December 2007

We’re going to
Graceland
Also in this issue
• Club security • Tax on clubs
• B-BBEE • Key result areas
• Where is golf now? • Good greenkeepers
• Gourmet experience • CMASA conference

A monthly business-to-business Volume 3 Issue 12

magazine for golf clubs brought to you by www.compleatgolfer.co.za
 IntervIew wIth warwIck Fynn
From Glendower GolF club
When did you first hear about the
VENTRAC Equipment ?
Turf Equipment Solutions sponsored a Green
Keepers Meeting in August, and they brought
the VENTRAC machines and did a presentation
together with a demonstration.
Why did you go with the VENTRAC
Product?
I was actually in the market for a trenching
machine, and found out that the VENTRAC has
a trencher attachment. This meant I could use
the machine for a number of other functions,
from rough cutting to trenching etc. I could not
believe the number of different attachments.
How did you sell this purchase to your
committee?
I bought the VENTRAC primarily as a rough
mower. I got competitive prices, of similar rough
mowers, and knowing that the VENTRAC has
“NOT JUST ANOTHER MOWER”
The Ventrac equipment was launched in South
Africa in June 2007.
The Ventrac products have brought a new
dimension to Versatility. The 4200 can be used
With up to 30 different types of attachments,
ranging any where from, mowing, blowing,
trenching, to stump grinding, rotavating,
excavating, and even as a loader.
David Kelder • General Manager • Turf Equipment Solution • Cel : 082 332 5499 • david@teqs.co.za
other functions, not just mowing, it became a
more viable purchase, in the same price range.
Are you happy with your purchase of
the VENTRAC ?
It is still early days, but I know the operator is
very happy, and has commented on the power,
as well as the easy of use controls on the ma-
chine. The mulching attachment has proven to
be very useful when mulching debris, like oak
tree leafs etc. The bonus is using the machine
also as a trencher, and it has already proven its
benefit when we trenched a couple of drainage
and irrigation lines. The neatness of the trencher
far out-ways hand labor. The process is very sim-
ple, I remove the sod, do the trenching, backfill
the soil, and lay the sod back. This leaves very
little surface disturbance and repairs very quickly.
Does the VENTRAC minute mount sys-
tem work well ?
This unique versatility gives a green keeper or
landscaper a more diverse range of equipment
at a much lower cost.
In the design stage, Ventrac is field tested
to ensure that you will receive a top notch,
durable machine that will work for you year-
round. Ventrac is build with an all steel, heavy
duty frame. Each unit is carefully assembled
and inspected for quality.
It takes some time getting used to, but with
practice the operator gets more confident, and
yes it is truly a minute mount system.
Are you happy with the service and
support from the Agent ?
The service I received has been great. The fol-
low up calls and information about the delivery
of the machine was very professional. When
the machine was delivered, the guys from TES
did operators training, and were very thorough.
There were numerous follow up calls since the
VENTRAC was delivered to see if I was happy,
and if every thing was going well. We did en-
counter a problem, and I made a call to David
Kelder and put he’s 24hr service to the test.
Within 1 hr, David and he’s technician were
here, and solved the problem, which turned
out to be an operator’s oversight.
Would you be in the market for an-
other VENTRAC attachments ?
Yes I would, I have recently received a price list
on the other 30 different attachments. I found
the pricing very good, and definite budget items
for 2008.
Would you recommend the VENTRAC
to other golf courses?
Yes, I would.
Warwich Flynn from Glendower purchased his
first Ventrac 4231 with mower and trencher
attachments, Dan Barwick from Contour
Landscapes has also joined the Ventrac “fam-
ily” and has done numerous trenching with
his Ventrac unit. If you need more information
regarding the Ventrac products , pLEASE FEEL
FREE TO CONTACT: DAVID KELDER AT TURF
EqUIpMENT SOLUTIONS 082-332-5499
 CONTENTS SECURITY

Five questions to ask

LEAD STORY
Five questions to ask when seeking
a security service provider  4

when hiring a security

COURSE MANAGEMENT
Mechanical turfgrass damage 7

service provider
TAX LEGISLATION
Tax on recreational clubs 8

CLUB PROFILE
Graceland Golf Club 11

HR DEVELOPMENT
Key human resource result areas? 13 Security is a non-negotiable at golf clubs, but do you know
SPECIAL FEATURE what to look for in a security provider? Jacqui Bothma,
general manager of Peaceforce Security advises.
Where is golf now and where are
we going? 15

FOOD & BEVERAGE

How to introduce a gourmet experience
Managing a golf course or estate can be very
to your members 17 challenging at the best of times, but add to
that the pressure of securing the property and
COURSE MANAGEMENT
What makes for a good greenkeeper? 18
patrons and it increases that demand tenfold!
Being the manager in charge of security,
TRANSFORMATION you are responsible for deciding on the secu-
B-BBEE 19
rity requirements and company to be used in
BIRDIES AND BOGEYS providing the security service. How do you
Snippets 21 know though that you have made the cor-
CMASA CONFERENCE rect decision? Most people say one security
Qua Vadis for the club industry by 2012? 22 company is just the same as the next but do
you know what to really look for in a secu-
rity service provider?
Cover picture: The Graceland Hotel, Casino The following questions will assist you in
and Country Club in Mpumalanga. See our being able to assess your security provider and
club profile on page 11. their track record. While these questions are
not designed to eliminate risk, they are guide-
lines to making a well informed decision:
■ Editorial 
ANDREW WILSON
email: consultaew@iafrica.com How long has the security provider been
cell: 082 575 3861
in business (with the same owner/s)?
■ AdvertisinG This is an interesting question. There is a
Simon Turck
(PUBLISHER) noticeable trend in the security industry
email: simon@rsp.co.za that companies are springing up all over the
cell: 083 252 8387
place, building a small base of clients and
■ AdvertisinG then selling out to a bigger corporate. When
TYRON MARTIN
(ADVERTISING EXECUTIVE) this happens, all the reasons for choosing a
email: tyronm@rsp.co.za smaller service provider – such as personal-
cell: 083 235 7509
ised service – will be lost.
■ Advertising
James Ferrans
(National Sales Manager) How are the security officers screened
email: jamesf@rsp.co.za prior to being placed on your site?
cell: 084 252 6373
It is important to know what sort of screening
■ SUBSCRIBE to GCM for R240 a year. process the security provider goes through.
Contact Natalie Shekleton
tel: 011 301 4448 Should the security provider not perform
email: natalies@rsp.co.za the correct guard assessments, they are
Visit our website www.compleatgolfer.co.za only going to put your assets at risk. Are
they purely relying on the security officer
A monthly
business-to- to produce photo copies of documents such
business magazine
brought to you by
as PSIRA registration, grading certificates,
identity books etc or do they require the origi-
nals which can be verified? Ask the security
provider to provide you with their written
recruitment process and to explain in detail
their security officer assessment criteria.
Does the security provider adhere to
current legislation regarding the security
industry and more importantly can they
prove it?
This is one of the most pertinent ques-
tions to ask. As a client, you can be held
liable should the security company renege
on its responsibilities. As legislated at
the moment, it is compulsory for security
officers:
• To be paid a prescribed basic salary
• To belong to a pension fund
• To receive statutory bonuses.
It would be advisable that you are
familiar with the determination that governs
the security industry. This information can
be obtained from your security provider or
from the Private Security Industry Authority
(PSIRA). It is also advisable that regardless
of the contract you enter in to, a clause is
added which indemnifies you – the client
– from any liability.
Did the security provider request to do
a full site assessment prior to providing
security recommendations or quotations?
The answer to this question will determine
the type of relationship you and your secu-
rity provider will have. Do they have the
“know it all” attitude – “We provide security
services for ABC golf course so we know
exactly what you need” or did they take
the time to do in depth research to provide
you with specific solutions for your specific
applications? You should expect a solution
that is tailored for your specific application
and location.

