GMA Journal (Spring 2021)

Golf Management Australia

JOURNAL SPRING 2021

Official Journal for Golf Management Australia Ltd.

COVID FEATURE STORY

The Spring of Hope Page 20

ALSO INSIDE THIS EDITION

13

30

36

GMA STATE NEWS

VISION 2025

INDUSTRY NEWS

Awards, Events & Networking

Marvellous mindset at Medway

Golf in a changing climate

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

PREMIER PARTNERS

NETWORKING PARTNERS

NATIONAL BUSINESS PARTNERS

Golf Management Australia

JOURNAL SPRING 2021

Official Journal for Golf Management Australia Ltd.

CONTENTS 4

FROM THE CHAIR Cathy Neagle

GMA STATE EVENTS

5

FROM THE CEO

7

GMA NEWS

13

STATE NEWS

20

FEATURE STORY

24

GMA EDUCATION

30

VISION 2025

32

GOLF AUSTRALIA NEWS

36

17

Paul Vardy

Kwinana wins everything!

GMA supports AGF girls’ scholarships; New GMA partnerships

Awards, golf events & networking

The Spring of Hope

FEATURE STORY

The Spring of Hope

20

Dealing with burnout; Perspective, mindset and FOPOs; Gregg Patterson: Club sense stinkers

Marvellous mindset at Medway

Golf Course: 2030; AGF junior girls scholarships; MyGolf junior program

INDUSTRY NEWS

VISION 2025

Marvellous mindset at Medway

30

Golf in a changing climate; Golf ’s groundbreaking moment; Landscape Solutions for golf courses; Toro official supplier for Solheim Cup 2023

COVER PICTURE: Spring time brings in the blooming flowers at NSW’s Mollymook Golf Club (photo: Gary Lisbon/Mollymook GC)

GOLF AUSTRALIA NEWS

Golf Course: 2030

32

Golf Management Australia Journal / Spring 2021

3

From the Chair CATHY NEAGLE / Chair, Golf Management Australia Golf Management Australia (GMA) represents a membership of more than 400 golf club managers across Australia.

The recent GMA Covid Insights Survey (recent online conference); Vision 2025 revealed a strong sense of the demand for steering group - women and girls in golf; golf continuing for some time. With this MyGolf Review steering group - junior demand are a whole lot of immediate issues program; Golf Course 2030 - course that GMA members are dealing with and sustainability strategy; Australian Golf which are covered in this journal.

Facility Guidelines - in development; as well It’s been a very challenging winter for as a range of other issues through the AGIC, many, with the majority of members being most recently being the soon to be released in various states of lockdown. If we lived in Australian Golf Landscape Research the northern hemisphere, closing courses for Report. The views of the GMA board and winter may be very much the norm but, of members is expressed at these meetings, so course, member expectations are different we’re always keen to hear from members here in Australia. In addition to restricted on these and any aspects of golf industry access, there’s Covid compliance issues that collaboration. change, all while the need to be prudently In our winter journal, we outlined the managing club finances. Being ready to key strategies for GMA over the 2021scale up and serve 2023 period as members relies on identified for our GMA maintains a special an engaged and strategic plan. camaraderie amongst trained team and At the centre of so the ability to the strategy is managers and it’s been great retain and recruit to hear of the contact members the development staff during a of professional have made with one another to leaders in golf and skills shortage is an extra club management. support each other and share demand on GMA This means we’re information during the most members. looking at a range difficult of times...

The GMA of ways in which Zoom meeting in GMA members early September was a chance to hear firstcan continue to develop themselves as hand what it’s like dealing with requests for leaders in their clubs and facilities. Beyond refunds and planning for the expectations the BMI program, professional development on vaccinations. We’re grateful for the events, online webinars and conferences, assistance of GMA’s Honorary Solicitor we’re looking at additional online tools that with advice on these issues. connect members and allow them to stay As it has been throughout the pandemic, informed of issues as they arise.

GMA activity has taken place when and GMA maintains a special camaraderie where it’s able. amongst managers and it’s been great to hear GMA does a lot of work representing of the contact members have made with one views of golf and club managers in work another to support each other and share undertaken by Golf Australia and within information during the most difficult of the Australian Golf Industry Council. times we’ve been going though.

GMA provides advice on a number of fronts: We wish everyone the very best for the the Australian Golf Industry Strategy spring and summer ahead.

GMA, through its state associations, provides a platform of professional and personal development and networking opportunities for General Managers and Assistant Managers/COOs of golf clubs.

GMA also has a focus on member support, club development, and member health and well-being.

Golf Management Australia Ltd. PO Box 859 CROYDON VIC 3136 www.golfmanagement.com.au BOARD OF DIRECTORS Cathy Neagle (Chair) Elanora CC, NSW Peter Busch Green Acres GC, VIC Anthony Masters Barwon Heads GC, VIC Aaron Muirhead Oxley GC, QLD Gavin Burt Lake Karrinyup CC, WA Kieran Semple The Coast GC, NSW Mark Tan Mount Osmond GC, SA GMA TEAM Paul Vardy Chief Executive Officer Mike Orloff QLD Operations Manager Rod Haines VIC Operations Manager, Finance Jodie Alaban WA Operations Manager David Brand SA Operations Manager, Media & Comms.

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.

Golf Management Australia

BOARD OF DIRECTORS & MANAGEMENT

4

CATHY NEAGLE Chair

PETER BUSCH

Director www.golfmanagement.com.au

ANTHONY MASTERS Director

AARON MUIRHEAD Director

KIERAN SEMPLE Director

GAVIN BURT Director

MARK TAN Director

PAUL VARDY CEO

From the CEO PAUL VARDY / CEO, Golf Management Australia

To say we’re looking forward to life returning to (somewhat) normal is an understatement.

It’s been a tough few months not quite be a club member basically torpedoed the knowing what’s next on the radar. The drop idea for many. Still, there may be other in staff wellbeing, as estimated by GMA compensation gestures that can create members in the recent survey, is a significant goodwill for members who have been patient issue as we rebuild our teams to take on for long periods. the summer demands. Please read the The results of the survey revealed an interesting articles on burnout (pages 24-25) expected shortage of hospitality staff and, to get a better understanding of what may to a lesser degree, course staff. For GMA have occurred to you in the past 18 months. members, this could be the main arms race In Sydney, it’s been a winter of two-balls in town over coming weeks. with the newly invented and government Retaining and recruiting chefs, kitchen mandated category of membership called the staff, bar staff and cleaners is perhaps the 5km member or biggest task ahead the LGA member. this spring, a In a year of stops and starts, Variations of Hunt for staff we thank members for their this membership this Red October. category include Doing more ongoing support of GMA. We the 10km and with less may think the job you’re doing 15km member, be the reality deserves a lot of credit and we with events that popular in Melbourne. encourage members to stay in absorb high Soon we labour hours put touch and support each other. may even have on the sidelines competitions for a time as we such as the two-ball unvaccinated stableford cope with the routine and relentless demand to add to our list of Covid innovations. But from golf. US clubs with staff shortages are I suspect the case for ‘no jab, no play’ may reported as going so far as to offer financial soon be too compelling for most clubs to incentives for staff to post adverts on their ignore. It may just be a matter of time. social media accounts as well as paying signFrom most parts of the country, this on fees. In some cases, members may be a may all seem a strange world, but it’s much good source of contact to procure children stranger the closer you get to it. Last week and grandchildren for hospitality jobs. one footy commentator in Melbourne For GMA, we’re in planning phase suggested he’s thinking of moving to Los four or five for BMI Food & Beverage Angeles to get away from the constant Management. It’s got all the components earthquakes and riots. High-viz jacket or of a fantastic week of learning if we can get not, there is a level of impatience building everyone together at the same time along up and this has certainly been felt by golfers with available accommodation, speakers, wanting to get back on the fairways. travel restrictions and border openings. All Whist the PM has been quietly being well, we will run the course on-site negotiating one subs deal, GMA members in Melbourne’s Yarra Valley at the end of and their boards have their own subs deals January with registration details coming out to think about. The recent GMA survey in the next month. suggested most clubs have not, and are In a year of stops and starts, we thank not, contemplating subscription refunds members for their ongoing support of GMA. as it may not be in their own long-term We think the job you’re doing deserves a lot strategic interests (in their own small of credit and we encourage members to stay part of the Indo-Pacific). The advice in touch and support each other. from GMA Honorary Solicitor, Michael We also thank our corporate partners who Horton, on what it effectively means to power us through rough waters with their

RECENT INDUSTRY MOVEMENTS Tony Treeve left Queanbeyan GC in February 2021 after a move to Balranald. Former Queanbeyan GM, Glen Lloyd, has returned to the role he held in 2014/15.

Chris Bailey, formerly at Hamilton Island GC, has taken up the Club Manager role at South Lakes GC in SA.

NEW GMA MEMBERS New South Wales • Glen Lloyd - Queanbeyan GC • Craig Stickling - Yarrawonga Mulwala GC Queensland • Peter Clark* - St Lucia GL South Australia • Chris Bailey - South Lakes GC Victoria/Tasmania • Andrew Kenny - Cranbourne GC • Tim Hewitt - Lang Lang GC • Kirk Pinner - North West Bay GC Western Australia • Patrice Hitie* - WA GC • Matija Balic* - Gosnells GC * Provisional members To update us on any movements within the industry, please advise your local GMA State Operations Manager.

financial support as well as product and service expertise. Please familiarise yourself with the logos, adverts and faces behind the brands that support GMA and get in touch with them as part of your club’s purchasing decision making.

Best wishes for a successful run home to Christmas. Down periscope.

CLICK HERE FOR MEMBER ONLY GMA RESOURCES & LINKS: • Industry News • GMA Podcasts • Member Assistance Program • Member Discussion Forum • Member Resource Library • Industry Webinars

Golf Management Australia Journal / Spring 2021

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GMA NEWS

GMA supports Australian Golf Foundation Junior Girls Scholarship Program GMA is delighted to join with other golf bodies and benefactors in contributing to the financial pool of the AGF Junior Girls Scholarship Program in 2022.

GMA Chair, Cathy Neagle, said the contribution was part of GMA’s role in Vision 2025 to develop girls and women in all aspects of golf.

At GMA’s NSW State Conference in May, women and girls’ golf was a topic presented and delegates heard about the program from it’s creator, Bonnie Boezeman, who developed it so successfully at Killara Golf Club in Sydney.

Cathy said, “We love the concept of taking a group of enthusiastic girls and giving them the chance to learn golf with PGA professionals. With industry support from bodies such as GMA, more clubs and facilities can participate, allowing the numbers to grow faster. There are obvious long term benefits in growing female

participation in all parts of our game.”

In speaking with GMA members who are part of the 2021 scholarship program already and contributing equally to the costs, despite the COVID interruptions, the early signs are encouraging.

Jamie Brigden, general manager from Curlewis Golf Club said, “When we launched the scholarship program, there was a lot of interest to apply. Later we noticed the spin off effects around the club and that other clubs were noticing it too and wanting to know more.”

For the 2022 scholarship program, applications are open until 25 October 2021. Details can be found at: www.australiangolffoundation.org.au/ vision-2025

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

To order your copy, please contact GMA CEO, Paul Vardy: paul.vardy@golfmanagement.com.au

Golf Management Australia Journal / Spring 2021

7

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

Why is GMA Membership important?

Golf Management Australia membership is an invaluable investment. 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

Provide learning opportunities for GMA members, such as the internationally recognised BMI Program, local Professional Development educational sessions and national and state conferences, to assist them in their careers to become elite performers and outstanding golf club managers.

Provide tools and resources, such as WHS & HR document templates, educational webinars and podcasts, and other professional development programs, aimed at supporting the development of members, as well as supporting golf management recruitment and post-management support.

HEALTH, WELLBEING & BENEFITS

STAKEHOLDER RELATIONSHIPS & INDUSTRY ADVOCACY

Support the health and wellbeing of our members through initiatives such as the Member Assistance Program and regular golfing and networking opportunities to ensure members feel supported and connected. These programs are aimed at providing life experiences and celebrating success.

Actively advocate for the betterment of golf club management across the broader industry and golfing landscape, providing opportunities for members to further their personal and professional networks and connections, and ensuring our corporate partners are an integral part of the organisation.

