GMA Journal (Spring 2025)

Cover: We were thrilled to have Joe Krenn

CCE, GM/CEO of Farmington CC in Virginia, as keynote speaker at Sydney 2025

Corporate Partners

Golf Management Australia would like to sincerely thank all our valued partners for their ongoing support of GMA and our members.

MAJOR PARTNER of Golf Management Australia

ELITE PARTNERS of Golf Management Australia

PREMIER PARTNERS

NETWORKING PARTNERS

NATIONAL BUSINESS PARTNERS

From the Chair AARON MUIRHEAD

The Clubhouse, Land and Development Summit, held in Sydney in August, was a great success with 100% of delegates responding to our survey satisfied with their experience.

With 24 speakers and a wide range of interesting elements covered in capital planning, there was a lot there for everyone. It was the first time GMA had the benefit of club board directors attending a professional development event, as they are so integral to the success of capital projects. We congratulate Paul, Courtney and the GMA team for organising and delivering such an outstanding event.

Wet weather has had a big impact on clubs along the east coast of Australia recently. It's incredible to hear that clubs have had lengthy periods with no carts on the course. Sydney’s rainfall to the end of September is well over 50% above average. As many of us have experienced, this places pressure on managers and staff in terms of budgets and delivering on the member experience. Let’s hope for a good run for the rest of the year.

Golf Australia Connect is well underway and we look forward to the new look and feel. Golf Australia has provided important content on the transition in this journal.

GMA will shortly have a new batch of Certified Club Managers, adding to the existing 10 who have already achieved this designation. It's exciting to report that 15 managers are studying for their CCM exam in November. Preparation involves looking over BMI notes and reading the Contemporary Club Management book, which forms the basis for much of the exam. A week of study with many speakers, including Dr Jason Koenigsfeld from CMAA, will precede the exam and we wish all involved the very best.

We’re delighted to open our scholarships and bursaries program for 2026. Members can find more details on page 55 and on the GMA website . In addition to professional development, well-being events (involving various golf clubs) and networking, GMA offers these funded education opportunities along with our Member Assistance Program and the support of our Honorary Solicitor, Michael Horton. There’s a lot there for members and the benefits keep on growing. We hope to see you at an event soon.

We hope you enjoy this bumper edition of the Journal which recaps a lot from Sydney 2025. As always, we thank our major partner Schweppes and all our partners for their support in running our association.

BOARD OF DIRECTORS & MANAGEMENT

CHAPTER COMMITTEES

NSW/ACT CHAPTER

Brenden Ellam

Castle Hill CC

Cameron Harvey

Muirfield GC

Barry West

Mollymook GC

David Lulham

Nelson Bay GC

QLD CHAPTER

Aaron Muirhead

Oxley GC

Geoff Kuehner

The Brisbane GC

Gavin Lawrence

Keperra CGC

David Marr

Pacific Harbour G&CC

Tim Gahan

Headland GC

SA/NT CHAPTER

Mark Tan

Royal Adelaide GC

Brett Lewis Kooyonga GC

Robert Vincekovic

Glenelg GC

ABOUT GMA

Golf Management Australia (GMA) is a national body representing the golf club management industry with a vision of developing and supporting leaders in the profession of golf and club management in Australia.

GMA TEAM

Paul Vardy

Chief Executive Officer

Leigh Monti

Commercial Manager

Courtney Flores

NSW/ACT Operations, Program Manager

Mike Orloff

QLD Operations

David Brand

SA/NT Operations, Media/Communications

Rod Haines

VIC/TAS Operations, Finance Manager

Jodie Alaban WA Operations

CONTACT

Golf Management Australia Ltd. PO Box 859

CROYDON VIC 3136 www.golfmanagement.com.au

The GMA Journal is published by Golf Management Australia Ltd. © 2025 All Rights Reserved

Contents may not be reproduced without written permission.

Views expressed in editorial contributions do not necessarily reflect the opinions of this publication and it’s management.

VIC/TAS CHAPTER

Michael Burgess

Metropolitan GC

Barb Kelly

Chirnside Park CC

Mat Loughnane

Yarra Yarra GC

Chris Poulton

Spring Valley GC

Christian Tanner Riversdale GC

WA CHAPTER

Damien Todorovic

The WA GC

Des Shearer

Bunbury GC

Craig Ridge

Royal Perth GC

Lucy Guppy

Royal Fremantle GC

Ben Unbehaun

Nedlands GC

BRENDEN ELLAM Director

BARBARA KELLY Director

MATHEW LOUGHNANE Director

AARON MUIRHEAD Chair

PAUL VARDY CEO MARK TAN Director

From the CEO

PAUL VARDY CCM

GMA's Clubhouse, Land and Development Summit - Sydney 2025 - was a unique event and the timing was right.

For our guest speakers, we can’t thank you enough. Delegates gained a great deal, particularly fellow club managers who kindly shared their stories. Many said they would love to have had an event like this years ago, before their major project, but they were just happy to help others. That’s even more reason to thank them. Alas, heroes don’t always wear capes.

Hopefully, many of the Summit stories will inspire others in their future projects. Joe Krenn was more than a keynote speaker; he helped us shape the event. To Joe, Jason Koenigsfeld and to CMAA, a big thank you –and we're sorry you lost the Ryder Cup.

We were grateful to Schweppes, our major partner, for their ongoing support and naming rights of the event. As well, we were delighted to have exhibitors in attendance, and GMA partners join us for a memorable summit dinner at the InterContinental Sydney in the city.

Members who were unable to attend can read up on much of the event takeaways, and other events, in this edition of the GMA Journal. Speaker presentations are available

on the GMA website under the Education tab and Sydney 2025 Program page (accessible to members only).

This year has been a huge year for professional development. The national approach to GMA has never been more national. We’ve had summits in Perth and Sydney, and BMIs in Sydney, Adelaide, Melbourne and Brisbane. In November, we’ll have our fifth BMI program with the review week at Curlewis GC on the Bellarine Peninsula. Good luck to the amazing group of 15 participants sitting the exam.

t’s been a massive year for our Program Manager, Courtney Flores, who has coordinated most of the logistics of these events as well as our PD roadshow, monthly webinars and the NSW/ACT chapter golf days (when its not raining). To Courtney, and our team of Rod, David, Leigh, Jodie and Mike, who do a power of work behind the scenes, a big thanks.

Our next big event is, of course, the GMA/ ASTMA Conference & Trade Exhibition, proudly brought to us by Schweppes. This will be held from 21st to 25th June 2026 in Melbourne and we’re well underway planning a valuable event for members. Please put these dates in your calendar now and we hope you will be able to get the required approvals for you to attend.

NEW HOSTPLUS PARTNERSHIP

Golf Management Australia is proud to partner with Hostplus to support the financial wellbeing of golf club professionals across Australia.

This partnership enables GMA members and their employees to access tailored superannuation education and support, helping them make informed decisions about their financial futures.

With Hostplus’ deep commitment to acting in the best financial interests of its members, this collaboration reflects a shared dedication to empowering the people who help shape the future of golf in Australia

Industry Movements

Daniel Paton has been appointed GM at Monash CC, promoted from his previous role as Assistant GM

Eastlake GC promoted operations manager, Andres Michelsen to GM following Rob Blain's move to Oatlands GC earlier in the year.

Bendigo GC GM, Brock Rogers, has relocated to Cairns, replacing GM, Matt Bolton, who after 10 years at Cairns GC, has been appointed GM at Gailes GC.

Bernard Wilson has taken up the GM role at Byron Bay GC following a 4-year tenure at Wynnum GC.

Noosa GC's GM, Anthony Sinclair, has tendered his resignation, with administration manager, Tamara Giles, announced recently as his replacement.

Pelican Waters GC operations manager, Dale Williamson, has moved to a similar role as golf & membership manager at Beerwah GC.

James King has left the Tevan Valley GC GM role, relocating back to Brisbane and working at Oxley GC.

Tim Hewitt has resigned as GM of Lang Lang GC after 6 years in the role, with former Portsea GC operations manager, Alfy Ancayan, appointed as his replacement.

After 9 years at Rossdale GC, GM Andrew Noonan has recently moved to Phillip Island GC, replacing outgoing GM, Oscar Morris, who has left the industry.

NEW MEMBERS

NSW/ACT Chapter

Jack Desborough - Moss Vale GC

Renay McParland* - Magenta Shores G&CC

Adelaide Silvister - Fairbairn GC

QLD Chapter

Mick McCombe - Maleny GC

Craig Davis* - The Club at Parkwood

Lachlan Wood^ - Fraser Coast Performance Golf

SA/NT Chapter

Allen Guyett - Thaxted Park GC

Kylie Christie* - Kooyonga GC

James Gold* - Mount Osmond GC

Darrin Rigby* - The Grange GC

VIC/TAS Chapter

Chelton Crow - Mansfield GC

Catherine Odgers* - Peninsula Kingswood CGC

Matthew Sellars* - Latrobe GC

Wayne Phillips* - Latrobe GC

WA Chapter

Kai Henschel* - Dunsborough Lakes GC

Aaron Tedesco* - The WA GC

Jenny Purdy* - Royal Fremantle GC

Harrison Peasnell* - Melville Glades GC

Bruce Mead**

^ Golf Facility members; * Provisional members; ** Former members

Top 10 moments from BMI Club Management at Riversdale GC

From 21st to 25th July, Riversdale GC welcomed a group of passionate club managers for a week of learning, laughter and a few surprises along the way. As GMA's National Program Manager, Courtney Flores attests, BMI Club Management isn’t just about ticking boxes, it’s about sparking ideas, sharing experiences and creating friendships that last well beyond the classroom.

This year, the Riversdale-hosted BMI week was no exception. From earlymorning coffee to yummy dinners, from eye-opening sessions on finance and law to some friendly competitive spirit on the mini golf course, every day was packed with insights and memorable moments.

Here’s Courtney's Top 10 Moments from the week: the highlights, the laughs and the learning that made this BMI one for the books.

1 2 3

GETTING SOCIAL WITH STUART

Stuart Williams from Shunt Media showed us how social media can be a powerful tool for golf clubs and yes, some participants realised their club’s Instagram might need more than just a photo of the 18th green!

THE CAFFEINE-POWERED KICKSTARTS

Every morning began with tea, coffee and a room buzzing with anticipation (and maybe a few yawns).

By 9:00am, we were ready to dive in. Rod Haines was even kind enough to take us through a full run down of his Masters trip... SLIDE... BY... SLIDE... (and yes, there was piano music to go).

4

HOLEY MOLEY HEROES

Monday night’s Holey Moley adventure proved that golf managers can be just as competitive indoors.

A special congratulations to Lloyd Miller, who took home the inaugural Holey Moley BMI trophy!

FINANCE MEETS AI

As GMA's regular educational contributor, Richard Comerford’s sessions on accounting and financial management (and how AI can support analysis) turned balance sheets from intimidating to intriguing. Richard always has a way to find numbers fun!

5

LEGAL LESSONS

Daniel Simons and Andrew Kirby made sure no one left without a solid understanding of employment issues and legislation; with plenty of practical takeaways to bring back to clubs.

6

LUMINA SPARK LIGHTBULB MOMENTS

Markus Eschmann’s Lumina Spark profiles had participants nodding, laughing and realising, “Oh, that’s why I work the way I do.” A standout session that gave real insight into team dynamics.

THE PEOPLE

At the end of the day, it wasn’t just the professional development, or even the mini golf. It was the group, the mix of ideas, experiences and friendships formed. I don’t think they stopped talking! That’s what BMI and GMA is really all about.

From (l-r): David Wren, Shane Tempest, Rob Blain, Sophie Edwards, Sam Kindlen, Jake Cole-Sinclair, Lloyd Miller, Jeff Chen, Edward Nicolette, Olivia Kline, Aidil Manjit, Rod Haines, Aaron Gaulke, Courtney Flores, Derek Stokes, Lauren McGill, Andrew Breeden-Walton, Georgia Edwards, Brett Campbell, Catherine Odgers

MEMBERSHIP MATTERS

Sarab Singh’s membership management and career development sessions reminded us that the heart of a club isn’t just the course, it’s all about us!

SERVICE WITH A SMILE

Liz Perkins closed out the week with service management, reminding us all that the little things make the biggest impact when it comes to member and guest experiences.

NETWORKING DINNERS

From the Nottinghill Hotel to Gambino’s rooftop, the dinners weren’t just about food.

They were about connections, stories and building a network that will last long after our time spent at Riversdale GC.

The Riversdale-hosted BMI program delivered everything we’ve come to expect. World-class speakers, practical knowledge and laughs along the way.

Whether it was learning about finance, diving into Lumina Spark, or competing at Holey Moley, one thing was clear - the BMI program is as much about people as it is about professional development.

