GMA Journal (Summer 2021)

Golf Management Australia

JOURNAL SUMMER 2021

Official Journal for Golf Management Australia Ltd.

Merry Christmas & Happy New Year from everyone at Golf Management Australia INSIDE THIS EDITION

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9

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AWARD WINNERS

STATE NEWS

GMA MEMBER PROFILE

2021 Managers of the Year crowned

Scholarship winners, events

In Focus: Richard Hogg

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 SUMMER 2021

Official Journal for Golf Management Australia Ltd.

CONTENTS 4

FROM THE CHAIR Cathy Neagle

VICTORIA

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FROM THE CEO

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GMA NEWS

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STATE NEWS

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Paul Vardy

GMV farewells longterm contributors

Managers of the Year crowned

Professional development, golf & networking event updates from around the country

PROFESSIONAL DEVELOPMENT

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IN FOCUS

GMA member profile: Richard Hogg of Bonnie Doon Golf Club

Learning to lead under pressure

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GOLF AUSTRALIA NEWS

Historic Australian Golf Strategy launch, Australia joins R&A Women in Golf Charter, Golf memberships soar in Australia

GMA EDUCATION

Q&A with Victor Insurance, Clubs and Climate Change Risk, Caring for our senior community

INDUSTRY NEWS

Your future members are on your doorstep, Walkinshaw Sports partners with Empower Golf Australia

On behalf of everyone at Golf Management Australia, we would like to wish you and your families a very Merry Christmas, and a safe, happy and prosperous New Year.

EDUCATION

Caring for our senior community

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INDUSTRY NEWS

Your future members are on your doorstep

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Golf Management Australia Journal / Summer 2021

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From the Chair CATHY NEAGLE / Chair, Golf Management Australia

In November, it was nice to meet with James Sutherland and Gavin Kirkman as Golf Australia (GA) and the PGA of Australia settled into the Australian Golf Centre at the location of the newly redeveloped Sandringham golf links on Melbourne’s renowned sandbelt.

We talked about the Australian Golf Strategy (AGS) and how GMA and it’s members can support the strategy to grow the game more broadly and maximise its considerable potential. GMA members come from a range of different clubs and golfing facilities and typically have a significant amount of influence. Whilst operating within board and club strategies, GMA members nevertheless can share their knowledge extensively gained through working in the business of golf and nudge their facilities to where change is needed.

Most golf venues are reporting high demand and many have seen their best profits in years. In many cases, this has repaired balance sheets and allowed for catch up investment on capital projects. But where the AGS comes in, is in relation to golfer numbers.

The recent Golf Landscape Research reveals that golf appeals to a wide amount of people and the opportunity lies in capturing this interest whilst retaining the strong member numbers recently seen. The way to best do this comes down to the individual club but two things are clear from the research; we can all do more to tell our story better, and we should look to better integrate with the broader golf community as well as the local community. The GMA Journal is a great way to do both, and we invite GMA members to contribute things they are doing. In this issue, we talk to Ali Terai from Future Golf about a market that is right on our doorstep - the social golf market.

One of the key strategies of GMA’s Strategic Plan 2021-23 is to collaborate with other golf industry bodies. GMA looks forward to working closely with GA, the PGA, the Australian Sports Turf Managers Association (ASTMA) and all golfing bodies to find real traction with the AGS. GMA held it’s AGM in November, as did a number of states. Writing a chair’s report is a chance to reflect on the year. Amongst the disruption brought about by travel

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Golf Management Australia (GMA) represents a membership of more than 400 golf club managers across Australia.

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.

restrictions and border closures, a wide variety of state based and online learning activities went ahead. Membership grew by 15% and our female membership increased by 40% - a terrific result and in keeping with our efforts to encourage more female managers as part of our commitment to Vision 2025.

Thank you to all members for your support in 2021. It’s been another incredible year and one that has seen a great amount of challenge and change. In each journal, we list members starting, changing and leaving jobs, and we’ve seen some significant resignations from very experienced managers who’ve decided that now is a good time to retire or take a well-earned break. In particular, I’d like to acknowledge Andrew Gay, former GMA chair, having served ten years on GMA’s board and on the GMASA executive.

Andrew leaves Royal Adelaide after 14 years and we look forward to keeping in touch with him. There are many others, including one of our longest tenured GMs, Dean Stanton, who left Tee Tree Gully this year after an extraordinary 35 years.

