Cybergolfcdn.cybergolf.com/images/1675/2016-0330-OPPM.docx · Web viewOPERATING POLICY & PROCEDURES MANUAL. Our index of operating practices and standards. The purpose of this document

OPERATING POLICY & PROCEDURES

MANUALOur index of operating practices and standards

The purpose of this document is to provide the set of information to allow the CGC board, standing committees, and managers to effectively work together to accomplish the Strategic Goals of the golf club. The current version of the manual is located on the Board website.

3/31/2016

Table of Contents1. Management Commitment...............................................................................................................................................2

2. THE ORGANIZATION...........................................................................................................................................................3

2.1 Responsibilities and Duties......................................................................................................................................3

2.2 Organization Chart.......................................................................................................................................................9

2.3 Organization History.................................................................................................................................................10

3. INTERNAL POLICIES.........................................................................................................................................................12

3.1 Administration.......................................................................................................................................................... 12

3.2 Financial....................................................................................................................................................................... 13

3.3 Business Planning.................................................................................................................................................... 13

3.4 Communications.......................................................................................................................................................13

3.5 Continuous Improvement.....................................................................................................................................14

3.6 Customer Conduct....................................................................................................................................................14

3.7 Documentation..........................................................................................................................................................14

3.8 Human Resources....................................................................................................................................................15

3.9 Junior Golf Clinic........................................................................................................................................................15

3.10 Marketing....................................................................................................................................................................15

3.11 Membership Relations.........................................................................................................................................15

3.12 Personnel File Record Maintenance, Access and Retention.................................................................16

3.13 Procurement..............................................................................................................................................................18

3.14 Professional Services............................................................................................................................................. 18

3.15 Project Management...............................................................................................................................................19

3.16 Shareholder Recognition......................................................................................................................................19

4. APPENDIX.............................................................................................................................................................................. 20

4.1 Definitions..................................................................................................................................................................... 20

4.2 Information Ownership & Control......................................................................................................................21

4.3 Record Retention and Destruction Guidelines..............................................................................................27

4.4 Internal Procedures...................................................................................................................................................31

4.4.1 Prepare Strategic Plan......................................................................................................................................31

4.4.2 Prepare the Annual Budget...........................................................................................................................31

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OPERATING POLICY & PROCEDURES MANUAL

4.4.3 Indoctrinate New Board Members..............................................................................................................32

4.4.4 Prepares for the Monthly Board Meeting................................................................................................33

4.4.5 Human Resource Procedures............................................................................................................................33

1. Management CommitmentA foundation of leadership and consistency of purpose is necessary to successfully drive our new more disciplined way of doing business.

It is imperative that all club volunteer and employee leaders familiarize themselves with the content of the policies and procedures in the Operating Policies & Procedures Manual and adhere to them. This is our standard of performance against which club performance depends and will be measured.

Continuous improvement is important and suggested improvement opportunities are to be documented and forwarded to the planning committee for consideration.

Dale OwenCGC President11/10/2014

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2. THE ORGANIZATION

2.1 Responsibilities and Duties

2.1.1 Club President

RESPONSIBILITY PROCEDURE

Promotes the Mission and Goals of the club

Reviews and obtains an understanding of the Strategic Plan

Promotes the Mission and the Goals

Overseas the organization's direction, adherence to policies, compliance with budget, and maintenance of sound legal practices

Reviews and obtains an understanding of the club's policies and procedures and the club budget

Monitors and controls overall compliance Are the required status reports

prepared on a scheduled basis? Is the Project Status Report Summary

updated appropriately each month?

Conducts board meetings Follow procedure 4.4.4.

Appoints Committee Chairs 1. Identify the desired skills2. Make appointments based upon desired

skills

Communicates CGC status using the Charbonneau Villager, Shareholder newsletters and business websites as needed

Include information concerning the direction of the club

Other potential responsibilities See the Bylaws (Article 3) for additional information

May serve on a committee

2.1.2 Board of Directors


Updates the Bylaws as appropriate See the Bylaws for instructions

Maintains the Professional Services

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policies (3.14)

Approves changes to the Strategic Plan

Follow the following criteria: Are the Mission, Goals, list of Strategic

projects appropriate? Does this provide a good description of

the desired emphasis for the coming year and 5 years?

Approves the CGC Budget

Attend board meetings and make decisions concerning the direction of the club

Be prepared for upcoming board meetings by doing the following at minimum:o Review the status reports which are

located on the Board Website and provide relevant feedback to the authors, if appropriate

o Review the Project Status Report Summary and provide relevant feedback including issues and concerns to the project manager

During board meetings, make appropriate decisions and raise relevant issues:o Have requests for unbudgeted

resources been documented and justified using the standard Project Request form?

o Are projects appropriately managed and controlled?

Other potential responsibilities See the Bylaws (Article 3) for a description of the responsibilities of the Secretary and Treasurer

May serve as a committee chair May manage a project (3.15)

Other potential duties May serve on a committee

2.1.3 Committee Chairs


Initiates and manages projects as assigned

Follow the Project Management policies (3.15)

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Maintains the information for which your committee is the owner

See section # 4.2 for a description of ownership information and basic maintenance rules

Submits a monthly status report See policy # 3.4.1 Status Reports are completed each month by all managers and committee chairs

Ensure the report contains the status of the projects you manage

Specific committee duties

See the Bylaws for responsibilities

Planning Committee Develops the Strategic Plan Prepares the Project Status Report

Summary Updates the Operations Policy &

Procedures Manual Updates the Business Calendar Updates the Improvement Opportunity

Log Ensures Project Requests are

effectively used to justify the approval of funding for Discretionary Projects.