What Membership options are available?

Golf Management Australia offers a range of annual* membership options to suit the needs of the industry.

FULL

PROVISIONAL

REGIONAL

Available to a person who is a professional secretary or manager, or similar responsible position, of a golf club or facility in Australia.

Available to a person who is a professional assistant secretary or assistant manager, or similar responsible position, of a golf club or facility in Australia.

Available to a person who is a professional secretary or manager, or similar responsible position, of a golf club or facility located in excess of 150km from an Australian capital city.

$539.00

$269.50

$308.00

* Annual fee is inclusive of GST. Individual membership is available to anyone who works within the golf club management industry, including General Managers, Assistant General Managers, Finance Managers other senior management roles. All membership applications must be approved by the relevant State Executive in accordance with their constitutional requirements.

Visit www.golfmanagement.com.au for more information on GMA membership and the services we provide.

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GMA NEWS

GMA Partnership with Victor Insurance GMA is excited to announce a three-year partnership with Victor Insurance, provider of Australian Golf Insurance (AGI), the golf industry’s own insurance product.

Victor’s insurance program addresses the unique needs within the golf club industry, having been developed with Golf Australia over a number of years. This new collaboration between GMA, GA and Victor Insurance aims to add further to the knowledge of GMA members on insurance issues and improve long term insurance sustainability in the golf industry.

Victor is in a unique position to help golf clubs reduce their risk through effective risk management and offer comprehensive coverage for unexpected loss, if and when, it occurs. This helps to maintain a stable, sustainable insurance program for the golf club industry.

the industry’s own program, golf clubs can minimise this external impact and retain more control over the program’s stability.

It is more advantageous for an industry to maintain a level of control than to be highly exposed to the roller coaster nature of the global insurance market.

Working with brokers

Who is Victor Insurance?

Understanding and reducing risk The risk exposure of the golf industry is typically rated by the average number and severity of claims made by golf clubs over time. It’s a simple rule of thumb - the lower the risk exposure, the lower the claims.

Claims history can also play a role in how premium rates are calculated, so reducing risk and keeping claims low is one of the most effective strategies that golf clubs and facilities can employ to keep a lid on rate increases.

But what can be done to reduce their risk exposures? Victor’s long history in the golf industry has yielded key insights regarding the risk environment that golf clubs face. For example, storm damage to golf courses or stolen course maintenance equipment place golf clubs in positions that threaten their ability to operate.

The relationship with GMA is based on using that knowledge to help golf club general managers reduce the impact of those and other risks.

Victor Insurance is part of Victor Insurance Holdings, the world’s largest managing general underwriter. Victor Insurance designs tailored insurance programs for selected industries in Australia, including the golf industry. Victor Insurance Australia is a managing general agency (MGA).

Your club or facility insurance broker is therefore your primary contact with Victor.

Australian Golf Insurance – the industry’s own niche program The Australian Golf Insurance (AGI) was developed in collaboration with Golf Australia. AGI is currently being modernised to keep up with the ever changing insurance market and the demands of the golf industry.

The program will consist of two parts: 1. Risk management- to prevent things going wrong; and 2. Insurance policies- for when things do go wrong.

These two parts are the cornerstone for any business looking to protect itself and it’s people.

AGI is the industry’s insurance program All insurance is influenced by fluctuations of the greater global market. By supporting

Clubs and facilities should engage with an insurance broker that is motivated to best advise on safeguarding assets and people.

Obtaining the right insurance coverage plays a large part in this relationship, but assisting clubs and facilities to transfer or reduce a risk to an acceptable level in other ways is also part of the role that good brokers can play.

Vital elements that brokers can assist with.

• introducing formal risk management practices; • ensuring the valuation of club assets are contemporary and accurate; • facilitating on-site risk surveys; • coordinating the introduction of other service providers to support safety and security; and • sharing market information with the club’s board.

Access to Australian Golf Insurance, provided by Victor Insurance, is via your club’s broker.

For more information, visit the Victor Insurance website: www.victorinsurance.com.au

Golf Management Australia Journal / Spring 2021

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GMA NEWS

Enervest welcomed as GMA’s newest National Business Partner and specialist renewable energy consultant.

GMA announces, with great pleasure, that Enervest is now a National Business Partner.

“Around since 2007, Enervest provides energy solutions to commercial, residential and agricultural businesses and we think their expertise is a great fit for GMA,” said CEO, Paul Vardy.

Enervest are at the forefront of environmental solutions for clubs and facilities throughout Australia.

“With the large footprint of golf courses and the types of energy needed to power pumps, air conditioning, cool rooms, cart sheds and gaming, we see an energy strategy as being an important tool in any general manager’s toolkit,” said Jason Downes,

Enervest’s Business Development Manager.

“But many don’t have one.”

“Enervest can come up with options to suit your club or facility that will not only save thousands of dollars each year, but position the golf club or facility to exceed the expectations of members and the general public on an environmental level.”

Jason said he’s excited to speak with general managers about their energy needs and the opportunities awaiting them in solar panels, battery storage and electric charging stations. Often, the payoff is far quicker than expected and the investment far lower

than it was five years ago.

Due to ongoing lockdowns in Victoria (where Jason is based), GMA members can register for introductory webinars being held

by Enervest on 5th and 7th October.

Register for Introductory Webinars For further information please contact: Jason Downes - 0499 198 320 Business Development Manager www.enervest.com.au/gma/

Enervest is proud to join GMA as a 2021 National Business Partner and specialist renewable energy consultant.

We look forward to working with you on your club’s energy strategy including reducing your spend, developing innovative design solutions and bringing direct benefits to your members.

To discuss what’s possible for your club, please call Jason Downes on 0499 198 320 or click here to learn more.

Jason Downes Business Development Manager

enervest.com.au/gma | jason.downes@enervest.com.au | 0499 198 320

Golf Management Australia Journal / Spring 2021

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STATE NEWS QUEENSLAND / Mike Orloff, State Operations Manager

FINALIST ANNOUNCED FOR GOLF INDUSTRY AWARDS The Queensland Golf Industry is pleased to announce the finalists for their upcoming Awards Night to be held at The Star - Gold Coast on Thursday, 28th October, 2021.

Represented by the PGA of Australia, Golf Australia, Golf Course Superintendents Association of QLD and Golf Management Australia, the QLD Golf Industry Awards Night acknowledges the achievements finalists have accomplished during a time which the game has experienced unprecedented activity.

“We have had a record number of nominations in many categories this year and it is pleasing to see so many deserving individuals, golf clubs and events,” said PGA State Manager, Broc Greenhalgh.

“The judging period was expanded this year due to a move of the Awards Night from it’s traditional March date to it’s new home in October, and therefore award nominees were judged on their activity for the period January 2020 to July 2021.”

Golf Australia State Manager, Luke Bates, explained how the evening is a great opportunity to bring the industry together at a really important time.

“The game of golf has been extremely busy at golf facilities since the beginning of the pandemic and our focus has now turned to maintaining the momentum that the game is experiencing, of which the awards night recognizes those who will play an integral part to do so,” said Bates.

Having all areas of the industry being represented by the governing bodies, the night is truly an industry wide event and as Golf Management Australia (QLD) President, Aaron Muirhead, explained, it’s

an integral part of the golfing calendar.

“It is an opportunity to look back at those who have excelled and to celebrate the health of the game,” said Muirhead.

“We are fortunate that our game was well geared to thrive over the past 18 months and after the awards were conducted virtually last year, this year’s awards night is another milestone that we are close to returning to a new normal.”

The unsung heroes of our sport are often those that prepare our playing surfaces and for this reason, recognising golf club ground staff has become an increasingly important part of the QLD Golf Industry Awards Night. Golf Course Superintendent Association (QLD) President, Paul McLean, is pleased to see the support that their part of the industry has received over recent times.

“Golf courses are busier than ever and therefore, to keep them in the condition we have come to expect in QLD has been tough, however, there have been some stand-outs during the last 18 months and we look forward to putting them up in lights,” said McLean.

To book your tickets or for further details about the QLD Golf Industry Awards Night: www.qldgolfindustryawards.com.au or alternatively, contact the PGA (QLD/NT) Office on (07) 5657 6100 or via email qld@pga.org.au

AWARDS FINALISTS Finalists for the following awards (in alphabetical order) are:

GOLF CLUB OF THE YEAR • Maroochy River Golf Club • Noosa Springs Golf and Spa Resort • Pine Rivers Golf Club • Redcliffe Golf Club • Virginia Golf Club

GOLF CLUB OF THE YEAR (UNDER 400 MEMBERS) • Babinda Golf Club • Dalby Golf Club • Maleny Golf Club • North Stradbroke Island Golf Club

MANAGER OF THE YEAR • Mitch Bligh – Townsville • Mark Brady – Noosa Springs • Geoff Kuehner – Brisbane • Kerry Newsome – Redcliffe • Chris Richards – Yeppoon • Tracey-Lea Tiley – Links Hope Island

MANAGEMENT PROFESSIONAL OF THE YEAR • Luke Altschwager – Parkwood Village • Mitchell Bligh – Townsville • Tim Porter – Victoria Park • Scott Wagstaff – Carbrook • Andrew Webb – City • Dale Williamson – Pelican Waters

GOLF CLUB STAFF MEMBER OF THE YEAR • Warren Austin – Gailes • Todd Brown – Parkwood Village • Nathalie Fagerberg – Links Hope Island • Keiron Judges – Links Hope Island • Aaron Scanlan – Brookwater • Sutthichai Sukplang – Tally Valley For a full listing of Award Nominations, click here.

WE NEED YOUR INPUT! To assist us in better informing and educating our members, we need 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 through to our Media & Communications manager, David Brand, at david.brand@golfmanagement.com.au.

Golf Management Australia Journal / Spring 2021

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Club Car and our distributors in Australia have been partnering with GMA Members for over 30 years. The world's leading supplier of Fleet Golf, Utility and GPS Management Systems has proudly supported our industry here for three decades. For more info on the range of products available to you call 1800CLUBCAR or visit www.clubcar.com

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STATE NEWS

QUEENSLAND / Mike Orloff, State Operations Manager

TORO AND GMA THANK SUPERINTENDENTS WITH FUN DAY OUT Teamwork is always an important element of running a successful golf facility. And with a very challenging 18 months behind us, the relationship between general managers and course superintendents has proven absolutely integral to club survival.

The GMAQ Toro Professional Development Day was held with the aim to strengthen these relationships as well as catching up with industry peers and having a fun day out.

Managers and superintendents were given a unique chance to spend some quality time together away from their usual club responsibilities when GMAQ hosted a fun day out at the Carbrook Golf Club. It was only fitting for the event to be held on the International ‘Thank a Superintendent Day’ on 14th September.

Teamwork & communication Toro’s Ben Marshall was on hand to lead the morning educational session, highlighting the importance of strong communication and teamwork between management, board and superintendents.

Together, they have the responsibility of looking after the most important asset - the golf course. It’s a living, breathing organism that needs constant attention to keep at optimum conditioning.

Ben also spoke about the global challenges happening in areas of logistics, currency exchange, and even spare parts being a hot commodity in the future. Toro is working hard to minimise these impacts as much as possible for their customers.

Steve Jones, the new sales manager for Club Car, provided an update on their

new team structure and gave thanks to our members for their support. Club Car has had a lot of adjustments since a change in ownership on 1st July, but they are starting to catch up and have vowed to improve their process to assist clubs however they can.

Carbrook’s major project Carbrook Golf Club general manager, Scott Wagstaff, presented an overview of the major project happening at the club which will see one of their lakes filled in over the next 10 years. It’s one of those rare opportunities that will keep the club sustainable for the long-term future thanks to the generated funds.

But that’s not all. The project will also give the club new playing areas to develop a driving range, practice facility, a short par 3 course, as well as some upgrades to holes.

The attendees had the opportunity to tour the club’s newly constructed maintenance shed, which was built to be above flood level in the future.

Watch this space for some exciting things to come in the next couple of years.

Working under pressure as a team To wrap up the morning session, former AFL player, Peter ‘Spida’ Everitt, spent 40 minutes talking about “Working under pressure as a team.”

With over 300 games played, Everitt explained the different types of coaching styles he played under and how clear communication was an important part of making a strong team.

