The Golf Club Manager: May 2017

THE GOLF CLUB

MANAGER I S S U E T W O | M AY 2 0 1 7

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

WELCOME TO ISSUE TWO OF YOUR NEW OFFICIAL GCMA JOURNAL

OPINION

TRADITION VS PROGRESS GCMA MEMBERS DISCUSS MOVING WITH THE TIMES EDUCATION

PESTICIDE PROBLEMS

HOW WILL YOUR CLUB COPE WITH THE BAN? NEWS

KEY APPOINTMENT MADE IN ROYAL NORWICH MOVE INTERVIEW

AMY YEATES

ON BEING DIRECTOR OF GOLF AT FA I R M O N T S T A N D R E W S

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

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CONTENTS I S S U E T W O | M AY 2 0 1 7

GCMA

CAREERS

06 GCMA chief executive Bob Williams

38 Training Day: Introducing club management

14 Welcome your new national captain

40 The latest GCMA recruitment news

INDUSTRY

EDUCATION

24 Big appointment in Royal Norwich move

42 Fighting back against golf’s pesticides problem

25 Is your club ready for Women’s Golf Day?

52 How to...manage expectation

INTERVIEWS

REGIONAL

26 A Matter of Opinion: History and tradition

62 Meet the Manager: Malone’s Paddy Dean

32 Meet Fairmont St Andrews’ Amy Yeates

64 All the news from around the GCMA regions

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26

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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 Bob Williams - bob@gcma.org.uk COMMUNICATIONS MANAGER Mike Hyde - mike@gcma.org.uk GOLF MANAGEMENT RESEARCHER Jim Cunning - jim@gcma.org.uk EDUCATION COORDINATOR Niki Hunter - niki@gcma.org.uk MEMBERSHIP SECRETARY Ann Jones - ann@gcma.org.uk EDUCATION AND MAGAZINE ADMINISTRATOR Debbie Mereweather - debbie@gcma.org.uk FINANCE ADMINISTRATOR Shirley Edmondson - shirley@gcma.org.uk BUSINESS DEVELOPMENT MANAGER Tash Johnson - tash@gcma.org.uk COMMUNICATIONS EXECUTIVE Amelia Brice - amelia@gcma.org.uk PRESIDENT JR (John) Jones 2017/18 CAPTAIN Howard Williams BOARD OF DIRECTORS Mike Hoare, Gary Steele, Barry Hill, Phil Grice, Eddie Bullock 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 EDITORIAL DIRECTOR Dan Murphy - d.murphy@sportspub.co.uk OPS DIRECTOR Will Shucksmith - w.shucksmith@sportspub.co.uk EDITOR Steve Carroll - s.carroll@sportspub.co.uk CHIEF DESIGNER Andrew Kenworthy - a.kenworthy@sportspub.co.uk DESIGNERS Vicky Jones - v.jones@sportspub.co.uk 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 I S S U E T W O | M AY 2 0 1 7

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

WELCOME TO ISSUE TWO OF YOUR NEW OFFICIAL GCMA JOURNAL

OPINION

TRADITION VS PROGRESS GCMA MEMBERS DISCUSS MOVING WITH THE TIMES EDUCATION

PESTICIDE PROBLEMS

HOW WILL YOUR CLUB COPE WITH THE BAN? NEWS

KEY APPOINTMENT MADE IN ROYAL NORWICH MOVE INTERVIEW

AMY YEATES

ON BEING DIRECTOR OF GOLF AT FA I R M O N T S T A N D R E W S

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

001 GCMA May 17 Cover.indd 3

18/04/2017 15:24

ON THE COVER: Amy Yeates

WELCOME

I S S U E T W O | M AY 2 0 1 7

A

t the time of writing many of you would have been discussing the pure theatre of the final round of the Masters. Throughout the sporting calendar there are many events that are built up as a classic confrontation of the gladiators, whilst some majestically live up to their billing, others tend to drift into the record books failing to deliver the drama that we all yearn for.

This was certainly not the case for those of us that stayed up well after midnight to witness the climax of the Garcia/Rose playoff.

Whatever type of club you run, those TV images that were shared around the world would have formed part of the conversation in the clubhouse for quite a few days after. It is so easy for us to get caught up in the everyday dilemmas that members consider important to them, so how refreshing to enjoy the positive outlook of the game of golf for once. Talking of positive outlooks, I am delighted to advise you the feedback we have received regarding the first issue of The Golf Club Manager has been extremely encouraging. I would like to take this opportunity to thank those members who have taken the trouble to email their thoughts regarding your magazine. That is not to say the job is done.

We are the first to realise that this is only the beginning of a very long journey. But, as I mentioned in my initial ‘welcome’ column, your feedback is crucial to its

development. Over the last few weeks Mike Hyde and I have attended a number of regional meetings as well as hosting the Regional Managers Conference in the Midlands at the beginning of the month.

This has given us the opportunity to listen and take on board your views. At the time of reading this, we will have hosted the AGM at Chesterfield and appointed Howard Williams as your national captain. I wish Howard well for his year and, in the same breath, offer a sincere thank you to David O’Sullivan for his service over the last year.

Bob Williams – chief executive

“Whatever type of club you run, those TV images that were shared around the world would have formed part of the conversation in the clubhouse”

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MEANS BUSINESS

What you

NEED TO KNOW Relevant news, opinion and expert insight from around the industry.

Plus what’s happening around the UK in the world of the GCMA

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

The month in

PICTURES

1

Blackpool Pleasure Beach formed an exhilarating backdrop to the North West regional meeting, which was held at St Annes Old Links.

More than 40 members attended, on a bright Spring day on the Fylde coast, and said farewell to Howard Williams. He has stepped down from his position as regional manager, which he’d held since 2009, to become GCMA national captain.

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2

Anne Williams (left) and Lauren Oatley from St Annes Old Links, enjoy the discussions at the North West regional meeting.

The annual general meeting, which was also staged, was the first run according to a new constitution.

The introduction of electronic voting meant that business was conducted in a more efficient manner and, afterwards, attendees heard from a variety of speakers. * From the regions: Page 64

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3 4

The GCMA’s 2017 Guests’ Day was played in warm sunshine in the fabulous heathland surroundings of Swinley Forest GC, in Berkshire

The GCMA’s 16 regional managers met at Bromsgrove at the start of April for their annual conference.

Designed to allow the sharing of ideas, attendees were also updated on association developments over the past 12 months.

5

Life’s a beach at Brancaster.

Little huts full of character and a walk across the sand to the 1st gives Royal West Norfolk a unique charm.

The outstanding links, with the North Sea on one side and the saltmarsh on the other, is the highlight of a club that’s completely inaccessible at high tide.

This course, host of the Norfolk Spring meeting on April 7, may be the only one where you consult a tide chart before playing.

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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

The outside view

JIM CROXTON There are four keys to relationships and they’re the same for all - whether it’s friendships, marriages or between club managers and greenkeepers

W

hen asked what makes for a good relationship between a club manager and course manager/head greenkeeper I always maintain it’s the same as for any other relationship, within reason! To me there are four keys to strong relationships, be they friendships, marriages, business relationships and certainly key relationships within a team: 1 Honesty: The very best are based on honesty, and the worst are the opposite. In a relationship honesty is imperative as without it there is no…

2 Trust: Trust is critical. The general manager has to trust the course manager with the business’s prime asset – the golf course. The course manager is an educated professional, skilled in agronomy, course maintenance and presentation, short and long term planning and financial control. Equally the course manager has to trust the general manager to provide good leadership, support the greenkeepers to the membership and committees and be open about budgets, priorities and decision making. Regular communication is crucial.

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3 Common Purpose: Of paramount importance and, in some ways, the hardest to achieve. I have never met a course manager who didn’t have higher aspirations for the course than everyone around them. I’ve never met one who didn’t think that with a little more resource - staff, equipment or time - the course could get to that next level. It is crucial the general manager and course manager work together to identify the standard of presentation and condition that is desirable and achievable within budget. If this doesn’t happen, one side won’t be happy. So that generally means a little…

4 Compromise: Good relationships are based on positive compromise, where both sides understand the other’s position and endeavour to accommodate it.

The classic example in a club

“Trust is critical. The general manager has to trust the course manager with the business’s prime asset - the golf course”

Jim Croxton is BIGGA’s chief executive officer

is course closure – generally the course manager’s first instinct is to protect the course, whereas often the general manager wants to drive revenue or customer satisfaction. This can lead to conflict. The key is compromise using robust data or evidence; what revenue or goodwill will be gained/lost by opening or closing the course?

Balanced against the potential cost of course repair or period of poorer condition.

Compromise is also important around the key maintenance practices that ensure all year round healthy turf. All greenkeepers would love to aerate and renovate greens in the height of the growing season as that is when recovery is quickest and best but that is often a crucial time for member and visitor play. Of course, restricting maintenance practices completely is a recipe for disaster so some customer disruption is essential.

At many of the clubs I am fortunate to visit these traits are evident and the businesses flourish. Very often a key part of that is a course manager committed to CPD who prioritises communication to members and employers. At clubs where this relationship is weak the business is always in difficulty.

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GCMA.ORG.UK | 13

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Captain’s corner

HOWARD WILLIAMS

W

hen the 2015 GCMA national captain, Clive Hadley, called to offer me the position of captain elect for 2016, with a view to becoming captain in 2017, it was both a shock to the system and a great delight at the same time! That was confirmed at the national AGM, at Chesterfield GC, on April 24.

I would like to thank the GCMA past captains for the opportunity to represent the association at such an exciting time. There are many positive improvements being actioned, including our new magazine, the establishment of the Diploma in Golf Club Management with our partners at BIGGA and the PGA, plus the many contributions of our sponsors and supporters in this eagerly anticipated conference year.

During my 14-year membership of the association, firstly as manager at my own club, Ashtonin-Makerfield in Lancashire, and then for the past eight years as regional secretary and subsequently regional manager of the North West region, I have taken a very active role in the promotion of all our activities.

I have supported the development of the region through regular business meetings, educational seminars and the use of keynote speakers.

This has also provided an opportunity for sponsors, both

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Welcome your association’s new national captain as he starts his year in the hot seat

national and regional, to present their products and services to a responsive audience.

As I embark on a tour of the GCMA regions, I am looking forward to meeting members all over the UK and, in addition, being a representative in the international matches against Ireland, Scotland, Sweden and Wales.

There is the added bonus of being invited to join the South East regional team to visit our friends in France at Le Touquet in September, just 12 months ahead of the 2018 Ryder Cup! As captain-elect, the board of directors invited me to attend their meetings from December 2016, giving me a greater insight into the leadership and direction of the

association.

I am happy to pass on your suggestions, comments or concerns, to the board as we work together for continuous improvement within the GCMA. In closing my first ‘Captain’s corner’, I would like to thank David O’Sullivan, our immediate past captain, for his tireless work over the past year.

He will be a very hard act to follow, particularly in relation to his hard-hitting articles!

I am indebted to him for his help and guidance to me in preparation for the responsibility I have accepted and I will endeavour to fulfil all aspects of the role to the best of my ability.

Please feel free to email me at howardwilliams@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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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Your view...

We want to hear from you!

LETTERS

Send your correspondence, on any subject, to letters@gcma.org.uk

Getting help on handicaps

© The R&A

Slumbers provides lesson for all Great interview with Martin Slumbers in the first edition - a fascinating insight into the way one of the most important men in golf is thinking.

His comments on pace of play, a world handicapping system, modernisation of the rules of golf and balancing tradition with progression and innovation all go to assure that golf is in good hands.

Martin’s comments regarding the

Worries on state of the game I am very worried about the state of the game. Some reports say more people are playing but clubs are closing. A club where I was secretary/manager in Surrey – Laleham – closed down recently. Within the last few years, Dorset has lost the biggest golf complex in the county at Canford

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role of club managers are particularly pertinent to us. He asserted that golf clubs are businesses providing a service and that education ‘through one of the management programmes’ is vital. This fits perfectly with the GCMA educational strategy.