For more information on the BMI Program, visit the GMA website: www.golfmanagement.com.au

2025 BMI LEADERSHIP PRINCIPLES PARTICIPANTS

BMI visits the sunshine state with Leadership Principles program hosted at Indooroopilly GC

Earlier this month, Indooroopilly GC played host to something special – the very first BMI program to be held in Queensland.

From 8th to 12th September, industry leaders came together for the Leadership Principles course – the final BMI of the year before Review Week in November.

Across the week, participants dived into topics such as governance, strategic awareness, ethics and leadership with Sarab Singh and Geoff Dickson, while also tackling case studies and group challenges. Of course, it wasn’t all classroom learning –networking dinners, a round of mini-golf at Holey Moley and some competitive bowling made sure everyone had the chance to connect, unwind and share ideas in a fun setting.

To capture the spirit of the week, our national program manager and BMI program coordinator, Courtney Flores, decided to mix things up a bit for this recap and ask each participant a light-hearted but meaningful question about their BMI experience – and here’s what they had to say.

NICOLLE JAMES

General Manager

Coolangatta & Tweed Heads GC, QLD

We had plenty of networking opportunities throughout the week – what’s been your favourite connection or conversation you’ve had here?

Engaging in a conversation with Scott Brown, who is outside of the industry, provided a refreshing and unique perspective on golf and the industry as a whole.

There were plenty of group discussions and activities –what did you learn from hearing different perspectives in the room?

Too... Much... Food. ROD HAINES

VIC/TAS Operations

Golf Management Australia

If you could sum up the week in three words, what would they be?

I learnt a number of things in our group discussions. Of note is the quite unique nature of golf club management and the requirement for a General Manager (GM) to work for a volunteer committee or board. The ability for the GM to “steer” the committee in the right direction is crucial for the success of the club. Failure to do so, will most likely result in the GM being removed, but the committee may remain unchanged. Although the committee is accountable for the success of the club, it is the GM who will not survive failure. Most other businesses do not have such a structure.

Additionally, the same leadership and management principles apply across all businesses and institutions. Golf management is not unique, it just has different systems and different products or outputs.

SCOTT BROWN

From (l-r): Frank Byrne, Thomas Punnett, Victoria Trikillis, Bernadette Lance, Courtney Flores, Jessica Wood, Karah Chapman, Bella Wood, Rod Haines, Andrea Grieve, Teegan Negreira, Ashley Bourne, Nicole James, Scott Wagstaff, Fritz Arnold, Scott Brown, Adam Hayes (aka Bondy), Matthew Lamerton, Sarab Singh

FRITZ ARNOLD Manager, Golf & Membership Royal Perth GC, WA

What’s one leadership insight from the week that you think you’ll use back at your club straight away?

I found the Lumina session particularly insightful, learning about my ‘effective’ and ‘overextended’ traits has given me some key areas to focus on when I'm back at work leading my team.

SCOTT WAGSTAFF

General Manager Carbrook GC, QLD

We saw some strong teamwork at Holey Moley and bowling – what did the social side of the BMI add to your experience?

I really enjoyed the conversations at the Holey Moley and Bowling evening over a beer or drink of choice. It allowed for some great conversations with some great people and to get to know them better as people.

That allowed us to be better in the classroom and we developed great bonds. You could feel the support all week with everything we did. Without the night times the day time classroom work would be much less rewarding and supported. Noone was too worried about sharing their ideas and some great conversations were had.

I value those moments.

MATTHEW LAMERTON Operations Manager

Cumberland Country GC, NSW

Sarab covered some big topics like governance and ethics – which one made you stop and really think differently about your role?

What really made me stop and think was the session on Club Ethics. The idea that issues often start small, with discomfort or misunderstandings, but can grow into tension and even crisis if not addressed early, really resonated with me. It made me reflect on how important it is to step in early with encouragement, guidance, or support, rather than waiting until something escalates.

The distinction between failures and mistakes also hit home, that a true failure is unconscious, while a mistake shows a lack of care or intent. It reminded me that as leaders, we set the tone for what is acceptable and how people learn from challenges. The framework around microaggressions also made me more conscious of the subtle ways behaviour can undermine a culture. It pushed me to think about how I can create a space where people feel safe, respected, and supported, while still holding everyone accountable to the standards and values of the club.

KARAH CHAPMAN Asst. General Manager Killara GC, NSW

You’ve done a few of these now – how does this BMI compare to the earlier ones, and what keeps you coming back?

Having completed all four BMIs, I can confidently say that each one has offered something unique and valuable.

This final BMI has been particularly impactful, providing leadership lessons that I can implement and take back to the workplace the very next day. The content has been deeply self-reflective, allowing me to learn about leadership holistically.

All the BMIs have been incredibly beneficial, helping me develop connections, learn more about the industry from like-minded people, and upskill continuously. The combination of practical insights and networking opportunities keeps me coming back for more.

FRANK BYRNE General Manager Wolston Park GC, QLD

What’s the most memorable lesson or moment you’ll be taking away from this BMI?

The most memorable lesson I took away from this BMI course was during the Strategic Leadership session with Sarab Singh.

It highlighted the importance of understanding the distinction between strategic goals and objectives versus key performance indicators (KPIs). While goals and objectives set the longterm direction, KPIs are the measurable actions we as leaders can directly influence through our decisions and day-to-day tasks.

This reinforced for me that effective leadership isn’t just about setting strategy. It is about ensuring the right actions and accountability are in place to make that strategy achievable.

WOOD General Manager

The Dunes GL,

VIC

Looking back on the week, what’s the one leadership principle that will stick with you most?

The leadership principle that will stay with me most is navigating change through the emotional change curve presented by Sarab Singh.

BERNADETTE LANCE General Manager Southport GC, QLD

What was your favourite moment of the week – inside or outside the classroom?

My favourite moment of the week was the collaborative discussions with the other General Managers.

Inside the classroom, I found the leadership and governance sessions incredibly engaging, but it was in the group exercises and shared conversations that the real value came through.

Outside the classroom, the informal networking, hearing different perspectives and challenges from clubs across the country, was equally rewarding. It reminded me that while every club faces unique issues, we are all working towards similar goals and learning from each other was a real highlight.

BMI delivers lifelong knowledge alongside lifelong colleagues.

TOMMY PUNNETT Director of Golf Bonville Golf Resort, NSW

What’s one thing you’ll take back to your team at your club to share with them from the BMI?

One key takeaway I’ll bring back to my team is a clearer understanding of the difference between management and leadership. While management is about processes and tasks, true leadership is about inspiring people to follow you willingly.

The BMI course really reinforced that good leadership isn’t defined by authority, but by how well you engage your team, earn their trust, and align them with a shared purpose. That’s something I want to focus on and share with my team moving forward.

Assistant Manager Redcliffe GC, QLD

If a colleague asked you why they should attend a BMI, what would you tell them?

I’d tell them a BMI is one of the best opportunities to grow as a manager and a leader.

The sessions give you practical tools that you can use straight away in your workplace, but just as importantly, they give you the chance to step back and reflect on how you lead.

It highlighted how people move through stages of denial, resistance, and at the lowest point, depression, before progressing towards acceptance and finally commitment. Understanding this curve is valuable as it allowed to relate and recognise where individuals or teams may be on the journey and will allow me provide the right support at the right time.

The networking is also invaluable, being able to share experiences, ideas, and challenges with other managers in the industry makes you feel supported and sparks new ways of thinking.

It’s not just training, it’s a chance to build confidence, connections, and skills that really make a difference back at the club.

JESSICA

TEEGAN NEGREIRA

ADAM HAYES (aka "Bondy") General Manager Patterson River CC, VIC

You’ve now completed all four BMIs! What’s been the best thing you’ve got out of the whole program and what would you say to someone thinking of starting?

I’m proud to share that I’ve now completed all four BMI courses with the most recent being the Leadership Principles course held at Indooroopilly GC.

This immersive five-day program was more than just a curriculum. It was a masterclass in strategic leadership, executive presence, governance, innovation and ethical decision making – all delivered in a dynamic, collaborative environment. While the Lumina Leader Assessment added depth and personal insight, helping refine not just how we lead, but why.

The open learning format fosters genuine connection, and the social events – from group dinners to casual catchups, strengthen the bond between motivated, passionate peers. For those contemplating enrolling in a BMI week, you will find that the friendships formed, and the shared wisdom exchanged across a group of like-minded professionals highly rewarding.

I have enjoyed my BMI journey thus far, and am grateful for the opportunity to grow not only professionally, but also personally.

ANDREA GRIEVE Financial Controller Oatlands GC, NSW

What did you learn about yourself as a leader during the leadership sessions with Geoff Dickson?

This experience reinforced for me how a strength can easily become a weakness if it's not used thoughtfully.

The very qualities we rely on can become double-edged swords - if we're not mindful of how our actions affect others or yourself, it's easy to cross a line and turn a strength into a liability.

I enjoyed the impromptu stand-up talks we were asked to give. I've always used storytelling to bring numbers to life, and it felt natural to apply that approach in those moments.

It's a technique I’ll continue to use when communicating change - whether to the team or to members. I believe that if I tell the story well enough, people will connect with the vision and be more likely to embrace it.

BELLA WOOD Operations Manager Belmont Golf & Bowls, NSW

You met a lot of new faces this week – what’s been the highlight of networking and connecting with others in the industry?

I found it invaluable to engage with industry professionals who generously shared their insights and advice.

The highlight of networking was the opportunity to meet many passionate and driven individuals deeply committed to the golf industry. These connections have not only broadened my understanding but also opened meaningful opportunities for collaboration and growth.

I look forward to continuing to build these relationships and playing a meaningful role in shaping the future of the golf industry. I really loved meeting everyone and I hope we cross paths again in the near future.

Manager

How did you find the balance between the classroom learning and the networking/social side of the week?

The Leadership Principles Program achieved a strong balance between structured academic content and professional networking. The classroom sessions were rigorous, delivering insights into governance, leadership, finance, ethics, and technology, while the case study presentations challenged participants to apply these concepts in practice.

Equally valuable were the networking and social activities, which created space for peerto-peer learning and the exchange of real-world experiences. Conversations outside the classroom often reinforced key themes from the sessions, providing context on how different clubs approach similar challenges.

This balance ensured that the week was not only an opportunity to strengthen knowledge and leadership skills, but also to build lasting professional connections across the industry.

VICTORIA TRIKILIS

Functions

New South Wales GC, NSW

Leadership and Performance Excellence: Key Takeaways from Sarab Singh’s Professional Development Series

The recent GMA professional development series, featuring renowned leadership expert Sarab Singh, has been a resounding success so far.

Held across multiple chapters in Australia, this full-day event brought together golf management professionals for a day of learning, connection and growth.

The series kicked off in WA on 26th August 2025, followed by VIC on 15th September, SA on 16th September and NSW on 17th September. QLD is scheduled for later in the year, on 25th November.

Sarab Singh, the headline facilitator from the Corporate Sherpas, guided attendees through an engaging exploration of adaptive leadership, organizational performance and the neuroscience of high-performance teams. The event was packed with practical takeaways and personal insights that participants could immediately apply to their roles.

A DAY OF LEARNING AND CONNECTION

The day in Victoria kicked off with an introduction from Mat Loughnane, manager of host club, Yarra Yarra GC, who set the

tone for the event with a truly succinct introduction:

"This is Sarab. He is a good bloke. He is a mate. Just listen to him."

Mat's casual, down-to-earth introduction reflected Sarab’s approachable style, which quickly became evident as the sessions unfolded. As a human behaviour expert, Sarab’s unique ability to blend behavioural science with practical leadership insights kept the room engaged and energized throughout the day.

ADAPTIVE LEADERSHIP FOR NAVIGATING COMPLEXITY

In the first two sessions, Sarab delved into the concept of Adaptive Leadership and how leaders can foster alignment and drive performance amidst uncertainty. The key takeaway? Today’s leaders need to be more flexible than ever before, constantly adapting to external challenges while staying aligned with their organization’s strategic goals.

Sarab emphasized, “Leadership is not about having all the answers. It’s about having the ability to adapt quickly, respond to change, and keep your team moving forward, no matter the circumstances.”

He elaborated on how embracing complexity can unlock new opportunities for growth. Leaders must be able to identify and leverage emerging challenges, whether it’s market shifts or internal team dynamics, and turn them into competitive advantages.

EMPOWERING TEAMS THROUGH NEUROSCIENCE AND PSYCHOLOGY

The latter part of each day focused on the Psychology and Neuroscience of Performance and Engagement . Drawing on the latest scientific research, Sarab provided participants with science-based tools to enhance team resilience and maintain high-performance mindsets. He explained how understanding the brain’s responses to stress and motivation can help leaders foster an environment where employees thrive, even under pressure.