Everitt has been working in the media since retiring from AFL football, undertaking TV and radio work such as the Triple M breakfast show in Brisbane and the Gold Coast. He discussed some of the management structures in his new career that were very similar to those during his AFL experiences.

9-hole ambrose A fun and relaxing afternoon awaited in the form of a two-person 9-hole ambrose.

The teams were made up of managers and superintendents, some with skill and some with ... maybe not as much skill!

The inaugural Toro Cup was taken out by host team, Scott Wagstaff (GM) and Brett Thomson (Superintendent) - pictured above. Local course knowledge must have helped them over the line!

Thanks again to Toro for their ongoing support to assist us in upholding this appreciated event.

We look forward to the joint GMA/ ASTMA National Conference to be held in Melbourne in June 2022.

Golf Management Australia Journal / Spring 2021

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STATE NEWS

WESTERN AUSTRALIA / Jodie Alaban, State Operations Manager

KWINANA WINS WA SCHWEPPES GMA MANAGEMENT CHALLENGE The 2021 Schweppes Management Challenge took place on Friday, 23rd July 2021 at the prestigious Lake Karrinyup Country Club in Western Australia.

In its 18th year, the Management Challenge attracted players from 19 golf clubs from within the Perth metropolitan and south-west regions.

Thanks must be given to the team from Schweppes for their continued support of GMA. State Business Development Manager, Dave Wright, once again went above and beyond expectations by providing players with a variety of Schweppes products both on and off the golf course.

Thank you also to Heineken 3 and Club Car for their continued support in sponsoring the novelty events.

The Management Challenge is a club teams event and consists of a four person team made up of two board members, PGA professional and club manager.

Congratulations to GMA member and general manager, Dave Robinson, and

his team from Kwinana Golf Club, who won the Schweppes GMA Management Challenge with a combined stableford score of 129 points. This was the first time that the Kwinana Golf Club has won the Management Challenge.

The Alex Monteath Trophy, an annual event which has been on the WA schedule since 1985, was also held on the day. Named after GMA Life member, Alex Monteath, the trophy is the combined score of a club’s PGA professional and club manager.

The team of Stephen Herbert (PGA) and Gavin Burt (GM), from Royal Fremantle Golf Club, were thrilled to win the trophy once again for the third consecutive year.

Congratulations to all our other winners and thank you to Lake Karrinyup Country Club for being terrific hosts.

Golf Management Australia Journal / Spring 2021

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STATE NEWS

WESTERN AUSTRALIA / Jodie Alaban, State Operations Manager

GCSAWA MANAGEMENT CHALLENGE TROPHY On Monday, 13th September 2021, 64 golfers were fortunate enough to play Lakelands Country Club on a beautiful sunny day for the GCSAWA Management Challenge Trophy, a collaborative event between the Golf Course Superintendents Association of WA (GCSAWA) and Golf Management Australia WA (GMAWA).

Proudly supported by Club Car, and in its 31st year, the GCSAWA Management Challenge Trophy is a team event comprised of a club’s general manager, superintendent and board members.

GMA WA President, Gavin Burt, and

Shane Baker, President of GCSAWA, highlighted the importance of the general managers and course superintendents working together and thanked those present for supporting the event.

Congratulations to our winners from Kwinana, who can add the GCSAWA Management Challenge Trophy to their collection after also winning GMA Management Challenge in July.

Thank you to Club Car, and supporting sponsors for the day, Heineken 3, Schweppes and Callaway.

GCSAWA MANAGEMENT CHALLENGE 1ST – KWINANA Dave Robinson (General Manager), Peter Fleming (Course Superintendent), Zak Raad (President) and Iain Koch (VicePresident)

2ND – HARTFIELD Brian Close (General Manager), Nick Kinley (Course Superintendent), John Forrest (Course Director), Peter Phillips (Men’s Captain).

INDIVIDUAL WINNERS 1st: Peter Fleming 38pts (Kwinana) 2nd: Peter Phillips 37pts (Hartfield) 3rd: Dane McBride 36pts on c/back (Melville Glades)

SOUTH AUSTRALIA David Brand, State Operations Manager

SA managers afforded rare networking opportunity SA’s GMA members were recently afforded a rare opportunity, given a behindthe-scenes tour of Adelaide’s newest hotel, Eos by SkyCity.

The luxurious hotel opened in late 2020, transforming the Adelaide Riverbank Precinct skyline as part of a greater refurbishment of the already established SkyCity Adelaide casino.

The personalised tour took the group through the brand new facility, seeing firsthand what it takes to operate a 120-room

5-Star luxury hotel complex with four new restaurants and two new bars.

A highlight for the group was being shown through the ultra-exclusive and decadent high-rollers gaming areas, salons and suites - and, more than likely, the only time ever attendees will get that opportunity!

The tour finished at the rooftop Sôl Bar & Restaurant for lunch and drinks, overlooking the stunning Adelaide Oval and riverbank precinct.

The networking opportunity was the

first time in a number of months GMASA members were able to catch up together and share their work experiences in a relaxed, social setting.

The benefits and importance of these types of networking events was noted by those in attendance, with many discussions around the lunch table focussed on the dayto-day issues being faced by GMs in South Australia and helpful information being shared between colleagues.

Golf Management Australia Journal / Spring 2021

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The Spring of Hope

Covid pandemics, vaccination management, members’ rights and their expectations. It’s a legal minefield for golf club general managers as we head into our spring of hope.

GMA Journal special contributor, Karen Harding, takes us through the maze of issues facing general managers over coming months.

Photo: 12th Hole, Mollymook Golf Club (Gary Lisbon)

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FEATURE STORY

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair.”

Charles Dickens, A Tale of Two Cities

He was a good man for a quality word or two, Dickens, and he might just as easily have been speaking of golf in the Covid era as the French Revolution.

Since the pandemic came upon all, we in golf have been tossed from highs to lows and back again.

We have seen incredible upsurge of interest in a game which had ostensibly stalled.

We have seen this in traditional golf facilities and in other entry points, now seen as pathways to club membership as well as standalone entities.

We have wondered how best to manage this in a context of facilities open one minute, closed the next, and variance in between.

We have seen clubs recognise the need to pivot, to adapt, to survive and we have seen others thrive.

We have seen the best of behaviour from individuals as well as, sadly, the worst.

So, what does this mean for the golf industry and specifically for golf managers going forwards?

This, too, will be a story of transformation and resurrection. Happily, without the need for guillotine.

ACT I: UNCERTAINTY Golf Management Australia chief executive officer Paul Vardy referenced renowned club manager Gregg Patterson when he spoke of the mechanics and the poetry of being a club manager during a virtual seminar on Life in a Covid Lockdown with GMA members in early September.

“We’re pretty good at talking about the mechanics but the poetry side - and it might be dark poetry at the moment - is just what it’s like as a manager and some of the real challenges.”

Life member David Burton noted that: “The one constant is that GMs are the ‘glue’, they’re the ones that are keeping it all together. It’s a very tumultuous time.”

Tumultuous, indeed.

The one certainty since early 2020 has been uncertainty. Woodlands general manager Richard Tullberg (pictured) summed up the

effect this has had on clubs everywhere when he said, “As managers we try to be proactive with everything we do but over the last 18 months, everything has been reactive.”

The initial response could not have been anything else. To scramble was the only thing possible. But as we head into Act II of the pandemic - one which includes a vaccine against the beast - a different approach is needed.

GMA has sought to support members to achieve clarity for the road ahead. The Zoom meeting coupled with an in-house Covid survey sent to members provided insight into issues considered most pressing by managers.

To golfers, vaccination policy and compensation for loss of play availability would take priority but while these are highly significant, every manager recognises that day-to-day issues have not only not subsided but will likely command centre stage for longer than those first two.

STAFF SHORTAGES: These were an issue prior to the pandemic and are now magnified as a result of it. Clubs in every state, even those least affected by restrictions, report difficulty in attracting qualified persons across all sectors but particularly in key areas of hospitality and greenkeeping. This was most marked in hospitality with some 70% of survey responses expecting shortages with another 14% unsure.

Factors such as lack of seasonal staff from overseas due to border closures, movement of staff to other sectors during lockdown and the related dive in estimated golf staff wellbeing (down from an average pre-Covid rating of 4.3/5 to 3.3) help explain the plight.

FINANCIAL IMPACT: This is directly correlated to the level of restrictions on clubs.

The most pessimism for financial health over the next 12 months is in Victoria (rating of 6.7/10) and NSW (6.8), where recovering losses sustained will take more time. The most optimism is in SA (9.0), WA (8.6) and

Golf Management Australia Journal / Spring 2021

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FEATURE STORY K FINANCIAL HEALTH OUTLOO istic):

Average (0=pessimistic, 10=optim .............. 6.8 NSW/ACT.................................................... ......8.7 .......... .......... ..........

QLD.......................................... ..... 9.0 .......... .......... .......... ..........

SA................................... ....6.7 .......... .......... .......... .......... .......... ..........

VIC/TAS..... ............... 8.6 .......... .......... .......... .......... .......... ..........

WA... .......... 7.2 National.................................................

14 12 10 8 6 4 2 0 0

Queensland (8.7), where many clubs have reported a financially sound year.

This has ramifications for the refunds issue, possibly the least understood aspect of golf club management by many members.

REFUNDS: The legal position, according to GMA honorary solicitor Michael Horton (pictured), is pretty clear.

“Most clubs with a traditional model set the fees based on the cost of maintaining the club. The quid pro quo is exchange of facilities for membership fees. How many times the facilities are used is irrelevant. And in this instance, closure of them was the result of a decision by the state government, not the club.”

As many managers noted, the intersection of overheads continuing during course closures against loss of income will generally create cost to members in another area anyway. The upshot: some 68% of survey respondents have not provided nor intend to provide refunds. Of the 24 clubs which have, 17 were in Victoria.

COMPENSATION MEASURES: The predominant strategy to balance fiscal management with goodwill employed by many clubs was through compensatory measures such as house credits or levy extension,s golf shop discounts or the plan for special member events upon reopening. This is allied with another of the major considerations, which is member expectations.

MEMBER EXPECTATIONS: There is no club without members, so keeping them happy and engaged is considered a priority.

What keeps members most happy, of course, is playing the game. For those denied this almost completely in the last year or so, the frustration is high. But for those allowed access to some but not all of previous circumstance, the frustration can also be high.

Data released in June this year by AusPlay,

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the official survey of sporting participation overseen by Sport Australia, indicated a rise of 253,000 people playing golf in 2020 than in 2019, the highest rise of any sport.

For context, second was tennis with a rise of 185,000.

This creates both opportunity and crisis. In terms of crisis, the surge in people attracted to golf in 2021 in concert with fewer people travelling - and therefore using their home facility more - resulted in enormous pressure on timesheet bookings.

Concomitant with this was the negative impact on course condition and delays in maintenance projects.

BOARDS: One statistic not measured is how many decisions, in which managers are involved, are made in a day. This is another area misunderstood by members, along with the responsibility and accountability of board members in whom the big decisions are largely vested. With decisions needed to be made around vaccination protocols, persons with considerable understanding of management issues are vital and concern exists that they are few on the ground in some clubs and may be put off by the possibility of litigation around virus infection.

ACT II: THE PLAN And so to vaccination policy. Without a government mandate for vaccinations and existing debate as to what industries can legally enforce, the golf industry is, like all others, trying to determine appropriate policy. Golf Australia has urged “all golfers, staff and volunteers to receive a vaccination once they are eligible, subject to availability and their personal, professional health advice.”

Some clubs have informed members that they must be vaccinated in order to work

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and play whilst others have encouraged members to be vaccinated, flagging that this may become a requirement.

Whilst some clubs such as Royal Melbourne Golf Club have determined that members must be vaccinated, others have held back on a policy of ‘no jab, no play’ for their members and guests.

Whilst Golf Australia cannot issue a directive to clubs, it has said it is supporting those clubs that follow the position taken by clubs such as Royal Melbourne. Golf NSW is taking legal advice but its stance at present is that it will be guided by NSW Government public health orders. Golf WA has not announced a position but has made resources available to support clubs within that state.

To vaccinate or not to vaccinate is a sensitive issue within the broader community. And it can vary widely.

