The Golf Club Manager: April 2017

THE GOLF CLUB

MANAGER ISSUE ONE | APRIL 2017

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

YOUR GCMA

JIM CUNNING

“I’D LIKE THE GCMA TO BE THE FIRST PORT OF CALL FOR EVERY MANAGER”

WELCOME TO ISSUE ONE OF YOUR NEW OFFICIAL GCMA JOURNAL

OPINION

STATE OF THE GAME

GCMA MEMBERS DISCUSS THE BROADER OUTLOOK EDUCATION

FINANCIAL CONDUCT

COULD GOLF CLUBS COME UNDER SCRUTINY? NEWS

THETFORD TO BUY CLUB BACK FROM CROWN ESTATE INTERVIEW

MARTIN SLUMBERS

EXCLUSIVE: WHY THE ROLE OF THE GOLF CLUB MANAGER IS CRUCIAL TO THE GAME

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

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CONTENTS ISSUE ONE | APRIL 2017

GCMA

CAREERS

06

Welcome to your new journal

38

Advice: How do you identify talent?

14

Final thoughts from Captain David O’Sullivan

39

The latest jobs for GCMA members

INDUSTRY

EDUCATION

22

News: Thetford to buy back club from Crown

42

Could your club fall foul of an FCA clampdown?

24

News: York’s £300,000 clubhouse revamp

48

From the Diploma: Enterprising behaviour

INTERVIEWS

REGIONAL

26

A Matter of Opinion: The state of the game

64

All the news from around the GCMA regions

30

R&A Chief Executive Martin Slumbers

66

A Week In The Life of... Andrew Minty

24

30

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 2016/17 CAPTAIN David O’Sullivan 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 DESIGNER Vicky Jones - v.jones@sportspub.co.uk Every effort has been made to ensure accuracy, but the publishers cannot accept responsibility for omissions and errors. All material in this publication is strictly copyright and all rights are reserved.The views expressed in The Golf Club Manager do not necessarily represent the views of the company or the editor. Every care is taken in compiling the contents but the publishers assume no responsibility for any damage, loss or injury arising from participation in any offer, competition or advertising contained within The Golf Club Manager.

THE GOLF CLUB

MANAGER ISSUE ONE | APRIL 2017

THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION

YOUR GCMA

JIM CUNNING

“I’D LIKE THE GCMA TO BE THE FIRST PORT OF CALL FOR EVERY MANAGER”

WELCOME TO ISSUE ONE OF YOUR NEW OFFICIAL GCMA JOURNAL

OPINION

STATE OF THE GAME

GCMA MEMBERS DISCUSS THE BROADER OUTLOOK EDUCATION

FINANCIAL CONDUCT

COULD GOLF CLUBS COME UNDER SCRUTINY? NEWS

THETFORD TO BUY CLUB BACK FROM CROWN ESTATE INTERVIEW

MARTIN SLUMBERS

EXCLUSIVE: WHY THE ROLE OF THE GOLF CLUB MANAGER IS CRUCIAL TO THE GAME

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

001 GCMA Cover.indd 3

ON THE COVER: Martin Slumbers © The R&A

21/03/2017 14:01

WELCOME

ISSUE ONE | APRIL 2017

W

elcome to the first issue of The Golf Club Manager, the new GCMA journal. I feel like I am welcoming you into our new home. We have been waiting a long time to open the doors and invite you in and have worked extremely hard to get the right people in place to help us deliver an excellent membership benefit.

Your feedback will be crucial to its development as we go forward.

Please remember, this is your magazine and it is here to meet your needs.

I’m confident this journal will continually deliver on the promise made on every page to ‘Educate, Inform and Inspire’, and we aim to continue to develop the sense of community that the founding secretaries created when they first met at Cuddington Golf Club in 1933.

Their rationale was to share information and common problems – 84 years later, nothing has changed.

Having just returned from two regional meetings in the Southern and South West regions, I experienced two very different meetings at two very different venues – a golf club and a cider factory - but the resounding experience was enjoyable camaraderie and the sharing of information.

We cannot replicate the value of the regional meetings, and we are continuing to work with our Regional Managers to ensure all

members have access to regular, valuable, local gatherings.

However, this magazine remains your most regular physical connection with the association, so we’re keen to encourage a community spirit on these pages.

You’ll see more of your peers, friends, colleagues and fellow members throughout the magazine, and we will truly value and welcome your contributions, so please get involved!

I hope you share our excitement about the future of your association.

Bob Williams – Chief Executive

“Your feedback will be crucial to its development as we go forward. Please remember, this is your magazine and it is here to meet your needs”

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

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

The month in

PICTURES

1

Here’s to a new beginning! We’re here to help you fulfil your potential as professional golf club managers and this is the GCMA team that’s always on hand to deal with your every need.

Pictured, from left to right, are: Amelia Brice, Tash Johnson, Niki Hunter, Jim Cunning, Ann Jones, Chief Executive Bob Williams, Shirley Edmondson, Mike Hyde and Debbie Mereweather.

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2

Everything that’s great about the game was celebrated in the glitzy surroundings of Lord’s cricket ground as England Golf held their 2017 awards. Presenter Di Dougherty led 400 guests and celebrities through an evening that applauded the fantastic achievements of players, clubs, counties and volunteers.

Justin Rose, Danny Willett, Charley Hull, along with Fynn Valley GC and The Point at Polzeath were among the big winners.

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

3 4

The stunning Littlestone GC, managed by Graham Gain, provided a picturesque backdrop to the Southern region winter meeting on March 7.

The 59 Club Awards are known as golf’s Oscars. The event, held at The Belfry, saw 13 gold flags handed out and GCMA members Chris Reeve, Will Hewitt and Davy Cuthbertson were among those whose clubs were celebrating.

5

The Introduction to Golf Club Management course continues to be as popular as ever. It’s welcomed over 1,200 delegates in its 25 years and the 91st instalment was held at Gloucester’s Eastwood Park between March 20 and 24.

The course, as it is known today, was launched in December 1991 and was held at Moor Park and Weston-Super-Mare until 2014. Since then it has rotated venues. The next 2017 course is in Warwickshire on October 9-13.

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

GCMA.ORG.UK | 11

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Opinion

MIKE HYDE The manager is almost certainly the most important person in a golf club, so GCMA members will be at the heart of our new journal

A

fter joining the GCMA in 2014, I quickly realised the golf club manager is the most important position in a golf club.

Therefore, it’s an honour to have been asked to produce a members’ magazine that reflects the significance of your career.

I recently attended the Golf Forum – hosted by The R&A and attended by the major golf bodies.

Despite hearing about all the great work that goes on at unions, federations, tours and associations, it was clear to me that club managers remain key to the delivery of golf in the UK. Whether enforcing pace of play guidelines, encouraging feedback on the revisions of the rules, promoting the health benefits of golf or increasing participation, golf club managers are on the frontline.

We have done our best to ensure that your new members’ magazine reflects that responsibility.

We have been planning this new publication for two years, so whilst it’s nerve-wracking to finally sign off and deliver the first issue, it’s also hugely exciting.

The decision to rebrand the magazine wasn’t taken lightly and a great deal of thought went into

12 | GCMA.ORG.UK

every step of the process.

Our new title - The Golf Club Manager - represents a fundamental shift of emphasis in the priorities of the magazine.

GCMA members will truly be at the heart of the publication.

From interviews and features to sharing best practice, you will see far more of your peers, colleagues and friends than ever before.

We were also confident that taking complete control of our own members’ magazine would allow us to provide information and inspiration of the highest quality and engage with the golf industry’s key leaders.

So I hope you enjoy our in-depth Q&A with Martin Slumbers, GCMA member and Chief Executive of The R&A and Secretary of The Royal & Ancient Golf Club of St Andrews.

“Our new title - The Golf Club Manager - represents a fundamental shift of emphasis in the priorities of the magazine”

Mike Hyde is the GCMA’s Communications Manager

Martin was candid about developments at The R&A and offered some fascinating insights into his own personal motivations.

He was keen to learn more about what’s going on at the association and is looking forward to speaking at the 2017 GCMA Conference in November, which is again shaping up to be an unmissable event.

I’m also delighted to introduce Steve Carroll - who will be the magazine’s editor. An experienced journalist and a keen club golfer he’s captain of his home club this year - Steve’s knowledge of both industries has proven invaluable.

Through our media partnership with Sports Publications, we also now have an invaluable opportunity to promote the GCMA, and the role of the golf club manager, to the golfing public.

More awareness about the talented individuals running golf clubs can only help our drive to professionalise the industry.

The partnership aims to make the most of our mutual expertise, but the magazine is nothing without your contributions.

Please get in touch at letters@ gcma.org.uk to let us know what you think of the magazine. We will always welcome your opinions and letters on any subject. ❦

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

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Captain’s corner

DAVID O’SULLIVAN

W

elcome to the first and last.

The first refers to your new monthly magazine, in which, for the first time, all of the content is under GCMA control. I must pay tribute to the team who have worked extremely hard to put this together during the past two years and are committed to inform, educate and inspire all GCMA members.

The last comes from this being my final contribution as your National Captain. Over the past 12 months I have driven over 11,500 miles, flown over 4,000 miles and travelled over 3,000 miles by train to visit your regions, play international matches and attend seminars, exhibitions, conferences and trade shows.

I have mixed with, met, listened to and played golf with many of you and I have enjoyed every moment. Most of all I have seen the regions at work and have listened to some excellent presentations along the way.

What surprises me is there are some GCMA managers who do not take advantage of their professional organisation. I cannot help but wonder if their clubs appreciate what we have on offer to keep their managers up to date with current legislation, health and safety, employment law and current trends in membership.

I believe it is vital club committees and boards of

14 | GCMA.ORG.UK

The final thoughts of the association’s National Captain as his year in office comes to an end

directors have confidence in their manager’s professional development to reduce the risk of prosecution for one of a number of issues that frequently occur in our industry. The usual suspects include: not following the correct procedures in disciplinary matters, including wrongful dismissal; not undertaking risk assessments, especially in the greenkeeping and catering departments; plus numerous other regulatory procedures that, if not undertaken correctly, could possibly bankrupt the club.

I would urge all clubs to include an amount in their annual budget for training for their manager, no matter how long they have been in post or how old they are.

This should be discussed when

undertaking the annual appraisal of the manager. What courses, seminars and conferences have the manager attended? What are the plans for next year? The cost of this is minuscule compared to the penalties for not being up to date.

We have an excellent, professional team in our association who exist to ensure clubs are properly managed.

Please take advantage of what the GCMA has to offer, not only for the manager in post, but also for the club itself.

On that note, I must now slip off into the sunset as my time as your National Captain is almost up. It has been a pleasure and privilege to be your elected representative for the past year and thank you for reading this column. ❦

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

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What’s the role of?

THE GCMA Did You Know?

Where better to begin our new feature than with who we are, what we’re trying to achieve and how we’re working on your behalf in the golf industry

Who are we?

The Golf Club Managers’ Association has a proud history.

The first meeting was held at Cuddington Golf Club, in Surrey, in July 1933. We were originally known as the Golf Club Secretaries Association, then The Association of Golf Club Secretaries. We became the GCMA in 2007 following a ballot at the AGM. Having previously bought offices at Weston-super-Mare, three years ago we moved above the clubhouse at Bristol & Clifton Golf Club. We have a President, a Captain and a skills-based board of directors who work closely with the 16 managers who each represent a region.

What does the GCMA do?

We represent more than 1,800 members. We aim to help managers and secretaries fulfil their potential as professional golf club managers, and help clubs change and adapt to modern methods of golf club business.

This is done through educational pathways including regional meetings, the Diploma in Golf Club Management and the Introduction to Golf Club Management training course.

Members can also attend seminars, courses and sessions to coordinate their own development. We support our members by providing a vast variety of resources, including a

The first AGM was held in 1934 at the Midland Grand Hotel, in St Pancras. In the President’s chair was golf writer Bernard Darwin

Legal Expenses Insurance policy with 24-hour service, a golf management helpdesk with quick and beneficial guidance and an Online Information Library, which houses more than 800 advisory documents on all aspects of club management.