 December 2007 Golf Club Management


Is your security provider in it for the long-haul or just there for a quick buck?
Did the security provider make recom-
mendations that may not necessarily
financially benefit them?
When relying on a service provider to ana-
lyse your security needs, how do you know
they were completely objective? Well one
way to tell, is to see if they provided a risk
assessment which does not necessarily
financially benefit them. Examples of this
would possibly be recommending a lower
grade security officer, reducing the security
officer compliment, replacing certain secu-
rity officers with cameras – it may even be
that there is nothing that needs to change.
When a security provider is willing to
make the effort and ensure that your inter-
ests are at heart, then you know you have
found a service provider who is interested
in building and maintaining a long lasting
relationship with you.
SECURITY
Are you getting value for money?
While it is understandable that security is
a grudge purchase, cheap is not always the
answer. If a security provider offers you
a price that seems too good to be true – it
probably is! Consider carefully their track
record – are they in it for the long haul or
just to make a quick buck? Are they paying
their security officers correctly and will
they indemnify you from liability? Are
they screening the staff properly or are you
exposed?
In order to sustain your club over the long
term, it is advisable to reassess you contract
annually in line with your changing secu-
rity requirements. Take the time to evaluate
whether your security provider is providing
the best possible solution in order to give you
peace of mind!
If you would like more information on secu-
rity related matters, contact Jacqui Bothma,
general manager of Peaceforce Security on
011 442 8900 or visit www.peaceforce.co.za
144 Courses Can’t Be Wrong

For a live demo visiti www.eluminaiberica.com

or contact andrew@elumina.co.za
or telephone Andrew Nelson 082 901 6184

Mechanical turfgrass damage
As the demands for more pristine
greens and tees increase, so
does the risk of turfgrass damage.
Darren Berry of Golf Data identifies the
main causes of damage and gives us some tips for avoiding it in the first place.
Mechanical turfgrass damage comes in
many forms. Some are blatantly obvious
while others are far more subtle. Either way,
damage to turf through mechanical means is
something that all superintendents must be
aware of and ready to deal with promptly
should it occur.
Mechanical turfgrass damage is most
prevalent on closely mown areas, such as
tees and greens. Unfortunately, these areas
are also those that receive the most intense
golfer traffic and are expected to be in the
most pristine condition.
Direct mechanical turfgrass damage is
easier to recognise and diagnose
There are various causes of mechanical
turfgrass damage, some direct, others
indirect. Mechanical damage is most com-
monly caused by poor mowing practices
and golfer’s demands for ever increasing
green speeds. Reduced mowing heights and
intensive cultural practices, which super-
intendents utilize to achieve higher green
speeds, leave little or no margin for error.
Perceptions regarding green speeds have
changed drastically in the last three decades.
The use of the stimp-metre to measure green
speeds and gauge the ‘quality’ of a green’s
surface is a good example. Very few people
are aware that the stimp-metre was actually
invented by Edward Stimpson to facilitate
the fair placement of pin positions and to
ensure consistent green speeds from one
putting surface to the next.
Mechanical damage by mowing practices
has numerous causes, including,
• Poorly adjusted mower
• Mower damage or poor adjustment
• Thatchy turf
• Growth regulator ‘rebound’
• Decreased mowing height
• Increased mowing frequency
Scalped turf is the primary manifestation
of direct mechanical damage. Corrective
action includes raising mowing heights and
less frequent mowing events.
Indirect mechanical turfgrass damage is
more difficult to recognize and diagnose
Indirect damage is a subtle weakening of the
turf over a period of time. It is most com-
monly associated with older putting greens
and those seeded with the previous genera-
tion of turf varieties.
The newer generation of ultra-dwarf
putting green varieties are far better
adapted to the lower mowing heights asso-
ciated with modern playing conditions. It
is therefore quite unfair to compare the
old varieties with their newer cousins, but
this is unfortunately done all the time. This
constant comparison is often the start of the
downward trend.
As increased pressure is placed on the
older turf varieties, through reduced mowing
heights, grooming, vertical mowing, dusting
and other cultural practices, they begin to
slowly weaken and are therefore more prone
to moss, algae and weed invasion. The golf
course superintendent must carefully weigh-
up when to be aggressive in terms of putting
green maintenance and when to be conserv-
ative, to maintain the health of the turf.
Prevention is the best tool to overcome
indirect mechanical turfgrass damage.
Some of the techniques should include,
• Mowing heights and frequencies should
be adjusted to match site specific growing
conditions and turf varieties.
• Manage water carefully. Always
remember, too much water can be worse
than too little.
• Maintain a balanced nutritional program
which provides the turf with all its require-
ments. Mean and lean is out, healthy is in!
COURSE MANAGEMENT
• Ensure adequate sunlight, air circulation
and drainage.
• Manage thatch accumulation proactively.
Dust and aerate frequently to dilute thatch
and encourage root-zone oxygen levels.
• Amend the greens profile with sand or
organic matter during hollow-core aera-
tion practices.
• Apply chemicals within a sound inte-
grated pest management program.
Remedial action that can be taken once
mechanical damage occurs
Should mechanical damage occur or develop,
employ one or more of the following tech-
niques to relieve the situation,
• Raise mowing heights.
• Reduce mowing frequency.
• Utilize rolling to replace mowing on alter-
nate days.
• Carefully employ plant growth regulators.
• Topdress to ‘insulate’ the affected area
and reduce thatch.
• Fertilize as required to encourage recovery
and maintain healthy turf.
• Spoon-feed by foliar application to
manage turf growth.
• Aerate to encourage root growth and soil
oxygen levels.
• Adjust irrigation to provide adequate
moisture.
• Adjust the entire maintenance schedule to
fit site-specific conditions such as weather.
Always remember, a proactive mainte-
nance program, where healthy turfgarss is
always the number one priority, will provide
you with the best chance of success. Get
the basics right first then build on a solid
foundation.
Darren Berry of Golf Data can be
contacted on 083 671 9399 or (
044) 384 0680/3 or at Darren@gdmaint.co.za
Golf Club Management December 2007 
TAX LEGISLATION
Tax on recreational clubs
In the first of a series of three articles, Jackie Arendse, an independent tax specialist,
identifies what clubs should be doing now in order to successfully meet the 31st March
2009 deadline. It may sound a long way ahead but it is just around the corner!
In years gone by, clubs enjoyed com-
plete exemption from income tax and they
did not suffer capital gains tax (CGT) on
the sale of their assets. This has changed
as a result of recent changes to the tax
legislation. Under the new method of
taxing clubs, some clubs will lose their
tax exempt status altogether, other clubs
will have to pay tax on some, but not all,
of their income and a limited number of
clubs will continue to have no tax liability
in the future. Regardless of the size of the
club, it is important for club managers and
committee members to be aware of the
requirements in the new tax laws and to
understand the impact on the finances and
accounting systems of their clubs. In this
series of three articles I will explain what
action clubs are required to take as a result
of the tax changes, what the new tax laws
mean for clubs and how clubs should plan
their affairs going forward to ensure that
they remain tax-compliant.
The first important point to mention is
that all clubs, both large and small, have
lost their tax exempt status from the first
day of assessment starting on or after
1 April 2007 (that is, effectively, from the
start of the 2008 financial year). In future,
clubs can enjoy partial tax exemption if
they meet various requirements, the first of
which is that they must apply to SARS to
be approved as a recreational club. Clubs
that submit their applications to SARS by
31 March 2009 will have their approval,
and therefore also their partial tax-exempt
status, backdated to the start of the 2008
financial year. Those clubs that miss the
application deadline of 31 March 2009
will effectively be taxed as normal tax-
payers from the start of the 2008 financial
year until such time as their application
is approved at some later stage. All clubs
must therefore familiarise themselves with
the requirements to be approved as a rec-
reational club and, once SARS has released
 December 2007 Golf Club Management
the application forms, they should apply
Jackie Arendse
for approval without delay.
is currently a
In order for a club to be approved as a
visiting Associate
recreational club it must meet the following
Professor at Wits
requirements:
University and an
• The legal form of the club must be a
independent tax
section 21 company, a society or other
specialist.
association of persons.
• The sole or principal object of the club,
as contained in the constitution, must be
to provide social and recreational ameni-
ties or facilities for the members of that
The first important point to company, society or other association.
• The club must submit a copy of its con-
mention is that all clubs, both stitution to SARS with its application for
large and small, have lost their approval as a recreational club and the
constitution must provide that –
tax exempt status from the first - The club’s activities are carried on in a
day of assessment starting on non-profit manner;
- The club is prohibited from directly
or after 1 April 2007 or indirectly distributing any surplus
funds to any person, other than on dis-
Five things clubs should do now solution as described below;
1. Compare your constitution with the - On dissolution, the club is required to
new SARS requirements to identify transfer its assets and funds to another
clauses that need to be changed. approved recreational club or to an
2. Either make the necessary changes approved public benefit organisation
to your club’s constitution or agree (PBO);
with your committee to sign an affi- - The club may not pay excessive remu-
davit confirming that your club will neration to any person. Whether or
operate in accordance with the new not remuneration is excessive will be
requirements. determined by having regard to what
3. Complete and submit the application is generally considered reasonable in
forms to register with SARS as a rec- the sector and in relation to the service
reational club. rendered;
4. Examine your accounts to identify - The club may not determine any
how your Club’s income will be remuneration to be a percentage of
taxed. Some income will be com- amounts received by or accrued to
pletely exempt whilst other income that recreational club. This require-
may be partly or fully taxable. ment could present a problem where
5. Make sure that your accounting a club pays performance bonuses to
systems are able to give you the infor- staff based on turnover. Although the
mation you need in order to allocate bonuses themselves are not a problem,
income and related expenses into tax- it must ensure that the bonus is not
able and non-taxable categories. calculated as a percentage of turnover
or income;