One of the most impactful moments came when Sarab shared a strategy for building psychological safety within teams, saying, “When people feel safe to take risks, they perform better. It’s not just about giving them the tools to succeed, but creating an environment where they feel empowered to use those tools.”

By the end of the day, attendees had a clear understanding of how to apply these principles to improve their leadership style, create a more engaged team and drive meaningful outcomes.

NETWORKING AND LEARNING FROM INDUSTRY PEERS

Beyond the sessions, the event provided ample opportunities for networking and knowledge-sharing. With breaks for tea, coffee and lunch, participants were able to connect with their colleagues from other golf clubs across the country. For many, this was a chance to discuss common challenges, share success stories and brainstorm ideas for tackling the unique demands of golf club management.

“Seeing the range of experience and perspectives from attendees across the country was invaluable,” said Sarab. “It’s always inspiring to hear how others are navigating similar challenges, and the energy in the room was incredible.”

ROD HAINES, JODIE ALABAN • GMA TEAM MEMBERS

ATTENDEES REFLECT ON THE EXPERIENCE

Feedback from attendees was overwhelmingly positive. Many praised Sarab’s ability to break down complex psychological concepts into actionable strategies. One attendee noted, “Sarab’s sessions were both intellectually stimulating and practical. I feel like I’ve gained a deeper understanding of how to lead more effectively and keep my team engaged, even in the most challenging times.”

Another attendee from the WA session noted, “Mr Singh was so amazing for me, I think he helped me more than he thinks. My walls came down a little with him and I don't know how he did that. NO ONE HAS DONE THAT. Very amazing man, would love to spend more time with him just to talk about anything.”

Mat Loughnane, the event’s host in Victoria, also highlighted the personal impact of Sarab’s approach: “What I really appreciate about Sarab is his ability to make high-level

concepts feel relatable. His session was not only about leadership theory but about realworld application. The way he connects with people makes it all the more powerful.”

LOOKING AHEAD

Whilst this year's professional development series may be drawing to a close, the insights shared by Sarab are sure to resonate long after the event. As leaders continue to navigate the complexities of their roles, the lessons on adaptive leadership, performance psychology and team engagement will prove invaluable. Sarab’s closing message left a lasting impression on participants: “Leadership is a journey, not a destination. It’s about evolving, learning, and helping others evolve along the way.”

For those who missed the event, be sure to stay tuned for future opportunities to engage with Sarab and The Corporate Sherpas, as they continue to provide cutting-edge leadership development to the golf management community.

For the QLD Chapter who are yet to see Sarab, don’t miss it! In fact bring as many of your team as you can.

Everyone will benefit!

Beerwah GC claims 2025 QLD Toro Cup at Windaroo Lakes

Beerwah Golf Club has taken top honours at the 2025 Queensland GMA Toro Cup, with the dynamic pairing of Golf and Membership Manager Dale Williamson and Assistant Superintendent Sean Daines securing the title in this year’s edition of the popular event.

Held at Windaroo Lakes Golf Club, the GMA Toro Manager/ Superintendent Development Day once again provided a valuable opportunity for general managers and course superintendents to strengthen relationships, exchange ideas, and enjoy some well-earned time away from the daily demands of club life.

Now in its fifth year, the Toro Cup has become a key fixture on the Queensland GMA calendar, designed not only to foster collaboration between key club personnel but also to inject a healthy dose of fun into the professional development space. The day began with the Windaroo Lakes Education Session, where attendees were welcomed with coffee and a light breakfast before settling in for a series of insightful presentations. GMA Chapter Operations Manager

MIKE ORLOFF • OPERATIONS MANAGER (QLD)

Mike Orloff and Queensland Golf Course Superintendents Association President Mark Hauff opened proceedings with organisational updates and shared insights into upcoming initiatives.

Ben Marshall from Toro provided an exciting look at the future of turf management, showcasing the latest in robotic mowing and automated range picker technology now arriving on Australian shores, following delays over the past two years.

The education component continued with a roundtable discussion addressing current challenges across golf venues, including staffing shortages, course availability, weather impacts, and rising insurance concerns.

A particularly sobering but important presentation came from Shield Training’s Mike Covey, representing GMA’s newest corporate partner. Covey emphasised

the critical importance of emergency preparedness, particularly in responding to on-course cardiac events. Given golf’s older demographic, he highlighted that sudden cardiac arrest remains the leading medical emergency in the sport—and that response time is crucial to survival.

Following the formalities, the focus shifted to the fairways with a light-hearted 9-hole Ambrose event played on a specially modified par-3 layout. Teams of general managers and superintendents were paired for a fun and sociable afternoon of golf, played in six-person groups to encourage mingling and camaraderie.

Skill levels may have varied, but the enthusiasm was universal.

When the final scores were tallied, it was the Beerwah GC duo of Williamson and Daines who emerged victorious, adding their names to the Toro Cup honour roll and taking bragging rights for 2025.

GMA Queensland extends its thanks to Toro for their ongoing support of this important event, which continues to strengthen bonds across the golf club management profession.

Also to Kevin Dilks and his team from Windaroo Lakes for all the support on the day.

SMART TOOLS FOR SEAMLESS MEMBERSHIP

Hawks Nest swoops the trophies in the GMs, Supers & Pros golf day

HARVEY • NSW & ACT CHAPTER COMMITTEE, MUIRFIELD GC GM

The annual NSW/ACT chapter general manager, course superintendent and golf professional golf day was held at Killara GC in northern Sydney, on a particularly fine, yet cold winters day in July.

Twenty-two clubs were represented this year, along with a handful of valuable GMA sponsors and guests, making it a great day to network and spend quality time with each clubs’ key personnel.

The course presented extremely well, even with the greens running at a slick 12 -13 feet on the stimp. It made for a memorable day out, and one that tested every golfer.

The general managers play for the Victoria Cup, which dates back over 80 years, when the states ran their own associations, and the Victorian Division presented NSW with the cup. NSW decided to make it an annual event and present it to the best general manager on the day when the three key facets of the club come together.

This year, the coveted trophy went to Peter Davies from Hawks Nest GC.

The Bob Matheson Perpetual Trophy remembers Bob, who was on the GMA NSW committee for a long period - from 1973-75 and again from 1976-94, including a president prior to his retirement. Bob was made a Life member for his services to our

CAMERON

golf industry. As such, we remember Bob Matheson with a trophy that brings the key roles of the club together as a team.

The 2025 title, based on the best aggregate score from the GM, pro & super, went to Hawks Nest GC. The team of Peter Davies, Ben Mills and Kieran McMahon, all did their part to clinch the trophy from Oatlands and Northbridge golf clubs, both only one shot back.

The best professional's score went to Kieran McMahon from Hawks Nest GC, and the

best superintendent score went to James Thomas from Bayview GC.

Every player dreams of a holein-one, and for Mollymooks’ Barry West, he dared to dream again, when he holed out into the tightly cut pin on the 17th hole. Thanks to Killara GC for generously donating a bottle of Barry’s favourite beverage to help him celebrate. Great shot Barry - it is a shame the rest of the game was lost in the “navigation”!

Thanks go to GMA's major partner,

Schweppes, for sponsoring the day and supplying refreshments for everyone.

Extra special mention to Sam Howe, Lauren McGill and the whole Killara GC team who went out of their way to ensure everything was perfectly set for the day. Special thanks to Courtney Flores (GMA) for administering the day.

Kwinana wins 5th consecutive Management Challenge trophy

JODIE ALABAN • OPERATIONS MANAGER (WA)

Now in its 40th year, the GMA Management Challenge and Alex Monteath Trophy, one of the most anticipated events on the GMA WA calendar returned to the picturesque Lake Karrinyup CC in July.

With 17 GMA members in attendance, joined by board members and club professionals, the event showcased the strength and camaraderie of the golfing community in WA.

This year’s Management Challenge trophy was awarded to Kwinana GC (main picture) for an incredible fifth consecutive win. Congratulations to the winning team of president Matt Roberts, captain Iain Koch, general manager Dave Robinson, and PGA professional Joel Landers - a truly outstanding achievement.

The event also honours the legacy of GMA Life member, Alex Monteath, whose contributions to golf management in WA span more than four decades. Although Alex was unable to attend due to injury, Lake Karrinyup president, Ralph Gibson, stepped in to present the Alex Monteath Trophy to Ben Unbehaun, general manager of Nedlands GC, and Andy Gott, PGA professional (pictured top right).

In addition to the major trophies, players competed for individual awards and novelty prizes. A special thank you to Good Drinks Australia, one of GMA’s newest corporate partners, for sponsoring the “Nearest the Fin”, a fun addition to the day, and to Titleist and Footjoy for their generous prize donations. Congratulations to all the winners.

GMA extends its sincere thanks to our major partner, Schweppes, and Elite partner, Club

Car, for their continued support of this event. Your involvement is greatly appreciated. Finally, a big thank you to Lake Karrinyup GC, Mark Adams, and his team for delivering an exceptional experience both on and off the course. Your hospitality was enjoyed and appreciated by all.

Ben Sweeney wins Billie Friedlander trophy

JODIE ALABAN • OPERATIONS MANAGER (WA)

Held in August, in conjunction with Mandurah CC's annual invitational day, the Billie Friedlander Trophy brought together GMA members and our regular invitational day players for a day of networking and recognition.

Billie was a trailblazer in golf management with over 40 years of dedication to the industry. She was the first female member of GMA, held numerous leadership roles at both state and national levels, and was awarded GMA Life membership in 2019.

This year’s trophy was won by Ben Sweeny (pictured left with Billie), GM of The Cut and Secrets GCs, for his outstanding performance on the course.

GMA thanks Mandurah GC GM, Grant Shortland-Jones and his team for their generous support and hospitality. Your contribution helped make this event a memorable occasion for all involved.

GMA welcomes Future Golf as new networking partner

PARTNERSHIP ANNOUNCEMENT • FUTURE GOLF

Golf Management Australia (GMA) has announced a new corporate partnership with Future Golf, commencing 1 September 2025.

The 12-month agreement sees Future Golf join GMA as a Networking Partner, bringing fresh opportunities for members and clubs nationwide.

Future Golf is Australia’s largest and fastest growing golf community, now boasting over 40,000 active members and partnerships with more than 180 clubs across the country. Known for its innovative and inclusive approach, Future Golf provides a flexible pathway into the game, helping younger players and newcomers transition into traditional club memberships. Over the past decade, more than 13,000 Future Golf members have joined clubs, while events and engagement programs have generated

over $1 million annually in direct revenue for partner clubs.

For clubs, the benefits go beyond new members. Future Golf provides a proven model to monetise off-peak tee times, generate additional revenues across food and beverage, retail, and green fees, and create a pipeline of future long-term members.

The partnership also sees Future Golf take on a key role at the 2026 national conference golf day in Melbourne, where a special Hole-in-One prize of a new Genesis vehicle will be up for grabs, courtesy of Future Golf’s national partnership with Genesis.

GMA Chief Executive Officer, Paul Vardy, said the partnership is a strong step toward supporting clubs to grow participation and strengthen sustainability.

“Future Golf’s innovative approach to growing the game aligns closely with GMA’s vision to support club managers and foster stronger, more sustainable clubs. This partnership will deliver real benefits to our members by connecting them with new audiences and proven engagement strategies,” Mr Vardy said.

Future Golf Chief Operating Officer, Brenton Humphreys, shared his enthusiasm for working closely with GMA members.

“We are excited to partner with GMA to support club managers and help grow participation across the country. Together we can create opportunities for clubs to engage new golfers, boost revenues, and build a stronger future for the game,” Mr Humphreys said.

For more information on Future Golf, you can visit their website: www.futuregolf.com

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Introduction to Future Golf

FUTURE GOLF IS AUSTRALIA’S LARGEST AND FASTEST GROWING GOLF COMMUNITY, CREATED TO MAKE THE GAME MORE ACCESSIBLE, INCLUSIVE, AND CONNECTED FOR THE NEXT GENERATION OF PLAYERS.

We provide a flexible pathway into golf that blends traditional club engagement with modern membership experiences, offering value through:

+ Affordable membership options and national course access

+ Pathways for new players to transition into traditional clubs

+ A strong focus on community, diversity, and inclusivity in the sport

Strategic partnerships that drive value for clubs, members, and industry stakeholders Future Golf is playing a key role in bringing new and younger golfers into the sport, with an average member age of 35 and +80% of Future Golf members securing their first official handicap through the platform.

Today, Future Golf partners with over 180 clubs across Australia, conducts 250+ events annually at partner clubs, and delivers more than $1 million in direct revenue back to clubs each year through these events alone. The community now includes over 40,000 active members, with 13,000+ players transitioning from Future Golf into traditional club memberships over the past decade.

