the
maintenance crew to set the golf course up. However, the GM, along with Touchstone VP or higher is
responsible for maximizing the tee sheet versus costs of opening. In some cases, the first tee time may be
up to 30 minutes after daybreak (predominately weekday). Conversely, some facilities may open the tee
sheet well before daybreak and offer a reduced rate for the golfers willing to play less than 18 holes in the
early morning.
Split Tees

Split tees are typically used to maximize the revenues during peak times, with knowledge that the times
mid-morning and early afternoon are more difficult to fill and are discounted accordingly. The GM will
essentially reserve slots in 2 hour increments off both the 1 st and 10th tee simultaneously. After the two
hours of tee times, the original groups will be making their turn to the respective other nine. Therefore the
tee sheet would be block for 2 to 2 ½ hours to allow all groups to turn. At that time the Tee sheet would
open on BOTH nines again, repeating the same process as before. The following are several scenarios
where a split tee would be optimized (note that these are not the ONLY scenarios):
1. Winter months in warm season markets. Many courses in Florida and Arizona (which have their
peak seasons during the winter) utilize a split tee to maximize the full paying revenues in the
morning. The second wave of tee times in the afternoon would typically be discounted as a twilight
rate.
2. Before or after a shotgun tournament that will be utilizing the golf course either in the morning or
afternoon. This allows more players to enjoy the course during the days that a tournament group is
booked.
3. Times when afternoon play is extremely limited. An example of this would be for markets that have
a large college or professional football team that experience difficulties in filling the tee sheet during
the afternoon games. The use of the split tees allows the course to reserve and market to its
customer that they can play a morning round and still be on time for their game. This also provides
the opportunity to market an afternoon special to fill the tee sheet.
Rain Checks
Each course will have an instituted policy on rain checks. Ideally, the POS system will be able to track and
issue the rain checks, which will issue a dollar value based on the rate that the customer plays. Each course
must also check with their states tax policies regarding expiring gift certificates (which rain checks will
typically fall under). If the state requires tax on the revenue of expired rain check, the course may opt to
not have an expiration date. For more questions regarding this, contact the Touchstone accounting office
for further guidance. The following are two examples of rain check policies, with and without the POS
tracking:
 Example #1
Rain Check Policy: Rain checks are issued as a courtesy to our customers for inclement weather,
family emergencies or being called away to work (If you don’t play on call, you might not play at
all). We reserve the right not to issue a rain check if inclement weather is present when you start
playing, so please keep this in mind before paying your fee. Rain checks are good for thirty days
only. The computer keeps track of rain checks and will not allow any to be redeemed after thirty
days, so please do not ask the pro or clerk behind the counter. Rain checks are redeemable for golf
and cart fees only. Rain checks are good only for a dollar value that is calculated based on the fee
paid and the number of holes remaining on your round. For example, if you paid $31.50 to play
18 holes and had to quit after nine, the amount of the rain check will be $15.75, or half of what you
paid. Present the rain check (within thirty days of the issue date) the next time you play and that
amount will be deducted from your total. Please note that a rain check is a dollar amount – not a
number of holes (A rain check = dollars paid / the number of holes paid x the number of holes not
played). Depending upon the day of the week and the time of play, you may be paying for golf at a
more expensive rate than when the rain check was issued, and a balance may be owed. If the new
fee is less than the rain check amount, a new rain check will be issued for that balance remaining.

 Example #2
Rain checks are issued for extreme inclement weather that includes but is not limited to storms and
lightning.
Rain checks are issued based on your position of play at the point of interruption. Prior to
receiving a rain check, our guests must present their starter’s receipt to the Pro Shop.
If 4 or less holes are completed = 18-hole rain check
5 -12 holes are completed = 9-hole rain check
13+ holes are completed = no rain check
Rain checks issued prior to September 1st must be used within the calendar year. Rain checks
issued after September 1st must be used before June 30th of the following year.
Children playing
May members and guests enjoy bringing their children to the golf course with them. Touchstone Golf
encourages the growth of Junior programs. All golfers must be at least seven years old or older to play,
and must be registered in the golf shop. Any children younger than seven may company an adult.
However, it is imperative that the adult understands that the child’s safety may be at risk on the golf course.
Spectators
Most Touchstone facilities will allow spectators to watch the groups. They must check into the golf shop
prior to entering the golf course, and have a specific group/person that they are following. The exception to
this rule would be any tournament that will host an event that allows spectators. These events range from
high school and junior tournaments, USGA Amateur events, and PGA events.
Any spectator that plans on riding must pay a rider fee (or spectator cart fee if in a separate cart), and sign
the waiver assuming liability for the golf cart.
Replay Policy
Each course will implement a policy for groups that have finished their round and would like to play
another on the same day. The replay rate should either be a consistent rate (such as $25 per person), or a
variable rate that would equate to 50% of the normal rate at the time that the group would potentially replay
the round. The most important factor on the replay rate is to ensure that the customers all know that ANY
pre-booked rounds will be subjected to the full rate of the tee time. Essentially, the replay rate is not
authorized in advance, but utilized to accommodate customers and fill in blank times on the tee sheet after
they finish the initial round.
Gift Certificates
All Touchstone facilities will offer gift certificates or gift cards as optional purchases for their facilities.
Gift cards or certificates should also be available on the courses website for purchase. Each course is
encourages to create gift certificate “packages” that include multiple items as discounted prices, such as a
Fathers Day promotion that would include golf, cart fees, range balls, lunch, and a logo golf ball.
These certificates need to have a numerical system that matches the POS. Any certificates that are
complimentary (such as donated for rounds of golf), will not be numbered the same as the certificates that
are sold in the golf shop or F&B area.
Hole-in-One
Touchstone golf encourages each individual course to promote the special occasion of a hole in one as
much as possible. The courses will have specific directions, but should make every effort to provide the

person that gets the hole in one with all the accolades that they deserve. The following is an example of
hole-in one procedures:
HOLE-IN-ONE PROCEDURES
First, congratulate the customer.
1. Get pertinent information from the customer:
A. Name
B. Address, phone #, etc.
C. Date
D. Hole #
E. Tees Played
F. Distance (from scorecard)
G. Club used
H. Witnesses
2. Call the aforementioned information into the local newspapers.
3. Notify the customer to look for their name in the paper
4. Fill out any contest or certification forms and send to appropriate address.
5. Check with Head Golf Professional in order for any special gifts.
6. Ask the customer if they would like to order a special hole-in-one trophy.
If yes, order through the appropriate catalog.
Cart Rental Agreement

All courses must have each driver of a golf cart on the course to sign the waiver assuming responsibility for
any and all damages due to operator negligence. The tournament contract has the golf cart liability in it.
Some courses may have the waiver on the POS system. If not utilizing the Touchstone waiver, ensure that
the wording of the document that you are using matches that of Touchstones. The following is the
Touchstone Waiver:

GOLF CART RENTAL AGREEMENT Day: _________ Date:_________________
 No more than two persons and golf bags may be allowed on this cart at any time.
 Children under 16 years of age and those without a valid driver’s license are not permitted the use
of a cart at any time.
 Maintain a firm grip on the steering wheel at all times. Drive carefully. Do not spin wheels.
 Parking brake should be set before leaving cart.
 The course reserves the right to refuse the use of this cart to any person not following these and
other posted rules without refunding fee.
I HEREBY AGREE TO PAY FOR ANY DAMAGES THAT ARE SUSTAINED TO THE ABOVE GOLF
CART WHILE IN MY POSSESSION AND ASSUME ALL RISK OF OPERATING THE CART. I
REPRESENT THAT I AM FAMILIAR WITH THE OPERATION AND USE OF SAID GOLF CART,
THAT I CAN OPERATE AND CONTROL SAME, AND WILL FOLLOW ALL CART OPERATION
RULES. I PROMISE AND FURTHER AGREE TO INDEMNIFY AND HOLD LESSOR, ITS
ASSIGNEE AND THE GOLF COURSE FREE AND HARMLESS FROM ANY DAMAGE OR CLAIMS
OF ANY NATURE WHATSOEVER THAT MAY ARISE FROM OR THROUGH THE USE OF SAID
CART.
THIS IS A RELEASE. PLEASE READ BEFORE SIGNING.

1. ____________________ ____________________ _____________ ________ ________________
Customer Signature Print Name Tee Time Cart # Phone Number
2. ____________________ ____________________ _____________ ________ ________________
3. ____________________ ____________________ _____________ ________ ________________
4. ____________________ ____________________ _____________ ________ ________________
5. ____________________ ____________________ _____________ ________ ________________
6. ____________________ ____________________ _____________ ________ ________________
7. ____________________ ____________________ _____________ ________ ________________
8. ____________________ ____________________ _____________ ________ ________________
9. ____________________ ____________________ _____________ ________ ________________
10. ____________________ ____________________ _____________ ________ ________________

11. ____________________ ____________________ _____________ ________ ________________
PAGE: _____________
Complementary Play
Touchstone golf encourages the employees to enjoy the benefits of their labor. One of the best ways is to
allow employees to play at their home facility. All employees must be aware that they are ambassadors of
the course when they are playing, and must act accordingly. The following guidelines establish the
employee play policy:
Monday-Friday and Weekends/Holidays After 1pm on a space available basis.
If your course has a 3rd nine or is in a seasonal climate some additional Complimentary Play privileges
may be available at the discretion of the manager
Employees
 Current Co-workers
(Does not include friends or family)
Volunteers
 Player Assistants
(Does not include friends or family)
Industry (Must pay for cart, call at least one day in advance and show current card)
 PGA Professionals
 Golf Course Superintendents
Donations (e.g. Free Golf for Charitable Events)

 Issued by the General Manager or designee, must be during off peak times and require a paid golf
cart. Not valid on weekends or holidays before 1pm.
Management (7 Day a Week, anytime)

 General Manager
 Superintendent
 Touchstone Executives (VP and above)
Golf Cart Program

Golf cars are used by almost all regulation facilities in the United States. They have provided a major
financial source for the golf industry and have impacted the habits of golfers more than any other
equipment. Architects plan courses to expedite the proper use of the golf car. Older courses are remodeled
to benefit players who wish to ride. Storage facilities and paved paths have become a necessity at almost
all facilities.
Its popularity stems from considerations which include:

1. Golf Cars make it possible for the physically-handicapped golf to play the game.
2. The game can be more enjoyable for golfers when they ride.
3. New golfers, particularly seniors, are readily attracted to the course.
4. Golf cars can extend the playing life of golfers.
5. Golfers cope more easily with inclement or hot weather when they are riding
6. Golf Cars typically speed up play.

Income produced by the golf car is very significant to budgetary needs. In full-service facilities, income
from car rentals and other use ranks second only to green fees or dues. Without the golf car, many courses
would have to raise green fees and dues, or close down and the number of privately-owned daily fee
courses would decrease. Golf car income subsidizes play for the confirmed walking golfer.
Cart Safety
The safety of our guests and employees is a top priority at all Touchstone Golf facilities. All employees
must be trained on the proper inspection and usage of all golf carts, beverage carts, and general turf utility
vehicles that would be potentially shared between departments on special occasions (such as transport of
material for large events and/or supplemental beverage cart, etc.). All drivers of golf carts must have a
valid drivers license. It is important address the safety of the carts at staff meetings as well. As a general
rule, the following should be followed:
i. Number of people per cart – The total maximum number of people in a golf cart should be two.
Both the driver and the passenger should be in the seat of the cart. There should NEVER be
another person riding on the back of the cart, nor should a third person be in the middle. This rule
applies to employees as well. Both occupants should be seated before driving, and must remain
seated the entire time that cart is in motion.
ii. Number of bags per cart – The minimum number of bags should equal to the number of golfers
per cart. The maximum number of bags will be two per cart. The straps of the carts are not
designed to hold more than one bag per strap…based on the bag resting on the rear of the cart, not
being held by the strap alone.
iii. Authorized Golf Car Users – Only people that are authorized and have a valid drivers license may
operate the golf cart. These will include staff members and customers that have read and signed
the cart waiver form.
iv. Designated Areas of Operation – A thorough explanation needs to be made to the customer of
where the carts are allowed, and hazardous areas pointed out as dangerous to keep out.
v. Parking Brake – Facilities that have a golf cart fleet that is equipped with the parking brakes need
to ensure that the staff and customers are aware to push the brake in every time they leave the cart.
vi. Cart Keys – Keys should not be left in the golf cart when not in operation.
vii. Driving Tips – Safety tips should be explained to all drivers, these tips will include topics such as
driving straight when going up and down hills (not turning), driving slowly around corners, etc.
Cart Maintenance
Maintenance of the golf carts can be handled in house or through a maintenance contract, by the dealer’s
mechanics on a per hour, as needed basis. If feasible, the facility should hire a mechanic for the golf carts,
typically one full-time mechanic for every 80 carts.
The bottom line is that the maintenance program keeps the carts looking good so they rent more and
functional so they last longer and yield higher trade-in values. Longer lasting carts with lower operating
costs equals more profit.
A functional, safe storage facility is a must to protect the golf cart investment. This will typically be
scoped out by the architect, professional builder, or, in some cases, manufacturers may offer assistance in
design services for new construction or remodeling.
There are four major design considerations when inspecting your cart storage area:
a. Space – The general guideline is about 7 0 to 75 square feet per cart, slightly mnore for electric
carts to provide room for the charging equipment. Also, electric carts will require a dedicated
transformer and supply line. The parking layout should allow a first-in, first-out one directional

flow of carts. This layout is easiest for getting carts in and out of the facility and supports the cart
rotation sequence.
b. Ventilation – both gas and electric carts produce gases that are a safety concern. The ventilation
system in the storage building should be capable of replacing the air at least five times and hour.
The necessary system and its placement should be determined by experienced mechanical
engineers specializing in heating, ventilating, and air-conditioning systems.
c. Location – the facility should be close to the golf shop and first tee. The golf facilities
maintenance area should be within the storage facility.
d. Safety – The contractor and insurance agent should help with the design and build specifications
required by local codes and insurance company. Some of the key focus areas will be on fire alarms
and fire-fighting equipment, proper electrical wiring, and the storage and handling of gasoline.
Another essential element of safety is staff training. Staff should have the right tools and the
wearing of protective devices such as gloves, goggles, etc.
Keys to Successful Maintenance Programs