Indoctrinates new board members Conducts surveys Provides Quality Control of the

Board website Serves as owner of the following

documents:o Policies

Business Planning (3.3) Continuous Improvement (3.5) Project Management (3.15)

o Indoctrinate new board member’s procedure (4.4.3)

Finance Committee Prepares the following reports:

o Budget – see section 4.2 for a description

o Key Indicators Prepares or validates feasibility

studies that involve financial viability Serves as the owner of the following

policies:o Financial (3.2)

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RESPONSIBILITY PROCEDUREo Procurement (3.13)

Community & Shareholder Relations Committee

Provides communications to stakeholders as required

Provides Quality Control on the Shareholder website

Recognizes shareholders who have made extraordinary contributions to the community (3.16)

Serves as the owner of the following policieso Communications (3.4)o Documentation (3.7)o Doing Business with Club Members

(3.11.1)o Shareholder Recognition (3.16)

Human Resources Committee/Secretary Maintains the Personnel Policies

Manual Provides counsel to management and

the board regarding HR matters Ensures business is compliant with

state and federal employment statutes Takes minutes of the board meetings -

Secretary Organizes the annual shareholders

meeting - Secretary Serves as the owner of the following

policieso Human Resources (3.8)o Personnel File Record Maintenance

(3.12) Serves as owner of the Record Retention

and Destruction Guidelines (4.3) - Secretary

Serves as owner of the Human Resources Procedures (4.4.5)

Marketing Committee Prepares the Marketing Plan including

a description of the golf programs and associated advertising

Ensures the marketing policies are

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RESPONSIBILITY PROCEDUREfollowed

Provides Quality Control of the Public Website

Serves as owner of the welcome letter to new Charbonneau residents

Golf Committee combined with Green Committee

Serves as the owner of the following policies:o Customer Conduct (3.6)o Junior Golf (3.9)o Membership Refunds for

Disabled Members (3.11.2)o Golf – See the public websiteo Community related- see the

shareholder websiteo Customer related – see the

public website/play procedures Serves as the owner of the following

information:o CGC Signage and Scorecardo Description of club amenities –

see the public website Provides support to the following

entities:o Course work parties – Dave

Schallero Tee Box beautification – Rose

Mason

Business Development Committee Initiates and manages projects related

to business development (3.15)

2.1.4 Operations Manager


Manages the Operations staff

Initiates and manages projects as assigned

Adhere to the Project Management policy (3.15)

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Prepares the Budget See procedure 4.4.2

Maintains the information for which your group is the owner

See section # 4.2 for a description of ownership information and basic maintenance rules

Serves as owner of the Administration (3.1) policy

Serves as owner of the Budgeting Procedure (4.4.2)

Serves as the owner of the following websites: o Boardo Shareholdero Public

Serves as owner of the following brochures:o CGC brochureo Price List

Maintains the email database listings for use in business communications

Submits a monthly status report See policy # 3.4.1 Status Reports are completed each month by all managers and committee chairs:

Ensure the report contains the status of projects you manage

Other potential duties May serve as a committee member May manage a project (3.15) Assist with strategic planning (4.4.1)

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2.2 Organization Chart

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Board of Directors

CPA(KenIvey)

ExecutiveCommittee

Water Committee

Finance Committee

Community &SHRelations

Committee

BusinessDevelopmentCommittee

MarketingCommittee

PlanningCommittee

Human ResourcesCommittee

Golf Committee

Golf Pro

Operations Manager(ChrisBensel)

PresidentLegal(Remi Baptiste)

The WaterCompany

Superintendent

Bookkeeper

Office Staff WeddingCoordinator

Food & BeverageManager

Staff StaffStaff


2.3 Organization HistoryMuch of the following information was compiled from the book "Golfing in the Village of Charbonneau" by Ian MacMillan.

1973 The CGC opened with the Red course and a house trailer for the pro shop. The course was designed by Ted Robinson

1974 The restaurant building was completedThe pro shop moved to that building. It included locker rooms, golf club storage and a saunaBill Eggers was selected as the club professional and director of golf. Tim Myers was selected to assist Bill

1975 Maggi Green's sportswear shop was added to the pro shop premises1976 The Charbonneau Tennis Club was established with the playing area in a bubble1977 A nonprofit homeowners Association called the Charbonneau Country Club (CCC)

was formed by Willamette Factors to govern common property1979 The CCC building and the Charbonneau Village Center Commercial Building were

completedThe green course was completedThe Charbonneau invitational Golf Tournament started

1988 There was a lawsuit against the CGC board regarding the sale of the golf club 1989 Homeowners reject the attempted CCC purchase of the golf course 1990 The club was purchased by shareholders from Willamette Factor. 103 residents

pledged $5,000 each for equity ownership. The revenue during the first year of operation was $843,000 with a net income of $28,000Pete Pitzer was elected the first president of the CGCA

1991 Jerry D’Angelo was elected CGC president1992 The restaurant building was purchased by Gil Thomas who bought the restaurant

building and opened the Charbonneau on the Green RestaurantMary Rock was appointed to be the golf course superintendent

1993 Jack Rayborn was elected CGC president1995 John Helser was elected CGC president1996 The irrigation system was upgraded costing close to $1 million (panel, vaults, lines,

sprinkler, computer control and controllers)1997 Gerry Scovil was elected CGC president