What motivates the chief executive of The R&A? It is his drive to ‘make a difference’. A lesson to us all!

May I congratulate the GCMA on its new magazine, which in my view is now much more relevant to the golf club manager.

Speaking as a retired club manager, one of my key tasks was to administer the handicap system throughout the club.

On behalf of CONGU, we would like to help managers fulfil this role and we will be contributing regularly to the magazine explaining certain areas of the current system that may be an issue to clubs and also introducing new developments.

Routine day-to day-queries should still be addressed to the club’s system supplier or national union as appropriate.

Bob Carrick Acting chairman of CONGU

JR Jones GCMA president

Magna and three others in Chedington Court, Halstock and Lyons Gate. I hear rumours of possibly more closing, including one fairly big name. If too many close, even the golfing nomads will struggle to find a golf course to play near enough to where they live.

I partly blame Sky TV. I consider that beyond my budget. I think cricket is suffering in the same

way. The elite level may be doing well but it is different at the grass roots.

Committees, who tend to have the better off members, have to balance the books but must take care not to make it too expensive, whether for members or visitors.

Peter Fry Retired

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

The way forward for the GCMA Being a member for over 30 years I have had the opportunity of being a party to how our association has increased its standing within the industry.

I have witnessed how our members are now recognised as being part of a truly professional organisation, membership of which gives considerable credence to their ability to provide their employer with a business-like approach to the duties now expected of them.

At a recent presentation to the Southern region Winter meeting, our CEO Bob Williams gave a comprehensive summary of the initiatives the association are pursuing which epitomises the forward thinking being adopted by the board and him.

It was made clear the board want the members to adopt our association as “theirs”and in so doing interact with each other to pass on good practice and develop new ideas.

During a question and answer session as part of Bob’s presentation, the fact emerged that since the publication of The Way Forward some 1,200 new golf clubs have been opened. When asked what percentage were members clubs and which were proprietary, Bob concluded the majority would have been proprietary. This is where I believe our association should focus their attention.

Over the past 10 years successive surveys have shown the ratio of private members clubs and those looked upon as proprietary has been building towards parity and, in fact, in the past two years proprietary clubs now enjoy something like 54% of the market compared to 46% by members clubs. However, if the same survey of our members was undertaken

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

the results would be dramatically different with something like 80% managing members clubs and only 20% employed by proprietors.

Surely this situation has to be addressed and those individuals involved in the proprietary sector must be encouraged by the board to join our ranks.

With this in mind it is worth considering the benefits of having proprietary club members sharing their experiences with those of member club administrators.

The proprietary manager will have greater pressure put on him to make a profit from the activities of their clubs and certainly, at the very least, not to lose money. To achieve this basic objective they will employ a greater emphasis on marketing to ensure they achieve a suitable percentage of market share and maintain a strong policy of cost control.

Having these individuals as members of the GCMA would encourage dialogue between all parties, which can only be good for all concerned.

In my personal experience, which spans 35 years, some 14 years have been spent in members clubs and 21 years in the more competitive cut and thrust of proprietary golf.

During the entire time I have remained a member of the GCMA and I can honestly say the help and advice I have received has been invaluable and I am sure more and more proprietary managers would enjoy the same benefits. I accept that recruiting proprietary managers is not easy. However, if our board has a desire for our association to be “ours”,why can’t our existing members assist in attracting new individuals, when likely candidates would be able to see for themselves what is available?

Derek Howe past captain, Southern region

@GCMAUK Excellent week in Bristol with @GCMAUK with their Introduction to Golf Club Management.

Great presenters, @ngcaa, @Kandagolf and more @mobrooker

Issue One. What a moment @GCMAUK #TooExciting #OfficialJournal @joshmosesgolf

A privilege to be featured in the very 1st edition of the UK Golf Club Manager Magazine @GCMAUK @ThePGA #Golf #Wales #Swansea #langlandbay @Langland1 Just read the 1st edition of the brand new, internally run, @GCMAUK monthly journal!

Great job HQ Team!! @golfmanagergm

Congratulations to @GCMAUK & @MikeHyde on a great 1st issue! @Coltmm Enjoying a cuppa and the new @GCMAUK Journal, great job @MikeHyde and the rest of the team #golfclubmanagers #GCMA @striturf_sophie

Two nice mentions in this month’s edition of the @GCMAUK Magazine. @fynnvalley

GCMA.ORG.UK | 17

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

What’s the role of?

BIGGA

How to get in touch

Everything you need to know about the British & International Golf Greenkeepers Association and how they work with the GCMA

What does BIGGA do?

Have you ever thought about what goes in to the presentation of a course? It may be more than you think. Greenkeepers are turf managers, team leaders, scientists, agronomists and ecologists. They are highly-educated professionals who manage the needs of golfers against tight budgets and limited staffing. BIGGA is the membership association for almost 6,000 golf greenkeepers, mainly within the UK but also in more than 20 other countries worldwide.

Our members help prepare the courses at the world’s largest golf tournaments. They work to raise the profile of greenkeepers, while also ensuring they receive the best

18 | GCMA.ORG.UK

support and education available to any profession, whether within golf or elsewhere. As well as hundreds of events, educational seminars and development opportunities, the association organises the BIGGA Turf Management Exhibition each January. The biggest event of its kind in Europe, BTME boasts an unrivalled education programme, which this year delivered over 6,000 hours, the equivalent of more than two hours for every course in the UK. How does BIGGA work with the GCMA? Over recent years BIGGA, the GCMA and PGA have strengthened ties and formed

Visit BIGGA’s website - bigga.org. uk - or email the team at info@bigga.co.uk. You can also get in touch by phone - calling 01347 833800.

the Golf Club Management Partnership out of the belief that stronger relationships would be for the benefit of the wider golfing industry. Nowhere has this been more evident than the launch of the new Diploma in Golf Club Management. Greenkeepers have made extraordinary progress over the last 30 years based on the twin pillars of education and passion for the craft, and the diploma will ensure the profession of club management progresses on similar lines.

How would BIGGA like to work with clubs?

With four million people in the UK playing the game regularly, the task of educating them on the work greenkeepers do is vast. It increases when you consider the topics: appreciation of greenkeeping and greenkeepers, course etiquette, appropriate green speeds and so on. Greenkeepers don’t shout about their work, but we are encouraging them to engage more widely with the members at their club. Every one of our members has a responsibility to the golfing industry to present themselves as highly educated and highly-skilled professionals. In so doing, the rest of the industry will surely follow suit.

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Upcoming

Diary

EVENTS

May May 4 – South East Spring

meeting, Wildernesse GC May 8 – Yorkshire Spring

meeting, Cleckheaton GC

Meet fellow members at one of Norfolk’s best courses when the GCMA stage their National Golf Day in June...

May 11 – Wales meeting, Newport GC; Northern Spring meeting, Cleveland GC

A

May 15 – Ireland v England, Galway Bay Golf Resort

chance to network and play in fabulous surroundings - it can only be the 2017 edition of the National Golf Day. The highly-rated King’s Lynn will be the hosts of this year’s event on June 19.

With club managers from all over the country sure to descend on the Norfolk course, the day offers a great opportunity to meet and greet.

GCMA national captain Howard Williams will hit the first drive while representatives from the On Course Foundation will be on hand to welcome players on the 1st tee. Competitors will play for the Greenshields Memorial Trophy, for the best gross score, and The Founders Cup, which will reward

the best nett score.

Last year’s event was held at the esteemed Alwoodley, in Leeds, and Leeds Golf Centre’s Nigel Sweet hit a very creditable 75 to take the Greenshields Memorial Trophy.

A tot up of the back 9 scores was needed to split Royal Lytham & St Annes’ Rob Thompson and The KP Club’s Ashley Pheasant. They both struck 74s, but Thompson’s 39 on the inward holes saw him win The Founders Cup. Niki Hunter, GCMA education coordinator, said:“This is a great chance for managers to get together while also raising awareness of the On Course Foundation.”

Entry costs £49 and includes breakfast, 18 holes and lunch. To book a place, visit gcma.org.uk/ nationalgolf

May 14 – Ireland v England, Galway Bay Golf Resort

May 16 – Chilterns and HC Spring meeting, Brookmans Park GC May 18 – Southern Spring meeting, North Hants GC May 23 – North West Spring meeting, Davyhulme Park GC May 30 – London and HC Spring meeting, West Byfleet GC June June 15 – Wales meeting, Langland Bay GC June 19 – National Golf Day 2017, King’s Lynn GC June 20 – Scottish Summer meeting, Dunblane New GC

King’s Lynn GC You’ll findideal golfingterrain in this woodedparadise. Designedby Peter Alliss andDaveThomas, lots of trees anda number of doglegs await to snare the waywardhitter.

There are nosurprises, the hazards are all waitingfor you, but executing is easier saidthan done. Straight hitters whocan put their ball in the correct spots off the tee will profit.

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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Meet the

GCMA Giving a voice to the people behind the scenes who help to run your Golf Club Managers’ Association

W

hat is your role?

My role as Communications Executive encompasses a bit of everything. My main duties, however, include composing the weekly e-newsletter and helping to write content for the magazine and website. I am also the first port-of-call for GCMA recruitment inquiries. I help with any content that needs to be put together from press releases to reports.

How did you become involved with the GCMA? I went through a golf academy when I was a lot younger, before becoming a member and working as a waitress - at Crowborough Beacon GC in the South East when I was growing up. Going to University to study English and American Literature halted my involvement with golf, but whilst looking for a career down in Bristol I was lucky enough to stumble across a writing opportunity with the GCMA. What’s an average day in your job?

Chasing copy for magazine advertising is the first thing I

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usually tackle, before working through daily tasks depending on what is most pressing that week.

At the time of writing, I was working on copy for the Regional Managers Conference as well as gathering information and content for the e-newsletter and magazine.

As the main point of contact for the new GCMA recruitment service, I take a number of calls to discuss with golf clubs the opportunities we offer for advertising their management roles with us.

“My favourite experience is hitting a couple of balls on a gorgeous course in Bermuda” What do you enjoy most about it?

Attending training courses, Diploma days and other educational seminars. I grasp more understanding and awareness each time about how to manage a golf club and the vast number of components and challenges managers face. This is something that really interests me - the managerial teaching side of the association.

Amelia Brice - The GCMA’s Communications Executive

How is your golf and what’s been your best golfing experience?

At 16 I was a 27 handicap but, as I mentioned, I haven’t played golf for many, many years.

Now part of the GCMA, I am starting to get back in to the game, overcoming the first hurdle of finding a set of ladies left-handed clubs.

My favourite experience is hitting a couple of balls on a gorgeous course in Bermuda when I worked for British Airways as cabin crew.

What opportunities lie ahead for the GCMA? Having joined just three months ago, I can see there is an opportunity for the association to become a recognised leading educational authority in golf club management, appealing to younger managers and their development.

How would you like to see the GCMA develop?

It would be great if the GCMA becomes recognised professionally, like the PGA, where it becomes a necessity for golf club managers to be a GCMA member and, even further, to hold a GCMA qualification.

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Industry

We want to hear from you!

NEWS

Send your correspondence, on any subject, to letters@gcma.org.uk

Todd drafted in to oversee Royal Norwich move to Weston Park One of the country’s most respected golf course and estate managers has been secured by Royal Norwich.

Peter Todd has been appointed to oversee the development of the new course and will take a seat on the board of directors.

Having most recently worked at the London Club, Todd brings more than a quarter of a century’s golf course management experience and has an enviable reputation in the industry.