In Melbourne, affected to the point of spending around two-thirds of the last year in lockdown, the golfing public is largely supportive of vaccination. In Far North Queensland, however, it is far less clear.

Matt Bolton, general manager at Cairns Golf Club, noted that, “The region has seen minimal impact which has created apathy…currently the people of Cairns and Far North Queensland have been slow on the uptake of vaccination and even simple tasks such as using QR codes when checking in. I believe we’re going to have some real pushback from members and casual players when vaccination restrictions commence.”

Horton’s legal view reduces much of the complexity in the debate over whose rights prevail to the simple.

“Every person has a duty to everybody else, so if you knowingly infect somebody else, who subsequently dies, you could theoretically be prosecuted for manslaughter, irrespective of who you are, as a result of your reckless indifference,” he

said. (Reckless indifference is one of the four principles in the legal definition of murder.)

This speaks to both personal responsibility (the decision an individual makes to either be vaccinated or not and to go into public places unvaccinated) and personal liability for negligence or manslaughter (the legal repercussion of someone becoming seriously ill or dying as a consequence of that decision).

Horton further noted: “This is at the individual level and the duty expands as you go up the tree. So there is a high chance that employers become liable to employees if they do not ensure a safe place of work. The only way of doing that in the present situation is to ensure that everyone is vaccinated.

“While this does not guarantee you will not get infected, it statistically means less likelihood of dying or getting seriously sick.

And it lowers community transmission, which is the biggest risk of infection. By contrast, few would baulk at vaccination for similar life-threatening conditions such as smallpox or polio. Pre-1970s it was not possible to travel overseas without a smallpox injection.”

The Victorian Government roadmap out of lockdown saw golf finally open on 29th September, with travel up to 15km allowed, based on the state reaching an 80% first dose minimum under national plan phase A. There is no doubt that publicity surrounding Royal Melbourne’s policy has influenced other clubs to institute their own ‘no jab, no play’ policies, however many other clubs are stopping short of mandating vaccinations to allow more time and to align as best as possible to government announcements on roadmaps out of lockdown.

Jeff Blunden of Golf Business Advisory Services put out a tweet advising that recent research from his company indicated that around 70% of club general managers which subscribe to GBAS services indicate support for ‘no jab, no play’.

Wholesale support for the policy would seem unlikely and some clubs will inevitably be placed in difficult positions with either drafting policy or pushback from members against it.

Nelson Bay general manager Trevor Harrison advised that, “Clubs with gaming facilities in NSW have recourse to the NSW Registered Clubs Act,”, noting, too, that “The Nelson Bay Golf Club constitution has clauses specific to club entry.”

Horton agrees that clubs have ammunition. “Most clubs work to a structure that gives them the authority to regulate what they do. Once a person becomes a member of a club, they are subject to the rules of that club.

“Over the years clubs have had rules such as dress codes and medical certificate requirements for cart use which they have enforced rigorously. So it should be relatively easy for clubs to take their own line in relation to vaccines.

“I think it would be a foolhardy club to let unvaccinated people in, as the risk of liability assumed by that club is high.

Having a rule which is designed to protect the public is pretty mainstream.”

Given that some of the cultural rules set by clubs have in fact contributed to the game’s negative stereotype and malaise, does it not seem a healthy irony for one of those regulations to be sensible, have a basis in responsibility and show community leadership? Horton: “All sporting organisations owe a duty to try and be leaders in any public health initiative.”

ACT III: COMING TOGETHER Reopening from lockdown brings its own challenges but most club managers are optimistic about tackling those and navigating their way to the ‘new normal’ that involves living with coronavirus.

Critical to that is the implementation of vaccination policy and measures to safely police it. This will have the added benefit of allaying concerns around insurance liability.

Lessons learned last year have resulted in new protocols being implemented.

Mollymook Golf Club on the south coast of NSW, which had a difficult experience with a number of disenchanted members when it briefly closed in 2020, has instituted a ‘Code of Conduct Policy’ to protect staff, management and the Board.

General Manager Barry West said, “It was and still is a difficult job to be on the front line dealing face to face with people during a pandemic. Every club should probably review theirs as the goal posts have certainly moved around a lot over the last 18 months.”

It has been estimated that it could take clubs six months to get back on track. What some refer to as ‘post-lockdown syndrome’ - trust - will likely restrain members from

attending as often or spending as previously until confidence returns. When it does, so, too, will the old ‘vibe’.

With that in mind, many clubs are looking at innovative and creative ways to engage members. Even in a club which admits to doing well throughout the pandemic, Goondiwindi Golf Club general manager Nicky Kruger is aware of diminished income sources.

“We’re just trying to promote different types of avenues to increase sales and trading,” he said. “Things like a few familyoriented events, live music, movie nights, lunch specials on Sundays, fireworks, trivia nights.”

The challenge is not small but nor are the possibilities.

The best news is that the outlook for golf remains positive with a national optimism rating of 8.9/10.

GMA president and general manager of Elanora Country Club, Cathy Neagle said, “The general interest in golf is helping managers in terms of the business itself being very healthy and that demand should stay around for a couple of years. How clubs leverage it will be very interesting.”

Throughout, the burden on golf club managers with ‘noise’ coming from all directions has been considerable and largely unappreciated by those outside its own community. Stoic bunch, this, but one which still needs to manage its own wellbeing.

Tullberg, who took five weeks break with the full backing of his board, said: “I think managers are so engaged with the club and all of the operations that they also need to step back and have a bit of a break as well.

Fatigue is becoming the norm and without a ‘refresh’, the burnout factor will increase (see page 24).

“We need to work collaboratively as a group to ensure that our managers not only stay in their job, but thrive.”

Neagle added: “We have a lot of camaraderie and community spirit. As an industry, we’re always ready to share. Our attitude is ‘we’re all in this together, so let’s help each other even more.’”

And so golf clubs move from their winter of despair to the spring of hope, in which purpose, planning and information sharing will surely drive effective results for all.

Golf Management Australia Journal / Spring 2021

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GMA EDUCATION

Dealing with Burnout It is a lot easier to be the person looking back on burnout than it is to be the person experiencing it, as CMAA coach, Kevin MacDonald explains.

I know a particular leader whose career I accessing me.” “We are doing the best we can that someone from the outside might offer have been watching for a long time. with a fraction of the staff.” “I am spending might not be that simple at this time.

I have recently been hearing feedback from a lot of time healing overworked staff who If great leaders can find themselves in this people the leader has either worked with in are not appreciated.” “I am not having fun in place, then we all can let go of judgment the past or is working with now. I have heard a career that I love.” “There is a light at the of the fact that we are experiencing it and things like “best leader I have ever worked end of the tunnel, but I am not sure I want to appreciate it for what it is. with,” “I would go in whatever direction make it to the end of the tunnel.”

Perhaps we can see it as a message. Like this leader points me,” “This is the kind of For anyone who has had a long career it a GPS system talking to us, perhaps it is leader and human being I time to re-calculate. When aspire to be,” “A person of things are going well, we When what you are doing is in alignment with your may not take the time to seemingly limitless energy,” “This leader doesn’t have make sure they are going in values then everything is more effortless. If that time for drama or gossip,” the best direction for us. alignment is not present, then we are setting up a and “People just want to be For some people, burnout situation where burnout is possible. around this leader.” happens when they get I had the chance to disconnected from their spend some time with this vision. If you lose sight of leader recently and I can tell you that in the might be easy to think back to a time or where you are going or why you are doing moments I did, the tank was empty. place when you might have had similar what you are doing, it can seem like your The leader didn’t look the same. It was like feelings. wheels are spinning but you are not going a spark had been extinguished. The usual It is a lot easier to be the person looking anywhere. When your efforts are connected optimism seemed to have gone on vacation. back on burnout than it is to be the person to a clear vision or purpose then the hard The language had changed. “I am not sure experiencing it. When you are in it, the work doesn’t seem so hard. When there is no how long I can do this.” “I am not sure if energy and the creativity needed to get out of connection then the easy work seems harder.

I want to do this.” “I am having trouble it is often just not there. The simple solution As coaches, we help people identify their

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needs and then learn how to get them met.

When people are getting their needs met they are attractive, dynamic, productive, energized, fun, funny and energized. They are showing up as the opposite of being burnt out. When you get clear on your needs and can set your environments up to get them met you can reduce the possibility of or effects from burnout.

Some people must deal with burnout because they do know they are allowed to, or don’t know how to set boundaries. Boundaries are the things we set up to keep people from violating our needs. They teach people what is acceptable to you and how to treat you. If you don’t teach people what is unacceptable, then don’t be surprised if they do the unacceptable.

Have you identified your values? Similar to identifying your needs, we can help you to identify your values. When your needs are met you can be your best self. When what you are doing is in alignment with your values then everything is more effortless. If that alignment is not present, then we are setting up a situation where burnout is possible.

Although new factors, like pandemics, labor shortages, budget constraints, and changing rules and regulations may throw the way you used to manage your time out the window, it is still important to consider how you are using your time in a new situation. There may be some things that you used to say ‘yes’ to that you need to say ‘no’ to now. There may be some things you used to say ‘no’ to that you need to say ‘yes’ to now. It is really a time to get clear on what is important. The leader described at the top has been saying ‘no’ to the number one thing to be able to say ‘yes’ to numbers 42 and 63.

Please do your best, even in the toughest times, to schedule time for the most important things.

It is very likely that during or before a time of burnout, that we are very disconnected from our passions. The things we love in life fuel us.

Burnout is a fuel shortage. What are the things that light you up and how can you find time for them? I remember a time in my career when due to some unforeseen circumstances, I had to work 18 days in a row. When I got my first day off, my wife told me that the first thing she needed me to do was to go play golf and come back to the family energized. I eagerly fulfilled her request.

Burnout might have shown up to give you the message that you need to address one or more of the issues above. It also might be showing up to give you the message that you should be doing something else or be doing it somewhere else.

Whatever message it is sending you, I hope it supports you in getting back to your best soon!

More about Burnout and what it really is Burnout is a term used regularly in relation to worn out people in busy jobs.

Research suggests 30% of people in western countries are likely to suffer burnout at some stage in their lives.

For people in jobs where they are expected to be highly reliable, the rates can reach 60%.

In the past 18 months, we’ve heard stories of GMA members feeling burnt out due to the seemingly relentless stress of managing staff and budgets while also managing compliance with Covid related issues under considerable uncertainty.

A new book came out in July called “Burnout: A Guide to Identifying Burnout and Pathways to Recovery”, co-authored by Gordon Parker, Gabriela Tavella and Kerrie Eyers.

don’t really know what’s going on.

They don’t tend to mope round, instead they are much more likely to hide it.

Sound familiar people? In most golf clubs, words that you are unlikely to hear said to the GM are “You’ve done enough for the day. You should go home.”

Solving burnout before you permanently get shown the door, or one of your dutiful staff suddenly ups and leaves for good, requires an idea of how to identify it and hopefully solve it.

The book explains that burnout is not depression and it’s not disillusionment, nor anxiety, but it is nevertheless debilitating. Via new research, the book identifies there is a strong link to personality.

Changes in behaviour are a sign.

For perfectionists who worry a lot, one suggestion is to schedule your worry time. This is not as strange as it sounds. People who worry a lot should deliberately schedule a time of day to do their worrying, freeing themselves of this burden for the rest of the day.

Helen Trinca, writing in The Australian in early July, interviewed Parker who said that, “Burnout is distinctly over-represented in people who are dutiful, reliable, conscientious and often perfectionistic. These people are more likely to stay at work for longer hours, stay on after they are supposed to leave.” Parker says, “As you go up the work hierarchy, your chances of burnout increases.”

Parker suggests that there may be legitimate reasons for the worry and often it’s excessive work demands or that they are being bullied around. Parker says “... getting into an ongoing dispute (with the employer) is often the worst thing to do. Sometimes it is really important if the situation at work is impossible to correct to encourage the person to get out. Perfectionists are not inclined to do that.”

Perfectionists in particular can be predisposed to burnout.

Common solutions to burnout are changing aspects of the job demands (delegate or ditch), exercise, mindfulness, meditation, yoga or grabbing the sticks and playing golf – event better if it’s with your GMA colleagues at a GMA event!

How does one spot burnout?