- All members must be entitled to annual
or seasonal membership. This means
that clubs should not be permitted to
allow day members.; and
- Members are not allowed to sell their
membership rights or any membership
entitlement. Clubs that allow members
to transfer their membership rights to
others will have to remove this from
their constitutions if they wish to be
registered as recreational clubs.
• If these requirements are not explicitly
contained in the constitution, a responsible
representative of the club may furnish the
commissioner with a written undertaking
by the club that it will be administered in
compliance with these requirements.
• The club must undertake to submit to
SARS a copy of any subsequent amend-
ments to the constitution.
• The club must not knowingly be a part of
or party to any tax avoidance transaction,
operation or scheme.
Many of the required provisions may
already be contained in the club’s constitu-
Clubs that submit their
applications to SARS by
31 March 2009 will have
their approval, and
therefore also their partial
tax-exempt status,
backdated to the start
of the 2008 financial year.
tion but it is important to note that all of the
above requirements must be met. Failure to
meet one or more of the requirements will
result in a club’s application being rejected,
which will mean that the club will be taxed
as a normal taxpayer from the start of the
2008 financial year. It is also important to
mention that clubs that have previously
submitted their constitutions to SARS and
been approved for tax exempt status, will
TAX LEGISLATION
have to go through the approval process
again. Previous approvals will not be car-
ried over into the new tax dispensation.
An approved recreational club will
enjoy tax exemption on at least some of its
income. Indeed, many clubs may not actu-
ally have any tax liability at all, depending
on their size, activities and the type of
income they generate.
In the next article I will discuss what
types of income will be exempt from
tax and how the partial exemption will
impact on a club’s record-keeping.
Article by Jackie Arendse of Eagle Tax.
Jackie assisted the CMASA in compiling
and presenting their submission to parlia-
ment last year on the new tax legislation
pertaining to recreational clubs and has
interacted closely with both the CMASA
and SARS over the last year as the new
amendments have been implemented.
Jackie can be contacted on 082 924 1070
or at Jackie@eagletax.co.za
 CLUB PROFILE