For partner clubs, Future Golf provides a proven platform to monetise off-peak tee times, deliver a strong lead generation channel for new and returning greenfee customers, and generate additional revenues across food & beverage, retail, and ultimately new memberships.

WHY PARTNER WITH GMA?

Our partnership with Golf Management Australia (GMA) reflects our shared vision of:

+ Supporting golf club managers with innovative engagement solutions

+ Driving participation and new revenue streams for clubs through our member base

+ Enhancing pathways into traditional clubs, helping strengthen their long-term sustainability

+ Showcasing best-practice partnerships that align with the broader growth of golf across Australia

As part of this partnership, Future Golf will be an official partner of the GMA Annual Conference and Golf Day, highlighted by a special Hole-in-One prize of a new Genesis vehicle - made possible through Future Golf’s national partnership with Genesis.

By working with Future Golf, GMA members can better connect their Clubs with a fast-growing, younger participation base of golfers, ultimately creating a sustainable future for the game and greater commercial returns for Clubs.

LISTEN. LEARN. NETWORK. DEVELOP.

CLUBHOUSE, LAND & DEVELOPMENT SUMMIT

Sydney 2025 Recap

Capital works projects are amongst the most significant

Golf clubs are highly capital-intensive businesses. Ray Cronin from Club

next, was the order of the day. After years of drought, golf in Queensland,

With this backdrop of new appetites for projects and demand for golf, Sydney 2025 - GMA's Clubhouse, Land & Development Summit - came into being. But with such a range of possible capital projects, where does one start in putting a program together? Fortunately, we’re in a very networked industry and valuable knowledge and experience is sitting all over the place, ready to be shared. You only have to pick up the phone.

The case studies quickly started to emerge, as did a whole lot of people to talk to: developers, course architects, golf industry consultants, club boards and management, Golf Australia.

A fortuitous bit of timing gave great structure to the event. With Jason Koenigsfeld, head of education with the Club Management Association of America

(CMAA), joining us in Perth in March for our inaugural leadership summit, we became aware of the newly produced CMAA Capital Improvements Handbook. It’s a 72-page bible on the strategic and operational steps to excelling at capital project delivery and operation. And it was designed by club general managers, grounded in the practical realities of getting a project from a vision to a reality. It’s an amazing resource and we are grateful to CMAA for sharing it. A printed copy was included in the delegates' summit bag, the value of which is hard to quantify.

We were grateful that Joe Krenn CCM CCE, who is the GM/CEO of Farmington Country Club in Virginia, and one of the key drivers behind the handbook, was able to visit and be our keynote speaker. Leading in to the event, Joe gave great support based on his experience in running two symposiums on club capital planning in the US.

Most importantly, we were thrilled to have 150 delegates join us at Pier One, under the Sydney Harbour Bridge, to sit and watch 24 speakers share their valuable information, with a backdrop of Luna Park in the distance and the endless array of boats passing by – including, at one point, an old submarine, and the odd SWAT team in their rigid-hull inflatables dressed as ninjas. But we are distracted… Joe Krenn is passionate about the topic. He made the point that while capital projects in the US clubs may sometimes be on a larger scale, it’s the same set of issues and processes needed to deliver a great outcome for clubs and their members. So, turn off the “Yeh, buts.”

So, what did delegates get out of their two days of education with its presentations and panels as well as trade exhibition and networking events?

PLANNING, PROCESS & PATIENCE

The importance of detailed pre-planning became very clear.

Discovering the highest and best use of land may take into consideration many options over many years. There are always lots of options to consider and rushing into a decision can often mean discovering information later that would present a more optimum alternative to what was chosen. Getting the process right can reveal the right information earlier in the piece.

Due diligence, governance and structured processes are vital safeguards. Patience is another major one.

No matter how well planned, issues arise that are not obvious in advance –even to the experts, so expect delays. Projects can be long processes, often over a decade. This has implications on managing the expectations of members.

As well, it reveals the importance of board stability in governance and the value of having long-term board and management tenure in a project. The institutional memory carried forward is critical in a complex project.

For those doing joint venture projects with developers, it's imperative that a club independently knows the value of the project. The developer certainly will.

TEAM & EXPERTISE

Building a connected team of experts (consultants, external partners, specialist advisors) is crucial for project's success.

Engaging consultants earlier reduces the load on boards and GMs.

Communication and engagement of both staff and members builds culture and buy-in.

FINANCE & FUNDING

Clubs are adopting new approaches to financing large projects (e.g. broader funding options now well accepted). Examples of timelines and capital improvement models provided insight into realistic expectations.

Long-term sustainability must underpin financial planning. One of the best quotes from one of GMA’s most experienced members in club projects, Barb Kelly, is “We can afford to build it, but can we afford to run it?”

This highlights the realities of new costs associated with upgrades such as compliance, staffing and depreciation.

LEARNING FROM OTHERS

There is a value in hearing case studies, both successes and failures.

Lessons include avoiding “mate’s rates” pitfalls (using member/director businesses without tenders/contracts), strong reminders that many clubs, public or private, face similar issues regardless of land tenure, and that there is a network of clubs who have most likely dealt with the same issues and they are there, available to be asked.

As well, trail blazers who had the courage to do something new and innovating (such as Pakuranga GC in NZ) have lots of lessons to share of what they would have done differently and what assumptions were made versus what reality presented.

Other examples such as Kate Shanks’ approach to staff redeployment at NSW GC during their major course and clubhouse project highlighted the benefits of maintaining a great culture and the value of staff retention for when opening occurs.

STRATEGY & VISION

Projects must align with the club’s strategy, vision and levels of member expectation.

Expectations are changing and dynamic as new ideas become known from what is offered at other venues. Capital improvement programs need to be dynamic, evolving with the ever changing demands.

John McCaferty, National Sales Director of Country Club International, shares a presentation on innovative land use opportunities with driving ranges and technology models.

COMMUNICATION

Clear, consistent communication with members, staff and stakeholders is a common success factor. Data-driven messaging strengthens member support. It’s said that nature abhors a vacuum, so lots of stakeholder communication is essential, even if your feel you’ve said it before and it seems not enough members read it.

If you don’t communicate, people will make stuff up instead and spread it.

SHARED CHALLENGES

Regardless of club type (private/public, owned/leased land), all the challenges are remarkably similar. Many clubs are either undergoing or planning significant development projects.

Reassurance that “we all go through the same motions” helped delegates feel less isolated in their challenges.

Delegates left Sydney 2025 with practical insights and a greater sense of enthusiasm to press on with their plans and projects, often with the confidence that they had the tools to be able to drive the project and navigate the twists and turns.

Many gained reassurance that they are on the right path, and the networking allowed connections that will come in handy through the sharing of experiences and intelligence.

Over the coming few pages, we share some of the key learnings and take aways from what was an outstanding two days of presentations at Sydney 2025.

To assist us in better informing and educating our members, we would like your assistance to continue providing relevant, interesting and unique stories from within the golf management industry that we can share in this journal. If you would like to write a piece for the GMA Journal, we’d certainly love to hear from you.

Please send your material to our Media & Communications manager, David Branddavid.brand@golfmanagement.com.au.

Golf Management Australia membership is an invaluable investment for you or a member of your team.

Part of our promise is to enhance your success by offering professional leadership development, ethical standards and responsive services.

Benefits to members are delivered in four key areas:

» Individual Professional Development

» Membership Support & Development

» Health, Wellbeing & Benefits

» Stakeholder Relationships & Industry Advocacy

GMA offers a range of annual membership options to suit the needs of the industry.

CLUBHOUSE, LAND & DEVELOPMENT SUMMIT

What Did We Learn?

10 Key Metrics on the Path to Capital Success

Jeff Blunden, from GBAS, presented a strong case for what it takes to be a successful club, with capital investment becoming a defining theme for golf clubs in recent years.

Sharing his insights into how clubs can measure and manage their way towards stronger financial and strategic outcomes, his presentation set out a framework of ten critical metrics that, when tracked together, provide a clear picture of a club’s health and its ability to fund both obligatory and aspirational projects.

Blunden emphasised that the enduring relevance of clubs doesn’t happen overnight – it is engineered. Clubs that thrive consistently demonstrate; satisfied members – attention to the day-to-day experience matters, responsiveness to change – clubs must adapt to evolving member preferences and asset renewal – regular reinvestment in facilities and course.

A strategic plan, he argued, is nothing more than a roadmap for creating this outcome and telling the story effectively to members.

and ultimately net available capital (NAC):

1. Membership & Structure –understanding member mix, waitlists, entrance fees, and the “Full Member Equivalent” (FME) calculation.

2. Subscription Revenue – the backbone of club income.

3. Rounds Played – a key driver of perceived value, retail spend, and F&B revenue.

9. Net Property, Plant & Equipment (PP&E) – the ultimate test of asset health and renewal.

10. Capital Planning (Obligatory vs Aspirational) – ensuring essential replacements are delivered while also funding projects that sustain future relevance.

In important terms commonly used by Club Benchmarking in the USA, Blunden distinguished between obligatory

Jeff Blunden (GBAS)

Forecasts shared illustrated how Net Available Capital must be carefully balanced against multi-year capex commitments to avoid depleting reserves.

Blunden’s message was clear: stronger clubs are getting stronger because they manage their metrics well, align spending with member expectations, and communicate their vision effectively. For all clubs, the path forward lies in informed planning, discipline in capital allocation, and keeping members engaged in the journey.

Vision and Mission for the Member Experience

David Burton and Gavin Burt showed delegates, that members and stakeholders respond to a vision that paints a picture of a better future.

A club’s vision is therefore far more than a statement on paper – it provides direction, informing members about what lies. Used well it guides decision-making, and helps define organisational culture.

Clubs face unavoidable tensions between ambition and resources. Metrics like the Capital Intensity Ratio and Net Available Capital highlight these constraints, and leaders are challenged to “do the right thing” while balancing financial realities.

Facts are essential to build trust, but emotion is equally important. Clubs must mobilise by stimulating excitement, making the process participative, and consistently inspiring through communication. The presenters stressed that trust underpins every relationship and transaction. Without it, progress slows and costs rise. Yet trust can be rebuilt through transparency, consistency, and openness.

It’s far better to over-communicate rather than assume understanding. Consistency

matters – one clear message from board, management and staff. Inspiration and trust are central to persuasion. Ultimately, clubs should aim for members to feel pride, ownership, stewardship, and obligation. This mindset creates stronger engagement and a sense of belonging.

Building on Legacy: A Vision for Golf Clubs of the Future

Tom Roche, CEO of Pariter, shared a perspective on how golf and recreation clubs can secure their futures by reimagining the use of their most valuable asset: land.

Roche outlined the pressures many clubs face: ageing facilities requiring costly compliance upgrades, declining and concentrated revenues, with heavy reliance on golf, gaming, and bar income, Resistance to levies, leaving clubs seeking alternative funding sources, and Under-utilised land offering potential but often left idle.

Roche emphasised that land can be re-imagined as a long-term strategic asset. Development, he argued, has the opportunity to go beyond one-off projects and instead integrate: enhanced club facilities (new clubhouses, course improvements), recurring income streams that secure financial sustainability, co-branded solutions that respect club history and identity, and community integration, ensuring projects generate renewed patronage and deeper ties.

Pariter positions itself as a partner and operator with flexibility in structuring deals – whether upfront cash, recurring revenue, or facility investment, transparency in balancing club goals with financial feasibility and capacity and credibility as both a developer and longterm operator.

Roche highlighted the transformation underway at Cumberland Country Golf Club. The clubhouse had reached the end of its useful life, with major refurbishment costs looming.

Pariter’s partnership is unlocking land value to fund: A reconfigured 18-hole course and new clubhouse, shared revenue from deferred management fees tied to a new retirement community, over 350 new residents, bringing fresh spending power into the club. Shared facilities (gym, pool, cinema) that enhance member experience.

Roche acknowledged that these projects must be carefully managed to maintain member trust. Concerns such as loss of land, identity dilution, and operational disruption need to be addressed through clear communication and staged engagement, transparent contracts ensuring joint decision-making and the brand-aligned design to protect club image and history.

For Roche, the end goal is clear: vibrant, sustainable club, an active community of members, residents, and visitors and a legacy secured by building on history, not over it.

David Burton & Gavin Burt (GBAS)

Pariter CEO, Tom Roche

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Newcastle Golf Club Redevelopment – A Vision Taking Shape

GM Rob Travis and President Alan McKelvey outlined the extensive redevelopment plans underway at Newcastle Golf Club.

The culmination of over 10 years of planning, the project includes a 100year lease for a substantial retirement village on the Club’s land fronting Nelson Bay Road at Fern Bay with 172 independent living units and associated infrastructure. This will see a revenue stream allowing the club to deliver the much-anticipated golf course improvement works under the guidance of course architects, Harrison Golf.