Golf pro Bob McAllister left after 5 years of serviceA patio tent was purchased

2000 Bob Graham was elected CGC presidentDennis Gavin was hired as head Pro and General ManagerMillennium memberships were granted to non-Charbonneau residents

2006 Mike Murray was elected CGC president2007 Larry Eischen was elected CGC president

Chris Bensel replaced Dennis Gavin as club golf professional 2008 Ron Taylor was elected CGC president

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Charbonneau Water Company was established2009 Stephani White was elected CGC president2010 Pete Swan was elected CGC president

The Together We Can Do It (TWCDI) fundraising campaign was organized by Jim Oberg and raised over $210,000The club By-Laws were updated

2011 Dick Schultze was elected CGC president2012 Jim Gibbons was elected CGC president2013 The CGC board under the leadership of Jim Gibbons, created the Strategic Planning

committee with Bill Johnson as the chair. The purpose of the committee was to provide an improved direction for the clubA Strategic Plan was developed and approved by the boardA Tactical Plan was developed. Objective #1 of the Tactical Plan was to develop policies and procedures to allow more effective management of the CGC.Chris Bensel was selected to be the CGC Operations Manager

2014 Dale Owens was elected CGC president The Operating Policies and Procedures were developedAn attempted merger with the CCC did not materialize.An initiative was implemented that greatly reduced the goose population in the community

2015 Danny Vandecoevering was hired as the grounds superintendent replacing Mary Rock

2016 The pro shop is remodeled to accommodate food and beverage service. Tory Mobley is hired as the new Food & Beverage ManagerA proposal was approved by the board to sell the driving range

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3. INTERNAL POLICIES

The following are the set of policies to guide decisions by the CGC Leadership Team: The owner of the policies are listed in brackets (),

3.1 Administration (Operations Manager)

3.1.1 Charitable and Political Contributions The Club makes no political or charitable contributions.

3.1.2 Phone Answering Service Important messages are left at the Pro Shop. All departments have a direct line.

3.1.3 Delinquent Accounts

Delinquent accounts are subject to the following procedure:

60-days delinquent - A note card is sent or a phone call is placed, reminding the member that

payment is past due, stating the amount of the 60-day balance.

90-days delinquent -A letter is sent (return receipt requested) notifying the member that

unless payment is received in full, all Club use is suspended.

Delinquent accounts may be paid at any time by VISA or Master card

3.1.4 Endorsement of Guest Checks

No cashing of any check made out to "cash" unless endorsed by a member

The Club will cash checks up to $100.00.

3.1.5 Club Roster

Will be withheld from those desirous of using it as a mailing list

3.1.6 Merchandise Credit Balance Accounts Current merchandise credit balances must be used by December 31st in even numbered

years. Credit balances remaining past these dates will be wiped clean. Special applications for

exceptions will only be approved on application in advance to the CGC board, and will be considered on a case-by-case basis

3.1.7 Lost and Found The lost and found area is located in the Pro Shop All items found in the main building by employees will be taken to the pro shop and

registered in the Lost and Found Log Book. The Pro Shop will inquire as to the item, where and when it was found, and if the owner is known

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Any item found of significant value, i.e. cash, jewelry, etc. will be turned over to the accounting office, which will be kept in the safe unless claimed, for six months and then return the item to the finder

3.1.8 Loud and Abusive Language Loud and abusive language is not tolerated in any area of the club.

3.1.9 Use of Club Property Outside Premises On occasion and at the Operations Manager's, Golf Professional or Greens

Superintendent's discretion, may lends Club property to other clubs. The property loaned is normally not of great value and no rental fees are charged. Breakage, however, must be paid for or replaced. The Club, likewise, on occasion borrows from other clubs with a similar understanding

No Club equipment shall be loaned to any member

3.2 Financial (Finance Committee)

3.2.1 The basic budget line items are reviewed to ensure a consist base for estimating future revenue and expenses

3.2.2 All financial reports released will contain the following confidentiality and restriction of use phrase. See section 4.2 for a list of the financial reports in question and their associated distribution restriction. “No further duplication or distribution is permitted without the express written consent of the President or Treasurer of the Charbonneau Golf Club, Inc. Distribution is limited as defined in the Operating Policy & Procedures Manual.”

3.3 Business Planning (Planning Committee)

3.3.1 The Strategic Plan is reviewed and updated once a year to ensure it accurately reflects the vision and direction of the club

3.3.2 Board meetings are planned using a documented agenda and run following the principles of parliamentary procedure

3.4 Communications (Community and Shareholder Relations)

3.4.1 Open communications are maintained with CGC stakeholders Announcements associated with club direction or change activity are communicated

in a timely manner as News items in the appropriate website Reference to new news items are emailed to appropriate stakeholders using the email

address database Email distribution lists are kept current for: shareholders, club members, and

customers News items are archived providing a communications trail Calendars are utilized to make visible essential activities

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Status reports are completed each month by committee chairs and club managers to ensure effective communications between departments and the board.