We’re going to Graceland

The Gary Player designed Graceland golf course in Mpumalanga is an example of how
dreams can be turned into reality. Peter van Onselen of GCM interviewed Leon Rorich,
their director of golf to find out what lay behind the secret of their success.
In Paul Simon’s own words: “That’s
what Graceland had - an unusual degree of
understanding amongst people who had just
met.”
These words epitomize the Graceland
experience. It’s a unique Gary Player links
design golf experience. Leon Rorich, the
golf director at Graceland, prides himself
on directing an unpretentious, relaxed golf
department in which golfers are set at ease
and allowed to savour their golfing adven-
ture. Prior to being at Graceland, Leon was
actually involved in the building of Badplass
Golf Course. Now don’t snigger at this fact.
It took him 15 months to build it, and it’s no
goat track! Have a look at the website www.
golfleisure.co.za and see for yourself the
Graceland: an ideal weekend getaway for the Gauteng golf enthusiast and his or her
huge improvements this course has made
family, being just 160km from Johannesburg.
– and you try and BUILD and golf course!
Leon has been the golf director at Graceland
for the past nine years and the regular mem- Masters (the jockey fraternity) as well as
bers seem to rally around him and take Graceland Stats a number of South African Disabled Golf
pleasure in his management style. Number of members:.......................800 Association golf days.
Graceland recently celerated it’s 10 Number of rounds last year:........19 000 Leon admits that it’s not always easy run-
year anniversary and prides itself on being Visitors green fees:....................... R 125 ning a golf club far away from a major city
the ideal weekend golfing getaway for the Length of the course off centre so management really have to raise
Gauteng golf enthusiasts being a mere the back tees:..............................6 506m the service levels to ensure visitors return.
160km from Johannesburg. Their main Course rating:.....................................72 “That’s the challenge that smaller, more
clubhouse (named The Augusta) is beauti- remote clubs face. Make sure you go the
fully decorated with old golfing memorabilia for affiliated golfers, it’s safe to say that extra mile, offer professionalism and feel
from the golden days of Gary Player, as well nowhere in the world can you play a Gary confident that people will return.”
as stunning golfing art pieces. You certainly Player design for that amount of money. Many of the more prestigious clubs can
get a sense that you are in an historical golf Membership at the club will only set you take a leaf out of Graceland’s book when it
clubhouse. The course itself, which is nine back R1550 per year. comes to the relaxed atmosphere at the club.
years old, is a true links experience with the But what, might you ask, is there to do It’s quaint, it’s in the middle of nowhere and
main challenges being the determination other than golf? The hotel, with 98 rooms, it’s a good example of an efficiently run golf
of the wind direction. The course features and a casino complex, offers a wide variety club.
a mixture of significant elevation changes, of restaurants as well as a movie theatre. The
water hazards, rolling fairways and strategi- club encourages players to come and learn For Leon Rorich’s five “tips” on running
cally placed bunkering. Leon also brought the game with Paul Van Biljoen, the PGA a successful club, see Birdies and Bogeys
to our attention the fact that Graceland is pro at the club. But if your wife or partner on page 21.
not the only golf course in the area with doesn’t play, they also offer a choice of spa
Walker Park, Kinross, Bethal and Kriel golf treatments to unwind, plus a fully equipped For more information on Graceland
clubs all within easy driving distance. Now gym. Graceland plays host to some formi- Hotel, Casino and Country Club in
these courses might not be of Leopard Creek dable golf days including the South African Mpumalanga, contact Leon Rorich their
standard but for a meagre green fee of R125 Police National Tournament, The Racing golf director on (017) 620 1000

Golf Club Management December 2007 11


Have you identified your key
human resource result areas?
If people really are your most important assets, what should you be measuring with
regard to your HR strategy? Andrew Wilson of GCM identifies nine areas that are
critical to effective HR leadership.
The growth and development of your
team is critical to the success of your club.
Everything happens as a result of actions
taken by the people who report to you; both
good and bad! Most of your time is spent
on people issues. Is this time spent putting
out fires or do you have a planned approach
to your HR strategy? Listed below are nine
areas that you should be focusing on to
ensure a positive, effective and dynamic
working environment.
Develop the strategy in consultation with
your team members and then regularly and
consistently monitor progress. You’ll be sur-
prised at how the number of crises reduce
and the level to which team and individual
performance improves.
1. Organisational Design.
Strategy precedes structure which in turn
precedes staffing. Once you have deter-
mined what you want to achieve in the
medium to long term, you then should
ensure that you have the appropriate
structures and authority levels in place
to enable you to achieve the desired
results. It is very common within the
“club” world to see structures that were
established years ago and that are totally
inappropriate for today’s demands. For
more on this see Golf Club Management’s
lead articles in their December 2006 and
January 2007 issues or visit their website
www.compleatgolfer.co.za and go to the
“Golf Club Management” button on the
home page.
2. Organisational capacity
Once you are clear on the correct struc-
ture you need in order to deliver the
results required, you then need to ensure
that you have the best people with the
necessary skills and enthusiasm to per-
form. So often in club environments,
people are given jobs because they are
available or because they are related to
the past captain; wrong!!! Each position
should have a well thought out job speci-
fication identifying the key result areas
and the skills and experience required in
order to perform.
3. Resourcing
Now you should source the best pos-
sible people to fill the various positions.
Hopefully they will already be working
for you but this is unlikely. The lore of
averages tells us that most established
structures are 20 percent effective and
80 percent in need of attention. However
hard it may be, you have to follow
nature’s guidelines; it is sometimes nec-
essary to prune, cut back and re-plant!
Deadwood has to be removed to make
way for growth and development.
4. Learning programmes
In our fast-changing environment we
all have to keep learning to avoid being
left behind. It is essential that you create
a culture of learning within the team.
Each team member should be on a per-
sonal development programme that
equips them to cope with their day-to-
day challenges as well as prepares them
for the technological developments that
lie ahead. The minute you hear a team
member saying that they are on top of
their job and they don’t need any training,
you can guarantee that that team member
will develop performance problems in
the not too distant future.
5. Performance management
Just as businesses hold strategy review
meetings so should individuals. It is
hr development
critical that, on an on-going basis, team
members should review their key result
areas, their results and the reasons for
over or under performance, the way the
market, their priorities and the environ-
ment is changing and how this is likely
to affect the way they operate and where
they may need help from others.
6. Reward and recognition
People like to be noticed. Most of us
believe that we are underpaid for our
expertise and efforts, and in some cases
people are. The market place will nor-
mally tell us what is the value in package
terms of a particular job. Overpay your
team members relative to the market place
and you will go bust, under pay them and
you will lose your good people. The key is
to pay a market-related package and then
really take note of what your staff mem-
bers are achieving and the challenges they
are having to overcome. If you take a gen-
uine interest in the business lives of your
staff and celebrate their successes with
them, your efforts will be re-paid ten-fold
in terms of their performance.
7. The employee relations environment
Have fun at work. This doesn’t mean
spending the day fooling about. People
like to part of a winning team, and win-
ning teams are normally happy teams.
Create a positive mind-set by focusing
on the opportunities and the solutions
rather than the problems and the barriers.
Discourage any negative talk by seeking
out what can be done, rather than what
can’t be done. A good leader is one who
is able to instill confidence in his or her
team even when things are really tough.
Continued on page 23
Golf Club Management December 2007 13