How does the GCMA work with clubs?

We equip members with industry best practice, which is disseminated into clubs. Our members are the principle point of contact at clubs and, by giving them the techniques and skills they need to succeed, the results filter through.

What involvement does the GCMA have in the wider sport?

We are directly involved, and liaise, with all the home unions, the PGA, BIGGA and The R&A among others.

The Golf Club Management Partnership, set up by the GCMA along with the PGA and BIGGA, aims to provide a co-ordinated approach to the management of golf clubs. It is committed to meeting the changing needs of the industry and working within clubs to improve communication and understanding between the three organisations and their members.❦

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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Upcoming

EVENTS Recognising the exceptional work of GCMA members, nominations open soon for the 2017 Golf Club Management Awards

T

he spectacular backdrop of Surrey’s Mercedes-Benz World is the glittering venue for the 2017 Golf Club Management Awards.

Sponsored by intelligentgolf, the prestigious Manager of the Year Award – along with two others recognising the exceptional work of GCMA members over the past two years – will be presented during November’s biennial conference.

The Awards also recognise the outstanding finalists for Newcomer of the Year and Team of the Year.

Two years ago, Andrew Minty became the youngest ever winner of the Manager of the Year Award – at just 34 – and the first manager of a Welsh club to receive the prize.

Top newcomer went to Boyce Hill GC’s Alex Woodward while the High Post GC team, headed

by Manager Peter Hickling, Head Professional Tom Isaacs and Head Greenkeeper James Friend, walked away with team honours.

To be eligible to be nominated for any of the awards, candidates must be a GCMA member. Those entering the Newcomer of the Year category must have been in

18 | GCMA.ORG.UK

place for two years or less.

Teams of the Year must include the Club Manager and at least two from the Professional, Course Manager, Bar Steward and F&B Manager.

Nominations open in May when an online entry form will be

available on the GCMA website.

Candidates for each award should be put forward by a club or committee member, peer or regional manager.

The rigorous process from shortlisting to nominating the finalists takes five months as

nominees are whittled down through personal interviews, discussions and reviews following specific judging guidelines.

The final stage sees three experienced GCMA staff carry out a site visit in October.

After spending a day with the nominees, a nerve-wracking The Apprentice-style interview will take place in front of a selected panel and the winners are chosen.

Winners will be announced during the conference on November 13 and prizes include golf breaks and tickets to The Open Championship.

Bob Williams, GCMA Chief Executive, said:“The GCMA Golf Club Management Awards reward our industry’s strongest performers. It’s an opportunity for clubs, golfers and committee members to acknowledge the excellent work that goes on behind the scenes in golf club management.

“Narrowing down the hundreds of nominees to just three winners is a genuine challenge, but it’s always inspiring for us to see the innovation, hard work and enthusiasm that our members have for their profession.” ❦

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

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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 main role is to look after the library and add new documents – specifically about golf club management – and update those that are out of date.

I also look after the helpdesk. Club managers can call up with specific problems that we can either answer on the spot or do a bit of research and get back to them.

We always manage to give somebody an answer they can do something with.

What’s an average day in your job?

Emails are the first thing to tackle.

I’ll answer any specific helpdesk questions that have come in and if I have to do a bit of research first I’ll do it. I have been writing management articles for the weekly newsletter and I’ve usually got one or two ticking over.

I’ve also taken part in developing the Diploma.

I’ve written part of it and attend workshops as a representative and to answer questions. I’ll do anything else that happens to be on the go.

How did you become involved with the GCMA? I started in 1996 as a manager at a proprietary club in Scotland.

The owner was very keen that I joined the GCMA. He put me on the Introduction to Club Management course, which I did in 1998.

From there, I moved south to a private members’ club. One of my stress-busters was talking to other managers. I got involved with the South West region and more involved with headquarters. When Bob (Williams, GCMA Chief Executive) came in, he realised the library needed updating and thought I could do the job.

What do you enjoy most about it?

The variation. It’s a bit like being a club manager in that no two days are ever the same. It’s a lot less stressful and I get to meet even more people in the profession. I

20 | GCMA.ORG.UK

“My favourite experience is playing a course in Sri Lanka called Nuwara Eliya. It’s 6,500 feet up in the highlands”

Jim Cunning - The GCMA’s Golf Management Researcher has been in post for two years

like seeing other clubs and playing golf at different venues.

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

I play off 17. My favourite experience is playing a course in Sri Lanka called Nuwara Eliya. It’s 6,500 feet up in the highlands. The ball goes for miles and it was built by the Gordon Highlanders in 1889.

The experience of playing among gorse at that height in a tropical country was good. It had one of the best verandas I have ever seen.

What opportunities lie ahead for the GCMA? The biggest is the professionalisation of the club manager’s job. It’s almost a nonsense that somebody like myself comes into the job with no experience. We’re 40 years behind where we should be. I’d like to see every club want a GCMA member but also want one with a Diploma.

How would you like to see the GCMA develop?

I’d like the GCMA to be the first port of call for every manager.

I can’t believe there are people managing clubs that are not members. ❦

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

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Industry

We want to hear from you!

NEWS

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

Thetford reclaim course from Crown Estate How’s this for a stunning turnaround?

Five years ago, Thetford Golf Club were struggling to pay their rent.

Now they are buying the venue from the Crown Estate.

The Norfolk club agreed to a cost-cutting exercise and lease revision in 2012 following difficulties.

Since then, membership numbers are back up to near maximum levels and income from visitors has also increased.

That has meant the club’s

committee are now considering various options to finance the purchase – including offering debentures to members.

Manager Malcolm Grubb said:“It is going to be an exciting year for the club.

“We have built up funds over the past couple of years, which means we can make a down payment and then it will be a matter of making repayments on borrowing rather than paying rent.”

Thetford is regarded as one of East Anglia’s premier courses.

Blue is in credit The Blue course at The Berkshire will provide the venue for the final of Fairway Credit’s annual competition for GCMA members.

Two representatives from each region will play for the Fairway Credit Regional Cup on September 19. With qualifiers held at regional meetings, the pair will represent their area in the final and scores will be combined. Last year’s victors were North West pair Garry Lacy and Lawrence Bateson.

Qualifying events will take place at the following meetings:

intelligentgolf celebrate their century Software specialists intelligentgolf have deployed a till system at their 100th site – and Lincolnshire’s Spalding Golf Club were the recipients.

The system was successfully launched at the GCMA Conference in November 2015.

Starting with a handful of pilot customers, including Warrington’s Tracy Rawlinson and High Post’s Peter Hickling, the system has

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evolved considerably from its early incarnations.

With many new innovations, including iPad ordering and halfway house mobile tills, the system is continuing to break new ground. The ePOS system rounds off intelligentgolf’s comprehensive suite of products.

For the first time, a single supplier is able to cater for all aspects of golf club management software.

April 5 – East Anglia; April 6 – Wales; April 7 – Norfolk; April 11 – Wessex; April 19 – Midlands; April 25 – Scottish Region; April 26 – East Midlands; April 27 – South West; May 4 – South East; May 8 – Yorkshire; May 10 – Northern; May 16 – Chiltern & Home Counties; May 18 – Southern; May 18 – London & Home Counties; May 23 – North West.

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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

Industry

Got a news story for us?

NEWS

Email all of your club and industry news to s.carroll@sportspub.co.uk

York club together for £300,000 investment A £300,000 investment has revitalised the clubhouse at York Golf Club.

Internal walls were removed and everything was remodelled in an extensive first floor refurbishment of the two-storey building.

That included new carpets and furniture, along with fixtures and fittings, following a two-month refit that was 20 years in the making.

Mike Wells, York Secretary, said: “We’d just finished paying off the club mortgage, last December, and effectively redrew a loan in January to pay for the funding of this and the course development works we have been doing for the last three years.

“The clubhouse was built in 1971, having burned down in 1969.

“Having decided to buy the golf course in 1997, we stopped spending any money on the clubhouse. You can imagine 20 years of general wear and

tear, very low maintenance and nothing being done because all the club money was invested in the course purchase and constant improvement of course machinery and all the rest of it.

“Everyone has been really positive and said it looks really good. I don’t think anybody will come and not think – wow.”

On the ongoing work on the course, that has two years left to run, Wells added:“All the bunkers are being remodelled.

“We have got course architect Jonathan Gaunt to work on the designs for all of those and we’ve done three years work so far - or 10 of the holes. In two years’ time, we’ll have completed remodelling and reshaping of all the bunkers.

“We’ve moved some, we’ve taken some away and replaced others.

“It has toughened up the course in some ways. In one or two places, it has also made it that little bit easier for the average golfer.” ❦

From the editor As I am sure it is for all of you, golf is my passion.

That is why I was delighted when I was asked to become the editor of your new GCMA journal – The Golf Club Manager.

I have been a dyed-in-thewool club golfer for more than two decades. I’m the current captain of my club, sit on its committee and also represent my union on the executive.

I hope these experiences have given me a small insight into your world and some understanding of the opportunities and challenges you face every day in your posts.

The pages of this journal represent your voice. Our mantra will always be to reflect your needs and concerns and, in that vein, please don’t hesitate to get in touch with me at s.carroll@sportspub. co.uk I look forward to meeting as many of you as possible over the coming months and years.

Steve Carroll

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david.murch@foremostgolf.com

Managed and owned by PGA professionals.

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A Matter of Opinion

THE STATE OF GOLF

From left to right: Cameron Dawson, David O’Sullivan and Howard Williams

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CMA captain David O’Sullivan is joined

by Howard Williams, this year’s incoming skipper, and Cameron Dawson, who will take over the role in 2018, to talk about the state of golf. Just how healthy is the game? Is golf membership still in decline? What are members telling them on the ground and how do clubs need to change to embrace the opportunities out there?

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“Too many management boards are made up of committees of mainly accountants – who are cutters.

And that’s the first thing they do” – David O’Sullivan

“We’re always told golf is in decline. What are you hearing on the ground?”

David O’Sullivan: What I have heard around the clubs and the whole country over the past year is there are two elements to the question – there’s membership and rounds being played. They are two slightly different cases. As far as membership is concerned, what I am hearing is there is more growth now that’s being seen across

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THREE managers, three 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 the board. One of the reasons is because we have acted on flexible membership and things like that.

We are not quite so rigid in only selling one product.

With flexible membership, that has a younger age than the 61 we are told is the average club member.

There is another way of looking at that as well. If the average age of the club member is 61-plus, the reason is because they play golf. So the message we should be getting out there is if you want to live long then play golf. It’s a positive, not a negative in my view.

My feeling is membership is slowly growing. We did have tough times. We’ve reacted to them and the golf industry has reacted.

There’s a great deal of effort going on at getting people in at grass roots level.

The next thing is rounds being played. It’s one thing having lots of members but if they are all in the bar drinking gin and tonic and not playing golf that’s not a true reflection of what’s happening in the industry. For those who have booking systems, it’s dead easy to come out with numbers. My feeling is it is slightly weather and seasonal dependent. What I am hearing is that number of rounds being played is probably on an incline than a decrease.

Cameron Dawson: It’s so difficult to measure just the number of rounds. England Golf come out with statistics every now and again and you can’t figure out

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where they’ve got them from. Who are they asking? We don’t know because we’ve not been told.

We are definitely seeing a north/ south divide – still. Up here in Yorkshire, we are having a few problems with the way clubs see the management of a club.

They are looking inwards more and more. One of our mid-tohigh-range clubs advertised for a part-time manager. You just sit back and think ‘this is a club doing in excess of £100,000 a year in green fees and they are asking for a 25-hours-a-week manager’. We’re all trying to become more and more educational but I am getting more messages from my members saying ‘the club won’t let me out.

I’m only doing 20 or 30 hours a week’. They are having to do it in their own time.

