Administr Ative MANAGER’S COLUMN B
General Manager Norman Rich
nrich@themac.com
Senior Executive Assistant Tara Lematta
tlematta@themac.com
Chief Financial Officer/AGM Tim Arbogast
tarbogast@themac.com Executive Assistant Julie Yocom
jyocom@themac.com Security Manager Dennis Wright
dwright@themac.com
Controller John Foley
jfoley@themac.com
Purchasing Manager Barry Kaufman
bkaufman@themac.com
Athletic Director Edward Stoner
estoner@themac.com Assistant Athletic Director Pete Greer
pgreer@themac.com
Aquatics Manager Reid Macdonald
rmacdonald@themac.com Fitness Manager Darrell Duvauchelle
dduvauchelle@themac.com Gymnastics Manager Meg Doxtator
mdoxtator@themac.com Junior Sports Manager Dan Baggett
dbaggett@themac.com Outdoor Manager Chad Failla
cfailla@themac.com Squash Manager Khalid Mir
kmir@themac.com
Tennis Manager Wayne Pickard
wpickard@themac.com
Communications Director Michole Jensen
mjensen@themac.com Communications Manager Tony Roberts
troberts@themac.com
Food & Beverage Director Cameron McMurry
cmcmurry@themac.com Executive Chef Philippe Boulot
pboulot@themac.com
Private Dining Manager Dorcas Popp
dpopp@themac.com
Human Resources Director Alison Beppler
abeppler@themac.com
Member Services Director Linda Ornelas
lornelas@themac.com Child Care Manager Dawna Yntema
dyntema@themac.com
Guest Services Manager Christine Natonek
cnatonek@themac.com
The -M-Porium Manager Tonya Mitchell
tmitchell@themac.com Member Events Manager Abby DenUyl
adenuyl@themac.com
Member Services Manager Dave Hanna
dhanna@themac.com
Facilities Director Mark Ellington
mellington@themac.com Capital Projects Manager Dale Cook
dcook@themac.com
Physical Plant Manager Dwayne Brantley
www.theMAC.com
eing the General Manager of MAC
is a unique job with literally dozens of balls in the air at any time. The club is a busi- ness (yes, a business) grossing more than $30 million annually. We have more than 20,000 members, 500 staff members (full- and part-time), 565,000 square feet of space, 24 sports, four restau- rants and 15,000 feet of private dining space. There are four buildings constructed over four decades and upkeep that is expansive, complicated and expensive. There is always tugging for more space, equipment, parking, funding, staff, and favorite sports or activi- ties. My job is multi-faceted, balancing needs from wants with oversight by 600 passionate and caring members serving on committees, as well as representing a community equal to the 22nd largest population in Oregon. With a $30 million business, our single biggest expense is in staff, which is our largest asset, exceeding most members’ expectations most of the time. We are never perfect, but we never quit trying to make members’ experiences great. We work hard to make the jobs at MAC some of the most sought-after ones in Oregon and nation- wide, never compromising for second best. Our staff is professional, thoughtful and works hard; they never try to shortchange our membership. Our members have been very appreciative and caring toward our employees and I smile every time members compliment staff, which is far more often then they criticize. Leading our staff is a pleasure. Twenty thousand members is the largest of any membership I know of in similar clubs. We are never short on opinions or sugges- tions. It is refreshing to hear members’ ideas and implement them when possible. With 565,000 square feet, I believe we
Norm Rich GenerAl mAnAGer
are the biggest private athletic club in the United States and maybe the world. We have hundreds of events a year in 24 athletic areas and requests to always do more. Budget, tradition, real estate and utilizing assets in off-peak hours is always debated and evalu-
ated before making decisions. In many cases, during athletic peak demand hours we are out of space and waits for equipment can negatively impact workouts. Total daily access by members using athletic space (primarily) was up in the first quarters of 2010 and 2011, for a total increase of 22 percent over two years. We have undertaken a review (with consultants) of the deck outside the exercise and conditioning space to understand the impact and cost of making a portion of it a spinning studio and developing the remainder of the space for 22 additional pieces of exer- cise and conditioning equipment. Yes, it would be great to spin on an open terrace. Unfortunately, there are too few good days and a better alternative would be to develop this space for the highest and best use for the majority of the membership. The No. 1 issue that comes up each
year, negatively affects the majority of our membership at some point, and inconve- niences our neighbors, is lack of adequate parking. I want to ensure you we are trying in every way imaginable to work through these challenges. A few would say, “Why not try and reduce the number of cars visiting the club?” We do encourage members to use alternative transportation. Anyone coming to the club on MAX gets a complimen- tary return ticket from the club. We offer secure bicycle parking for anyone wanting it. Parking consultants and volunteers have suggested the club charge the membership for parking to reduce demand. Management and past Boards have never endorsed this concept, except when the Club is extremely busy. At those times, including games at JELD-WEN Field, tournaments and private dining events, we charge non-members for off-site parking. We are working hard at finding alternatives for our parking chal- lenges and partnering with neighbors for the appropriate solution. This particular challenge takes up a great deal of my time and making strategic and correct decisions is paramount. I have a complicated job touching many
aspects, but let me close by saying I love what I do! I most appreciate the opportunity to spend time with our membership and making decisions with them that leaves our club in a better place then when we assumed it. WM
AUGUST 2011 | The Wınged M | 7
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