It became clear to all who had the benefit of hearing the presentation that that these types of projects are not for the faint-hearted. The McKelvey, a lawyer who specialises in NSW planning and environmental law, has been on the board as part of full planning process. He’s a great example of the benefits of both expertise and tenure on a club’s board.

Doing the heavy lifting and considering many alternatives, the project control group has three board members and the general manager.

Their session provided GMA delegates with a clear picture of both the opportunities and challenges associated with such a large-scale transformation.

Before any work could begin, the team emphasised the importance of addressing

multiple preconditions, including Aboriginal heritage impact permits, environmental approvals under the EPBC Act 1999, a biodiversity management plan, offset credits and an archaeological salvage across three identified sites

These steps underline the complexity of balancing development with heritage, environmental responsibility, and compliance. The redevelopment encompasses new detailed green designs and irrigation planning, upgraded course infrastructure guided by a comprehensive technical specification, and integration of biodiversity protection, with measures such as installing nest boxes and legally protecting remaining vegetation.

In addition, the broader masterplan includes new access off Vardon Road, a redesigned top carpark entry, an enhanced driveway and village entry, and proposed villa designs that will reshape the club’s frontage and hospitality offering.

Travis and McKelvey stressed the guiding principles of avoid, minimise, and offset when it comes to environmental impact. This philosophy ensures the redevelopment not only enhances the golf experience but also safeguards the natural landscape Newcastle Golf Club is known for.

With tender processes underway and detailed designs being finalised, Newcastle Golf Club is on track to deliver a redevelopment that blends modern golfing facilities with respect for the environment and heritage. The project reflects the club’s ambition to provide a first-class experience for members while ensuring long-term sustainability.

Construction Contracts: Andrew Kirby’s Insights for Golf Clubs

Andrew Kirby, barrister, former Captain of The Royal Melbourne Golf Club, and founder of Kirby Lawyers & Advisers, delivered a practical guide to construction contracts, tailored to the realities of golf club projects.

Kirby stressed that construction contracts aren’t just a “box-ticking” exercise. A well-drafted agreement adds certainty, provides structure and accountability, and ensures risks are properly allocated between parties. Standards Australia publishes several contract forms, but clubs must tailor these with bespoke provisions that reflect the specific project.

He outlined the main contract types:

• Lump Sum/Fixed Price Contracts –best for well-defined projects, offering budget certainty by placing cost overrun risks on the contractor.

• Cost-Plus Contracts – flexible but requiring vigilant oversight; suited for evolving projects where details may shift.

• Design-Build Contracts –consolidating design and construction responsibilities, often reducing costs and timelines. These are effective for projects not requiring complex architectural input.

Kirby highlighted key provisions every club should understand: Scope of works (and exclusions), payment terms and schedules, performance standards, insurance and indemnity

Andrew Kirby

Newcastle GC GM, Rob Travis & President, Alan McKelvey with GMA CEO, Paul Vardy

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clauses, warranties, subcontractor responsibilities, licensing and permits, Termination rights, liquidated damages, dispute resolution clauses and defects liability and rectification periods. He cautioned that ambiguity in these areas is a major cause of disputes.

Effective project administration is essential but often overlooked. Clubs rarely have the in-house expertise to manage complex builds, and appointing a Superintendent—an independent contract administrator such as an architect or engineer—is critical. The superintendent certifies payments, resolves disputes, monitors schedules, and ensures compliance with codes and standards. Their independence protects both client and contractor.

Clear scheduling and precise specifications underpin successful delivery. Clubs, alongside their architects and engineers, must drive this detail rather than leave it to lawyers.

Specifications translate design intent into enforceable standards, minimising ambiguity and disputes. Scheduling ensures resources and timelines are coordinated, with digital tools increasingly used to manage milestones.

Kirby outlined what can go wrong and how to avoid it: counterparty risk –conduct thorough due diligence before appointing builders and contractors, vague definitions – unclear scope or exclusions lead to costly variations, poor administration – failure to appoint a qualified superintendent, inflation and overruns – insufficient contingencies for labour and materials, delays – caused by approvals, utilities, or environmental issues and finance shortfalls –inadequate equity, debt, or member funding.

While litigation is slow, costly, and damaging for clubs that are also member communities, Kirby encouraged constant communication and practical renegotiation. Mediation, particularly with an experienced mediator, is often the quickest and most effective path.

Kirby’s advice reinforced a central theme for golf clubs embarking on capital projects: success depends less on the contract template itself and more on the clarity, planning, and administration surrounding it. The superintendent role, precise specifications, and disciplined scheduling can prevent disputes before they arise, saving clubs significant cost and time

Strategic Expansion at Oxley Golf Club

Oxley Golf Club is undertaking one of the most significant redevelopment projects in its long history, responding to external pressures and seizing new opportunities to secure its long-term future.

In a presentation by Aaron Muirhead , GM of Oxley GC and Marty Hirons from Solucio, they outlined the background to how Oxley had development planning forced upon it.

The Brisbane City Council has a plan to widen Boundary Road, a road that bisects the course. Golfers cross this road multiple times during their round and later return to the clubhouse. With tunnelling or bridging ruled out due to excessive cost, Oxley GC has had to work decisively to secure its future.

• A new 50-year lease has been secured over the southern parcel of land.

• Plans are underway to relocate the entire golf course to this southern site, with a new clubhouse and supporting facilities.

• The 11-hectare northern parcel is being considered for partial sale, joint venture, or long-term lease, with retirement living and shortstay accommodation emerging as favourable options.

A comprehensive Development Application is nearing completion, supported by ecological, traffic, hydraulic, and architectural studies. Engagement with stakeholders and market testing are ongoing.

To shape its approach, Oxley GC is drawing on case studies such as

Victor Insurance's Paul Mullarvey gave an insight into issues of Liability risks, property risks and management liability-based risks associated with capital works

Oxley GC GM, Aaron Muirhead (right) & Solucio's Marty Hirons

Indooroopilly, McLeod, and Pacific Golf Clubs where retirement living and joint ventures can deliver long-term financial sustainability while retaining club land.

The speakers noted that the broader policy and investment climate is both challenging and opportunity-rich. With the ongoing housing crisis, immigration growth and unpredictable construction costs, clubs are now increasingly exploring diversified revenue streams and modernising their facilities. The definition of golf is expanding – from mini-golf to simulator golf – opening new pathways to attract families and nontraditional audiences.

The message was clear: robust financial modelling, long-term thinking, and strong member engagement are critical. As Hirons cautioned, clubs must “beware the shark” – unrealistic forecasts and developer traps can jeopardise outcomes. Through this redevelopment, Oxley GC aims to adapt to a rapidly changing urban landscape. It aims to enhance its facilities and member experience, generate sustainable, long-term income, retain ownership of strategic assets wherever possible and deliver a great golf experiences.

As Muirhead summed up, this project is not about a one-off financial boost but about securing the club’s relevance, resilience, and prosperity for the next 90 years.

A Golf Course Architect’s Perspective on Development

Scott Champion, Golf Course Architect with Harrison Golf, shared insights into the complexities of golf course development and land-use planning.

His message was clear: club leaders carry the responsibility for ensuring the longterm sustainability of their facilities, and informed decision-making is crucial when considering the biggest land-use choices in a club’s history.

Champion highlighted a marked shift in the market towards infill developments, with projects such as Newcastle Golf Club, Townsville Golf Club, and Cumberland Country Golf Club all incorporating residential or mixed-use elements. Increasingly, clubs are recognising that their land assets—valuable and flexible— can be leveraged in multiple ways. Beyond housing, possibilities include par3 courses, practice facilities, mini-golf, short loops, and even hospitality options such as cafés.

Walking delegates through the typical phases of a golf course project, Champion

emphasised the importance of structure and expertise:

• Selecting an Architect – clubs must look beyond design flair and ensure their chosen architect understands the intricacies of golf course development.

• Master planning – a blueprint for the future, ensuring that capital expenditure aligns with long-term vision. Champion warned against allowing developers to dictate early planning, a common mistake that can compromise safety and strategy.

• Development Partnerships – creating a realistic development envelope and working with the right consultant team, from agronomists to ecologists.

• Approvals & Membership – engaging members early through surveys and communications, while navigating rigorous council and state approval processes.

• Detailed Documentation & Procurement – robust design documentation and tendering processes to ensure cost control and governance.

• Construction & Staging – the “fun part,” but one that requires careful supervision, staging, and ongoing improvement.

Champion illustrated his points with practical examples:

• Cumberland Country Golf Club (NSW) – working with Pariter to deliver new independent living units and a clubhouse alongside course improvements.

• Townsville Golf Club (QLD) – reducing from 27 to 18 holes while adding a new clubhouse, practice facilities, and driving range.

• Brighton Lakes (NSW) – a land swap with council that allowed new holes to be built while enabling mediumdensity housing.

• Newcastle Golf Club (NSW) – a seniors’ living development partnered with a developer, enabling course rerouting and full course upgrades.

Champion closed his presentation with a set of practical lessons for club leaders:

• Prepare a masterplan to guide capital expenditure and ensure alignment with long-term goals.

• Use a golf course architect to shape the development envelope, ensuring safety and effective land use.

• Engage members early and often to avoid late-stage resistance.

• Invest in detailed documentation to control costs and enable competitive tendering.

• Where possible, stage works efficiently, doing as much as resources allow within shorter timeframes.

Development is about more than new buildings or additional revenue streams— it’s about creating the best possible version of the golf course, ensuring its sustainability and appeal for generations to come.

Unlocking Value: Land Development Lessons from Merewether GC

When undertaking a development of great scale, it's hugely valuable to have expertise inside the club’s tent.

Development consultant and Merewether board member, Anthony Darcy, is one such expert. He’s a development consultant and was able to provide the development process blueprint that normally would be known only by the developer. He was joined by Merewether’s GM, Adam Cecil, who together outlined a

Scott Champion (Harrison Golf)

structured approach to land development and shared their club’s journey.

Joining them on stage was Tony Craswell, Head of Venue Development at Golf Australia, who set the scene for the demand for golf, the demand for land and the interest by clubs to unlock the value of their land.

Guiding us through a process flow diagram, Darcy showed the development process through three stages.

1. Initial Feasibility

• Assess ownership, land use, planning constraints, course drawings, constitution and site issues.

• Identify risks such as flood, heritage, Aboriginal land, ecology, contamination and utilities.

• Deliver an Initial Feasibility Report as a hold-point for decision-making.

2. Detailed Feasibility

• Engage planners and architects to prepare concept designs.

• Build out project feasibility, including approvals, design, construction and yield forecasts.

• Establish a delivery program and test assumptions with stakeholders.

3. Funding and Expression of Interest (EOI)

• Release an EOI to market with all feasibility details.

• Select a proponent aligned with the club’s objectives and negotiate a Development Management Agreement (DMA).

• Clarify responsibilities around design, approvals, funding and project risks.

Delegates were then taken on the Merewether GC case study to secure its financial sustainability and create a modern clubhouse and facilities. With the benefit of a development process,

and through due diligence, the club could understand the value of all options for development and diversification.

Ultimately, the club was able to de-risk the project while securing one of the best land values ever paid in the area. The development management agreement included provisions for future increases in independent living unit numbers.

Key elements included some fundamentals common to all successful projects:

• Stakeholder management: Aligning members, boards, staff and community expectations.

• Future-proofing: Designing facilities that meet long-term needs while balancing cashflow and capital.

• Change management: Communicating consistently without overwhelming stakeholders.

As well, the club was able to continue operations during disruption, maintaining 18-hole access and minimising member impact throughout construction

Outcomes for members and the community include a new clubhouse and bistro to enhance member enjoyment, secured long-term revenue streams, continued access to quality golf facilities during construction and facilities positioned to be among the best in the state.

The key takeaway for clubs is to gather expertise and have the knowledge needed to make optimal decisions whilst reducing risk. This includes careful feasibility and staged hold-points that help clubs maintain control. Open communication is essential but must be balanced. Think long term. Development isn’t just about today’s needs – it’s about future-proofing for the next generation of members.

Urban Range –Pakuranga Golf Club

We were delighted to be joined by Sam Abela, GM of Pakuranga GC. A delegate from New Zealand, Sam just happened to have a valuable story to share. We just had to ask!

Lots of clubs have limitations on the amount of land they have for practice facilities but few have taken on the challenge head-on with such creativity.

And so it was that Sam shared the story of how a struggling club went looking for ways to build its relevance to the golf community and its sustainability as a club.

Merewether GC GM, Adam Cecil

Pakuranga GC GM, Sam Abela (right) with GMA CEO, Paul Vardy

After much research, the club in 2020 embarked on a $1.3 million, fully netted (including the top) single-layer, eight-bay (with scope for 10), “urban Range” with 35m ball flight, 15m peak height, 35m width, all on a 1,700sqm site. The nets are held up by large steel beams, the only feasible option when tall poles with gi-wire ropes extending sideways was not an option due to space.