Howard Williams: In the North West, we have those who are obviously in the elite club bracket –

having three Royal clubs and Open venues. In reality, they will survive and will always have waiting lists.

As Cameron alluded to earlier, the slippery slope started a few years ago and the clubs that have been successful reacted earlier than everybody else. A lot of clubs have undertaken initiatives we have never seen before. For example, a club advertised on local radio that there were membership facilities available. That brought people in out of interest.

Some clubs have really gone out and concentrated their efforts, in different ways using different advertising means, and have had success as a result of that.

Unfortunately, there are still some clubs that are inward looking. They won’t release managers out to meetings and yet those who come to the North West meetings say it is a release and a relief to get out of the club.

CD: A club loses £20,000 last year.

How are they going to look at it?

They don’t look at ‘how are we going to grow our income by £20,000?’ They look at ‘how do I save £20,000?’

DO’S:This is a failure of leadership.

There are three types of leader.

The creators, the cutters and the inbetweeners. Far too many management boards of committees are made up of mainly accountants – who are cutters. And that’s the first thing they do, as Cameron says. They look inwardly. They are not income generators by definition.You have to have a mix of people.

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The ideal manager is probably an inbetweener who can say ‘yes, but if you cut this, you also cut the standard and service to the member’.

Whether it is bar staff you are cutting down to one on a Saturday lunchtime – cutting doesn’t always work. Somewhere in the middle is a better way of looking at it.

We also fail to take notice of statistics. There are some interesting ones out there golf clubs need to understand. One is that 80 per cent of new members come from recommendations made by new members. The first six months of someone joining the club is when they are likely to spout about it. It’s new, it’s fresh, they love it and they bring their friends in. And we don’t recognise that. We need to look after those people in their first six months because they are, statistically, our best advocates.

“What role can the GCMA play in changing this?”

DO’S: Clubs have to understand the risks they are running by not having a properly trained, experienced and qualified person running that club. They must be there to advise – whether

“The proprietary sector is more open to change than perhaps the private members’ clubs” – Howard Williams it’s a council, board of directors, management group or a committee.

Whereas when you get these ideas of ‘we’re going to cut the manager’s hours, we are going to cut the bar hours’, an experienced manager – who knows a little bit about marketing, a little bit about what’s going on – can say to the board ‘there is another way’.

They’ll be able to recommend positive rather than negative action. The answer for the GCMA is to do what they are now doing: the Diploma. Get more qualifications.

How many managers are there out there who don’t go to conference, never go to regional meetings?

How are they going to know what’s going on and what’s available if they don’t leave their office?

CD: We can only educate our members. We would love to

educate the clubs and the committees. At the moment it’s: ‘What’s the GCMA? What does that stand for?’ We’ve got to get away from that.

HW: The proprietary sector is more open to change and initiatives than perhaps the private members’ clubs. You go back 10 years, and when I was first a club manager just before that, we would have one set of membership interviews and panels a year. You’d say ‘I’m sorry you are just going to have to wait. It’ll be next year before we can consider you’. Now, if you are able to pay, you’re in. That’s it.

The other difference, on the private members’ club side, is those who want to join want to play. They don’t want to say ‘I’m a member of X, Y, Z golf club. I haven’t played for a couple of years. I go up for a drink occasionally’. All the new members want to play and there’s a capacity issue on courses.

CD: You try and get out more than 160 people on a Saturday medal...

DO’S: Once upon a time the club chose the member. What a lot of clubs don’t realise now is the member chooses the club.

You’ve got to wake up to that – that you are in a competitive selling market and you have to put the person first. People don’t just join a club to play golf. They join because there are like-minded people there. They join for a people relationship. It’s more than just hitting a ball.

“What are managers telling you about the way things are?”

DO’S: The issue with managers is that they are not often allowed out.

They’re not encouraged to go to conference because it costs and the committee doesn’t think ‘what are we getting back for our £200 or £300?’ If you go to conference

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it’s about what you learn: the market, the demographics, the people. You only need to recruit one member to cover it. I’d be disappointed if you didn’t get an extra 10 – because you listened to a presentation from a marketing person on where you should and shouldn’t advertise. Search engine optimisation is vital now –15 per cent of all rounds in the US are online and that’s rising. Over here, we go online and we have pretty poor club websites.

You either can or can’t book online and the clubs will often go the easy way out and get a third party to go online. That is ridiculous.

What that third party is doing is using your brand for their own profits. They don’t care. They will advertise rounds at the cheapest rates possible. You’ll see rounds – you’ve got a £40 or £50 green fee – and they’ll sell it for a tenner. How does that look on the internet? If a manager hasn’t been allowed to go out to conference and listen to things like that, what chance has the club got?

HW: Clubs think by restructuring there’s going to be an instant fix.

They say ‘we’ll appoint a general manager. They’ll take over this, that and the other’. Then in the majority of cases they expect instant success.

CD: The vast majority of clubs, and it’s the middle range ones we are talking about – the millionpound-a-year-turnover clubs – set on a general manager. But they start making decisions and it’s ‘you didn’t ask us about that’.

That’s not being a manager. That’s being a secretary.

HW: When there’s a massive saving that needs to be made, you know where the finger’s going to stop. It’s going to run down to the manager’s salary.

I have heard of three instances

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“You can be cleaning a toilet one day, and negotiating a contract with a beer supplier the next. The role really is as varied as that on an hour-to-hour basis” – Cameron Dawson

at clubs, only in the last few weeks, where the manager has gone and they’ve got a couple of committee members to operate it. Until anyone sits behind the desk in a club manager’s office, they have no idea of the things that go on.

The general membership have no concept of the breadth of knowledge required.

CD: That’s why the job is so rewarding but also so frustrating.

You can be cleaning a toilet one day, and negotiating a contract with a beer supplier that’s going to last for 12 months the next.

Then the toilet blocks up and you are back to doing that. The role really is as varied as that on an hour-to-hour basis.

DO’S: It’s interesting to see what happens in the proprietary sector.

They are far more professional, savvy, far better at marketing and they put in managers. The traditional golf club has not changed. They still treat that manager as a committee secretary, who is there to write the minutes

and do as they are told. Go look at a more successful proprietary.

They employ that director of golf and they have this target and that target. They have to know about employment law, health and safety, risk assessment, chemical regulations. All of that is written into the contract and everyone knows what they are doing.

A lot of old private members’ clubs have not brought in the change. Has the structure changed with the times? A clue is in dress codes. Some have not changed since the Second World War in some old clubs.

“We’ve talked about the challenges but there are opportunities too?”

DO’S: There are plenty out there.

I’m not going to be negative but an awful lot will be resisted by the members, who want to run the club by them and for them. They’re there if the clubs want to take them but how interested are they? ❦

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The interview

MARTIN SLUMBERS As chief executive of The R&A, Martin Slumbers leads an organisation at the heart of the game. But, as secretary of The Royal and Ancient Golf Club of St Andrews, he’s also a club manager – and a member of the GCMA. GCMA communications manager Mike Hyde sat down with him

The GCMA’s Mike Hyde, left, with Martin Slumbers

What is your background in club golf?

Most of my background is as a member and a player. I learned to play the game when I was 10 or 11.

I have to admit club golf was not that welcoming to young people in those days.

I’ve played club golf most of my life. Some of my best memories are playing scratch golf for clubs.

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I spent some time in committee work over the years but essentially my career took over most of my early life.

I am a big fan of club golf and I do fear people who play the game but don’t belong to a club are missing out on some real great benefits.

I learned to play in Brighton at a club called West Hove, when I was

very young, and I used to caddie there as a better way of earning pocket money than cleaning cars or delivering post.

I played a lot of my golf in West Sussex. I was at West Sussex Golf Club for many years and my current home club is still Worplesdon in Surrey.

Clearly I play quite a bit up here in St Andrews.

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How important is the role of the golf club manager in the delivery of golf in the UK? I think it’s absolutely critical and I think the role has changed dramatically since when I started playing – and maybe in the last 20 years.

There is no doubt that, as the business has grown, the golf club manager to me is first and foremost a business person.

It is a business and it is a business about attracting members, visitors and delivering services to those people.

I find it very interesting how the clubs who are doing well tend to have managers who think about it like a business, have plans about how to develop their business and, quite often, have been through one of the management programmes. I think that’s a good lesson for all of us.

You published the Pace of Play manual last year. What has the feedback been and have you seen an impact?

There’s been very good feedback around the world. The manual came out of a sense of the next stage we needed to get

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“I do think it is time for us to stop talking about pace of play and start to do something about it” involved in pace of play. We called it ‘Time for Golf’ as much as Pace of Play. You can play 9 holes in a shorter period of time, that doesn’t necessarily mean you have played at a faster pace. We undertook a survey, where we had 56,000 replies, and the feedback we got in many ways reinforced what we all believed and had heard of – pace was a critical issue for the game.

I must admit, wherever I go in the game around the world, whether it is at the professional or amateur level, pace of play comes up regularly.

We published this manual and we did it in three sections – very specifically in three sections. One was around how the course is set up, secondly around how the course is managed and thirdly around the player themselves. We

gave advice and some thoughts about each of those three areas.

I do think it is time for us to stop talking about pace of play and start to do something about it.

When I go round, there are some clubs I go to where pace of play isn’t an issue. Members play at a totally acceptable pace for them.

I have to admit, my own home club doesn’t have a pace of play problem. It plays pretty quickly and fits in and it has got a full membership.

I think where golf club managers feel that there is a pace of play problem, I would strongly encourage them to look at the manual and figure out how to take steps from there to address it.

I think it’s an issue that we do really need to start to push on and take some real actions. For The R&A, we will be implementing Ready Golf in our amateur stroke play events in 2017, which is one of the key recommendations in the manual.

Let’s just talk about The Open Championship for a bit. In the third and fourth round at Royal Troon last year, the average time was 3 hours and 49 minutes – for the whole field. In the first and

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second round, it was somewhere around 4 hours 35 and 4 hours 40 minutes. They were getting on with it.

We take this issue very seriously and we are trying to do whatever we can in our own events to make it one of our priorities.

We are big believers that one of the key steps to growing the game in the future is family golf.

We need more women in the game, more youngsters in the game and I think this is where the club managers can also work closely – those clubs that have a professional – with the teaching professionals to engage with them so that when they are teaching the youngsters they teach them habits that are around playing a little bit quicker.

How difficult is it for clubs to enforce pace of play regulations when we are still regularly

“One message I think I would give to all clubs is: one of the great things about this game is that it does play to a set of rules” seeing five and six hour three ball rounds in the professional game?

Pace of play is an issue for the whole game, whether it is the professional or amateur game.

I keep thinking about the topic in the terms that a lot of the conversation is about the professional game but 95 plus per cent of people who play this game do so for the love of it and play as amateurs.

The professionals are role models, and there is no doubt they are, in so many things. The way they approach playing the game, the way they prepare, the way they perform – I think they are fantastic role models for youngsters and not-so-youngsters to improve their own games.

They are role models but we need to really think in the amateur game about just getting on with it and not being too caught up in the pro game – which is essentially different in that they are playing for a living.

The golf we watch on TV bears increasingly less resemblance to the normal amateur game driving distance especially. Can anything be done to align the two more closely?

Let me look at this slightly differently. I greatly enjoy professional golf at the top end.

© The R&A

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I love seeing sport played at the very highest level and it’s beyond what I can play. But that’s not a reason to bring them back down to my level. The vast majority of tennis players will never be able to stand there and serve the ball 100 plus miles an hour like Andy Murray does. But does that mean they don’t enjoy watching Andy Murray play tennis? Absolutely not.

Do we want the 100 metres to be slower? I think the top players are fantastic to watch. I can’t conceive of some of the shots they play. But, as someone who loves the game, I admire their skill. That’s how I think about it.

The R&A was quick to act when Muirfield voted against admitting women as members.

But there are still a number of prominent clubs that are single sex. What’s The R&A view on those?