Where is golf now and
where are we going?
South Africa and the world has experienced a considerable boom in golf. Can it be
sustained and are there any warning signs? Paul Leishman, general manager of
Glendower Golf Club and chairperson of the Club Manager’s Association of South
Africa, urges the industry to do some serious research before it is too late.
The mission - to align the golf community
behind initiatives that address the future of
golf in a strategic manner, with an emphasis
on accelerating growth in participation and
interest while at the same time creating new
avenues of access into the game.
Sounds great and I wish it was the mis-
sion of one of our golfing bodies in South
Africa but unfortunately it is the mission of
an American Foundation called Golf 20/20.
Golf has seen tremendous growth
throughout the world but with global leaders
America seeing decline in club memberships
and players, it seems apparent that the boom
could soon turn into bust. Our opportunity is
to learn from America and try to steer clear
of some of the obstacles that have been seen
as the major reasons for their decline in golf.
Simply put the three major reasons cited for
the decline are :
• Increase in costs
• Increase in time to play 18 holes
• Difficulty of the game
While American conditions are vastly
different from ours, it can safely be said that
these three challenges are already prevalent
in South African golf today. We certainly
have many other issues that could become
obstacles to sustained growth in golf and club
memberships. My biggest concern however
is that we do not have a proper grasp of golf
as a business and sport in South Africa to
be able to monitor trends, causes and effects
and will therefore find it difficult to plan to
overcome any negative trends.
What is sorely needed in golf in South
Africa is several serious studies to deter-
mine where we are now compared to 5 years
ago. These should then be updated periodi-
cally. Some of the studies completed by Golf
20/20 that would make excellent material
for South African studies include :
• GOLF ROUNDS REPORTS – A national
report calculating rounds which should
be updated annually. The American
reports go as far as indicating reasons for
increases/decreases.
• GOLF MEMBERSHIP REPORTS
– Reporting on membership levels and
demographics at clubs which should be
updated annually to monitor trends.
• ECONOMIC IMPACT REPORTS – How
much does golf contribute to the national
GDP? How many people are employed
through golf? What is the average cost of
a round of golf for members/visitors etc,
and what are the costs incurred by clubs to
provide facilities? These reports are end-
less but will all add so much value when
analyzing golf trends.
• ENVIRONMENTAL IMPACT – A hot
topic at the moment but unfortunately we
do not have enough of the facts at our dis-
posal to properly evaluate the issue.
• WOMEN IN GOLF – Women are finally
getting recognition in golf but we need to
monitor this growth, where it is coming
from and what potential obstacles or cata-
lysts for growth are there in this area.
• YOUTH IMPACT – The future of the
game. We need to understand if we are
growing at junior level and what the
requirements or desires are from our
juniors.
• WALKING IN GOLF – HEALTH
ISSUES – Understanding and monitoring
the growth in golf cart usage and the
effects on health
• CHARITABLE IMPACTS – Which could
be incorporated into economic reports
SPECIAL FEATURE
• MINORITY PARTICIPATION – In our
case we should be surveying growth in
the numbers of previously disadvantaged
individuals being attracted into the game
and into clubs.
There are many other areas that we would
want to examine as part of these surveys
such as the growth of golf estates, virtual
golf memberships , dress codes, pace of
play etc.
These issues are often all debated both at
the bar or in committee and even parliamen-
tary meetings but the truth of the matter is
that unless we are able to accurately record
these impacts we are not in a strong position
to be able to confidently argue for or against
any issue.
The Club Management Association of
South Africa does some benchmarking sur-
veys and there have been a few attempts
to survey the SA golf community but with
very limited success. It would take a very
dedicated team to spend some quality time
collecting data. There are many retired
people from the club industry who could
offer some time and valued expertise at
much reduced costs to take on these projects.
It should also be fairly easy to find sponsors
for these surveys.
The immediate benefits are that we will
be able to accurately report on impacts and
trends in golf and then have a solid founda-
tion to plan for the future either at local club
level or on national basis. Without accurate
statistics will we ever know if we are on the
right road.
To further the debate on this issue you can
contact Paul Leishman at Glendower Golf
Club on 011 453 1013 or 082 322 2369.
Golf Club Management December 2007 15
"Your complete media partner in golf"

