.jpg) |
Sandy Queen’s entire career has centered on one simple principle – giving back. One might think the successful outgoing GCSAA president would leave his post saying, “mission accomplished.” Not quite.
“My only regret is I served as president 10 years too late in my career,” Queen says. “I wish I had another 10 years to apply what I have learned.”
Queen has been the manager of golf operations for the City of Overland Park, Kan., since 1982. Like many superintendents, Queen worked his way up the ladder. Starting his golf career in the 1970’s, at a whopping $3.33 per hour at Saint Andrews Golf Course in Overland Park. He was promoted to superintendent in 1977.
Fast forward 35 years, Queen would find himself at the forefront of the entire industry during some of its toughest economic times.
Queen did not back down.
Faced with declining memberships, budgets and staffing, Queen says his commitment to golf and GCSAA motivated him to serve. “Things we do are industry significant, says Queen. Although only fifty-five percent of golf courses have GCSAA members, what GCSAA does for the game is good for all.”
Despite declining resources with continued high expectations, (something almost every American corporation or family can relate to,) Queen points to a growing need to educate governing bodies on the value of golf courses to communities and a citizen’s quality of life. Queen is proud of GCSAA efforts in government relations, branding with the Golf Channel and increased awareness of the benefits of membership.
As every golfer knows, it’s not much fun in the rough. But make no mistake, Queen looks down the fairway and sees exciting days ahead for GCSAA.
 |
LYON: Sandy, as you approach the end of your term as GCSAA President what has been the most rewarding aspect of being president? Have there been any surprises along the way?
QUEEN: My term as president has been a very exciting time and exceeded my expectations. It has also been very interesting as I have had the opportunity to spend a lot of time with our members and local chapters. One of the most rewarding aspects of the past year has been being involved one on one with our members as we address the many issues facing our industry and profession.
As far as surprises go, in my travels this year to the Golf Conference in Beijing, China and the International Golf Summit in Melbourne Australia, I was surprised and delighted how GCSAA is viewed internationally as a leader of the profession. I was also amazed by the dignitary style treatment I received while in China.
LYON: The golf industry and GCSAA have been through some difficult times during the past several years. How has GCSAA successfully dealt with these challenges?
QUEEN: GCSAA has spent the last six to seven years working to stabilize the ship and operate in a new environment. Staff has been decreased significantly. Membership is down from approximately 21,000 members in 2001 to about 17,500 members now. The GIS (Golf Industry Show) currently generates in the area of $2.5 million dollars in net income, down from about $4 million in net income previously.
During the past 5 years GCSAA has been retooling to operate in a 15 million dollar world down from a 21 million dollar world. I feel we have been successful in this effort while also implementing a field staff program.
LYON: Speaking of field staff can you bring us up to date on this effort?
QUEEN: The GCSAA Board is very committed to the implementation of the field staff program. There are currently seven field staff employees working in various regions throughout the country and one at headquarters. The intent is to add two additional field staff employees in 2013. This will place one field staff employee in each of 9 regions throughout the country. Once fully implemented the field staff program will represent just under 10% of the GCSAA operating budget. This is a big commitment. Field staffing represents a decentralized GCSAA headquarters with people in the field to engage with members and support chapter executive directors. The goals are to connect with members, strengthen local chapters and encourage utilization of all the resources available in GCSAA.
LYON: How has working for a city government influenced you in your duties as president? Also, how have you managed to meet the travel commitments required of the GCSAA President?
QUEEN: In my job I have had to understand the principles of governance, consensus building, preparing for and attending meetings. In fact, GCSAA operates similar to municipal government. In government we have citizens we are accountable to, just as GCSAA is accountable to its members. We have to make budget decisions, manage resources efficiently and often make tough decisions. My responsibilities as the Manager of Golf Operations have also helped me develop the necessary business background. I would also add that the skills I have learned while serving on the GCSAA Board and the interactions I have had with various golf organizations have made me a better leader and golf operations manager for the city of Overland Park.
I have traveled about 60 days so far this year prior to the February GCSAA Conference and GIS. My employer has been great in allowing six to eight professional development days per year. Any travel time off beyond that, I have had to take vacation. On the positive side, my wife Laura has traveled with me a lot this year; primarily at our personal expense. I am sure it is not surprising that during these difficult financial times, the Board has cut governance expenses a lot.
 |
LYON: One of the most significant changes made during your year as president was the decision to move the GCSAA Golf Championship and Golf Classic to Monday and Tuesday during the conference. Moving the championship to these days causes the tournament to compete with GCSAA conference education. Why were the tournament dates changed?
QUEEN: Over the years, the biggest member concerns have been the travel costs and time away from home and job. By moving the golf tournament to Monday and Tuesday, at a location the same as the conference, participants can save time away and money spent on travel and hotel rooms. We have also added a one day Monday fun event this year. Based on early registration this new event is going to be very popular.
GCSAA will continue to offer education sessions and seminars on Monday and Tuesday. I am confident thousands of members will continue to attend education sessions. There will be about 500 participants in the golf events. I also feel the golf tournament in itself is educational. I know from my own experience participating in the golf tournament was a way to get involved, see other courses, learn new management skills and network with other supers. I feel the tournament is a key part of overall education. In addition this event helps build a sense of community and camaraderie in the profession.
LYON: Sandy what does the future look like for GCSAA and the superintendent profession?
QUEEN: As I look forward, I am very excited about the future of GCSAA and the profession. I feel a lot of the groundwork for a great future was laid in 2012 and will continue in 2013 with incoming president Pat Finlen.
In looking towards the future, the GCSAA Board will be conducting a Strategic Planning Session in March of 2013, which will include an analysis of the Professional Development Initiative. (PDI) This Strategic Planning Session is designed to continue to stabilize the ship and operate successfully in the new environment. I feel the board is ready for some aggressive changes to continue moving the association in the right direction. We need to have both superintendents and employers understand the value of GCSAA membership. I anticipate a new excitement in GCSAA as we continue to stabilize staff, strengthen the association and profession and enhance relationships with the USGA, PGA and other golf organizations.
For me serving as president has been a great time and experience. I feel the future looks very bright for GCSAA and its members.
.jpg)
.jpg)
