The Golf Club Manager: November 2020

THE GOLF CLUB

MANAGER ISSUE 41 | NOVEMBER 2020

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

US: SPECIAL FOCPTH LOOK E -D WE TAKE AN INURE OF GOLF T U F E AT TH ANCE CLUB GOVERN

GCMA

LIVING IN A VIRTUAL WORLD HOW OUR PRINCIPLES COURSE IS THRIVING ONLINE GRASS ROOTS

FIRE, FLOOD AND PESTILENCE

T H E C LU B T H AT B U R N E D D O W N L A S T Y E A R A N D I S N O W R E B U I LT THE INTERVIEW

‘IT’S GOING TO BE A CAREER HIGHLIGHT’ M AT T PA R S L E Y O N CO N W Y ’ S CO V I D - D E L AY E D C U R T I S C U P

E D U C AT E | I N F O R M | I N S P I R E ‘

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CONTENTS ISSUE 41 | NOVEMBER 2020

GCMA

BEST PRACTICE

04

Welcome from the CEO

34 Are fewer bunkers the future of golf?

08

How virtual education has become a big hit

40 Minding the gap when it comes to committees

INDUSTRY

GRASS ROOTS

14

56 Bouncing back from fire, Covid, and floods

The World Handicap System has arrived

THE BIG INTERVIEW 16

Conwy’s Matt Parsley

16

34

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THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION GCMA Bristol & Clifton Golf Club, Beggar Bush Lane, Failand, Bristol, BS8 3TH Tel: 01275 391153 | hq@gcma.org.uk CHIEF EXECUTIVE Tom Brooke - tombrooke@gcma.org.uk GOLF MANAGEMENT RESEARCHER Jim Cunning - jim@gcma.org.uk FINANCE ADMINISTRATOR Lianne Banks - lianne@gcma.org.uk COMMUNICATIONS EXECUTIVE Marie Taylor - marie@gcma.org.uk MEMBERSHIP SERVICES Julie Knight - julie@gcma.org.uk PROFESSIONAL DEVELOPMENT MANAGER Gavin Robinson- gavin@gcma.org.uk BUSINESS PARTNERSHIPS MANAGER Craig Cotterill - craig@gcma.org.uk PRESIDENT JR (John) Jones 2020/22 CAPTAIN Dave Carlisle BOARD OF DIRECTORS Brad McLean, Amy Yeates, Andrew Rankin, Judy Barker, Stuart Leech, Gareth Morgan, Ed Richardson THE GOLF CLUB MANAGER IS PUBLISHED BY: SPORTS PUBLICATIONS LTD 2 Arena Park, Tarn Lane, Scarcroft, West Yorkshire, LS17 9BF, UK Tel: 0113 289 3979 | info@sportspub.co.uk PUBLISHER Tom Irwin - t.irwin@sportspub.co.uk CONTENT DIRECTOR Dan Murphy - d.murphy@sportspub.co.uk EDITOR Steve Carroll - s.carroll@sportspub.co.uk CHIEF DESIGNER Andrew Kenworthy - a.kenworthy@sportspub.co.uk DESIGNER Emmi Parry - e.parry@sportspub.co.uk Every effort has been made to ensure accuracy, but the publishers cannot accept responsibility for omissions and errors. All material in this publication is strictly copyright and all rights are reserved.The views expressed in The Golf Club Manager do not necessarily represent the views of the company or the editor. Every care is taken in compiling the contents but the publishers assume no responsibility for any damage, loss or injury arising from participation in any offer, competition or advertising contained within The Golf Club Manager.

THE GOLF CLUB

MANAGER ISSUE 41 | NOVEMBER 2020

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

S: SPECIAL FOCUTH LOOK WE TAKE AN IN-DEP E OF GOLF AT THE FUTUR NANCE CLUB GOVER

GCMA

LIVING IN A VIRTUAL WORLD HOW OUR PRINCIPLES COURSE IS THRIVING ONLINE GRASS ROOTS

FIRE, FLOOD AND PESTILENCE

T H E C LU B T H AT B U R N E D D O W N L A S T Y E A R A N D I S N O W R E B U I LT THE INTERVIEW

‘IT’S GOING TO BE A CAREER HIGHLIGHT’ M AT T PA R S L E Y O N CO N W Y ’ S CO V I D - D E L AY E D C U R T I S C U P

ED U C AT E | I N FO RM | I N S P I RE ‘

ON THE COVER: Conwy’s Matt Parsley

WELCOME

ISSUE 41 | NOVEMBER 2020

W

elcome to the last edition of this year’s The Golf Club Manager.

With golf courses in England and Southern Ireland now closed until early December, it looks like we’re in for a very tough winter, both socially and economically. We wish our colleagues in Wales all the very best of luck in preparing to reopen on 9th November and, of course, we’ll keep a close eye on developments in Scotland and NI, where golf at present remains open. I’ve had several conversations with GCMA members about the fantastic level of service and value the GCMA team, and our community as a whole, has provided during this time and that is great to know. We will continue to put every effort in to providing our members with all the support needed for as long as this challenge continues.

With the huge increase in the number of golf rounds played this year, it really is important we recognise the challenges this is placing on ourselves as club managers, as well as our teams - thinking specifically about greenkeepers as an example, and the additional pressure that is being placed on them to keep up with course maintenance.

With winter settling in, it’s going to be even more of a challenge to manage the expectations of club members and visitors with regard to course conditions if usage remains as high as in recent

months. I had an interesting chat with a member recently, who calculated that between mid-May and the end of September, there had been 180 MILLION more footsteps on his golf course than during the same period in 2019!

The launch of the new World Handicapping System has certainly not been without its moments and we’ve worked with each of the four home unions to ensure advice and guidance has been made available to our members. We’re very aware there have been a number of complications throughout the process and be assured we will continue to represent the opinions and concerns of members and bring these issues to the attention of the Home Unions.

Our last edition focused on Professional Development and we have some very exciting plans which will be presented over the next few months. We’re also in the process of developing a GCMA specific Wellbeing Programme and we’ll be in touch soon with further details. I am also very pleased to announce we will be going ahead with plans for the GCMA Conference in November 2021, which is something to really look forward to, in the hope we are back to some normality and are able to socialise in person again!

Tom Brooke – Chief Executive

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‘I woulddefinitelyrecommend

IT TO ANYONE’ The Principles of Golf Club Management course has gone virtual as Covid-19 restricts our movements. We asked one recent delegate about her experiences of taking the online version

I

t’s quite a shift when you think about it. The intimate contact is replaced by images of faces on a computer screen.

Break out groups aren’t huddled in small corners but in virtual sessions on a Zoom call.

Presenters talk while delegates turn off mute, or type into a chat box, when they want to contribute.

In a situation forced by circumstances – all part of the realities of a global pandemic – the way the Association has utilised technology to facilitate continued professional development is nothing short of remarkable.

Two online Principles of Golf Club Management courses, the GCMA’s introduction to the profession, have now been staged online and both have been well attended and well received.

Instead of a five-day residential course, delegates now complete around 20 hours of sessions over a week.

A range of expert speakers from across the golf club industry, and serving managers with many years’ experience, deliver key modules – including leadership, management and enterprising skills, golf club legislation and compliance and golf club accounting and finance

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– and those who complete the course gain a certificate and a firm grounding in the fundamentals of club management.

Stacey Mitchell is among those who have recently done so. She’s worked for the Golf Foundation for more than six years and is the charity’s girls’ lead officer.

“There were two elements,” Stacey explains when asked why she signed up to the online offering.

“One was that it would help me within my role at the Golf Foundation, in terms of a management and leadership perspective.

“I also have a number of other roles. I sit on a board of trust with England Golf and I do volunteering at the golf club. It’s gaining that understanding of how the golf club works and it’s another string to my bow for the future.”

Stacey had originally applied for the residential course, until Covid had its say, but was able to work her regular hours around the online sessions.

“It meant I didn’t have to travel, stay overnight away from home, and it would work around work.

It was also around half the price.

There were many benefits.”

So can an online course deliver

the intense learning experience that five days surrounded by peers – and the networking benefits that brings – can provide?

Were the modules delivered in the way you might expect them to be if everyone had been together in a conventional ‘classroom’ setting?

Stacey has no doubts.

“There were very good speakers and it wasn’t just GCMA people.

Around 90 per cent of the course was delivered by external people who had a really good reputation within the industry,”she says.

“There were different organisations that got involved and people with different expertise and specialities.

“I was really pleased with it and I would definitely recommend the course to anyone who was in a similar position to me or possibly wanted to go into golf club management.”

She adds:“I learned something during all the (different) modules.

“I don’t work in golf club management but I know about the elements that go on in clubs.

“Finance was really interesting, as was greenkeeping and agronomy because it was an area I had no knowledge of.

“What was good was that a lot

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of it was practical. It wasn’t just someone who was a teacher in a classroom.

“It’s people who are working in the industry day in and day out in those roles. It’s very relatable to what actually goes on in the industry.