PUTTING YOU ON COURSE


How to introduce a gourmet
experience to your members
Tony Beart, ex chairman of FEDHASA introduces the concept of a club within a club to
increase the loyalty and patronage of your current members.
There are so many amazing facets to club
life. It is this variety that makes working in a
club interesting and rewarding.
Among the many responsibilities that the
manager and his or her staff have, supported
by the committee, is to keep introducing
new ideas that appeal to the membership
– ideas that will keep the membership
excited and supportive of their club. One
such “club within a club” that has worked
well in clubs around the world is a “Wine
and Food Society”, involving fine wines and
excellent food, both of which South Africa
has in abundance.
There are a number of ways of starting the
process that will result in a Wine and Food
Society that has value and is supported by
the membership. The format that was used at
Country Club Johannesburg was consultative
and involved a wide range of stake holders.
The idea was brain stormed with
appropriate staff members including the
marketing manager, wine waiters, F and B
managers, the person in charge of the wine
cellar, the purchasing agent and the F & B
controller. The results of all the discussions
were documented and fine tuned. The team
was now ready to discuss their findings and
make their recommendations to the main
committee. Because every detail had been
thought through, the marketing manager had
little trouble in persuading the committee to
support the idea.
For the society to succeed, the choice of
committee chairperson is of great impor-
tance. Give ownership to an enthusiastic
club member, who must be passionately
interested in wine and food, a loyal club
member as well as popular with his or her
peers. From experience, successful societies
within a club are a mixture of three things:
1. Ownership by those running the society.
2. Genuine interest from the membership.
3. The drive and energy of management.
Under the guidance of the chairperson,
set about inviting interested club members
to join your committee.
The wine industry in South Africa is cur-
rently in a great place. Through careful
planning, sensible deregulation and “guts”,
the wine industry has reinvented itself and is
today respected throughout the wine world.
Over the last few years so many new labels
have found their way onto the wine store
shelves that for the part time wine enthu-
siast choosing the appropriate wine for any
occasion is daunting. The possible solu-
tion is to invite a wine consultant to advise
you on your choice of wines and to sit on
your committee if possible. Consultants
are not that hard to find. Many estates have
representatives in the major centres who,
whilst taking the opportunity to sell their
own product will always advise you on the
range of wine that the Cape has to offer.
Makro in Johannesburg for example, has a
knowledgeable consultant willing to share
information with anyone who asks. Then
of course there are many magazines and
regularly published books which will help
to form your opinion.
Now that you have your wine committee
The wine industry in
South Africa is currently
in a great place. Through
careful planning, sensible
deregulation and “guts”,
the wine industry has
reinvented itself and is
today respected throughout
the wine world.
FOOD & BEVERAGE
and access to a wine consultant, what next?
Plan the dates around the club’s calendar
for your club wine tastings. Try every
second month as a start.
Contact the wine estates of choice, let
them know of your initiative and ask them
for their participation. Most are very sup-
portive of a new venture, but, like everything
else, you have to work on the relationship.
When the wine tastings have achieved a
momentum of their own, it is now time to
consider suggesting a “Gourmet Dinner”.
You will receive overwhelming support
from those who do not have to do the work,
and silent curses from those who do. The
important thing to remember is that you
must cook to your strengths. Some clubs
have invited the chef from a nearby hotel or
restaurant to participate in the evening, usu-
ally with good results.
Compiling the menu with the help of all
concerned is important, especially the fea-
tured wine estate. Enthuse everyone who
is involved by making them “Gourmet
Champions”. This is very much a “feel
good” exercise. But make no mistake, it is
your head on the block and don’t you forget
it!
Matching the wines to the menu is the
make or break of a successful evening.
Choose with care and consultation, and
don’t try to be too clever too soon!
When it is all over and hopefully your
membership has had a novel and memorable
evening, personalise it by introducing the
kitchen team and allow them to bask in well
deserved applause.
The final thing to do is record in great
detail with your team what you did right and
what can be done better next time!
For more information on Food and
Beverage issues contact Tony Beart on 082
443 6975 or at tbeart@tiscali.co.za
Golf Club Management December 2007 17
COURSE MANAGEMENT
What makes a good
greenkeeper?
Thinking of hiring a new greenkeeper? Murray Veitch of Turftek identifies the skills
and experience you should be looking for during the interviewing process.
With the increase in the number of golf
courses that are being built, good green-
keepers are in short supply. So what
characteristics and qualifications should one
look for when hiring a new greenkeeper.
Education
1. All greenkeepers should have some form
of formal studies behind their names
which could be in the form of a three
week turfgrass management course or a
three year turfgrass diploma or degree
2. A diploma or degree in horticulture is
also useful. A greenkeeper is always
expected to plant trees, upgrade gardens
and carryout small landscaping jobs.
3. A background in agriculture will give a
person a very good understanding of soil
science and what a plant needs to grow.
4. There are also a number of short courses
that a greenkeeper should attend. The
two most important topics are irrigation
and pest control . Thorough knowledge
of irrigation gives the greenkeeper a
better understanding of how an irrigation
system should operate. Too many green-
keepers don’t understand the basics of
irrigation installations. Clubs should be
aware of the fact that it is required by law
that a qualified pest control officer must
be on sight when applying chemicals to
a golf course. The greenkeeper should
be suitably qualified and therefore be the
person responsible for pest control.
Work Experience
1. A greenkeeper should have spent some
time working as an assistant on a fairly
descent golf course. Working as an
assistant helps a greenkeeper under-
stand how physical certain tasks are. No
18 December 2007 Golf Club Management
Multi-tasking: an essential skill if
you are going to become an effective
greenkeeper.
greenkeeper should ask a staff member to
carry out a task if they have not done the
work themselves some time during their
career.
2. All greenkeepers should have done some
sort of small construction jobs during their
career. Construction jobs help fine tune a
greenkeeper’s organizational skills.
3. Having some sort of experience in pre-
paring a course for a tournament makes
the greenkeeper more aware of attention
to detail. During tournament preparation
an emphasis is put on attention to detail.
Management
1. Greenkeepers are expected to run budgets
and therefore should have a good under-
standing of accounting principals.
2. Personnel management is critical to
the success of any greenkeeper. How a
greenkeeper is able to motivate his staff
is reflected in the conditioning of the
course.
3. A golf course will generally have a fleet
of machinery worth over R2 500 000, so
it is important that the greenkeeper has a
basic understanding of mechanics.
Knowledge of golf
1. It is important that a greenkeeper has a
good knowledge of golf and especially
the rules of golf because the way he pre-
pares the course affects the playability.
The marking of the course is the green-
keeper’s responsibility and vital to the
playability of the course.
2. It is also preferable that the greenkeeper
plays golf. It is important to see the golf
course from a golfer’s perspective.
Above all a greenkeeper should have a
high work ethic and an eye for attention to
detail.
So, if you are looking to hire a greenkeeper
you would need to look for a well rounded
individual who is multi skilled in all the areas
mentioned above. Finally, if you think you
have found the right person, don’t forget to
pay him or her what they are worth!
For more information on turf-related
issues, contact Murray Veitch of
Turftek on 012 807 7282 or at
leonette@turftek.co.za
Tip of the month when interviewing:
Look for the three “E’s”
1. Enquiring mind
2. Energy
3. Enthusiasm

Everything you wanted to know
about B-BBEE but were afraid to ask
Arlene Wilson-Max director of stakeholder relations with the Tourism Empowerment
Council of South Africa (TECSA) highlights how golf clubs can positively influence
their B-BBEE ratings.
Black Economic Empowerment is no
longer a narrow based system where white
people were requested to give shares in their
business to people of colour.
It is now a broad based system which
requires both white owned and black owned
companies to ensure that they spread the
wealth of the economy right across all spec-
trums of South Africa’s people as per seven
specific elements.
Remember that a BEE compliant com-
pany (or club) is one that incorporates
the seven elements of the Tourism BEE
Scorecard. These seven elements are:-
1. Ownership (Sharing your company with
a black/coloured or Indian South African
person)
2. Management Control (Black/Coloured/
Indian managers in decision making
positions)
3. Employment Equity (Different races
working for your business)
4. Skills Development (Sending yourself
and staff for training)
5. Preferential Procurement (Buying from
other BEE compliant companies)
6. Enterprise Development (Helping other
businesses to grow)
7. Corporate Social Investment (Uplifting a
community)
The Tourism Empowerment Council of
South Africa (TECSA) has developed sup-
port tools to assist you to improve your BEE
rating. We encourage you to make use of
the tools by checking out the website on
www.tourismbeecharter.co.za
The following is a sample of the data
bases available to golf clubs:
BLACK TALENT DATABASE
The Black Talent database is aimed at
addressing three of the seven Tourism BEE
Charter Indicators namely the following:
employment equity, strategic management
Phindile Dhlamini,
deputy director:
support services at
TECSA
and industry-specific factors. In most cases,
a majority of the industry players speak about
difficulties in getting qualified black people
eligible for employment and or participation
in their management structures. To this end,
the TECSA commissioned the compilation
of this extensive database of black profes-
sionals and graduates in tourism.
This database provides “the key to BEE
staff in the Tourism Sector” and allows
black professionals and graduates within
the country to showcase their skills, talents
and qualifications. The different types of
registrations include: movers and shakers,
unemployed graduates, professionals and
companies.
The database was developed to, among
other things:
(i) establish and grow a user-friendly,
accurate, secure and current data bank
of information;
(ii) encourage all people to develop skills
and recognize people’s qualifications
and achievements:
Arlene Wilson-
Max is director:
stakeholder
relations at TECSA
TRANSFORMATION
(iii) encourage the large number of unem-
ployed people who participate in
learnerships and apprenticeships;
(iv) facilitate the formal recognition of
skills and competencies obtained
through experience;
(v) monitor and track the development and
transferability of skills;
(vi) verify an individual’s record of learning
and work experience etc;
vii) provide statistical data on skills trends
and the skills demand and supply.
SELF-ASSESSMENT
A web-based Self-Assessment Tool enables
enterprises to input their relevant BEE data
into the self-assessment system, which will
then calculate the entity’s score per element,
as well as its overall BEE score. This enables
clubs to benchmark themselves against the
Tourism BEE Charter’s targets, to compare
their progress, to identify their areas of weak-
ness and to assess whether it would be worth
their while to obtain an independent BEE veri-
fication certificate from a verification agency.
This tool is available at no cost to enter-
prises. The tool may be downloaded from
the council’s website, thereafter it may be
saved on your desktop. The council would
like to urge enterprises to submit their infor-
mation, as it will be used for reporting and
statistical purposes only.
And remember – the self-assessed infor-
mation remains confidential. When you
submit your information, the BEE Charter
Council does not have access to your indi-
vidual company details, but is only able to
view consolidated information in terms of
sub-sector, region and size of enterprise.
For more information on how to establish
and improve your B-BBEE rating contact
Arlene Wilson-Max on Cell: 079 602 4927 or
email: info@tourismbeecharter.co.za or visit
their website www.tourismbeecharter.co.za
Golf Club Management December 2007 19
 According to Dave Ward, superintendent at Olympia
Fields—the number 24 ranked course by Golf Digest,
installation of the Rain Bird ® Cirrus Central Control
™