The authors found that whilst exhaustion and compromised work performance are strong indicators, loss of empathy is another. People experiencing burnout tend to lose their ability to care for others whether it be staff, friends or family.

Other indicators are that when receiving information, people tend to scan rather than read material without any depth. People with burnout typically have poor sleep and their memory is compromised as well.

Parker says people with burnout

As a member and an important leader in your golf club or facility, you need to look after yourself and your people. GMA members have Acacia EAP to help with burnout or any other issue you may be dealing with.

Click here for more information on GMA’s free member assistance program through our service provider, Acacia EAP.

Golf Management Australia Journal / Spring 2021

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GMA EDUCATION

Perspective, mindset and FOPOs “Win the morning, win the day,” was just one of the important messages shared by Ben Crowe at the GMANSW State Conference in May 2021.

“When you wake up in the morning, write people’s opinions,” Crowe said. “Embrace achievement with fulfilment. a ‘to be’ list, not a ‘to do’ list,” leadership vulnerability as a strength. Lean into “It’s about appreciation, not expectation, mentor and life coach Ben Crowe said. the risk because when you do, you are fulfillment not achievement. When you As a former International Director of more open minded, creative, adaptive and unlock this you will lead a happy life.”

Sports Marketing at NIKE, Crowe asked compassionate.”

Having worked for decades with famous delegates to identify what people across the globe, Crowe person they wanted to be and shared the purpose mindsets of a “It’s your decisions not the conditions that encouraged them to be happy, few with which he had worked. caring, kind, courageous and “Michael Jordan’s purpose is to determines your mindset, attitude and self loving. have an impact on someone else’s worth. You must separate who you are “It’s our perspective that gets life, while Oprah Winfrey wants from what you do and know that some of us through difficult times,” he to be a teacher and inspire her said. “And our perspective is our our greatest learnings come from our most students to be more than they choice.” thought they could be.” difficult times.”

Crowe works closely with The final mindset he outlined business leaders, Federal was Performance Mindset and Governments, coaches & athletes across Crowe observed Covid as the world trying how in the moment of performance, one the globe explaining how authenticity, to tell us to stop doing and start being. To do must focus on the things you can control. vulnerability and storytelling can create not less and be more. To be more connected to “Life is a performance. We are so only an amazing culture and competitive yourself, your family and to nature. distracted by the things we can’t control. advantage – but also create a life that “Being busy is not an emotion, but an Focussing on the uncontrollable is the balances achievement with fulfillment. addiction. You must ask yourself who definition of anxiety. Instead, we must The Australian shared a series of ‘truisms’ am I and what do I want? Two important focus on things we can control - control the with the fascinated audience. questions that must be answered in that controllables,” he said.

“It’s your decisions not the conditions that order.”

Crowe referenced the book “The Road Less determines your mindset, attitude and self He went on to explain Purpose Mindset Travelled”, highlighting the first three words worth. You must separate who you are from as an individual’s ability to identify their – Life is difficult. what you do and know that some of our values, motivations and goals.

“Life is difficult,” he said. “Once you accept greatest learnings come from our that life is difficult, life is no most difficult times.” longer difficult. Nothing is ever “It’s about appreciation, not expectation, In a world crying out for that good or that bad – it just is purpose, connection, confidence what it is.” fulfillment not achievement. When you and perspective, Crowe is “Lighten up rather than tighten unlock this you will lead a happy life.” arguably one of the most up.” important and inspiring speakers Crowe continued, outlining of our time and was invited to speak at the “What legacy do you want to leave on the that the last of the human freedoms is to conference by the GMA. planet?” Crowe asked the audience. “Life is choose one’s own way.

He went on to identify three important not about you but rather the impact you can “Own your story, accept yourself principles, namely connection mindset, have on someone else’s life.” unconditionally. Work out the things you purpose mindset and performance mindset.

Crowe further explained purpose mindset can control and accept the one’s you can’t He explained Connection Mindset as our as finding a sense of contribution and control.” innate desire as humans to connect with fulfilment in our lives. He explained how His final remarks “How can I be the best other people. In doing so, he stated we must a counter intuitive focus on gratitude, part of someone else’s day?” work out and own our story so we can start humility and humour can help achieve peak to accept and celebrate our imperfections. performance, avoid the distractions that “Let go of FOPOs or fear of other typically sabotage performance and balance

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GMA EDUCATION

: s r e k n i t S e s Club Sen h g u o r h T y t i n u Building Comm Anecdote

Club sense means demonstrating the right behaviour for a given club---its members, staff, traditions, ambiance and facility.

Someone with club sense understands and acts according to the norms of their club, as Gregg Patterson explains.

Clubs, Community and Club Sense: Individual wishes are often curbed to accommodate the greater good. People with club sense would happily have their actions published on the front page of the monthly newsletter. Inevitably, some people have it and some people don’t.

The vast majority of members and staff, when shown examples of “right behaviour,” will instinctively understand and appreciate those standards without needing lectures or House Rules or special mailings to be educated. Those standards become norms for the community.

Shared stories become part of the common culture. Those stories bind a community together by portraying both “the good” and “the bad.” People remember good stories and learn without being taught about expectations, standards, dress, actions and decorum.

Therefore--- club members need “club sense;” people love hearing good stories about bad behaviour; members learn good behaviour by laughing at bad; and the best place to tell great stories for maximum impact is in your monthly newsletter.

Entertaining, Engaging and Educating with Anecdote: People learn through experience, either observed, lived or discussed. Good stories that are current, believable, local---that is, within their own club---and entertaining tend to capture the attention of an audience. Before you can educate people about club sense, you need to engage them in a dialogue about club sense. But before you can engage them in the discussion, you need to entertain them. People look more closely at things that amuse them.

Good stories about club neighbours---scandals, rumours, innuendo--- tend to do that.

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I’ve discovered that members love reading good stories, they discuss them at length with their member friends and they tend to show members of other clubs the crazy types they rub elbows with on a daily basis.

The club-wide discussion of “stinker personalities” will slowly, over time, create a club sense culture that is clear about “the good” and is equally clear about “the bad.” In this day and age, people tend to resist dictates from above, preferring to feel enfranchised and an integral part of any rules making process. In turbulent behavioural times like our own, when norms are being questioned, new norms established and recently accepted norms washed away, a process is needed that lets people speak out, dialogue and reach a consensus.

Serializing these “club sense stinkers” into some type of Club Sense Stinker column will go a long way toward creating that consensus and amusing you, your staff and the membership at one and the same time.

The Monthly “Club Sense Stinker” Column: Before you start writing a “Club Sense Stinker” column in your monthly or bimonthly newsletter, you need to remember that a novelist’s skills aren’t necessary. Believe me, the facts will speak for themselves with little or no embellishment on your part.

Just tell the story you know, disguising the characters enough to avoid lawsuits or riots.

Members will imagine they know who you’re talking about and will twitter as they discuss those personalities over tea or their two Martini luncheons. Don’t be surprised when those who you’re writing about don’t recognize their own behaviour. As a matter of fact, I’d be surprised if they did and even more surprised if they changed once they knew. They won’t.

Don’t disappoint yourself assuming they will.

To dramatize what I’m talking about, your editor needs to see a couple of examples to prime their own creative pumps. The following Club Sense Stinkers were recently published in our bi-monthly newsletter and are composites of several true stories identifying real world examples of diminished club sense. Members have found each of these stories entertaining, enlightening and frequently infuriating. They look forward to the next month’s edition and laugh collectively about the Stinkers who were exposed.

Members understand that the stories relate to members they know or have encountered, that each is based on a real world experience and that most are behaviours they have observed in others or themselves at one time or another. If the “good guys” had their way, real names would be used and Stinkers posted for all to see throughout the clubhouse.

If you want to add a little novelty to the Stinker column, you might find it entertaining to invite creative members to submit an essay on that month’s Club Sense Stinker, asking that they explain in as imaginative way as possible why the behaviours noted qualify as Club Sense Stinkers and that they define right behaviour. The winner should get something significant. Here at the Beach Club, I give the winner The Love Dinner---four drinks, two seashore dinners and a bottle of house wine.

The winner’s essay is published and their name touted for all to read.

The following relate to specific Beach Club members, issues and “norms”---not many country clubs will be worrying about boogie boards in the living room---but can probably be understood and appreciated by most readers. After all, you probably know all these characters anyway---different specifics but similar personalities!!! Enjoy the read-------

e nt m le t i t n E . r M Mr. Entitlement arrives at the club on the Fourth of July weekend. His wife arrived earlier---this was witnessed by the lot attendant, who happens to know them both quite well---with the parking lot pass (one to a family!). Mr. Entitlement arrives without his, angrily saying that he never got one since management was, as ever, incompetent. He drives to a handicap spot, proudly displaying his handicapped pass. He leaps from the car and races inside, ignoring the questioning gaze of the attendant. He breezes by the crowd waiting to sign in and get their wrist bands for the weekend, making some sort of comment under his breath about non-members and the quality of the new members. He goes straight to the bar where there’s a line of members and staff waiting to be served. He takes out a free drink coupon---one of five he received on his birthday--- and demands a drink.

The bartender, knowing that he’s an obnoxious vocal type of personality, pours him a drink from the two point five ounce, auto pour bottle.

The staff object silently but pour it to keep him quiet. He leaves, angrily asking if they’ll charge him for the stir stick he’s been given. He drinks with his “authentic member” friends, criticizing the whole time about new members and their guests. He finishes his 11:30am drink and goes to the Grill for lunch. Again, Mr. Entitlement goes to the front of the line, demands service from Cesar, orders a half salad full-up with lettuce. He tells Cesar that it’s a half salad and he better be charged half salad prices. Cesar makes the salad as ordered to avoid the public chastisement which might follow the refusal to accommodate. Mr. Entitlement finishes his salad then goes onto the porch to play gin with his friends. He gets a “Gin Buck”---five of which are needed to get a free drink--- at 3:30pm but continues to play with a second group of gin players until 7:00pm that evening.

Mr. Entitlement goes to the front desk demanding another “Gin Buck” since he “never got one for playing.” He exits out the front door, returning to his handicap parking spot, starts up the car and leaves, happy to have been one of the better members of a club now admitting inauthentic members.

Mr. Entitlement complains, demanding another shot for his free drink coupon.

Is there something wrong with Mr. Entitlement’s club sense???

The Car Guy It’s Fireworks Night of the Fourth of July Weekend. The biggest club event of the year, parking lot packed, one car allowed per family, people squeezed into cars, all trying to car pool so that every member family can park their one car in the club’s parking lot.

A car drives up, no Beach Club blue sticker but a parking pass hanging in the window.

The parking attendant stops the car, notes the absence of sticker to the driver then hears a B.C. member---a woman and frequent user of the club---in the back seat say that they all jammed in the car since they only had one pass for the weekend. The attendant, who recognized the member, thanks them for car pooling and lets them pass.

Ten minutes later another car arrives, this time with a blue sticker but no pass. The car is stopped and the attendant is about to tell the driver that passes are required, one car per family, when he notices that the driver is a member, the husband of the lady in the back seat of the previous car having a pass but no sticker. The attendant, knowing this, says they can’t park in the lot since the rules are clear about the pass. The member gets furious and demands admission. The attendant, brow beaten by the irate member, lets him pass.

Did these characters have club sense? Should we name names???

RECENT PROJECTS INCLUDE: NSW Golf Club Concord Golf Club Lake Karrinyup Country Club Terry Hills Golf & Country Club Royal Sydney Golf Club Elanora Country Club Commonwealth Golf Club The Lakes Golf Club Strathfield Golf Club

Find out more: www.transform.com.au

Golf Management Australia Journal / Spring 2021

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VISION 2025

Marvellous mindset at Medway Congratulations to GMA member, Brett Scothern, and his team at Medway Golf Club for developing a seamless participation pathway that now ensures a steady stream of new women signing up to the club every year.

Recently, there has been a lot of coverage and gratitude for Ben Crowe, Ash Barty’s mindset coach as Barty won her first Wimbledon title.

Rightfully so, as a person’s mind-set ultimately affects their output - limits present new challenges, and challenges present opportunity and growth.

The story of Medway Golf Club and the mindset of its people, demonstrates the power of having a positive and aligned belief.