3.4.2 Quality control is provided on communications that have potential political implications3.4.3 A Business Planning Calendar is maintained to provide visibility of essential business

activities. It is highlighted on the home page of the Board website

3.5 Continuous Improvement (Planning Committee)

3.5.1 Continuous improvement is the responsibility of all members of the Leadership Team Understand and perform work that is consistent with the club's direction and according

to the policies and procedures associated with your specific responsibilities Lobby for change if improvement opportunities are apparent. Implement the change or

report the improvement opportunity to the owner of the document or process Periodically review the Improvement Opportunity Log to identify potential

improvement opportunities3.5.2 Customer feedback is actively solicited to identify customer requirements

Customer surveys are conducted every other year to obtain customer feedback and to track trends

3.5.3 The following types of research are performed throughout the year to identify Improvement Opportunities Measurement reports are employed to observe trends and to identify performance

variations and assist in planning associated Improvement Opportunities Previous club studies are maintained where possible as an historical resource when

considering Improvement Opportunities Industry Best Practices are observed and implemented as appropriate

3.6 Customer Conduct (Golf Committee)

The following apply to customers who do not adhere to the published Customer elated Policies:First Offense: A pro shop representative will bring the incident to your attention and make sure you understand why the rule is importantSecond Offense: You will be notified of the violation by letterThird Offense: You will be requested to appear at a board meeting to explain your actions. Unsatisfactory explanations may result in loss or curtailment of playing privileges

3.7 Documentation (Community & Shareholder Relations Committee)

3.7.1 Official club documentation is accessible, current and secure. To accomplish this, All available master business documents are maintained on the Board Website

which is secured and only accessible by the board directors, CGCI Operations Manager and the site administrator. Exceptions are only allowed with the permission of the Board President

Technology is generally employed where appropriate for storage and accessibility Sensitive information is secured

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The documents have owners who are responsible to maintain them 3.7.2 All official club documents are properly titled and dated and contain the official

company branded logo

3.8 Human Resources (Human Resources Committee)

The Personnel Policy Manual is maintained and updated on a scheduled basis. Related essential procedures are documented in the appendix of the OPPM

3.9 Junior Golf Clinic (Golf Committee)

Children and grandchildren of shareholders and club members are given the top priority in attending the annual CGC Junior Golf Clinic

3.10 Marketing (Marketing Committee)

A marketing plan is prepared each year according to the Business Calendar. It will be a living document during the year to include current information, status, and assessment information

The Marketing Plan contains the following elements Program specifications - maintained by the Operations Manager Marketing Resources - Maintained by the Operations Manager Strategies for Accomplishing goals - Maintained by the Marketing Committee Budget Considerations - Maintained by the Operations Manager

3.11 Membership Relations3.11.1 Doing Business with Club Members (Communications & Shareholder Relations

Committee) It is permitted to do business with a member's firm whenever possible provided

prices are competitive and service and quality are comparable

3.11.2 Membership Refunds For Disabled Members (Golf Committee)Background: The annual fee program has been established as an incentive to shareholders and Tour members to commit to a program that suits best their playing schedule and to assist in fostering the financial health of our golf club. Fees are paid in advance or on a monthly basis for a variety of options depending on the program that is selected. Over the course of a golf season, members will occasionally experience a disability that prohibits their play for an extended period of time. Given these circumstances, members may request relief from program payment or request a refund for monies already paid. This policy clarifies how those requests will be processed.

Procedure: When a member sustains a disability that prohibits their play for an extended period (more than two months), or anticipates an inability to play due to a medical condition (surgery, treatment, etc.), and that member requests relief from

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payment or a refund of monies already paid and provides a physician’s statement in each case, that request will be reviewed by the Golf Committee. Upon completion of the review, the Golf Committee’s recommendation will be forwarded to the Golf Club Board of Directors for final action.

The following Disability Refund formula establishes a usage percent per month based on empirical data, weighting summer season months higher; the percentages through the effective-date month of disability are added, and then subtracted from 100% to determine the percent of refund (of annual fee):

5% - April 5% - October12% - May 2% - November17% - June 2% - December20% - July 2% - January17% - August 2% - February12% - September 4% - March

The Golf Committee’s focus will be on fairness and flexibility, and the accommodation of the member will carry considerable weight. While a refund may be appropriate in some instances, the stoppage of payment until play resumes or a carryover of payment to a subsequent golf season may be more acceptable. The desires of the member will be carefully considered and the final decision will be in the best interests of both the member and the Golf Club.

3.12 Personnel File Record Maintenance, Access and Retention (Secretary)

1. Maintenance

The following folders should be maintained for each employee: Main File - Accessible by HR, manager and employee per policy. Maintained in

locked cabinet. Consistently organized and pinned. Includes these documents:

New Hire Checklist, Application, Resume, Job Description, Offer letter, signed acknowledgement of employee handbook, performance reviews, personal contact information, emergency contact information, attendance at training programs or certifications, warnings and disciplinary action, current employment contract, termination documents

Payroll File (Green/Yellow)-Accessible by accounting and finance staff as needed for payment of payroll. Locked cabinet but information should be handy for their use. Includes:

W-4 forms, time sheets, attendance records, expense reports, pay advance requests, garnishments, authorizations for release of private information, any documents (PCNs) to authorize employee rates/raises/deductions, paperwork regarding

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bonuses, profit sharing or award payments, W-2 forms, authorization for payroll actions

Note: If there are no documents other than a W-4, this may be maintained in the main personnel file.

Confidential File: Medical File/Hiring/Other (Blue/Red) - Accessible only by HR. Maintained in a locked cabinet. Includes:

All medical releases, signed waiver forms, worker's compensation documents, doctor releases. Anything confidential that can't logically be filed in Payroll file, such as credit reports, background checks, criminal history, interview notes, personnel requisition, employment verifications as needed, references checks.

The following can be maintained otherwise: I-9 File (Binder) (File all in one folder with all current I-9s, signed and with

attached two identifications. Verify they have been submitted.)