System paid dividends last year alone when the course

didn’t see one decent rain from June through September.

“Having a control system do exactly what you want

really benefits you during a drought. The course looks
very healthy and green. The greens and the roughs are
thriving. Having full coverage in your roughs really
makes a difference in appearance.”

Kevin West, first superintendent at Olympia Fields, says

the system’s flexibility is a key advantage.

“It’s easier to micro-manage irrigation on the entire

course, because the Rain Bird system is so flexible. We
Kevin West don’t need to shut down entire areas or blanket water
First Superintendent
because zones don’t get too wet or too dry. We only apply
the amount of water needed, no more, no less.”

Dave Ward The decision to install centralized control demonstrates

Superintendent
that Olympia Fields shares Rain Bird’s commitment to
The Intelligent Use of Water.
™

Olympia Fields Country Club

Olympia Fields, Illinois

For information about how all Rain Bird Golf irrigation products work to manage and conserve water,
click on www.rainbird.com/golf. For a hands-on demonstration, contact your Rain Bird Golf Distributor.

© 2003 Rain Bird Corporation

 BIRDIES & BOGEYS

CMASA News
CMASA held their annual general meeting during the annual conference on 8th October
2007 at Atlantic Beach Golf Club. The chairman’s report highlighted areas of both per-
formance and non-performance by means of a scorecard. Areas that scored either an A
or A+ included education, legislation and stakeholder relationships. Services offered by
CMASA that require attention (either a B or less) included benchmarking, marketing,
financial sustainability, communication and networking. The CMASA national execu-
tive committee will be meeting in early December to plan their strategy for the years
ahead. The committee members for 2007/2008 are :
Chairman Paul Leishman General Manager Glendower Golf Club
Vice-Chairman William Taylor Director, Atlantic Beach Golf Club
Leon Rorich, director of golf at Graceland,
Treasurer Michael Edy General Manager, Country Club Johannesburg
Mpumalanga, identifies five tricks in order
Committee Stan Frank CEO, Durban Country Club
to run a successful golf club. These are:
Peter Hanley General Manager, Wanderers Golf Club
An efficient golf director
Dereck Hirson General Manager, Modderfontein Golf Club
The guy in charge needs to be organised,
Herman Muller General Manager, Bushman Sands
logical and businesslike. Being able to adapt
David Nicholas General Manager, Bryanston Country Club
to various situations is key.
Sue Nortje Financial Manager, Steenberg Estate
Don’t change what’s working
Harry White CEO, Steenberg Estate
If the members like a specific type of pie at
In thanking his retiring committee members, the chairman made special mention of
the halfway house, stick with it. Pay close
the input and commitment provided by Jeremy Lindquist, general manager, Clovelly
attention to what members like and stick
Country Club, who had decided not to stand for committee this year.
with that.
Stick to basics when it comes to service
Smiling, efficient staff are vital, but the way
complaints and negative situations are dealt
Labour Pains with is just as important.
NEVER neglect the golf course
If a union official or lawyer demands to sit in on a disciplinary hearing, what should your It’s the revenue earner. Members are not
reaction be? going to renew their membership if the golf
The Labour Relations Act (LRA) is very specific with regard to who should and should course is deteriorating. Good greens go a
not attend a disciplinary hearing. The Act states that only a shop steward or a fellow long way to making the members happy.
employee may assist/represent an employee at a disciplinary hearing. The reason for this Enthusiastic personality
is so that the proceedings of the hearing need to be kept as simple as possible. The ability to deal with the variety of mem-
A lawyer or union official may well argue that the circumstances of the case are so com- ber’s personalities is going to keep the
plex that they will be better able to assist with the legal technicalities if they are present. members subs coming in.
In extreme cases this may well be the case but the chairperson of the hearing should give See the full article on Graceland Hotel,
very careful thought to the matter before agreeing to their presence. Casino and Country Club on page 11 of
Generally speaking it is better to tell the union official/lawyer that your employee may this issue.
consult with them in order to get advice and guidance but only outside the formal proce-
dures of the hearing.
If you do allow the union official/lawyer access to the hearing you are likely to be
People on the move
subjected to legal nit-picking which could lead you to lose focus on the relevant facts and Duncan Cruickshank, former Compleat
issues surrounding the case. Golfer editor has been appointed by the
If an employee refuses to remain at the hearing without the assistance of the union PGA of South Africa to handle their pub-
official/lawyer, you would be quite within your rights to continue with the hearing in the licity and media. Since leaving Compleat
employee’s absence. Golfer, Duncan has been an independent
As a final note, make sure that you record everything in writing and also ensure that media consultant with blue-chip clients
your employee knows and understands why you are refusing access to the union offi- that include Gary Player, the Ernie Els &
cial/lawyer and in extreme cases why you are proceeding with the hearing in his or her Fancourt Foundation, Arabella, and the
absence. Nelson Mandela Invitational.