“There were so many different areas that we covered that I found interesting.”

One of the key advantages of a residential course is the chance to really get to know other delegates

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and form a support network – a group that can lean upon each other when they return to the ‘real world’ and face the situations that happen every day in clubs and the wider industry.

Clearly, the opportunity to swap stories and experiences over dinner in a hotel setting isn’t possible when a course is delivered over the Internet.

But is there still a chance to bond even in the Cloud?

Stacey adds:“There were about

eight people who did the course and, because of the numbers, there was a really good level of interaction.

“We had breakout rooms and worked with different people in those. The presenters were very open to questions.

“If there was something we wanted to find out more about, that virtual environment helped in that sense.

“We could ask those questions and got that interaction. Obviously,

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it is nice to meet people face to face, and I’m always a face to face person, but given the situation in this climate, virtual worked really well and we still got a really good level of interaction with the delegates and presenters.

“I wouldn’t doubt that side of it.”

So with certificate now in hand and an experience that has left her far more knowledgeable about the role of a golf club manager and the many hats they wear, Stacey is also convinced that

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taking the Principles of Golf Club Management course will bring wider benefits for anyone who works or volunteers within a club.

“It’s a very useful course for golf club managers but I think for people who work in golf it’s a very useful course as well,”she says.

“That’s potentially for board members, as they would get to see what the manager’s role is actually about.

“In some ways, that’s often where golf clubs go wrong. They don’t

really understand what the right golf club manager’s role is.

“It’s useful for people who work in the golf industry. There are a lot of skills you can pick up through the virtual course that are transferable too.”

• To learn more about the Principles of Golf Club Management, visit gcma.org.uk/ education

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INDUSTRY The latest news, insightful opinions and in-depth features from the golf industry

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In the

LOOP

The news you need to know from the last month in the golf industry…

As the World Handicap System launches, how did D-Day work out for you?

Amid the Government’s decision to order golf courses to shut in England, and restrictions continued across the rest of the UK, the new World Handicap System officially launched on November 2.

Developed by golf’s governing bodies, The R&A and USGA, the system for the first time united six bodies across the globe under one standardised system.

In England, it can now be accessed by more than 630,000 golfers at 1,800 clubs and will allow golfers to transport and use their ‘handicap index’ on any course in the world. It is also designed to make for a fairer and more equitable system of handicapping, as well as establishing a method

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for more accurately calculating a golfer’s playing ability. In the run up to D-Day, England Golf hosted seminars across 35 counties and talked to more than 4,500 committee members and secretaries.

Announcing the launch, England Golf CEO Jeremy Tomlinson said: “November 2 marks an historic day for everyone associated with the game of golf in England. We have been planning and working towards this day for a long time and, despite the difficult period we have encountered this year, cannot wait to see it roll out into golf clubs across the country.

We want hear from you!

“We believetothe new system will be extremely beneficial for golfers as part of our great game’s

continued development and modernisation. We hope it will encourage further growth on the back of a significant rise in memberships throughout England in the last few months. As well as growing the game, we also want to be able to give golfers the chance to enjoy the sport and to compete fairly, no matter where they are playing at home or abroad.”

How have you found the transition to the World Handicap System? Has it meant extra work for your club or has it been a smooth move? How have your members interacted with it and are they in favour of the changes?

You can get in touch with me at s.carroll@sportspub.co.uk.

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The interview...

MATT PARSLEY Conwy’s general manager discusses the impact of lockdowns in Wales and how a rescheduled Curtis Cup could prove all the more memorable

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C

ovid-19 has obviously dominated 2020.

How did it first affect the club?

Like most people it was a shock to begin with. Once it became apparent that things were going to change for the foreseeable future, it was very difficult to try and imagine how the golf club would operate with so many fundamental changes In early March, we were all set up, ready to go with our budgets agreed for the year, our staff in place and motivated and our targets in place. We have invested heavily on the course and the clubhouse infrastructure over the last two years, so this year

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was going to be pivotal in our development. Our pre-bookings were good and we were on track to have our best year ever.

Then Covid-19 came and we had to review everything. It was a stressful and challenging situation for me as the club manager. I have had to draw on all my experiences.

It is my belief that, for any manager, it is important in times of crisis not to panic and show strong leadership to those around. This certainly was a crisis on a Global scale!

So that is what I did. I worked hard and made a plan to try and secure the future for staff, members and visitors.

Making sure everyone was safe and understood the situation

was the priority. I’m fortunate to have good staff and committee members around me. So one of the first things I did was to set up a Covid Management Group.

This was made up of the senior staff that I meet with on a weekly basis. The big difference was we were meeting daily, or hourly sometimes, not just weekly, Information was changing all the time so it was a very reactive situation, which is not how we normally work.

We reduced the staffing numbers to five people. We are a 28 staff organisation but once we understood the furlough scheme, and what it was going to look like, we ended up with five key staff to manage the club operations

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through lockdown. We worked right the way through lockdown.

It was tough to see staff go onto furlough and we had to make some redundancies too; for me that was the hardest thing to do, but it was the right thing to do for the club. The five remaining people, the ‘COVID TEAM’, worked hard to keep the course and administration functioning. Our club pro moved onto the course, which worked very well, and I felt the whole team came together, accepted the situation and worked hard to deal with the challenges on a daily basis, which was great to see.

I also set up a team of committee members to work through the budgets with me and look at the effects to the membership and visitor bookings. That was the chairman of our Management Committee, the finance chair and myself. I dread to think how many draft budgets we set and then changed but, by early May, we had what we felt was a realistic ‘Covid budget’ that we presented to the Management Committee.

We have worked to that since then. We got some things right and some wrong but we weren’t a million miles away.

It was a tough and stressful three months, but we got through it and we managed to open the course to members in May and to visitors in July. It was so good to see people back at the club, it really made all the hard work worthwhile.

The golf course benefited from having a rest. I like to try to take the positives out of everything and we managed to get some growth in areas where we had been struggling for years.

As with many North Wales businesses, we rely on revenue from visitors travelling from outside the local area. So to lose April, May, June and most of July

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for visitor revenue meant around 60% of our total income was lost.

It was really hard to even imagine trying to deal with that. The challenge then was to plug the hole, reduce the loss, and cut some costs that weren’t detrimental to the club. I am fortunate that I enjoy my job, but Covid has certainly taken a lot of the fun out of it. All we have now is the tough parts of the job…all of the time!

How easy was it to stay patient in Wales when things started to reopen across the UK? You’re dealing with restrictions but a few miles away in England it’s completely different…

Yes, very difficult and confusing.

Due to our location we have large numbers of members and visitors who live in England. So it was one set of rules for people who live a 45 minute drive away in England and another set for us, but that’s Devolution for you, which is normal for us in Wales. We’ve felt like we were six weeks behind all the time. All the restrictions lifted earlier over the border but Wales took a more cautious approach.

Communication became the key.

Sending out member updates and communicating what the rules were in Wales was a big part of the job and, thankfully, the members have been very understanding.

Then you were under increased lockdown before the Welsh Government introduced a nationwide ‘circuit breaker’…

Yes, as we speak we are planning to into a 17-day National Lockdown from October 23.

This means the golf course and clubhouse will be closed. The county lockdown started on October 1 and no travel was allowed outside of our county; so, we and all other local businesses

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basically lost the last five weeks of the Autumn season, which is hard to believe. Again this is only Wales, the other UK government’s have all taken different decisions.

Our tee sheet for October was full of members and visitors. We didn’t have a visitor time left. So we had to contact all of our bookings, ask where they were travelling from. If they were coming from outside the Conwy County, which 99% of the visitor bookings were, we had to inform them they couldn’t come. From a business and tourism point of view, that decision has been tough to take – when we felt golfers coming from out of the county and playing golf outdoors was a really low risk.

Now we have a much stricter national lockdown, like it was back in March, and I have found myself re-visiting what we did then – resurrecting our Covid management teams of staff and committee members. All I’ve been thinking about is ‘how we are going to do this and what effect is it going to have on the club?’

What will it be like after those two weeks? Will we get back to how we were in September, when it was almost business as usual? Or will it be a slow climb back?

It seems an impossible task to balance the needs of the economy and peoples wellbeing with the needs of the NHS. I don’t envy the task the Government faces, but I fear there is a long winter ahead.

It’s hard to plan when you don’t know what’s happening…

It’s very reactive, which is not good for any business. It’s hard for us to plan anything because we don’t know what’s coming. Within 24 hours of that information coming out for the local lockdown, we had pre-booked £35k of green fee income taken from us in a matter

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of hours. It just decimated our October tee sheet. That sort of thing is difficult to deal with and leaves you feeling sick and worrying about the future of the golf club.

It affects people’s livelihoods but so does the virus and we have to give respect to that. People have lost their lives. It’s a constant battle between the economy and people’s health. We’re trying to keep the business going, trying to keep employing staff, but it’s very difficult when we rely so heavily on visitors.