I think individual club membership is none of my business and none of our business. It’s a matter for the clubs themselves. However, when that club is then staging one of the world’s greatest championships, it does become our issue. That was the case with Muirfield.

But individual policies for individual clubs are very much, in my opinion, their responsibility. It’s only when they touch onto the staging of public events that it becomes a different issue.

Is our handicapping system still too confusing for new golfers to understand?

I suppose there is an element of it that is confusing. I’ve played the game now for nigh on 40 years and seen various versions of the handicapping system. I have to admit I have always focused my own game on trying to reduce my handicap and I dread the

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© The R&A

time when age means that I am fighting it going back up.

I do think that it’s not so much the complexity. I think one of the bigger issues in handicapping is the consistency around the world.

I personally, before I came here, used to find it frustrating that you could play in a tournament on the continent of Europe that wouldn’t count for your handicap here.

For us at The R&A, that is our priority – about trying to work with the USGA to see whether a world handicapping system can be implemented.

Similarly are the Rules of Golf too complicated? Are they a barrier?

No. I do not believe they are a barrier to people starting to play the game. I do think the rules have become complicated by virtue of the explosion of the professional game in the last 20 years. With our partners at the USGA, we have been working for four years on a new rule book, which is seeking to be more modern.

We don’t say simplified because it is not a simple game. We play it on a very large platform out there and the golf ball gets into

some very unusual places and that needs to be thought of.

But we are very focused on making the rules modern and more concise. We are now in a period of consultation.

I would strongly encourage all of your members to get engaged with that consultation and I think it would be interesting and very powerful for them.

Who are The R&A? Formed in 2004 and based in St Andrews,The R&A support and engage in activities undertaken “for the benefit of the sport of golf”.

The R&A is a separate body from The Royal and Ancient Golf Club of St Andrews. As well as The Open,The R&A organise a series of amateur and junior events and, with the USGA, govern the sport worldwide.

The R&A recently merged with the Ladies’ Golf Union.

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One message I think I would give to all clubs is: one of the great things about this game is that it does play to a set of rules. Those set of rules create many of the values of our game.

I don’t know any other game in the world where you call a penalty on yourself and that, I think, is fundamental to golf and what makes golf different and, for me, one of the reasons why I still love it after 40 years of playing it.

I do think members can learn more about the rules. I would strongly encourage all club members to learn a little bit more. The R&A website has Q&As, quizzes, videos and an online Rules Academy and it’s good fun.

Understanding the rules should be part of every golfer’s desire to improve. But I don’t believe it is an impediment to people starting.

The rules are designed to allow all of us to play on a level playing field.

The R&A has a global remit, and you travel all over the world.

What are the most effective initiatives you have seen for growing the game?

A lot of them are around accessibility and affordability.

© The R&A

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“We were delighted to support Annika Sorenstam with her first Annika Invitational in Latin America last year” The increasing number of public facilities is very important and, in areas where public facilities are available, you get more people wanting to learn how to play the game.

In Asia, we are big supporters of the HSBC Junior Series which extends into primary schools.

We are involved in the Golf Foundation here in the UK and it is our single largest contribution to the game every year.

It touches 500,000 children every year and it is very powerful. I think it’s a wonderful programme.

Then we go through to the Faldo Series: we are big supporters of that around the world – boys and girls golf, played competitively.

Nick gives his time extremely generously to it.

It has produced some wonderful players and it is now a global

programme.

Over the last 10 years with our partners in America, we have developed the Asia-Pacific Amateur and Latin American Amateur championships – elite golf competitions played at the very highest level. That’s creating aspirations for young people who can play to develop their game and come and learn to compete on a world stage.

In those programmes around the world, you’ll hear from me a bias towards young people.

I think the future is about getting more young people to play. It’s about getting more women to play.

We were delighted to support Annika Sorenstam with her first Annika Invitational in Latin America last year. We will continue to do more of that because that, for me, is the future.

How does The R&A balance history and tradition with progression and innovation?

The R&A, the club, was formed in 1754. This clubhouse was built in 1854. It’s that history and that deep interconnection with how the game grew, not just in St Andrews but around the world, that gives The R&A real authenticity in what it does in golf.

It gives us a position at the top table of golf – to have an opinion on what is going on.

The game has changed out of all recognition, certainly since I’ve been playing it with the growth of the professional sport.

But The R&A’s consistently there and it is there because of our history and because of our authenticity.

That gives us the platform to very much think about: what do we need to do to be modern and relevant in today’s society?

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© The R&A

We are always using those two words. In The Open, we’ve done a lot in the last few years around that space – with the policy of Under-16s getting in free to the accommodation village we launched for U18s last year at Troon, where if you bought a ticket your accommodation was free.

That’s being extended this year to U25s.

From wi-fi throughout the golf course, to the 9-hole event that we launched last year at Troon and to our initiatives on pace of play, we are trying to use that position that has been built through history to create a modern and relevant society.

How do you see golf in 20 years’ time?

I’m really excited about golf. I think it’s a wonderful game. It has wonderful values. It has fantastic people who get involved in helping it grow. It’s a network of individuals who share a common love of a sport. The pro game has

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some wonderful players out there at the moment playing ever better.

There are some wonderful amateurs out there playing and there are a lot of people out there enjoying it.

We do have to look at alternative ways the game can be played, particularly for younger people.

Some of the initiatives we have talked about: like 9-hole golf.

But there are more initiatives around - such as some of the pitch and putt competitions that are The R&A’s Pace of Play policy This important document can be downloaded from randa.org/ RulesEquipment/Pace-of-Play/ Overview It looks at three factors that can influence the speed of a round: Management of play; course design and set-up; and players.

Offering policies that require few resources and can be appropriate for daily play, it endorses the concept of Ready Golf.

going on.

That’s a great way of playing golf.

If you go out to Asia, it is some of the simulators that are being used to play golf when you are living in cities where there’s no grass. That’s golf to me.

I think Top Golf has really taken off in the United States and I am really willing to embrace new forms of it because it creates more energy. If we do that, we have a wonderful game.

If you were appointed a club manager, what three things would be at the top of your first to do list?

At the heart of my experience is that I am a businessman. The first thing I would look at is: ‘is the business sustainable?’

I would look at it from the lens of accessibility and affordability. I would look at families and the ability to bring in more families.

Are we welcoming? Are we giving facilities that families want?

I would be very much looking at

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the junior programmes because I think the future of clubs is about young people coming up and gaining the benefits of club life and, in time, taking over responsibility for running those clubs. I think that’s what I would first look at.

How have you developed your own managerial skills over your career?

That’s a really important point.

Over my professional career, you see some people who don’t spend time developing their careers and their management skills.

Generally, they don’t succeed.

I have been very focused on looking at courses. I have been very focused on learning from other people.

It’s natural for me to ask a lot of people a lot of questions and learn.

I think all managers, if they want to succeed over the long term, have to invest in themselves and have to build networks with people

doing similar jobs.

Learn. Don’t just talk to people who run other golf clubs.

Talk to people who run tennis clubs, who run rugby clubs, other sports.

We can all learn and when you are open to learning, and then filtering what would work in your own situation, that’s when you develop as a manager.

What motivates you?

What drives me is making a difference. I am a terrible person if you want me to do something that’s the same as has been done for the last x years.

I like to make a difference. I am naturally a very competitive person.

I’m not horribly competitive. I do, at the end of the day, realise there’s more important things in life.

But I am a very competitive person. What drives me is making a change and doing it really, really well. ❦

Who is Martin Slumbers?

The R&A’s Chief Executive and Secretary of The Royal and Ancient Golf Club of St Andrews, Martin took over the role from Peter Dawson in September 2015.

He had spent 28 years working in investment banking and, most recently, was the Global Head of Business Services for Deutsche Bank AG. Born in Brighton, and educated at Lancing College, he gained a BSc in Production Engineering and Economics from the University of Birmingham.

Starting as a chartered accountant with Price Waterhouse, in London, he became an investment banker and spent 12 years working for Salomon Brothers International in the City and Hong Kong - rising to Chief Financial Officer in Asia and Europe.

He joined Deutsche Bank in 2006 and served in various senior roles.

He is married with two sons.

The Big Room,The Royal & Ancient Clubhouse

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Careers

ADVICE Adam Keable, Director of Colt Mackenzie McNair, on the challenges of identifying talent in your interview process

H

ow do you identify talent? When it comes to interviewing, it’s far too easy to reach for those standard interview questions and a give a generic interview.

Whereas candidates will spend time prepping for the interview, the failure to adequately prepare will most typically come from the person asking the questions.

Often the temptation is to speak about the club, the members and

the vision, not giving enough time to assess the candidate fully.

The basis of an interview is to set up a discussion that allows you identify patterns in their behaviour and predict how they will perform in the future. A great interview is always a conversation—it’s never one-sided. Look at the quantity and quality of questions they ask you. Remember, hiring is always a risk but if you trust your instinct, check references and prepare the right questions, you will be well on the way to hiring talented staff.

Welcome to our newest GCMA members Robert Cooper, Honorary Secretary at Flempton, in East Anglia region Peter Adams, Honorary Secretary at Mapperley, in East Midlands region Cameron McKillop, Manager at Purley Downs, in London & Home Counties region Tracy Dulson, Secretary at Market Drayton, in Midands region Roger Morris, Honorary Secretary at Dudley, in Midlands region John Horsley, Honorary Secretary at Knutsford, in North West region Peter Milner, Honorary Secretary at Heaton Moor, in North West region Paul Whittaker, Manager at Tynemouth, in Northern region Dougie Cleeton, CEO at Bruntsfield Links GS, in Scotland region Stephen Kaye, Chairman at Minehead & West Somerset, in South West region Lawrence Cherry, Assistant at Stoneham, in Southern and Wessex region Michael Brown, Honorary Secretary at Driffield, in Yorkshire region Craig Boyd, of Lanark, who has joined as an associate member

Five revealing questions to ask In any of your previous roles, did you receive a promotion?

Talents are good at what they do and good managers will recognise this, giving them more responsibility and a more challenging role.

How did you go about researching the club?

This question immediately gives you insight into their processes. If they have taken time to research and have shown initiative then they are a serious challenger.

Are you I or We? Not matter how strong a

38 | GCMA.ORG.UK

candidate is, success is built though teams, managers and mentors. Do they answer with ‘I this, I that’ or ‘We this, We that’?

Are you committed to continual education and learning?

Talents love learning new skills.

Probe to see what they have done in the last year and plan to do in the next 12 months.

What is your greatest fear about the position?

You can check their honesty – anyone who claims not to have a fear is lying. Talented candidates are honest about shortcomings.

Hayley Henson, of Vale of Llangollen, who has joined as an associate member

Members on the move Colin Bee, who joined the GCMA in 2004, has moved from being the Club Manager at Rushcliffe to the position of Secretary at Coxmoor in the East Midlands region.

Christopher Reeve, a member of the GCMA since 2015, is the new Director of Golf at The Belfry, in the Midlands region, having left his position as Director of Golf at Foxhills.

Christopher Fitt, who joined the GCMA last year, has taken the position of Director of Golf at Foxhills in the London & Home Counties region. He has moved from his post as Operations Manager at Golf at Goodwood.

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

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

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

GCMA.ORG.UK | 39

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.

WE HAVE A PROVEN REPUTATION AS MEDIA PROFESSIONALS. In recent years, the company have worked closely with governing bodies, like the Ladies’ Golf Union and England Golf, tourist boards, such as Visit Scotland and Visit Wales, major equipment manufacturers, including TaylorMade, Callaway and Ping, and produced several course rankings lists.

Along with unparalleled knowledge of, and familiarity with, the golfing world comes a contacts books built up over several years.

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: 4 +0-." ,%+/+$- ,%3 4 +-,+- /" 1&!"+ -" /&+* 4 + & ( "!& 4 -+*" ++/ $" 4 ) &( *"2.("//"-.

