Gibson Island, Maryland

General Manager (GM) Search

Gibson Island, located in Anne Arundel County, is situated at the convergence of the Magothy River and Chesapeake Bay. The appellation "Gibson Island" is a misnomer as it is actually a peninsula connected to the mainland by a 100' paved causeway (an enhanced sandbar). Measuring 3 miles x 2 miles at its widest part, Gibson Island contains approximately 1,000 acres and has 7 miles of shoreline. Approximately 2/3rds of its area is devoted to open space, natural woods, wildlife sanctuary and recreation. The topography varies and includes both low-lying, tidal wetlands and rolling hills.

The private membership community is laid out according to the formal plan designed in 1922 by the acclaimed Olmsted Brothers of Brookline, Massachusetts. This layout emphasizes the island's natural topography and incorporates native flora. Roads are de-emphasized and take the form of paved, meandering pathways. The original plan was designed to accommodate 423 residential lots and two 18-hole golf courses. This scope of development was never achieved; the community features approximately 190 private dwellings and a 9-hole golf course. Gibson Island's present landscape remains true to its constructed form and is an excellent example of an early 20th century planned recreational community.

Gibson Island is characterized by its stylish and relatively sizable dwellings, but small, modest dwellings that include a number of Cape Cod houses and bungalows are present. The cluster of small houses near Red House Cove are owned by the Gibson Island Corporation and were built as employee housing.

Most community buildings, and many of the more outstanding dwellings are clustered along Broadwater Way. The Clubhouse, designed by Parker, Thomas & Rice and undoubtedly Gibson Island's most important community building, is located on this road. This building houses the Club’s restaurant, a bar, and is the location of private parties, Club dances and other social events. This 1924 Colonial Revival-influenced Clubhouse was heavily damaged by fire in 1937. The small bungalow opposite the Club is the former Golf Locker House; recently renovated, it now houses Gibson Island's post office and the offices of the Gibson Island Corporation. Parker, Thomas & Rice, the architectural firm that designed the Clubhouse is also responsible for the similarly styled, Boathouse and Yacht Club building, located adjacent the causeway. North of the Gibson Island Clubhouse is St.

Christopher's-By-The-Sea Church. This Gothic Revival Style, board-and-batten building was constructed in 1928, and originally featured a thatched roof, as did the original gatehouse.

MISSION STATEMENT“The Gibson Island Club, enhanced by its unique natural environment….., is a full service social and

recreational Club…..providing superior food, services and entertainment to meet the needs and interests of its members and their families with a complimentary purpose matching that of the

Island’s homeowners.”

Gibson Island has two operating entities---the Corporation and the Club. The Gibson Island Corporation complements the Community by providing services and security for the Island as well as maintaining the Island’s infrastructure and natural environment. It provides a broad range of community services and security for Island Shareholders or residents, the Gibson Island Club and its members. The Corporation also maintains the Island’s roads, freshwater “Otter Pond”, beaches and large areas of undeveloped woodlands. More than half the land area of the Island is devoted to a forestry program. Island residents enjoy one of the regions most beautiful natural environments along with a strong, family oriented community.

The Gibson Island Club, to which both resident and non-residents may belong, takes full advantage of the Island’s exquisite terrain and offers an abundance of fine amenities that set it apart from other Clubs; a beautifully maintained Charles Blair Macdonald designed golf course, multiple tennis courts, an active yacht squadron, paddle tennis, croquet, a well outfitted fitness center, a large swimming pool, and much more. A strong sense of community prevails and family activities and social events – including a comprehensive summer day camp, oyster roasts, 4th of July fireworks, the Commodore’s Review grill, lobster dinners, traditional holiday festivities – a true “family-centric” Club.

Charles Blair MacDonald and his associate, Seth Raynor, two prominent golf course architects of their time, designed the Gibson Island Golf Course. Although the Gibson Island Golf Course is one of Macdonald’s least known designs; it is certainly among his best, and is, arguably, the best nine hole course in Maryland! The magnificent scenery afforded by the extraordinary views of the Chesapeake Bay provides a golf setting that is unequaled in the area. Tremendous trees line some of the fairways and the topography provides opportunities for a great variety of interesting golf holes. The course is one of the most beautiful and was recently rated as the number one 9-hole course in Maryland by Golf Digest.