We also thank our GMA board, particularly Anthony Masters (pictured with Cathy), who leaves after six years. We welcome onto the board Mat Loughnane from The Kew Golf Club.

I thank all state executives for their support and guidance this year. Thanks to our CEO, Paul Vardy, and his team including Rod Haines, David Brand, Mike Orloff and Jodie Alaban, as well as our corporate partners for all their support.

We look forward to seeing everyone in person much more in 2022, with the pinnacle being the GMA/ASTMA conference in June.

In the meantime, we wish everyone a Merry Christmas and Happy New Year.

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 Aaron Muirhead Oxley GC, QLD Gavin Burt Lake Karrinyup CC, WA Peter Busch Green Acres GC, VIC Mathew Loughnane Kew GC, VIC 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.

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

RECENT INDUSTRY MOVEMENTS

From the CEO

Metropolitan’s Peter Paccagnan is on the move after accepting the GM role at Commonwealth, replacing Paul Grainger.

PAUL VARDY / CEO, Golf Management Australia

Finally, it’s great to be able to report on a rush of normal GMA activity happening from locations all around Australia.

In this edition, we see Manager of the Year awards and Women’s Management Scholarships that have been won, golf events played and the great fun that comes from gathering with fellow GMA members and our supporting partners.

As has been noted, it’s been a time of great upheaval and the amount of GM experience that has, or is about to leave clubs, is something that we haven’t seen before in such a short amount of time.

Best wishes to those departing and to those starting new jobs. We hope we’ve captured all the changes in our listing adjacent.

If we could wish for one thing this Christmas it would be for a clear run into the GMA & ASTMA Conference and Trade Exhibition in June 2022.

Members need a great networking event. In planning the conference, we have an eye to the comprehensive survey after the successful 2019 event and we’ll hope to go even better. In 2019, 92% of people rated the conference as excellent or good value for money.

We’re planning great speakers, topics and locations for all activities in and around the Melbourne Convention and Exhibition Centre. Don’t miss out on the event which runs from 19th to 23rd June.

Early bird registrations will open around February.

As Cathy has mentioned, we will be looking at how GMA can support the newly released Australian Golf Strategy and raise our eyes to see how we can best contribute in growing the game of golf in a coordinated fashion, with an emphasis on fun.

In a recent EDM, I wrote about the new community platform that we will be launching soon - our plan is to launch in early February. Thanks to the members who have offered to “beta” test the system to ensure the whole thing actually works when it’s launched. It’s quite a process to establish and to ensure data integration is working, and I thank David Brand for all the unglamorous work happening in the background. We really hope members will enjoy the sharing of information that comes with this new platform.

Thanks to all GMA members for your contact and support this year. I can only say how amazed I am when I hear of the many Covid-related issues faced in recent months - too many bizarre things to mention and in reality, many more to come as we get used to living with the virus.

Thanks to GMA’s Chair, Cathy Neagle, who manages a busy workload alongside her GMA chair role, and not forgetting family life.

Thanks to the GMA board and the state executives for their work and support this year, when best laid plans often became disjointed.

Thanks to our unflappable operations managers who happily get the job done regardless of the obstacles; Rod Haines, David Brand, Mike Orloff and Jodie Alaban.

And as always, thanks to our fantastic corporate partners who power us through with their financial support and expertise.

Christmas greetings to all.

After departing Victoria, Peter Stackpole is assisting Portsea in a 3-month caretaker role, replacing outgoing GM, Andrew Cooper.

Jon Gahan has announced his departure from The National, Anthony O’Brien is stepping up from Metropolitan to the GM role at Windross Farm NZ, Cheltenham has welcomed Callum McCarthy to the GM role, whilst Port Fairy has appointed Latrobe’s Mitchell Grant as GM. Royal Adelaide GM, and former GMA chair, Andrew Gay, has recently announced his departure, finishing up on Christmas Eve. Gatton Jubilee’s Anthony Burke has moved to take up the GM role at the Golf Central BNE facility near Brisbane airport.

Cottesloe has appointed new CEO, Tracey-Lea Tilley, who moves from Hope Island.

Tony Treeve has taken the GM role at Dunsborough Lakes after stints at Queanbeyan and Balranald.