What was expected to be dominated in use by members quickly became much more. It became far more feasible to have for the public, who make up to 75% of its use. Members use it at a 20% discount, but have to book a bay like a member of the public. The range generates around 5,500 balls hit per day and 60,000 users per year.

It’s had spin-off effects too. The club is seen as more approachable by the public. Users can utilise the food and beverage offerings at the club. It’s low maintenance and doubles as a flexible space.

Knowing what they know now, what would they have done differently? Due to its success, in hindsight, adding another level to allow up to 20 bays would have been one change. This scale would have made a separate staffed reception and hospitality service more feasible. In-bay dispensers, online bookings and entertainment options are all things that are more common these days and could have been added to the build.

Who uses the range and is there a transition to membership of the club? The range is used by all ages with 30% being older women. For some, the 35m distance is perfect as they feel they can hit the net. Most have no intention of joining the club as this form of golf is what appeals to them the most.

Pakuranga’s “Urban Range” shows how a relatively small footprint can deliver strong participation, diversify income and reshape perceptions of a traditional club.

Transforming Course and Clubhouse for the Future

Lonsdale Links CEO, Josh Hall and New South Wales GC Executive Manager, Kate Shanks, shared their club journeys and experiences of completing both course and clubhouse developments at the same time.

The stories show the completely different contexts that led to the major works and the means by which the projects were funded. But the objectives in the end were the same - better facilities for the future benefit of members and guests, a sustainable club and top culture to match.

Whilst Lonsdale Links was a transformational change in club and culture, the journey at NSW GC was more about retaining and enhancing what they had.

Central to this was the way they were able to manage and support their people during the transition so they could get back to serving members once open.

A fascinating session by two highly credentialed practitioners who were only too happy to share their story and learnings.

Masterplanning the Future: Long Reef’s $21M Vision

Long Reef GC, located on Sydney North Shore prime crown land attracts more weddings than surely any golf club in Australia.

GM, Ben Russell, is the kind of sleevesrolled-up, fast-paced GM that thrives in a pressure environment. He’s no novice to projects and deadlines. A recent $1 million essential renovation had to be delivered within an eight-week timeframe as the bookings were all locked in.

But, the club has many existing compliance and maintenance issues. It is unsustainable for the club to keep fixing up the building, and plant and equipment in an emergency.

In June, after much consultation with members and consultants, Long Reef GC lodged a Development Application with the Northern Beaches Council for a clubhouse redevelopment.

Subject to this assessment, which may take up to a year, the club will commence member consultation and detailed planning for what may be a $21m project.

Lonsdale Links CEO, Josh Hall (left) & NSW GC Executive Manager, Kate Shanks, with GMA CEO, Paul Vardy

Long Reef GC GM, Ben Russell (right) with GMA CEO, Paul Vardy

Project is Done… Now What?

Closing the Loop on Capital Projects

Joe Krenn CCM, CCE, led a timely discussion on one of the most overlooked stages of major capital works – the closeout. His presentation, explored the vital steps clubs must take once construction is complete, ensuring a smooth transition into operations and long-term success.

Krenn stressed that effective wrap-up is not an administrative formality, but a strategic necessity. It protects the club’s investment by resolving outstanding issues before they become costly. It builds trust with members and staff through open communication about outcomes. It prepares the club for future success by embedding lessons learned.

Drawing on practical examples, Krenn highlighted the key components of a successful project closeout:

• Finalising punch lists and warranty items so defects don’t linger.

• Comprehensive documentation for clarity and accountability.

• Staff onboarding and training, ensuring teams are ready to operate new facilities.

• Transparent communication with members and boards about outcomes, budgets, and next steps.

Krenn also noted the operational impacts of capital projects. New facilities

inevitably bring new workflows, systems integration challenges, and altered member experiences. Early identification and resolution of such issues avoids disruption and maximises the club’s return on investment. Krenn shared his own “learning experience” from being pressured to open a new clubhouse with seasonal dining demands before he and his team had had a chance to get their systems right.

One minute he’s dealing with last minute compliance issues and sign-offs to operate and the next minute the floodgates are open. In the explosion of high demand, no-one wants to hear that your head, only five minutes earlier, was in the construction phase and now everyone man and his family wants

to be seated in the new surrounds to experience the amazing new club. The presentation concluded with lessons gathered from other clubs. Joe was joined in a panel by Nigel Gibson , GM of Maroochy River GC, Robert Vincekovic, GM of Glenelg GC and Kate Shanks, GM of New South Wales GC, as they discussed issues such as: Planning for post-occupancy tweaks, engage staff well before completion so they own the change, communicating budget outcomes openly to maintain trust, document insights to inform future projects and importantly – approaching the transition with optimism and seize the opportunities created.

Headline keynote presenter, Joe Krenn CCM CCE

Joe Krenn (left) with Nigel Gibson (GM, Maroochy River GC), Robert Vincekovic (GM, Glenelg GC) & Kate Shanks (Executive Manager, NSW GC)

Building Better Clubs: Insights from Joe Krenn and the CMAA Capital Improvements Handbook

A STEP-BY-STEP FRAMEWORK FOR SUCCESS

In August, the Clubhouse, Land & Development summit brought together club leaders, consultants and project specialists to examine one of the most pressing issues in golf club management: how to plan, fund and deliver capital projects that secure the long-term success of clubs.

Joe Krenn, CCM, CCE , the CEO and GM of Farmington Country Club, Virginia, and current Secretary–Treasurer of the Club Management Association of America (CMAA) was the keynote speaker. With more than $65 million in capital projects overseen during his tenure, and a long record of service to the club management profession, Joe brought an international perspective grounded in practical experience.

WHY CAPITAL PROJECTS FAIL

Krenn began by sharing a sobering truth: capital projects are the most common cause of failure in clubs . While they represent exciting opportunities for renewal, often

they can create division, financial strain and operational challenges.

The key reasons he outlined include:

» Lack of strategic alignment – projects launched without being firmly anchored to the club’s long-term plan quickly lose focus.

» Leadership gaps – when roles and responsibilities are unclear, progress falters and member trust erodes.

» Budget overruns and delays –underestimating costs and timelines remains the most frequent pitfall.

» Hidden operating costs – new or expanded facilities often bring higher ongoing expenses that aren’t factored into forecasts.

» Weak funding models – reliance on short-term solutions or poorly structured debt can leave clubs financially exposed.

Krenn’s core message was simple but powerful: time invested up front in planning pays off many times over “Time and patience in the beginning saves time, money, and political capital in the future,” he told delegates.

Delegates were then introduced to the CMAA Capital Improvements Handbook (2024), a resource Joe helped shape as part of a CMAA taskforce. Importantly, this handbook is not the work of consultants, academics or external advisers. It is a manual written by club managers for club managers, drawing on lived experience from professionals who have delivered capital projects under pressure.

The handbook sets out a clear, staged framework for success:

Phase 1 – Research and Planning

» Conduct facilities assessments and capital reserve studies.

» Form a Master Plan Working Group with directors, managers, staff and external experts.

» Select strategic partners (architects, designers, project managers) through structured evaluation processes.

» Engage members early to gather input and build consensus.

Phase 2 – Selling the Plan

» Develop options, budgets and schedules.

PAUL VARDY CCM • CEO, GOLF MANAGEMENT AUSTRALIA

» Communicate the rationale (“the why”) clearly and consistently.

» Use newsletters, information sessions and online meetings to reach as many members as possible.

» Carefully select presenters who can build credibility and trust.

Phase 3 – Implementation

» Move from design development to detailed construction documentation.

» Secure permits, appoint contractors and manage procurement.

» Monitor progress against cost, schedule and scope.

» Keep communication flowing with members throughout the build.

LEADERSHIP, TEAMS AND TRANSPARENCY

Both Krenn’s presentation and the handbook stress that project management is a team sport . Success requires the right balance of internal leadership and external expertise:

» Board of Directors – provides oversight, fiscal responsibility and approval.

» General Manager/CEO – drives day-today alignment with the club’s strategy.

» Subject matter experts – finance, hospitality, facilities.

» External partners – architects, designers, project managers, contractors.

Transparency is essential. Clubs must openly share not just the benefits but also the costs, risks and potential trade-offs of capital projects. Member trust is built when they can see the process is rigorous, inclusive and strategically sound.

FINANCIAL PLANNING: BEYOND THE BUILD

The Capital Improvements Handbook dedicates significant focus to the financial dimension. A strong balance sheet, clear funding mechanisms, and persuasive communication of the financial plan are vital. Clubs are urged to:

» Separate operational and capital funding streams.

» Use tools such as entrance fees, capital dues, assessments, debt and surpluses appropriately.

» Be transparent with members about repayment strategies and long-term impact.

Krenn reminded delegates that projects don’t end at the ribbon-cutting. Budgeting for operational costs – staffing, utilities, maintenance – is just as important as covering construction costs.

A RESOURCE FOR EVERY CLUB

emphasised that the handbook applies equally to smaller projects : refurbishing locker rooms, upgrading practice facilities or modernising dining spaces. The principles of clear planning, transparent communication and disciplined financial management are universal.

CLOSING REFLECTION

Capital projects are defining moments in a club’s life. They shape the member experience for generations and can either secure or jeopardise a club’s future.

The CMAA Capital Improvements Handbook provides a practical roadmap that helps managers avoid common mistakes and deliver successful outcomes. As Krenn told delegates in Sydney:

“This handbook was written by club managers, for club managers. Use it, and you’ll avoid the mistakes many others have made.”

For Australian clubs planning their next major project, the message from the Summit was clear: take the time to plan well, engage your members, lean on proven frameworks, and lead with confidence.

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First Choice Services expands support for golf clubs

Across Australia, golf clubs are under constant pressure to deliver exceptional member and guest experiences. From welcoming clubhouses to well-presented amenities, every detail contributes to the reputation and success of a club.

Behind the scenes, professional facilities management plays an essential role in ensuring that standards are consistently met.

First Choice Services (FCS) has become a trusted name in this space, providing cleaning and maintenance solutions tailored to the unique needs of golf clubs.

As a proud partner and major sponsor of Golf Management Australia (GMA), the company is deeply invested in supporting the industry and helping clubs present themselves at their very best. With an expanding portfolio of clients across New South Wales, Victoria and Queensland, First Choice Services has established a truly national presence within the sector.

Recent growth has included the appointment of Patterson River GC in Melbourne and Beverley Park GC in Sydney, both of which have engaged First Choice Services to deliver consistent, high-quality cleaning support. These new partnerships reflect the growing confidence clubs are placing in specialist facilities management providers, recognising the value of outsourcing essential services to professionals who understand the standards required in a member-focused environment.

With the capability to service both metropolitan and regional clubs, from Sydney and Melbourne through to the

Gold Coast, Brisbane, Toowoomba and the Sunshine Coast, FCS continues to demonstrate its reach and reliability across the industry, building long-term relationships that strengthen the sector as a whole.

A key strength of First Choice Services lies in its ability to adapt to the specific requirements and operational demands of each club. Competition days, social functions and community events all bring different pressures, and the company works closely with management to ensure cleaning schedules align seamlessly with daily operations. This flexibility not only protects the presentation of facilities but also allows the club to focus on the member experience, confident that day-to-day upkeep is in expert hands.

As a business, FCS recognises the vital role golf clubs play within their communities. By keeping facilities in top condition, the company helps clubs enhance member satisfaction and create an environment that encourages people to keep returning. This commitment underpins FCS ongoing investment in people, systems and processes to deliver consistent, scalable and reliable outcomes.

Through its partnership with GMA, First Choice Services also demonstrates its broader commitment to the industry, ensuring clubs have access to the support they need to thrive. By continuing to expand its partnerships with leading clubs, the company remains dedicated to raising standards in facilities management across the sector.

To contact First Choice Services please reach out to support@firstchoiceservices.com.au

MEMBER ASSISTANCE PROGRAM

The GMA Member Assistance Program (MAP) is provided to GMA members and their immediate family through our service provider, Acacia EAP. Acacia EAP is a national independent service provider specialising in supporting people in dealing with personal or workrelated issues in a positive way.

HONORARY SOLICITOR

Golf Management Australia offers its members the services of Michael Horton, from law firm RBHM Commercial Lawyers, in the role of Honorary Solicitor. The role is intended to enhance and assist general managers/GMA members in delivering a more valuable service to their golf clubs and boards.

The GMA Green Book is produced by GMA with corporate specialist Tony Sernack.

Copies of can be obtained for $29.95 each (or $250.00 for a pack of 10).