Our figures for August and September beat those of the same months in previous years but the increase doesn’t come close to making up the losses we incurred from April to July. If we could have got through October, for us as a business we would have clawed back and reduced the loss even more. To have that just taken away from us, overnight, is very difficult to deal with.

With the national lockdown, as I’ve said, people’s lives are the priority and the Government have got a very tough decision to make to try and balance the economy and lifestyles against livelihoods and wellbeing. I do believe, though, that golf poses a very low risk and does help with people’s health and wellbeing.

I can understand they are in a no-win situation. There is no answer that’s the right answer for everyone. We’ve got to accept it and my message to the staff and committee has been to react like we have done previously, do the best we can during the restrictions, communicate to the staff and members, and do what needs to be done. For any business, ultimately, it is about the bottom line and finances. As a general manager that is trying to run the business, and trying to keep it going, we need to understand

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what our bottom line is going to be after all this and what we can and can’t do. As a golfer, I try to relate so many things to a round of golf – it helps me see things clearly.

So If this was a round of golf, we have had the worst front nine possible, nothing has been how we planned it, but we have picked ourselves up at the turn, birdied 10 and 11 then have just taken double bogey up 12. We are now stood on the 13th tee and not sure what’s coming next!

Conwy was meant to host the Curtis Cup in June. Inevitably, it was postponed and has been rescheduled for 2021. Does it give everyone something to look forward to next year?

It does. The R&A handled the situation very well. They are an excellent organisation to work with. They didn’t react too quickly.

They took their time in making the decision and communicated it well with the club. They made the decision to postpone and

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arranged another date for the match in 2021. It is something we are looking forward to. It has been a good experience to get part of the way there (this year). We got to the middle of March and were a couple of months away from hosting the event. We’d gone quite far down the line in terms of the organisation, so we know what’s coming. We are ready to start the planning again. When it was taken away from us, we realised how much we were looking forward

to it. I suppose we are looking forward to it even more now.

Whenever you are working with good people, and when you have a crisis situation, you do see what people are really about and they (R&A) handed it very well and were always keeping in contact with us. It’s only strengthened the relationship between the club and The R&A. It was a tough situation to go through but it was a good experience and I will take as many positives from it as I can.

The tournament has transformed in size…

The event itself has grown. 2012 at Nairn was a home win, which is always good. Some of those who’ve played have gone on to bigger and better things, including our own Amy Boulden. She was on the winning team at Nairn and has just recorded her first win on the LET!. So the profile of the event has raised.

We’ve also got the first Curtis Cup that is R&A run – it has always been an LGU event – and, naturally, when Matt Parsley Matt Parsley began playing golf aged 11 at the local municipal courses on the Wirral before joining Caldy Golf Club as a junior member with his brother and sister. His career in golf began as a trainee PGA professional at Royal Liverpool.

He became a PGA club professional in 2000, completed the PGA director of golf qualification and served as club pro and secretary/manager at Holywell from 2008 until 2017.

He joined Conwy as General Manager at the start of January 2018 – becoming the first to take the post at the Welsh club.

Conwy Conwy (Caernarvonshire) Golf Club is the third oldest club in Wales but is thought to be the first place where golf was played on Welsh soil.

It’s found on the North Wales coast near the resort town of Conwy, famous for its castle, and lies at the mouth of the river.

Formed in 1890, this championship links is highly rated for its variety and the beauty of its surroundings.

It will host the Curtis Cup, the biennial battle between the best women amateurs from the United States and GB&I, next year after it was rescheduled because of the Covid-19 pandemic.

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the R&A are involved the profile of any tournament is raised. We are committed to promoting Women and Girls’ Golf and we were the first club in the County to sign up to The R&A’s Women & Girls’ Charter.

It is a very special event and has huge tradition and importance for women’s golf. The event has a great following and there is very much a Curtis Cup family. My sister went to three Curtis Cups during the 90s to spectate, travelling to America for one of them! There’s a huge respect for the event and that’s what you start to realise. There’s definitely a special X-factor.

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What’s Conwy’s role? What’s the relationship like with The R&A? It’s very good. The R&A are so used to running these events that they put their own stamp on it but they are very mindful of keeping the Curtis Cup identity that has been borne through the LGU. From a club point of view, The R&A are very organised and experienced in global golf events. We know what our role is. We are here to host the event. We have to present the golf course in a condition suitable for an event of that stature and ensure the staff and clubhouse and facilities are equally up to the same standard.

How big a deal will it be?

It will be the biggest event the club has ever held. For the area, it’s huge. I feel very passionate about Welsh golf and certainly the North Wales coastline that has got some unbelievable golf to offer, which has never attracted enough overseas golfers that the courses deserve.

We’re using this not only to promote the club and the event but also to promote North Wales golf and everything else it has to offer. The geography of Wales itself is very much on a north-south divide – mainly because of the

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Curtis Cup to spend some time here, they will understand there is some fantastic links golf around the North Wales coast.

There’s so much more to see.

North Wales is an exceptional destination for outdoor pursuits.

We are less than a mile away from Conwy town, with its amazing castle, which has the town itself inside the castle walls and is full of independent shops, pubs and restaurants. We feel, as an area, we’ve got a lot to offer and it’s going to be very big for us.

It will be a career highlight for you as well. What’s the expectation going to be like?

The anticipation is high. It’s never off my mind and it drives me to make sure that everybody here is prepared. It’s exciting. There’s a lot of pressure, so yes it’s going to be a career highlight – being able to be the general manager of a club that hosts the Curtis Cup is something special. But more importantly, it is part of the journey for the club and our mission to become one of the UK’s top links courses, so it is a big part of an even bigger picture for the club that doesn’t stop at the Curtis Cup. infrastructure and trying to travel between the two.

It’s very difficult and the resort courses down south tend to be where golfers go and play.

Logistically, we are very close to Lancashire and Wirral coast and we feel we have a lot to offer.

We’re only an hour’s drive away from Hoylake, for example, and for the golfers who travel there to play, we would hope their natural next step for links golf in Wales would be Conwy. It is interesting that Hoylake members actually founded Conwy GC! If we can get the overseas spectators for the

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How do you manage pressure?

The club will effectively be on show to the world…

I come from a sporting family, my father was professional footballer and my brother a professional Rugby League player, so I have been brought up to believe pressure is a privilege, something that has been earned through hard work and is not a problem.

I try to work hard, be prepared and to prepare everyone around me with the skills required to do their job and for them to know what is expected of them.

Teamwork is essential. My staff

and I love a challenge, a culture I have been keen to promote since arriving at the club. From a club and committee point of view, I am extremely lucky.

This is a club that has held major events before. Not on the scale of the Curtis Cup, but it is nothing new for them. The honours board for international matches and events that have been held here is like a who’s who of amateur and professional golf.

The club is used to it, is very proactive and the Curtis Cup committee is made up of very experienced people. For example, our club captain for the Curtis Cup is JR Jones. JR has officiated at Open Championships and has been around major golfing events for over 20 years, so I am very lucky to have JR and others to discuss things with on a daily basis. It really is a team effort.

Given everything that’s happened, when the tournament does arrive will it be even sweeter?

I don’t think it will feel sweeter but if I can look back and think that we’ve kept everyone safe, kept the club running, staff have kept their jobs and we’ve delivered a successful Curtis Cup then, taking into account everything that’s happened, I will be happy!

You’re always better for experiences and if we can go through a crisis – a global pandemic – and come out the other side and still deliver that great event then it will make the highlight even bigger.

We’ll all be better off for it. The club will continue to improve and it will be something for us to look back on in years to come and certainly learn a lot of lessons.

You’ve got to keep positive and keep moving forwards.

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Is Golf Course 2030 addressing the needs of

CLUB MANAGERS?

G

olf Course 2030 (GC2030) was established by The R&A in 2018 to mitigate the impact of climate change, resource constraints and regulation on golf course condition and playability. This will be achieved through a programme of research, education and communications. The research programme has been, in part, informed by the results from a questionnaire survey commissioned by The R&A and undertaken by Sports Marketing Surveys Inc. The survey asked club managers, course managers and PGA professionals their views and experiences of the impact

of climate change, resource constraints and regulation in relation to the golf course. Three articles have now appeared in The Golf Club Manager this year, covering the survey responses to each of these challenges, as shown in Figure 1. The final GC2030 article this year will consider how the research programme reflects the views expressed in the survey and how it contributes towards addressing some of the most serious issues affecting the game.

Club managers need to be aware of the challenges of climate change, resource constraints and regulation. Golf Course 2030

documents for a number of European countries, including Great Britain & Ireland, are available from The R&A website at https:// www.randa.org/en/sustainability/ golfcourse2030, and they highlight a potential worst case scenario should we prove unable to compensate for these threats to the condition of our golf courses: Longer periods of course closure due to flooding and damage from extreme weather events.

Hotter summers and less water availability for irrigation, resulting in a significant loss of grass cover.