2. Access

Personnel files must be reviewed in the presence of HR.

Normal business practice is to provide review of allowable contents within 24 hours of request. Former employees should make a formal request and present identification. No part of the file can be removed.Photocopies can be requested. Within reason, HR can provide those photocopies. If an employee is unhappy with a document in their file, they may write an explanation or clarification and request it is attached to the disputed document.

Normally, an employee may also ask to have a document removed from the personnel file. If the Human Resources staff person agrees, the document may be removed. If the Human Resources staff person disagrees, the matter may be appealed in the manner prescribed a company's Open Door policy.

Note: Oregon statute "requires that within 45 days after receipt of the request of an employee, the employer shall provide reasonable opportunity for the employee to inspect, at the place of employment or place of work assignment, the personnel records of the employee that are used or have been used to determine the employee's qualification for employment, promotion, additional compensation or employment termination or other disciplinary action. Within 45 days after receipt of the request of the employee, the employer shall furnish a certified copy of the records."

3. Retention

Oregon statute requires at least the following:

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Personnel files should not include records of conviction, arrest or investigation, confidential reports from previous employers.

Intact files of terminated employees need to be maintained for at least 60 days. After that, they can be disposed of as directed by Federal guidelines for retention:o Hiring Records - 1 yearo I-9, visas - 3 years after hire or 1 year after termination, whichever is latero Payroll Records - 4 years (employee name, SS#, Occupation, Gender, o Tax Records - 4 yearso Employment Actions (terminations, layoff) - 1 year from date of actiono Training records - 1 yearo Medical - Varies; job related illness/injury -5 years, Disability requests - 1 year,

Medical exams related to personnel action, toxic substance exposure - 30 years, FMLA documents - 3 years

3.13 Procurement (Finance Committee)

General Policy: All purchases will be made by authorized personnel and be controlled using Charbonneau Golf Club purchase orders.

Service Contracts: All service contracts should have duration of not more than three years. Competitive bids should be requested at the end of each three-year term. Bids are obtained for the following services: linen service, annual audit and insurance.

Operating Supplies and Services: The Operations Manager is responsible for all Pro Shop merchandise as the Greens Superintendent for their supplies. All other supplies and services will be purchased by the office manager or Operations Manager.

Capital Equipment: Equipment in excess of $500 value with a life expectancy of five years is capitalized. Also, when possible, savings or payback analysis should be performed for capital expenditures.

Insurance: The Board should request proposals on the insurance not later than April 1st of each year. At the Board's discretion, this may be reviewed by the Finance Committee or a subcommittee. Insurance policies are reviewed by the Board of Directors annually 60 days prior to renewal dates.

Purchase Authority: The Operations Manager and/or President may approve purchases not exceeding $3,000, unless such expenditures have been approved in the annual Operating Budget by the Board of Directors. The Board of Directors must approve all capital purchases in excess of that amount, either by approving an annual Capital Expenditure Budget or by approving individual transactions. Both budgets shall have been reviewed by the Finance Committee and capital

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expenditures outside the board approved Capital Budget must also be reviewed by the Finance Committee.

3.14 Professional Services (Board)

3.14.1 Auditing: (Auditor - Ivey & Jacobson & Co., CPA's) The Club employs an auditing firm to make a year-end certified audit or a review of accounting. The auditing firm shall have no membership connection with the Club.

3.14.2 Legal It is Club policy to work with legal counsel, currently Remi Baptiste in regard to two areas:

The execution of contracts that deal with an amount in excess of $10,000 or that have a potential exposure to the Club. This would pertain to such items as purchase agreements, contracts of service rendered, etc.

The area of protecting the Club, the Board of Directors and Management for failure to fulfill its fiduciary duty. Along this line, all contracts, i.e. employee contracts, bylaws, etc., should be sent to the attorney for review.

Only the President of the Board of Directors is authorized to request services from our legal counsel. When counsel is engaged, an estimate of hours and/or cost is to be communicated to Management.

3.15 Project Management (Planning Committee)

All Discretionary Projects are initiated using the Project Request template All Projects are recorded on the Project Status Report Summary and tracked until closure Large and/or complex projects are planned using the Project Planning template

3.16 Shareholder Recognition (Community & Shareholder Relations Committee)

Periodically during the year, the Community & Shareholder Relations Committee will consider a shareholder who has performed extraordinary service to the community for recognition

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4. APPENDIX

4.1 Definitions

TERM DEFINITION

Capital Items Presented to the Board for approval at a special meeting called for that purpose in March prior to the Annual Meeting and is automatically accepted by the upcoming year's Board of Directors.

Continuous Improvement A business process involving the improvement of systems, services, and processes to advance productivity and quality aimed at increasing revenue and/or constantly decreasing costs

Discretionary Project A project that is not a Strategic or Essential Project and not directly a part of the individual operating budgets.

Essential Project Routine activities necessary for the successful operation of the club. They are listed on the Business Calendar which is on the Board Website and include:

Prepare Budget Prepare Strategic Plan Prepare Marketing Plan Prepare Customer Survey

Essential Projects are tracked on the Project Status Report Summary (PSRS) which is prepared monthly.

Fire Alarm/Safety The Charbonneau Golf Club has an alarm system connected to Wilsonville Lock. The procedure is at the Pro Shop.