He will also assist Phil Grice in the general management of the business and will take up his role in July. Royal Norwich recently announced the £17 million sale of their Hellesdon course to Persimmon Homes in preparation for a move to a new site at Weston Park. Preliminary work there has already begun with a view to opening in early 2019.

David Coventry, Royal Norwich

chairman, said:“We are truly delighted Peter has agreed to join us and to lead the estate team, not just for the construction and growing in period of our new course and facilities at Weston Park, but thereafter as well.”

Todd added:“Rarely are new golf courses built in the UK on such a great piece of land - a gently undulating 18th century parkland landscape, featuring free draining

soils and mature trees. I could see from the very first time I walked on to the site that these courses could be something special. The opportunity to steer the project in the position of estate manager, coupled with the offer of an appointment as a director on the board and thereby playing an integral role in the management, were key to attracting me to the club.”

see evidence of that in this issue.

This is YOUR magazine. It will always look to reflect your views and interests.

With that in mind, it’s been fantastic to get out and about with some of you over the past month and hear, from the horse’s mouth so to speak, about a few of the topics you think we should be writing about in coming issues.

Please don’t hesitate to have your say. You can contact me directly, by emailing s.carroll@sportspub.co.uk, or have your say on our letters page.

Send your contributions to

From the editor The response to our launch last month was fantastic and it was great to hear such kind, and positive, comments about The Golf Club Manager.

Where you have raised points of concern, we will endeavour to address them and I hope you will

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letters@gcma.org.uk

I hope you enjoy this month’s issue.

Steve Carroll

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Welcome to our newest GCMA members Karl Adams, manager at Radcliffe-onTrent in East Midlands region Tracy Bland, temporary secretary at Blackley in North West region

Help grow the game by signing up for June 6 Is your club getting involved in Women’s Golf Day? The worldwide event, on June 6, has been organised as an opportunity for any girl or woman to try golf for the first time.

Participants can take a lesson or play 9 holes in a one-day, four-hour event for females to engage in golf. The aim is to empower new and experienced golfers and find meaningful ways of socialising and staying connected with family, friends and work colleagues.

Any location that offers golf, or

golf-related products and services, can host an event.

Emma Ballard, UK Ambassador, said:“In essence, it’s a day to celebrate girls and women playing golf, learning skills that last a lifetime and being part of a global golf community. It offers a great opportunity for anyone who wants to try golf for the first time in a fun, non-intimidating environment alongside others who already enjoy the game.”

To find out more, visit womensgolfday.com

Mark McGarry, manager at Leyland in North West region Trevor Robson, honorary secretary at Beamish Park in Northern region Nigel Day, secretary at Sherdons Golf Centre in South West region Simon Rendle, assistant at Enmore Park in South West region Colin Edwards, honorary secretary at Bradford & District Union of Golf Clubs in Yorkshire region Peter Farnsworth, honorary secretary at Meltham in Yorkshire region Paul Deighton, of Brookdale, who has joined as an associate member Geraint Dixon, of Bedfordshire, who has joined as an associate member Steve Dougan, of Boringdon Park, who has joined as an associate member Marisa Newman, of Nevill, who has joined as an associate member Ovy Rodgers, of Aberdovey, who has joined as an associate member Alan Green, honorary secretary of Burnley, who has rejoined the GCMA

Ladybank membership scheme a huge success New membership categories introduced at Ladybank have received an unprecedented response.

The prestigious Scottish club received a flood of enquiries – resulting in two thirds of the first country memberships being filled within a month of unveiling the new options.

The North East Fife club also introduced an international

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membership category and secretary Gordon Simpson said: “The reaction has been wonderful.

We have had an enormous amount of interest in our new categories from throughout the UK and further afield which illustrates the continuing admiration for the club.”

The club have also launched categories for 18-25 year-olds and 26-30 year-olds.

Members on the move Mark Hickson has become general manager at Royal Blackheath in South East region Peter Walter has become general manager of Copthorne in Southern region Wendy Holdsworth has become club manager at Selby in Yorkshire region Derek McKenzie has become general manager at Scotscraig in Scotland region

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A Matter of Opinion

CLUB TRADITIONS

From left to right: Phil Grice, Chris Spencer, Stuart Gillett and Ryan Evoy

H

ow does a club move with the times? Why should golf embrace progressive ideas and are private members’ clubs being left behind by the proprietary sector?

Golf at Goodwood’s Stuart Gillett is joined by Phil Grice, from Royal Norwich, Howley Hall’s Ryan Evoy and Chris Spencer, from North Berwick, to talk about the tricky task of balancing tradition with progression.

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“I have tremendous sympathy with people who work in situations where you have powerbrokers - people who want to flex their muscles” – Stuart Gillett

“In a traditional golf club structure, captains usually change every year and committees along with them.

How does that affect what you do day-to-day?”

Chris Spencer: We have a business plan, and we have a section of it where the committee will decide what they would like to achieve for the year. Our captains do two years. It is getting the committee to buy into it – and the

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FOUR managers, four different opinions and one table – all coming together to debate issues that matter to members. It’s A Matter of Opinion, where GCMA figures talk openly about their experiences captain especially – and stick to it.

They will sometimes go off on a tangent. I can go to them with something and they can make a decision in a couple of minutes and it is done. Other times, I am waiting nine months for someone to help me with the communications side of things.

Phil Grice: That’s a real issue isn’t it? I said to a couple of people ‘if you owned a football club, would you year-on-year change the manager?’ You just wouldn’t.

In no other walk of life would you effectively have a CEO that changes year-on-year with no strategic aim.

Stuart Gillett: They want to leave their mark. From my point of view, it’s about the team. We have a believable path. It’s very simple and every business across Goodwood has it. That’s what you are going to do, how you are going to do it and when you are going to do it.

So when your pro comes back from a conference and gets all excited about custom fit studios you say ‘this doesn’t feature on our believable path’. It can, but something might have to drop off.

I have tremendous sympathy with people who work in situations where you have powerbrokers – people who want to flex their muscles. In my position, I am very lucky because I can push back and say ‘this is what we are doing. This is why we are doing it’.

I’m amazed how many clubs do not have that.

PG: Simplistically, it is all about

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governance. The vast majority of private members’ clubs have no debt. So they can run as uneconomically as they do because they’ve been there 100 years and have no debt. A proprietor has an overdraft, has a mortgage or will want return

on investment. His governance structure will be so much more focused on the long-term needs of the business and not the changing wind of the captain.

“So does that system in private members’ clubs need reform?”

PG: I think it is (reforming). On January 1 this year, we went to a board of directors and I think we were late to the party. If you go to the England Golf growth hubs, they are talking about the proprietary sector and the reports they are getting back is they are doing great. They have seen the

need for change and they have changed. Then you have got the members’ sector where they are slow to the party.

CS: I think proprietary courses have the ability to react quicker.

There’s none of the politics. I think every secretary you will ever meet has the tale of the successful businessman that comes onto the committee and all his experience he’s had of being successful is parked at the door. He wants to leave his mark. Then there are those who don’t buy into it and just see it as ‘well, I’m on the committee’.

We have all been at meetings where the committee have opened up their envelope of papers as they have walked into the room. They’ve not sat down and looked, or done their prep, or read about it. There are those that do and are organised but there are those who don’t read it, don’t get it and will sit there and pontificate.

Part of my role is to almost negotiate with the committee over our capital investment over the next three to five years. There’s a lot of negotiation and persuasion needed.

PG: We’ve got a model where, at the first step of the customer journey, is green fees. Fifty per cent of the golf income will come from variable membership, which is the points base we have, and the other 50 per cent for us in 10 years’ time will come from five, six and sevenday members. Two thirds to ¾ of your members will be points-based members at three or four clubs. You

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try and put that to a members’ club and say ‘this is where the market is going’. Whether you like it or not, the guy who is 18-40 is a golfing nomad. He doesn’t want to be loyal anymore. He wants to play golf at a number of different clubs.

Members clubs say ‘You can get me 50 new guys who will give us £1,000 each because they should show the same loyalty I have for the last 50 years’. That doesn’t exist any more.

SG: One of the successes we’ve had is we have created an environment where people feel comfortable. We know what it is like. You walk into a little country pub for the first time. You don’t know anybody and everyone turns around and looks at you.

How many golf clubs are like that? You’ve got to be welcoming.

You’ve got to be friendly. Our success with ladies is they are not embarrassed or scared to hit a golf ball in front of people. How do you do that? You have got to have it as a mindset and have your whole team encourage people so they feel comfortable. It gives people a reason to come and want to be part of it. I am incredibly proud of how we have grown the game in the last five years.

“If you owned a football club would you year-onyear change the manager?”

– Phil Grice PG: What you are talking about is the cement between all the bricks. If people come in and feel comfortable and feel part of it then actually growing golf is easy.

SG: But it’s driven by a detailed vision. It’s a believable path that everyone buys into. Then it’s about the customer journey, the customer experience. That is the reason clubs are doing well. The reason proprietary clubs are doing relatively well, in the grand scheme of things, is actually they’ve adapted to that. Those members clubs, that are doing the same, will be benefiting as well.

This notion that people don’t want to play golf, I think personally, is rubbish. People still want to play golf. The Rory factor is pretty strong and you see, at those places that get kids’ golf right, they want to do it.

Ryan Evoy: My first year I kind of sat back and observed really. I’ve been there 14 months now and one of the things I ran with was a social media platform. Twitter and Facebook weren’t big things where I was and we have run with that and seen a massive increase.

People are talking to the golf club without us doing a little bit of work.

We are in the middle of changing the board structure as well, from 12 members to almost a board of trustees of four and myself.

SG: What’s been the drive to do that? What’s the reason to do that?

RE: It’s just decision making. To make decisions day-to-day, you send emails out, you go to board meetings and half the members haven’t read the minutes from the last meeting or been through the prep work. A lot of work goes in to producing that and it lets you down. Decisions are not being made. It’s something I talked to my president about. He’s the one that ran with it and is happy to change the structure of the board.

It has been quite good for me moving from a proprietary to a private members’ club to learn how different each are. It has been good. I am quite fortunate where I am. The board are progressive and have invested plenty of money into the course in the last four or five years. They let me get on with it. There are not many decisions I can’t (take). The major decisions – on expenditure – I go to them but, day-to-day things, it’s good.

“Do you ever hear the heritage, or history, of a club being used as an excuse not to do something?”

CS: Yes, it’s change. We are quite progressive. We are going through a similar thing on the governance side. The captain does a two-year

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period. First it’s captain elect, then captain and then off the committee. If the captain elect is off ill, or whatever, there is nobody really to step into his shoes. We are now looking at different models as to how we can have a better structure. We are looking at: do we go with a board of directors, do we go with a chairman, heads of sheds and then just co-opt people on to different subs? It’s just to try and improve the way we run and make it more of a members’ club. It has always been about the visitor.

When I first started at North Berwick, the finance committee said:‘As long as we’ve got enough money in the bank, and the visitor income is good, that’s all we are bothered about’. To an extent, that applies to this day. We want to make it more of a members’ club, rather than a club where members go but with lots of visitors. But with the confines of the club’s rules, and the lease, we have complications so we are unique in that respect.

PG: Can you introduce a points system?

CS: We wouldn’t look at something like that because I have got a three-year waiting list and a joining fee. I don’t need to go chasing membership. Having said that, as soon as a membership enquiry comes through, we treat it like gold dust. If someone turns up at the front door and asks for details, we drop whatever we are doing and go and speak to them.

It’s important. They maybe join the Glen, on the East Links, who don’t have a waiting list and they are into the town. If golfers move to the area and want to join, then they’ve got a three-year wait. But if we get them involved in golf in the town, by joining the Glen, then it helps them. It’s about helping the town, rather than just helping ourselves.