To order your copy, please contact your Chapter operations manager. $29.95

SPIN POCKET TM

Golf Club Liability

Should a golf club erect warning signage? Should a golf club use designated “Call Up” zones? These and other similar questions are often asked by golf clubs.

The clubs concern, in these situations, seems to be if they acknowledge something is dangerous, like erecting a warning sign, it’s an admission they know it’s dangerous and that’s a bad thing for a club to do.

Let’s clarify a few important things starting with some important phrases.

Duty of Care is the responsibility of a golf club to act to ensure the safety and wellbeing of its members, guests, employees, and visitors. It is a legal obligation of a golf club.

Liability refers to the golf club being legally responsible for its actions or omissions that cause harm or damage to another person or property. When a club is liable, it is legally obligated to compensate for the harm it has caused.

Negligence is a failure to exercise the care that a reasonably prudent person would in similar circumstances, resulting in harm to another. It involves a breach of duty that leads to injury or damage. For instance, if a golf club ignores known hazards on the course, by not erecting a warning sign, and a player is injured as a result, the club may be found negligent.

Indemnity is a contractual agreement where one party (the club’s insurer) agrees to compensate another (the club) for certain damages or losses.

HOW DOES THIS WORK IN PRACTICE?

Like it or not, a golf club does hold a duty of care to ensure the safety and well-being of its members, guests, employees, and visitors. This duty encompasses several key responsibilities, including:

1. Maintaining Safe Facilities : Ensuring that the golf course, clubhouse, and other facilities are well-maintained and free from hazards that could cause injury, such as uneven terrain, damaged equipment, or slippery surfaces.

2. Providing Adequate Signage and Warnings : Clearly marking hazards, dangerous areas, or conditions that could pose risks to players and visitors.

3. Implementing Safety Policies : Establishing and enforcing rules and procedures to promote safe play and prevent accidents, such as guidelines for handling golf cars or managing weatherrelated risks.

4. Staff Training and Supervision : Ensuring staff are properly trained to assist guests, manage emergencies, and uphold safety standards.

5. Emergency Preparedness : Having appropriate first aid facilities, emergency response plans, and trained personnel available to handle accidents or medical emergencies.

6. Risk Management : Regularly assessing potential risks and taking proactive measures to mitigate them, including inspections and maintenance routines.

The duty of care requires the golf club to take reasonable steps to prevent foreseeable harm. The goal is to prevent foreseeable injuries or property damage by taking reasonable precautions. Failure to do so could result in liability if someone is injured due to negligence or unsafe conditions.

SUMMARY

A golf club has a legal obligation, called a duty of care, to ensure a safe environment. A club should be proactive to uphold this duty of care.

If an incident or injury happens due to the golf club’s failure to meet its duty of care, such as neglecting hazards, the club may be held liable for damages. This could lead to legal action.

GMA CONNECT: Join the conversation

With more than 1,600 discussion threads and 140 uploaded items in the library, GMA members are engaging with GMA Connect to share questions, knowledge and resources.

Join the conversation – share with your colleagues, or simply read the threads and stay informed. Thanks for your contribution.

GMA members can go to connect.golfmanagement.com.au and use your GMA sign-in and password to join in the conversations.

Victor Insurance Pty Ltd (“Victor Insurance”) is an underwriting agency and an authorised representative (AR No. 403803) of Marsh Pty Ltd (ABN 86 004 651 512, AFSL 238983) (“Marsh”).

This publication contains general information, does not take into account your individual objectives, financial situation or needs and may not suit your personal circumstances. For full details of the terms, conditions and limitations of the covers and before making any decision about whether to acquire a product, refer to the specific policy wordings and/or Product Disclosure Statements available from Victor Insurance on request. Victor Insurance makes no representation or warranty concerning the application of policy wordings or the financial condition or solvency of insurers or re-insurers. Victor Insurance makes no assurances regarding the availability, cost, or terms of insurance coverage.

Victor Insurance are partnering with Golf Management Australia (“GMA”) and Golf Australia to educate golf clubs on the need to consider insurance in a broader context.

© 2025 Victor Insurance Pty Ltd. All rights reserved.

Each case is different, but when a club is held liable for damages from a negligent act that breached its duty of care, the general concept of the club’s public liability policy is to provide indemnity . This defends and protects the club from any financial compensation and the cost of legal representation that may be required.

Victor Insurance encourages clubs to take actions that help prevent incidents.

Victor Insurance partners with GMA to help golf club general managers understand more about the risk & insurance of golf clubs. If your club isn’t already insured with Victor Insurance, you can ask your broker to source a quote from Victor Insurance for your next insurance renewal.

Smarter Parking Solutions for Modern Golf Clubs

WHY PARK.ME?

Golf clubs are no longer just about fairways and greens. Many are diversifying their land into residential apartments, villa-style accommodation and other new facilities.

A recent GMA survey found 60% of clubs are planning new capital facilities within five years, while many more will renovate existing assets. These changes raise critical questions about how to use space effectively and deliver modern experiences to members.

While these projects create valuable opportunities, they also put pressure on one of a club’s most important assets … parking

KEEPING MEMBERS FIRST

As new developments bring in new guests, clubs must ensure parking remains a

member-focused privilege. Sint’s Park. Me system provides the control needed to protect members’ access and ensure parking reflects their needs. Sint has already delivered integrated parking solutions for clubs with residential living facilities such as Kogarah Club House, Bondi Waverly RSL and Petersham RSL, keeping member privileges consistent regardless of the changes around them.

INTEGRATED ACCESS CONTROL

Park.Me integrates seamlessly with the popular Northstar/MiClub software and many other membership systems. Any updates to a member’s details in the system are automatically reflected across car park access, club entry points and membership privileges. Parking access options are flexible, from swipe cards and QR codes to number plate recognition and long-range vehicle tags. Clubs can also set time-based rules and manage access remotely.

The Park.Me Wi-Fi car park management system integrates directly with membership platforms. This helps clubs manage capacity on busy days. Using advanced RF technology and long-life batteries, Park.Me reduces costly cabling and barriers. Members can swipe or use number plate recognition for smooth, accurate validation.

TRUSTED PARTNERSHIPS

Sint partners with Secom , a leading technology provider for clubs, delivering IT infrastructure, Wi-Fi, IP security and ISOcompliant facial recognition.

Discover how Park.Me can enhance member experiences and protect your club’s assets:

P: 1300 175 994

E: info@sint.com.au

W: sint.com.au/parkme/

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Latrobe GC Dining & Kitchen Kingston Heath Maintenance Shed

What’s really going in your head during a conference, summit, BMI, professional development day or webinar?

PAUL VARDY CCM • CEO, GOLF MANAGEMENT AUSTRALIA

Looking deeper into member attendance at a GMA event, the listening and the networking, it's worth considering what is really going on inside the head.

It also explains why people are attending in great numbers to lap up the insights.

Self-referencing: When a delegate is listening to a speaker/colleague, they’re invariably asking themselves, “Where does this fit in my real-world operation?” When personal relevance is activated, it leads to better memory and a stronger intent to act.

Schema matching: New info is tested against existing models (budgets, boards, members, club systems, whatever). If it fits a known pattern, it lands; if not, it’s ignored.

Analogical mapping: People translate the example given on one club, or a group of clubs collated in a survey, to their own. Lots of conversations kick off from what is translated.

Mental simulation: Brief, vivid “how I’d do

it” run-throughs form the first steps of an action plan. Overcoming the problem of being stuck on a next step can come about from hearing a speaker or talking to a colleague.

Utility check: Quick cost–benefit and feasibility appraisal is going on (money, time, political capital with the board). You can do that, but with what budget? What, therefore, can we do with our budget?

Cognitive load gating: If slides are dense or jargon-heavy, there’s no bandwidth left to do any of the above. Slides need a maximum of one lesson and six objects at a time and ideally, five are blocked out and one focused on at a time. Check out David JP Phillips' Death by PowerPoint video.

WHAT CREATES “THIS APPLIES TO ME” TO OCCUR:

Concrete near-transfer: Examples that are close to the listener’s context (e.g., women in our golf program are joining at a 90% hit rate) beat abstract principles (women want to feel welcome and included).

Similarity cues: “We make money in our bar operations but with the hospitality services members require, there’s no way to come close to break even in catering…” signals: this is for you.

Social proof: “Three clubs like yours did a new covered practice fairway upgrade with technology and its going gang-busters,” reduces perceived risk. Golf clubs are absolutely huge on the need for social proof, deferring the risk to act on the cues they can clearly see themselves.

WHAT DERAILS APPLICABILITY

Over-general claims without constraints (the membership model is dead), heavy jargon, case studies with unrepeatable advantages (we moved and built this amazing facility. You should try it! Yeh – but where do we get $80m?), or no acknowledgement of politics/ approval restrictions or realistic timelines.

So, attending a GMA event brings out a whole lot of naturally occurring responses in the brain! We take care to try to understand what is most relevant to the needs of our members. What will interest them and help them in their jobs? Can you afford not to attend events?

Twilight Golf Leagues: A New Way To Grow Your Club’s Revenue

PARTNER EDITORIAL • GOLF GENIUS

At clubs across Australia, extended daylight hours represent a massive opportunity. Thousands of casual golfers are looking for an easy, social, and structured way to hit the course.

Created and supported by Golf Genius, Twilight Golf Leagues provide clubs with a turnkey solution designed to give golfers what they are looking for, and fill your tee sheet in the process.

WHAT IS TWILIGHT GOLF LEAGUES?

Played in teams on weeknights or weekends over nine-holes, Twilight Golf Leagues fit neatly into packed schedules. Golf becomes less about carving out a five-hour block, and more about a dependable social ritual.

By running a Twilight Golf League at your club, you achieve numerous positive outcomes:

» Fill empty tee times : Turn quieter weekday evenings into high-demand slots.

» Drive repeat income : Six weeks of guaranteed rounds plus ancillary revenue from F&B and sponsor opportunities.

» Engage members and visitors : Give your regular golfers a reason to bring friends, colleagues, and potential future members.

» Offer variety : With team-based formats, a draft night, and live scoring, Twilight Leagues create a fun, competitive twist that keeps golfers coming back.

Twilight Golf leagues offer something the traditional game struggles to provide: a recurring, time-friendly experience that fits modern schedules and fosters real social connection—they consistently prove to be the format best suited to meet player needs and desires of the moment.

WHAT DOES THE PACKAGE INCLUDE?

Running a golf league sounds simple, but anyone who has managed one knows the challenges: scheduling, registrations, payments, scoring, communications, and weekly results. It’s time-intensive, and most clubs simply don’t have the resources.

Twilight Golf Leagues removes all that complex admin for you. We handle:

» Online registration & payments – golfers

sign up directly, either solo or as pairs, and pay their league entry fee.

» League set-up – formats, schedules, team drafts, and a dedicated league website are created for you.

» Communications – personalised emails and texts with tee times, results, and updates keep golfers engaged.

» Scoring & leaderboards – players enter scores via the Golf Genius app, with results automatically updated live on mobile and TV leaderboards.

For the club, the role is simple: promote the league, welcome the players, and enjoy the increased activity at your venue

MORE ROUNDS = MORE REVENUE

Based on 48 players across six weeks, a Twilight Golf League can generate more than $6,700 in new revenue - from just one league. This includes, green fees, F&B sales and sponsorship opportunities.

And because leagues are repeatable across seasons, clubs can build a reliable, recurring revenue stream.

ENHANCING THE MEMBER & GUEST EXPERIENCE

Revenue is critical, but Twilight Golf Leagues also help clubs deliver a standout experience - the team-based formats and a fun draft night bring a new energy to the club, whilst

CASE STUDY: LAKELANDS GOLF CLUB

Twilight Golf Leagues was launched in Brisbane earlier this year.

Scan the QR Code to see the league in action.

golfers also love receiving live scoring codes, instant results, and weekly updates on their phones.

Twilight Leagues are a perfect platform to introduce visitors to your club’s culture, facilities, and community. Many clubs have already reported strong membership conversions from guest participants.

In short, Twilight Golf Leagues make golf feel more accessible and modern - exactly what today’s casual golfer is looking for.

To find out more about running a Twilight Golf League at your club, contact apac@ golfgenius.com

Clubs springing into new GA digital platform

Golf clubs around Australia are on the precipice of a digital revolution.

On the evening of Sunday, 28th September, GOLF Link, the handicapping portal which has served Australian golfers and golf clubs well for more than twenty-five years, will be no longer.

Following a three-day behind-the-scenes integration process, the much-anticipated Golf Australia CONNECT platform will go live to more than 450,000 golfers and 1,900 golf clubs nationwide.

“The launch of the new digital platform for golf in Australia is a major milestone, and one that lays the foundation for the future growth of the game across clubs, facilities, members and GA’s industry partners,” said Damien de Bohun, General Manager – Clubs, Facilities and Places to Play at Golf Australia.