“We are here to stay,” said Brett Scothern, General Manager at Medway GC, upon being asked about the longevity of the club’s Vision 2025 sub-committee.

“The creation of this committee is our way of saying gender equality is important and ensuring we never become complacent – always thinking about how we can improve.”

Upon attending a Golf Business Forum in 2018, Scothern, by chance, was in the auditorium when he heard a presentation by Golf Australia about gender equality in golf.

“Like most clubs, we had a considerable imbalance of female to male membership,” he said.

“It was at this time that I was really inspired to do something about this - plus, it really is a no-brainer that women are an untapped market.”

At the same time, Golf Australia were recruiting clubs for its Even Par program - a program that aimed to support golf clubs to facilitate gender equality in golf and the

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broader community.

For some, the buck would stop here due to a lack of key drivers to bring inspiration to fruition.

But there has been a team of people at Medway, including Jill Gillingham (former women’s captain) Jenny Kelly (current women’s captain), Stacie Gull (board member) and Alex Pitty (PGA Professional) who have ensured this important work has gone ahead.

With nothing but support from the Board, the club signed up to Even Par and the club’s Vision 2025 sub-committee was formed.

“The mindset of the club, it’s leadership, members and PGA professional has been remarkable,” said Sharna Faralla, regional development officer at Golf Australia.

“Medway have always shown such a positive outlook in doing what they can to increase participation.

“Importantly, it has been a whole-ofclub approach and they have no qualms in engaging key stakeholders and accessing extremal resources and services to help bring their vision to fruition.”

The Club’s Even Par Vision … ‘growing women’s golf and providing a pathway for new women golfers.’

“Being an ex-PGA Professional, I felt I had a fairly good understanding about the experiences of women starting golf - how intimidating it can be, and common stages women tended to drop off,” said Scothern.

Above: 5 for 5 players enjoying socialising after 5 holes play at Medway Golf Club.

KEY LEARNINGS: • You need support and buy-in from everyone at your club to ensure sustainable and successful change – your General Manager, PGA Professional, Board and members.

• Tap into Golf Australia resources such as Even Par and local support staff to start enhancing your gender equality initiatives.

• Form a relationship with your local council and link into relevant grants and promotion campaigns.

• Think about the ‘little things’ that really make a person’s experience at your club enjoyable and make them want to stay such as fostering friendships with existing members, doing up the women’s change rooms etc.

• “Make sure you have reasons behind what you are doing”, suggests Scothern. “You will get better buy-in if you can clearly present a plan and outcomes.”

• “We are always looking at how we can improve. Reading the other Visionary of the Year stories is helpful.”

For more information on Golf Australia’s Vision 2025 “Visionary of the Year” awards, visit the following website: www.golf.org.au/vision2025/

JULY VISIONARY OF THE YEAR AWARD “But working Medway Golf Club won a $500 with Stacie Gull Drummond Golf voucher and are now in the running to win up to who sits on our $10,000 worth of products from Board and Jill the lates t Callaway REVA product Gillingham, who range, designed specifically for was Women’s women. Golf Australia’s overall d Visionary of the Year will be vote Captain at and announced towards the upon the time, was end of the year. an invaluable experience as they provided additional insight to a women’s golf journey.

“Together we mapped out how our entire participation pathway will look, from women learning the basic skills through to full membership.”

Key nuances the club has The team identified common barriers adopted to ensure women are supported, women face along the pathway and worked made to feel welcome and catered for to ensure plenty of nuances along the way. include: “We know that cost and equipment can be • Clinics are offered at various times a barrier to getting started. And then, many throughout the week, including out of office women tend to not progress past clinics as hours the step to on-course play and membership • Equipment is provided throughout levels 1-2 is too daunting,” Scothern said.

• Current female members are involved to “So, we introduced a 4-tier pathway that foster friendships and familiarity at the club is all showcased on our club website. This • An exceptional trial membership is offered step-by-step pathway is all mapped out with • When women are ready to sign-up information about activity associated with to traditional memberships and play each level, costs involved, golfing ability competitions, equal access is provided. associated with that level and how long a Medway has developed a seamless and person remains at that level in general. strong pathway with 80 women going “It takes women on a journey from clinics through clinics (level 1) in the past 3 years, to an on-course mentoring program, a 50 progressing into the on-course mentoring trial membership and then traditional program known as 5 for 5 ($5 for 5 holes) membership. Women can take up to three and 33 women signing up to the trial years to work their way through the levels membership. before joining full fee memberships.

“We put a time-limit on each level to “We figure 3 years is a good amount of ensure women continue to transition,” time for someone to get to know how the Scothern said. club works, foster friendships which is often “So, come October when it is time for the thing that keeps women at a club and women on trial-membership to progress to feel comfortable at the club.” full membership, we hope to get good buy-

Jill Gillingham accepts the Club’s Even Par certificate from Sharna Faralla.

in. Early indications looks like we attract 6-8 new female members every 6 months.”

This constant stream of new female members is attributable to the sustainability of the program.

The club plans to start a series of clinics every Spring and Autumn and cleverly are linking in with their local council’s “Active Maribyrnong, Get Active” campaign.

“We recruited 40 new women to our first series of clinics by linking in with Maribyrnong City Council’s “Get Active” campaign that encourages local women to get active. We plan to continue doing this as it is a great way to connect with women outside of our club,” Scothern said.

Most importantly, the pathway is now ingrained within the club with full support from the board, club members and the PGA professional team.

With an estimate of 30-50 new women coming through the program each year, the positive and aligned mindset of so many people at Medway Golf Club is now paying off.

Golf Management Australia Journal / Spring 2021

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GOLF AUSTRALIA NEWS

Golf Course 2030: Golf leading the charge in environmental sustainability In the world we live in today, environmental sustainability has never been more important to the success of golf in Australia.

Golf Australia’s Clubs & Facilities Support Manager, Matt Chesterman, explains how key stakeholders in Australian golf have been developing a Golf Course 2030 plan in association with the R&A.

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Due to the nature of our facilities, we are quite often at the mercy of our changing climate, but given the land we occupy, we have a responsibility to minimise our negative impacts and maximise our positive impacts on that land.

Over the last 12 months, key stakeholders in Australian golf have been working to develop a Golf Course 2030 (GC2030) plan unique to Australia.

GC2030 was established by the R&A in 2017 as an industry initiative to consider the impacts, both positive and negative, of the changing climate, resource constraints and regulation on course condition and playability. It’s aim is to produce a roadmap that will steer the sport to mitigate challenges and take advantage of opportunities that these issues present.

Golf Australia and the Australian Sports Turf Managers Association have led the engagement of golf stakeholders in the development of the GC2030 plan.

Across February 2021, they brought together stakeholders from the PGA, WPGA, GMA, local government, state

golf organisations, Sport Australia and representatives from clubs and facilities, for seven state-based workshops where local issues were raised and potential solutions discussed.

Unsurprisingly, water was at the top of the list for discussion at each workshop.

With so much irrigated land occupied by our facilities, the sourcing of suitable water and it’s responsible use is vital to ensuring our courses remain sustainable in the coming years. Actions in the GC2030 plan to address this include research into turf varieties that require less water, the development of best practice documents for water use and education to golfers to change their expectations of a golfing facility.

Other issues and opportunities identified include an emerging gap in the level of professional sports turf management staff, the understated value indigenous flora and fauna existing on golf courses brings to our community and the perception of stakeholders external to golf that there are better uses of the land we occupy for golf.

These issues have been consolidated by a

Golf Australia and ASTMA launch Turf Management Assistance Program The Australian Sports Turf Managers Association has partnered with Golf Australia to develop a Turf Management Assistance Program for golf clubs, designed to assist small, remote and regional clubs with the support they require to improve playing surfaces and turf management practices.

Program Overview

national working party and developed into a draft GC2030 Australia document. This document is being lodged with the R&A for acceptance where following that, actions will be built into the workplans of golf ’s organisations to have impact as described.

The GC2030 document will assist in the sourcing of funding for sustainability initiatives from local, state and federal governments, in addition to the support offered by the R&A. We anticipate that the GC2030 document will be published to the industry in November 2021.

For further information about Golf Course 2030, and the document and plans created by other countries, visit the R&A website, www.randa.org/Sustainability/ GolfCourse2030.

To talk about Golf Australia’s involvement, please contact Matt Chesterman, Clubs & Facilities Support Senior Manager: matt.chesterman@golf.org.au

The Turf Management Assistance Program will provide assistance to golf clubs that are operating without experienced or qualified turf management staff and/or are largely volunteer based staff, by aligning them with an experienced and qualified turf professional from the industry.

The partnering turf manager will visit the Club to meet with staff to understand and review current turf practices, undertake soil, water and plant testing, and will provide advice and recommendations to support the facility to deliver improved playing surfaces across greens, tees and fairways, in addition to providing advice on course management practices in an environmentally and financially sustainable way.

With a long-term view, the Turf Management Assistance Program will promote an improved knowledge within small, remote and regional golf club teams and volunteers, resulting in sustainable improvements to playing surfaces, better conditioned turf areas and more efficient use of resources.

Sports Turf Managers who would like to be part of the Turf Management Assistance Program can register their interest via the ASTMA website.

Funding and Payment for Sports Turf Managers Sports Turf Managers engaged under the Program to support an aligned golf club will be paid for involvement.

Under the Program, a Sports Turf Manager engaged to assist a golf club will be remunerated between $500 - $1,000 for each engagement to assist a club; variable

based on time requirements and location.

In addition, all travel expenses will be paid for under the Program and costs for any initial (pre-visit) testing and additional testing requirements requested by the Turf Manager will be fully funded by the Program.

How to Get Involved Sports Turf Managers looking to be involved with the Program must: • Be a member of the Australian Sports Turf Managers Association; • Register to be part of the Sports Turf Management Club Assistance Program; • Have a trade level Qualification (or expertise) in Sports Turf Management recognised by the Australian Sports Turf Managers Association ; • Be currently employed at a Golf Club or facility and have the written permission of the club at which they are employed (included in Registration process).

Whilst it does not preclude turf managers from being part of the Program, Golf Australia will prioritise alignment of supporting Turf Managers to Certified Sports Turf Managers (CSTM) who have attained industry recognition as leading professionals to support clubs.

IMPORTANT LINKS Read More about the Sports Turf Management Club Assistance Program Register to be Involved in the Program Club Assistance Program Details and Requirements

Golf Management Australia Journal / Spring 2021

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GOLF AUSTRALIA NEWS

AGF launches junior girls scholarships The Australian Golf Foundation, in association with Golf Australia, is delighted to present the Australian Golf Foundation (AGF) Junior Girls Scholarship program for a second year.

Following outstanding success in the program’s inaugural year, the AGF junior girls scholarship program is being expanded to involve more facilities and more girls.

“We have been delighted with the feedback from both our clubs and scholars in 2021,” said Bonnie Boezeman AO, scholarship program founder and board member of the AGF. “All girls and deliverers involved this year have told us they rate their experience in the program as good, great or brilliant and 92 percent of girls want to continue learning and playing at their club next year.

To have this many girls saying they want to carry on being a member and playing golf is nothing short of brilliant!”

In a first, the golf industry has come together to support the program financially. “I think everyone is aware of how successful the pilot program has been and the importance of providing support to retain girls in golf, especially teenage girls which this program targets,” Bonnie enthusiastically commented.

Funding from numerous golf industry bodies and generous donors means the program can be expanded in 2022 to grant 400 scholarships to girls, more than 170 up on the 2021 figure.

Under the tutelage of a club’s PGA professional and/or community instructor, along with the support of club members,

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scholarship holders will have the opportunity to: • Advance their skills through coaching; • Obtain a handicap; • Play in club competitions; and • Form lifelong golfing friendships with other girls and members.

To fund this activity, successful golf club applicants will receive $2,000 plus GST in funding.

Claire Elvidge, PGA professional who has been instructing and mentoring scholarship recipients at Cottesloe Golf Club (WA) this year states, “The program has been great.

I've had nothing but positive feedback. It has enabled us to partner with our neighbouring public facility, Wembley Golf, to recruit five girls to the program and support these girls to obtain handicaps and club membership.”

Karen Lunn, CEO of the WPGA and scholarship steering group member, agrees the program has been great.