Golf Club Management December 2007 21

CMASA CONFERENCE
Qua Vadis for the club
industry by 2012?
At the recent Club Management Association of South Africa conference held at Atlantic
Beach in the Cape, delegates, led by Harry White, CEO of Steenberg Golf Estate,
identified the paradigm shifts in thinking that golf clubs would have to come to terms
with in order to be successful in 2012 and beyond. Here’s what was put on the table.
Will today’s beliefs, rules and methods con-
tinue to apply in five year’s time? The world
is changing at an ever-increasing pace and
the world of golf is no exception. Delegates
to the annual Club Management Association
of South Africa conference held in October
at Atlantic Beach in the Cape identified the
following areas where they believed signifi-
cant change in thinking by club committees,
managers and members would have to take
place in order for golf clubs to continue to
appeal to a growing proportion of their local
community.
Not all points may apply to your situation
but it could very well be worth your while for
your managers and committee members to
think through the implications and relevance
of each point. Remember, as you go through
the list ask yourself, are you thinking about
this issue from today’s set of rules or does it
require a paradigm shift in thinking in order
to understand and embrace the rules that
could apply in 2012 and beyond?
1. Barriers to creative thinking.
Club committees and members are often
the biggest barriers to change. A large
number of clubs are still steeped in
tradition with the prime purpose of the
committee being to protect the traditions
and exclusivity of membership. This
is fine if you are wanting to be exclu-
sive and appeal to a focused minority,
but in the new South Africa, very few
clubs will be able to survive with this
mind-set.
2. Club structures.
Most successful clubs today are run by
22 December 2007 Golf Club Management
Harry White, CEO of Steenberg Golf
Estate, facilitated the “2012 think-tank”
at the recent CMASA conference held
at Altantic Beach.
a professional management team who
report through to a small non-executive
committee of members or owners. The
key to success, as in most successful
companies is to make sure you have
the right people in place and then give
them the direction, time, support and
resources to perform. Changing cap-
tains and committees on an annual basis
leads to short-term thinking at best and
paralysis or chaos at worst.
3. Barriers to joining clubs.
At the moment, clubs are appealing to
only a small minority of the potential
market. Virtual or marketing type clubs
are attracting golfers in their thousands,
especially from the designated groups
of previously disadvantaged. Yet what
is stopping these people joining estab-
lished clubs. Is it the entrance fees? Is
it the number of sponsors/proposers/
seconders required? Is it the fact that
people want more flexibility with regard
to where and when they play? Is it that
traditional club competitions take too
long? Just as businesses have moved
away from “jobs for life” so clubs may
have to accept that members will come
and go. Reducing/eliminating entrance
fees will mean that clubs make it far
easier for people to join them, but then
those same clubs will have to become
far more customer orientated in order to
keep their members.
4. Family orientation.
If the majority of clubs are going to be
successful in the future, they will have
to appeal to the families whose parents
are in their thirties/forties. The future of
the game lies with the younger genera-
tion. Committees have to become more
youth-friendly. Families want environ-
ments that are healthy and safe. The
more a club can offer the non-golfing
members of the family, the more likely
it will be that they will attract new and
younger membership.
5. Time pressures.
Leading on from family orientation, the
pace of life is increasing dramatically.
Just look at the success of the T20 world
cricket competition earlier this year in
South Africa. Clubs need to come up
with alternatives to the usual 18 holes
of medal/better-ball competitions if they
are going to attract the youth. There is

already a move to design courses of
three six-hole loops rather than two of
nine holes. Nine hole competitions on
summer evenings are becoming more
popular. Nearest the pin shoot-outs on
a par three on a Friday evening are also
attracting attention. Family cultures are
changing and gone are the days when
the “golfer” (for that read “husband”)
could disappear for most of the day to
“the club”!
6. Attracting the fringes.
If clubs are to plug into the emerging
markets they will have to appeal to
those markets. Committees will have to
become more youth/previously disad-
vantaged friendly. Ambassadors, who
are respected in their own communities,
will have to be identified amongst cur-
rent members who can market your club
to their families, business associates
and friends. Consider forming a “Junior
Committee” tasked with growing the
youth focus of the club. If the younger
generation isn’t the future of your club,
you have no future.
7. Develop your management.
To a large extent clubs are still run be
committees and management are there
to do what they are told. If the golf club
industry in South Africa is going to cope
with the challenges of the next decade,
clubs will have to either invest heavily
in the growth and development of their
Continued from page 13
To quote a hackneyed cliché, when the
going gets tough, the tough get going.
8. Career paths and the development of
people
President Kennedy said “It is not what
my country can do for me, but rather what
I can do for my country.” We should all
take responsibility for our own develop-
ment. So often I hear people saying the
company does nothing to develop me.
I normally then ask them what they are
doing to develop themselves and usually
get a blank stare back. As leaders and
managers of teams of people, it is our
current management teams or make
sure that they recruit the best possible
candidates from the market-place. Club
management is a highly challenging and
complex field demanding expertise in
finance, strategy, diplomacy, hospitality,
human resources and operations. Club
managers that remain puppets of com-
mittees will fail, just as those clubs will
eventually fail. Investment in growing
your team’s knowledge, expertise and
skills is a non-negotiable. Also, the
more your management team reflects
the demographics of the broader South
African society, the better. By the year
2012, BBBEE will be with us in full
force. Is your club ready for it?
8. Course rankings.
The grading and ranking of courses will
become more important. Just as hotels
and guest houses are graded, so will
golf courses be graded/ranked. Tourists
and visitors will want to know what to
expect. If they are being asked for a
“Five Star” green fee, they will want to
know that they can expect a “Five Star”
experience. The Compleat Golfer Five
Star Experience and Course Ranking
awards have started the process; be
sure that there is a lot more to come
with regard to the ranking of clubs and
courses.
9. Check your lease.
A considerable number of club leases
responsibility to create the right environ-
ment to allow and encourage people to
develop themselves. Long gone are the
days when a person started and finished
their careers with the same employer.
In those paternalistic days (the good
old/bad old days) employees looked to
their employer for security and tenure.
Today, it is up to the individual to make
sure that they remain relevant, firstly to
the demands of their current job, and
secondly to opportunities that become
available either within or outside of their
current environment.
9. Computorised HR systems
We are in the information age. The key
CMASA CONFERENCE
are due to expire in the near future. It
will be essential that clubs develop a
positive relationship with their local
councils. Education of local officials
and communities is critical if we are to
avoid the perception of being elitist. The
opportunities to enter into partnerships
with your local council are there pro-
viding you have the will and energy to
make them happen. Get the local schools
involved; involve the previously disad-
vantaged. Private/public partnerships
are going to become far more common
in the future so it would be wise to start
developing relationships now.
10. The development of caddies.
Last, but probably not least, is the devel-
opment of your caddies. So often these
people are not seen as being part of your
team yet they probably spend more time
with your members and visitors than
any other person at the club. How well
trained are they? Do they portray a pro-
fessional and knowledgeable image?
Do you have a structured development
programme for caddies? Is the “caddie
route” a development channel for
youngsters to come into the game and
progress up through the ranks?
For more information on the Club
Management Association of South Africa
conference contact Beryl Acres on
011 482 7542 or at
admin@clubmanagement.co.za
to any information system should be
that it is simple. Bureaucracy breeds
rigidity. Your HR systems should be
easy to understand and implement. Keep
policies and procedures down to the bare
essentials and allow your team mem-
bers to show their initiative as much as
possible. There are certain records you
need to keep by law, all your other infor-
mation should be designed to help you
improve team and individual perform-
ance which in turn must lead to better
customer service and more efficient use
of club resources.
For more information on Human
Resource issues contact Andrew Wilson at
consultaew@iafrica.com
Golf Club Management December 2007 23