Figure 1. Survey responses

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In his final article this year on the Golf Course 2030 project, Steve Isaac, The R&A’s director of sustainability, considers how it’s addressing the most serious issues affecting the game…

Stressed turf due to climate extremes and the loss of coping mechanisms, e.g. irrigation and pesticides, enables diseases, pests and weeds to run riot.

The high cost of resources means less maintenance is possible.

Golf courses providing seriously inferior surfaces compared to what we enjoy today.

The outcome of all of this is loss of customers and permanent closure of many facilities, with serious consequences for the contribution from golf to the local, regional and national economy.

The most serious concerns The most important issues from the responses of club managers to the SMS survey were the availability of pesticides and flooding. The prospect of us seeing more disease scars, insect and worm damage as a consequence of the limited availability of chemicals and weather patterns conducive to such activity is a most worrying one, with its potential to severely impact of the playability of our golf courses.

Flooding is, clearly, a threat to golf course condition and playability, and is already being experienced widely.

Three of the 14 Golf Course 2030 projects underway address these

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issues directly: Integrated management of diseases and insect pests on European golf courses: Managed by the Scandinavian Turfgrass and Environment Research Foundation (STERF), this project is investigating sustainable options to the use of pesticides. The focus will be on microdochium patch, dollar spot, chafer grubs and leatherjackets.

Integrated turf management for golf greens, managed by STRI Ltd: This will see the production of a ‘best management’ handbook aimed at those managing parkland golf courses, which will promote positive changes that will be required to address the challenges posed by climate change, resource constraints and regulation.

STRI will also be responsible for delivering the project ‘Water management on golf course 2030: how will it affect the golf industry and what can be done to prepare golf for future climates’. The project will review the impact of climate change on the drainage of golf courses, as well as their water supply and usage.

Other GC2030 projects which may not be obviously related to the issues of pesticide availability or flooding, but that do cover important elements of these challenges are: Quality standards for the condition and playability of the golf course, managed by STRI and the University Centre Myerscough.

These will not provide prescriptive

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targets but will outline processes by which realistic standards can be set and measured. Any club wishing to set an objective for what they want from their golf course will have to take the prevailing disease, pest and weed management and weather extremes into account.

The decision-making process for grass selection, managed

by STRI: Some grasses are less prone to disease damage than others. With grass breeding seen as an important part of the battle against pests and diseases moving forwards, having this criterion as part of the decision-making process as to which grasses you favour on the golf course could be

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critical.

Adapting to new technologies (as sustainable options for disease, pest and weed management become the norm) and adopting best practice to combat the challenge posed by extreme weather events may well require a fresh look at the content of the education currently provided to our greenkeeping workforce. The GC2030 project ‘Education for the greenkeeping workforce’, managed

by SRUC, will address this.

The three projects outlined above will be relevant to all of the issues covered by GC2030 research. The effect of drought was also a notable concern to

club managers and the STRI project mentioned previously will consider this. Lack of water was of most concern to club managers based in South East England. Not surprising when the Head of the Environment Agency is predicting that within 25 years England will not have enough water to meet demand and when the primary source of irrigation water for 66% of UK golf courses is mains potable supply.

Coastal management is not a concern to those managing our inland golf courses but the SMS survey showed that it is a real concern to 59% of those managing our coastal, links and clifftop courses. Consequently, GC2030 is running the following

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The outcomes of the survey will inform other projects.

A Coastal Management Study, which will produce a structure to enable effective interaction with Shoreline Management Plans and similar broader coastal management processes.

Coastal Management Innovations, which will enable the golfing community to apply innovative coastal management approaches and consider ecosystem benefits in their management decisions, to secure a sustainable long-term future.

A demonstration project for an innovative system of erosion mitigation of coastline at risk, providing proof of concept as a practicable and sustainable technique for mitigation of soft coastline erosion at acceptable cost and environmental impact.

coastal management projects: A survey of coastal courses to identify current levels of coastal management understanding and engagement across courses likely to be impacted by coastal change.

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A blue carbon audit to assess how these resources can provide effective opportunities for golf courses in relation to climate and coastal change mitigation and adaptation.

Is Golf Course 2030 addressing the concerns of club managers?

The issues club managers

expressed most concern over in the SMS survey are the subject of GC2030 projects. The outcomes of the research will help us drill down to better understand the challenges and to determine what additional work that needs to be done.

So, when will this first tranche of projects complete? Figure 2 presents the timeline for these projects and you can find out more about what they will deliver from The R&A website at https:// www.randa.org/en/sustainability/ gc2030-projects At the end of the day, GC2030 will be judged on how valuable it is as a source of awareness raising, information from research and education and if these key aspects of the initiative can be applied to help increase the resilience of our golf courses.

As you will be aware, BTME has been cancelled for 2021. However, BIGGA is going to run Virtual Continue to Learn over 19th to 21st January and all of the Golf Course 2030 projects will feature over eight sessions. Tune in if you can.

Figure 2. Golf Course 2030 projects timeline

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Why fewer bunkers should be the future

FOR GOLF CLUBS

P

erhaps the phrase ‘shock and awe’ was really meant for what Bryson DeChambeau did to Winged Foot during September’s US Open.

In dismantling the historic venue with a bludgeoning straight driver and scant regard for the USGA’s feared rough, the ‘Scientist’ once again ignited the debate over distance and how far the ball goes.

And while what goes on at the elite level may not immediately be apparent to those of us whose play never threatens such stratospheric levels, the calls from clubs to relocate hazards and alter teeing areas hasn’t halted since the

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days Tiger Woods first forced the game into a radical rethink about length.

But what does this current fad mean for the future of the game, both at the top level and for those wondering how it might filter further down the food chain?

And what are the pressing issues for clubs considering their own golf course renovation projects?

Golf course architect Marc Westenborg has consulted for more than 100 courses, including designing the likes of Rockliffe Hall, which has hosted the English Senior Open on two occasions, and the 27-hole Dun Laoghaire in Ireland, which hosted the Curtis

Cup in 2016. Other new builds include Cobh, Carrick-on-Shannon and Gorsty Hill.

He’s completed acclaimed projects at some of Britain’s most venerable existing golf clubs – such as Southport & Ainsdale, Ipswich (Purdis Heath), Moor Park and West Herts in the UK, Dooks, Cork HC and Blainroe in Ireland, Tat Beach in Turkey and The Hong Kong Golf Club.

So, with a background steeped in the highest levels of course design, we asked him to consider two of the hottest topics in the game today – distance and bunkers – and give his views on what could be in store.

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We asked the experienced golf course architect Marc Westenborg to weigh in on two big topics dominating the golf world. His answers might surprise you

Distance The European Institute of Golf Course Architects surveyed their membership and reported three quarters believed increasing ball flight lengths and advances in equipment are diminishing the game. How big a problem is this?

I believe this issue is two-fold.

For professional golfers, any

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further advances in ball and club technology needs to stop now.

It’s already reached the point where, with their combination of ability, accuracy and distance of hitting, it has become nearly impossible to design a golf course that reasonably challenges them while, most importantly, ensuring that the remaining 99% of golfers are still able to enjoy a game of

golf without being completely humiliated. Therefore, for that reason alone, when designing or renovating golf courses, I try not to overly concern myself with attempting to second guess the ability of professional golfers but rather try to ensure that the average golfer is fairly challenged and has the opportunity to enjoy themselves. I am of the opinion

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that most golf courses, new and existing, can be adapted in such a way that their challenge increases for professional tournaments.

Be it fast greens, deep rough, narrow fairways, back tees, and so on.

However with professionals now approaching 350-yards to even 400-yard tee shots, most Par 4 holes become little more than a drive and wedge and this is the point where it becomes increasingly tricky to challenge professionals, no matter how deep the rough. For the amateur golfer, I really do not see the improvement of technology as a problem. Golf is a difficult game and anything that can be done to make it as user friendly as possible should be encouraged – be it balls that fly further or clubs that claim to stop the dreaded “slice”.

As an average golfer myself, there is nothing more satisfying than occasionally hitting a 250-yard+ tee shot and I know from bitter experience that this by no means guarantees a good score by the time I walk off the green.

If amateur golfers want to hit the ball further, this is fine by me. Some might argue that technology is forcing clubs to adjust the position of fairway bunkers, and to a certain extent this is true. However, I visit and play a lot of golf courses and one would be surprised that even bunkers positioned seemingly too close to the tee at around 200-yards are actually quite well positioned for a high proportion of golfers at private members’ clubs, mainly due to their age demographic.

However, especially bearing in mind improved technology, the longer hitters must also be considered and this is where, if possible, back tees play an important role as well as careful positioning of the bunkers.

Needless to say, it is a hugely

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complicated process. Every situation is different and it is nearly impossible to satisfy everyone.

What’s the solution?

What’s the answer? I’m not too sure there is one, nor am I convinced that, apart from ensuring that club and ball technology has now reached its pinnacle, anything too drastic needs to be done. The work that is already carried out before the professional tournament seems reasonable to me; fast greens with some challenging pin locations, maximising the yardage of the golf course, and thick rough combined with narrow fairways being some of the measures that are put into place. Apart from reducing the capability of ball distance by the 15% I have heard talked about, there is little else. And would that 15% make that much difference?