SG: We debated long and hard

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“We are challenging tradition. Some people don’t want that cup of tea to be really nice in a different pot and be £2.20 for three cups. They want it to be 80p” – Chris Spencer

about what we’d call the waiting list. We didn’t want to do it. We spent 10 years being simple, affordable and flexible. All of a sudden, we are saying ‘we are not available anymore’. So we are putting as much effort now into looking after and managing the waiting list going forward.

You have a product that you are passionate about, you charge something for it and you have got to give that value for money.

That is paramount. It still frustrates me when you go into clubs and you just get horrendous service. I think it is changing. I think it could change quicker.

CS: Every club is unique but it is knowing the value of the service you are providing and making sure you stick to that value and doing your very best within the parameters of your rules, lease or whatever. If you do that and stick with it - because it will take time then you will reap the benefits.

SG: The person walking through that door is at the heart

of everything you do. We are in the customer service industry. We have to tailor the offering. So many business models of golf clubs are the way they were 30 or 40 years ago.

Then, the man of the house would go out on a Saturday morning and not come back until 2 or 3pm in the afternoon after having four pints. As sexist as it may be, that was the harsh reality of it.

We can’t do that now.

We’re time constricted. The world has changed. The models haven’t changed. They are starting to now.

CS: We are challenging tradition and that’s the hardship. Some people don’t want that cup of tea to be really nice in a different pot and be £2.20 for three cups. They want it to be 80p.

SG: Is that tradition or change?

Tradition of golf has got a place, but golf is a service. The nomads want to go and play golf. Price drives them. If you give people a service they’ll come back for more and they’ll pay a little bit extra.

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’

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Early bird packages start from ÂŁ260+VAT, with day delegate passes also available.

To book your place, or for more information, visit gcma.org.uk/conference

Speakers include: Iain Carter BBC Sport Martin Slumbers The R&A Paul Armitage Le Golf National Nick Pink England Golf David Rickman The R&A Jim Croxton BIGGA Rob Maxfield PGA Andrew Minty Langland Bay Dr Laurence Church Priory Group Jonathan Shorrock KBL Solicitors Mark Hunt Headland Amenity James Wilkinson Albatross Digital Golf More speakers to be announced soon.

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97% of delegates who attended in 2015 would recommend attending the conference to a colleague

“Excellent presentations, motivating speakers, great networking and enjoyable opportunities to catch up with industry colleagues. The whole experience was superb” | 2015 Delegate Feedback

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

The interview

AMY YEATES Appointed Fairmont St Andrews’ director of golf, spa and leisure in January, Amy Yeates is one of the highest profile women working in the golf industry. GCMA communications manager Mike Hyde caught up with her to talk spa treatments, agronomy and fitting in at St Andrews

Amy Yeates puts in a shift in the golf shop

H

ow are you finding your new role?

It’s great. It really is the best job in the world, it is so diverse and constantly evolving. You can have days where it is all reporting, forecasting and budgeting – very much with an analytical and accountancy hat on.

You can have days where it

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is very operational, where you are helping out the team with checking in golfers, spa treatments or making sure the changing rooms are clean and tidy.

You can have one day that’s very much office based, strategising new concepts to push your business forward, or another which is spent with each member of the team talking about their career

development and next steps.

As a general manager, you focus on pretty much every possible area you could think of, which means you have to be able to wear lots of different hats on a daily and even hourly basis.

I’ve approached my new role exactly the same way I approached the golf business when I joined the company in

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Fairmont St Andrews

2015. I looked at it and asked ‘What does it need? What sales and marketing do we need to do?

How does it survive? And most importantly how will it grow?’

It may surprise many people to know that St Andrews is notoriously a very difficult market to compete in, especially during winter months. You really have to fight hard for the local market.

We almost have to work our hardest in the winter months by launching lots of initiatives and advertising them heavily via digital marketing.

Last winter we ran a five round accumulative Stableford competition which cost £125 to enter but each participant got five rounds of golf, entry to the competition and preferential guest rates. We advertised this solely through Facebook - spending £300 - for which we reached over 50,000 people who were a very targeted demographic. We had over 120 golfers enter generating over £15k.

When the summer comes around you don’t see the local golfer as much as they return back to their home clubs and the tourist tap turns on.

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“It may surprise many people to know that St Andrews is notoriously a very difficult market” You are then able to hold strong for higher rates and your focus turns to delivering an exceptional five-star service with a strong focus on retail initiatives and upselling service items such as golf boards and buggies. It really is a game of two halves which needs two separate business plans.

It’s a lot of work for one person.

How do you spread the load?

I’m a big advocate for giving projects to my team. I have six fulltime golf operations and eight spa and leisure staff and each of them have numerous business changing projects.

A large proportion of my time is spent supporting and overseeing their projects to ensure the business moves forward and they are continuing to learn and

develop.

For example, we currently have a team member on her placement year from Bournemouth University.

Based on her areas of interest, she has been given golf retail as her main project. Part of this project included the re-design of the golf Who is Amy Yeates?

The only female PGA professional in St Andrews, Amy began her career at The Belfry following a BA in Sports Management. She worked as a tournament co-ordinator at the 2008 Ryder Cup, at Valhalla. A spell as business development director at Mannings Heath followed, along with some time at the Old Course Hotel & Spa in 2010. Having moved to the Goodwood Estate as assistant manager, she joined Fairmont St Andrews in 2015 and was promoted to director of golf, spa and leisure at the start of this year.

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shop, which she had complete autonomy and responsibility for.

This included designing a practical counter, communicating this to a local carpenter, managing the project based on the allocated budget and, most importantly, implementing the carpet, electrical and counter changes in the correct order with minimal effect on the business.

She has done all of that herself and the outcome both in the shop and her development is absolutely fantastic.

My role was simply to check in with her every week or two weeks and coach her with open questions to get her to the solutions rather than telling. This is so much more powerful than simply giving your team members a list of things you need them to do. The most satisfying part of my job is watching each member of the team learn and develop from their projects.

You also look after agronomy?

Yes I do, however I am lucky to have a very experienced superintendent (Neil Ballingall) who has been here since the property opened in 2001.

“We have two female team members and I was saying to them - now is the right time to be a woman in the golf industry” We take regular course walks together and ensure we focus on specific areas of the course each time. We meet regularly to ensure his spending is on budget and the right procurement processes are being followed.

When something goes wrong, when a tractor breaks down, Neil and I will sit down and say ‘what’s our best course of action on this?’, taking into account the course and the business.

Although I am not significantly involved with the agronomy I believe the success of a good general manager is to ensure you give each area of your business some attention.

How do you make sure you

are in a position to have the expertise in all these areas?

When I started as director of golf, I made sure I physically worked each shift that our team members are expected to work including buggy cleaning, golf shop and drinks buggy. I even did a few shifts with the greenkeeping team.

Unfortunately, I’m not trained to deliver spa treatments but since looking after the spa and leisure departments I have worked on reception, in the leisure team and been a spa host.

I do these shifts so I know how it feels to be a receptionist when 40 golfers turn up at the same time and are queuing out the shop or how tiring it is to constantly squeegee the swimming pool.

I feel like I understand their frustrations. There are so many managers who don’t quite know what those frustrations are.

What are their niggles? Is the dishwasher working? Is the drinks buggy too noisy? Is the computer too slow?

It’s having that relationship with your team so they know they can come to you at any point and say ‘Amy, we need 20 buggies for a group that’s just decided they

Sumptuous views from the lobby

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wanted them’.

Right, I’ll drop what I am doing and go and get it.

When you understand your team’s frustrations you know what to focus on to really make a difference to your team’s happiness which, in turn, will improve business.

The resort is run by Troon Golf.

How is your relationship with them structured?

It’s one of the reasons why I am here. It’s a great relationship. We use their expertise and they have got so much data and so much best practice to lean back on.

I have full access to that.

They have a really great intranet so any director of golf at any of their properties can log on and it’s got anything from job descriptions, to the tried and tested halfway hut menus, to the best way to get people to sign up to reward schemes.

It’s a really positive relationship.

They are always on hand and they are a brilliant sounding board.

That’s probably the biggest thing that a general manager always needs.

In May 2016, we launched a

The spa pool

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flexible membership system. Prior to doing that, it was great to talk it through with the Troon Golf team.

‘What problems do you think that might cause? Is there anything you think I have missed?’

What is the relationship like with the town and do you have any relationship with the other clubs down there?

When I first moved up here, I was really surprised at how friendly everyone is.

In the south, at a previous club I worked at, if we needed buggies or extra rental clubs from neighbouring clubs we would Fairmont St Andrews The wonderful clifftop setting across the bay has seen this world leading resort become a magnet for players visiting the Home of Golf.

The 2002 Ryder Cup-winning captain designed the Torrance course, while the Kittocks is home to some of the most beautiful holes in Scottish golf.

The five-star resort is spread over 520 acres and has 209 luxury guestrooms, along with varied dining experiences and a spa which includes a swimming pool, sauna, steam room and Jacuzzi.

have to pay for them.

I was fully expecting that when I came up here but the surrounding clubs are super helpful. If you need buggies - no problem - as long as they don’t need them. They are very helpful and I have had a really good experience since being up here.

Four of the members of the Fairmont board are women.

What are your thoughts about that?

A lot of people ask me about women and business and ask if I feel we are being discriminated against or ‘It must be difficult working in a man’s world’.

We have two female team members and I was saying to them – ‘now is the right time to be a woman in the golf industry’.

It’s just brilliant because everyone is really acknowledging that women have a place in industry, in management, on executive committees. It’s all about getting the right balance.

I don’t want it to go the other way. I wouldn’t want us to have an all female committee because I think men and women bring different things to the table, just as it’s important to have different personalities in each team.

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The Atrium Library

But it is great to see that we have got a nice balance.

We haven’t actively gone out and said ‘we want more women on the board than men’.

Do you get to play much golf?

I do. I have turned into a fair weather golfer, I must admit.

I probably wouldn’t see my clubs until April and even that can be a bit cold up here. In the summer, I try and get out there every two or three weeks. I think that’s important, to go out and play, particularly, your own courses.

You don’t have to go out and play the whole course all the time.

It is important to go out and see what the product is.

You need to experience it for yourself.

Even if it is just grabbing a buggy and getting out there and playing three or four holes, that’s what you really should be trying to aim for.

The biggest thing I do is a walk around.

You’ve got to make sure you take a step in every part of your

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facility. That’s what I religiously do.

I might not always come up with something to be done after that walk. That’s a good thing.

I would probably every day have some sort of walk around but, I have to say, the golf team are in a position now where they can just run themselves.

That’s the utopia, I think.

I’ve got to a position with the golf team where I trust all of them and they all have their projects.

That’s probably the biggest learning curve for me as a manager. You had to get to a point where you felt trust and confidence that your team could

get on with big projects and not to micro-manage them. Sit down with them, spend an hour or two telling them what you want them to do, making sure they understand it and then just let them get on with it.

It just takes such a weight off your mind – because you can’t physically do everything – and that’s the biggest thing I am learning now when taking on the spa. When I first inherit a business, you tend to get a bit more micromanagement into it.

You get a bit more stuck in, you get a bit more involved. Then you can slowly start to come back.

The Kittocks

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Careers

TRAINING DAY

T

he Introduction to Golf Club Management residential training courses are usually held three times a year. They are designed for newcomers to the profession of club management, and existing managers who want to bring themselves up-to-date with current practices.

The courses give an essential grounding in industry fundamentals and the complexities, challenges and frustrations of the role. They also highlight the difference between running a golf club compared to other businesses.

Courses are usually delivered by a mix of serving managers with many years’ experience and industry specialists from outside the association. All students are issued with an attendance certificate that is widely recognised by golf clubs.

So what is a typical day? I went along to a course in Gloucester to find out more…

Niki Hunter

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8:30am After breakfast, and liberal amounts of coffee, Karen Drake starts the day on the topic of finance.