“This program offers a wonderful opportunity for young girls all around Australia to begin their golfing journey under the watchful and nurturing eyes of PGA professionals. For those who have the potential to maybe one day compete at the highest level, the scholarship will provide them with the tools and advice critical to their future development and potentially to a pathway to professional golf.

“As the peak body for professional women’s golf, there is no doubt in my mind that the scholarship program will help increase our pool of talent for future female players and coaches.”

Stephen Spargo AM, Chairman of the AGF commented: “The Australian Golf Foundation is extremely proud to assist clubs financially so that they can provide opportunities to keep girls in the game. By encouraging and supporting girls to continue their golfing journey beyond clinics and obtaining a handicap, we hope to increase the number of girls enjoying our wonderful game.”

Applications for 2022 open on Wednesday, 15th September 2021 and close 5:00pm AEST Monday, 25th October 2021.

The Australian Golf Foundation is the national foundation for golf in Australia.

The AGF supports Golf Australia’s vision to grow golf by investing in targeted initiatives to inspire all Australians to enjoy and play the game.

To learn more about how your club can get involved and apply, click here: www.golf.org.au/vision2025-play Visit www. australiangolffoundation.org.au for further information.

Why MyGolf is the best tool for running junior golf programs?

MYGOLF MYTHBUSTERS Myth: The club pays $7 per participant to Golf Australia.

Busted: There is no charge.

Myth: The program must follow the MyGolf manual activity plans.

Busted: Your PGA Professional can tailor the program to their experience and preferences.

Myth: It costs the club to use the MyGolf registration system.

In a recent survey, it was found that 83% of golf club and facility managers rated a successful junior program as a high priority.

As part of their role, general managers understand the need to have oversight over the junior program in order to be successful.

Why is MyGolf the best tool for running junior golf programs?

1. It’s Australia’s national junior participation program - a joint venture between Golf Australia and the PGA of Australia.

2. It has a central online search tool for parents seeking kid’s golf programs throughout Australia.

3. It’s marketed en-masse through social media platforms.

Clubs and facilities can choose to register their centre and use the systems full capabilities or, having registered their centre on MyGolf, continue to run their own junior registrations via their own systems or have a combination of both.

But the fact is, this platform is built for use free of charge.

Extra Incentive On top of that, a facility support grant of up to $500 is available for any facility running a program, plus a $30 per participant bonus for MyGolf Girls programs.

How much does it cost to use the registration portal?

How do I access MyGolf program activity resources?

Nothing. The registration portal is purpose built for clubs and facilities and is free to use. Golf clubs and facilities can register as a MyGolf centre and post their programs as and when they see fit. The system is designed to make the administration of running programs easy; receiving junior registrations online, storing registrants information and receiving payments.

The MyGolf manual is a very useful guide to running programs. Many PGA professionals have their well-established programs and can continue to do this exactly they way they like whilst gaining the benefit of the MyGolf registration portal and promotions. They don’t have to change a thing.

Busted: It’s free to use.

WHAT YOU GET...

By uploading your junior golf program to MyGolf, you will receive: • Free social media marketing through Facebook and Instagram targeting parents of 5–12-year olds within 20km of your golf club address.

• $500 to assist with marketing, equipment, Community Instructor courses and more.

• $30 per participant bonus for each MyGolf Girls participant.

• Free to use registration portal for the Australian public to find your program.

• $100 per program reimbursement for free come and try programs.

• Customer service – if you require a refund, we will process it for you.

• Free for clubs and deliverers to run a program through MyGolf – no hidden costs involved.

Is there anything you would like MyGolf to provide or do better?

Please let us know.

We continuously strive to improve and provide what golf clubs and parents are asking for, so we welcome any feedback.

To get involved with the MyGolf Program, please contact Golf Australia’s MyGolf team at mygolf@golf.org.au.

Golf Management Australia Journal / Spring 2021

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INDUSTRY NEWS

Golf in a Changing Climate Climate Central Scientist Ed Hawkins reviewed world climate data over the last century. He then used a coloured stripe to represent temperature change for each year. As epar’s Terry Muir points out, Hawkins’ research clearly shows a warming trend towards 2020.

Australia has warmed by more than the global average (land and ocean) with most warming since 1950 and eight of Australia’s top ten warmest years on record occurring since 2005. Below is a summary of the predicted climate change impacts across all Australian States.

NSW/ACT All of NSW/ACT has warmed since 1910 and the climate of NSW and the ACT is projected to continue to change over the coming decades. By mid-century, the following changes are projected: • NSW and ACT will continue to get hotter into the future, with less warming on the coast and more warming inland.

• NSW/ACT can expect an average annual temperature increase of around 1.4-2.3 °C (central estimate of 1.9 °C).

• More than double the number of hot days (>35 °C) in Sydney and Canberra are expected, increasing from approximately 4 to 8 days per year in Sydney and from approximately 6 to 14 days per year in Canberra.

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• By mid-century the climate of Sydney is projected to be more like the current climate of Grafton.

• The climate of Broken Hill is projected to be more like the current climate of White Cliffs.

• The climate of Canberra is projected to be more like the current climate of AlburyWodonga.

• NSW and ACT can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 27 cm along the NSW coast.

• Rainfall projections in NSW and ACT vary by season and region. Projected change in average rainfall for NSW/ACT is less certain than for temperature and sea level.

• Whilst rainfall is expected to increase over most regions in summer, large regions show projected decreases in rainfall during winter, with these reductions being largest along coastal NSW as compared to some inland regions.

• Extreme rain events in NSW and ACT are projected to become more intense.

• In the future, east coast lows are projected to decrease by up to 20% primarily due to a reduction of events during winter.

• In Alpine regions an increase in snowmelt, especially at low latitudes, is projected along with a decline in snowfall.

NT The Northern Territory will continue to get hotter into the future.

• The Northern Territory can expect an average annual temperature increase of around 1.5-2.5 °C (central estimate of 2.0 °C).

• The number of hot days (>35 °C) will increase from approximately 86 to 199 days per year in Batchelor.

• The number of very hot days (>40 °C) will increase from approximately 7 to 43 days per year in Katherine, and from approximately 14 to 48 days per year in Alice Springs.

• By mid-century Darwin is projected to be more like the current climate of Jabiru.

• Katherine is projected to be more like the current climate of Wyndham (WA).

• Alice Springs is projected to be more like the

current climate of Warburton (WA).

• The Northern Territory can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 24 cm along the coast of the Northern Territory.

• Extreme rain events in the Northern Territory are projected to become more intense.

• Projected change in average annual rainfall for the Northern Territory is unclear, although significant change is possible. Both wetter and drier futures should therefore be considered, especially in the monsoon region.

• The number of tropical cyclones is projected to decrease by about 10% for this region of Australia.

QLD The climate of Queensland is projected to continue to change over the coming decades.

By mid-century, the following changes are projected: • Queensland will continue to get hotter into the future. Queensland can expect an average annual temperature increase of around 1.3-2.5 °C. • The number of hot days (>35 °C) will increase from approximately 2 to 8 days per year in Brisbane and from approximately 4 to 14 days per year in Toowoomba.

• By mid-century the climate of Brisbane is projected to be more like the current climate of Mareeba.

• The climate of Cairns is projected to be more like the current climate of Cooktown.

• The climate of Longreach is projected to be more like the current climate of Port Headland (WA).

• Queensland can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 26 cm along the coast of Queensland.

• Extreme rain events in Queensland are projected to become more intense.

• As a whole, Queensland is likely to become drier in the May-October period. Average annual rainfall change is unclear in the monsoon region, with significant change possible. Both wetter and drier futures should therefore be considered.

• The number of tropical cyclones is projected to decrease by about 8% for this region of Australia.

• In the future, east coast lows are projected to decrease by up to 20% primarily due to a reduction during winter.

SA The climate of South Australia is projected to continue to change over the coming decades. By mid-century, the following changes are projected: • South Australia will continue to get hotter into the future and can expect an average annual temperature increase of around 1.32.2 °C (central estimate of 1.9 °C).

• The number of very hot days (>40 °C) will increase from approximately 2 to 6 days per year in Adelaide, and from approximately 24 to 46 days per year in Coober Pedy.

• By mid-century the climate of Adelaide may become more like the current climate of Kadina (SA) • The climate of Port Augusta may become more like the current climate of Leigh Creek (SA).

• South Australia can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 24 cm along the South Australian coast.

• Extreme rain events in South Australia are projected to become more intense.

• Rainfall across South Australia is likely to continue to decrease in the future, especially in the cool season.

TAS The climate of Tasmania is projected to continue to change over the coming decades.

By mid-century, the following changes are projected: • Tasmania will continue to get hotter into the future and can expect an average annual temperature increase of around 0.9-1.7 °C. • The number of hot days (>30 °C) will increase from 4 or 5 days per year to 8 days per year in Hobart, and from approximately 3 to 8 days per year in Launceston.

• By mid-century the climate of Hobart is projected to be more like the current climate of Geelong, Victoria.

• The climate of Launceston is projected to be more like the current climate of Bathurst, NSW. • Tasmania can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 26 cm along the Tasmania coast.

• Extreme rain events in Tasmania are projected to become more intense.

• Projected change in average rainfall for Tasmania is less certain than for temperature and sea levels with most climate models projecting decreased rainfall.

• The projected decrease in rainfall is greatest in spring.

• Notable differences across the state are plausible, including a difference in the direction of change between east and west in some seasons.

VIC The climate of Victoria is projected to continue to change over the coming decades.

By mid- century, the following changes are projected: • Victoria will continue to get hotter into the future. Global climate models project warming of 1.3 to 2.0 °C (central estimate of 1.6 °C). Regional modelling shows a plausible higher end to this range (1.4 to 2.4 °C).

• The number of very hot days (>40 °C) will increase from 0.83 to 2.7 days per year in Melbourne, and from 7.8 to 17 days per year in Mildura.

• By mid-century the climate of Melbourne is projected to be more like the current climate of Wodonga.

• The climate of Warrnambool is projected to be more like the current climate of Benalla.

• The climate of Lakes Entrance is projected to be more like the current climate of Stanthorpe, Qld. • Victoria can expect longer fire seasons, with

Golf Management Australia Journal / Spring 2021

37

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INDUSTRY NEWS around 40% more very high fire danger days.

• Sea levels are projected to rise by around 24 cm along the Victorian coast.

• Extreme rain events in Victoria are projected to become more intense.

• Projected change in annual or seasonal rainfall for Victorian is less certain than for temperature and sea level • Approximately three quarters of climate models project decreased rainfall.

• The projected decrease in rainfall is greatest in winter and spring.

• Notable differences across the state are plausible, including enhanced drying on the slopes of the Alps in autumn through to spring.

• In the future, east coast lows are projected to decrease by up to 20% primarily due to a reduction in winter.

• In Alpine regions a decline in snowfall, especially at low altitudes, is projected along with an increase in snowmelt.

WA The climate of Western Australia is projected to continue to change over the coming decades. By mid-century, the following changes are projected: • Western Australia will continue to get hotter into the future. Western Australia can expect an average annual temperature increase of around 1.5-2.4 °C (central estimate of 2.0°C).

• The number of very hot days (>40 °C) are projected to increase from approximately 1.5 to 5 days per year in Perth, and from approximately 6 to 16 days per year in Broome.

• By mid-century under a high emissions scenario the climate of Perth is projected to be more like the current climate of Jurien.

• The climate of Albany is projected to be more like the current climate of Busselton.

• The climate of Broome is projected to be more like the current climate of Derby.

• Western Australia can expect longer fire seasons, with around 40% more very high fire danger days.

• Sea levels are projected to rise by around 24 cm along the West Australian coast.

• Extreme rain events in Western Australia are projected to become more intense.

• As a whole, Western Australia is likely to become drier.

• Rainfall change is unclear in the monsoonal north, but ongoing significant declines in south-west Western Australia are likely.

• The number of tropical cyclones is projected to decrease by about 12% for this region of Australia.

Statements from the United Nations should resonate with every golf club manager - “The science is clear. The disruption to economies, societies and people caused by Covid-19 will pale in comparison to what the climate crisis holds in store.”

