Job Description
Key Objective
Rinkven International Golf Club was established in 1981 and is highly regarded both in Belgium and abroad.
The Club’s Constitution states that members and visitors, should enjoy a first-class experience and the Course Manager’s key objective is to ensure the coursesare effectively managed and befitting of such an experience. By presenting the courses and associated facilities in first class condition, the Club’s reputation will be further enhanced.
Principal Accountabilities
Course Policy & Plan
The Course Manager will work with the General Manager to develop the course policy and plan for the future success of the Club.
The Course Policy and Plan will cover the North Course and South Course, the practice facilities and the turf nursery. All references in this document to “the course” relate to both courses and the practice facilities.
Course Presentation
1.Implement all aspects of the agreed course policy, course maintenance and development plans.
2.Ensure that the course is consistently managed to the highest standard,resulting in always being presented in first class condition. Attention to detail will be necessary in every aspect of the operation.
3.Ensure that the course is presented in a manner that provides a fair and enjoyable experience to varying standard sof golfers. Initiatives which may reduce slow play will be welcomed while maintaining the inherent challenge of the courses.
Equipment and Facilities
1.Ensure that all items of course plant and equipment are maintained to a high standard.Prepare a replacement and investment programme for machinery to be considered annually by the Management Committee.
2.Ensure that all aspects of the irrigation system are maintained to a high standard.
3.Ensure that the green sheds, starter’shuts,on course toilets,shelters and all other course furniture are maintained to a high standard of repair and are appropriately secured.
Administration & Legislation
1.Ensure that all aspects of administration relating to the management of the course and course team are efficiently managed.
2.To ensure that all appropriate legislation is complied with, e.g.,Health & Safety, Environmental andEmployment.
Financial
1.Prepare the annual budget for the course expenditure for review by the General Manager and subsequent approval by the Management Committee.
2.Report on actual expenditure, compared to budget, on a monthly basis.
3.Ensure that all items of expenditure relating to the course contribute to the appropriate level of quality at a competitive cost.
4.Ensure that all financial transactions are promptly and accurately recorded in accordance with Club procedures.
5.Manage an effective monthly stocktake process to account for all bulk materials and associated usage isrecorded.
Communication to Members
1.Ensure that there is clear and regular communication to members about the condition of the course and planned workprogrammes.This may be done in conjunction with the General Manager’s regular updates on Club activities and news.
2.Ensure that,where possible,social media platforms are utilised to communicate information to a wider audience and enhance the Club’s profile, i.e.,Course Manager Blogs, Twitter,Instagram.
Management and Organisation
Both North and South course are situated on land owned by Rinkven International Golf Club.
1.The Course Manager is employed by Rinkven International Golf Club and reports to the Club’s General Manager. The Course Manager will be a key member of the General Manager’s Operating Team.
2.The Course Manager will be responsible for ensuring that the appropriate number of skilled staff are employed to manage the courses in line with the agreed course policy and plan.Reference must be made to the approved staffing budget.
3.Manage Staff Performance, including the appraisal process and an analysis of training needs. The Club’s appraisal system will be used to maximise the performance of all staff and identify training and development needs. Support, guide, and provide adequate development opportunities for the course staff. Develop a working environment whereby staff feel empowered to make decisions and are also accountable for such decisions.
4.Provide an environment whereby learning is central to the future development of the team. Promote and champion Continuous Professional Development (CPD) for self and the course staff. Develop a management style that can be adapted to meet different staff behaviours, focusing on coaching, being a manager and being a leader.
5.The Course Manager, together with the General Manager, will work with the Joint Greens Committee, to identify key improvements which may be made to thecourse.
Other Relationships
1.Regular in dependent agronomy reviews of the course will be carried out by the club’s agronomist. The information provided will be used to monitor the quality and health of the playing surfaces and will be used when developing work programmes for the coming period.
2.The Club has a history of hosting PGA European Tour events and the incoming Course Manager will have to work closely with the respective Tour Agronomist ahead of any future Championship.
3.The course has a long heritage and while changes to the course design have been made over the years core elements of the design and character have and will always be retained. In this context, any significant changes will only be made following consultation with a recognised course architect and following approval by the Committee. The Committee will consult with the members on any such major changes.
4.The course is GEO certified.