1. Hire qualified maintenance supervisors and mechanics. These personnel are trained and
experienced in golf cart maintenance.
2. Maintain and on-going training program for the maintenance personnel. Many manufacturer offer
field and factory based in-service training programs for golf facilities.
3. Provide the right tools, space, and equipment.
4. Maintain an up-to-date library of owner’s parts and service manuals.
5. The manufacturer provides schedules for daily, weekly, monthly, and annual or seasonal
maintenance tasks. Follow these schedules at a minimum.
6. Keep a master repair record for each cart. Indicated all work-performed by whom and what date
and parts and labor requirements. This will help in tracking expenses for budgetary purposes.
7. Include the mechanic or fleet supervisor in meetings. Encourage them to voice their opinions.
Driving Range
The driving range is another important revenue source for most facilities. In some upscale and private
facilities, it can be an additional amenity. In either case, the range should be considered an important part
of the operation and consistently maintained and organized as such.
Range Ball Quality

Each facility should plan on ordering new range balls each year, with supplemental re-orders throughout
the year, depending on amount of usage and outside factors such as balls getting lost in trees or water
features. The facility should set a rule with (3) separate balls in various conditions of new, acceptable, and
un-acceptable. These balls should be placed where the outside service staff can see when they are cleaning
the range balls. They can separate the old balls out so the facility is providing quality golf balls at all
times.
Range Setup
In order the properly accommodate customers, the range hours should be posted where it is conspicuous to
patrons. A much as possible, the hours should be consistent. The range should have a rotation (if grass)
from front to back so customers are not hitting off the divots from the previous days. The superintendent,
along with the GM will comprise a maintenance schedule to maintain a quality hitting area at all times.
Depending on the scale of the facility, the hitting stations will have all available amenities (bag stands,
towels, club cleaners, etc.). The range should be set up for the first tee times to be able to hit balls if they
so desire.
Membership or Tournament Requests

Most Touchstone facilities will have a designated sales person that is adroit at selling memberships and/or
tournaments. However, as a front line of offensive tactics, each course should have all golf shop and
supervisors trained and skilled at relaying the benefits of said memberships or tournaments. Each facility
should have a packet of information available for any inquiries. In the case of the sales person being
unavailable, and the staff receives the inquiry, they will take ownership of the inquiry, and explain the
benefits of the course to the best of their ability. The staff should also, at a minimum, get as much
information from the potential client as possible. This information would include contact name and phone
number, date and size of the event, and any other factors that they can acquire. At that point, the person
that has requested the information should be given an explanation of the process that will be involved.
Each course should have a general price breakdown of memberships and tournaments that they can share
with the customer. Once the information has been exchanged, it is imperative that the sales person receives
this information immediately and can act accordingly.
Pace of Play
Touchstone Golf is committed to providing our customers with the best possible experience on the golf
course. One of the most frequent complaints from golfers is regarding the slow pace of play. Each course
will set their own pace standards, dependent upon tee time intervals, layout, difficulty, etc. Each course
will also solicit a staff of starters/player assistants to control pace. The following is an example of a pace
of play policy that may be used, along with pace tips for the starters. Pace control sheets are available on
the Touchstone golf website:
Standard Playing Time

Because of the increased demand for playing time and for the playing enjoyment of all golfers, the
management team is committed to minimizing slow play. Falconhead Golf Club can easily be played
within FOUR HOURS AND 15 MINUTES, with the turn made from the front to the back nine within
TWO HOURS. This is the maximum playing-time standard that will be applied.
Pace of Play Policy

If a group fails to make the turn in two hours and has created a gap in play, they will be (1) asked to skip
hole #10 to make up time or (2) asked to leave the course after the front nine. Any group not maintaining
the pace of play standard may be asked to skip a hole and close the gap at any point on the course. This
policy applies to everyone including men, women, youth, seniors, and leagues. Monitor your group's pace-
of-play. Check your watch frequently. USGA playing time averages are 9 minutes for a Par 3, 14 minutes
for a Par 4, and 17 minutes for a Par 5. Please inform your guests of this policy.
Proper Tee Usage

To maintain the established pace of play and contribute to a more enjoyable round of golf, it is
strongly suggested that you adhere to the following tee usage based on a golfer's USGA. index:
USGA Index Tee
Men 0-4 Black
Men 5-12 Gold
Men 13 – 18 Blue
Women 0-21 / Men 18 - 21 White
Any golfer 22 & up Red
Playing Through is Strictly Prohibited
One of the key ingredients in the improved elapsed playing time has been the restriction against allowing
groups of any size to play through. The objective is to have every group meet the standard playing time.
Playing through delays the group being played through and exacerbates slow play.

Golfers will be expected to exercise the following self-corrections in expediting play:
 Arrange the match in the locker room, golf shop or practice tee, not after you get on the first tee.
 Wear a watch or carry one in your bag.
 A four-player group is the standard and the maximum.
 Play ready golf! Don't stand on formalities such as who has honors on the tee, who's away, etc.
Whether you are on the green, tee or in the fairway, putt or hit on a "who's ready basis." Of course,
exercise caution. Do not endanger other players.
 Inform guests of our policies and explain "ready golf" rules before teeing off.
 Always be ready to hit your ball. Plan your next shot as you are approaching it.
 Maintain an aggressive pace between shots.
 Tee off promptly at each hole without undue conversation.
 As a player finishes putting out, go directly to the next tee without waiting for all players to putt
out. The last player then replaces the flagstick their self.
 Carry a spare ball in your pocket in case you need to hit a provisional.
 Do not deliberate unduly over putts!
 Do not spend too much time searching for lost balls; five minutes is the maximum time allowed.
However, the pace of play policy is still enforced regardless of how many golf balls you lose!
 If your group agrees, play the "leaf rule," drop a ball without penalty.
 Every golfer must play their own set of clubs.
 One slow player in a group is not a reason for slow play, use peer pressure to get your friends to
play faster.
The 10th tee is reserved for you 2 hours from the time you tee off from the first hole. Feel free to purchase
refreshments from the food cart and then MOVE ON! Golfers are not permitted to sit down and eat
between nines; doing so will back up the entire golf course.
Merchandise
The following are guidelines for ordering merchandise:

 Obtain all pertinent information for each order.
 Write down all pertinent information on a purchase order to include golf course name, our
account #, vendor name, vendor phone #, sales representative name, date ordered, expected
delivery date, received date, quantity, description, unit price, total(s), freight and initials.
 Call company and place order. Be sure to ask for expected delivery date, cost, and customer
service representative name.
 File the purchase order according to item type and expected month of delivery in the Purchase
Order binder.

Every Tuesday check the Purchase Orders files for purchase orders due in but not yet received.
Call company to find out revised expected delivery date.
Receiving
When receiving merchandise from the delivery driver, ensure two things:
1) That the merchandise was ordered. This can be checked against the purchase order.
2) That the boxes are not damaged. If the boxes are damaged, open them in the presence of the
delivery driver. If the merchandise is damaged, refuse the shipment.
When the merchandise is received, check the contents of the box against the packing slip. If items are
missing please note on packing slip.
Compare the packing slip to the corresponding purchase order to determine if the received goods are as
ordered. If okay, paper clip the two documents and place in the packing slip file.
Compare the invoice to the corresponding packing slip and purchase order to determine if all invoiced
items are present. If okay, staple the three documents and place in pro shop invoices file.
Item________Pricing_________________________________________
Clothes Multiply cost by 1.9 then round to $value ending w/ 5 or 9
Shoes Multiply cost by 1.35 then round to $value ending w/ 5 or 9
Gloves Multiply cost by 1.4 then round to closest dollar amount 5 or 9
Golf Balls Multiply cost by 1.4 then round to closest dollar amount 5 or 9
Golf Clubs Multiply cost by 1.38 then round to $value ending w/ 5 or 9
Caps Multiply cost by 1.9 then round to closest dollar amount 5
or 9
Accessories Multiply cost by 1.9 then round to closet dollar amount 5 or 9
* These formulas do not apply in the pricing of close-out items.
* The “cost” includes all cresting charges and freight
Special Orders
1. Complete first section of Special Order form (if you do not have one, create a simple form that has all
pertinent information for items and contact information) with customer including all
specifications(size, lie, loft, etc.) and special instructions.
2. Call vendor and complete the entire second section of the Special Order form and the Cost and
Shipping Cost portions of the third section.
3. Fill out a P.O. and place it in the appropriate folder.
4. Complete the third section of the Special Order form. Assign the product a SKU if it is an existing
product that we have in stock (see Inventory Report) or create a new SKU if it is a product that is not
on the Inventory Report (see Steps to Create a New SKU Number).
5. Establish a Retail Price by adding the cost and shipping cost together. Multiply this total by the
appropriate markup (see page 2 of Steps to Create a New SKU Number). Keep in mind that you must
put the retail amount in and give member discount when ringing customer up.
6. When product arrives, complete section four by receiving merchandise properly and contacting the
customer by phone.
7. Ring customer up by referring to section three of the Special Order form and place receipt in Brian’s
in-basket.
Merchandise
The following are general guidelines for displaying merchandise. Keep in mind that the key is to
continually change displays to give the shop a “fresh” appearance for the patrons.

1) Create separate areas for men’s and women’s merchandise.
2) Departmentalize the merchandise whenever possible.
Men’s
 Apparel, shirts, slacks, shorts, sweaters, etc. should be in the men’s area
 Shoes and socks should be in the shoe area
 Clubs and bags should be in the hard goods area
Women’s
 Always coordinate outfits, multiple if possible
 Keep displays organized by vendor
3) Look for multiple sales through combination displays

 Special coordinated sale tables
 Club, bag, umbrella, and head cover displays
 Shoes & Sock displays
 Shirt, slacks, and sweater displays, etc.
4) Soft Goods:
 Sweaters should be folded, stacked, and arranged S to XXL, top to bottom
 Slacks and shorts folded neatly or hung, by style, S to L sizes, from left to right
 Shirts on a circular rack should be hung left to right, by color, and within the color groups, S to
XXL, from left to right
 Shirts on waterfalls or straight arms should be hung front to back, by color, and within the color
groups, S to XXL, from front to back
5) Hard Goods
 Golf bags should be displayed in rows so that the BGC logo is visible. Coordinate coloring as best
as possible
 Irons should be displayed on wooden club racks, SW to 2-iron, front to back, or in golf bags on the
shop floor
 Woods should be displayed neatly, by vendor, in golf bags
 Putters should be arranged neatly, by style, in the putting area
6) Miscellaneous
 Shoes should be stacked by style, S to L, from top to bottom
 Socks should be hung on wall by style
 Balls are displayed behind the counter and on floor displays, by type
 Gloves are displayed behind the counter and on floor displays, by size
 Miscellaneous items should be arranged neatly throughout the shop for displays
In general, keep the merchandise neat, clean, and attractive. Some keys to this are:
 Dusting all clubs, bags, displays racks, counter displays, glass shelves, mirrors, and furniture
displays. Must be accomplished at least weekly
 Daily vacuuming, weekly thorough vacuuming program
 Change displays at least bi-weekly to keep merchandise from becoming faded, by sunlight, or shop
worn.

 Take pride in displaying the merchandise well. A display is a silent salesperson. It is an extremely
effective sales technique when properly utilized.
 Utilize props as much as possible. Antique items, trunks, bags, plants, etc. can all enhance the
image of the golf shop.
Selling Merchandise
Use the soft sales approach in selling merchandise.
 Do not force merchandise on our members
 Win their confidence with a good attitude and strong customer relation skills (review GEODE)
 Establish loyalty by treating the customers with respect.
Know the products you are selling so you can point out their benefits to the members.
 Read the vendors brochures and catalogs
 Read industry periodicals, pay attention to ads
 Talk to fellow professionals about merchandise
 Test demo merchandise
Skilled salespeople are need satisfiers – understand the customers needs and try to satisfy them.
 People do not like to be sold, they like to buy
 Everyone likes to buy new things, they just need guidance
 Open the sale by spending some time with the customer. Establish a common ground for
discussion with questions about their family, or their golf game, etc.
 Do no open up with the phrase “may I help you”, try to ask open ended questions that cannot
be answered by yes or no.
 Close the sale in a non pressuring fashion, ask questions such as “would you like the white one
or the blue one?”, or “will this be cash or charge?”
 If we do not have a particular item that will satisfy their needs, always point out that we can
special order.
Finally, follow up on customer purchases:

 Are they satisfied with their purchase, if not, why?
 Ask them directly in the pro shop, if you see them.
 For larger purchases, send a thank you note…little gestures will go a long way.
Employee Purchase Procedures

Employees may purchase items in the golf shop at cost plus 15% and tax. All items MUST be paid for in
advance or at the time of receiving merchandise. No employee is allowed to take product without paying,
or setting up a charge account.
Rental Clubs/Demo Clubs

Issuing Demonstrator Clubs
The following is a guideline for demo clubs:
1. Discuss the customers need and expectations.