The managing secretary of Burnham & Berrow, and South West regional manager, Karen’s background in banking means her presentation is full of best practice.

She asks delegates about their own experiences and opinions – on great and small matters: like hiring accountants and counting money.

It’s a great debate with everyone sharing and understanding each other’s financial processes.

10:45am Joe Kelly, the PGA’s business relationship officer, leads a session on the role of the PGA professional.

It’s great at clearing up misconceptions and starts the process of creating stronger and more cohesive relationships between the modern professional and club manager.

It becomes a heated topic with perceptions surrounding ‘old school’ professionals but there are brilliant discussions – from knowing what managers want when recruiting a pro to the improving of communication between them on business plans and pathways, education and remuneration.

One delegate’s club didn’t employ a pro, while another – new to his position – was surprised the methods presented weren’t

already common sense business models.

12:30pm Niki Hunter, the GCMA’s education coordinator, runs through the Diploma in Golf Club Management before lunch.

Joe Kelly’s presentation is the hot topic in the canteen and delegates openly chat about how professionals work at their own clubs, issues they encounter and the reasons behind their decisions.

Niki has designated case studies to the group at the start of the week and some are finding a quiet corner to work on those tasks before presenting their findings.

1pm It’s an afternoon of club governance and strategic planning for the delegates.

Jerry Kilby, of Bramley GC, is a wealth of knowledge when it comes to providing practical advisory services on implementing best practice across the role of golf club management.

He’s clear on what governance really means. How are decisions made at golf clubs and how should they be made?

It’s a well-structured and indepth presentation with five key sections covering everything from business models to management committees and a step-by-step guide on composing a strategic plan.

A key concept is the practice of nudging and it’s one that’s really

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What does the GCMA’s Introduction to Golf Club Management training course entail? GCMA communications executive Amelia Brice spent a day with delegates in Gloucester to find out more

interesting the delegates.

The nudge is what club managers do when they’re trying to influence a board member or an ineffective board of directors.

The delegates were enthralled to learn there’s a way to persuade boards over time and bring them to their way of thinking.

Jerry shows how, when and the correct way it should be done to get results. He has a captive audience.

It’s time for me to go.

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But not before speaking to a couple of delegates.

I find the course is getting rave reviews.

“I thought the course was excellent from start to finish,”says Rachel McAlpine, who is pursuing the idea of working part-time in golf club management.

Richard Rowledge adds: “The course was relevant and the topics covered were pitched at the right level.

“The quality, depth of knowledge

and presentations of the guest speakers were all of a very high standard.”

To find out more about the GCMA Introduction to Golf Club Management training course, visit www.gcma.org.uk/education/ introduction-to-golf-clubmanagement The next course is at Henley-inArden from October 9-13.

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GCMA RECRUITMENT | For more details about the vacancies below, visit gcma.org.uk/jobs (GCMA members login required)

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Good

PRACTICE Advice on golf club manager issues – from finance to clubhouse rules and employment law to staff morale – from our panel of experts

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Golf’s pesticides

PROBLEM Clubs could find themselves in the grip of a grub epidemic following a pesticides ban. But, as Steve Carroll reveals, there are ways course managers can fight back

I

’m genuinely worried about what to expect next winter.”

“Golfers will need to be more understanding.”

“They will have to accept disruption at some point.”

If greenkeepers like these are concerned, then clubs should be too.

The removal of pesticides that have been the primary way turf managers - and not just on golf courses - controlled two particularly hostile insects has the potential to be a “game changer” according to industry experts.

We’ve been a coddled lot over the last few years.

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Advances in technology have revolutionised the way a course can be presented.

Greenkeeping has become a science, rather than an art. Today’s practitioners are highly educated and highly skilled.

And so expectations have risen.

The Augusta syndrome, where members come out of hibernation in April expecting their course to be as lush and green as that corner of Georgia, is just one example.

But the removal of pesticides that contain the active ingredient chlorpyrifos – described by the World Health Organisation as “moderately toxic” to humans –

could force us all to dampen our expectations.

These products, which also include Merit Turf with the similarly acting ingredient imidacloprid, had been the primary weapons in dealing with the twin problem of leatherjackets and chafer grubs.

These two insects, or their larvae more specifically, might soon be keeping greenkeepers awake at night.

“It is not always the direct damage caused from the actual grub which causes the most disruption,” says BIGGA’s sustainability executive James

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Hutchinson.

“Badgers, crows, rooks, foxes and many other animals will peel turf back to expose the underlying grubs – this fauna practice causes the most damage and repairing these areas can be costly and time consuming.”

The ban came into effect around 12 months ago but it was only as late as last November that turf managers could no longer legally apply certain products.

By that time, the egg laying cycle for both insects had been completed and so, potentially, it is this year that we will really see the impact on our courses.

There is the danger of badger populations carving up fairways to get at the grubs, and causing extensive damage.

But, believes Dr Colin Mumford, technical support manager at Bayer CropScience, it’s on the

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“But when it comes to the putting surface, that’s where you will really see the problems” greens where we might see a profound difference.

“It’s not so bad on fairways,” he explains.“A club could introduce the pick, wipe and place local rule.

But when it comes to the putting surface, that’s where you will really see the problems.

“The surface performance characteristics – a smooth uniform ball roll – are going to be affected.

“You will get uneven surfaces so the playing quality on a green could be affected quite

significantly if a population emerges – and it’s usually leatherjackets on greens. You can literally have hundreds of thousands in one green.”

The knock on effects could be significant. Clubs may have to allocate more manpower to areas where there are infestations to protect turf damage.

How will it impact on winter maintenance programmes? Will What are leatherjackets?

A leatherjacket is the larvae of the crane fly.The fly lays eggs in the soil, the larvae hatch out and feed on the roots of the grass plants.The plant is unable to take up nutrients and moisture. It stresses the plant and can cause it to dieback. The secondary problemis that birds and mammals, such as badgers, dig up the turf to feed on the larvae.

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bunker projects be forced on to the back burner?

Managers are going to have to care for their turf in a slightly different way, believes Mumford, to try and counter the threat.

“There are a number of strategies they can employ,” he advises.

“For instance, knowing the pest lifecycle will help the greenkeeper to gain control.

“For example, if you can allow the soil to dry out, a large proportion of the eggs will desiccate and become unviable.

“It’s a simple cultural practice but you can only do that in a dry year.”

Deep scarification, slitting and heavy rolling can also have an impact in deterring populations from choosing a site to lay their eggs.

Then there are nematodes –

microscopic worms that invade and conquer when the insects are still at the larvae stage.

Hutchinson explains:“It is imperative that the correct nematode or product is chosen as certain types are parasitic on grasses which, as a consequence, cause no end of issues to the course manager.”

“Insecticides have to go through a regulatory process, so the manufacturer has to show a minimum amount of control that can be expected,” adds Mumford.

“With an insecticide, or any pesticide, you know you are going to get guaranteed and a minimum amount of control. With nematodes, there are no such guarantees.”

But Mother Nature has a few further tricks up her sleeve, says Hutchinson.

“Many courses have long been attracting grub-eating birds to their site, including starlings, blackbirds, thrushes, lapwings and oystercatchers.

“These types of birds have beaks

What are chafer grubs?

They are the larvae of the chafer beetle and do exactly the same damage as the leatherjackets.

They have stout, white, bodies which curve into a Cshape and can grow to 3/4 of an inch long.

Typically, leatherjackets thrive on clay dominated soils while chafer grubs prefer sand dominated soils.

As with leatherjackets, it’s the secondary damage frombirds and badgers that cause the major issue on

golf courses.

Dr Mumford states:“A fairway can look like a ploughed field overnight if you are unfortunate to have a high population and numbers of badger sets.”

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“We are communicating with the wider golf industry to ensure golfers and facilities are aware of the forthcoming issues”

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designed to penetrate the grass and pull out the grubs in the soil with minimal damage to the turf.”

Ultimately, as Mumford says, the key is getting this information across to members so they know it’s not a case of course managers and greenkeepers not doing their jobs properly.

“Their hands are tied behind their backs because of a lack of the tools they once used. Golfers need to start accepting and tolerating some disturbance to their surfaces.”

Easier said than done. But the scientists are working on new products that won’t fall foul of the regulatory standards.

In the long term, the people in the lab coats will make new advances. In the meantime, BIGGA are on hand to help their

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members – and educate the wider industry – about what they can expect to see in the coming months and years.

As Hutchinson declares:“We are working with the industry to identify suitable alternative methods of control or prevention and we are a major part of the Amenity Forum which acts to influence legislation in our sector.

“Additionally, we are communicating with the wider golf industry to ensure golfers and facilities are aware of the forthcoming issues and are in a position to support their greenkeepers. Finally, we are providing our members with the communication skills and materials to effectively explain to their employers and customers the impact of the legislative changes.”

What about fungicides?

Pesticides are not the only chemicals to have been removed fromthe market over the past 12 months.

There are now fewer products available to turf managers to treat microdochiumpatch (or fusariumas it is more widely known).

It’s the most prolific disease in the UK – occurs to some extent on more than 90 per cent of UK golf courses during a year – and causes the scarring you might typically see on greens during the winter.

Bayer, however, used BTME at Harrogate to launch Exteris Stressgard – the first new fungicide chemical group to be introduced for a decade. In fact, it’s a whole new category of fungicide, Succinate DeHydrogenase Inhibitor.

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The prestigious Golf Club Management Awards recognise excellence in golf club management.

Nominations can be submitted via the GCMA website, and the deadline for nominations is Monday 31 July. Once the rigorous process of narrowing down the nominations has been completed, the judging panel of industry experts will undertake site visits to shortlisted candidates, before the panel complete the judging with a nervewracking final interview.

2015 winner was Langland Bay’s Andrew Minty, who at just 34 was the youngest ever. Other previous winners include Emma Clifford, Debbie Pern and Gary Pearce.

For more information about the GCMA Club Management Awards, please visit:

gcma.org.uk/awards

GCMA 2017 Golf Club Management Awards ■ Manager of the Year sponsored by

■ Team of the Year

Club manager; and at least two from course manager, club professional, bar steward or food and beverage manager.

■ Newcomer of the Year

First golf club management job, and in post for less than two years.

Prizes include golf breaks, tickets for The Open Championship and BMW experiences.

To submit a nomination, simply complete the form on the website by Monday 31 July.

The awards will be presented at the GCMA 2017 Conference on Monday 13 November at Mercedes-Benz World at Brooklands, Weybridge.

2015 Award Winners Andrew Minty | Langland Bay GC Manager of the Year Alex Woodward | Boyce Hill GC Newcomer of the Year High Post GC Team of the Year

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

From the

DIPLOMA We take a closer look at managing innovation and growth in a golf club

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any people believe that innovation is all about breakthroughs in technology and the introduction of new products and services into markets.

However, in our context, it can be about making changes to a golf club that can be unique to help it perform better or become more competitive in your marketplace.

As with enterprise and entrepreneurship (see Understanding Personal and Enterprising Behaviours and Skills workbook and The Golf Club Manager, April 2017), innovation is a word that is used as part of everyday discourse.

We hear politicians talk about the need for businesses in the UK to be more innovative in order for the economy to grow.

We read articles that suggest that businesses need more people with innovative behaviours and skills.

There are national campaigns for innovative ideas and products.

Alongside this interest within the policy and business management literature, there has been a longstanding interest in innovation within academic literature.

Accordingly, expenditure on

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research and development activity (inputs) and the number of registered patents and trademarks (outcomes) are commonly used as measures of innovation.

This focus on innovation and the introduction of new products or services is very evident with the golf industry.

There has been major innovation via technology, such as range finders and integrated IT systems, new and innovative membership schemes, tee booking processes and new formats of the game, including footgolf.