Fiza Errington has been appointed GM at Gosnells, replacing Lucy Guppy who has moved across town to Royal Fremantle, who, in turn, replaces outgoing GM, and new GMA board member, Gavin Burt, who has taken up residency as GM at Lake Karrinyup. Meanwhile, Wayne Smith has been appointed GM at Royal Perth.

Tim Gahan has announced his departure from the Avondale GM role, as has The Lakes’ GM, Andrew Kirkman, both of whom will be returning to Queensland to be closer to family.

NEW GMA MEMBERS New South Wales Rob McLean (Windsor); Danielle Wilkie* (Beverley Park); Grant Taylor (Bermagui); John Harrison (Monash); David Stretton (Kooindah Waters); Ben Hearsch* (Manly) Queensland Tilly Poulson* (Headland); Lisa Vardy (Surfers Paradise) South Australia Ross Steedman* (Regency Park) Victoria/Tasmania Trina Park* (Kooringal); Daniel Muir (Amstel); Douglas O’Keefe (Foster); Darren Carroll* (Deep Creek); Deb McPherson* (Woodlands); Ethan Cowden* (Woodlands); Derek Stokes* (Metropolitan); Brian Hardie (Mt Derrimut); Inoka Gamage* (Royal Melbourne); Anthony Sergent* (Barwon Heads) Western Australia Dave Martin* (Lakelands); Sophie Edwards* (Secret Harbour); Justin Peters (Joondalup); Paul Campaner* (The Cut); Brad Wallis* (Wanneroo) * Provisional members

Golf Management Australia

BOARD OF DIRECTORS & MANAGEMENT

CATHY NEAGLE Chair

AARON MUIRHEAD Director

GAVIN BURT Director

PETER BUSCH Director

MATHEW LOUGHNANE Director

KIERAN SEMPLE Director

MARK TAN

PAUL VARDY

Director CEO Golf Management Australia Journal / Summer 2021

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WE WISH YOU A V E RY M E R RY C H R I S TM A S

FROM THE TEAM AT ASAHI LIFESTYLE BEVERAGES 6

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GMA NEWS

Managers of the Year crowned in three states The recent awards season has seen Managers of the Year crowned across three states - New South Wales, South Australia and Queensland.

At the Queensland Golf Industry Awards Night, held at The Star on the Gold Coast in late October, Maroochy River Golf Club and The Brisbane Golf Club were big winners, picking up a number of key awards on the night.

The Brisbane Golf Club celebrated a double win with General Manager, Geoff Kuehner, taking the prestigious Manager of the Year award, and the club’s junior program, overseen by Head Professional Joe Janison, named the Junior Golf Program of the Year.

Maroochy River general manager and GMA member, Charlie McGill (pictured middle), accepted the hotly contested Golf Club of the Year award, whilst course superintendent, Stuart Campbell, received the Superintendents Achievement Award.

The club’s Legends Pro-Am was also named the Legends Tournament of the Year.

Brookwater Golf Club’s John Collins was named Coach of the Year (Game Development) for his work in coaching some 7,000 juniors and introducing 700 adults to the game through Get Into Golf programs during the judging period.

In addition to his daily duties at Gailes Golf Club in Brisbane, Brent Barlow completed more than 50 education programs in the past 18 months to earn Club Professional of the Year while the ongoing success and development at Parkwood Village saw GMA member, Luke Altschwager, recognised as the PGA Management Professional of the Year.

In Adelaide, the South Australian Golf Industry awards night returned to the Adelaide Convention Centre in early October following a one-year lay-off due to Covid-19, where Westward Ho Golf Club’s Steven Freeling (pictured top) was awarded the GMA Excellence in Golf Club Management award.

Despite being in the role for a relatively short time, Freeling has shown great leadership working closely with the club’s

committee to revitalize and grow the membership base, end a fractured “them & us” attitude amongst some member groups and turn around the club’s struggling financial position. He has also driven structural change across all aspects of the club, including the introduction of new sub-committees to oversee financial performance, constitutional change, infrastructure developments and long-term strategic and operational plans.

One of the key reasons for Freeling’s nomination was the work undertaken with his small team of employees.

Westward Ho Club President, Darryl Freer, said “Steven has introduced training and motivational support for staff, assisting them in raising the standard of service for members and encouraging multi-functional skills across the organisation, whilst guiding them and the club through the Covid lockdowns and JobKeeper programs, which has resulted in all staff being retained during this time.”