2. Help them determine their club specifications.
3. Help them pick the proper club to demonstrate.
Our advantage in selling hard goods over off course shops:
Knowledge
Service

Ability to Teach
Outdoor practice facility
Reputation
Take advantage of our strengths.
4. If the club is new (not a true demo club), you MUST have approval from the Head Golf Professional to
allow use. If approved, do the following:
A. Place masking tape on the club face.
B. Place masking tape on the sole plate
C. Place masking tape on the head near the face.
We want to maintain the value of the club as best as possible.
5. Get the Demonstration form from the appropriate binder. Fill out all appropriate information.
6. You must exchange a valid credit card for the use of the demo club.
7. When the club is returned:

A. Ask the customer about their experience with the club. See if they are interested in ordering the
club. If so, go to the special order book and order the club.
B. Sign the Demo club form for return of the club and return the credit card back to the customer.
C. Remove any masking tape (if not a demo).
D. Have the club cleaned.
E. Return the club to the shop floor.
Issuing Rental Clubs

The following are the guidelines for rental clubs:
1. Determine the club specifications:

A. Men’s or Womens
B. Right or Left Handed
C. Shaft Flex
D. Whether they want a premium rental set or regular.
2. Have the cart attendant, or retrieve the clubs from the bag room.
3. Ensure the cleanliness of the clubs
4. Review the rental club form with the customer. Ensure that the set is complete.
5. Have the customer sign for the rentals and give you a credit card to hold.
6. Have cart attendant take the clubs and place them on the customers cart.
7. Ask the customer is they also need necessity items such as:
A. Balls
B. Tees
C. Glove
D. Divot Tool
E. Ball Mark
When the customer returns:

1. Inspect the set of clubs. Ensure that it is complete.
2. Sign the return area of the form.
3. Give the customer their card back.
4. Try to get feedback on the customers opinion on the clubs. If they seem interested, you may ask them
if they would like information on purchasing a set.
5. Have the cart attendant clean and store clubs.
Instruction
General Overview:
Teaching, playing, and promoting the game of golf are our strongest assets as golf professionals. Of these
assets, the ability to teach, and teach well, is one of the most important for the future of golf. A good
teacher understands and applies a method of teaching, a GREAT teacher understands and applies many.
 Train yourself to use many methods in your instruction
 Work within your student’s abilities and limitations
 Spend time developing your skills as a teacher
 Be enthusiastic and encouraging regardless of a student’s abilities.
“We who dare to teach never cease to learn”
Policy:
While at an Touchstone facility, you are considered an independent contractor when giving lessons.
Lessons may not be given while on duty.
 You must demonstrate an ability to teach sound fundamentals
 Teaching is permitted on any day, however, you must not be “on the clock”.
 Try to be available for lessons and accessible to your students.
Making Appointments:
 Schedule all lessons in your individual PGA lesson book or similar planner.
 Keep this accessible so others can assist
 Only schedule lessons when time permits, if there are other pending responsibilities for the
club, that must pre-empt your lesson.
 Tell the students where to meet you.
Preparing for a Lesson:

 BE THERE!
 BE THERE ON TIME!
 BE THERE ON TIME AND BE PREPARED!
 Check for availability of area to be used during your lesson.
 Assist students in getting their clubs to the range.
 Make sure to have an adequate supply of equipment such as balls, tees, teaching aids, etc.
 Identify your student’s goals, limitations, etc.
 Use some form of tracking. A guideline such as the Lesson Profile Sheet.
During the Lesson

 Understand the complexities of the golf swing, yet be able to express its characteristics in
simplicities.
 Watch the student hit balls from each side and behind:
 Evaluate pre-swing first, in swing second
 Use the ball flight laws as your basis for instruction
 Use drills and teaching aids where appropriate
 DON’T OVER TEACH. One or two pre-swing and one in swing thought is sufficient for the
student to digest, per lesson.
 Provide as much positive feedback as possible.
After the Lesson:

 Review the lesson with the student, give and receive feedback.
 Schedule the next lesson.
 Collect fee, or work out payment options.
LESSON PROFILE SHEET

STUDENT NAME: DATE:
TELEPHONE #:
ADDRESS:
CITY: STATE: ZIP:
PRESENT HANDICAP: HOW LONG PLAYING:
FREQUENCY OF PLAY:
GOALS (LESSON, SERIES, LONG TERM):
NOTABLE PHYSICAL CONDITIONS?:
EVALUATION OF TECHNIQUE (GRIP, AIM, SET-UP, SWING CENTER, ARC LENGTH, ARC WIDTH,
DYNAMIC BALL FLIGHT, SWING PLANE, POSITION AT TOP, LEVERS, TIMING, IMPACT,
RELEASE, FINISH, RHYTHM, CONNECTION):
ERRORS TO CORRECT:
PLANS FOR IMPROVEMENT:

PRACTICE ASSIGNMENT (DRILLS):
STUDENT UNDERSTANDS ARRORS DETECTED AND METHODS TO CORRECT. STUDENT ALSO

REALIZES THAT THE ONLY WAY TO IMPROVE IS THROUGH PRACTICING THESE ASSIGNED
DRILLS DILIGENTLY.
NEXT LESSON: TIME:
ADDITIONAL NOTES:
Golf Shop Open & Close Checklist

Date:_____________ Opener:________________ Closer:____________
OPENING DUTIES √ CASH COUNT

Turn off alarm Open Close
Clock in Drawer 1 bills
Count out golf shop drawer Drawer 1 change
Count out remote cash drawers TOTAL
Brew coffee if F&B closed* Drawer 2 bills
Check tee sheet Drawer 2 change
Stage carts and/or direct staff on needs TOTAL
Confirm all carts are accounted for with staff Bank or Drawer 3 bills
Check tee sheet Bank or Drawer 3 change
Make sure all co-workers have name tags on TOTAL
Set up Coffee, Muffins, etc. for sale*
Count and set up golf clubs for sale CLUB COUNT
Prepare/date Comp. Play Sheet Open Close
Prepare/date Cart Liability Release Titleist Drivers
Check on range balls and direct staff Taylormade Drivers
Prepare/date Cart Liability Release Cobra Drivers
Open the doors for business Fairway Woods
Prepare for any special events or guests Odyssey Putters
Other:
CLOSING DUTIES √ Other:
Confirm departure time for F&B Staff Other:
Confirm departure time for Cart/Range staff Other:
Direct staff on picking and stocking range balls Other:
Make sure all co-workers have name tags on Other:
Sign off on Cart/Range staff Checklist of duties Other:
Direct any other staff on property Other:
Confirm Cart/Range Staff cart count (all secure) Other:

Collect weekly scorecard info
Collect Pace of Play info If limited play or use of facility
Count down remote drawer to bank
If due to inclement weather, darkness, lack of play, lack of
Count down Golf Shop drawer to bank
grill/bar guests. Send staff home and close the golf shop
Drop money in safe and/or Bar/Grill. If you have any questions consult your
File the Comp. Play Sheet (check for accuracy) supervisor.
Drop additional cash/checks in safe
Lock safe and leave cash drawer open
Count clubs and lock in storage Issues (e.g. safety, over-rings, etc…)
Straighten merchandise
Vacuum the carpet
Empty trash
Dust all fixtures and organize counter
Turn out all the lights
Clock Out
Secure alarm
Lock door, Lock parking lot gate if applicable
*Always have coffee for the first foursome!
Marketing/Groups
Importance of Marketing
Marketing is a broad topic that covers a range of aspects, including advertising, public relations, sales, and
promotions. People often confuse sales with marketing, when in fact the two are very different. The former
involves getting a product or service into the market, promoting it, influencing behavior, and encouraging
sales. Sales are the actual transaction of getting a product or service into the hands of your customers.
Strategies in marketing have changed enormously since Jay Conrad Levinson introduced the guerrilla
concept over 20 years ago. Tactics that were considered radical then are almost main stream now. With so
many messages bombarding the consumer in the marketplace today, it is now more difficult than ever to
get your product noticed, so it is extremely important to be creative.
Courses without a marketing mindset are at a disadvantage in today's economic conditions. Those who are
still centered around their products, rather than their customers, are doomed to fail.
Knowing what your clients' expectations are, exceeding them, and building a reputation based on that is the
key to success. Pay attention to your customers, and they will come back time and time again. Ignore them,
and they will disappear faster than you can spend your marketing budget to try to bring them back.
The following are six tips to marketing your facility in a today’s economy:
1. Focus on high-potential customers. Make sure to focus on building relationships with

ambitious customers. Once the economy starts to recover, there are many golfers with pent-up
demand that have not been able to play in a while.
2. Don’t assume a return to normal. The longer and deeper the recession, the more likely
consumers will adjust their attitudes and behaviors permanently. Their coping mechanisms may
become ingrained and define a new normal. The competitive golf marketplace will inherently
change, as courses adjust and/or close due to lack of funds. Consumers will be more scrutinizing
when considering your facility. Listen closely to your customers and revise your market
segmentation assumptions.
3. Assess your target customer’ trust in your brand. Confirm that your target customers still
trust you, but plan to add service support and hold their hand more firmly in the short term, even

if your service quality, measured objectively, has remained constant. Focus on your product and
ensure that the quality of the golf course remains consistent with minor improvements
throughout…this will place trust in your customers that they are getting a good product for their
money.
4. Stay focused on costs. Inspire your staff to go the extra mile to ensure that the facility is
remaining great, while not incurring additional labor costs. Analyze your marketing dollars to
ensure that your are getting valuable return on your investment. Utilize the free marketing by
sending out press releases for upcoming events, and utilizing e-mail blast marketing for the
customers that have provided their information.
5. Know your lead indicators. All sales staff and GM should review their specific indicator, macro
or micro, that predict demand for their golf course. Use common sense, if the tee sheet is not full
(especially on high demand times), or if the parking lot is less crowded during specific times of
the day, golfers are going elsewhere to play. Shop your competition to see what they are doing,
survey your customers to see what they want.
6. Develop scenarios. The length of the current recession is widely debated, and whether or not the
economic recovery will be gradual or dramatic is equally unknown. Plan your marketing strategy
with the ability to improve when necessary. While developing a strategy for the upcoming
weeks/month/year, always consider a back-up plan in case drastic changes are necessary.
Director of Sales Standards
Professional Sales Standards

 Make a minimum of 40 completed sales calls per week to maximize Membership, Group and
Lodging.
 Capture all prospect calls
 Return all calls within 24 hours
 Defined as outbound sales call on the phone, in person, or a meeting at the course (must speak with
prospect).
 Calls to be made on key initiatives established through business plan. May include some
combination of hotel and Convention and Visitor clients, and networking functions.
 5 prospect meetings per week
 Attend weekly Department Head Meeting
 Meet with GM once/week
 45-50 hours per week
 Fulfill all reporting and deadlines in a timely manner
 Use ACT or similar sales contact management system
Professional Selling Skill Standards (Training available from Achieve Global)

 Call opening standards
 Call probing standards
 Call closing standards
 Define prospect tours
Marketing Standards
 Develop and implement an annual marketing and sales plan
 Develop service standards including new member orientation
 Competitive market assessment (know competitive advantages)

 Track reasons for resignations / walk-a-ways (exit Interview)
 Develop Lead Generation Program
 Special events
 “Welcome Wagon” concept / New businesses
 Advertising (email/print/direct mail)
 Implement defined email collection process and form (include in all applications)
 Member Referral Program (to develop options/suggestions)
Member / Club / Community Relations Standards

 Attend / participate in key events & functions
 Monitor guests to identify members, referrals and prospects
 Attend an outside function 1 time per month (CVA, Hotel, etc…)
 Activate Brand in community / charity; tie in event
 New Member follow-up; thank you note & 30 day follow up
Training
 Pipeline 360 sales contact management training
 Professional Selling Skills (PSS) Training (Achieve Global)
 Club visit prospect guidelines
 Exit interview
 Lead generation; New Homeowner, New businesses, Member Referral Program
 New Member Orientation Guidelines / Follow-up; more integration, “welcome”
 Orientation guideline/checklist reviewed by Membership Director and signed by member
Measurement
 Weekly meeting with GM
 Sales Call Report
 Prospect Report
 Monthly Marketing & Sales Report:
 Financial Performance Report
 Member Referral Program
 Advertising and Promo Update
 Lead Generation Strategy Update
 Secrete Shopper (calls) – 1 time per quarter
Rewards
 Commission program
Tournaments
Tournaments, leagues, and outings can be significant revenue sources for many golf courses. If properly
promoted and managed, they can have a very favorable impact on the bottom line. They can be used to fill
slack periods in play and as a viable public relations tool. These activities can be a means to advertising
and promoting your facility. However, these extracurricular golf events can be at the expense of regular
green fees play. It is important to determine the primary purpose of your facility, and appropriately
prioritize regular (or member) play, tournaments, outings, and leagues and the subsequent benefits of each
to your facility.

Tournaments, leagues, and outings are enjoyable variations to the game of golf, but it should be
remembered that the key is planning. In addition to planning, the management should retain the majority
control over any events that take place at the golf facility. All rules and regulations should be written,
posted in plain view, and consistently enforced.
Outings are an excellent source of revenue as well as potential problems. The key to a successful outing is
planning. A well-organized outing is great for building goodwill in the community and promoting the golf
facility. Conversly, an unorganized outing will have the adverse affects and create a stigma on the facility
for all participants involved as well as their contacts.
Selecting the tee times on the facilities calendar that are best for hosting outings is a key factor when
deciding on hosting these events. Flexibility is good for customer service, but scheduling outings during
previously identified slack times can increase the rounds during that time and decrease confusion for the
outing participants. Being prepared with dates and times available at your facility will ensure the
following:
1. You are increasing the number of rounds in a slack period.
2. You have chosen dates which do not interfere with regular golf play.
3. The outing will fit into the schedule of events already established and will be less likely to conflict
with another event due to oversight.
4. You can have adequate staff to work on those dates.
5. You have adequate time to prepare for the event.
In the golf market today, many company events have specific desires for their events. When negotiating
the hosting of their event, keep three factors in mind:
1. Day – Day of the week.