“There are very few studies that focus on innovation in running and managing a golf club�

Clubs now engage with members and visitors via website and mobile apps as a matter of course.

Within the game itself, technology has seen major changes affecting golf equipment and ball flight, which is making clubs re-assess course design.

The provision of real time visitor data and rounds played via IT is

allowing clubs to make informed decisions as opposed to those based on anecdotal information.

Coaching techniques and facilities have changed and The R&A are critically assessing the rules of golf to bring in new changes to help consolidate some rules and make for easier interpretations.

All of these innovations have a cause and effect that we must understand.

Frequently, the cause is well known but the effects can have unintended consequences that clubs must grapple with.

The Global Innovation Index (GII), developed by INSEAD eLab, provides a useful source of comparative evidence on the innovative performance of the UK. The index calculates an overall innovation score for 125 countries which is based on a range of indicators related to the inputs to,

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About the Diploma in Golf Club Management Representing a fundamental shift to the approach to professional education in golf club management, the three partner organisations of the Golf Club Management Partnership – GCMA, PGA and BIGGA – have combined forces to create the ASQ L5 Diploma in Golf Club Management.

and outputs, from the innovation process.

In terms of measuring levels of innovative activity within golf clubs, as businesses, there is no publicly available data and there are very few studies that focus on innovation in running and managing a golf club.

As a result there is, currently, a need to rely on more anecdotal sources of evidence.

Such sources suggest that innovation is somewhat limited in the golf industry.

For example, Whitten (2010) reflects that: “In the 43 years I’ve studied golf architecture, I’ve seen plenty of artistry, but almost no innovation. There is a difference.

“The former sells green fees, houses and portfolios.

“But only innovation can advance the craft.

“In the New Economy, the profession of golf design is in

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danger of going the way of slidefilm developers, TV repairmen and travel agents.”

This posting, whilst provocative, generated a contrasting discussion around the degree of innovation in golf course design and the nature of the factors shaping attitudes to innovation, at an individual, business and industry level (see http://thesandtrap. com/forums/topic/44205-golfcourse-innovations).

A review of such discussions highlights a number of factors shaping the extent and nature of innovative activity within golf clubs. The key factors include: The traditions of the game, which may shape perceptions around the need for innovation in running a golf club The response of golf clubs to

Suitable for, and open to all levels of skills and experience, this accredited golf specific qualification is perfectly suited for existing managers, and those looking to move into the profession, perhaps from related roles in the golf industry.

The Diploma can be studied at your own pace, over a maximum of three years, to accommodate the varying schedules of working managers, or aspiring industry professionals.

With an emphasis on flexible learning, it will be delivered through a combination of online and face-toface workshops.

Training and education that has been previously undertaken, and is relevant to this new qualification, can be recognised through a formal process in order that course work is not unnecessarily repeated.

The Diploma covers all the core skills required to manage a golf club, and notably will be an ASQ externally quality assured qualification, visible on the framework of regulated qualifications.

Every month this section will look at a small part of the course - considering a different unit each month - for the benefit of the entire membership, and to offer an understanding of the learning materials that Diploma students receive.

To find out more about the Diploma, please visit gcma.org.uk/diploma/faqs

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changing trends as a source of opportunities for innovation The entrepreneurial mindset or posture of people working within golf clubs. This is important given the evidence which suggests that there is a strong relationship between business performance and entrepreneurial posture (Burns, 2012) The ability of people within the game to learn from other businesses in the golf industry and other sectors outside, proactively spanning boundaries There are several factors that facilitate and hinder innovation within golf clubs that need to be identified and understood before introducing any form of innovation within your club.

Many of these are constant throughout many of the workshops and therefore the

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“There are several factors that facilitate and hinder innovation that need to be identified and understood� skills attained by completing the Diploma becomes about being able to manage expectations of innovation, enterprise or change management and how you and the club can respond to challenges.

In terms of fostering innovation within a golf club, there are a number of critical factors that you will need to adopt as a golf club manager to help ensure success and to use as a review checklist: A compelling case for the need for the innovation

A shared vision of the future for the business An aligned agenda for innovation in the business Active involvement of key managers in the innovation Decision making that involves teamwork with a champion for the innovation A creatively resourced dedicated team Understanding of the market drivers of the innovation A willingness to take risks A defined yet flexible process for managing the innovation.

There have been a number of attempts to model innovative behaviour within businesses, with

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differing degrees of emphasis placed on the role of the individual, business and external environment.

Of relevance to understanding how golf club managers can foster an innovative environment within their club is a framework developed by Birkinshaw (1997).

This identifies a difference between dispersed and focused models of entrepreneurship and innovation within businesses.

The dispersed model involves fostering a culture of entrepreneurship and innovation throughout the business.

Such an approach is underpinned by an assumption that every individual has the capacity for both managerial and entrepreneurial behaviour.

The key characteristic of this approach includes the development of a culture of enterprise and innovation as a key antecedent to action.

Abilities and skills can be developed through Learning by doing with an open mindset being perceptive and receptive to ideas Peer to peer learning, networking and looking outside of golf to other industries Investment in your own education and training Mentoring and coaching, both yourself and others.

It is important that you reflect upon yourself and how much you invest in your own learning and skills.

What is your level of commitment to both personal and business development?

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To conclude, this unit will expose you to the ways in which being innovative can add value to the development of the golf club and the abilities and personal skills associated with being innovative.

Consider how you manage people or your operations in a more innovative fashion.

Managing community relationships more positively and innovatively would allow for unexpected benefits for the club and membership.

You will explore different frameworks to help understand innovative behaviour and how to positively affect projects and decisions in your club.

It identifies a need to manage the interaction between the individual, the work task environment of the golf club and its task environment, and finally understanding that the impact and value of innovations need to be constantly reviewed and evaluated.

If you would like to know more about the ASQ Level 5 Diploma in Golf Club Management visit the GCMA website: www.gcma.org. uk/diploma

What is this unit all about?

What is innovation in the context of golf? How do you introduce and foster innovative activity in a golf club? Innovation is the specific tool of entrepreneurship, the means by which you can exploit change as an opportunity for different business or a different service.

This unit will identify processes and practices to help you become more innovative or engage innovative ideas.

On successful completion of this unit, a learner will: Understand what is meant by innovation Be able to support the innovation process in a business Be able to review innovative activity in a business The supporting workshop will include group work and individual reflection designed to reinforce the workbook activities and encourage further research outside of the classroom. It will include developing a montage to help visualise what innovation means to you.

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How to... manage

EXPECTATION More than 100,000 rounds are played every year at The Belfry. How do you maintain a course with such heavy use and what can all clubs learn from the Ryder Cup venue? Angus Macleod, director of golf courses and estates, tells Steve Carroll his secrets

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hey have to throw away the manual at The Belfry.

Being a four-time Ryder Cup venue is both a blessing and a

curse.

It means you’ll probably never be concerned about getting enough people through the doors.

But it also requires standards of

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excellence that are exceptionally difficult to achieve all year round.

Golfers want the same greens they’ve seen on the TV and, crucially, the same speeds.

At peak, around 107,000 rounds are played on the Brabazon, Derby and PGA National courses each year.

That’s a lot of divots.

Maintenance that’s just routinely

done at clubs around the country isn’t as straightforward to carry out in this corner of Sutton Coldfield.

You can’t just top dress your greens and expect your visitors to put up with sand on the surfaces.

They simply won’t return.

Angus Macleod is the man charged with walking the tightrope. As director of golf courses and estates, what the

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The famous 10th on the Brabazon

courses look like on any given day falls on his shoulders.

And there are plenty of people waiting to pass comment – reviewers, guest shoppers, visitors and people on social media – if it has an off day.

“We can’t afford to have a bad day at The Belfry. The challenge is: I have to manage expectations.

I have to manage what the customer is expecting,”Mcleod says.

“We had Tony Jacklin’s golf day last year and we gave them last day Ryder Cup pins.

“We tweaked the golf course to give them that unique experience so they could follow in the footsteps of the legends and play the Brabazon.

“We give them about 10 ½ to 11 ½ feet (of green speed) every single day. That’s hard to do. We are almost giving them tournament standard every single day.

“But the price point dictates that, the customer expects that and we want them to return.

“If we give the guests the same experience at their home club, they go ‘these greens are absolutely unplayable’, but they don’t want 8 ½ or 9 feet. They want and expect fast greens. That’s the

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challenge.”

While your greenkeepers and course managers are routinely carrying out spring and summer maintenance, that’s out of the question at The Belfry.

Macleod’s teams are at their busiest during February and November and December. But, as he admits, as soon as you start punching holes or hollow-coring and scarifying, guests are going to be impacted.

“Sometimes you have to work at night-time, very early in the morning, or at weekends. The Brabazon is really highly maintained” So what does he do, and what can we all learn from it?

“Everything is tailored to the customer,”he explains.“We have to change techniques.

“We carry out micro-tining and give them a roll straight afterwards and the guests don’t even notice.

They are 6mm tines, at 5 inch

depths, and not a blemish. Roll and you hardly see it.

“For top dressing, some (courses) will carry out big monthly treatments where you layer the stuff down. As soon as the customer sees that, they say ‘what are we playing on, a beach?’

“We do light, frequent operations.

We do it every single week and it’s almost like a dusting. You irrigate it in and the customer doesn’t see it.

“They will see it if you layer it on.

It’s just changing and tweaking a little bit. I’ve run private members’ golf clubs. I know what you can get away with.”

Being innovative is the key.

Renovations are carried out around the golf. That, says Macleod, can be at all hours.

“Sometimes you have got to do work at night-time, very early in the morning or at weekends.

“The Brabazon is a really highly maintained golf course where nothing gets missed – from trimming the tee platforms to making sure the ball washers are clean. It’s the detail that sets us apart. We don’t rest on our laurels – on the fact that we are The Belfry and they are going to come.

“It’s challenging more than pressure. But it’s enjoyable.”

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Saving money on your

WATER BILLS The new deregulated water market offers clubs a host of opportunities, says water industry technologist Matthew Middleton

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few years ago, Scotland became the first country in the world to open its water industry to competition.

This meant non-domestic customers would no longer be able to purchase water from their local water company.

Instead water services would be supplied through new organisations called Water

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Retailers. In turn, Water Retailers could purchase water at wholesale prices and, in theory, pass on discounted water tariffs.

Customers would also be able to switch supplier in search of better services and prices – comparing the market.

England has followed this model. Now around 1.4 million English customers (including GCMA members) will have the same opportunities as 130,000

businesses to compare water prices and seek better services.

Much is written in industry trade journals about what all of this means for the water industry, often with very little focus upon the actual customer experience.

Perhaps this is best summed up through explaining my recent water research for GCMA members.

Water bills are, and always have been, notoriously difficult to

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analyse.

Pieces of important information are scattered across several pages, with no easy or immediate way to understand or correlate actual consumption against the many estimated water bills.

Often issues can be concealed going back in time over several years.

Only specialists in the field that analyse utility bills, can apply their expertise to stitch the historical water data together for customer sites.

They can create readable water reports that we can all understand and digest and, hopefully from which, water saving actions can then be taken.

I have had the opportunity to be involved in such a project very recently for GCMA members where six participants agreed to undertake water analysis for their sites.

The results opened my eyes to

“Only specialists in the field that analyse utility bills, can apply their expertise to stitch the historical water data together” the clear need for customers to first address corrections in water charging tariffs, recoveries for incorrectly incurred charges and address often very significant water wastage issues before even considering switching to another water supplier.

The table below highlights the water analysis results.

There are certainly some savings to be made by members wanting to switch water supplier and GCMA members in Scotland will already be familiar with this.

Some have no doubt taken advantage of the more generous discounts available there compared with the new English market.

Making sense of the various water charging elements is going to be crucial in making the correct choice, in addition to water conservation which offers potentially a far greater value to members in reducing and, most importantly, being able to manage water costs accurately.