Improvement Opportunity Log A list maintained by the Planning Committee of items to consider in initiating and planning projects and tasks. The opportunity may be the result of a research effort, customer feedback or lessons learned while managing a project

Law Firm Black Helterline, LLP

Leadership Team Consists of the board members, Operations Manager and the Site Administrator

OPPM Operating Policy & Procedures Manual

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TERM DEFINITION

Organization memberships The Club currently belongs to: U. S. Golf Association Oregon Golf Association Women' Golf Association Club Managers Association of America

Policies Directives requiring strict adherence

Project A unit of work requiring management control at the discretion of the Planning Committee. The following are the project types:

Strategic Essential Discretionary

Rules & Regulations Directives serving as guidelines

Stakeholder May be a shareholder, board member, customer, staff member, or member of the Charbonneau community

Strategic Projects Projects identified during the Strategic Planning process that are necessary for successful completion of the CGC Goals.

Templates These have been developed to provide a consistent method of documenting basic club information. The standard templates are located in the Templates folder in the Board Website

4.2 Information Ownership & Control

4.2.1 Web Sites

WHAT OWNERSHIP CONTROL ATTRIBUTES

Board Website Operations Manager Location: http: //board.charbonneaugolfclub.comEligible Users: Board, Operations Manager, Site AdministratorUpdate Review: End of each month prior to monthly board meeting

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Security: password protected

Public Website Operations Manager Location: http://charbonneaugolfclub.comUpdate Review: End of each month, maintenance is ongoingSecurity: not password protected

Shareholder Web Site Operations Manager Location: http:/Shares.charbonneaugolf.comUpdate Review: End of each month, maintenance is ongoingSecurity: password protectedUser ID: cgcshareholder12Password: teetime12

Club Club Administrator

4.2.2 Manuals

WHAT OWNERSHIP CONTROL ATTRIBUTES

Lost and Found Log Book Operations Manager Location: Pro Shop

Operating Policies & Procedures Manual (OPPM)

Planning committee Location: Board Website/Policies, Update Review: 6 monthsApproval: Section owners

Personnel Policies & Procedures Manual

HR committee Location: Board Website/Policies, procedures maintained in OPPM appendix

4.2.3 Brochures

NAME OWNERSHIP CONTROL ATTRIBUTES

CGC Planning Committee A supply of public brochures is available in the plastic case next to the computer in the pro shop. Also included as part of the new resident packet

Price List Operations Manager

Clubs Clubs

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4.2.4 Documents

WHAT OWNER CONTROL ATTRIBUTES

Community Related Policies Golf Committee Location:Shareholder WebsiteCCC Website

Update Review: Annually

Customer Related Policies Golf Committee Location: Public WebsiteUpdate Review: Annually

Documentation Index Planning committee Location: Board WebsiteUpdate Review: Annual

Financial Reports

Annual Report - Usually a 'Reviewed' statement for CGCI and an 'Audited' statement of CWC

Treasurer Location: Board WebsiteAuthority to Release:

Treasurer President

Eligible Recipients Directors Shareholders Columbia Bank Operations Manager Finance Committee Water Committee

Chairperson Bookkeeper Water Co. GM

Treasurer's Summary Report - This is a synopsis of the complete Annual Report

Treasurer Authority to Release: Treasurer President

Eligible Recipients Directors Shareholders Operations Manager Finance Committee Water Committee

Chairperson

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Bookkeeper

Distribution: To shareholders prior to or during the annual shareholder meeting

Quarterly Shareholder Summary Report - This report is a synopsis of financial results and status based upon output reporting from the company's QuickBooks accounting software

Treasurer Location: Shareholder WebsiteAuthority to Release:

Treasurer President

Eligible Recipients Directors Shareholders Operations Manager Finance Committee Water Committee

Chairperson Bookkeeper

Distribution: At the end of Quarters 1, 2, and 3

Review: Not reviewed or audited or prepared by the Company's C.P.A.

Monthly Treasurer's Report Treasurer Location: Board WebsiteAuthority to Release:

TreasurerEligible Recipients:

Directors Operations Manager Finance Committee Water Committee

Chairperson Bookkeeper

Budget Operations Manager Location: Board websiteAuthority to Release:

TreasurerEligible Recipients

DirectorsApproval: Board

Employee Payroll Records Treasurer Authority to Release President Treasurer

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HR Director Operations Manager

Eligible Recipients HR Director Legal Counsel C.P.A. C.W.C. GM

ProShop Keeper Reports - Specific reports. Examples: accounts receivable, prepaid services by customer, trail fees, merchandise inventory detail

Operations Manager Authority to Release Treasurer Operations Manager

Eligible Recipients Finance Committee Directors Superintendent

Distribution: Monthly

QuickBooks Adhoc Reports - Prepared by authorized users of QuickBooks from the company's financial database contained herein. Examples - expense detail comparison to prior years

CGC Bookkeeper, C.P.A. (Ivey, Jacobsen)

Authority to Release Treasurer Operations Manager

Eligible Recipients Finance Committee Directors Marketing Committee Superintendent

Distribution: As requested

Bank Accounts Columbia Bank Authority to Release Operations Manager Treasurer President

Eligible Recipients Bookkeeper

Oregon Public Utilities Commission Reports

Treasurer Authority to Release Treasurer

Eligible Recipients Water Committee Chair GWC GM Operations Manager Superintendent

HR Forms & Checklists

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Employee Interview Form HR committee Location: Board website and supply maintained in Office Personnel File Cabinet

Exit Interview Form HR committee Location: Board Website and supply maintained in Office Personnel File Cabinet