Freer went on to say, “Steven’s strong positive attitude, hardwork and commitment has resulted in the club being well placed for the future and (therefore) we believe that he (is) a worthy recipient of this award.”

Due to the ongoing Covid lockdown situation in the eastern states over the mid-to-latter parts of the year, the NSW Golf Industry Awards Night was unable to be held in its usual form. However, the GMA NSW board felt it was important to still present two awards - Club Manager of the Year and Club Employee of the Year -

recognising and rewarding the outstanding dedication, commitment and contribution management and staff have in the success of a golf course facility.

At GMA NSW’s Annual General Meeting and end-of year lunch in December, the board awarded Club Manager of the Year to Federal Golf Club’s Anthony Sinclair (pictured bottom). Debbie Cooper, from Murrumbidgee Country Club won the Club Employee of the Year award, whilst Cronulla Golf Club’s Derryn Weigand was presented with a Fellowship of GMA NSW. Also presented at the AGM function were the winning NSW Women’s Management Scholarship recipients - Hayley McNeill from Avondale Golf Club and Kristen Ramirez from Pennant Hills Golf Club.

Golf Management Australia Journal / Summer 2021

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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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STATE NEWS

Pictured (l-r): Andrew Taylor (GM, Kingston Heath GC), Stephanie Wearne, Tegan Bennett, Narelle Alford (Scholarship holders), Barb Kelly (GM, Chirnside Park CC) & Rod Haines (GMV Operations Manager)

VICTORIA / Rod Haines, State Operations Manager

WOMEN’S MANAGEMENT SCHOLARSHIP HOLDERS LEARN FROM THE HEATH’S GM Golf Management Victoria’s (GMV) scholarship holders for the Women’s Management Scholarship recently met at Kingston Heath Golf Club for a networking session and to hear from Andrew Taylor about how he worked his way through the golf industry to become a general manager.

You don’t make it to a GM position without being focused and organized.

Andrew had spent a fair amount of time preparing a presentation which was punchy and quite lighthearted, making for a fun and informative morning at the club.

There is no doubt that education is a key aspect in career progression, however, giving people experiences can be the most valuable tool to get the confidence to progress.

Andrew recalled several stories of his time at Victoria Golf Club and at Kingston Heath, being involved in running major golf events which gave him experiences that no amount of education could provide. His advice was to volunteer for any major event and be a member of a team that you look back upon to inspire you to take the next step in your career.

Geraldine O’Callaghan (Gerry), also a scholarship holder, sent her sincere apologies for not being available. Congratulations to Gerry on her recent appointment to Superintendent at Sandringham Links.

GMV is extremely grateful for the time and hospitality provided by Andrew and the team at Kingston Heath Golf Club.

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 to our Media & Communications manager, David Brand david.brand@golfmanagement.com.au.

LOUGHNANE WINS KELVIN QUICK MATCHPLAY Congratulations to Mat Loughnane who has taken out the 2021 Kelvin Quick Matchplay, defeating Andrew Noonan 1 up in a play-off match The play-off match followed a sensational tied final, played on a mild spring day at Spring Valley Golf Club.

After the many months of lockdown, it felt like a miracle to actually be able to play the final.

It was clear after a few holes, both lads had been gearing up for this game. Pars, birdies and holed putts were the order of the day. This was one for the ages.

Noonan turned 2 up through nine holes, looking hard to beat. Could Loughnane hold on a little longer and use his handicap to reign in those shots? Five holes to go and Noonan was 3 up. There is a tired old saying, “cometh the time, cometh the man!”

While Noonan systematically hit greens in regulation, Loughnane answered with straight hitting, slicing and dicing the Spring Valley fairways and dropping putts like hot potatoes.

All square up the last and Noonan was giving a shot. This is not the time to start preparing a winner’s speech - many do and most fall.

Reaching the green, both had two metre putts. Loughnane makes his. Noonan stands over his - it must have looked five metres. With ice running though his veins, he nailed it, leaving the match all square.

So following that .... neither felt like playing any more golf and succumbed to the lure of the bar for lunch, leaving the final result to be determined by play-off at a later date.

And the rest, as they say, is history!