4 +1"-* * " ./-0 /0-" 4 !1& " 4 ") "- "*$ $")"*/ 4 -'"/&*$

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

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

Beware an

FCA CLAMPDOWN Financial Conduct Authority legislation continues to be ignored by many.

The legislation introduced by the Financial Conduct Authority (FCA) in 2015 has not caused the change in golf club working practices that might have been anticipated. Continual reminders about how golf clubs should now manage instalment schemes, such as direct debit programmes, that allow deferred payment for membership subscriptions, are being either unwisely disregarded, or unwittingly overlooked.

Golf clubs that allow their members to pay through instalment schemes whilst charging them a fee for that service are liable to being fined and/or prosecuted under the new legislation from the FCA. The change in regulations for the provisions of credit has meant all golf clubs that do not

have authorisation, and are not operating under the exemption below, are in serious danger.

The FCA has provided guidance that classifies a credit agreement as exempt if it meets all of the following criteria: It is repayable by no more than 12 instalments (e.g. monthly), within no more than 12 months It is a borrower-lender-supplier agreement (i.e. it finances the acquisition of specific goods or services)

purchase of land A conditional sale or HP agreement, or A pawn agreement “Firms that only enter into, or that only broker agreements that meet the relevant criteria, do not need to be authorised for consumer credit unless they carry on any other kind of credit-related regulated activity.

It is the responsibility of firms to determine whether (and how) they are affected by this exemption, seeking independent legal advice as necessary.”

It is for a fixed amount It involves no charges or interest (e.g. there can be no admin fee) or is secured on land AND it is not: An agreement financing the

These points set out by the FCA are non-negotiable and need to be implemented by golf clubs to ensure compliance.

Whilst many businesses, including golf clubs, have perhaps long considered themselves to operate ‘under the radar’, and are therefore exempt and untraceable, the FCA are now beginning to show signs of moving towards the assessment of smaller businesses to see if their schemes comply. If they do not, the FCA have the power to fine, prosecute and seek restitution from those clubs who are failing or have failed to meet the standards required.

From the regular queries the GCMA receives to the Helpdesk, it is clear that golf clubs are still attempting to find ways around the FCA legislation to provide an

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

Recent legislation introduced by the Financial Conduct Authority has, to date, been largely ignored by golf clubs. The GCMA’s golf management researcher Jim Cunning advises it’s time to look at the issue more closely in-house subscription instalment scheme. Ideas such as direct debits, standing orders, post-dated cheques or just turning up cashin-hand on specified dates have all been floated.

Excuses golf clubs have offered for not running compliant schemes

Four ways golf clubs have attempted to bypass the FCA legislation

“The captain worked for a bank in 1973 so he knows what he’s talking about�

Clubs that are looking to run inhouse instalment schemes often offer incentives to members who wish to pay in full, rather than penalising those looking to pay over a longer period.

Those benefits might include:

“We’re only a small golf club, the FCA are bound to pick on someone bigger and when they do, we’ll follow what needs to happen as a result�

A reduction in subscription fees A sum added to a bar or pro shop account Green fee vouchers Driving range tokens

“The golf club next door aren’t doing it, and they say it’s OK�

However cunning the plan, the answer as to whether a scheme is FCA compliant is always no.

All these defences, devised options and deviations would be in contravention of the FCA rules.

Although they may possibly seem like minor indiscretions, ÂŁ25 on a bar tab for full membership, a free golf lesson with the Pro,

discounts of any kind are deemed as ‘inferred interest’ regardless of how a club packages them.

Fundamentally, if a member who is paying a full membership is paying less than a member who is paying in instalments, then the club is not exempt.

When the FCA legislation was first published there were still a few points in the guidelines that were not completely clear.

Golf clubs that started to try and get around the rules initially felt excused because of the lack of concrete information provided.

However, following the National Golf Club Advisory Association’s (NGCAA) recent clarification to its members, there are no more defences.

The NGCAA now concur, along with all representative bodies, that all golf clubs, unless operating under the FCA exemption, need FCA authorisation to run an

What are the FCA’s powers of enforcement?

The exemption guidance came into force on 18 March 2015 and it applies to all credit agreements entered or brokered on, or after, that date.

The FCA use a wide range of enforcement powers – criminal, civil and regulatory – to protect consumers and to take action against firms and individuals that don’t meet standards.

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

They can take action such as: . & $ ) ! ,$ % '& "$ % & "!

. %%' ! ,! % !%& ,$ % $ ! competition laws

. $" & ! ! ( ' % $" $$+ ! on regulated activities

. ! #' !!"'! !& when we begin disciplinary action and publishing details of warning, decision and final notices

. '%# ! ! ,$ % ! ! ( ' % from undertaking regulated activities . %%' ! ,! % !%& ,$ % ! individuals who breach our rules or commit market abuse

. ## + ! &" & "'$&% "$ ! '! & "!% restitution orders, winding-up and other insolvency orders

GCMA.ORG.UK | 43

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

in-house scheme, making it even more essential that golf clubs need to establish where they stand and how they proceed to run their schemes in the future.

The NGCAA also agree that offering a discount for prompt payment and a higher fee for instalments is not permissible, however the GCMA’s understanding is that authorisation is not required for “introducing members to third party funders or acting directly as an agent for third party funders”.

Not complying with the FCA’s new legislation has serious implications. Where golf clubs are found dealing “poor outcomes”, the FCA’s enforcement procedures include the ability to impose unlimited fines and/or prosecute and require golf clubs to provide customers with compensation and repayment. There is also a case for the FCA to vary or remove a golf club’s direct debit authorisations, and the door is left

44 | GCMA.ORG.UK

Not complying...has serious implications. Where golf clubs are found dealing “poor outcomes”,the FCA’s enforcement procedures include the ability to impose unlimited fines

open for disgruntled members to sue his/her own golf club.

However, compliance doesn’t need to be onerous, as there are a number of ways in which golf clubs can conform with FCA guidelines whilst maintaining a healthy business and fostering membership retention.

Golf clubs can adhere to the exemption as outlined above, or they can apply for FCA authorisation and get a licence – although this is a more costly and time consuming route.

Golf clubs can also use a third party provider through credit broking. Outsourced credit

facilities remove the administrative burden from the golf club by arranging the credit facility.

They can deal with full upfront costs, collect instalments under the original authority, reduce collection activity and provide a straightforward process when members are asked to renew their subs each year.

If you would like further guidance about your club’s membership arrangements, contact the FCA directly at www.fca.org.uk, or submit a query via the GCMA Helpdesk in the Members’ Area of the GCMA website. ❦

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GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

How to watch what you

WASTE

Jim Adcock, from Cost Centre Services, offers some handy tips on improving your club’s efficiency

D

o you know how much energy or water you waste?

Changing tariffs or energy supplier is often the favoured option; however much more can be done in house.

Analyse work and equipment patterns and practise looking for the following:

Is equipment being turned off when not in use – in the kitchen or back office for example?

Are golf buggies being charged during the day at peak tariff?

Do you have efficient lighting and lamps throughout, especially in high use areas such as a driving range?

Have you got energy efficient heating equipment with appropriate controls?

Do you light public areas even when not in use?

Are your taps, toilets and urinals leaking?

Some of the ways to rectify these issues would be to fit energy efficient digital timers

46 | GCMA.ORG.UK

so equipment is only on when needed and on best tariff where appropriate.

Make energy awareness part of staff training and empower them to tackle energy awareness issues.

You could consider appointing an “energy champion or champions”.

Lighting can often be a considerable overhead for golf clubs, so carry out a replacement to fit LEDs wherever possible.

Similarly, replace catering and heating equipment with energy efficient upgrades.

Identify the most cost-effective areas first.

There may be initial cost to replace equipment but the return on investment is a powerful argument for doing so.

However, there is so much that

can be done without incurring any cost.

Changing work and equipment usage practice is easily achievable and brings early benefits.

Start by seeing how much equipment, such as computers and photocopiers, are left on overnight along with vending machines and drinks chillers.

Do fridges need to be on constantly?

Most equipment will power up quickly so it just requires discipline to switch equipment off.

Consider installing an energy management system which will really help identify waste.

Make sure your team have the energy to do it!

To learn more, visit costcentre. co.uk or call 0345 450 1446 ❦

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’

2017 CONFERENCE 12-14 November

BOOK NOW EARLY BIRD BOOKING DEADLINE 31 JULY 2017

Speakers include: The biennial GCMA conference brings together golf club managers and industry professionals from across the UK and Europe, offering invaluable networking opportunities alongside a programme of inspiring keynote speakers and industry led break-out sessions.

Martin Slumbers The R&A Paul Armitage Le Golf National Nick Pink England Golf David Rickman The R&A Dr Laurence Church The Priory Group Jonathan Shorrock KBL Solicitors More speakers to be announced soon...

Early bird prices start from just ÂŁ260+VAT. To book your place, or for more information, visit gcma.org.uk/conference

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

From the

About the Diploma

DIPLOMA We take a closer look about understanding Personal & Enterprising behaviour and skills

T

his module, uniquely within the Diploma, focuses on you as an individual. It will allow you to critically assess your own personal traits with a specific emphasis on enterprise, resilience, enterprising skills and entrepreneurship in the context of running a golf club. For many people, it can be difficult to look into yourself to explore your strengths and weaknesses, passions and motivation. However, the workshop and module will also allow you to personally reflect.

It will address the classic issue of work life balance and how you can work towards a better balance and fulfilment.

There is widespread agreement around the contribution of enterprise and entrepreneurship to productivity and economic competitiveness in both developed and developing market economies. It is not only a source of jobs and wealth, but also stimulates innovation, competition, market diversification and is the seedbed of future business activity.

The major learning outcomes for this module are:

Theorists such as Kirzner, Frank Knight and Joseph Schumpeter associate enterprise with the efforts of an individual who pursued ventures with a high level of risk, but was rewarded by retaining any profit from the venture.

Risk taking was perceived as a defining quality that separated entrepreneurs from hired employees in the organisation.

1. Understand what is meant by enterprising skills and behaviours 2. Understand how enterprising skills and behaviours might be useful in different settings 3. Understand how enterprising skills contribute to the performance of a business 4. Understand ways of balancing business and private life priorities

48 | GCMA.ORG.UK

“For many people, it can be difficult to look into yourself to explore your strengths and weaknesses”

As a result, for many, enterprise evokes perceptions and images of ‘great’ individuals such as Richard Branson, Bill Gates, Steve Jobs,

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.

Suitable for, and open to all levels of skills and experience, this accredited golf

Anita Roddick, Martha Lane Fox and Jack Ma. Such people are perceived to be innovative, willing to take risks, possessing high levels of self-confidence and belief and inspirational leaders. What can we usefully learn from them?

Golf clubs, like other businesses, are run by individuals, whether on their own or as a team or group.

How do we motivate individuals and teams to do what we want them to do? There is the need to convince the team or committee members/board of directors on a new business direction. It is therefore important to understand people’s values, drivers and motivations to then manage them and to facilitate change. Therefore, there is a difference between being enterprising and being entrepreneurial in regard to running and managing a golf club. The Diploma allows you to ponder such issues and creates space to consider the business tools and techniques on how to manage change through enterprise and entrepreneurship.

There are different ways of defining entrepreneurs in terms of: Economic effects Person characteristics and traits

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in Golf Club Management 2/$"(9" 04 +(9" 3(.- (2 /$1%$"3+8 24(3$# %.1 existing managers, and those looking to move into the profession, perhaps from 1$+ 3$# 1.+$2 (- 3'$ &.+% (-#42318 '$ (/+., " - !$ 234#($# 3 8.41 .6- / "$ .5$1 , 7(,4, .% 3'1$$ 8$ 12 3. "".,,.# 3$ 3'$ 5 18(-& 2"'$#4+$2 .% 6.1*(-& , - &$12 .1 2/(1(-& (-#42318 professionals.

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The tasks undertaken.

The workshop, workbook and related reading material will help you understand the differences between being enterprising and entrepreneurial.