At the most a two-club change to the approach – a 6-iron instead of an 8-iron perhaps.

Professional golfers are so talented, I question whether this would really have a massive influence on final scores and, at the end of the day, it is more likely that the amateur golfer will be punished. The term “Tiger Proofing” is often mentioned. But what exactly are we trying to achieve?

Are we trying to stop professional golfers achieving under par scores or do we gain enjoyment seeing them struggling around a golf course? I don’t think so and, for the most part, the crowds want to see long drives, birdies and eagles.

Without doubt it’s a hugely complicated issue but I don’t think it is quite as big a problem as some people make out. I am much more relaxed about this than some – just so long as we have now reached a pinnacle of ball and club technology.

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Bunkers You mentioned bunkers. Given the money and maintenance needed to keep them in good repair, do clubs need to think about the numbers they have?

Reducing the number of bunkers on golf courses, while ensuring those that remain are built to the highest possible design and construction specification, is very much the trend at the moment.

Bunker liner technology has improved markedly these past few years and there are now some excellent rubber, concrete and material based products which are effective in extending the life of the drainage as well as, in some cases, helping to reduce wash-outs of high sand faces.

Removing bunkers is not quite as simple as it first appears. Not only does the strategic values of the hole have to be considered,

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especially bearing in mind the discussions earlier regarding improved technology but, also very importantly, the visual elements of the golf hole. I tend to find that it is mostly greenside bunkers that can be removed, especially those towards the back of greens that are hidden from view by more forward bunkers.

In these instances, the bunkers can be replaced with grass hollows, swales, ridges or mounds that can be equally as effective a hazard and considerably cheaper to maintain. Upgrading the bunkers also provides the club with an excellent opportunity to adjust the location of fairway and approach bunkers and, overall, a bunker renovation project can have a dramatic positive impact on the success and long-term sustainability of a golf course.

Is it difficult to convince clubs of

that approach?

It’s extremely difficult to convince clubs. When I start talking about the figures that might be involved in a full bunker renovation project, including the liners, it is ‘wow’. We are talking £100,000 or £200,000 including the drainage, turf and fresh sand. Clubs say ‘how are we ever going to see our money back on that?’ To all intents and purposes, though, everyone I speak to says ‘the amount of work the maintenance crew are having to do in the bunkers is massively reduced’, as a result and this has the knock on effect of not only saving money, but also allows the maintenance crew to spend more time on other areas of the golf course - resulting in an overall raising of the golf course standards. This, in turn, has the knock-on effect of retaining existing members, generating new members and, although difficult to

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quantify, without doubt will result in a return in investment within a few years.

Additionally, the costs mentioned, normally includes all the work being carried out by a golf course contractor. Considerable savings are possible if the maintenance crew become actively involved in the construction process and I always encourage this - not just to save money, but to make sure everyone feels part of the process. However, it is important professional architects and constructors are commissioned. It may be possible to do all the work in-house, but it is risky and I have seen many disasters. Renovating bunkers is a far more complicated process than initially meets the eye.

The future How do you see the future?

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Despite all the problems, I am positive about the future of golf.

Hundreds of golf courses have recently closed and, although sad to see, this has had the knock-on effect of improving the viability of those golf courses that have remained open. The main issue is ensuring there is a constant supply of new golfers. I often hear golfers say that, because of the age profile of many clubs, all the golfers are dying off and with it the game.

This is, of course, not true because at the same time new golfers are taking up the game.

There is a huge amount of work being done to encourage young people to take up golf; the Golf Foundation being an excellent example. There is, however, a lot of competition from other, possibly more easily accessible, sports and there may be a period of time during which young golfers give up golf. However, eventually,

even if it is not until they are 50, because they have been already introduced to the game, most will take it up again when their personal circumstances allow, ensuring a fairly constant supply of new golfers. However, it is the responsibility of golf clubs to make available facilities to help grow the game – more in the way of practice areas, as well as pitch and putt or Par 3 courses are required.

Added to that, changes in the format of the game, future golf club/developer relationships, the benefits of soil importation that more and more clubs are realising, clubs expanding their revenue stream through nongolfing enterprises (weddings, conferences, etc), as well as what seems to be a vibrant professional scene, all adds up to what I think is a very positive future for golf.

For more information, visit Marc’s website at westenborggolf.com

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Mind the

GAP The relationship between a manager and the committee or board can define the success of the whole club. Industry expert Kevin Fish explains how you can make it a successful one

G

overnance is the hot potato that no club manager can ignore. In fact, it perhaps affects their enjoyment of their job, and their career prospects, more than any other area of operations.

Few know more about the ways of club committees and boards and how to handle them than long-time GCMA member Kevin Fish.

Consistently rated by delegates as a stand out speaker at last year’s National Conference, his success at Cotswold Water Park was forged by three revealing sessions on the fundamentals of club governance.

He’s since been delving deeper, carrying out further analysis on a subject that’s only grown in importance this year with the coronavirus pandemic and the way it has affected clubs.

We asked him to reveal his findings…

You have been diving deeper in to club governance – what have you learned?

Our research has shown that the average tenure of a golf club manager in the UK is just over four years. And while the primary reason given by a club manager for moving on is their own desire

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to change clubs to further their career, a quarter (23%) of managers admit they were “nudged out”of their jobs.

A further 21% describe that departure as “through mutual agreement”. When added together, this data tells us that when things got tough at the club, for whatever reason, almost half (44%) of managers were not on the same page as their Board members.

These statistics are consistent with studies in other countries and simply reinforce the importance of managers being able to work with, and not against, their Committee.

What is at play here?

I have seen club governance up close from every angle and know what an incredibly challenging working environment this can be. I firmly believe there are two key aspects to being successful in getting long-term, sustainable, results in and around the boardroom.

Firstly, as club managers we must be able to demonstrate consistently high levels of emotional agility.

I would define that as being sufficiently aware of our own emotional reactors, in order to manage our behaviours, to best achieve our goals and values. Quite a mouthful to get your head around,

but we recognise it when we see it, and it’s clearer still when that skill is missing. Just think of a busy Christmas period with the extended family and the in-laws and you will know the skillset I am describing!

The second key factor for longterm success as a club manager is to surround yourself with a Committee full of well-intentioned, passionate volunteers who are highly trained in the unique world of private golf clubs.

And in the real-world Kevin…

OK, I admit, getting just two out of three of those is as much as we can hope for. Whilst most of us can relate to the passion and positive intentions of the Committee Members we serve, I suspect that the one area where we might, just might, fall down, is that last element – highly trained in the unique world of private golf clubs.

In the absence of a Swiss finishing school to train our Committee members we are often left with people who are undoubtedly experience rich, but sadly, theory poor.This makes for frustrating periods where the newcomers to the board room are getting up to speed on how things work in a golf club.

Worse still, some newcomers arrive with a single item agenda, perhaps

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representing the views of a vocal minority.You, as the experienced manager, may skilfully win that particular battle with the new Board member, but you know that this victory comes at a cost and you have, in effect, laid the foundations to potentially lose the war.

Haven’t club managers always had this problem working with committees?

Yes, and I must confess that people like me may have even inadvertently played a part in making the problem

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worse. Let me explain. For the last decade we have raised the profile and the importance of club governance in this country, ensuring that it is thoroughly understood and introduced to the board room by the many managers who have attended governance training and workshops.

It is possible that, by doing so, we have widened the gap between the knowledge level and expectations of our club managers and the knowledge level of the Board members who have been left behind.

With more clubs fighting for fewer members these days, the boardroom practices and behaviours that could be accommodated during the boom years of golf simply are not enough in today’s competitive environment. Frustratingly, the well-meaning club managers who try to highlight these deficiencies are rarely thanked with a pay-rise.

What I can say with certainty is that after every governance workshop I deliver for club managers, the most common

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piece of feedback I receive from delegates is “I wish my Committee had been here to hear that, Kevin.”

So what we are saying is that the knowledge gap is wider now…

Yes, and that gap is sadly one that many a great club manager has fallen through, sometimes never to be seen again. This summer’s circumstances have given us all a lot of time to reflect, and I am sorry to say that, in some cases, this has resulted in a few managers choosing to call it a day. The reason

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given to me by those managers is predominantly that they just cannot raise their game again, to deal with the perennial problem of nurturing their committee to do the right things right.

reveal what they believe to be the key governance challenges.

So what are those perennial problems Kevin?

I was a club manager for nearly 10 years, and also a Board chairman for six, so I have seen it from both sides.

I have also conducted research with both club managers and club chairmen/chairwomen and can

1.

2.

The nine governance challenges in private clubs – (CCL Research 2020)

3.

4.

5.

Committees are too big Lack of follow through by volunteers Absence of a plan for the club Micro management of the manager by the board Lengthy and ineffective meetings

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6.

7.

8.

9.

Personal agendas (vocal minority) in the board room Finding suitable volunteers to be a part of this Consistency of mission/ Continuity of direction Resistance to change (despite points 1-8)

Is there any good news?