2. Time – Time of day.
3. Price – What their budget is.
You always want the customer to feel like they have won the negotiation, so the key is to give them two of
the three items mentioned above. Here are things to consider with the three factors:
Day – If you have historical information on the golf course, see what your average tee
sheet/revenues are for each day of the week, per month, to get an idea of what your average
revenues are for the days of the week.
Time - Factor into your analysis your average green fees during the time of day, this will aid in
pricing structure for the outing.
Price – With the analysis above, and knowing what your competition is charging, you will have a
great handle on whether or not you can meet their price request.
With the aforementioned factors, you will be able to negotiate your way into having a successful outing
that meets your requirements and keeps the customers happy.
Contracts
All tournaments, leagues, and outings must have a signed contract with a deposit in advance. This is to
protect the golf course. The contract clearly states all of the obligations of both parties. In the contract it
lists the guarantee and payment structure for the golf course. Attached is a copy of the contract as well as a
credit card guarantee for other events:

GOLF EVENT
CONFIRMATION AGREEMENT
CONTACT INFORMATION
Event Chairperson: Today’s Date:
Company or Group Name:
Street Address:
City, State, Zip:
Phone: Alternate Phone:
Fax: E-mail:
Golf Course Contact:
Golf Shop: Fax:
GOLF EVENT INFORMATION

Golf Event Date:
Start Time/Format: Food:
Beverage:
Guest Count: players Price Per Guest: $

Guaranteed Guest count is due 10 days prior to event
Minimum Initial Deposit of
$ 500.00 with signed agreement due 30 days from date of contract
Pre-Payment due: With 7 days of the event

Final player count must be guaranteed 10 days in advance
Golf Package Includes: Green Fees, Golf Cart, Range Balls, Proximity Markers for
Closest to Pin and Longest Drive Contest, Registration Table, Personalized Cart Signs
and Scorecards, On Course Beverage Service, and PGA Professional Staff overseeing
your event’s success.
Thank you for choosing Golf Club to hold your event!
Pricing per player is $, plus tax, booked by .
Event Chairperson Initial: _____ Golf Course Contact Initial: __AC___

TERMS AND CONDITIONS
Reserving Your Golf Outing Date/Deposits and Pre Payments
Your Golf Outing Date will be reserved when we receive a signed copy of this Agreement and your Initial
Deposit. If we do not receive a signed copy of this Agreement with your Initial Deposit or Pre Payment by
the Due Dates your reservation may be cancelled without further notice and we will be relieved of all further
obligations for the Golf Outing. The Initial Deposit and Pre Payment are non-refundable and may be
paid by cash, credit card, corporate or cashier’s check. Your Pre Payment must be received 7 days prior to
the Golf Outing. Your Pre Payment is the amount equal to the Price per Guest times the Guaranteed
Guest count, plus estimated service charges and tax, less the Initial Deposit.
Food and Beverage / Course Arrangements

Our Food and Beverage department will provide you with catering services for your golf event. All menu
items, course arrangements and other details pertaining to this event must be received 30 days prior to the
event, or if booked less than 30 days prior to the event, within 72 hours of booking. A Banquet Event Order
(BEO) will be sent to you that will confirm food and beverage requirements and the agenda for your event.
You will promptly notify us if you want us to make any changes to the BEO. Menu pricing can be
guaranteed 90 days prior to the event. Menu selections must be confirmed with our Food and Beverage
Department. We reserve the right to change the location of meals, beverage set ups and award
ceremonies depending upon the Guaranteed Guest Count. All food and beverage prices are subject to
18% service charge and state tax if applicable.
All food and beverage consumed on site must be purchased from us, including bottled water, snacks and
donated items. We do not permit the service of alcoholic beverages to anyone who is under the age of 21,
or who we determine is intoxicated. Only our employees may prepare and serve food and beverages,
including alcohol.
Golf Participants
The final number of Guests that will participate in the Golf Outing (the “Guaranteed Guest Count”) is due 10
days prior to the Golf Outing Date. Copies of the pairing sheet and/or the number of golf club rental sets
you will require are due 3 days prior to your event. We will try and accommodate up to a 10% increase
above the Guaranteed Guest Count on the Golf Outing Date. We reserve the right to change format of
your tournament if you change the Guaranteed Guest Count. We require a minimum of 60 participants to
reserve the golf course for a shotgun or modified shotgun format. In a shotgun format 2 groups will be
placed on each tee to provide for member or public play.
Guarantee/Final Payment
You are obligated for payment of guaranteed charges and additional services and products you purchase.
All outstanding balances must be settled on the Golf Outing Date. Payment for final charges are due when
presented to you and will be based on the greater of the Guaranteed Guest Count or actual number of
participants, and may also include service charges, breakage, other services or merchandise purchased on
the Golf Outing Date, cash bar and applicable taxes. Any balance due must be paid within 7 days of the
event.
Proper Conduct/Indemnity
You are responsible for the proper conduct and attire of all participants, use and care of the golf course,
clubhouse facilities, equipment and golf carts. You are also responsible for any injuries to people, or
damage to property, equipment and golf carts caused by the participants of your event. You agree to
promptly pay for all injuries to people and damage to property upon presentation of the charges. You agree
to indemnify, defend and hold us harmless from all damages and injuries caused by participants of your
event, except to the extent caused by the negligence or willful misconduct of our employees or agents. We
reserve the right to remove anyone from our property who engages in disruptive, violent, profane,
intoxicated or abusive behavior. You may ask the golf course representative about insurance programs for
your event that are offered by independent service providers.

Inclement Weather
Frost, rain, lightning, fog or other inclement weather may cause delay to the start of your event. If playing
conditions requires cancellation of the event by us, the event will be rescheduled at the first available date
that is mutually convenient. If we determine that a “rain-out” has occurred after the start of your event, our
General Manager based on the number of holes played will make an equitable adjustment.
Cancellations
If you cancel your event with less than 30 days prior notice you agree to pay a cancellation fee equal to
50% of the amount due under this Agreement, less any Initial Deposits or Pre Payments already received
by us. If you cancel your event with less than 10 days prior notice you agree to pay a cancellation fee
equal to 100% of the amount due under this Agreement, less any Initial Deposits and Pre Payments
already received by us. Cancellation fees are due and owing on the day you cancel your event.
General Rules and Conditions

Please communicate the following rules and conditions to your participants:
 Only two riders and two bags per golf cart. All participants must observe the safety rules printed in
the cart, and must drive prudently as course conditions allow.
 Each participant must have a set of clubs and may rent clubs from the Golf Shop.
 Participants are asked to keep up with group in front of them.
 Participants are required to adhere to the Dress Code. Please ask the golf course representative
for a copy. We are a “soft spike” property.
 Children under the age of 7 are not allowed on the golf course at any time.
The terms “you”, “your” and “yours” refer to: (1) your corporation, limited liability company or non-profit
organization if this agreement is executed by a representative of such organizations, or (2) the individual
chairperson of the event executing this Agreement on behalf of a group of individuals, social club or other
unincorporated organization. The terms “we”, “us” and “our” refer to GOLF CLUB. If you are signing
this Agreement on behalf of a corporation, limited liability company or non-profit organization you represent
t and warrant that you have the authority to execute and deliver this Agreement, and that this Agreement
constitutes the legally valid and binding obligation of your company or organization.
Thank you for choosing GOLF CLUB and we look forward to hosting your event.
Golf Club
By: Date:
“Golf Tournament”
By:_________________________ Date:______

Course Logo
EVENT PAYMENT GUARANTEE
CONTACT INFORMATION
Event Chairperson: Today’s Date:
Company or Group Name:
Fax: E-mail:
Golf Course Contact:
Fax: E-mail:
CREDIT CARD INFORMATION

Name on Card: Type of Card:
Card Number:
Expiration Date: Security Code:
I hereby guarantee all payments and charges as described in

our tournament and/or catering sales agreement for our event
today with __________________ with the credit card I have
provided. I understand that my credit card will be charged for
any fees, food and beverage or other services less deposits
and/or prepayment for the balance due at the end of the day.
Also that I may present a check for payment in place of this
credit card charge. If for any reason the check does not
“clear” the bank my credit card will be charged.
Signature
Date
Deposit
Full payment
Reservation Policy - Outings

Touchstone Golf provides each course with guidelines and contracts for outings. The contract clearly states
expectation for groups when reserving their outings. It is imperative that golf courses follow the contracts
and follow-up with groups to ensure that they intend on paying for the full amount of the players reserved.
Any change to the contracted amount must be made well enough in advance for the course to change the
tee sheet accordingly.
The following is a sample of how to block the tee sheet for outings. Each individual course will be able to
tailor the tee sheet depending on golf course layout, customer expectations, pricing structure, and tee time
intervals.
1:00PM Shotguns
We will book morning tee times on days that we have a 1:00pm shotgun. If the 1:00pm shotgun has 120
players or more, we shall not book any morning times after 8:00am. If the 1:00pm shotgun has less than
120 players, we shall, beginning after 8:00, sequentially “unblock” one tee time for each foursome less
than 120.
Ex: 92 players @ 1:00pm shotgun (120-92)/4 = 7

We would unblock 8:12, 8:20, 8:28, 8:36, 8:44, 8:52, 9:00, (9:08)*
* We could unblock an additional tee time if the 1:00pm outing has less than 100 players.
When booking these 8:00-9:12 (or later) tee times, we must emphasize to each group that we are hosting a
1:00pm shotgun and that the last group must be beyond the “final tee” of the 1:00pm shotgun. All
“affected golfers” and player assistants must be made fully aware of all time considerations.
The “final tee” is defined by the following formulas:
Ex: 92 players/4 players per foursome = 23 foursomes

23 foursomes * (2 starting holes/3 foursomes) = 15.34 (always round down)
= 15 starting holes
“final tee” = #15 tee
Split Tee Starts
For outings of between 40-80 golfers, we may start up to 20 golfers (5 tee times) on the #10 hole. We
must also “block off” a corresponding number of turn times (from #18 hole to #1 hole) at 2 hours and 15
minutes after each group’s (#10 hole) start. This procedure is not necessary for back nine groups playing
just nine holes.
9:00AM Shotguns
On days that we have a 9:00am shotgun of 120 players or more, we will not “book” any additional tee
times until 2:00pm. If the 9:00am shotgun has less than 120 players, we shall, beginning at 9:20/9:24,
“unblock” one tee time for each foursome less than 112*.
Ex. 92 players @ 9:00am shotgun

(112 players - 92 players)/4 players per tee time = 5 tee times
We would unblock 9:24, 9:32, 9:40, 9:48, 9:56
* We provide a “two group buffer” to facilitate a late shotgun start and also to better service our
individual tee times.
The same principles and formulas would apply for other morning shotguns starts.
AM Modified Shotguns

All AM modified shotguns of 60 players will be started on the back nine. AM modified shotguns of 80
players will be started on holes #7 through #18. To identify such groups, the tee screen will show the
appropriate number of tee times “booked” beginning at the time of the shotgun start.
Ex. 72 players @ 8:30am

72/4 = 18 foursomes
18 * 0:08 intervals = 144 minutes
The tee screen will show 18 times booked from 8:36am to 10:28am.
For AM modified shotguns of 60 players, we must “block off” all tee times earlier than 2 hours prior to the
start of the outing. We do this to avoid the problem of sending the shotgun players onto “already occupied
holes.” For AM modified shotguns of greater than 60 players, we must “block off” one tee time per
additional foursome in excess of 60 players. In this event, we would sequentially “block off” towards the
outing start time.
Ex. 80 players @ 9:00am

(80 players - 60 players)/4 players per tee time = 5 tee times in excess of 60 plyrs.
2:00 - (5 * 0:08) = 1:20 hours
We must “block off” all tee times earlier than 1:20hrs. prior to 9:00am.
PM Modified Shotguns
All PM modified shotguns of 60 players will be started on the front nine. To identify such groups, the tee
screen will show the appropriate number of tee times “booked” beginning at 2 hours and 15 minutes before
the start of the modified shotgun. PM modified shotguns of 80 players will be started on holes #1 through
#12. To identify larger (than 60 players) groups, the tee screen will show correspondingly additional tee
times booked earlier than 2 hours and 15 minutes prior to the shotgun start time.
Ex. 80 players @ 1:00pm start

80 players/4 players per tee time = 20 tee times
20 * 0:08 intervals = 2:40 hours
The tee screen will show 18 times booked from 10:20am to 1:00pm.
We may book “regular play” tee times beginning at 1:16 until the anticipated “turn time” (from #18 hole
to #1 hole) of the first outing group.
Ex. 80 players @ 1:00pm start First group to start on the 12th hole.
Anticipated turn time of first outing group 1:00pm + 1:50 hours = 2:50pm
Tee times available = From 1:20pm to 2:40pm
Ex. 60 players @ 1:00pm start First group to start on the 9th hole.
Anticipated turn time of first outing group 1:00pm + 2:15 hours = 3:15pm
Tee times available @ = From 1:20pm to 3:10pm
We must “block off” the same number of “turn times” (from #18 hole to #1 hole) as the number of tee
times for the outing group. We must “block off” tee times beginning at the anticipated “turn time” of the
first outing group...as calculated above.
Ex 80 players @ 1:00pm start First group to start on the 12th hole

Anticipated turn time of first outing group 2:50pm
Anticipated turn time of last outing group 2:50 + 4:30 hours = 5:20pm
Twilight tee times available @ = Beginning at 5:30pm
The golf courses are also encouraged to host other outings or specials to accommodate up to a double
shotgun, or split tee before or after scheduled outings. This is utilized to maximize the capacity and
potential revenues from correctly filling tee sheet.
Catering event contracts, deposits, full payments
Create Events (four per year)
Sales
a. Call Requirements
b. Pipeline 360
c. Reports
Email
a. Collection
b. Weekly Email
c. Monthly Newsletter
Press Releases
Use of Logos (course, Touchstone….)
Media (refer all reporters to President)
Media and advertising contracts
Facility Maintenance
Cleaning schedule (minimums)
Sample Checklist
Clubhouse Maintenance Checklist
Goal: Keep the entire facility clean and safe for our guests at all times.
Day: Date: Co-worker:

Opening Duties (In this order)
 Carts: Stage carts for today’s play and maintain throughout the day.
 Parking Lot: Pick up trash; sweep or use blower if needed
 Bar (Except Wed.): Remove mats and wash off if needed, sweep floor, mop, return mats
 Kitchen (Except Wed.): Remove mats and wash off if needed, sweep floor, mop, return mats
 Restrooms: Clean toilets, sinks; empty trash, sweep and mop floors; replenish supplies

 Restaurant: Vacuum floors and mats; empty trashcans inside and out and clean lids
 Carts: Always check to see if more need to be staged.
 Driving Range: Throughout the day assist with staging range tee and picking balls
 Front Clubhouse Door: Clean both sides for finger prints
 Exterior Paths: Pick up trash &/or sweep off; clean spike cleaning areas; clean ashtrays
 Restaurant Patio: Sweep up trash; organize tables; wipe off tables & chairs
 Plants: Check for water
 Restrooms: wipe off counters/toilets; check supplies, “compact” or empty trash if needed

Weekly Duties
Monday: Check tennis court trash cans, etc… More gardening if time!
 Tuesday: Clean all doors including golf shop; wash windows (alternate golf shop and clubhouse)
 Wednesday: 1st thing Blow the parking lot and all areas around the clubhouse
 Thursday: Gardening duties including weeding planters, trimming hedges, mowing
 Friday: 1st thing blow off patio again; check tennis court trash cans; get all Cobwebs down!

