Facility Manager
Brookside Country Club, Canton, OH
Shortly after the First World War ended, Canton’s leaders were eager to promote commerce and industry in the community. They saw an important benefit in building a fine club attractive to business executives and professional people. An essential part of their goal was to create a superb golf course as part of the club. A distinguished few members took the lead in this effort and acquired three farms on which Brookside Country Club and its golf course now stand.
As luck would have it, Mr. Belden had befriended Donald Ross at yearly conventions of the brick industry in Pinehurst, North Carolina. He convinced his fellow members that Ross would design an outstanding course. Recognized then and today as a golf course architect second to none, Ross created at Brookside a beautiful, yet challenging course in 1922.
The course has changed through maturity and subtle innovations, but the original concept of Donald Ross has been maintained. This past year, Brookside was included in the country’s Top 100 golf courses by GOLF Magazine.
Today, Brookside Country Club continues its “Traditions, Mark of Excellence and Vision into the Future”. Updated facilities, varied programming and member’s sense of community form the basis of Brookside. Four hundred members enjoy golf, swimming, indoor and outdoor tennis and fitness center. An active social calendar includes events for members of all ages highlighted by junior sports programs, holiday spectaculars and the popular wine society. Members enjoy multiple dining venues which include; formal and informal dining, private dining, seasonal offering on the main patio, poolside café and camaraderie relaxing by the fire pits.
Facility Manager Duties and Responsibilities
-
Responsible for club maintenance for efficient and reliable operations.
-
Documented building systems. All building systems to include electrical; water and sewer; heating, ventilating, and air conditioning (HVAC); fire safety pull box and extinguisher locations; utility meters; labeled electrical panels; kitchen fire suppression systems; water and gas shut-offs; security systems; phone, data, and POS systems; and public address and music systems must be detailed in an easy-to-access, written form.
This information is critical in any sort of emergency and must be available to the manager-on-duty, as well as all department heads. The facility manager will use this compiled information to familiarize department heads on the locations and functions of various building systems in their areas of the operation.
-
Building, systems, and equipment reference material. For maintenance and repair purposes the facility manager must have an organized, easy-to-access library of material to include:
- Architectural and as-built drawings of all buildings that include floor plans, building mechanical, electrical, plumbing, and safety systems.
- Operation and maintenance (O&M) manuals for all systems and major pieces of equipment.
- Paint schedules for all buildings.
- Maintenance contracts for all contracted services such as elevator and HVAC servicing, waste removal, and cleaning of kitchen fire suppression systems.
-
Written standards, policies, and procedures (SPPs) for maintenance responsibilities. These will serve as the basis for consistent training and execution of all requirements.
-
A prioritized work order system to allow necessary maintenance, repair, and new work to be reported and tracked.
-
A detailed preventive maintenance program and schedule based on the requirements of system and equipment O&M guidance. An outreach program whereby the facility manager visits each club department head on a monthly basis to discuss needs and issues.
-
Monthly and annual benchmarks for departmental labor, work orders, preventive maintenance program, and utilities (electrical, gas, water). Heating and cooling utility consumption to be compared.
-
Formal inspections. Monthly for all departmental areas to identify maintenance and housekeeping needs. Annually for structures, building systems, and grounds. These should be documented with standardized inspection forms or checklists to ensure everything is covered.
-
Monthly maintenance updates with the general manager to review work plan and goals, budget, benchmarks, inspections, problems areas, and the overall maintenance efforts.
-
Administration of club and departmental assets. This includes setting up and maintaining the master asset list and assisting department heads in performing the annual asset inventory. Reporting inventory results to the general manager.
-
Establish a formal security plan for the club detailing exterior entrances; security systems and alarms; opening and closing procedures and responsibilities; key control plan and procedures; methods to inspect and test security systems and procedures on a monthly basis; and a plan to inspect all exterior lighting on a weekly basis.
-
Establish and maintain a master Material Safety Data Sheet (MSDS) binder for all hazardous chemicals in use in the various areas of the club. Assist each department head in setting up and maintaining a departmental binder of Material Safety Data Sheets.
-
Serve as the club’s Safety Officer, ensuring the development of a comprehensive club safety plan and that all requirements and functions of the plan are met.
-
Develop emergency plans and procedures for the club to include fire safety, fire emergency drills, emergency evacuation plan (specific for weekday, weekend and day and night emergencies), and fire and emergency training for employees.
While this list of expectations lays out a comprehensive summary of responsibilities, given the cost of the club’s physical plant and the need to keep it well-maintained and clean, it is extremely important that the facility manager has a complete understanding of the requirements of the position. Once these disciplines are firmly established, the maintenance, cleanliness, safety, and security of club’s facilities will become routine.
Qualifications/Requirements
- Minimum 3 years of industry experience
- Educational level
- Commitment to continuing (service) education?