Glen Lodge Norwich, comprising a new family centre and traditional clubhouse, will be the first site in the world to install a new form of advanced smart metering technology.

Glen Lodge will also benefit from a detailed water efficiency survey and implementing water savings measures.

Further features will appear periodically to provide updates for members concerning water

COMBINED WATER TARIFFS OVERCHARGES & WATER CONSUMPTION INCREASES Sample GCMA sites to date

Incorrect water charging tariffs (4 out of 6)

2016 average daily increased water consumed (5 out of 6)

Annualised water cost Increases (5 out of 6)

6 golf clubs

£890.01 annual

12,310 litres per day

£11,547

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savings and crucially annual costs reduction.

Early indications are that the newly formed Water Retailers, keen to promote water efficiency for their new customers, may further incentivise GCMA members.

They may offer additional discounts for those members participating in installing smart meters – effectively and largely paying for the costs of the equipment by reducing fixed charges.

“I believe better management of utilities will be needed as our sport attracts more members and more leisure services are provided” For my part, I look forward to the promised features for new equipment in being able to identify any sites where water is being consumed overnight and being able to see immediate

increases in daily or weekly water use, wherever sites are located in the country.

Relating this to my experiences managing site water surveys for many thousands of multi-site public houses, restaurant and hotel chains, I consider GCMA members now operate along very similar lines, often providing catering, function facilities, bars and restaurants.

I look forward to highlighting the very many areas where water savings can be made.

Members have certainly moved on, creatively developing resorts in many instances, with a far wider appeal but I believe that better management of utilities will be needed as our sport attracts more members and more leisure services are provided in an evercompetitive leisure industry.

Matthew Middleton is a consultant with Cost Centre Services providing innovative and specialised WaterPlan+ services and the world’s first photographic meter reader Limpet

Water Deregulation: Independent Guides The Water Report has now published its previously promised customer guide to the new water market.

The Water Report is a monthly publication, which was launched in 2014 in response to UK water market reform. It focuses exclusively on the UK water and sewerage industry, providing reports, research and features on topical issues.

It specialises in coverage of policy and regulation in the body of the magazine and has a dedicated section – Competition Watch – to keep readers up to date on retail and upstream competition developments.

The Water Report has now produced a free guide - on the recent deregulation of the water market in England - to explain clearly to customers the changes that were introduced on April 1 and how businesses can expect to be affected.

In addition to the basic facts, it has used its independence and expertise to offer customers advice as they go about making choices in the new market. It appraises what the market has to offer, suggests practical hints for consideration and provides some pointers on how to tell one retailer from another; given customers will have never come across many of them before.

It hopes the guide will offer customers a discerning and comprehensive one-stop-shop of useful information, that will help steer them towards making water choices that are right for them.

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

Marketing Services Sports Publications are, above all else, a company of golfers. The three directors, Will Shucksmith, Tom Irwin and Dan Murphy play off handicaps of +2, scratch and 3 respectively.

Will is a PwC trained chartered accountant with a decade of experience working with SME’s, Tom has a commercial background spanning 20 years in customer facing industries and Dan Murphy is steeped in golf with approaching 15 years at the helm of the UK’s highest circulating golf magazine.

Between us we have a century’s worth of golfing experience.

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From Cornwall to Cape Wrath, we understand golf clubs, their members, visitors and their communities.

We can help you maximise your clubs full potential, tapping into your latent asset base. If you are looking for help in any of the areas listed below, please get in touch: • • • • • • • • •

Course photography Corporate video creation Social Media Drone Footage Email newsletters Governance & structure PR advice Member engagement Marketing

For a free consultation please get in touch with our Director, Tom Irwin: E: t.irwin@sportspub.co.uk Tel:+44 (0) 1132 893 979 Mob:+44 (0) 7973628781

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Ask the

EXPERT Paul Woodham, STRI agronomy services manager

W

e receive complaints that our bunker sand is too hard or too soft – could it be the wrong type?

There is no perfect sand for all instances and, over time, sand becomes contaminated so the natural performance can be affected.

Silt and clay particles washing in from faces affects the particle size distribution of the bunker sand, increasing bulk density and risk of excess firming and poor draining.

Sand with particles more angular in shape provide better slopeholding properties but may be too firm at the base.

Other sands where the particles are uniform and rounded can be prone to produce ‘fried egg’ lies which are difficult to play from.

We experimented with a bunker liner some years ago and ended up ripping it out. Any advice?

There is little doubt that bunker liners of years gone by were not very effective.

New generation fabric liners are more successful but still reliant on securing the joints effectively to reduce the risk of the seams becoming exposed.

Some fabric liners can become damaged or exposed by pest

58 | GCMA.ORG.UK

activity or general maintenance if the sand depth drops too low.

Natural turf liners are still used, however performance will be dictated by the quality of turf used.

A fibrous thatchy turf such as a down-graded fescue would be best and typically placed upside down.

Rubber or capillary bonded aggregate systems offer what appears to be good options, for long-term performance.

These systems can be costly to install but will save many hours of maintenance time and associated costs.

One still needs to consider the design and aspect of the bunkers and the sand type if the solution is to uniformly perform.

Should a frost automatically dictate a move to temporary greens?

Managing frost conditions is a

really difficult issue.

Clubs come under increasing pressure when a neighbouring course decides on a policy of playing on main greens during frost.

The most common policy seems to be to allow play on greens when frozen solid but to restrict play at times of white frost and when thawing is taking place.

The latter situation is when most damage is likely to occur as roots can be sheared under the pressure of feet on a soft surface with frozen soils just below.

The trouble is that not all greens will thaw at the same point so returning greens to play is a difficult policy to implement.

Periods of extended frost have caused some concern at courses, especially when the hole cup cannot be moved because the ground is too frozen.

Concentrated doughnuts of wear around the hole cup has damaged sward and soils.

This will recover but the green could be weaker heading into the spring.

Does the performance of a green deteriorate throughout the course of a day’s play?

To cut through the mire of subjective opinion, I carried out a study at a run-of-the-mill private members’ parkland

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

course to compare the results of objective measurements against player feedback for three key performance characteristics – speed, firmness and smoothness.

The study found the playing quality of the greens did not consistently deteriorate during the course of the day.

A wider population of courses and players is required for further investigation.

Interestingly, on one of the study days, firmness, smoothness and speed all deteriorated but players failed to detect the change.

The player’s ability to detect changes in green speed was also questionable.

They failed to detect significant reductions in speed on two occasions and also observed changes in speed at times when there was no significant change.

This small study highlighted that subjective player opinion is an unreliable method of assessing playing quality.

Negative feedback may be incorrect, but may still be used to wrongly influence maintenance decisions.

“Negative feedback may be incorrect, but may still be used to wrongly influence maintenance decisions” How should green speeds be decided to satisfy the demands of a club membership?

Firstly, we must understand the course type and design. Each course will have an architectural speed limit.

Large flat greens will inherently feel slower than smaller and more contoured greens.

Perhaps this is like driving at 70mph on a motorway, feeling it is slow, compared to 70mph on a twisty county road – a speed that is likely to see you leave the road and crash into a hedge.

The other dimension to green speed is the impact on maintenance and set-up.

Breaching the architectural

speed limit will reduce the number of hole locations and place greater strain on the flatter areas of the green.

This could lead to increased localised stress, additional compaction and poorer putting surfaces.

Analysis of STRI Programme data noted average parkland green speed 2016 (1st Jun to 31st Aug, 795 greens) was 9ft 2in and links green speed was 9ft 4in (652 greens).

Ask course managers what they feel is their target for routine main season play and the answer is commonly 9ft 6in – 10ft 6in.

Green speed routinely below 8ft 6in would often trigger grumblings of inconsistency or slow pace.

Remember that the Stimpmeter is a tool for consistency at your course.

Achieve consistency and your authentic targets at the highest height of cut with the aid of sward refinements.

Keep the records for your understanding and measurement against targets.

STRI agronomists can provide informative presentations at club forum evenings.

It’s a role which is becoming increasingly requested to help support the communication of course management, operations and policies.

Anyone who would like a further discussion on any topic is asked to get in contact by emailing enquiries@ strigroup.com or calling 01274 565131.

Coming up: Howard Swan, of Swan Golf Designs, answers your architecture queries.

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

GCMA.ORG.UK | 59

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

From the

HELPDESK This month: CCTV in lockers, gas certificates for catering equipment and...franchising out the bar We have had, over the last few weeks, a spate of locker breakins. What are the views on CCTV or small surveillance cameras in locker rooms to catch the culprit?

Quoting from a previous GCMA library document on CCTV:“The covert monitoring of [members] can rarely be justified. Do not carry it out unless it has been authorised at the highest level in the club.

You should be satisfied that there are grounds for suspecting criminal activity or equivalent malpractice, and that telling people about the monitoring would make it difficult to prevent or detect such wrongdoing. Use covert monitoring only as part of a specific investigation, and stop when the investigation has been completed. Do not use covert monitoring in places such as toilets or private offices unless you suspect serious crime and intend to involve the police.”Issues might begin to arise if you intend to keep the cameras there after the culprit has been caught. This article can found in document 8045 in the Information Library. Visit http:// www.gcma.org.uk/library/8045 We are a private members’ club providing bar and catering facilities to our members and their guests, but not open to the

60 | GCMA.ORG.UK

public. In the last 3 to 4 years, we have franchised the bar out to a couple who live on our premises. They buy all the stock, sell and retain any profit. We have a Club Premises Certificate, however I have been informed that I would need a Premises Licence to franchise the bar.

Is this correct and, if so, what section in the Licensing Act 2003 is this stipulated?

Under a Club Premises Certificate, it is not permissible to allow a third party to make any money from running your bar. The members (the club) buy and own the stock, redistributing it back to themselves after deducting costs.

Any surplus therefore, belongs to the members (the club). The relevant clause in the Licensing Act 2003 is in Section 64 at http://www.legislation.gov.uk/ ukpga/2003/17/contents I have recently been advised that I need a gas certificate for all the catering equipment. Is this correct?

Under the Gas Safety (Installation and Use) Regulations 1998 you have a legal duty to make sure that any gas equipment on your premises is checked and certified by a gas safe qualified engineer once every year. CP42: Commercial Gas Safety Inspection (non-

domestic) is the official name for this annual safety certificate.

Commercial kitchens need a gas safety inspection by a registered company and this should include all gas appliances, pipework, extraction systems and gas interlock systems. The inspection will make sure that all details are covered, for example, that only smoke detectors designed for a commercial catering environment are installed and that they are linked to an automatic gas shut off system. This list of safety checks is the law and vitally important.

You will need to prove that you are up-to-date with your checks for insurance purposes because if anything were to happen to your premises, failure to obtain the latest safety certificate, or keep a copy on the premises could possibly invalidate your insurance policy. Not only are you potentially uninsured, but you are putting the health and safety of your employees and customers at risk.

Prosecution could also arise under Regulations 35 of the “Duties of Employers and Self-employed Persons”of the Gas Safety (Installation and Use) Regulations.

An online helpdesk staffed by industry experts offers an advisory service for queries. Visit gcma.org. uk/members to submit them.

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GCMA.ORG.UK | 61

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Meet the

MANAGER

Sponsor of the 2017 GCMA Manager of the Year award

Paddy Dean, general manager of Malone Golf Club, in Co Antrim

Malone

H

ow did you get into golf club management?

Having been involved in various different jobs (in insurance, financial services and estate agency) over the years, I hadn’t previously considered a role in golf club management but, as a golfer since the age of 10, I always liked the notion of having a golf-related role. After serving four years on the committee at my own golf club, the previous incumbent handed his notice in and I took the opportunity to apply

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for the role. Thankfully the officers of the club decided my knowledge and experience of Malone was enough to justify giving me the opportunity.