Gibson Island is operated and governed under General Manager concept, with that role reporting to the Presidents of two Boards of Governors---the Gibson Island Corporation and the Gibson Island Club. The Corporation Board is made up of five Shareholders and the Club is made up of five Members and five combined Board Members. Each member of the Board is elected to a three-year term. Both organizations have active advisory committees, including:

Corporation Club CombinedArchitectural Art Capital ReservesConservation Croquet Employee BenefitsDeer Fitness FinanceForestry Golf InsurancePest Control House Strategic PlanningSCBD Membership Advisory

MembershipPlatform Tennis

SkeetSummer CampTennisYacht YardYouth Activities

Each of the approximate 202 property owners is a Shareholder of Gibson Island Corporation (but have the option to join the Club separately) and is responsible for a monthly Service Fee to cover common expenses, maintenance and security. The fees vary based upon lot, home or ownership multiples of each, but a single homeowner will run $485, plus $41 in a Capital Fund Fee.

For Club Members, a Class “A” (top full single category) member will pay a $25,000 initiation fee and monthly dues of $314, plus a monthly Capital Reserve Fund Fee of $53. That same type membership for a family, Class “E” has a $35,000 initiation fee with monthly dues of $418, and a monthly Capital Reserve Fund Fee of $59.

Annual Dining Minimums run from $150 to $600, depending upon membership classification.

The Corporation and Club have operating budgets of approximately $2.45M and $5.45M, respectively. The Corporation is operated as a ‘for profit’ corporation, while the Club is a 501c7 ‘not for profit’ corporation.

Over the past few years, the Corporation and Club have undertaken significant strategic planning efforts, resulting in the approval to build a new Clubhouse, taking better advantage of views and modern service practices, but retaining a historical architectural appeal, as well as renovating the guest cottages to make them more in keeping with today’s guest expectations. Additional improvements will take place at the Boathouse, which will also serve as a temporary Clubhouse during the building of the new Clubhouse. The overall budget for these projects is approximately $12.0M.

For more general information, please view the Gibson Island website at:

www.gibsonisland.com

GM Position DescriptionThe General Manager (GM) functions with the responsibility and authority as the “Chief Operating Officer” of the Gibson Island Corporation and Club, two separate but complementary operating entities. He/she directs and administers all aspects of the operations of the Club facilities, the golf course, recreational amenities, common areas, infrastructure, programs and activities and the services provided by the Corporation. He/she is responsible to ensure outstanding service delivery in all operational areas as well as providing thoughtful and visionary planning advice to the Boards of Governors and all key committees, and proactively anticipating trends and relevant impacts to the Gibson Island Club and Community.

He/she leads an organization of approximately 32 FTE Corporation employees and 50 FTE Club employees, including direct reports as follows:

Club CorporationMarketing Manager Accounting ConsultantAccounting Consultant Office ManagerClubhouse Manager Security ChiefGolf Course Superintendent Service Department ManagerGolf ProfessionalOffice ManagerTennis ProfessionalSummer Camp DirectorHarbormasterBoat Works Manager

The existing GM is retiring after 15+ years in the role. It is anticipated that interviews for his successor will occur in late May or early June with the new GM likely starting late summer, or after

Labor with a transition period with existing GM.

LEADERSHIP AND MANAGEMENT

Provides a “common sense” approach to problem resolution and establishing goals, recognizing the strong need to be a “highly visible, interactive presence” in the Club and around the Community.

Creates, implements and maintains service standards in all areas of operations. Consistently monitors results and regularly reports on such to the Boards.

Attends and contributes as a true ‘thought partner’ to the success of meetings of both Board of Governors and all significant committees.

Creates and maintains staff professional development plans for key employees and all direct reports, including consideration of anticipated succession plans for key positions in both the Club and Corporation.

Monitors developing industry trends and incorporates “best practices” into Gibson Island operations, as appropriate, recognizing the need to understand, maintain and/or preserve appropriate traditions and culture of the Island while balancing innovation and relevance.