Having recently completed The Cambridge University “Business and Climate Change – Towards Net Zero Emissions” program, I believe golf club managers can lead the sporting world in implementing climate change adaptation, mitigation, and net zero strategies and help cool the planet.

Importantly, as consumers become increasingly carbon savvy, acting on climate change now presents golf ’s greatest opportunity to prosper, remain relevant and well prepared for a regenerative de-carbonised future.

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INDUSTRY NEWS

Golf 's groundbreaking moment Following an historic gathering of more than 250 people across the Australian golf industry, the key bodies –the PGA of Australia, the WPGA Tour and Golf Australia – have committed to publishing a new Australian golf strategy by the end of the year.

This follows an exhaustive consultation ‘cool and fun’ – whatever that means to the “I like so many of you, have at times been process and a two-day conference held individual.” incredibly frustrated and often angry, online last week. Speakers included US Sutherland told the virtual conference as both a golfer and an administrator, Open champion Geoff Ogilvy and a range of that it was imperative that the game grew to especially when it came to the lack of industry figures, club managers and broader survive. As such, he said golf needed to find opportunities and consideration afforded to sports consultants along with former AFL ways to talk to the disengaged, rather than women and girls.

Commissioner Colin Carter. living in an echo chamber.

“Fortunately, and thankfully, these times The chief executives of the three main Sutherland quoted research from the are changing and there is a beacon of light bodies – Karen now at the end of Lunn (WPGA), what has at times “We need everyone to feel welcome, that anyone can play, has been a very dark Gavin Kirkman (PGA) and James that there is no fixed format. Our sport needs to be ‘cool and tunnel.”

Sutherland (Golf Kirkman said fun’ – whatever that means to the individual.”

Australia) also the way ahead was made impassioned clear, and would speeches.

Nature consultancy group which showed require courage. “We are all here to grow The strategy will be an all-of-golf that the core constituency of the game in participation and grow the business of golf. document and a blueprint for the future.

Australia – the 380,000 club members Change is imperative. We need to do things Kirkman noted the significance of the – represented less than five percent of differently and we need to have a stronger timing. “With a career spanning more than Australians who are positively disposed to voice; and to build this strategy we need to 35 years across all areas of golf I believe this golf. work together.” is the most critical time as we experience a “Our sport’s potential is bigger than most Sutherland said the game needed to move resurgence due to Covid, an industry-wide realise - and a large chunk of our golf market quickly to address it’s issues noting an appetite for cooperation and collaboration, has historically been somewhat neglected,’’ approximate one percent per annum decline and leadership that is intent on driving said Sutherland. in member numbers over the past 20 years, change and growth”, he said.

Lunn said the sport was only now at a time when Australia’s population had The PGA head said the alignment was beginning to acknowledge its problem with grown by 35 percent . “overdue” but exciting. He said golf needed female engagement.

“While the global pandemic has seen a to change and modernise while respecting “The reality is that not enough Australian recent uptick in golf participation – we need the history and to make sure this is traditions of our maintained when “We are all here to grow participation and grow the sport. “We need we return to some business of golf. Change is imperative. We need to do things sort of normality. to create great experiences at all Recognising that differently and we need to have a stronger voice; and to facilities - golf the mental health build this strategy we need to work together.” courses, driving benefits, the socially ranges, golf shops, distant and the mini golf and indoor simulator golf. women and girls play golf,” she said. “We social connection golf offers in it’s many “Whether the experience is social, need to understand why, and make sure that formats have become evident through the competition, retail, coaching, food and our sport caters for them. pandemic, there’s no time for complacency.” beverage, or events, many experiences start “You can’t be what you can’t see, and The governing bodies will gather feedback from the digital connection prior to getting we don’t have enough female coaches, via forums across Australia over the coming to the facility and then it starts again at the administrators and leaders within our months with the aim of launching the new facility entrance. We need everyone to feel industry – nowhere near enough.” strategy for golf by year’s end. welcome, that anyone can play, that there Lunn said the game was already changing, is no fixed format. Our sport needs to be as it needed to do.

Golf Management Australia Journal / Spring 2021

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INDUSTRY NEWS

Landscape Solutions for golf courses For the past decade Landscape Solutions has been maintaining golf courses with terrific results.

Inside Golf recently caught up with the company’s managing director, Tim Buckle, to find out how Landscape Solutions has impacted the golf industry ... and more.

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Describe your role at Landscape Solutions.

I’m responsible for sustainable direction and strategy for the long-term vision of the business.

It’s also my job to ensure our people have the tools to continue to grow their careers.

I am so proud of our team and the great work we do every day, and genuinely love the landscaping industry. Because of that, it’s so important to me that as a company we are encouraging young people to join and grow our industry, and that when someone from our team has a career goal, we are here to make that happen for them.

How did you become involved in the landscaping industry?

Like a lot of young people, I left school not knowing what I wanted to do for a career. I thought landscaping would be pretty cool, so I jumped straight in. Whilst I found it to be hard physical work, I also found it extremely enjoyable and rewarding. I was extremely fortunate to fall into a job that I still enjoy today in the green industry that I still love.

From humble beginnings in 1993 did you ever think the company would be a major success turning over $120m-plus?

I think I’m like anyone who starts a business like this. Way back when, I had no idea Landscape Solutions would become what it is today. In 1993 there weren’t any aspirational companies of our current size

in the Australian industry, so it was really unknown territory. It would have been hard to imagine back then one day being a company with over 660 team members in both Australia and New Zealand, but I always believed that with the right people we could achieve something more.

What can your company offer major golfing facilities?

When we first started out, our services were predominantly commercial landscape maintenance and construction. That soon evolved, and in fact for more than 10 years now we have been maintaining golf courses. It was because of our skilled team, the amazing work they consistently deliver, and the huge opportunity to work with courses around the country, that we decided to branch off and create Golf Course Solutions. We believe that we have a lot to offer major golfing facilities.

One of the main things we are all short on in life is time. We work with several golf courses and since coming on board we have helped them create the time to pay more attention to their core competencies – areas like hospitality for example. We take the pressure of maintaining the course off their shoulders, which can be a huge positive for golfing facilities.

There are also certain aspects that can be difficult for a golf club to do on their own.

Developing course safety and compliant operating systems is one area we’ve found clubs often struggle, a lot of which we already have in place because of the nature of our work. As a contractor, we are held to account at a far higher level, and this is something we enjoy. It pushes us to constantly look for ways to improve, and it is how we know our procedures will stand up to rigours and high standards of this industry.

Financially, we have the ability to

minimise the clubs’ operating costs in still delivering the required outcomes, and this comes as a relief to so many of our clients.

How has Landscape Solutions navigated the Covid-19 pandemic and how has it impacted on the company’s plans and goals?

It certainly hasn’t been beneficial, but no business or industry would have gone unscathed through this. We continue to look for new opportunities and have found a lot of our customers, particularly in the golf industry, have actually increased their inquiries. A lot of customers have realised that by getting us on board, they’ll be able to focus on their key areas in managing the club when we all get back to normal.

What have been some of major changes in the industry since your first involvement?

Our industry has become far more professional than it was when I first started out. We’ve all advanced in how we do things for the better – technically, safely and sustainably.

We’ve also found that our customers greatly appreciate the service of a contracting business, something that was once avoided by many. It gives our customers their time back – it allows them to focus on their core competencies, rather than an area they know minimal about.

What do you think will be the growth areas in the next 12-18 months?

Contracting when done right will continue to grow and we would hope we’re at the forefront of this over the next 12 to 18 months. We will continue to provide general managers and club boards with options when it comes to course maintenance.

What has been your smartest financial decision?

When I was younger, it was

not buying the fancy ute, even though that was what it seemed like everyone around me was doing. One of the best decisions I made back then was to follow my own instinct around financials and keep it simple. On a more serious note, financially not getting an overdraft early on when it seemed to be a bit of a cool thing to do. We’ve always been very careful with customer money and paid our suppliers and subcontractors every month.

I would also never call myself a financial guru but educating myself around financials has certainly made sure I understand a P&L and a balance sheet, and how this impacts a business. I think this is hugely underestimated by most tradespeople.

What’s been the greatest challenge along the way?

I think the biggest challenge in the industry is what we’re about to face - a low percentage of school leavers choosing a trade-based career, and particularly the green industry as a trade. Our aim is to demonstrate to young people that they can have a brilliant career in an awesome industry when they leave school. For a lot of young people, a trade isn’t even considered an option when it could in fact be the perfect career for them.

I see it as our job to demonstrate the exciting work we are doing, remind them of the opportunities and our ability to endure adversities (like the current pandemic), and therefore encourage them to consider a trade. As it currently stands, we have 91 apprentices engaged across Landscape Solutions. This is something I’m extremely proud of. It’s great knowing we are supporting the next generation.

For more information, visit the Golf Course Solutions website: www.golfcoursesolutions.com.au

Golf Management Australia Journal / Spring 2021

45

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Toro Named Official Supplier for 2023 Solheim Cup Toro will be the exclusive supplier of irrigation and turf equipment for the Solheim Cup at Finca Cortesin Golf Club.

The Toro Company has been chosen as the official supplier of irrigation systems and turf equipment for the 2023 Solheim Cup, which will take place at Finca Cortesin Golf Club in Andalucìa, Spain, September 18–24, 2023. In addition, Finca Cortesin has extended its partnership with Toro and local distributor Riego Verde S.A. (Riversa) to continue supplying the course’s fleet of golf course maintenance equipment.

Since 1990, the Solheim Cup has combined the tradition and prestige of the game of golf with passion for one’s country and continent. Held every two years, this transatlantic team match-play competition features the 12 best European players from the Ladies European Tour (LET) and the 12 best U.S. players from the Ladies Professional Golf Association (LPGA) Tour. Spain will host the Solheim Cup for the first time in the tournament’s history.

Located in the Costa del Sol region of southern Spain, the unique Finca Cortesin resort includes a championship golf course designed by Cabell Robinson, as well as a luxury hotel and spa. The world-renowned golf course is regularly featured in the top five best courses in Spain by Golf World and Golf Digest magazines.

“Finca Cortesin strives for excellence in everything we do, from our golf course to our hotel and restaurants,” said Vicente

Rubio, president of Finca Cortesin Hotel, Golf and Spa. “We have renewed our partnership with Toro in support of our commitment to achieving the highest quality standards as we prepare to host the 2023 Solheim Cup.” As part of the agreement, Finca Cortesin will add new Toro® products such as the Greensmaster® 1026 walk-behind greens mower and the all-electric Greensmaster eTriFlex™ 3370 riding greens mower.

“We’ve introduced a number of practices on the golf course to be at the forefront of environmental sustainability, and the allelectric eTriFlex is the perfect complement,” said Finca Cortesin superintendent Iñigo Soto. “We chose machines with lithium-ion battery technology for the reduced noise and engine exhaust emissions, as well as the outstanding quality of cut.”

The agreement with Toro also includes efficient models that meet Stage V engine emissions regulations implemented in 2019 in the European Union. The Reelmaster® 7000-D semi-rough mower and the Groundsmaster® 4500-D rough mower are part of this newer generation of fuel-efficient machines that will be used to maintain large turf areas at Finca Cortesin’s championship golf course.

“Getting ready for an important tournament like the Solheim Cup requires

top-notch equipment and a dedicated team,” added Soto. “We’re looking forward to working with Toro and having the support of our local distributor, Riversa, as course preparations get underway.”

The 2023 Solheim Cup will not only mark the first time the championship has been played in Spain, but also the first time the event has taken place in such close proximity to the men’s Ryder Cup competition — which is scheduled for September 28 – Oct. 1, 2023, in Rome. The two competitions are typically held in alternate years, but the schedule changed when the COVID-19 pandemic forced the 2020 Ryder Cup to be postponed.

“It’s an honour to be selected as the official equipment and irrigation partner for the 2023 Solheim Cup, and we’re thrilled to be continuing our relationship with Finca Cortesin,” said Rick Olson, chairman and CEO of The Toro Company. “As an official supplier for the Solheim Cup in Spain and the Ryder Cup in Rome, we are excited to have the opportunity to support back-toback team events that showcase the top professionals in both men’s and women’s golf in Europe and the United States.”

For more information on the products and services offered to golf facilites by Toro, visit their website: www.toro.com.au

Golf Management Australia Journal / Spring 2021

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