Golf Management Australia Journal / Summer 2021

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STATE NEWS VICTORIA / Rod Haines, State Operations Manager

GMV EXECUTIVE FAREWELL LONG-TERM CONTRIBUTORS It’s not often you get three significant individuals retire from a state executive in one year. The combined tenure of Peter Busch, Russell Donovan and Peter Paccagnan on the GMV executive was 23 years.

Enduring friendships are formed through shared experiences that come from running clubs and spending much needed time out on the golf links with others that know the challenges that come with the role.

Peter Busch (Green Acres Golf Club) GMV 11 years: Secretary 6 years, President 5 years Peter, for those that know him, has time for everyone and is always willing to give his time to assist others even if the world is in chaos, and it never appeared to be with him. Peter spent a lot of extra time on GMV and GMA matters including national conferences, the Cultural and Recreational Lands Act (Council Rates), One GMA service agreements and other industry collaborative initiatives. Thank you for the endless energy and commitment to these tasks that you have undertaken for and on behalf of GMV. Russell Donovan (Box Hill Golf Club) GMV 8 years: Committee 2 years, Treasurer 2 years, Captain 4 years Russell, with his financial background and quick wit, took quite naturally to the roles of Treasurer and Captain. Very capable in each role, he was dynamic with the microphone, keeping all entertained during the golf day announcements. He has been a great ambassador for GMV in relation to conferences, both in Australia and overseas.

Peter Paccagnan (Metropolitan Golf Club) GMV 4 years: Committee 1 year, Treasurer 3 years Peter is another natural administrator with high standards and an eye for detail.

He was an advocate for nurturing staff through career progression and was instrumental in shaping the women’s golf management scholarship.

Each member brought their own unique aptitude, charm and charisma to their roles, which ensured a strong mix of complex mental capacity and good humor.

After the lockdowns of 2021 had eased,

the executive quickly organized an event to get together to recognize the combined efforts of the trio and pay tribute to the time and expertise each contributed throughout their tenure. Not only was this event to recognize and thank the retiring members, it was also to welcome our new executive members who will bring a nice combination of youth and experience to the organization.

Whilst Peter Paccagnan and Russell Donovan are stepping aside completely, Peter Busch, who also serves as a director on GMA, will retain his position with GMA for at least another term.

Our sincere thanks, as a membership, go to each, who have made a significant contribution and impact for the benefit of GMV and it's members.

Andrew Taylor (Kingston Heath GM), Christian Tanner (Riversdale GM) and Richard Tullberg (Woodlands GM) will fill the vacant positions on the GMV executive.

We all welcome them and look forward to continuing the journey of education and networking with our peers and corporate partners as we (hopefully) navigate our way out of the Covid-19 pandemic period.

Main Picture: (clockwise from the top) Richard Tullberg (Woodlands), Paul Vardy (CEO, GMA), Russell Donovan (Box Hill), Barb Kelly (Chirnside Park), Peter Paccagnan (Metropolitan), Ben Telley (Eastern), Michael Burgess (Sorrento), Andrew Taylor (Kingston Heath), Peter Busch (Green Acres), Christian Tanner (Riversdale), Mat Loughnane (Kew).

1st Above: (l-r) Peter Paccagnan, Russell Donovan & Peter Busch 2nd Above: (l-r) Andrew Taylor, Christian Tanner & Richard Tullberg

Golf Management Australia Journal / Summer 2021

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Great Taste Alcohol Free Now you can

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STATE NEWS

SOUTH AUSTRALIA / David Brand, State Operations Manager

GMASA members celebrate year end with their teams and colleagues.

After a stop-start 2021 with a number of events cancelled due to various Covid-related issues, GMASA members finally got the chance to wind down and enjoy some downtime at two recent end-of-year functions.

In November, the brand new Shanx @ Regency Park mini-golf facility hosted GMASA’s annual GMs & Staff networking event.

Despite the abnormally cold November temperatures and the threat of rain from above, around 30 people, made up of general managers and staff, plus a few GMA partners and family, enjoyed some frivolity on the crazy Shanx layout.

With refreshments kindly supplied by GMA partners, Schweppes and Lion, no one went thirsty, and a tasty selection of pizzas to eat on the way around from the local tavern made for a fun and enjoyable evening.

No seriousness existed - there were no competitions or prizes. It was just a great opportunity for managers to spend some relaxed time with their team members, and for everyone to meet and network with colleagues from other clubs - a rare opportunity indeed in the current Covideffected world.