New Hire Checklist HR Committee Location: Board website

New hire Orientation Checklist HR Committee Location: Board website

Termination Checklist HR Committee Location: Board website

Organization Information

Board Contact Information Secretary Location: Board Website/ListsUpdate Review: Every 6 months

Board Meeting Minutes Secretary Location: Board Website, Shareholder WebsiteApproval: Board

Bylaws CGC Board Location: Board websiteApproval: Shareholders

Committee Member List Secretary Location: Board website

Update Review: 6 months

Organization Chart HR committee Location: OPPM

Organization History Planning committee Location: OPPM

Policies See section 3 for ownership information

Location: OPPM

Procedures See section 4.4 for ownership information

Location: OPPM

Responsibilities & Duties Planning Committee Location: OPPM

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Status Report Template Planning Committee Location: Board website

Planning

Business Calendar Planning Committee Location: Shareholder websiteUpdate Review: Quarterly

Improvement Opportunity Log Planning committee Location: Board websiteUpdate Review: As needed

Marketing Plan Marketing Committee Location: Board websiteApproval: Board

Strategic Plan Planning Committee Location: Shareholder website, Update: Annually

Project

Project Plan Template Planning Committee Location: Board website

Project Request Template Planning Committee Location: Board website

Project Status Report Summary(PSRS)

Planning Committee Location: Shareholder websiteUpdated: Monthly prior to board meetings

Shareholder

Shareholder Transfer Request Secretary Location: Shareholder website

Shareholder List/Share Register

Secretary Location: Board websiteUpdate Review: Quarterly

4.3 Record Retention and Destruction GuidelinesPolicyThis policy provides guidelines for the storage, retention, and destruction of documents received or created by the Charbonneau Golf Club Inc. (including the Charbonneau Water Company, Inc.) in connection with the conduct of its business. This policy covers all records and documents, regardless of physical form; it contains guidelines for storage of records, how long certain documents should be kept and how records should be destroyed.

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Document StorageDocuments shall be stored in containers, files or enclosures that allow authorized personnel to easily access them for business use. At the same time, the storage facilities must be sufficient to protect documents from unauthorized access or from damage from environmental conditions – including fires or floods.

It is recommended that documents associated with the current and most recent fiscal years be stored in local office file cabinets or notebooks for ease of use and/or reference. Security of this material is provided by a combination of: 1) physical location in a manned office, 2) use of locked file cabinets and desk drawers, and 3) passwords for electronic data access.

Material of older vintage can best be stored by placement in clearly marked boxes with storage in a locked country club basement storage room. Extra security can be provided by use of locked file cabinets in the storage room.

Electronic records should be stored on a appropriate memory media and should be coordinated with copies of records or data used as backup to computer disk storage.

Document RetentionMany record retention policies have matrices that break records into anywhere from 40 to 80 categories/subcategories and have numerous different minimum retention periods. In order to simplify this matrix, we have greatly reduced below the number of categories and have set three retention periods (3 years, 7 years and permanent) which encompass all the necessary categories and periods. The 3 year or 7 year retention period starts with the later date of: 1) completion of documentation creation, or 2) receipt for that item, or 3) applicability of the contents.

Accounting and Finance Plans, budgets and credit card records – 3 years Accounts Payable, Accounts Receivable, Daily Sales, Bank Receipts – 3 years General ledgers, annual reports and audits – Permanent All Quick Books Files - Permanent All other items – 7 years

Contracts Contracts and related correspondence – 7 years

Corporate Records Licenses and permits – Permanent All other items – Permanent

Correspondence – Internal and External On-going issues – 3 years after end of usefulness or applicability Routine – 1 or 3 years

Human Resources

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See the human resources procedures (6.4.6)Insurance Records

Inspections – 3 years All other items - Permanent

Legal Files and Papers Memos & opinions – 7 years Court orders - Permanent Share Certificate Records - Permanent

Payroll Documents Time sheets – 7 years All other items – Permanent

Personnel Records Retirement and pension records - Permanent All other items – 7 years (following termination) or as outlined in section 6.4.6.4 and

the Personnel File Access Maintenance & Retention Policy Property Records All items - Permanent Tax Records Returns, exemption documents – Permanent All other items – 7 years Other Generally, 7 years

One other criteria exist for retention of documents in any of the above categories. Material which is or could be useful for historical purposes should be marked “Historical”, clearly and specifically identified and stored in a manner such that it can be located and retrieved; it should be retained permanently unless otherwise reclassified by the appropriate manager.

Electronic DocumentationWhile formal retention periods are the same for electronic copies as for paper copies, it is often more difficult to destroy such “copies” than to simply let them exist on storage media which also serve to backup active copies. For this reason, unless specific reasons to the contrary exist, electronic material should not be destroyed and the electronic media should be stored in a known location.

DestructionDocuments containing information of a highly sensitive nature – such as credit card information, employment records or competitive analyses – should be destroyed by shredding. This can be done either by CGCI employees or by a commercial (bonded) service company. Other documents should be “destroyed” by taking to a commercial recycling facility such as Far West Fibre.

General Rule for Destruction

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If there is any doubt as to whether or not a document should be destroyed, it is always safer to keep it. This should not, however, be used as a wholesale excuse to avoid destruction of all material.