What are the challenges?

Respecting the traditions and history of the golf club, whilst also trying to ensure we adapt and evolve to continue being a viable and successful club is probably the biggest challenge. There are people who still adopt the ‘we’ve been fine for a hundred years, so why do we have to change’ approach, but they do not see the

difficulties golf is facing in an ever changing environment.

What part of your role do you enjoy most?

I enjoy the variety, and the sheer number of people that working in this industry brings you into contact with. I’ve always preferred face-to-face interaction with people and this role gives me plenty of opportunities to do that, rather than just hiding in the office and talking to people over the phone or via email. I would say 50-60 per cent of my time is spent engaging with members, visitors and/or staff.

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

What’s the one thing you would change about it?

Not much, as the club have given me the opportunity to adapt my role as I see fit. Although I have a job description, I am pretty much given free rein to run the day-today operations, as long as the best interests of the club are maintained at all times. I guess the only thing I would like to change would be the number of meetings I have to attend.

What’s the best piece of advice you’ve been given?

I attended a course, three weeks into post, and, at the end of the week, one of the course facilitators gave us the following advice:“On Monday morning, when you return to the club, don’t go in all guns blazing!”I think this is very true in all aspects of club life. It would be very easy to take a gung-ho approach and start making radical changes but it’s best to take small steps towards achieving your goal.

That way you have a much better chance of bringing the members along with you.

Do you play golf and what’s your handicap?

My current handicap is 4, although I’ve been as low as 2 (when I had more time to play and practice).

Most people think working at a golf club full-time would enable you to play more golf, when the reverse is probably true.

What’s your favourite golfing memory?

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

Playing a round of golf at Pine Valley in New Jersey, with my father and brother (who now lives in Pennsylvania and works as a PGA golf professional) – and birdieing the final hole!

“A lot of smaller clubs have decided not to employ a full-time manager, which, in my view, may be a little short-sighted”

Paddy Dean with Tom Lehman

What’s your proudest achievement in golf?

Holding the course record (66) at my home club for a couple of years is probably my proudest achievement to date. It has since been broken (twice), but this is the only round of golf I’ve ever played without making a bogey!

Where do you see the role of a

club manager in 20 years?

It depends on the size and stature of the individual club, but I hope the club manager still has a role to play. A lot of smaller clubs have decided not to employ a fulltime manager, which, in my view, may be a little short-sighted, or to ask someone else to perform a dual role. I hope in future club managers are given the recognition they deserve, as the role extends way beyond what even a detailed job description might indicate.

How do you feel about the state of the game?

Golf is going through a transition phase at the moment. Everyone is keen to talk about ‘growing the game’ and how we should go about doing this, but in reality it is the clubs and the attitudes of their members that need to change before we can fully embrace and encourage new players to take up the game and, in particular, to want to become a member of a golf club as part of this process.

Tell us something we don’t know about you?

I’m an avid collector of Scotty Cameron putters – at last count I have somewhere in the region of 40 putters in my collection.

Get In Touch To contact Malone, call 028 9061 2758 or visit malonegolfclub.co.uk

GCMA.ORG.UK | 63

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

From the

REGIONS YORKSHIRE Monday, March 20 Alwoodley, Leeds The Yorkshire region AGM saw a discussion on the continued decline of members attending meetings.

It concluded that the county had been particularly badly hit during the recession and that quite a few clubs, in an attempt to save money, had reverted to honorary secretaries. This left many with the same workload but with less time to do it and under increasing pressure from clubs not to attend external meetings.

In an attempt to get over the big issue of travelling to meetings, and taking time out of the office, the region has been successfully introducing local group forums.

They are still held under the guise of GCMA Yorkshire but are run by the groups themselves.

They are having an effect but adversely affect numbers attending full regional meetings.

They are seen, however, as a positive way forward.

The new regional constitution was agreed at the meeting and officers voted into positions were: Regional captain – Ian Brogden, Cleckheaton GC Regional captain elect – Richard Penley-Martin, Ganton GC Regional manager – Cameron Dawson, Branshaw GC The regional committee consists of: Ashley Pheasant, The KP Club;

64 | GCMA.ORG.UK

Bob Hill, Hallamshire GC; Gary Davey, Otley GC, and Richard Green, Scarcroft GC. It was agreed the regional committee will consider co-opting further serving members onto it and consider a new post of assistant manager - again a serving member. This would increase the number of serving members on the committee and ensure up-todate thinking is maintained.

Following the AGM, John Nicholson and Richard Jagger, with 43 points, won a friendly 4BBB. NORTH WEST Thursday, March 23 St Annes Old Links, Lytham St Annes More than 40 members attended the region’s AGM at St Annes Old Links. Having adopted a new regional constitution at an EGM in February, it was the first AGM convened since and the introduction of electronic voting ensured business was conducted in a more efficient manner.

Howard Williams stood down as regional manager, a position he had held since 2009, and members wished him well for his year as the

association’s national captain.

Neil Annandale, a retired manager with 15 years’ experience of golf club management, was appointed his successor.

John Mort, manager at Wallasey, became the region’s immediate past captain after a successful year and handed the baton over to Patrick Keane, manager of Withington. Tracy Rawlinson, manager at Warrington, was elected regional vice-captain. It was the first year formal elections were held for positions on the region’s planning group.

Geoff Butterfield, Martyn Senior and Howard Williams were elected to serve alongside the captain, vice-captain, immediate past captain and regional manager.

The region’s accounts were unanimously approved and it was agreed subscriptions would increase from £28 to £30 in 2018.

After the AGM, several speakers made presentations.

Daniel Hodson, of PlayMoreGolf, revealed the benefits clubs could derive from participating in their points-based membership scheme. He confirmed several North West clubs were already participating and several enquiries had been received following a presentation at an earlier meeting.

Jamie Abbott, of intelligentgolf, confirmed the company was continuing to grow and the ePos system, launched at the GCMA’s national conference in 2015, was now in use at 106 clubs.

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

Richard Kilshaw, manager at Prenton, and a former employee of the Valuation Office Agency, provided an overview of the process used by the VOA to calculate business rates.

He recommended clubs should check both their new and previous valuations by visiting the VOA webpage, where they could also view rating information on comparable golf clubs.

EAST ANGLIA Wednesday, April 5 Frinton, Frinton-on-Sea Captain Judy Barker’s first duty was to welcome 34 members and guests, including the national captain elect Howard Williams.

The meeting was the first stage in the restructuring of the region and establishment of an enhanced regional committee. It set the way forward for the region in time for full implementation at the AGM/ Autumn meeting in October.

Gary Smith was elected to succeed John Sayer as regional manager, with both working together to ensure a smooth transition, and Malcolm Slatter was elected to the new role of membership administrator. The new position of match/speaker coordinator remains unfilled at this time.

The meeting discussed the new regional rules. There were a few questions raised and, following clarification on one or two points, the region plans to formally accept them at the Autumn meeting. The meeting listened to presentations and Howard Williams stressed the importance and future role of the GCMA to members. Sponsor Ocean Telecom highlighted the new digital technology available to clubs and Peter Kouset, of

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

Fairway Credit, brought members up to speed and gave a warning not to ignore FCA legislation.

Carolyne Wahlen, of Golf HR, posed questions on employment law. As part of the ‘member workshop’, Roger Attrill gave a short presentation on the lifetime membership scheme he was heading up at Frinton.

NORFOLK Friday, April 7 Royal West Norfolk

GCMA Regional Managers Full contact details can be found at gcma.org.uk/regions Chiltern & Home Counties

Martin Bennet East Anglia

Gary Smith East Midlands

Rod Savage London & Home Counties

Maureen Brooker Midland

Rob Wormstone Norfolk

John Barnard Sixty per cent of members attended the Norfolk region AGM at Royal West Norfolk and voted unanimously to change the traditional dress of jacket and tie to a more informal approach. Is this the first region to do this?

Norfolk are bucking the trend with high percentage turnouts and membership. Following the AGM, members listened to Bob Williams and Mike Hyde lay out the current opportunities for education.

CHILTERN & HOME COUNTIES

North West

Neil Annandale Northern

Terry Minett Northern Ireland

Jim Cullen Scotland

Bernard Flockhart South East

John Edgington South West

Karen Drake The region’s Spring meeting will be held at Brookmans Park GC on Tuesday, May 16.

Speakers include national captain Howard Williams, Junier Browne, who will talk about water deregulation issues, expert silversmith Andy Morgan and Jeff Wiblin, who will discuss how Eurotech helped Watford FC. Sponsors Fairway Credit and Majestic Crystal will also speak.

Southern

Joan Raffety Wales

Mike Rees Wessex

Alex Taylor Yorkshire

Cameron Dawson

GCMA.ORG.UK | 65

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

A week in the life of...

TREVOR GLOVER Getting on the road, talking cash flow and trusting your competition committee...

T

revor Glover is secretary-manager at Chesterfield Golf Club.

Having entered golf club management following 25 years of service with the RAF, Trevor has now surpassed that after starting his journey at Tewkesbury Park in 1989.

His career has also included stops

Monday I live in Stockport so I’m up at 6am and on the road to get to the club for around 8am. We appointed our new professional at the end of February.

Shane Naisbett had been assistant at the club for 10 years and has moved up seamlessly. He’s the first person I see in the morning and he lets me know what’s been going on over the weekend. I’ll walk into the office and sign-in to the computer to check the diary and emails. That’s the first hour gone just sorting the junk and dealing with others straight away. My hours vary but I’m normally in at 8 and out again any time between 4 and 8.

Tuesday There are always meetings. Suppliers, visitors, staff and committee. Today, it’s the Woodland Trust who are coming to have a walk around the course to give

66 | GCMA.ORG.UK

at Blackmoor, Withington and Lymm.

A private members’ club, known locally as Walton, Chesterfield was founded in 1897 and the club moved to their current site in 1906.

Over the past few years, the club’s STRI inspection reports have compared the quality and speed of their greens to those found on the European Tour.

us advice on how to manage our woodland.

Wednesday The chairman comes up to the club just about every day and he is my day-to-day focal point. We discuss everything going on from course and membership matters to finance and forward planning. He, the captain, and the treasurer dedicate a great deal of their time to the club.

Thursday Three meetings scheduled for today: 10am to talk about our rating appeal, greens at 3pm followed by health and safety at 5.30pm.

Friday Treasurer’s day is either Friday or Monday, he still works in London and contact can be in person, by phone

or computer. He needs accurate and up-to-date figures for income and expenditure as well as bank balances and comparatives with the previous year in order to provide accurate information to the board. We are not a cash rich club and are looking all the time at ways of controlling budgets, reducing spend and improving cash flow.

Saturday/Sunday I’m lucky that I don’t generally work weekends. Club competitions are usually on Saturdays and we don’t take visitors, other than member’s guests, at weekends until after 1.30pm on Sunday. The competitions committee take care of weekend results and it’s very unusual for a competition to have not been finalised when I get in on Monday. I think I’ve got the best committee now I’ve had during the whole of my time in club management.

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

“Before I joined On Course Foundation I was in a very bad place in my life after being diagnosed with PTSD. Since I became a member, my life has changed so much for the better. With their help I have also started work as a greenkeeper and I look forward to the future again.”

On Course Foundation Member

On Course Foundation supports the recovery of Wounded, Injured and Sick Service Personnel and Veterans through golf. They also help beneficiaries to find meaningful employment in the golf industry.

Support the GCMA’s supported charity by playing in the National Golf Club Challenge.

For more information, please visit ngcc.uk

oncoursefoundation.com |@OnCourseCharity On Course Foundation, 28 Falstaff House, Bardolph Road, Richmond TW9 2LH A company limited by Guarantee registered in England. Registered No. 7267733 Registered Charity Number 1136618

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