Being enterprising can be defined as a set of abilities, skills and behaviours possessed by an individual which can be used in a variety of different contexts to

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make a difference.

Being entrepreneurial can be defined as the activities undertaken by an individual or group of individuals in creating and developing a new venture.

Both characteristics allow individuals to take risks to make a difference. However, taking a risk and taking a calculated risk are two very different approaches, the difference being one of

Behaviours < .1*(-& (-#$/$-#$-3+8 < "3(5$+8 "'($5(-& &. +2 < $124 #(-& .3'$12 < //.134-(38 2$$*(-& < +$7(!+8 1$2/.-#(-& 3. challenges < ./(-& 6(3' -# $-).8(-& 4-"$13 (-38 < .,,(33(-& 3. , *(-& things happen < .+5(-& /1.!+$,2 ".-:("3 < *(-& 1(2*8 "3(.-2 (- 4-"$1tain environments

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investigation, asking questions and qualifying a value statement and making a decision based on facts as opposed to a gut-feel.

Identifying market opportunities One of the key aspects of entrepreneurship is the knack of sensing an opportunity where others see chaos, contradiction and confusion. In order to do so,

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GCMA.ORG.UK | 49

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

entrepreneurs possess a set of the capabilities and skills related to strategic awareness, environmental scanning and sense making and sense giving (i.e. understanding events and trends in the environment and communicating that understanding to others to gain their support for action).

However, there is a difference between being open to, and being committed to, taking advantage of such opportunities.

For example, building on the perception of the golf club as a place to do business, Warwickshire PGA professional Julian Mellor launched a golf and business breakfast networking club.

Whilst the concept of breakfast networking meetings are not new, Julian spotted an opportunity to bring together people interested in networking and doing business with group golf coaching sessions.

The breakfast clubs fill a gap

â&#x20AC;&#x153;There is a difference between being open to, and being committed to, taking advantage of such opportunitiesâ&#x20AC;? between formal breakfast meetings and structured networking events, where there is little time to engage more informally with others.

Julian promotes the events through networking with existing contacts and social media including Twitter, Facebook and Linkedin.

Enterprising Behaviour, Attributes and Skills An Attribute is a person, quality or characteristic

Behaviour is an action or reaction in a given circumstance Skills are the abilities and capacity to adaptively carry out complex activities Can golf be enterprising or entrepreneurial? Are there examples in the industry that are truly inspiring or do we just keep doing the same old things all the time? Einstein said the definition of madness is doing the same thing but expecting different results, so now is the time to start thinking of new ways to influence the running of the golf club and be inspiring for your board or committee.

The Diploma looks at various case studies, models and methods which helps the student to define where they naturally play in this space and how to recognise that and work within their capabilities.

The majority of people will be working in a golf club because

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Learning by

Intuitive leaps

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they have a passion for golf.

Many golf clubs are operating in a business environment which is volatile, uncertain, complex and ambiguous.

This combination can make it easy to spend a great deal of time working in the business which can, over time, become a burden that negatively shapes our perspective and causes us to manage and lead in unhealthy and ineffective ways.

Within the workshop, you will reflect on your personal priorities that are important to you as a person and as a manager in a golf club.

This will help balance your work lifestyle.

To summarise, this module explores a number of questions including: What is enterprise?

What does it mean to be enterprising?

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What skills are associated with being enterprising?

It will highlight a key distinction between being enterprising and being entrepreneurial and that enterprising skills can be applied in a range of different contexts to create value for others.

In addition, this module and workbook explores a number of questions related to the personal abilities and skills associated with starting and running a business.

In so doing, it highlights the importance of reflecting on what you want to achieve by running a golf club, whether you have the abilities and skills related to managing a golf club and the opportunities to make use of both formal and informal sources of business support to add value to your understanding and skills.

The key to this module and workshop is using Enterprise to engage with others. â?Ś

What is this unit all about? '$ %.41 04 +(9" 3(.-2 (/+., -# 3'1$$ $13(9" 3$2 1$ , #$ up from nine individual units. Each is integral to the management of a "+4! (- 3'$ 23 "$-3418 '(2 4-(3 ++.62 +$ 1-$12 3. #$5$+./ - 4-#$123 -#(-& .% 6' 3 (2 ,$ -3 !8 $-3$1/1(2$ $-3$1/1(2(-& skills and behaviours and their usefulness in different settings.

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GCMA.ORG.UK | 51

GCMA | INDUSTRY | CAREERS | EDUCATION | REGIONAL

How to...

SPEED UP PLAY Steve Carroll takes a look at how The R&A’s Pace of Play manual is seeing positive results at member clubs – and how you can join them

I

f you were playing in the final group on a competition day at Royal Jersey you needed something more than a great long game or a hot putter to ensure a successful round. You also needed patience.

With 120 players teeing it up in the average club medal, it’s really no surprise that those towards the back of the field tend to brace themselves for a lengthy afternoon.

52 | GCMA.ORG.UK

The Grouville club, part of island life for the best part of a century and a half, sent their three balls out in time intervals of seven minutes.

“The final group would take four hours and 10 minutes,” explains General Manager Darren Attwood.

Last May, The R&A published their Pace of Play manual – a 72page document giving guidance to clubs and golfers on ways of speeding up the game.

It was framed around three key

areas – management, course setup and player behaviour.

Fully eight pages of the manual looked at the problems of course overcrowding, caused by starting intervals between groups that are too narrow.

“It is accepted as a fact, by those who have studied pace of play and flow around the course, that overcrowding is the most common cause of longer than necessary round and

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North Berwick

unacceptable waiting times,” it states.

Advocating times of at least 10 minutes for three balls, Attwood and Royal Jersey took the manual at its word. And the results were immediate.

“Following the introduction of 10 minutes, everyone has completed their rounds in under four hours.

This has been successful,” he says.

The club are now looking at introducing Ready Golf into friendly matches and the committee is bringing in a Call Up Hole Procedure on the 17th and 18th holes.

You might think getting people round quicker is simply about golfers enjoying their rounds but it can also make you money.

Research has shown that golfers are willing to pay more – nine per cent more – in green fees for significant improvements of 15 to 30 minutes. That was even greater among the under 40s, who were prepared to pay more than 14 per cent extra.

“It can be seen that a good pace of play enhances the product and, potentially, adds value to it,” advises the manual.

At North Berwick, they have been ahead of the curve.

Managing Secretary Chris

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Spencer was invited to present at the R&A’s Pace of Play symposium in 2015 – labelled Time for Golf – and his club have been keeping an eye on the issue since 2009.

With a breathtaking setting on the Firth of Forth, there are plenty of issues that can crop up on the historic West Links – the wind, the beach being in play on six of the holes and deep bunkers just three.

“All you can do is concentrate on the areas you can influence – such as course set up, choice of tees and advice” “Visitors aren’t used to playing a links course, golfers might be on holiday and not wishing to rush and poor etiquette (can be to blame),” Spencer says.

“There’s also tiredness – we have some visitors playing 36 holes a day over eight days at championship courses, bragging rights and lost balls. We find that a switch in the wind direction from a prevailing westerly to an easterly

can add 15 minutes to a round of golf on occasions.”

North Berwick put a range of policies in place to help move rounds along. Caddies were briefed to assist with pace of play, all scorecards have a time allocated per hole and players were given a choice of tees to suit their ability.

A course ranger speaks to each group. Not to say ‘oi move on!’ but to establish a rapport and encourage.

All of these initiatives found their way into the manual.

Spencer adds: “All you can do is concentrate on the area you can influence – such as course set-up, choice of tees, advice and tee time allocation.”

For a club that regularly receives more than 10,000 visitors each year, round times hover at just over four hours. For members, it’s around three and a half.

More than 25 per cent of visitors hit or bettered the North Berwick target of three hours and 59 minutes. Spencer is hoping that will only improve.

“At the end of the day, it is getting a balance between offering everyone a great experience and not letting the slow ones ruin other people’s days!”

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7 things you can do to speed up play

AT YOUR CLUB 1) Alter Starting Intervals If tee times are too close together overcrowding can result.

Widen intervals – sending two-balls out in at least eight-minute gaps, three-balls in 10 minute and fourballs in 11 or 12.

2) Introduce Ready Golf Ask players to take their shot when they are ready to do so, rather than sticking to “farthest from the hole plays first” as laid down in the Rules of Golf.

3) Talk to players Communication can be a key part of ensuring good pace of play. Educating new members and juniors, along with making players aware of what is expected of them, can have great results.

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4) Get golfers off the right tees The tees that players pick can have a big impact on pace of play. Those who take on a course too difficult can not only affect their enjoyment but also affect the time they take. Offer a reasonable variety of tees for members and guests.

5) Consider height of rough A lot of time can be spent looking for balls in rough. Increasing fairway widths, or generally reducing the severity of the rough so it is less likely to conceal a ball can help. Extending the width of the first cut can be more cost efficient than widening fairways.

6) Factor in green speeds The faster the greens are, the harder it is for less-skilled players to putt.

It is more important that greens

are smooth and true than fast. For context, at The Open, The R&A sets a maximum green speed target of 10.5 feet on the stimpmeter.

This is reduced to well below the maximum when strong winds are forecast.

7) Look at hole positions The positions in which holes are cut has an impact on pace of play. If holes are cut too close to slopes, this makes it more challenging to stop the ball close to the hole.

Positions can also have a significant impact on approach shots.

0 ( # , ! "( & available to download from The R&A website at www.randa.org/RulesEquipment/ Pace-of-Play/Overview ❦

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From the

HELPDESK This month: Disciplinary procedures, how age fits into the equality act and...18-foot toilet trailers We have a discipline rule that only deals with expulsion.

We wish to bring in a policy that has a greater number of steps allowing us to act against members who may act unacceptably but do not warrant expulsion.

Advice from the GCMA Online Library states:“No club can cover every eventuality but by assessing the risk factors, you can help the members and make the club a better place. Once you have achieved this the need for imposing discipline becomes less of a burden.”

Scottish Golf provide a breakdown of the steps you can choose to follow in disciplining a member, from ‘Membership and Powers of Committees’, to ‘Appeal Hearing’ and ‘Penalties’.

It is recommended that a club should set up a Disciplinary Committee and an Appeals Committee to act in the name of the club and determine disciplinary proceedings.

Initial complaints are suggested to be made in writing and dealt with in a strict manner.

Disciplinary hearings, appeal hearings and penalties are all equal steps mentioned that you could consider taking before expulsion.

Fundamental points to

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remember during your disciplinary process, however you choose to take it, are noting relevant time phases, retaining copies of all the recordings and to remain unbiased following precedent.

This article can be found in document 6009 in the Information Library.

Visit gcma.org.uk/library/6009.

More information can also be found at scottishgolf.org/clubservices/governance/modeldisciplinary-procedures We are hosting a competition and have taken delivery of an 18’ toilet trailer. A neighbour has complained the trailer is against his fence but it is in the most convenient and safe place.

Are we obliged to move it? Is it a health and safety risk to him?

We can find no reason why you should have to move the toilets as they are on your land.

Regarding health and safety, the company who supplied the toilets should have carried out a risk assessment before placing them where they have.

It may be your neighbour is more concerned about a possible smell, and his view, rather than any concrete health and safety fears.

I would like to offer a 5-day

membership to those aged over 80, with 30 years’ membership, only. Does the Equality Act allow for this, or does it need to be offered to all members?

The Act protects people of all ages.

However, different treatment because of age is not unlawful direct or indirect discrimination if you can justify it.

For example, if you can demonstrate it is proportionate means of meeting a legitimate aim.

Clubs should be able to: Continue to apply discounted membership subscriptions for persons of a certain age (e.g. 65+, under 35, 25, 21 etc.)

Continue to allow discounted membership schemes based on length of membership (i.e. discount for 25 years’ continuous membership etc.)

Continue to run competitions where there is an age restriction or condition (e.g. over 55s only).