“GOLF Link has served the game well for

more than two decades. This next chapter gives Golf Australia the opportunity to deliver a better, more consistent digital experience for the burgeoning number of people playing and coming into golf.”

CLUB ENGAGEMENT & ONBOARDING

The development of Golf Australia CONNECT has been years in the making and, in more recent months, has involved extensive engagement with each of Australia’s golf clubs and venues.

Since March, Golf Australia has been working with golf venues to establish new use agreements for the Golf Australia CONNECT platform. These agreements enable venues to access the full suite of platform services, including centralised course data management, seamless integration with the World Handicapping

System, and a more secure, modern digital foundation to support golfers and administrators alike.

In more recent weeks – commencing from 27 th August – club administrators have been busily ‘onboarding’ their clubs into the new platform. For these administrators, it has been the first look into the new portal that will manage many of their golf operations from early October.

A four-week structured onboarding program consisting of new account tasks and training has been provided to all club administrators, customised according to whether the club uses a GA-Licenced Software Provider (such as MiClub) or intends to use the Venue Management System (VMS),which replaces the GOLF Link Tier 1 system.

Many hundreds of club representatives were eager to dive straight in and, from day one of the onboarding, were activating their

new accounts, adding in other ‘users’ or club administrators to help run the portal, reviewing their membership lists and setting up their new ‘Stripe’ payment system.

The GA-hosted webinars to assist club administrators with these initial steps have also been hugely popular with registrations regularly exceeding four hundred. These webinars have been an excellent opportunity to learn about setting up the new account while also posing questions.

In addition, a bank of Golf Australia staff hit the phones in week one of onboarding, contacting club representatives to ensure they understood what was required to activate their new accounts and answering any queries along the way.

OFFLINE PERIOD

A critical milestone for Golf Australia CONNECT and clubs will be the scheduled offline period starting on 28th September followed by the go-live date of 2nd October.

Late evening on Sunday 28th September, GOLF Link will be shut down with no further access from golfers or administrators. At this point, the system will not accept scores – and will remain this way until the new system is operational.

For clubs, this will mean a period of up to two weeks without competition golf.

“Golf Australia acknowledges this is not ideal for some clubs, particularly those with club events and championships normally scheduled at this time. There is never going to be a perfect time for all clubs to introduce a vital change as broad reaching as Golf Australia CONNECT,” Mr de Bohun said.

“The digital platform change is critical to golf’s ongoing growth, and it does require an offline period to allow for a major ‘backof-house' operation. We are very grateful to golf club administrators and their members

for their understanding during this time and for working through the offline period with us.”

PLATFORM GOES LIVE

From 2nd October, Golf Australia CONNECT will move from behind-the-scenes to being the central platform for golf across Australia. GA-Licensed Software Providers (LSPs) will complete their club transitions from 2nd October up until 10th October. Any LSP-user clubs with questions regarding the timing of their transition are recommended to contact their respective LSP directly.

While club administrators will have familiarised themselves with the new platform via the onboarding process, this will be the first exposure of the system to golfers. In particular, they will now have access to a new Official Golf Australia app and a new golfer portal on the new centralised website, GOLF.com.au

In a practical sense, golfers will have two key tasks.

Firstly, golfers will be able to download the new Official Golf Australia App from either the Apple Store or Google Play stores.

Secondly, all existing golf.org.au account holders will be required to verify their accounts to access handicapping functions on the new mobile app or through the new golfer portal on GOLF.com.au . This process will require them to enter their Golf ID (which is the same number as their existing GOLF Link number) and receive an email verification. Those golfers who don’t have an existing golf.org.au account and want to check their handicap and scoring history online will need to create a new account.

Further details about this account verification process will be provided to both clubs and golfers closer to the transition date.

GOLFER ONBOARDING CHAMPIONS

A critical aspect of the transition to Golf Australia CONNECT, is the recruitment of Golfer Onboarding Champions from each club in advance of the go-live date.

“We recognise that downloading the new Golf Australia official mobile app and completing the account verification process on GOLF.com.au may be challenging for some members of golf clubs. We are also conscious that club administrators will be busier than normal during this transition period,” Mr de Bohun said.

“Moreover, Golf Australia also recognises that golf clubs hold the primary relationships with their club members and are best placed to understand the golfing needs and preferences of individual members. For this reason, golf clubs are in a great position to provide initial and basic assistance to golfers. The Golf Australia Customer Service Centre is also available for further assistance whenever required.”

Golfer Onboarding Champions, nominated by clubs and trained and supported by Golf

At the time of publication, clubs had identified more than 1,100 Golfer Onboarding Champions to assist golfers with the transition from the 2nd October.

GOLFER SUPPORT

While Golfer Onboarding Champions will play a vital role in assisting golfers at a club level, Golf Australia is also significantly increasing its direct support to golfers and clubs during this transition.

As part of this approach, up to 75 Golf Australia staff will be dedicated to answering phone calls and responding to emails over a five-week period from early October. This additional capacity ensures that golfers (and clubs on their behalf) receive timely help with any questions or issues that may arise.

Experience from other sports that have undertaken similar digital transformation projects has shown the importance of assigning ample resources to supporting participants during the changeover. Golf Australia’s GA Connect golfer support strategy is built on these learnings and is squarely aimed at meeting – and exceeding – the needs of golfers during the changeover

Golf Australia wants every golfer to enjoy a smooth transition to the new system, so they can continue playing, competing and connecting with the game without interruption.

LOOKING AHEAD

While Golf Australia CONNECT had a focus on improving the technology for clubs, golfers and GA itself, Mr de Bohun said the transition was about more than technology.

“It’s about strengthening the foundation for the game’s future. By investing in new digital infrastructure, supporting clubs, and ensuring golfers are well cared for during this period, we are setting the stage for golf to continue to thrive during this time of record participation,” he said.

“With the commitment of Golfer Onboarding Champions, the dedication of clubs and their teams of staff and volunteers, and the support of Golf Australia’s customer support team, we are confident this change will be implemented smoothly.

“Together, we can build a stronger, more connected golfing community - one that

SPEEED IS A BEAUTIFUL THING

Ever evolving world of conferencing

Virtual conferencing offers many benefits, but clubs may face a few challenges:

The golf industry, like many others, has been undergoing a digital transformation. As clubs seek to modernise operations and enhance both member experience and staff efficiency, virtual conferencing— has emerged as a powerful tool.

Whether used for internal meetings, member engagement, training, or vendor coordination, conferencing allows for more efficient communication, greater outreach, and increased flexibility. None more so than modified flexible work hours and site arrangements (work from home) more commonly being operated in today’s society.

Golf clubs are no longer just about the game; they are full-scale operations involving hospitality, event planning, member services, retail, maintenance, and more. These diverse departments need to stay aligned to offer a seamless experience to members and guests.

In recent years, several factors have driven the need for better communication tools:

» Increased member expectations for transparency and engagement

» Remote and hybrid work trends impacting staff availability.

» Global and multi-site operations for larger golf management companies

» Economic pressures requiring more costeffective and scalable solutions.

Virtual and hybrid conferencing technologies offer a solution to all these challenges.

The most obvious benefit is improved communication. Clubs are multifaceted businesses, and clear, timely communication across departments is essential. Virtual conferencing allows real-time dialogue, engagement and decision making.

Internal coordination between departments and other clubs becomes smoother with scheduled or even ad hoc video meetings. This also reduces the reliance on email chains, which can be misinterpreted or overlooked.

» Tech Literacy: Some members or staff may be uncomfortable with virtual platforms.

» Connectivity Issues: Rural clubs or those with limited internet infrastructure may experience lag or dropouts.

» Impersonal Feelings: Overuse of virtual tools can reduce face-to-face interaction, which is still important in a relationship-based industry.

For me, the face to face, real time value of conferencing cannot be matched. It is an experience in every sense of the word.

I attended the CMAA Conference (Club Management Association of America) held in Tampa Florida earlier this year. The experience of attending arguably the biggest conference in our sector was incredible. They certainly do things bigger in the USA. Everywhere you turned there was something to see, something to listen to and there was plenty to bring home.

The choice of seminars and workshops was endless, there was something for everyone on every level but by far my two standouts

PETER BUSCH • GENERAL MANAGER, GREEN ACRES GC

were Jim James from Augusta National Golf Club and John Formica from the Walt Disney empire. Yes, both massive brands and on scales most of us (and by that, I mean none of us) will never experience but their message was sound. It was simple. It was measurable. They had me on the hook. It was captivating, in the moment, and I have used these philosophies in real time at the club since my return.

When referencing the CMAA site – cmaa.org, it is clear the focus is on development both virtual and in person. The CMAA Conference offers educational and development sessions across leadership, finance, operations, member engagement, HR, F&B, and more for club professionals. Industry experts, consultants, and club managers lead sessions in professional development, strategic inspiration, leadership and more providing actionable insights you can bring directly back to your club.

The Club Business Expo highlights the latest in all aspects of operations such as technology, F&B solutions, member experience platforms, sustainability, member personalisation, AI in operations to name but a few.

The ideas fair was wow! There are literally 100’s of ideas for you to take home. Clubs often operate in silos and hearing case studies from other clubs highlight the real-world applications that have succeeded which have often led to solving similar challenges in creative ways. You can learn from others outside our golf bubble, and you will bring value back to your club. The connections you will be exposed to often lead to referrals, collaborations and mentorships that will pay off long after the conference ends.

to evolve, clubs that embrace digital conferencing tools will be better equipped to meet modern expectations while preserving the traditions and experiences that make golf clubs unique.

In the dynamic environment of the golf industry, where operations span hospitality, event management, member relations, and course maintenance, effective communication is critical. Both face-to-face and virtual conferencing offer valuable tools to support this need, but in diverse ways.

Face-to-face conferencing remains unmatched in building relationships, fostering trust, and encouraging deeper engagement. It's ideal for high impact scenarios were nuance and connection matter most.

Virtual conferencing, on the other hand, brings unmatched convenience, speed, and cost efficiency. It allows geographically dispersed operators to collaborate regularly and flexibly, making it an essential tool for day-to-day operations and broader outreach.

Forward-thinking golf clubs are not choosing between the two, they are combining both. A hybrid approach, fit for purpose, where virtual tools support regular communication and in-person meetings are reserved for deeper interactions, ensuring they remain efficient, inclusive, and connected while still honouring the traditions and personal touch that define the game of golf.

By leveraging the strengths of each format, clubs can improve internal operations, enrich member experiences, and position themselves for long-term success, both on and off the course.

There is no doubt that attending any Conference, be that CMAA or the Asian and European equivalent, is one of the best investments we can make in our club’s leadership. It exposes us to best practices, innovations, and peer insights that we simply cannot get anywhere else. The ideas, training, insights, and connections that are obtained will directly improve how we serve members and their guests, manage our staff, and plan for the future. Its real, you are in the moment, it is an experience.

It does not matter what level of Club management professional you are, there are many people relying on your success making sure members are satisfied and staff are engaged. I would encourage you to seriously consider attending an international conference.

Invest in Your Career with GMA Scholarships & Bursaries

GMA is committed to supporting the professional growth of members through a range of scholarship and bursary opportunities.

Through these programs, members can access funding to attend key educational events, including the national conference, BMI programs and summits, as well as international opportunities like the CMAA World Conference & Club Business Expo in the USA.

The CMAA World Conference Scholarship is a national program designed to support and develop future leaders by providing financial assistance to deserving members, enabling them to attend the CMAA World Conference. Scholarships are valued at $6,000 (ex. GST) with up to six annual scholarships being offered.

The GMA Bursary is a national program that aims to support and develop leaders by providing financial assistance for events such as GMA’s national conference, educational summits, BMI program weeks and other approved events. Up to 13 bursaries will be made available annually valued at $2,500 (ex. GST) each.

Scholarship and busary funds can be used to cover expenses related to registration fees, travel, accommodation, and other associated costs directly related to attending the approved event or conference

Whether you’re looking to enhance your skills, achieve CCM certification, or experience the world’s largest club management conference, these programs can help you take the next step in your career.

Applications are only open to GMA members.

Conferencing in the golf industry is not a novelty, it is a necessity. From board meetings and staff coordination to member engagement and contractor management, conferencing tools allow clubs to operate more efficiently, cost-effectively, and inclusively. As the industry continues

I have been fortunate to attend 2 CMAA International Conferences, 4 National conferences and multiple mini conferences in Victoria over my 26 years in the golf industry. Lifelong friendships and connections have been made throughout my conferencing journey. I have and will savour every one of them.

To explore current opportunities, eligibility criteria and closing dates for applications, visit the GMA website: www.golfmanagement.com.au/ member-development-support/ scholarships-bursaries

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