Strangely enough, yes. Many of the managers reading this will confirm that the circumstances clubs have found themselves in this summer has resulted in a “can-do”or “must-do” attitude. For example Boards have:

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Moved swiftly to embrace virtual meetings

permit on-line voting to conduct the essential affairs of the club.

Communicated frequently and honestly with the members on the changing landscape

To underline that, we know from our governance survey of club managers that three quarters (75%) describe their committee support as more positive this year, with nearly half (40%) describing committee support as excellent.

The older readers of this magazine will remember the cartoon series about the Trumpton Fire Brigade, who came together every month to practice but never did much more than rescue

Switched on with laser focus to what members need from their club right now Extended terms of office bearers for continuity of club business and activities Rapidly updated byelaws to

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a committee member…)

Over half (53%) describe the number on their Committee as “too high” Respondents only change their answer to “about the right number”when that number drops to eight.

The average time for a regular committee meeting is around 120 minutes and is understandably described as “too long”until clubs reach 90 minutes or less.

The percentage of clubs who offer no training or induction at all for their incoming board members – 46%

the odd cat. Well it feels like the equivalent at our clubs just showed they really can put a fire out when they need to - and we need to embrace and build on that momentum.

So how do we do that?

I am happy to share all of my survey findings with GCMA members who contact me, and there are some easy wins which I can share below.

The average size of a golf Club Committee is 10.2 (Yes, I know you are now picturing your own 0.2 of

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Let us reflect on that last statistic.

Almost half of our club managers acknowledge that their new board members undertake no induction or training before they attend their first board meeting. I think we may have found somewhere to start to address the situation and begin to close the gap. This is the gap that many good managers have fallen down, often without ever knowing there was a hand against their back ready to give the final push.

I have dedicated much of the last 15 years of my career and volunteer time helping to professionalise our industry and have now arrived at the point where I believe the greatest impact I can have is to help club managers to close the gap.

How can you help Managers to close that gap?

In creating the solution, a picture came in to my head of going to my first Newcastle United match with my Dad. Nobody handed out a song sheet on the way in.

Football fans rely on a form of

osmosis to pick up the words to the songs and sure enough, after a few visits, it seems to work just well enough to let us join in and play our part in doing things the way they have always been done.

Running your golf club is far too important to rely on our own form of osmosis, and if this article tells you anything it is that we do not really want things to be done the way they have always been done.

One very helpful solution is to create an annual induction day for your Board members. Less than one in 20 clubs offer their Boards an induction day, although it is interesting to note that these events have been embraced by clubs in the high tier of the industry more than elsewhere.

One new option now available to you is the result of my work this summer. I have applied my 20 years of theory and practice on this subject, to create a new tool that helps all clubs to “close the gap”in and around the boardroom. It is an interactive support tool for Board members that will dramatically improve their understanding and, therefore, performance.

Most importantly, it protects club managers from risking their own relationships by talking about the elephant in the room.

Board members have earned our respect during this lockdown crisis. I strongly recommend that managers build on this momentum in the board room. If I can help fellow members to close the gap and, in doing so, enhance your career fulfilment, I would be delighted to help you, to help your club.

To find out more, contact Kevin Fish CCMat Contemporary Club Leadership at kevin@ccl.services or visit www.ccl.services

GCMA.ORG.UK | 45

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46 | GCMA.ORG.UK

E D U C AT E | I N F O R M | I N S P I R E

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E D U C AT E | I N F O R M | I N S P I R E

All of the modern golfer’s needs will be catered for with YamaTrack®, which features a 10” interactive touchscreen including 3D terrain graphics, accurate distances, messaging and pro tips.

The hardware will be installed by the course’s local dealers, which will then be accessed through the owner’s online Yamaha account for fleet and individual car control, as well as to activate the Player App. The car control comes with a range of features, focusing on safety, efficiency, and user experience.

Unlimited geo-zones control the car’s speed and position on the course, while the tracking feature can also show its current location or history. The shutdown feature provides better overnight security and prevents the car’s entering ‘prohibited zones’ by day.

courses to increase their revenues through shared advertising opportunities.

These would be distributed across the fleet from the app, which will also generate multiple reports to improve management and maintenance.

Customer experience is key, and the Player App gives users an easy way to navigate their way through each round of the course, from tee to green, with an accurate distance to pin feature that’s sure to help improve their handicap and allround experience, increasing the course’s reputation.

Food and beverage menus can be uploaded to the app, with players able to order what they’d like before their final putt. The course’s brand can be represented through the app’s

Managers can monitor the pace of play, scheduling rounds and directing the course marshals to maximize efficiency, with the ability to also oversee each car’s battery life and conditions via the app to improve fleet rotation.

Included in the 10”screen options are customizable onscreen advertising, allowing

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The YamaTrack® will be available at selected Yamaha dealers within 2020.

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GCMA.ORG.UK | 47

Fairway Credit The trusted payment solution provider for the GCMA, its’ members and their clubs, helping golfers finance their annual membership fees...

The importance of increasing golf club membership by offering a monthly payment option to spread the costs of membership can help secure future growth.

COVID-19 has had a significant impact on many aspects of life, with social distancing and restrictions on movement resulting in a complete overhaul in the way people have engaged with leisure. Like the experience of many businesses, golf clubs haven’t escaped the impact of the pandemic with financial performance under severe pressure during the year.

To the relief of both clubs and players, golf was one of the first sports to formally return following lockdown.

This accessibility created renewed interest and a spike in membership take up, but how can golf clubs maintain and grow this vital cash flow from membership fees?

Roger Brown, Chief Commercial Officer, Fairway Credit

explains how a monthly payment option to spread the costs of membership is increasingly popular amongst golfers, turning a single lumpy payment into a more manageable and convenient monthly amount whilst providing fees upfront in one payment to the golf club.

There is also an added benefit with the opportunity for the club to earn commission.

Emerging from lockdown With the ever-changing landscape of guidance being given by the government, from limiting people to one outdoor activity a day and only with members of their own household, to regional lockdowns, it’s uncomfortable to recall that the majority of sports and exercise activities became impossible overnight when lockdown measures were first introduced – golf included. Thankfully, as a leisure activity enjoyed in the outdoors and a sport famous for players’ self-regulation, adhering to rules and regulations, we were all pleased to see golf make a quick and early

strategic partner

return following lockdown. Golf clubs were rapidly made into a safe environment for players to frequent once again (albeit in a limited way) and long may it continue. To the relief of club management and the delight of members, golf clubs up and down the country welcomed back existing and new members in July bringing in much needed revenue.

Membership levels For a moment let’s look at levels of membership in recent years pre COVID-19. It’s not all been good news. Golf club membership levels were in general decline for a number of years. According to the KPMG Golf Participation Report for Europe 2019, England, which has the largest number of registered golfers in Europe, lost 10,688 (1.63%) of its registered players between 2017 and 2018. The total number fell from 655,839 to 645,151. Figures from Scotland and Wales were worse with Ireland’s figures more stable.

More recent statistics provide a more positive picture.

The number of members’ clubs reporting growth in 2019 was 53 percent. The average level of growth was six per cent.* Once 2020 reporting is available it will be interesting to see the full extent of the positive spike in numbers playing and membership levels in general in this post pandemic era.

Despite this recent growth it’s going to be challenging for those in charge of golf club finances. A new survey of UK private members’ golf clubs** finds 37 percent have cash flow issues, even with the recent boost in playing figures, and some may close next year as a result. Eight percent of clubs in the UK and Ireland classify their current cash position as ‘critical’ and a further 29 percent as ‘concerning’.* Innovative golf club managers are considering a wide

For further information about how Fairway Credit can benefit you and your members, simply; call, email or visit our website.

References: *Hillier Hopkins – Members and Proprietary golf clubs survey – 2019 report **GGA partners research 2020

range of options to increase footfall and boost profitability.

Golf club revenue – raising income Golf club managers may be considering pay as you play style memberships; reaching a new demographic; diversifying their business model; utilising their estates in different ways or introducing new forms of revenue generation. However, securing a significant increase in annual membership is the number 1 priority for those managers we speak with.

So how can accessibility to membership be made easier?

Using Fairway Credits’ monthly payment options to pay for membership

membership, clubs can receive a percentage commission for every member that uses the service providing they have the right regulatory standing with the Financial Conduct Authority. More importantly the club receives the annual membership fee upfront in a timely manner, allowing cash flow to be maintained and capital to be spent when and where it’s needed most.

Whether the golf club directs its members to Fairway Credit’s dedicated payment portal or this payment option is integrated into the club’s existing invoicing systems via Club Systems, we have an unrivalled insight into the requirements of both the member and club. We use this invaluable experience, backed by industry leading administration and systems support from our UK based offices to provide a smooth, seamless customer journey.