This article can be found in the Information Library by visiting gcma.org.uk/library/1220.

An online helpdesk staffed by industry experts offers an advisory service for any queries.

Visit gcma.org.uk/members to submit your queries. ❦

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Increasing female

PARTICIPATION There is a huge number of potential female golfers in the UK and Ireland and they’ve got a lot of money to spend. So, Steve Carroll asks, how do you get them through the doors of your clubs?

Having fun is the key to participation

T

he figures leap off the page. There are 3.79 million possible UK and Ireland female golfers, carrying an economic value of £2.9 billion – the massive potential revealed in Syngenta’s landmark report: The Global Economic Value of Increased Female Participation in Golf.

They were the headline numbers revealed following one of the most

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comprehensive global golf studies ever conducted, and the first to look at the financial opportunities provided by female participation.

At the last count, though, female golfers accounted for only 162,000 players – or 16 per cent of the total of just over a million. That poses two immediate questions. Where are all these ‘potential’ players coming from? Doesn’t it give clubs a huge opportunity?

The important thing, says Jeff

Cox, Syngenta’s Global Head of Lawn & Garden, is to consider those figures within the framework of the overall report.

“Clearly no-one is saying that 3.79 million women are about to start playing golf tomorrow or within the next two years,” he explains.

“This number needs to be seen in context. These prospective customers are frequently put off by golf’s male culture, intimidation at clubs and a lack of knowledge

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love.golf’s Alastair Spink

Former Solheim Cup captain Carin Koch with Syngenta’s Jeff Cox

about how to get started, as well as other factors identified in the research.

“What we are saying is that golf really does appeal to women – and for specific reasons that are important to understand.

“Prospective female players like the thought of being outdoors, relaxation and stress relief benefits, being able to play at different ages, spending time with family and friends and the physical challenge.

“The point we are making is that if you can understand why golf appeals to women and address the challenges that currently puts them off, you can improve golf’s value proposition and increase the number of women playing.

“Even if golf could attract 5 per cent of these prospective players, there would be nearly 190,000 more female golfers in the UK and Ireland – that’s more than double the number of female golfers there are today.”

Greater participation means more money. The report found that, on average, women spent approximately £780 a year on golf – and 25 per cent more than men on lessons. Using that total spend, and multiplying it by the number of prospective golfers, brings the figure of £2.9 billion.

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Cox adds: “Again, we are not saying this is a value that can be realistically achieved, but it is an indication of the size of the potential market and the economic prize on offer. And that’s the context club managers need to see this research in.”

We know that free mornings, easy access to affordable lessons, a relaxed atmosphere and groups are key in encouraging women and girls to give golf a try.

“Even if golf could attract 5 per cent of these prospective players, there would be nearly 190,000 more female golfers” We also know that cost, family responsibilities, time and work commitments, along with clubs themselves, can be barriers to getting involved. So what can pave the way for increased female participation at your club?

PGA professional Alastair Spink, who has just completed a PhD on the topic, has some suggestions.

Lauren Spray, ofNorth England Berwick Golf

What is the Syngenta report?

More than 14,000 people participated in a worldwide survey, conducted on behalf of Syngenta by an international market research company.

The survey included golfers (female and male), female non-golfers, lapsed female players and women who had tried the sport two or three times but then gave up.

The survey was carried out in eight countries/regions – USA, Canada, UK & Ireland, Sweden, France, South Korea, Japan and Australia.

In the UK, 1,933 respondents were interviewed. Of these, 931 were current golfers made up of 500 males and 431 females. The remaining 1,002 respondents (split equally between male and females) comprised a mix of non-golfers or those who had tried golf but given up.

Respondents answered a series of questions – up to 50 – through an online survey. Typically, they spent 25 minutes answering detailed questions about their perceptions of golf and their habits. It’s believed to be one of the largest in-depth global golf studies ever undertaken and the first to look at the economic opportunity of increased female participation worldwide.

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“A lot of the work that clubs have done, and that we have all done in the industry, has been a bit generic,” he explains.“We’ve had a lot of initiatives and a lot of successful ones but they have not been specifically designed for women.

“If you look at the academic research, clubs are really good at getting people along to have a go but it is the conversion and retention that’s incredibly difficult.”

With love.golf, the social experience he has designed specifically for women, Spink concentrates on allowing participants to play the game together – rather than just hitting balls on a range.

Sessions are informal and relaxed.

There’s no dress code and players – usually in groups of around six – take to the course straight away.

Their shared experience fosters a sense of community, increased self-confidence and achievement.

With retention rates at 80 and 90 per cent though the various stages of the programme, Spink is about to roll out his project commercially.

He says: “When I started to do it, I did it from the aspect of ‘that’s not how I learned to play golf’.

“It’s a scenario that I’ve seen repeated on the range – not just

by coaches but by husbands, male partners, dads and granddads.

“We say ‘until you are ready you have to stay on the range’. That isn’t golf. I am lucky at Fynn Valley (in Suffolk, where Spink is a PGA professional), that I have a par-3 course, along with an 18-hole course. It’s very open and inclusive.

“We are operating out of about 30 clubs and have got virtually no drop-outs at all. It is because they are playing from the beginning.

“All our love.golf players write a journal and they give us feedback on what they are thinking, feeling and experiencing.

“Because they play from the start, that intimidation is taken away right at the beginning – rather

than spending five weeks on the range, building it up and then, when you go onto the course, it turns into an unpleasant time.”

He continues:“It’s about self-discovery. The skill is conceptualised through play.

We will draw the skills out as and when they are needed through play. It is a six-week initial project but then there is project two, three and beyond. We still have 80 to 90 per cent retention across all the projects. It is quite staggering.”

Spink’s work is mirrored by initiatives being driven through and supported by England Golf.

Get Into Golf, specifically Girls Golf Rocks, and other non-gender projects such as Golf Express, have

Academy membership, access to coaching and regular taster sessions: York York run a two-year Ladies Academy, which is a constant source of potential new members. Between 15 to 20 ladies, on average, are going through the scheme.

Last year, of the 15 participants, six have already upgraded to full membership. York subscriptions are usually £985 but a first year Academy membership is £199.

The club keep none of that revenue. It

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all goes to the professional to pay for coaching – either on a one-to-one or group basis.

Academy members do not have playing rights but they can accompany members onto the course for a few holes.

Year two costs £250 with more options to play the course, designed by JH Taylor and in the middle of a huge refurbishment.

Mike Wells, York secretary, said:“Our

Ladies’ membership is holding steady.

In fact, it’s slightly up and it is only because of the last two or three years.

“Yes, we have had some ladies transferring over from other clubs but the Ladies’ Academy has been fantastic.”

Top tip:“Get the ladies in at ground level and make sure they get coaching.

We have half priced ladies first year membership, which has certainly helped, but whatever you can do to get them in – do it.”

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all helped to increase awareness.

It’s an exciting time for Lauren Spray, the organisation’s Women and Girls’ Participation Manager.

But there’s still a lot to do.

“We have seen from clubs the interest and appetite to get behind the women’s game.

Women’s golf represents a true growth area,” she reveals.

“We are only at 15 per cent, including girls, in membership so we are, in comparison to the rest of Europe, still behind. But campaigns like This Girl Can and This Girl Golfs have really whetted the appetite.

“Clubs feel they can put their own stamp on it and make it work for them. They are becoming more strategic and putting the right offers in place. It’s about coaching and stepping pathways into membership. Women like to try before they buy and will wait and see before they put financial commitment behind it. They want to be in a group format that’s not too intense.

“Golf clubs want members but many women don’t want the traditional offers, they are attracted by innovative, flexible packages which suit their lifestyles. Clubs need to understand their target market a lot better and how to use their facilities to encourage

women to play. It is not just about selling 18 holes, but about 9 holes and six holes – and advertising in a different way.”

Where hard work has succeeded, the results have been spectacular.

Girls Golf Rocks began in Essex two years ago. Last year, more than 110 county ambassadors offered support.

“They gave us a lot of valuable feedback,” said Spray.“They even came up with the logo design.

“If you don’t listen to what customers are saying, or ignore them, you are unlikely to have a business that’s sustainable” They are very passionate about what they are doing. We are now looking to take it on tour. We will be highlighting hub clubs, driving participation and looking to encourage more clubs to get on board.”

Academy Away Days are also being tested now in Durham and Cheshire. Following a successful

pilot in Hertfordshire, the scheme encourages women who have been through initial coaching programmes to play par 3 or short courses.

Spray explains:“It’s not about Stableford or Medal. It’s scored on things like whether you can get up and down out of a bunker and if you shake hands at the end of a round. It’s learning the etiquette that can be daunting if you are playing for the first time.”

You can dismiss Syngenta’s findings as just a report – but market research helps businesses better understand their customers.

For Cox, the repercussions of ignorance are dire.

“If you don’t listen to what customers are saying, or ignore them, you are unlikely to have a business that’s sustainable in the long term,” he warns.“This is a huge opportunity for the golf industry. Realising this opportunity requires golf to listen to and address the specific needs of its different customers.

“There are some excellent female-centric participation initiatives in place. More can be done. A target of 30 per cent for worldwide female participation in golf would be a good start, but why not 50 per cent?”

Case studies to give you ideas for your club Burnham & Berrow With professional Sarah Burnell, Burnham & Berrow have worked hard to get women and girls into the clubhouse at the Somerset course – and keep them there.

Taster sessions have been very successful over the last couple of years, with participants moving on to coaching. Pivotal to the club’s success has been the 9-hole Channel course.

Allowing players to get out and play,

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rather than simply bash balls on the range, it meant their first experience of a layout didn’t have to be the difficult Championship links.

Last May, June and July, such strategies brought 33 ladies into the club following new taster days. Of those, two thirds signed up for more lessons.

Social media has also played an important role. The club set up a dedicated Facebook page for ladies golf and promoted it strongly. They’ve received

considerable interest as a result.

Top tip:“You’ve got to go and work hard at it,” said 2016 Lady Captain Sue Wall.“They won’t come to you, you have to go and find them and encourage them to give it a go.”

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6 tips for increasing female

PARTICIPATION 1) Review your website This is the first place many potential newcomers will visit. It needs to have relatable and easily accessible content. Ask someone who isn’t a member to review how easy it was to find the answers to these questions: How much will it cost? What do I need to wear? What’s the postcode?

Where and who do I meet on arrival?

Include pictures and testimonials to support the promotion of your activities to help women feel relatable.

Embed the Get Into Golf widget into your website to allow women to book online. Include images of people having fun on your course rather than just landscape pictures.

2) Review your current pathway into membership – how could it appeal to a wider female market?

Run coaching, playing and social opportunities for women to engage with and alongside each other. Have you considered implementing forward tees or short course options?

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3) Send your participants an introductory questionnaire when registering and ask them to be returned prior to the first session Ask questions such as: What has drawn you to golf? What benefits of golf interest you? What time would be most convenient for the sessions to be delivered?

If fitness is a reason for participating, ask women to record the number of steps achieved when out on the course and/or during your session to help reach their daily 10,000 steps target.

4) Exit Surveys Do you know why some women did not continue their journey at your club? A few simple changes and they could have been retained.

5) Create a welcoming environment From the very first session, bring women into the clubhouse, show them the ladies’ locker room and other key club areas so they become

familiarised with your club.

We can learn a lot from the coffee shop culture with relaxing sofas and armchairs with access to wifi.

Traditionally, there are three most frequently visited places. This used to be work, home and the pub. Nowadays it is work, home and coffee shop.

Let’s make it the golf club!

6) Communicate Send regular and purposeful content to the new women you are targeting.

Equally important is keeping the membership informed from the outset the vision you have for the club and the rationale.

Ask for feedback via surveys from participants, the workforce and volunteers. This will help inform future improvements or emphasise the elements of the programme they found engaging and positive.