As Needed
Water plants in front of clubhouse (typically 3 times a week)
 Check restrooms & initial bathroom card with time of service

 Assist with carts staging and cleaning
 Clean any areas that may become dirty
 Clean framed photos and plaques in clubhouse
 Special Projects: painting, carpentry, etc…
 Elevate issues and opportunities to GM or Operations Mgr.
Feedback &/or Issues (supplies needed?)

Food and Beverage
The Standard Operating Procedures (SOP) represents the fundamental operating procedures for food and beverage.
They provide a framework for dialog between General Managers and Food and Beverage Mangers concerning
standards and expectations for the Food and Beverage department.
The SOP is structured to reflect the priorities of the Food and Beverage Manger, flowing from guest experience
through to operational excellence, co-worker satisfaction and administrative goals.
The SOP is written as a guide for the Food and Beverage Manger. As such, the level of detail in the SOP reflects
the level of detail with which Touchstone Golf expects its Managers to be familiar and competent. Each Food and
Beverage Manager will be held responsible to the requirements of their job and accountable for the necessary skills
required to implement all standard operating procedures at his/her property.
The SOP’s were developed to help define what is important in growing and managing our business. They were also
developed with the following specific goals in mind:
1. Consistently meet or exceed member and guest expectations.
2. Make your Golf Course a great place to work.
Meeting these goals will require effective leadership, which means the following:
1. Delivering regular and consistent communication.
2. Providing the tools and skills.
3. Working towards common goals.
Expanding on leadership, Touchstone Golf believes there are four keys:
1. Friendly. Always greet and speak with customers with a smile.

2. Integrity. Do what you say. Say what you do.
3. Respect. Treat others the way you want to be treated.
4. “Stretch”. Challenge your self and others to learn and improve.
5. Teamwork. Work together to improve performance of all.
F. I. R. S., T

FRONT OF THE HOUSE
1. Guest Experience
1. Food and beverage must be available in at least one outlet the entire time that the course is open
for play. General Manager approval is required to close all food and beverage outlets during the
golf course operating hours.
2. Each F&B eating area, inside and outside, is neat, clean, orderly, and free of trash.
3. All furniture and fixtures in each F&B eating area are in good condition, clean and neatly
arranged.
4. Table displays and condiments are in good condition, stocked, clean and neatly arranged.
5. There are no tripping hazards in any F&B area.
6. All equipment in view of members/guests, including those in food prep areas, are clean and well
maintained.
7. All signage is professional looking and in good condition.
8. Each co-worker will be in approved uniform and wearing a name tag.
9. All required F&B permits and licenses are current and posted in accordance with local ordinances.
2. Service Standards
1. The F&B Manager or a designated Manager on Duty is in the service area during peak periods.
2. All co-workers greet member/guests with a genuine smile within one minute of entering a service
area.
3. Appropriate sequence of service is established and followed at each outlet.
4. At every opportunity all co-workers will address every member/guest by surname and ask if they
can be of assistance.
5. All co-workers maintain a positive upbeat and energetic attitude when servicing members/guests.
6. All service staff (greeter, busser, server, and bartender) knows the hours of operation, menu,
pricing and can give directions.
7. All member/guests are given a receipt after every transaction.
8. All members/guests are thanked after every transaction.
9. Professional looking signage is in good condition and is used to direct member/guests to the
nearest food and beverage services if an outlet is closed.
10. Written opening and closing procedures are in place, posted and being followed for each outlet.
(Refer to sample Opening Checklist, Closing Checklist)
11. All phone calls to F&B outlets will be answered with a “smile”, within 3 rings, and by using the
co-worker’s first name (i.e. “Good Afternoon, Chabot Cafe, this is Mary, how may I help you?”).
12. There is at least one trashcan, in clean condition and working order, in each F&B eating area.
3. Alcoholic Beverage Service – Full Policy must be signed by all co-workers who serve Alcohol.
1. All co-workers will check identification of all members/guests that appear to be under the age of
35 before serving alcoholic beverages.
2. All single hard liquor drinks to contain a maximum of 1 1/2 oz of alcohol.
3. All transactions to be rung up at time of service.
4. Tabs can only be run when presented with a credit card.
5. Alcohol beverages will be served on a two- ply napkin or coaster.
6. Alcohol may never be served to anyone who appears to be intoxicated.
7. Co-workers can never drink while working. Limited off duty drinking privilege are controlled by
the golf course GM.
4. Café/ Snack Bar Standards

1. Café/Snack Bar menus will be reviewed and adjusted a minimum of once quarterly.

2. Café/Snack Bar menu boards (interior and exterior) must have GM approval prior to being
commissioned.
3. All Snack Bars must offer a 24oz and a 32oz fountain cup size.
4. All single serve chips must be a minimum of 1.25oz; 1oz bags are not acceptable.
5. All hot dogs must be an all meat 4x1.
6. Hot Dogs may be held in a steamer or on a roller grill for a maximum of 4 hours. Hot Dogs
CANNOT be saved and reused on the following day.
7. All hamburgers must be 1/3 lb. and be purchased as frozen patties.
8. All sandwiches must contain a minimum of 4 oz. of protein.
9. The Cafe will be attractively merchandised with prepared and packaged product and professionally
prepared point of sale material.
5. Menu Standards
1. All menu items (this includes café, snack bar, BBQ, wine, tournament and catering), have up to
date core cards and GM approval on pricing.
2. All posted menu pricing (this includes snack bar, grill/dining, tournament and catering) must be
tax exclusive.
3. Food entree prices should end in 9s or 5s
4. All bar pricing must be tax inclusive and end with a multiple of “.25”, “.50”, ”.75”, “.00”.
5. A minimum of one daily feature or chef’s creation is to be available in the Cafe.
6. All cash registers/POS are programmed using pre-set keys and no menu items are recorded using
open keys.
6. Liability Prevention
1. All front of house co-workers are in compliance with Slip Resistant Footwear.
2. All F&B Managers are in compliance with Slip Resistant Footwear.

BACK OF THE HOUSE
1. All exhaust hoods are cleaned a minimum of once every six months.
2. All fire systems are cleaned every six months or as designated by local ordinance.
3. F&B Manager knows which M.S.D.S. sheets are required and they are current, up to date, and in
one manual that is accessible to all co-workers.
4. The most recent Health Department Audit is available for review upon request.
5. A Pest Binder is in place, containing twelve months of consecutive pest elimination service
reports.
6. All co-workers who cook and/or prep food using knives or motorized equipment must be at least
18 years of age or meet minimum state age guidelines for this occupation.
7. All F&B related equipment must be maintained in satisfactory working condition and in a manner
that it can be safely operated or utilized by co-workers.
8. Wet Floor signs are available and in use whenever any portion of a floor is wet and/or slippery.
9. All Back of House co-workers are in compliance with Slip Resistant Footwear.
10. All CO2 cylinders are properly secured at all times, stored upright and securely chained to prevent
from falling.
8. Safety and Sanitation

1. Daily, Weekly, Monthly Cleaning Schedules are in place and consistently followed.
2. All utensils and equipment are cleaned and sanitized within four hours of use or immediately if
used between products.
3. Maintain superior food safety and sanitation procedures to assure that only high quality and
wholesome food products are served to members, guests and co-workers, as measured by the local
Health Department.
4. Ensure that proper hand washing procedures are in place; all hand washing sinks are functional,
have hot water and are fully stocked with antibacterial soap and single use paper towels.
5. Employee hand washing signs are posted at all sinks.
6. All walls, ceilings and shelves are kept clean at all times.
7. Sanitizer buckets are located in every food prep area and are monitored regularly to ensure that the
sanitizing solution level is correct.
8. Test strips are readily available to ensure that all chemicals are being used according to the
manufacturer’s specifications.
9. All dish machines are monitored daily to ensure that the chemical and sanitizing solution levels are
correct.
10. Trash is removed regularly during shifts and all trash is completely removed and trashcans are
washed at the end of each day.
11. The receiving/trash area is clean, neat, free of boxes, debris and garbage.
12. All dishwashing areas are clean and neat, sanitized and completely cleaned at the end of each day.
Water is changed according to the manufacturer and Ecolab’s recommendation.
13. Written opening and closing procedures are in place, posted and being followed for each outlet.
9. Product Control
1. Food preparation is managed through the use of a Daily Production Log.
2. All orders for food and beverage product are recorded on an Order Guide, include an appropriate
par, the current inventory and are kept in one binder.
3. The Food and Beverage Manager oversees all ordering and checks stock on a daily basis.
4. Only food items that will be used within 10-12 days should be ordered. (Understanding that items
such as spices, baking soda will have a longer turn time.)
5. Only beverage items that will be used within 15 days should be ordered. (Understanding that some
items such as liqueurs and cordials will have a longer turn time.)
6. All orders are to be checked for accuracy before signing the receipt of delivery.

7. Purchase product from approved vendors only. Check all deliveries immediately for temperature,
physical characteristics, packaging, and labels. All perishable products will be immediately put
into a refrigerated storage area.
8. All orders are immediately put away to ensure freshness and maintain controls.
9. All product is to be dated upon delivery and rotated using the FIFO method.
10. All product expiration labels are honored and product is stored and used in accordance with the
Shelf Life Guidelines.
11. All items are stored 6 inches above the floor and 6 inches away from the wall.
12. All meats and allergens (nuts, MSG) are stored on the bottom shelves, ready to eat foods on top
shelves.
13. “Back of the house” doors are to be kept locked at all times.
14. All “back of the house” trashcans are checked for product prior to leaving the building.
15. All storage rooms, liquor rooms and refrigerated storage areas are kept locked and all keys are
tracked and logged on a Key Log.
16. All storage rooms, liquor rooms and refrigerated storage areas are organized, clean and free of
trash and/or debris.
17. Pars are established for all bars; liquor is issued only by requisition; empty for full exchange; stock
is rotated and stored properly.
18. All chemicals and cleaning solutions are correctly labeled and properly stored away from all
consumable products.
19. Waste and spoilage is recorded daily on a Waste Log and regularly reviewed for opportunities.
20. An F&B Core Inventory Program will be utilized to control costs and manage inventory.
21. Core Cards are used for all food preparation. Core Cards are combined in one manual, kept in the
food preparation area, updated quarterly and whenever there is a menu change.
22. All inventory counts are to be conducted with two people, at the end of business on the last day of
the month OR prior to opening for business on the first day of the month.
23. Ensure that food storage and holding temperatures conform to Serv Safe® standards. Clubs must
track temperatures daily using a Daily Temperature Log. Daily Temperature Logs are kept in
one binder for a minimum of 45 days.
24. Refrigerated units are below 40º.
25. Freezer units are at 0º to -10º.
26. All cold food is held and maintained below 40º.
27. All hot food is held and maintained above 140º.
28. All previously cooked and/or chilled product is reheated to 165º for a minimum of 15 seconds to
kill bacteria.
29. All previously cooked and/or prepared food is cooled to 40º or less in no more than 4 hours after
cooking/holding.
30. All prepared and/or cooked foods are used or discarded after 72 hours.
31. All cooked and/or prepared foods are properly labeled and dated with the date/time and initials.
32. All product is stored in containers designed to protect food from physical hazards.
33. All refrigerators contain working thermometers.
34. All frozen product is thawed using approved techniques. No product is ever thawed at room
temperature.
10. Compliance
1. All food vendors used must be approved by the GM.
2. All Alcohol purchased must be though a licensed distributor;
11. COMMUNICATION
1. All email received must be opened and responded to within 36 hours of receipt.
2. Club voice mail must be checked continuously throughout the day when in the office.
3. All calls and voice mail received during regular business hours must be returned on the same
business day.
4. Calls received after hours must be returned the next business day.
5. Distribution of materials requested from potential clients must be completed within one business
day.

CONVENIENCE CART/BBQ
1. All convenience cart attendants must wear approved protective headgear.
2. All convenience carts must have a canopy top and lexan windshield in good condition.
3. Convenience carts and BBQ’s will comply with proper food safety and sanitation requirements to
ensure proper storage, handling and holding of all food products.
4. Convenience cart attendants will be provided with and are required to carry a two-way radio.
Personal cell phones are NOT permitted.
5. All convenience cart and BBQ attendants will check ID on all members/guests that appear to be
under the age of 30.
6. Alcohol may never be served to anyone who appears to be intoxicated.
7. Co-workers can never drink while working. Limited off duty drinking privilege are controlled by
the golf course GM.