A special thanks to the Shanx team of Peter Vlahandreas, Sudeera Boteju and

Ross Steedman, all current GMA members, for looking after the group so well.

Heading into the silly season, the end-of-year GMASA members and partners Christmas function was held on a Friday evening.

Traditionally held as a Sunday lunch, this year’s event had been planned as a farewell dinner opportunity for two of SA’s most popular, retiring GMs - Dean Stanton and Andrew Gay. Sadly, as the date approached, both guests-of-honour had to cancel for various reasons beyond their control, so the retirement celebrations were put on hold!

However, it was still the perfect opportunity for a small group of GMASA members and their partners - 14 to be exact - to enjoy each other’s company, and to enjoy the delicious food on offer at Sosta Argentinian Kitchen, in the heart of

Adelaide’s Rundle Street precinct.

Everyone in attendance enjoyed themselves on what was a beautiful evening, and it was a great way to close out an interesting year.

Bring on next year, and let’s hope we all get the opportunity to catch up on a more regular basis throughout 2022.

Merry Christmas everyone, and we wish you all a safe, happy and prosperous New Year.

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VICTORIA / Rod Haines, State Operations Manager

GMV Members receive a wellness check-up It was great for GMV members to take the opportunity to get together again post 2021 lockdowns.

Kew Golf Club was the host venue after previously being scheduled in July 2021 at Kingston Heath Golf Club.

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We were pleased to have 50 members attend, given the current shortage in the hospitality workforce and the additional pressure this has placed on club managers and their senior staff.

Mick Licht from Toro took the opportunity to share how the pandemic has impacted their company, both positively and negatively. Although there is high demand for Toro equipment, Mick said, “the supply chain has been adversely affected meaning there are very long lead times for items of new machinery.” After the initial year of the pandemic (2020), Toro had only just caught up on all orders before the 2021 lockdowns occurred, putting them on the back foot again. It is a common story in their industry with all competitors in the same boat. It's just a case of being patient and looking after old equipment until the new gear arrives.

James Sutherland, the new CEO at Golf Australia, jumped at the opportunity to get in front of as many golf club administrators as possible in Victoria, after doing the same in NSW earlier in the year. Whilst James has been in the chair for over a year now, the opportunities to meet with GMV members in a group environment have been few and

far between. James wasted no time sharing the progress of the Australian Golf Strategy.

The Workshop Lab: The science behind optimal wellbeing and high performance The main purpose of GMV meetings is professional development, which includes time for personal reflection to see how we are doing personally, instead of always looking out for those around us.

Everyone is aware that the pandemic has affected our workplaces and many people’s employment. Uncertainty around work, and impacts on family and friends, has raised anxiety levels for everyone over the past couple of years, so we scheduled some time for our own wellness.

Silas Issa from The Workshop Lab lead us through a 2-hour workshop on the science behind optimal wellbeing and high performance. There were many takeaways from his session, so it is difficult to know where to start when reflecting upon it all.

So many factors in the workplace are simply out of our direct control, and when situations don’t go as planned, the way we handle them is often under the microscope

STATE NEWS Below: AFL premiership player, and former number one draft pick, Tom Boyd.

Bottom: Silas Issa from The Workshop Lab, took GMV attendees through a 2-hour workshop on the science behind optimal wellbeing and high performance.

Main image: Golf Australia CEO, James Sutherland, addresses GMV attendees.

from our members. Silas shared with us that no matter how bad things get at work, if you have been honest, and have maintained your integrity, you should not look backwards with any regret.

Forget about the past because you can’t do anything about it - focus on the now and the future!

Guest Speaker: Tom Boyd Tom Boyd is pure courage, on and off the field. A star AFL premiership player and a former number one draft pick at the age of 18, Tom walked away from a lucrative $2 million contract with the Western Bulldogs. And he never looked back.

Tom was drafted to the Greater Western Sydney (GWS) Giants initially and found himself not feeling right, which was partly being away from home in a foreign environment and without his normal support networks.

Tom shared with us that it was difficult to forge strong relationships with team mates, partly because they were all competing against each other to make the senior team and every single one of them had a healthy

opinion of their ability.

After two seasons at GWS, he was traded to the Western Bulldogs and in 2016 help them win a premiership. After struggling with injury and mental health, Tom announced his retirement from AFL football in 2019 at the age of 23.

