The administrative structure of the facility includes:

Successful criteria employment

General Manger oversees all staff, including temporary and permanent employees in catering and facilities management

Controller facilitates all accounting and financial needs and maintains records.

The facility does not offer a box office or ticketing, but reservations for golf and tennis are suggested. The facility has 550 golf members and over 1000 sport and social members. So use of the tennis and golf facilities are in high demand. The golf shop schedules tee times every 10 minutes and the tennis facility has 30 minute to 3 hours reservations for tennis courts. Availability for walk in is always a possibility but does not take priority over scheduled events.

10. ***Does the facility meet ADA requirements? In which areas are they compliant? Not compliant?

A: Compliant in all ADA requirements

Miscellaneous Facilities Issues:

The parking structure of the facility has approximately 250 spots plus 75 spots for complimentary and event valet parking. The facility is not a covered structure simply because there is very limited demand for parking space. The valet parking is maintained and managed by Jason Pagan. All of the revenue, from tips to valet personnel is pooled and dispersed at the end of each week, dependent on hours worked. Parking is complimentary and therefore does not require high levels of staff, excluding special event parking. Many guests to the facility maintain personal golf carts and therefore enter and exit the facilities using this alternative transportation, from their homes in the surrounding community, hence the lack of series demand for parking

The Country Club offers dining, social events, golf, tennis, swimming, a toddler day care facility, a gym/exercise room, a Golf Pro-Shop as well as a golf pro-available for scheduled lessons, as well as banquet and other dining facilities. Our facility is a private facility, but we do offer buyouts for the dining areas and do host weddings and other special events, when they are scheduled. The cost of membership varies from as low as $3,000 for a social membership to as high as $40,000 for a full golf membership. Most of our membership (65%) comes from inside the Red Rock Community and 88% total from the whole of the Summerlin community.

Risk management is taken very seriously at the Country club and a monthly safety meeting takes place among employees with Judy Check supervising the meetings and developing the agenda. All the employees and the membership board are required to attend the monthly meeting to discuss, concerns, problems and any safety incidents, which have occurred in the previous 30 days. The General Manager also picks 12 topics to discuss at every meeting to ensure that the meetings are productive and elicit learning even in the event that there are no known issues or incidents to discuss.

Additional points of interest with regard to the facility include a computerized lighting panel in main clubhouse that is designed to ease the usage of electricity and can be programmed to maintain regular scheduled lighting needs, both in the building and on the grounds, as well as allow for unforeseen needs. There are also automatic shades on windows, to conserve electricity and maintain the lighting in each room, as much as possible from natural sources. Each department also has a designated storage unit to facilitate the reduction of loss among departments. The grandeur of the building can be seen through the many photos available on the websites in this work of the architecture, inside and out as well as detailed plans of the Summerlin community overall, the Red Rock Country Club Community and specific catering locations inside the facility, in addition to the few examples here:

Physical safety measure in the facility include smoke detectors-monitored fire and security system, automated sprinkler systems, and of coarse fire exit doors in every room.

The budget plan of the facility is a zero-based budget, meaning that the budget for the fiscal year begins again, and old issues in the budget have to be cleared before the fiscal turn over. In this manner the accounting controller, General Manger and each department supervisor is aware...

The fiscal year is a calendar year, though all tax issues follow the quarterly and yearly standard plan for the state, federal and local entities. The controller is also responsible for tax and revenue issues overseen by the GM. There is an accrual system outlying the entire system as well. Revenue and line item expenses are as follows.
Revenue: membership dues, merchandise, food sales and beverage sales, lessons/clinics, banquets/special events are large revenue earners.

Expense: payroll, electricity, water which is extremely big with golf courses and it's their biggest expense, taxes, marketing.

The only lighting requirements for the facility that have come to managements attention in the last several years includes a plan to ensure lighting of the parking facilities at night. The building lighting requirements are not outlined but are controlled through the computerized central lighting system, for the most part, for cost effective and environmental reasons but not as a regulatory function of the community and/or local ordinances.

Heating and ventilation requirements are maintained through the use of electricity and are operated, again by a centralized panel located in the clubhouse for environmental and efficiency reasons.

Spectator seating is really only needed on the tennis facilities of the operation and is designed in the following manner: There is a stadium court that holds all of the major events. In the stadium court there is seating for 200 people. The golf course was not intentionally built to host spectators or major golf tournaments but when we hold events members provide their own transportation to and from events, often sitting in golf carts or standing around cordoned off areas around the greens, established per event to reduce interference with the event. Seating for meals is available on a first come first serve basis though dinner reservations are accepted and RSVP is required for limited events.

Locker rooms are offered to members and lockers are utilized on a fee basis at $15 a month, usually paid annually. There are also 50 lockers in both the Men's and Women's locker rooms set aside for guests of members and are complementary, with check out. These lockers are typically used when large member-guest functions occur, but are available on a daily basis for guests. There are 6 toilets in the sports facilties- Men's and women's, steam room, 4 shower heads / all grooming accessories, razors, toothbrushes, ect., towel service/shoe shine service, are available and in total there are 388 lockers for men and 184 lockers for women.

Vehicular patterns are as follows: Many members have private golf cars which they usually drive to and from the club. All other traffic to the facility enters through one road. There is a divider/median in the center of the road so it is easy to see which way is in and which way is out. Every guest must go through a guarded gate to enter the clubhouse and members and employees have stickers and transponders to get through the gate with no hassle. There is very little walking traffic to and from the club.

Community use of the facility is limited because the facility is private. All of the homeowners have a minimum of the social membership, so they are allowed in the dining areas. As the memberships become more expensive the percentage of the homeowners has been going down, but it will remain high as new homeowners enter the area and as the overall area of the Summerlin is further developed. The community could be said to be exclusive and independent of the outside, though social events are essential to the functioning of the club and "village" it supports, they are for members and guests of members only, in most cases

Scheduling in the facility is structured in this manner: Each department of the facility has a manager who schedules appropriately. Each department runs different functions so obviously scheduling may get hectic. Management positions are typically at the facility from 9-5 M-F. The GM usually works 6 days a week. The golf shop and tennis/exercise areas are open 12 months a year and typically are open 7 days a week from sun up to sun down. The pool area is seasonal which is open from May to September. The valet parking is always on duty. Special events call for scheduling changes. Some events run to late in the night such as 2 or 3 a.m. And require additional (sometimes on-call temporary) valet as well as food and beverage staff.

Graphics and signage are well used at the facility. There is an information board when you walk in the front door. The golf shop, tennis shop and both locker rooms have an information board as well. This is how the staff communicates with the membership indirectly. In a private facility, many times members do not need too much signage because this is their home…