1. At all times when the convenience cart is not in operation, signage is in the golf shop alerting
members/guests and offering food and beverage alternatives.
2. The convenience cart attendant will provide service twice per nine.
3. Convenience cart attendant will always thank the member/guest and let them know when they can
expect to see them again (i.e. “I’ll see you again at the 8 th tee, Mr. Smith”).
4. Convenience Cart attendant will assure the appearance and cleanliness of the cart, refresh ice in
the coolers, and offer to replenish beverages, snacks and cigars each time they encounter a
member/guest.
5. Convenience cart attendant will follow all golf etiquette rules, including:
a) Following an opposite rotation from the direction of play.
b) Completely stopping the cart when players are hitting or about to swing.
c) Never driving the cart on tees or greens.
d) Assisting players with questions about the course.
e) Servicing players quickly and efficiently to maintain speed of play.
f) No personal cell phones are permitted.
6. Convenience cart attendants will be provided and are required to carry:
a) Pen.
b) Calculator.
c) Credit card/Member Charge Slips.
d) Fanny Pack for cash.
13. Product Control

1. A Convenience Cart Inventory Control Form is used to control inventory and establish pars.
2. Convenience carts must be cleaned and sanitized on a daily basis.
14. Menu Standards

1. All convenience carts are required to carry the following minimum product selections:
a) Bottled Water
b) Coca Cola or Pepsi
c) Diet Coke or Diet Pepsi
d) Sprite or 7up
e) Nestea or other Iced Tea
f) Gatorade (minimum 2 flavors)
g) Juice/Lemonade
h) Frito Lay Chips (minimum 3 flavors)
i) Candy (minimum 3 flavors)
j) Other Snacks: Crackers, Cookies, Nuts (minimum 2 other snacks)
k) Fresh Fruit (one variety)
l) Cigars (minimum 2 varieties where permitted)
2. All convenience cart pricing will be consistent with the club pricing, inclusive of sale tax and will
be rounded to the nearest $.25.
3. When serving hard alcohol, only mini bottles are to be used, free pouring from open bottles is
prohibited.
4. GM approves all convenience cart and BBQ pricing.

ADMINISTRATIVE
15. Policies and Procedures
1. All courses and clubs comply with the 50% Co-Worker Meal Policy: Employees shall pay not
less than 50% on all food items and have the appropriate POS account set-up. The GM, F&B
Manager, and F&B employees during their shift may receive complimentary food.
2. All co-workers must comply with the Cash Handling Policy described in the Employee
Handbook.
3. Food and alcohol may only be served by club/course co-workers.
4. All cash-handling co-workers are trained on what constitutes food; soft beverage and vending cost
of sales and all items are properly recorded in the cash register/POS.
5. The Club policy is in effect limiting individuals and groups from bringing their own food products
onto the club/course property. If allowed to use own food, a Product Liability Waiver must be
signed by the member/guest or event organizer and approved by the General Manager.
6. All donated alcoholic beverages adhere to the policy set forth in ABC and TABC Guidelines.
7. If allowed to use donated alcoholic beverages, the state specific Addendum to the Catering
Confirmation Agreement permitting the use of donated alcoholic beverages has been signed by
the event organizer.
8. All co-workers who serve alcohol must be familiar with and abide by all local and state guidelines
related to responsible alcohol service. Including, but not limited to discontinuing service to
obviously intoxicated members/guests.
9. A Competitive Market Analysis (CMA) must be completed once a year for the snack bar and
dining/grill room prior to annual price review.
10. Completed Core Cards are in place for all items included on snack bar, bar, grill/dining room,
catering and tournament menus.
11. Inventory costs are updated monthly, prior to the physical inventory count to ensure an accurate
inventory.
12. Core Cards are reviewed monthly to assure appropriate pricing/product/portion.
13. All new products that are received within the month are added to the inventory prior to the
physical count.
14. Inventory levels must be maintained at the proper level:
a) Food Inventory is equal to or less than 15% of monthly food revenue.
b) Beverage Inventory is equal to or less than 25% of monthly beverage revenue.
(Seasonal exceptions are acceptable)
15. All product is to be counted to the smallest reasonable unit of measure and the unit of measure
must coincide with the price AND the physical count.
16. A shelf to paper inventory must be conducted a minimum of twice annually.
17. The convenience cart is in operation during peak periods.
18. The convenience cart is in operation for all tournament groups of 48 players or more.
19. A Convenience Cart Inventory Control Form must be verified by the F&B Manager, GM and/or
designated Manager on duty at the beginning of the shift when the cart is fully loaded, during the
shift if product is added, and at the end of the shift to determine the total items sold. Inventory
Control Forms will be retained for a period of 45 days.
20. F&B Manager or other qualified Manager will conduct a monthly audit of each convenience cart
attendant.
21. All convenience cart attendants must possess a valid driver’s license. A photocopy of the license
will be retained in the co-worker personnel file.
22. All convenience cart attendants must be of legal age to pour alcoholic beverages.
23. All BBQ attendants must be of legal age to prepare/cook food.
24. All BBQ attendants who serve alcohol must be of legal age to serve alcoholic beverages.

16. Purchasing
1. No contracts and/or agreements for food and/or beverage related services and/or products may be
signed without prior approval from the GM. All linen and uniform services must be through a
contracted national vendor or have an approved exemption.
2. All invoices must be correctly coded and submitted to the club accountant within 7 days of receipt
of delivery.
17. Communication
1. A separate F&B bulletin board will be available that contains specific information for F&B co-
workers (i.e. schedules, safety information, best practices).
2. The F&B Manager will schedule and attend the following F&B team meetings:
a) Monthly co-worker meeting
b) Monthly Safety Meeting (may be combined with monthly GM co-worker meeting)
c) Quarterly Service Workshop (may be combined with monthly meeting)
d) Weekly BEO Meeting
e) The F&B Manager will attend the Weekly GM Department Head Meeting
3. All F&B co-workers will attend a monthly safety meeting. Agenda, minutes and attendance will be
recorded and retained by the F&B Manager.
4. M.S.D.S sheets are reviewed a minimum of twice annually as part of a scheduled safety meeting.
5. Food safety and sanitation procedures are reviewed a minimum of twice annually as part of a
scheduled safety meeting.
6. All F&B co-workers will attend a quarterly meeting covering service standards. The agenda and
attendance must be recorded and retained by the F&B Director/Snack Bar Supervisor.
18. Labor
1. All co-workers scheduled to work more than 6 hours must receive and clock out for a 30-minute
break.
2. All co-workers will be given a 10 minuet rest break for each 4 hours worked
3. The F&B Manager will schedule and post all breaks to assure proper coverage during peak times.
4. There is no overtime scheduled.
5. The General Manager must approve all overtime in advance.
6. When more than one outlet is open for business, opening and closing times must reflect the
business demands.
7. Maximum of one co-worker is required for opening per outlet, no more than 30 minutes prior to
the scheduled opening time.
8. Maximum of one co-worker is required for opening the BBQ, no more than 60 minutes prior to the
scheduled opening time.
9. Maximum time allowed for a beverage cart set up before it goes out onto the course is 45 minutes.
Maximum time to break down the cart after the cart comes off the course is 30 minutes.
10. Maximum of one co-worker is required for opening a bar station, no more than 30 minutes prior to
the scheduled opening time.
11. Banquet service staffing will adhere to the following guidelines:
a) Plated meals – one server per 20-25 guests.
b) Buffet – one server per 35-40 guests.
c) Synchronized Service – one server per 8-10 guests.
d) No more than 75% of the approved staffing level should be on the clock prior to 30 minutes before
meal service for event and room set-up.
e) 100% of the approved staffing should be in place 30 minutes prior to meal service through the pre-
bussing of the event.
f) At a minimum, 50% of the approved staffing level should be scheduled to clock out immediately
following the pre-bussing of the event.
19. Serv Safe®

1. All F&B Managers and kitchen co-workers will be Serv Safe® Certified within 90 days of hire.
(Experior and locally approved programs are acceptable substitutes); Refer to the Serv Safe®
Certification Class Availability document for classes in your area.

2. Serv Safe® Certification must be renewed in accordance with local law.
3. Valid certificates must be posted when required by local law. In areas where posting is not
required all valid certificates are required to be on property at all times.

20. Alcohol Awareness Training
1. All F&B Managers are required to complete the Responsible Beverage Program or Learn to
Serve, or approved state mandated program within 30 days of hire.
2. All co-workers who serve alcohol are required to complete the Responsible Beverage Program
or Learn to Serve or approved state mandated program within 30 days of hire.
3. All F&B co-workers will attend a quarterly meeting covering alcohol responsibility and
intervention procedures. The agenda and attendance must be recorded and retained by the F&B
Manager.
4. All managers must be familiar with and abide by all state/local ordinances related to the sale and
service of alcohol at their club.

EVENT OPERATIONS
1. Thirst Aid/Member cooler Stations, convenience cart services, one or more specials or bundles
prepared and marketed specifically for the tournament participants AND a bounce back coupon are
required for all tournament groups of 48 or more that do not have hosted food and/or beverage
services pre-arranged.
2. All tournament groups will be contacted within one week of the F&B Department receiving the
contract.
3. A qualified manager must be present during and through completion of all events.
22. General & Administrative

1. All day of event charges are itemized on the approved Summary of Final Charges and presented to
the client by a qualified manager or event salesperson as soon as the last charges have been
recorded.
2. All event information, including, contract, correspondence, payment information, and the Final
Summary of Charges needs to be kept on file, in one event file.
3. All Mandatory Service Charges will be retained by the club and allocated back to the appropriate
account and staff.
4. All cash tips received during a catered event for cash bar sales or other services will be divided
evenly, by hours worked and distributed to the hourly banquet staff. Calculations will be made and
recorded using a Cash Tip Worksheet. All Cash Tip Worksheets are retained in the client event
folder.
5. Cash tips recorded on the Cash Tip Worksheet and all credit card tips must be paid through
payroll. Cash tips from events and/or credit cards may not be distributed directly to co-workers.
6. The person responsible (F&B Manager, DOC, GM…) will obtain the member/guest signature on
the approved Catering Confirmation Agreement and secure the appropriate non-refundable
deposit for all events.
7. A customer signed, final Banquet Event Order (BEO) for all events will be distributed to all
department heads no less than 10 days prior to the scheduled event.
8. Each club must have a Banquet Bar Inventory Control Sheet completed for every event that has
a hosted bar or a beverage package as part of their event.
9. No personal checks will be accepted for final payment. MasterCard, Visa, American Express,
Money Orders or Cashiers checks may be accepted for deposits and final payment.
10. The General Manager must approve corporate direct billing in advance.
11. All Catering and Tournament event prices must match the most recent product/price review
recommendation and be reviewed annually.
12. A Competitive Market Analysis (CMA) must be completed and reviewed prior to the annual
price review.

Volunteers/Player Assistants
Agreement
Playing Privileges
Job Descriptions
POSITION DESCRIPTION: General Manager
REPORTS TO: President or Regional Vice President
GENERAL RESPONSIBILITIES:
Responsible for managing all aspects of the club, including its activities and the
relationships between the club and its residents, guests, employees, city staff, and
community. Manages and directs the work of all department managers in a safe
professional manner. Develops and implement marketing strategy to grow revenue.
Monitors the budget, monitors the quality of the club product and services, and ensures
member and guest satisfaction.
DETAILED DUTIES:
A. Staffing and Golf Course Operation:
1. Oversee operation of the entire facility, including golf shop (tee sheet management and rate
compliance), sales/marketing, food and beverage, maintenance, carts/range and clubhouse
maintenance. Including the respective department heads.
2. Create a high performance team of co-workers while maintaining a positive, challenging, fun
work environment. Recruit, train, develop, and recognize, coach and council employees of
facility. Responsible for Co-worker satisfaction.
3. Ensure proper accounting procedures including cash handling. Deposits must be made daily.
4. Development and execution of budget and business plan including adjustments to optimize
results. Continually develop programs to increase revenue and grow member/guest loyalty.
5. Promote e-mail collection and send not less than three e-mails a month to e-database. Keep
website up to date with listing of upcoming events sponsored by the course.
6. Ensure Complimentary Play Policy is followed and the daily tracking form complete.
7. Direct activities at the facility to optimize profit while meeting market position (experience)
goals.
8. Effectively communicate with staff, ownership, vendors and management organization in a
timely manner. This includes voicemail and email.
9. Proper personal appearance. (name tag, uniform, neat etc.);
10. Administer employee evaluations & incentive programs.
11. Check course/weather conditions for playability and safety; minimum first aid CPR.
12. Oversee labor management in all departments by reviewing weekly schedules to ensure
appropriate staffing levels to obtain customer service standards and job efficiencies.
13. Tour facility with Superintendant on a weekly basis to know the current course conditions and
to become aware of any current or potential issues. Manage ongoing project list.
14. Conduct weekly Department Head meetings and individual meetings as needed to meet
business plan objectives and provide the appropriate communication/direction.
15. Address any safety issues immediately. Safety is our first priority – Implement Safety Policy.
Quarterly all Co-worker meetings will begin with a safety topic. Complete safety audit too
ensure all issues are addressed.