Players are increasingly opting to spread the cost of their golf memberships through monthly payments bringing much needed cash flow into clubs. They pay for their annual membership in convenient monthly amounts instead of in one large hit. For golfers it’s popular from an affordability and efficiency perspective and for clubs it provides a smooth and reliable cash flow with memberships paid to the clubs in full at the start of each membership year.

Our Fairway Credit facility has been in operation for over two decades, helping golfers enjoy the benefits of membership and clubs the satisfaction of knowing their membership administration is expertly managed and that income generation is being sustained.

Fairway Credit is the market leader in providing this service. We have a strong presence in the golf market which we have supported for over 25 years as evidenced by these results:

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If we can offer assistance in this area, help you build your membership base and grow revenue opportunities for your club, please don’t hesitate to contact one of the Fairway Credit team on

We work with 1 in 4 fee paying golf clubs in the UK Typically 15-20% of members in any club offering Fairway Credit will take up the option In 2019 over 40,000 golfers used our schemes Average fee funded was c£900.

As well as allowing golfers to spread the cost of

0344 736 9818 | leisure@pcl.co.uk | www.fairwaycredit.co.uk Fairway Credit is a trading name of Premium Credit Limited. Registered office: Ermyn House, Ermyn Way, Leatherhead, Surrey, KT22 8UX. Registered in England and Wales under company number 2015200. Authorised and regulated by the Financial Conduct Authority. *Facility is subject to approval, terms and conditions apply.

GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS

The future of

PRACTICE IS HERE A Hertfordshire golf club has become the first in Europe to benefit from mobile technology that will transform its facilities

I

t may be a warm up, a work out or working on a fix but practice is becoming ever more important for today’s golfers – and the example shown by the professional game is only going to drive that trend forward.

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Technology in this field is advancing rapidly, and the LCD screens and launch monitors we’re seeing installed at clubs across the UK, giving players instant feedback on their shots, is proving hugely popular. But there are plenty of clubs out there without

the benefit of fixed bays or grand range constructions that have not had the opportunity to offer their golfers the same experience.

Now there is a pioneering new technology that is going to change all that. The company that is the driving force behind this

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phenomenon is Toptracer, owned by entertainment giant Topgolf Entertainment Group. Toptracer has installed its tech in more than 300 ranges worldwide.

And Essendon Country Club, in Hertfordshire, has become the first in Europe to provide its members and guests with Toptracer Range Mobile.

You will, of course, already be familiar with the company’s ball-tracing credentials – they

are beamed every week into our homes during PGA Tour and European Tour TV coverage.

And they are at the vanguard of the high-tech, user friendly, technology that has been transforming driving ranges all over the world.

E D U C AT E | I N F O R M | I N S P I R E

Toptracer Range Mobile, though, has been engineered specifically for uncovered driving ranges with grass turf or mats and it works by mounting sensors around the facilities available at clubs.

Practice sessions are then optimised because, instead of viewing the data on screens, the shot traces and detailed analytics are sent directly to a player’s phone.

At Essendon, members, guests and visitors receive instant numbers on ball speed, launch angle, carry, shot shape and more after each shot. Data can then be reviewed and saved for future reference while providing a detailed insight into how to make improvements.

Guests can compete against one-another in friendly competitions with a range of skillbased games, or they can record their swing – complete with shot trace and statistics on screen – to post on social media or show to a coach for pointers. The mobile app also records a user’s shot history, allowing them to track progress and measure improvement.

With its nine-hole academy course, extensive short game area and swing studio and two 18-hole courses, Essendon are using Toptracer Mobile Range technology as the impetus to further revamp their facilities.

They’re planning to provide direct parking for up to 20 cars as well as creating a more social experience for users.

Paul Densham, Essendon general manager, said:“We’re always looking for ways to improve our member experience and to future proof our club.

“Our aim is always to be ahead of the game, spot trends and be as progressive as possible. There is no question in my mind that Toptracer is the future of the

driving range and it goes without saying that we’re excited to be the first club to install their mobile solution in Europe.

“I’m certain it’ll go down a storm with our members and it’s given us the opportunity to make a real social amenity of our range, rather than it just being a place to hit balls before your play.”

San Roque, in Spain, will be next to receive the Toptracer Range Mobile experience as the platform gathers momentum following a succession of installations in the United States.

And, uniquely, Toptracer provides ongoing support to its customers once installed by supplying each with a dedicated account manager.

On the technology’s entry into the UK, Ben Sharpe, Toptracer president, said:“We are extremely excited about the first UK mobile installation.

“This really opens the door for facilities with outdoor practice grounds to join the revolution and bring modern range technology to their guests.

“Essendon Country Club is a fantastic location to house our first mobile driving range in the UK and we can’t wait to see the club’s members enhance their development and enjoyment using our tracing technology.”

To discuss Toptracer Range opportunities in the UK, visit www.toptracer.com and fill out the contact form for the relevant region.

GCMA.ORG.UK | 51

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20/10/2020 10:10

From the

HELPDESK This month: EGM motions, frozen bridges and... the criteria for joint membership categories We have a upcoming EGM with a contentious issue. Will a member attending the meeting be able to put a “motion” forward before or during the EGM please?

This should be covered by your club rules, however it is not common, or desirable, to allow motions to be tabled at General Meetings.

There is usually a seven or 14 day requirement to put it in writing to allow proper consideration.

This link gives sound guidelines which may help: https://www2. canterbury.gov.uk/media/203776/ annual-general-meetings.pdf We have just appointed an assistant greenkeeper. What I need to know is do we need this person to have a DBS check?

Some of the committee say ‘yes’ and others say ‘no’.

Your staff should not need a DBS check unless they are being employed to train, supervise, or be in sole charge of children or vulnerable adults.

There are some businesses who will carry out DBS checks on all staff, just in case, but you must ensure you do not discriminate and single out any individuals unless they are carrying out the above duties.

If you do need further

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information, to satisfy the committee, then see this England Golf link: englandgolf.org/article/ safeguarding-children-and-youngpeople/

following the risk assessment are not robust then it may be that your only other course of action would be to close the bridges and re-route as necessary if possible.

Do you have any information or procedure recommendations for frozen conditions?

We have some bridges with steep entry and exit points which we are concerned might lead to a slip or fall...

As you have identified that there may be an issue with these bridges then you must do a risk assessment on their use and take all ‘reasonable’ steps to reduce or remove that risk.

Presumably, you cannot ‘reasonably’ adjust the entry and exit points to make them less steep, so I suggest you have them salted and gritted to reduce the slip hazard.

You should also introduce signage warning the members along the lines of: Warning. The entry and exit points of this bridge may be a slip hazard, particularly during winter weather, and you are advised to take care when crossing. Remember, you have a duty of care to behave in a way that does not injure yourself or others at all times.

If you feel that these or other actions you might identify

We are reviewing the criteria for joint membership categories.

We wanted to know if there was a criteria in place when we are considering “any couple in a relationship residing at the same address”.

Is that in breach of any legislation?

There is no legal definition for living together and you will have to be careful with how your criteria is worded as it is the interpretation that may be the issue.

For instance, a couple (of any sex) could be living together as siblings at the same address and could consider that as a relationship.

Is father and son a relationship?

Perhaps you could say ‘any couple living as partners while residing at the same address’, or words to that effect.

An online helpdesk offers an advisory service to members. Visit gcma.org.uk/members to find out more

GCMA.ORG.UK | 53

Grass

ROOTS All the latest news, views and interviews from across the GCMA’s various regions in the UK

GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS

My Success Story...

MARK BIERTON

56 | GCMA.ORG.UK

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Fire, floods and pestilence provided a stern test for Knebworth’s general manager. But, as he reveals, there’s now no limit to where the club can go

I

t was the faintest puff of smoke – seeping out of the top of an electrical cupboard – and it stopped Mark Bierton in his tracks.

Was it only for a second?

But the general manager at Knebworth Golf Club froze in time.

He had a choice. Did he open the door, or call 999?

“I called the fire brigade and we evacuated the building,”he remembers.“It took them seven minutes to arrive and, by the time they did, there were flames coming out of the roof.”

Bierton can remember almost every step of that day – August 3, 2019 – when a fire gutted the first floor of the clubhouse at the Hertfordshire club.

“The main lobby hall, where the fire had started in the meter cupboard, had dissipated,”he says as he recounts what he saw when the water had finally doused the blaze.

“There was a really nasty smell of burning wood and material.

Without the fire doors on that cupboard, it would have spread through the entire downstairs.

“As it contained it within the cupboard, it sent it up to the first floor.

“That’s where it really started to hit home what had happened.

“The main staircase was black and dripping. On the landing, the floors were raised and lifted where the fire had come through the floorboards.

“The storeroom was a scary sight.

There was no roof. I could see straight through to the elements and I was

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getting rained on at that point.

“That roof damage continued across the front of the building and the back elevation as well.

“To see a fire that had started downstairs remove a roof from a building was what hit home to me.

“All I could think of was ‘how am I going to open tomorrow?’”

They talk you through fire drills, and Bierton had done his fair share of those in his previous career working at hotels. Instinct kicked in, as it did for his well-drilled team, when the alarms started ringing.