Advice from Lauren Spray, England Golf’s Women and Girls’ Participation Manager ❦

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Meet the

MANAGER

Sponsor of the 2017 GCMA Manager of the Year award

Mark Richardson, Secretary of the New Golf Club, St Andrews

Mark Richardson, far right, on the famous Swilcan Bridge

How did you get into golf club management?

It was a conscious decision to give something back. Golf had been very good for me corporately. What other opportunity will allow you to spend four hours with a chief executive? If you tried to walk in the door to him cold, how often would you get that? Slim. It worked for me. It opened up new doors.

I had some fantastic experiences around the world and, when I was 40, I got slapped around the face a bit with a chronic illness so I knew that I needed to slow down and do things differently.

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I suppose I always had an eye on retirement, or what you thought would be a nice retirement job.

Golf was something I wanted to be involved in – the administration of it. St Andrews was always on the radar. Whether that had been rules referee, or whatever it might have been, this just happened to work.

Because I was a member and I knew it was an international club, it ticked all the boxes for me.

It meant they were looking for more of a manager than just a secretary, which meant I could tick all the boxes because of my background in accountancy,

marketing and communications, man management and development.

What are the challenges?

It’s the marriage between old and new. In a traditional golf club like this one, you’ve always got the challenge of getting the top generation to see what’s going to be important to the young generation. The guys who have been here and are in that 40-to50-year membership category – who are 60 to 70 – they’ve seen St Andrews go through some interesting times.

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They’ve seen the explosion of the Mecca of St Andrews. Now it is different. We are really an international club and these guys feel privileged to come through the door but life moves on.

Sometimes what worked 20 years ago won’t work today and won’t work in 10 years’ time. Today, someone’s mobile phone is also their subscription to The Times, The Economist – whatever they read. Rather than sit down and read a newspaper, they’ll probably sit down quietly with their coffee and scroll through what they are doing. Rather than ban them, it’s a question of getting them to respect the members and not to indulge in business phone calls in the lounge. If they are using them for research or reading, it is fine.

You can accommodate all tastes and all generations. We are very fortunate that one of the cornerstones of this club has always been fellowship.

What part of your role do you enjoy most?

It’s variety, if that’s not a glib answer.

It is very varied and because the club is still developing and trying new things you have got the aspect of weaving new services into existing ones and making sure members understand it is for them.

I am very fortunate my working week can move from preparing the management accounts to dealing with a health and safety issue, to thinking about what impact the Seniors’ Open is going to have.

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

To listen. In a golf club, good listening skills help massively.

It helps with committee work, helps with the members. It’s being available and accessible to members. Just don’t be the person locked away in the office. With the pressure we are under, it’s a very

because my health is not as good as it once was so I have had a few challenges on that score. I still maintain a reasonable handicap of 10 these days. We’re very fortunate.

We’ve got seven courses to choose from so you are never going to get bored. You never get bored of playing the Old. Even then you’ve got the wonderful other courses.

“You can accommodate all tastes... We are very fortunate that one of the cornerstones of this club has always been fellowship”

Where do you see the role of a club manager in 20 years?

Like any good business leader they will have to strike the balance between innovation, the entrepreneurial side of things as well as delivering a solid, good quality product that people really think they are getting good value for money from. Innovation and communication are the keys to longevity.

Golf club management, where it used to be virtually seen as the domain of somebody who was retired, is now a requirement for professionals. It is more complex now.

It is not turning up and putting on a competition at the weekend anymore. Your challenges for getting members to spend time in your club are more challenging.

It’s continuous improvement: stop, listen, learn and improve. ❦

easy thing to be able to do – just to be stuck looking at a computer all day.

Do you play golf and what’s your handicap?

Yes, it’s a bit of a Busman’s Holiday

Get In Touch To contact the New Golf Club, call 01334 473426 or visit newgolf clubstandrews.co.uk

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From the

REGIONS EAST MIDLANDS Friday, January 20 John Deere HQ, Langar, Notts

Lodewijk Klootwijk gave an excellent presentation on how he first started in golf as a range boy and progressed to become CEO of the European Golf Course Owners’ Association.

He began with a session on membership retention – broaching topics including flexible membership, shorter rounds and social activities that get the whole family involved.

Members then split into groups for an afternoon workshop and discussed their own ideas for retention.

That was followed by a technical presentation given by Giles Wardle, a Chartered Engineer specialising in the field of irrigation and water resources for the golf and sports turf markets and founder of engineering firm Irriplan.

He dealt with the costs of operating a golf course irrigation system and how they can be controlled or reduced.

Giles offered his services to any GCMA region for presentations relating to irrigation and water.

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SOUTH EAST Tuesday, January 24 Gillingham, Kent Thirty four members attended as Sophie Vukelic – STRI ecology and environment consultant – gave an insight into the work of the organisation.

She explained how clubs can work with an ecologist to both deliver an ecologically friendly course and ensure ongoing environmental compliance.

There was particular interest at the revelation that the wilful destruction of the habitat of a newt or bat, which could be as simple as cutting down a young tree, or a large branch, could lead to fines of up to £5,000 per animal.

John Young, from Kent Golf Union, updated members on the county’s work to keep course assessments up to date.

A lively open forum followed with Ben Riley, from Sundridge Park, prompting debate after asking for a show of hands as to which clubs allow play on frozen greens.

It was a 50/50 split between those that continue as normal, and those that reverted to temporary

greens, or shut the course.

It was acknowledged course conditions and the position of the club in the market affected the decision, with another key factor being the actions of nearby competing clubs.

Another issue that provoked much discussion was the recent directive from England Golf regarding non-qualifying scores and the collation of information from swindles and roll-ups.

Many considered this impractical at their clubs, although some already adopt the practice.

LONDON & HOME COUNTIES Tuesday, February 16 West Hill, Surrey Renowned course architect Frank Pont took 45 members from three different regions through an interactive half-day seminar at West Hill on Golf Course Architecture.

The Dutchman, of Infinite Variety Golf Design, showed a multitude of slides featuring courses from all over the world. Starting with the history of golf courses, beginning with links and moving on to inland courses, members were taken through the development of the ball and how it affects the length of the course, before looking at the famous architects including Tom Morris, James Braid and Harry Colt.

A history of golf course design routing was given looking at

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hole design and safety aspects of developing a course for modern architects.

CHILTERN & HOME COUNTIES Wednesday, February 22 Hadley Wood The Annual Business Seminar at Hadley Wood saw Frank Newberry show members how to achieve better personal productivity by learning how to get the most out of each workday, meet deadlines and manage interruptions.

Carolyne Wahlen related how the techniques need to be an integral part of human resources plans for dealing with employees fairly and avoiding a HR horror story.

Frank started with motivation.

Understanding what really ‘makes us tick’ means we can truly make others perform and enjoy their work. Members were told there are four ‘intrinsic motivators’: doing meaningful work, being recognised, having a choice of methods of work and receiving feedback. He then looked at the team development process and how to notice potential barriers to excellent performance.

Carolyne set out how to deal fairly with those team members who are under performers – passing on the performance management techniques to use before it is necessary to make difficult structural changes.

She set out plainly the need for following the ‘rules’ and making clear and copious notes of all conversations and training records.

SOUTH WEST Friday, March 3 Thatchers Cider, Somerset Tara Mills and Sian Fletcher led an interesting seminar on stress in

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the workplace – placing emphasis on how individuals measure and respond to stress differently.

Members considered their own employees and some interesting observations were made on absences and stress indicators.

There is significant importance as a manager in understanding individual stress warning signs and holding one-to-one meetings and bringing teams together to help relieve any issues.

Mark Hunt, technical director at Headland Amenity Products, revealed how greenkeepers are at a turning point in the industry with a changing economy, climate and new legislation affecting disease on greens.

A distinctive seminar on hallmarking silver was delivered

by Andy Morgan, of Providence Engraving and Bay Wong, at Elavon, held a prompt open forum to allow members to air queries on merchant services.

Adrian Deakins, of Jelf Lampier Insurance, looked at the Insurance Act 2015.

SOUTH Tuesday, March 7 Littlehampton, Sussex Forty one attendees listened to Hillier Hopkins’ Robert Twydle explain the tax implications of the recent VAT windfalls at a meeting of the Southern Region.

Having been raised at the January meeting, it was apparent not everyone recognised that, depending on the taxation option

adopted, clubs could have to pay as much as 20 per cent tax on the refund.

Robert explained the three options available: mutual trading, non-member apportionment and full corporate tax returns.

He explained clubs should look carefully at the implications on which option they use since they were difficult to alter.

Questions in the open forum included trolley ban policies and the treatment of non-elected club officers.

ACCOUNTING WORKSHOP Friday, March 10 Moor Park, Hertfordshire Adam Wilkinson delivered an engaging half-day interactive workshop on how to de-mystify accounts and the balance sheet.

More than 20 working managers, accountants, assistant managers and committee members listened to Adam discussing Colour Accounting.

There were several ‘lightbulb’ moments for people who are confident with the accounts of their clubs through the simplification of categorising what had previously appeared to be complex transactions.

It was felt the Balance sheet can be a mystery that needs further explanation in terms of terminology and exploring the structure and understanding what your accountant hides within it.

How do you account for goodwill, licences, tangible and intangible assets?

The workshop helped explore the balance sheet in terms of, source of funds, use of funds and the natural double entry accounting processes along with the limitations of the balance sheet. ❦

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A week in the life of...

ANDREW MINTY Agronomy admin tasks, Golf Union of Wales duty and meetings with the board of directors...

A

ndrew Minty is Director of Golf at Langland Bay, near Swansea. PGAqualified since 2004, he was awarded PGA fellow status in 2016 and is a director of the Golf Union of Wales.

His career began at Machynys Peninsula where he became Golf Operations Manager and, during

“I’m in work between 7 and 7.30am each day. I’ll conduct a course inspection and meet up with the greens staff. I’ll walk around the club to make sure all literature is in place and then I’m back at my desk for 8.45am. That’s when the phone starts ringing. Then it’s like a call centre.

Monday’s a bit more in-depth than other days. I’ll carry out a course inspection, looking at holes that are more susceptible to frost or weather.

I’ll meet with the greens staff.

I’m heavily involved in agronomy. I do all the admin for the greens staff.

I am on the golf course as much as I can be. I felt that rather than staff get bogged down by admin, I would take that off them. I meet with them twice a day every day. We have a pro and I also do some of the teaching, and some of the coaching.

Most Mondays I have a meeting

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his time at Langland Bay, the club has won Welsh Golf Club of the Year, been shortlisted on four further occasions and also won a tourism award.

Andrew was named the UK Golf Club Manager of the Year by the GCMA in 2015 and cites that as his greatest achievement.

He also gave Hollywood actor George Clooney lessons in 2004…

at about 5.30pm so I would prep for that. Similarly, if I have a board meeting for the Golf Union of Wales during the week I’ll take the time to look over notes or previous minutes.

Each day varies regarding meetings.

My weekly meetings could consist of an agronomy visit, health and safety, greens, finance and development, social or sales and marketing meetings. But each day would incorporate a course inspection of some kind and touching base with all the staff.

Between the pro shop staff and myself, we try to give all our visitors a great welcome and meet them when they arrive. I have a working lunch, if anything at all, then usually work through until 5pm or 5.30pm. But, with meetings with my board of directors, it could go on until 8.30pm to 9pm. There’s so much to do that each day flies by. I got into the habit years

ago of responding to emails and enquirers whenever they come in, so I am regularly on my phone or laptop in the evenings ensuring I keep the days as clear as possible to drive the business forward and concentrate on members and guests.

My contract is to have all Saturdays and Sundays off but there’s no way I could do that. Sunday is relatively low-maintenance but Saturdays are nuts. Our members take up the whole of the day and we have no visitors.

I am always on call and I’m glad to do that. If temporary greens are on holes on a Saturday morning, the greens staff go home at 10am on a weekend, so I’ll come back and re-inspect the course and put some back on if it’s OK to do so.

I’ve been here for seven years and there hasn’t been one day I haven’t looked forward to coming to work.” ❦

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

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