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4.4 Internal Procedures

4.4.1 Prepare Strategic Plan (Planning Committee)

RESPONSIBILITY TASK

Planning Committee Chairperson

1. Prepares a draft version of the new Strategic

Board of Directors 2. Approves the draft version of the Strategic Plan

Planning Committee Chairperson

3. Updates the Project Status Report Summary (PSRS) to reflect the new Strategic Projects

4. Adds the Tasks that were identified during the Strategic Planning process to the Improvement Opportunity Log along with associated priority codes

4.4.2 Prepare the Annual Budget (Operations Manager

RESPONSIBILITY TASK

Departments and committees

1. Defines budget requirements for their group

President, Operations Manager, Grounds Superintendant

2. Documents Budget Assumptions

Operations Manager

3. Develops a draft version of the Budget

Finance Committee

4. Reviews the draft version of the budget

Board 5. Reviews the Capital Items 6. Approves the Budget

Office Manager 7. Enters the approved budget into the Quickbooks program

Operations Manager

8. Stores the approved budget on the Board website

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4.4.3 Indoctrinate New Board Members (Planning Committee)

RESPONSIBILITY TASK

Planning Committee with Site Administrator

1. Sends a welcome email to the new board member(s). The welcome correspondence includes the following: Instructions on how to log on to the Board Website and be

able to access important information Instructions to read this procedure

New Board Member

2. See the following: Read section 1 of the Operations Policy & Procedures Manual

(OPPM) to obtain a description of the management commitment to the Strategic Plan and the CGC Policies documented in the OPPM

Read the Mission Statement, Goals, and Strategic Projects which are documented in the front of the CGC Strategic Plan to obtain an understanding of the direction of the club

Review section 2 of the OPPM to obtain an understanding of your specific roles and responsibilities

Briefly review sections 3 and 4 to be aware of the existing policies & procedures

Review the table in section 4.2 of the OPPM to be aware of the official club information that your designated role owns and is responsible to maintain

3. Access and navigate through the Board Website and get familiar with the following: Business Calendar - on the home page Recent news items Review various Monthly Status Reports to get familiar with

how to effectively report your progress on assigned activities, if appropriate

4. Once indoctrinated, perform your designated responsibilities according to the appropriate policies & procedures

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4.4.4 Prepares for the Monthly Board Meeting (Planning Committee)

RESPONSIBILITY TASK

Administrative Assistant

1. Notifies committee chairs, Operations Manager, and the Superintendent to post their respective status reports and send out advance materials that if needed for board review prior to the meeting. Status reports are normally due the Wednesday before the board meeting Provide notification in time for all status reports to be posted

to the Board website on the Wednesday before the monthly board meeting

Provide reminders if status reports are not received on time Posts board meeting agenda on the Board Website Distributes any necessary packets of information needed in

the meeting

President 2. Prepares the agenda using the information from the monthly status reports and has it posted to the Board Website

Planning Committee

3. Prepares the Project Status Report Summary (PSRS) and has it posted to the Board website by the Sunday prior to the board meeting.

President 4. Conducts the meeting according to the agenda and following agreed to Roberts Rules of Order for conducting meetings.

4.4.5 Human Resource Procedures (HR Committee)

4.4.5.1 New Hire Procedures

Employment Hire-On Requirements Managers are responsible for ensuring the following are completed for all new

hires. Use the "New Hire Checklist" to ensure all documentation is properly

completed Use the "New Hire Orientation Checklist" to guide new hire orientation prior

to beginning employee's first day at work. All necessary employment verifications are conducted prior to employee's

report to work. If Social Security verification (E-Verify) does not clear, employee cannot work until this is cleared. There are no exceptions to this requirement.

File the Payroll Change Notice (PCN) and ensure accurate data entry to Payroll System.

Ensure all documents are filed as required by the "Personnel File Access, Maintenance & Retention Policy."

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Pre-Hire Documents These documents should be used during the recruitment and placement period. Forms should be signed and dated as the form requires.

Personnel Requisition or Job Description - approved and signed "Employment Interview Form" and notes - not to be filed in Manager's file "Employment Reference Checks" Signed copy of the Offer Letter, if an exempt hire

All above documents are maintained as outlined in the "Employee File Maintenance, Access & Retention Policy."

4.4.5.2 Employment Termination Procedure

The following documents must be completed with every termination. All must be signed and dated as required for the form or letter.

Termination Checklist Form Exit Interview Form. (Voluntary) If there are remarks by the employee, ensure

the employee signs that portion of the interview. A Termination or Resignation Letter

Conduct the termination meeting in a private office, not open to any interruption during the meeting. Be sure to secure all information you need, as outlined in the Termination Checklist and document the interview to the Termination Interview Form.

The final paycheck must be available per company policy, federal and state statutes. For voluntary terminations, the employee's last pay check should be ready on the day of termination at best. If the termination is involuntary, the employee must be sent their last pay check no later than the close of business the day following.

If the termination is involuntary, It is recommended that a second manager or HR representative is present, as a witness and to assist the manager if needed.

File all documents immediately to the Employee's personnel file per the "Personnel File Access, Maintenance & Retention Policy & Procedure" and ensure necessary data is accurately recorded to the payroll system.

4.4.5.3 Maintenance of Personnel Files

All active and inactive personnel files are to be maintained in a locked file cabinet. If documents are to be filed into a personnel file, they are not left out in the open office area. Ideally, documents should be immediately filed into the employee's personnel jacket. Examples of how each file is to be maintained are provided in the personnel file drawer ahead of each file type. The Operating Policies and Procedure Manual defines the files that need to be maintained.

4.4.5.4. Retention of Personnel Documents

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Intact files of terminated employees need to be maintained for at least 60 days. After that, they can be disposed of as Federal and State statutes so guide.

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