What’s harder to get your head around is what comes next.

Bierton had only been in post at Knebworth five months. Now he was faced with the reality of servicing a membership without a clubhouse while helping to shepherd the rebuild of a Grade 2 Listed building that was a muchloved treasure.

Little did he know then that the worst winter in recent history and a global pandemic that shut the club for nigh on two months was just around the corner.

But if we can take one moment as a window into the spirit of Bierton, his team and the wider club at large, and gauge just how they were going to get through such hardships, perhaps it came the morning after the blaze.

When incredibly, in the midst of the ruins around them, the golf club was open.

“We worked through the night and got a generator to power the halfway house so we could offer the members some service.

“We were frantically writing emails to tell members about what they were going to arrive to on Saturday morning.

“We did manage to offer a relatively full service from our halfway hut. The chefs moved over there and we exported everything

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E D U C AT E | I N F O R M | I N S P I R E

out of our kitchen.

“We had a mobile beer pump and went to Costco to get some plastic pint glasses. I wanted to keep a bit of a fighting spirit and give the members something the next day because they were going to be in for a tough year.

“We didn’t, at that point, have a clear picture of the year ahead. But there was a really nice atmosphere at the club on the Saturday.

“I’d not seen the terrace that busy. There was a real united spirit outside. It spurred me on to see what we could achieve with the

showers refitted.

Bierton explains:“We put together a little committee, of experienced members, and they really helped us realise the asset we have got today.

“It has been a team effort and the members have played a really key part in that and the board have sat side-by-side all the way through.”

“We now walk round the clubhouse and it’s a really fresh feel,”he adds.“It may sound a bit of a strange thing to say, following a fire, but with every tragedy comes an opportunity and we have really

rebuild and the refurbishment.”

Optimism is part of Bierton’s DNA – “I’m a very positive person and I like to take the positives from every situation”– and that manifested itself throughout the rebuild.

It was a top to bottom refurbishment and the club took the chance to go through the building root and branch and improve it.

They transitioned what had been the old club office into a large conference centre with presentation screens. A storeroom shifted to extend the boardroom, giving the club another fully fitted room that pandemic-aside will bring in revenue.

The members’ bar was refurbished, the men’s and ladies’

taken that.

“Perhaps we took a long time to complete the works because we wanted to plan it out and make sure we did the best for the club and the best for the Grade 2 Listed building that we sit within.

“It has been a forced refurbishment but we have got a product we are really proud of.

That would have taken us three to five years longer if the fire hadn’t happened.”

A year and a day after the flames subsided, the clubhouse was finished.

But, for Bierton and Knebworth, the work to push the club forward begins anew – and that goes on amid the backdrop of a virus that dares businesses to try and plan

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS

ahead in such uncertainty.

“From a team point of view, we definitely sat down and realised what we had been through and what we had achieved,”he says.

“There was a pat on the back around the table and then it was back to pandemic business, unfortunately.

“There’s no real time to rest upon your laurels as to what you’ve achieved.

“It’s getting back and making sure we can survive as a club in the times we are in and making sure the facilities we have got we are going to use to benefit the membership and the club.

“My main frustration in my day-today at the moment is that we are ready to launch. We are ready to step

60 | GCMA.ORG.UK

into the next echelon of the journey for Knebworth as a golf club.

“We are ready to kick on as a club, as a revenue generator and a member service, but we are being held back.

“The conference facilities are a really untapped market that could just secure the future of the club. It will help us control our membership fees.

“We’ve got a lot of facilities ready to go and I’ve got no doubt we will be in a really good place when we are able to start using them properly.

“I am really optimistic. We’ve got a great team here and a really solid foundation to build upon and push the club forward. There is no limit to where the club can go now.”

E D U C AT E | I N F O R M | I N S P I R E

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS

‘It will move us up to

THE NEXT LEVEL’

R

oyal St George’s, Turnberry, Royal Portrush – and now Cleveland. Good company, right?

That’s how officials at the Yorkshire club feel about the crowd they’re keeping these days.

But what do each of those prestigious clubs have in common with the Redcar links? They’ve all called in esteemed course architects

62 | GCMA.ORG.UK

Mackenzie & Ebert to cast their inspirational eye over their course.

Cleveland secretary Frank Spenceley says the firm, who can also count Royal Liverpool, Carnoustie and Royal Troon among their clients, will visit in the next couple of months.

In doing so, they’ll produce a full course masterplan and could put their mark on a 133-year-old layout that has already benefited from

the talents of Old Tom Morris, Harry Colt and, latterly, Donald Steel.

“They are coming to produce a report,”explained Spenceley.“If we can get Mackenzie & Ebert on our footprint then the amount of people who may visit will increase – because they do the Open courses and improve them.

“At first, we spoke about bunkers and they will come and carry out a full course appraisal.”

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With a growing membership and a burgeoning reputation, Cleveland could have planted their feet and rode out the pandemic. But, as secretary Frank Spenceley reveals, the club is turning to some of golf’s greatest architects to push them forward

Spenceley added the emphasis would be on making the course’s sand traps fairer for all players – with many of the hazards on the layout comprising of the small bunkers for which links courses are famous – and looking at making some of the manufactured dunes that shield parts of the course more natural.

“We are looking at the sand in them as well as making them

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fairer. Most of our bunkers are pot bunkers, but we need to know whether the lip should be straight or cambered towards to give you a chance to get the ball out.”

The club, which has seen a huge influx of members and visitors in recent years following the closure of the nearby steelworks, is keen to build on that success despite the obvious challenges of a global pandemic.

“Without a shadow of a doubt,” said Spenceley.“The thought of them coming here and giving us ideas to work on (is great). We’re going to use that – a 10-year plan – as our plan to move forward.

“We are at £35 green fees and we are getting lots of people coming from the south. They are starting to demolish the (steel) works.

They are going to start coming down and that will only improve Cleveland Golf Club. The outlook won’t be as bad and, if we can improve the course as well, the sky is the limit. It will move us up to the next level. When I started, we were never getting anyone coming to play from the south. It was all from the north. People from the north count their cash. People from Leeds and York are paying £40 and £50 for a game of golf.”

Spenceley emphasised, though, that the club, which hosts the popular Cleveland Salver each year that attracts the cream of the north of England’s amateur scene, would only look to make changes that improve the course for all members and guests – regardless of their ability.

“It (Mackenzie & Ebert visit) gives us something to look forward to,” he said.“As a Category 1 golfer, I want to see that. But we’ve got to make it playable for everyone.

We are a members’ club. We’ve got to put things in that are fair for everyone. We want to try and keep everyone happy but try and improve the course. That’s the big thing. Improvements.”

GCMA.ORG.UK | 63

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‘

Partner Network

The GCMA’s Partner Network supports the association’s work to professionalise the industry and promote a culture of excellence in golf club management.

Thank you to all our partners who continue to support the association.

strategic partners

business partners

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gcma.org.uk/partners

GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS

From the

ARCHIVES We scour the GCMA magazine archives to find out what managers were saying in years gone by Ten years ago It’s brought about great advancements in the industry - seen most prominently in the Diploma in Golf Club Management - and, back in 2010, Sandy Jones outlined the benefits of the Golf Club Management Partnership as it marked its first anniversary.

Established by the GCMA, BIGGA and PGA to provide a “co-ordinated approach to the management of golf clubs”, Jones wrote of the “appropriate time to join forces”as clubs felt the effects of recession and adapting attitudes to leisure activities.

But one of the most interesting parts of Jones’ missive, given the development we’ve seen over the last decade, was the determination to foster closer relations between golf club managers, professionals and course managers.

“Managers and professionals must not see each other as rivals - it is understandable that a manager would see a professional who gains managerial skills as a threat, but they can be much more effective as allies.

“Clubs work best if all parties use

66 | GCMA.ORG.UK

their skills together, rather than in isolation. The golfer and the club is the ultimate winner if we can understand each other better and appreciate how we can provide an improved service to members and guests.”

25 years ago In a precursor to the modern

Helpdesk, previous iterations of this magazine had a column called ‘Your Questions Answered’.

Back in 1995, there was an intriguing problem concerning what to do with the five-day member who was turning up with his full-paying member friends at the weekends.

At the heart of the query was a chairman’s desire to expel the 5-day member, for deceiving the club, and an argument over club byelaws.

The wise owl replying ran through the various options, insisting the club followed the byelaws in full.“If you do not, the club could be liable to a High Court action for breach of natural justice. These cases are very, very expensive.”

50 years ago “Here are ways to improve club beverage volume,” teased Sydney B White, president of M McConn & Co. “Club waiters and waitresses should be indoctrinated to make the ‘plus’ sales of before-dinner cocktails, wine or beer with the meal and after dinner drinks.

“All too often when the main course is being served we have heard service help ask, ‘Will you have your coffee now or later?’ The chance for the ‘plus’ sale has been thrown away.”

White argued strongly that the law of averages guaranteed that alcoholic beverage sales would be increased merely by asking for the order.

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