Tom knew he had a higher calling that transcended football. He realised he didn’t want AFL to define who he was as a person, so he chose to carve his own path and destiny, investing his time and effort into his own mental health and wellbeing, and

in turn, helping others who were struggling with their own mental health issues.

Tom was asked, “how do you start a conversation with someone who might be struggling mentally?” Tom answered, “you will only have a real conversation with someone struggling with mental health if they trust you and if the conversation is in a safe environment.”

There was no doubt everyone was able to take something away from this day, and a huge thank you to Mat Loughnane, CEO of Kew Golf Club, for hosting the event.

Golf Management Australia Journal / Summer 2021

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STATE NEWS

QUEENSLAND / Mike Orloff, State Operations Manager

GMAQ EOY festivities are a wrap The GMAQ end-of-year networking, mini-golf competition, dinner, AGM, and golf day was once again brought to us by GMA national partner, Heineken 3.

Members, corporate partners and families were invited to join us for a Sunday afternoon shindig with some food and beverages on offer plus an 18-hole mini golf contest at the Victoria Park Golf Complex in Brisbane.

The Christmas themed putt-putt course was a hit and was taken out in commanding style by team: Sharon Purnell, Kerry Hingston, Kerry Newsome, and Kim Muirhead As this was the last event on our schedule this year, it was a great time to catch up with friends and colleagues before we hit the busy Christmas season and summer of golf.

AGM at Nudgee Golf Club The GMAQ AGM was held at Nudgee Golf Club on the Monday morning, with most of the board announced to continue for another year.

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This was followed by a presentation from host manager, Darren Richards, who gave us an update on the new course layout and construction progress. Nudgee is the new host for the Queensland PGA in January and has recently undergone a branding change and redesign of the 36-hole facility.

Golf Day Unfortunately, due to 200mm of rain in the lead up, our event had to be shortened to a 9-hole competition. It worked out well for everyone in attendance as the morning was free for more networking with members and corporate partners.

The standard format for this event was equal parts fun and interesting; it was played in teams of two - 2 holes 4BBB (gross), 2 holes alternate shot, and 2 holes Ambrose.

It really broke up the standard events played which created some memorable

moments as well as many apologies to playing partners for putting them in bad spots! Don’t even ask how the scoring was calculated as you would need to be a mathematical genius to figure it out!

The team of Angus Porter (Carbrook GC) and Matt Bolton (Cairns GC) took out the main prize. All golf prizes were kindly provided by national corporate partner, Callaway Golf.

Merry Christmas and a Happy New Year to all our GMA members and their families.

And a big thank you to our corporate partners for supporting events like this. We cannot thank you enough for your support and we look forward to working together again in 2022.

The 2022 GMAQ calendar will be released in late December with the opening professional development event taking place in mid-February in Brisbane.

GMAQ EOY GOLF EVENTRESULTS WINNERS: Angus Porter (Carbrook GC) / Matt Bolton (Cairns GC) RUNNERS UP: Cameron Smyth (Callaway Golf) / Daniel Barclay (Callaway Golf) 3rd Place: Jay Townsend (Club Car) / Sharon Purnell (Mt Coolum GC) 4th Place: Steve Jones (Club Car) / Scott Wagstaff (Carbrook GC) 5th Place: David Marr (Toowoomba GC) / Ian Hepburn (Mt Coolum GC) 6th Place: Darren Richards (Nudgee GC) / Ben Marshall (Toro)

Golf Management Australia Journal / Summer 2021

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STATE NEWS

MICHAEL FRANCK TROPHY (Best Manager & Assistant combined score) Trophy named in honour of Michael Franck who, as a long-serving manager and member of GMV, was at the forefront of encouraging the development of future club managers via provisional membership.

VICTORIA / Rod Haines, State Operations Manager

GMV MANAGERS & ASSISTANTS GOLF DAY GMV’s annual Managers & Assistants Golf Day was held at Southern Golf Club on Friday, 3rd December 2021 with a field of 80 players.

After a magnificent morning of golf, MiClub’s Chris Little welcomed everyone over lunch and shared a few updates on their products.

Our sincere thanks to Brad Robb, Manager of Southern Golf Club, for allowing GMV to visit the venue which was in excellent condition, and also to the staff who looked after us for breakfast, lunch, and on-course, with refreshments from Schweppes and Lion.