16. Meet with Director of Sales and/or Tournament Sales and Event Manager, and Operations
Manager, on a weekly basis to give direction of calls and gain additional knowledge of current
market.
17. Track and report any changes to the personal property inventory.
18. Know follow up on all position descriptions to be certain duties are being carried out. In the
event that a position is not filled or utilized at the facility, assign duties to self and others.
19. Promotes and follows all current and future company and course policies and rules.
B. Community Involvement:
1. Active involvement in community organizations.
2. Maintain working relationship with representatives from the ownership.
POSITION DESCRIPTION: GM CONTINUED…
3. Assist with development of programming to promote the game of golf to beginners (included
in annual calendar in business plan).
C. Golf Course Financial Management:

1. Utilize Point of Sale system and Manager Station; daily reports, weekly reports and monthly
reports; budget expense, utilization, rain check, and gift certificate reports; accounts payable
batches; time clocks, Microsoft, excel programs; e-mail; merchandise inventory and pricing.
2. Oversee payroll processing to ensure employees are accurately compensated.
3. Review processing of all invoices including coding, maintaining accuracy and sending to
accounting office. This also includes reviewing statements to prevent un-paid invoices.
4. Active involvement in annual budget and business plan process. This includes ongoing reviews
of each and to make changes/adjustments to optimize result and efficiencies.
5. Oversee inventory controls for both the Merchandise and Food and Beverage departments,
including maintaining appropriate levels according to sales projections.
REQUIRED SKILLS AND ABILITIES:

1. Must be an innovative thinker with the ability to adapt to a rapidly changing business environment.
2. Have an excellent work ethic.
3. Be able to motivate Co-workers.
4. Communicate high quality standards to Co-workers with a sense of urgency.
5. Must have good communication skills (written and oral).
6. Be certified by Serve Safe or other recognized food service class.
7. Be certified by local or national alcohol serving class.
8. Excellent organizational skills.
9. Identify core competencies in Co-workers.
EDUCATION/EXPIERENCE REQUIREMENTS:
· Two or four year college degree
· PGA or LPGA Certification a positive but not required

POSITION DESCRIPTION: Superintendent
REPORTS TO: General Manager
GENERAL RESPONSIBILITIES: Responsible for maintaining and managing all aspects of golf
course maintenance and construction. Maintain a safe, productive work environment and ensure
that market position standards are met and the golf course continually improves.
SPECIFIC RESPONSIBILITIES:
1. Create a high performance team of co-workers while maintaining a positive, SAFE, challenging,
enjoyable work environment. Recruit, train, develop, and recognize, coach and council employees
of facility. Responsible for Co-worker satisfaction.
2. Address any safety issues immediately. Safety is our first priority – Implement Safety Policy.
Conduct monthly safety meeting/training with maintenance staff and record attendance. Complete
safety audit too ensure all issues are addressed.
3. With the Operational Team, develop and proposes a yearly maintenance plan and budget for the
golf course. Implement the approved maintenance plan and adhere to the budget.
4. Responsible for tracking the maintenance expenses (payroll, supplies, fertilizers, chemical, etc.)
5. Per maintenance specifications, direct and supervises the maintenance of greens, fairways, tees,
sand traps, bodies of water, roughs, maintenance shop and grounds, cart maintenance, and
clubhouse maintenance.
6. Supervise and performs equipment repair and maintenance.
7. Track and report any changes to the personal property inventory.
8. Purchases’ supplies and materials within budgetary limitations.
9. Keep required records and makes proper reports.
10. Participate in weekly Department Head meetings.
11. Immediately advises General Manager of problems.
12. Supervise and performs irrigation scheduling and repairs.
13. Maintain security of golf course property and buildings.
14. Maintain course character and marking in conformity with the rules of golf and maintenance
standards.
15. Maintain good public relations with customers and the community.
16. Solve technical problems of the golf course maintenance.
17. Responsible for identifying, and implementing, approved capital improvements.
18. Play and understand the game of golf.
19. Maintain the golf course grounds in an environmentally sensitive way. Pick up trash.
20. Any changes to the design (e.g. Removal of sand bunkers, trees), require approval of President.
21. Promotes and follows all current and future company and course policies and rules.
REQUIRED SKILLS AND ABILITIES:
10. Must be an innovative thinker with the ability to adapt to a rapidly changing business environment.
11. Have an excellent work ethic.
12. Be able to motivate Co-workers.
13. Communicate high quality standards to Co-workers with a sense of urgency.
14. Must have good communication skills (written and oral).
15. Have a certified pesticide license.
16. Excellent organizational skills.
17. Identify core competencies in Co-workers.
EDUCATION/EXPIERENCE REQUIREMENTS:
1. Two or four year degree in agronomy, turf management or related field.
2. Two years as an Assistant Superintendent.
HEAD GOLF PROFESSIONAL – JOB DESCRIPTION

The Head Golf Professional reports to the General Manager and has full responsibility over the Golf Operations. The Head Golf
Professional’s responsibilities include, but are not limited to, the following:
 Spread hospitality and goodwill among all patrons of Falconhead Golf Club.
 Promote the game of golf at Falconhead Golf Club.
 Become thoroughly knowledgeable of all operational, accounting, and administrative procedures.
 Insure Touchstone goals and objectives are met and Touchstone standards are maintained at all times.
 Provide outstanding customer service by meeting the customer’s needs and best representing Touchstone.
 Administering programs to promote golf through private and group lessons, clinics, tournaments, and other special events.
 Market the facility and services in order to increase rounds and revenues.
 Supervise all aspects of the Golf Operations;

- Supervise the proper charging of all monies collected in the golf shop. Monitor all transaction and cash
handling procedures. Train the staff on correct register procedure and conduct “spot audits”
- See that all monies are collected, deposited daily, and recorded. Train staff in opening, interim, and closing
procedures in accordance to policy.
- Supervise, motivate, and train all Golf Operations employees (Assistants, Shop Assistants, Cart Staff,
Starters, and Player Assistants) in accordance to Touchstone policy.
- Conduct all aspects of tournament operations from start to finish to include: tournament promotion,
communication with outing coordinator, accurate and complete documentation of outing information,
promotion of catering services, confirmation, delegation of outing day execution and responsibilities,
payment, and results posting.
- Supervise the merchandising of the pro shop to include: ordering, entering, tagging, displaying, and auditing
of inventory. Devise overall buying plan, train, and oversee golf shop staff in merchandising of the pro
shop.
 Communicate all pertinent concerns to the General Manager. Write out a weekly “issue list” and present at the weekly
manager meeting. Conduct weekly staff meetings with Golf Shop staff and monthly meetings with all operational staff.
 Maximize the profitability of the facility through decisions that invest the least amount of dollars and provide the greatest
amount of income to the operation. Manage tee times and availability to maximize profits.
 Work with General Manager to develop annual operating budgets. Administer expenses and generate income to meet or
exceed the budget. Help develop annual business plan.
 Responsible for payroll in golf shop operations (Assistant Professionals, Pro Shop Assistants, Cart Staff, Starters, Rangers,
etc.). Manage payroll efficiently without hurting customer service.

 The Head Golf Professional will have the authority to employ and discharge the employees he feels necessary to operate
the golf operations profitably. Hiring and firing will require communication with the General Manager.
ASSISTANT PROFESSIONAL – JOB DESCRIPTION

The Assistant Golf Professional reports to the Head Golf Professional and General Manager and has responsibility over the Golf
Shop Operations. The Assistant Golf Professional’s responsibilities include, but are not limited to, the following:
 Spread goodwill and hospitality among all patrons – provide outstanding customer service.
 Devote time, attention, and energies to the performance of assistant golf professional duties for the Head Golf Professional.
 Serve as manager in absence of Head Golf Professional and General Manager. Become thoroughly knowledgeable of all
Touchstone operational, accounting, and administrative procedures.
 Promote golf activities and the game of golf for members, guests, and general public.
 Supervise, motivate, and train all pro shop, cart, starter, and player assistant personnel. Ensure that all golf operations are
executed according to policy. Assist the Head Golf Professional in the implementation, enforcement, and administration of
all operational policies and procedures to include, but not limited to: pro shop operations, outside service operations (cart
attendant responsibilities), starting and rangering procedures, customer service, telephone etiquette and maintenance,
employee scheduling, payroll maintenance, meetings, and any other managerial concerns.
 Oversee all outing and tournament coordination in conjunction with the tournament coordinator and the Head Golf
Professional. The responsibilities include: tournament promotion, communication with outing coordinator, accurate and
complete documentation of outing information, promotion of catering services, confirmation, deposit procurement,
delegation of pre-outing responsibilities, outing day execution of responsibilities, payment, results posting, and post-outing
correspondence.
 Communicate all pertinent concerns to the Head Golf Professional. Write out a weekly “issue list” and present it at the
weekly staff meeting. Attend weekly staff meeting and assist in coordination of monthly meeting with other operational
staff (Cart Staff, Starters, Rangers, etc.).
 Perform opening, interim, and closing procedures in accordance to policy.
 Answer the telephone politely and professionally during “interim” periods.
 Monitor all transaction and cash handling procedures. Train the staff on correct register procedure and conduct “spot
audits” as necessary.
 Assist in the merchandising of the pro shop product to include sales, ordering, entering, tagging, displaying, and auditing of
inventory.
 Maintain current and accurate handicap records.
 Provide golf instruction to all levels of ability to include running a junior program in the summer.
 Keep golf shop and work area neat and clean at all times. Keep golf shop supplies current (scorecards, pencils, tees, etc.)
and well stocked.

 Assist with return of merchandise and golf club repair.
 Become familiar with the Rules of Golf.
 Perform all duties asked of you.
PRO SHOP ASSISTANT – JOB DESCRIPTION

The Pro Shop Assistant reports to the Assistant Golf Professionals, Head Golf Professional, and General Manager and has
responsibility in overseeing the Golf Shop Operations. The Pro Shop Assistant’s responsibilities include, but are not limited to,
the following:
 Spread goodwill and hospitality among all patrons – provide outstanding customer service.
 Promote golf activities and the game of golf to members, guests, and general public.
 Assist the Head Golf Professional and Assistant Golf Professional in all golf shop operations in accordance to Touchstone
policies and procedures.
 Oversee golf shop and operations in the absence of General Manager, Head Golf Professional, and Assistant Golf
Professional. Become knowledgeable of all Touchstone operational policies and procedures.
 Communicate all pertinent concerns to the Head Golf Professional. Write out a weekly “issue list” and present it at the
weekly staff meeting. Attend weekly staff meetings and help coordinate monthly meetings with other operational staff.
 Follow opening, interim, and closing pro shop procedures in accordance to Touchstone policy.
 Collect all fees for green fees, golf carts, merchandise, and general golf shop sales.
 Maintain tee sheet in accurate and orderly manner and ensure proper tee time maintenance.
 Supervise, motivate, and train all cart, starter, and player assistant personnel. Ensure that all golf shop operations are
executed in accordance to Touchstone policies and procedures.
 Assist in pro shop merchandising to include receiving, tagging, displaying, selling, and auditing of pro shop inventory.
Assist with special order merchandise when necessary.
 Keep merchandise stocked, organized, neat, and clean.
 Have thorough knowledge of all products in the golf shop.
 Assist in tournament operations to include delegation of event day responsibilities, set-up, scoring, and procurement of
payment.

 Maintain a clean and presentable golf shop to include: daily dusting, vacuuming, and organization of merchandise.
 Understand and be aware of all golf shop promotions, marketing, and specials.
 Answer telephone in courteous and professional manner.
 Perform all duties asked of you.
Event Manager
Job Description/Responsibilities
Primary Responsibilities:
 Providing Excellent Service
 Communication
 Administrative and Accounting Functions
 Revenue Management
 Upselling
 Lead Generation
Job Duties:
Providing Excellent Service:
 Continually probe to understand the specific needs of each event.
 Meet with Chairperson before the event
 Check with Chairperson during and after the event to ensure satisfaction.
 Find ways to recognize and appreciate the tournament chairperson.
 Personally supervise the execution of every event or create a seamless hand-off to a qualified
replacement.
Communication:
 Continually set expectations with each tournament chairperson about the course policies and
procedures, most importantly regarding deposits, the final guaranteed number of players, and payment
in full as laid out in the contract.
 Set expectations for the flow of activity on the day of play and re-affirm all timetables.
 Provide detailed information to all department heads a minimum of one weeks in advance of each event
– (ideal is two week notice).

 Post the name of each Chairperson at the Pro Shop and F&B Point of Sales.
Administrative & Accounting Functions:

 Manage, file, and process all event contracts.
 Apply and record deposits in the POS system.
 Establish and consistently execute a procedural calendar for contact dates.
 Diligently complete an Event Checklist for every event.
 For any Peak Event, collect payment in full for the guaranteed number of players prior to the day of
play.
 Close tournaments as prescribe in the POS manual.
 Report any cancellations back to the General Manager and Director of Sales immediately.
Revenue Management:
 Vigilantly update the reservation system with changes to player counts.
 Continually evaluate if changes to starting formats are warranted based on declining player counts.
 On less than full field shotguns, look to insert open play to fill the course.
Upselling:
 Consistently seek opportunities to upsell the client on all tournament services including food &
beverage, merchandise, range, lessons, and hole-in-one insurance.
 On the day of play, consistently ask if the client would like to open a tab for incidental purchases.
Lead Generation:
 Establish and administer lead tracking system for incoming phone calls in the pro shop.
 Institute Monthly business card drawing at front counter.
 Continually forward all leads to the Director of Sales for timely follow-up.
 Use best practice sales tips to find new business (ask for referral, make sales calls during slow times,
prospect for new business on a constant basis.)
Reporting Requirements:
 Direct line to General Manager.
 Dotted-line responsibility to Director of Sales.
 Event Management Checklist and Files to be kept current and organized.
The Event Manager is a representative of Touchstone Golf and its Management. The positive image
projected by this key staff member is essential. A neat and professional appearance must be maintained at
all times, along with a caring and pleasing attitude that properly reflects the Touchstone Golf mission to
provide excellent customer service.
The job as presented here may change from time to time as situations warrant. Additional duties may be
required for this position at the direction of the General Manager will be utilized. This includes but not
limited to the modification and review of the Event Manager position within Touchstone Golf.
Food and Beverage Manager/Director
Bookkeeper