Promotes and maintains a working environment that values exceptional service delivery and fosters supportive relationships among the employees, their peers, their managers and the Gibson Island residents and members.

Ensures that a relevant, up to date system of communications, including continued improvement of technology and its use, is in place for residents, members and staff. Further, focuses on ‘technology’ improvements to assist in operational efficiency, security enhancements and overall service delivery augmentation.

EMPLOYEE AND MEMBER/RESIDENT RELATIONS

Holds staff members in both organizations accountable for their results and performance, recognizing the need to ensure that they understand what is expected of them.

Ensures that appropriately skilled, trained and competent managers are in place for all key positions, and confirms that a robust and relevant orientation and on-going development program is in place and viable, especially considering both the highly seasonal nature of certain operations and in anticipation of the significant new capital infusion that will occur over the next few years.

Sets standards of performance for managers and their staff and ensures that all employees receive annual performance reviews and development plans, or more often as necessary when performance improvement programming is desired. Ensures that appropriate senior staff professional development is a priority.

Provides positive and continuous communications among the employees and to the residents and members, both in written form and by being “visibly engaged” and interactive in all amenity areas of Gibson Island and with residents on a regular basis.

Ensures that internal and external communications programs are in place, regularly monitored and are consistently evaluated for relevance and effectiveness.

Emphasizes diplomacy and respect and strives to build and foster relationships among the staff, residents and membership, leading this effort by providing a keen “lead by example” demeanor.

FINANCIAL OVERSIGHT AND PLANNING

Coordinates with the both Boards and all Corporation and Club committees in the development of annual goals and objectives that are incorporated into operating and capital budgets, as well as long-term capital projects and reserves planning. Ensures that strategic goals and objectives, which he/she helps to develop in conjunction with the Boards, are defined, communicated, understood, implemented and evaluated on a continuous basis, and are incorporated into the annual business plans for the Club.

Ensures that effective control systems are in place to monitor and identify all financial results and trends, and reports on such regularly to both Boards.

Within the authority delegated by the Boards, negotiates contracts and monitors operational and capital project expenditures required to meet annual goals.

Uses data and relevant trend information for both Clubs and communities with critical analysis to solve problems and focus strategic planning.

Ensures that a robust system of data mining and technology is incorporated into the Gibson Island operation as appropriate and with planning for funding needs.

Candidate SpecificationsQUALIFICATIONS & EXPERIENCE The preferred candidate has: A minimum of 7 years of progressive, upward management experience in the country Club or

resort/hospitality/community industry, preferably those as part of a residential “lifestyle” Club community, including GM experience similar in size and scope to Gibson Island. Preferred experience to include Food and Beverage, golf course operations, pro shop, golf practice facility, Clubhouse, fitness center, pool and tennis, and significant community infrastructure responsibilities, including landscaping and maintenance of common areas and roadsides, road upkeep, security operations and water and land resource management, as well as being familiar with long-term capital asset preservation and replacement planning. A good percentage of time spent in this role at Gibson Island involves dealing with traditional POA or homeowners’ related issues, but one also needs strong knowledge and leadership skills in more traditional Club services areas as well.

Proven and verifiable leadership qualities with demonstrated success in overseeing all operational aspects of a traditional Club and community having multi-million dollar operating budgets. Doing so in a consistently interesting, increasingly innovative and fresh manner is important.

Demonstrated success in achieving a very high level of resident and member satisfaction in all areas of importance, with clearly demonstrated involvement and interaction with all constituencies of the operation.

Experience in a highly seasonal operation is preferred, along with verifiable success in having developed outstanding training and orientation programs, which in turn drive continuous improvement in execution and service delivery to residents and members.

Experience developing and meeting budgets, including a track record of growing revenue (member usage and frequency through relevance and satisfaction, among other things) and identifying cost-saving opportunities while maintaining service quality and the overall ‘value’ proposition of an operation.

