1 Windmere Rd.
Unique Club/Facility Details
For over 100 years, Shannopin Country Club has served golfing and dining needs in the North Hills of Pittsburgh. Since its founding, Shannopin has evolved from a golf-centered focus to a club with activities geared toward the entire family, including a new fitness facility, racquet complex, champion-size swimming pool, junior golf and racquet programs, kids summer camp, expanded social events, and new dining options.
Located just 10 minutes north of Pittsburgh, Shannopin is centrally located between the airport, downtown, and Cranberry. Residing within the Ben Avon Heights community, Shannopin also boasts members from Sewickley, Pittsburgh, Ross Township, and Wexford. Our community continues to grow each year.
Shannopin Country Club is a private, member-owned, full-service, family-oriented club dedicated to providing Members with superior service, recreational amenities, and social community. A gathering spot for every occasion. In keeping with its tradition, the membership process is per the club’s bylaws.
Club is open
6
days per week,
11
months per year.
Age of Club: 105
Number of Members: 473
Average Age of Members: 49
Club Ownership: Member-Owned
Gross Dollar Volume: $3,800,000.00
Annual Dues Volume: $2,800,000.00
Annual Food Sales: $1,900,000.00
Annual Beverage Sales: $800,000.00
This club uses CMAA's General Manager/Chief Operating Officer Concept.
Other Athletic Facilities
Shannopin offers 4 Paddle tennis, 2 tennis, and 2 pickleball courts. Paddle Tennis is a very popular Fall and Winter sport here at Shannopin, largely due to the luxury heated courts and the new Racquets Lounge. Members enjoy competitive leagues, socials, and a beautiful, top-rated lounge with refreshments to enjoy all throughout the year. Tennis and Pickleball were recently introduced to the club in the Summer of 2022, and the courts are available for play. Members can reserve courts to play at their own leisure or sign up for competitive events and leagues organized by club members.
The General Manager of Shannopin Country Club (SCC) is responsible for three principal objectives:
- Ensure unparalleled member and guest experiences that makes SCC the best club in the Pittsburgh Area.
- Demonstrate leadership and personnel management that is consistent with the overall vision for SCC.
- Deliver continuous improvement in the financial performance of the Club, which is consistent with the objectives set by the Board of Directors.
Performance against these objectives will be set, measured, and quantified each year and will become the basis for the payment of the manager’s bonus. It will be the responsibility of this manager to push these objectives or relevant parts of these objectives down onto key senior staff as a way of setting expectations and measuring performance each year. Accountability must become the hallmark of every employee of Shannopin Country Club.
The General Manager reports directly to the President of the Board of Directors of Shannopin Country Club. This position is responsible for all day-to-day areas of the operations for the club.
Each of these principal objectives involves specific tasks and duties in order to achieve success:
Member and Guest Experience:
This objective relates specifically to the perception of members and guests regarding the quality of the golf, pool, or house services received at SCC. The individual tasks and duties involved in meeting this objective include the following:
- Delivering a level of quality and service in food and beverage operations that is consistent with the best restaurants in the area at a price where members and guests see real value in coming to SCC.
- Ensuring that the clubhouse, golf course, and pool operations are maintained at the highest possible level of cleanliness and appeal.
- Instructing employees on knowledge of the vision for SCC and the need for friendly, courteous, and timely service always.
- Recognizing that members see value in name recognition by club personnel and ensuring that employees are informed about the need to know and use those names.
Leadership and Management:
This objective relates specifically to the ability of this manager to get all employees of the club pulled in the same direction with regard the operation of the club. The individual tasks and duties involved in meeting this objective include the following:
Participating in the development and maintenance of a strategic plan for Shannopin Country Club that ultimately defines the Mission and Vision of the club in the future.
- Ensuring that all employees of the club understand that plan and the specific tasks and objectives they have to achieve the competitive advantage we seek.
- Defining specific goals and objectives for all key management positions and holding those managers accountable for achieving their assigned objectives and compensating them for meeting or exceeding those goals.
- Making sure the right people are in the right jobs and have the training and tools they need to be successful.
- Delivering management information to key managers that allows fact-based decision making on all staffing and purchase decisions.
Continuous Improvement in Financial Performance:
This objective relates specifically to ensuring the financial success of the club so that it can continue to thrive and grow in the future. The individual tasks and duties involved in meeting this objective include the following:
- Developing and maintaining a database of Golf Clubs in the area to ensure that SCC remains competitive from both an offerings and cost (value) perspective.
- Recommending actions regarding entry fees and dues that ensure that SCC achieves and maintains full membership.
- Preparing annual budgets and a list of actions that ensure the continuous improvement of the bottom-line financial performance of the club.
- Pricing internal events to ensure that there is a positive variable contribution to overheads and profit, and pricing all outside events to meet a minimum percentage contribution to overhead and profit.
- Growing outside event revenue and profit over time within the constraints of the Non-profit status of the club
- Ensuring effective controls of all billing, purchase, and payments.
- Developing capital spending plans that are consistent with the performance of the club and ensuring consistency with the Golf Course and House Master Plans
INITIAL PRIORITIES OF THE NEW GENERAL MANAGER
KEY INITIAL PRIORITIES
Listen to staff and members in order to develop a thorough understanding of the Club, its culture, and the overall Shannopin community. Understand before making changes, but at the same time be “patiently impatient” on improvement/enhancement implementation.
Develop, communicate, and gain Board support for a continuous improvement plan, complete with necessary goals, objectives, and measures that are realistic and achievable. The goal is to build a high-performance, accountability-driven, service-oriented team consistent throughout each operating department of SCC. Ultimately, SCC should be recognized as a “preferred employer” in the greater Pittsburgh employment market.
Get to know as many members as possible, as soon as possible, and work with the Membership Committee to further develop and refine a reasonable and consistent membership recruitment plan.
Be present and positively approachable where needed to develop strong member and staff trust and confidence.
After sixty days, prepare a ‘state of the club’ report that thoughtfully analyzes each key operational element of SCC, and offers clear recommendations for enhancement.
Ensure that the financial and business plans of the Club are reasonable, understood, and achievable, offering alternatives and reasoning if changes are recommended.
Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefits package, including CMAA membership.