Outside Services
Opening/Closing Checklist
Golf Shop
Outside Services
Food and Beverage
MOD Checklist
Manager on Duty Checklist
Daily Responsibilities:
 Review of staffing levels as it relates to business

o Golf Shop
o Outside Service
o Food and Beverage Operations
o Marshals (first tee and on-course)
 Handle all emergency situations
o Employee Injuries
o Member/Guest Injuries
o Damaged Property
 Handle all voids
 Pace of Play Management
o Checking first tees and on-course for pace updates on regular basis
o Ensure all reports are in and we are at 4.5 hour pace
 Golf Shop/Food & Beverage
o Busy times…Be present
o Ensure proper procedures are followed
o Handle any guest service issue
 Be present for customer service issues
 Walk-Through in each area
 Audits in each area
 Closing / Shift Reconciliation
 Rental Club Management
o Nightly inventory and call backs
At shift change, these things need to all be relayed to the next MOD coming on.
Golf Course Maintenance

Frequencies
Workforce Planning Tool
Chemical, Fertilizer and Cultural Plan
Maintenance Quality Standards

The maintenance practices included below are intended to be a general summary for the
agronomic, horticultural, and recurring service practices of TOUCHSTONE’s golf course
maintenance operations.
The quality standards set forth below are intended to establish the general framework for an
agronomic plan along with defining the level of attention needed for the amenities at a high
quality public facility. In order to meet the expectations for course conditions it will take the full
commitment and dedication from the superintendent and maintenance staff. Problems involving
soil and water related issues that affect turf-grass quality will take vigilant monitoring and
immediate response to ensure that course conditions are not negatively affected.
TOUCHSTONE would implement the following approach at the golf course:
 The Superintendent will post a quarterly calendar displaying all activities that relate to turf
management, cultural practices and improvement. These would include aeration,
fertilization, herbicide applications, turf replacement and capital improvement projects.
This plan will be reviewed directly by TOUCHSTONE’s CEO and COO as well as GMS.
Once approved, the superintendent will execute the plan and make changes as weather
dictates.
 A monthly improvement plan will be developed by the superintendent and reviewed by

TOUCHSTONE’s CEO and GMS to assess if the golf course is meeting the plan or falling
short of established goals. The superintendent will be accountable for the timely execution
of this plan and any corrective actions.
 TOUCHSTONE will develop an environmental approach to golf course maintenance for

all Touchstone golf courses with an Integrated Pest Management program (IPM) as
discussed more fully herein.
Minimum Maintenance Standards
The goal of establishing Minimum Maintenance Standards for golf course maintenance is to
outline maintenance frequencies and standards that are appropriate for the Jerry S. Rawls golf
course. The Minimum Maintenance Standards take into account the changing needs of the golf
course based on course utilization, time of year, environmental and other factors.
Minimum Maintenance Standards create consistency and enhance the golfing experience. The goal
is to provide the guest with a great day of golf from the first tee to the eighteenth green. By
meeting or exceeding guest expectations with a consistently well maintained golf course and good
turf coverage we are providing the high quality value that the each guest deserves. A good
maintenance program begins with the organization of the maintenance facility and our staff. The
following summarizes our standards and approach in this area:
Maintenance Building Interior

· Building is secure with the use of dead bolts, pad locks on gates and storage areas. A
security system is suggested at each property.

· All flammable material must be kept in a flammable resistant cabinet.
· Proper storage of waste oils in secondary containment tubs is mandatory.
· The oil drums for waste and new oil need to be properly marked
· Provide adequate lighting, ventilation and heated work space in the shop.
· All parts to be stored and properly marked for inventory control.
· Shop should be organized and free of debris and clutter.
· Shop floor should be clean and free of objects that may be a risk of injury to the employee.
· All fire extinguishers annually checked and certified
· Eye wash kit, either portable or permanent, should be in all shop facilities.
· Drinking water, hot and cold water, and bathroom facilities are mandatory.
· Equipment to be parked in designated areas with well defined, passable walkways.
· Hand tools to be in good condition (shovels, rakes etc.) and to be organized and stored in a
hanging position on the wall.
Maintenance Building Exterior

· Equipment is to be secured and in working order. No keys left in ignition.
· Exterior of the building should be clean, painted and properly lighted.
· Wash pad area is clearly defined and used in accordance with local and other ordinances.
· AST/UST tanks are clearly marked and have a logging system, monitor system for UST’s,
permits and tank testing if need yearly. Meter readings MUST be taken to reconcile all gas/fuel
deliveries as well as the weekends by reading at the end of day Friday and the beginning of the
day Monday.
· Proper storage of top dressing material aggregates and mulch in a designated area away from
contamination. This may be storage bins, asphalt pads or a level area of ground.
· Area to be posted with "private property/no trespassing/no soliciting" signs.
· Designated employee parking.
· Garbage bin area to be neat and clean with adequate dumpster size based on season.
Pesticide, Fertilizer and Seed Storage

· Pesticide room is to be clean and organized. Powders stored above liquids.
· Spill response kit available in pesticide storage area.
· Exterior of room is properly marked in compliance with local pesticide laws and regulations.
· The pesticide room should have a secure lock and remained locked.
· Adequate lighting with proper covering over the lights.
· Adequate ventilation and proper temperature maintained per label recommendations.
· Shelving is plastic or galvanized steel for easy cleaning (no wood).
· A form of secondary containment is established for pesticides.
· List of emergency phone numbers posted inside the pesticide facility.
· Inventory of chemicals and material safety data sheets available in superintendent's office.
· All materials to be stored ONLY in original containers.
· Eyewash station near the pesticide facility and mixing station.
· Fertilizer and other granular products shall be neatly stacked, clean and organized.
Personnel & Organizational Management

 Implement task board with task times.
 Establish task times for each job.

 Fill out task board each for the following day before leaving
 Train and re-train co-workers to so that they can properly and safely execute tasks.
 Combine tasks for efficiency and reduce travel (scooter) time.
 Superintendent (supervisor) must arrive at least 30 minutes before the crew is scheduled to start
and leave after the crew has left for the day.
 Check in with the pro shop daily (each morning) to notify them of golf course conditions.
 Daily morning meetings (15 minutes)
 Weekly meetings with other department heads
 The Superintendent (supervisor) should spend 80% of his time on the course, especially first
thing in the morning when most of the work is happening. This is an opportunity to coach and
train.
Detailed Agronomic Plan
A detailed agronomic plan is beneficial for every golf course we manage. Working within the
budget parameters we maximize golf course conditioning by developing and executing a plan then
modify it periodically to respond to changes in conditions, budget constraints and other factors as
they arise.
Integrated Pest Management (IPM)
IPM goals are to grow and encourage healthy turfgrass and plants through proper cultural practices
and to reduce or limit the use of pesticides, fertilizer and water wherever possible. The first step in
establishing an effective IPM program at a golf course is developing a good understanding of the
property (soil types, water quality, weather conditions, turf types, major pest problems, etc.). Once
a golf course obtains this knowledge it can establish thresholds for acceptable conditions at the
course level.
Scouting and monitoring is one of the main tools in an IPM program and this requires a team
effort. The Golf Course Superintendent, Assistant Superintendent, Foreman and Co-workers share
the responsibility of checking greens, tees and fairways daily. During times when disease pressure
is high or stress conditions exist on a golf course there some areas (greens, tees, fairways, etc.) that
will be the first to show signs of disease or stress, we call them indicator areas. They indicate
conditions are present and a control practices (cultural, mechanical, chemical, etc.) needs to be
implemented to help prevent or stop turf loss. It may be that only certain areas will be treated
depending on the acceptable threshold level (turf condition) established. An example is Cutworms
a predominant insect pest to golf course greens. An IPM program includes watching bird activity,
inspecting greens for insect damage and checking for the presence of insects so that the time to
apply biological controls, (approved) insecticides or other mechanical means on the greens to
reduce the cutworm population is triggered.
In cases were fungicides are restricted keeping the turf health by good cultural practices and
proper nutrient levels will increase a turf's resistance to disease. If spraying fungicides is needed

only as a curative measure rather than preventative, when disease pressure is high and weather
modules show continual disease pressure, is part of a sound IPM program. It is important to use
past records, local weather forecast, on- site weather station, long-range weather modules,
moisture readings and common sense when forecasting. All chemical and fertilizer applications
are made by skilled, trained applicators.
The best disease or stress prevention is healthy turf on well-balanced soil. Strong IPM practices
need to be combined to get the best effect. Use soil and tissue analysis specifically to aid in
fertilizing requirements. The use of foliar feeding programs on greens limits excess amounts of
nutrients to the plant. Use of slow release fertilizer products on other parts of the course will help
reduce runoff and leaching potential. Establishing native buffer zones around water bodies and
drainage ways can help reduce nutrients and pesticides entering water bodies and move down
stream. Mechanically remove weeds throughout the course first, unless the weed populations in
turfgrass areas exceed a 5 % to 10% threshold chemically spot spray using 2 or 3 gallon hand held
sprayers when possible. Using the irrigation system to maintain a healthy turf condition that is not
too wet or too dry will help prevent stress and weed invasion. In addition, the Triploid Grass Carp
in the lakes will prove to be the natural alternative to herbicides. All of these practices play a part
in implementing a solid IPM program.
The Audubon Cooperative Sanctuary Program (ACSP)
The ACSP goes hand in hand with a good IPM program. The ACSP promotes ecologically sound
land management and the conservation of natural resources. It has recognized that golf courses
play a significant part in urban and rural areas as a habitat for wildlife and natural resources. The
ACSP provides an advisory information service to help conduct proactive environmental projects
and achieve positive recognition for the effort. It promotes golf, as it should be seen as a vital part
of the community and as an environmental steward for wildlife.
The ACSP looks for all levels of involvement from a member. In addition to the option of joining,
a golf course can alternatively just seek certification. Most golf courses are already engaged in
many of the practices that the ACSP looks for in a member. The ACSP shares many best practices
with its members and asks them to be open to expanding on opportunity at their facility to make it
more environmental friendly and promoting wildlife.
Touchstone Executives have led the ACSP programs at numerous facilities including Chambers
Bay an Audubon Silver Certified facility – one of only 21 golf courses in the U.S to achieve this
level of certification. Chambers Bay has the distinction of being the only golf course to have
achieved Silver Certified status prior to opening.
Golf Course Amenity Expectations

The look and feel of the interior and exterior décor, signage, people, uniforms, supplies and
amenities, will exceed the expectation of the guest for a public golf course. The purpose of this
initial list is to provide a starting point for the experience to be developed. Not all of the amenities
will be applicable at the Jerry S. Rawls golf course however each will be evaluated for
applicability and a recommendation will be formulated as part of the course-specific guidelines.
Parking Lot/Clubhouse-Arrival
 Flowers selected and arranged according to season

 Parking lot free of litter with no faded paint or large pot-holes
 Dumpsters out of sight or placed in an area that is not visible
 Branded flags and signage
 Bag drop area
 Club rack
 Toiletries in the restroom
Staff
 Uniforms (including name tags and winter wear)

 Professional, friendly and helpful at all times (“Above and Beyond” service)
 Staff will maintain a look consistent with a business environment
 Names of guests will be used when known
On the Course
 Branded flags and signage

 All amenities (rakes, ball washers, tee signs) in good repair, adequately placed
 Yardage marked sprinkler heads well maintained and accurate
 Yardage guides (if applicable)
 Replacement sand bottles on the 10th tee and possibly at “on-course” restrooms

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OPERATIONS

Touchstone Golf Operations Manual Page 1

Touchstone Golf Operations Manual Page 2

Touchstone Golf Operations Manual Page 3

Food and Beverage

Touchstone Golf Operations Manual Page 4

Golf Course Maintenance

Touchstone Golf Operations Manual Page 5

Accounting for Funds in Proper accounts

Touchstone Golf Operations Manual Page 7

Payroll and Time Keeping

Month-end Closing Procedure (and checklist)

The following are two checklists to be used for printing reports:

Monthly Fax Cover Sheet & Checklist

Golf Course: ___________________________ Month Ending: ________________________

Touchstone Golf Operations Manual Page 8

Monthly Financial Requirements

E-mail the following reports on the 1st day of every month:

Deposit Log - Please verify balances Alcohol Register

E-mail the following reports on the 1st day of every month:

GL Download (CSV file)

COS Worksheets (Merchandise/F&B) Food & Beverage Inventory Count Sheet

Monthly Sales Summary by Department Tax Report

Pro-Shop Inventory with Summary Page Inventory Variance Report

Gift Certificate Report Accounts Receivable Aging Report

Rain Check Report A/R Transactions Report

Golf Course: ___________________________ Month Ending: ________________________

Touchstone Golf Operations Manual Page 9

Monthly Financial Requirements

E-mail the following reports on the 1st day of every month:

DSR Report - Please verify balances Imprest Register

COS Worksheets (Merchandise/F&B) Food & Beverage Inventory Count Sheet

Fax the following reports on the 1st day of every month:

Monthly Z Summary - All Departments Pro-Shop Inventory with Summary Page

Monthly Consolidated Sales Report Inventory Adjustment Report

Touchstone Golf Operations Manual Page 10

3rd & 4th office Date: 4/1/2009

F&B Grille Room Date: 4/1/2009

Touchstone Golf Operations Manual Page 11

GOLF SHOP Date: 4/1/2009

Touchstone Golf Operations Manual Page 12

Course Maintenance Date: 4/1/2009

Golf Carts Date: 4/1/2009

Please follow the “Paid Out” procedures listed below:

2) Do not reimburse any employee business expenses through a Paid Out.

Touchstone Golf Operations Manual Page 13

GOLF COURSE NAME

Touchstone Golf Operations Manual Page 14

Large Size Markets (over 1 million vicinity population):

Lightning & Protection Systems

Touchstone Golf Operations Manual Page 15

Touchstone Golf: Touchstone Cash Audit Survey

Touchstone Golf Operations Manual Page 16

Day shop performed: [Monday] [Tuesday]

Survey Arrival Time

Survey Departure Time

Starting Sheet Audit

Golf Shop Cash Audit

Was Employee Hair

Golf Course: ___ Month Ending:

Golf Course: ___ Month Ending:

Time frame for improvement: immediate other (specify):