Strong knowledge of and experience in developing effective staff and organizational HR functions. Experience in working with real estate and membership marketing is highly desirable. Experience using software and other management information tools for monitoring operations

and procedures, including the use of relevant metric development and review. Experience in developing and implementing facilities improvement projects, including annual

capital expenditures and more substantial projects. Experience working in a “shallow organizational chart” environment where active, ‘hands-on’

involvement in operating departments may be necessary at various times during the season. A career track record that demonstrates a record of tenure and commitment to previous

employers, where career moves were clearly made for skill enhancement and personal growth. A BS or higher degree in business, hospitality or related fields; appropriate professional training,

e.g. preferably holding a CCM; professional memberships and related professional continuing education; and, possessing established peer networks involving other Club and POA leaders.

SKILLS & COMPETENCIESThe preferred candidate: Has a strong personal vision of how to deliver an exceptional Club and community experience to

residents and members. Is squarely focused on achieving a high level of member satisfaction, provided in a consistent

manner. Is outgoing, visible and personable. Gets to know each member and establishes open, respectful and positive communications with them, even when having to deliver difficult news.

Is skilled in working with residents, members and Boards to develop, update and implement a long-term strategic plan, including annual goals focused on moving toward the vision. Understands and excels in working in volunteer governance environments.

Has strong management and overall leadership skills. Establishes challenging goals, achieves staff buy-in, delegates responsibility and steps in to assist as needed. Proactively brings thoughts, ideas, strategic focus and innovative and relevant ideas and recommendations to the Board and Committees, and challenges his/her staff to think in a similar manner.

Actively develops and “coaches up” employees so they can excel, while providing strong and sincere ‘mentoring’ where and as often as reasonably possible. Makes tough personnel decisions when required, but recognizes the need, and has the ability to provide clarity to directional and strategic issues and tactical efforts.

Has strong knowledge of financial and budgetary matters important to Club and Corporation operations; keen financial acumen is a critical skill set at Gibson Island.

Is a positive person with a “can do attitude.” Has a high level of initiative and is focused on achieving outstanding results. Is willing to put in extra hours whenever required. Is organized and efficient. Is a team player.

Has the intuitive ability to respectfully tell Boards what they ‘need to hear,’ as opposed to what he/she believes they ‘want to hear.’

Is someone who “is innately curious and analytic,” and as such, proactively questions how and why, looking for continuous improvement in all areas of Gibson Island.

Initial PrioritiesThe new GM will be expected, initially, to focus on the following key objectives: Be sensitive to “change management.” The residents, members and staff have known one GM for

the past 15+ years, so recognition of this dynamic, and dealing with it in a thoughtful, respectful manner will be critically important to all constituencies.

Understand the history and culture of Gibson Island and communicate that understanding to the entire community.

Get to know residents, members and staff as quickly as possible. Gibson Island has a large number of long tenured key staff members; it will be critical to know them and assess their abilities and the overall organizational chart and determine appropriate means of clarifying expectations, and determining overall abilities to execute against them. Residents and members are welcoming and will embrace the visible interaction of their new GM.

Review the Food and Beverage operation and determine appropriate and necessary adjustments to enhance member satisfaction in this critical part of the operation.

Understand the budget plan and history of both the Club and Corporation. Plan for the significant capital investment program, as well as the transition plan for temporary

Club operations and the eventual move to the new amenities. Be ‘candid’ with the Board. Build the confidence of the Board that will allow them to extricate themselves for operational

issues and focus on strategic, policy and outcomes.

Salary: Open and commensurate with qualifications and experience. Gibson Island Club and Corporation, along with the typical CMAA benefits, offers competitive bonus and benefits package.

Inquiries:We prefer to have you upload your resume and cover letter (in that order) to our resume service. Please note that you should have your documents fully prepared to be attached when prompted for them.

(IMPORTANT: save your resume and letter in the following manner --- Last Name, First Name Resume & Last Name, First Name Cover Letter) (These documents should be in Word or PDF format)

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If you have any questions please email Nan Fisher: nan@kopplinandkuebler.com

Lead Partner on this retained search:Kurt D. Kuebler, PartnerKopplin & Kuebler, LLC561-747-5213 (Office) – Florida480-443-9102 (Office) - Arizonakurt@kopplinandkuebler.com