WINNERS: PETER PACCAGNAN & DAYLE MARSHALL FROM METROPOLITAN GC RUNNERS UP: ANDREW NOONAN AND MICHAEL MOORE FROM ROSSDALE GC

JOHN HALLIWELL TROPHY (Best individual score of any current or past GMV member) In recognition of the long and outstanding service John Halliwell provided to our association through Schweppes, the John Halliwell perpetual trophy is for the best individual score by a current or past GMV member playing in the Managers and Assistants Golf Day.

LES LEUNIG TROPHY (Best individual score of a current Full GMV member) Manager of the Kingswood Golf Club 1937-57, Les Leunig, founded this trophy in 1952 for an annual managers golf competition.

WINNER: TIM HEWITT (LANG LANG GC) - 41 POINTS Brad Armstrong, from Lion, took out the prize for best corporate partner score with a sensational 40 points.

Golf Management Australia Journal / Summer 2021

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STATE NEWS

WA MEMBERS LEARN TO “LEAD UNDER PRESSURE” WESTERN AUSTRALIA / Jodie Alaban, State Operations Manager

In October, 35 GMAWA members and guests were treated to a fabulous session with human behaviour expert, Mr Sarab Singh.

Sarab was an extremely popular guest speaker at the WA State Conference earlier in the year, so members were very much looking forward to hearing his words of wisdom on how to “Lead Under Pressure.”

Research clearly indicates that leaders who excel under pressure face the same level of stress and pressure that are usually experienced by top athletes and elite military units.

One of the factors that differentiate great leaders from the rest is their ability to cope with and thrive under pressure, leverage the

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energy of stress to move forward, and lead others in high-pressure situations.

They use pressure as a catalyst to bring out the best in one’s self and in others around them.

The workshop focused on managing our energy, not our time, and understanding what our triggers are and how we respond.

A self-assessment was done on energy levels in the physical, emotional, mental and spiritual zones which was followed up with exploring energy rituals with specific routines for managing our energy in the four dimensions to strengthen leadership capacity to lead under pressure.

After a very enlightening few hours, it was off to the Windsor Hotel to meet up with members of the Golf Course Superintendents Association of WA for an afternoon of networking, whilst enjoying a few beverages in a relaxed atmosphere away from the golf course.

STATE NEWS

GMA Life members, Billie Friedlander and Alex Monteath

WINES & CELEBRATIONS TO END A GREAT WA YEAR This year’s GMA WA Christmas Lunch saw a great turnout with 43 members and guests enjoying a delicious 3 course meal at the Mt Lawley Golf Club paired with some lovely De Bortoli wines.

Our thank you to Manny and Rosa from De Bortoli for their tasting notes and enjoyable company.

In attendance were Life Members, Alex Monteath and Billie Friedlander along with our friends from Schweppes, Lion, MiClub and Club Car. During lunch we celebrated our 2021 Matchplay Championship winner, Grant Shortland-Jones from Mandurah Country Club. Well done Grant and commiserations to Runner-Up, Dave Robinson from Kwinana.

2021 GMANSW Awards: (l-r) Anthony Sinclair (Club Manager of the Year); Derryn Weigand (GMANSW Fellowship); Hayley McNeill (Women’s Management Scholarship recipient)

HONOURS, AWARDS & FAREWELLS AT NSW AGM Despite the fickle Sydney weather and traffic throwing some curveballs, 37 members and partners/guests attended the GMANSW end-of-year lunch and AGM at The Coast Golf Club.

It was a record fast AGM with all current board members re-elected for another year, and Cromer Golf Club’s Daniel Constable filling a casual vacancy.

The lunch was also an opportunity for NSW managers to farewell both Tim Gahan (Avondale) and Andrew Kirkman (The Lakes), who are both returning to Queensland in early 2022 to be closer to family.

As mentioned earlier, the GMANSW board felt it was important to present awards for Club Manager of the Year and Club Employee of the Year, despite Covid issues causing the NSW Golf Industry Awards Night to be cancelled.

The ACT’s Federal Golf Club GM, Anthony Sinclair took out the Club Manager of the Year Award, with fellow Territorian, Debbie Cooper, winning the

Club Employee of the Year award for her outstanding work at Murrumbidgee Country Club.

Derryn Weigand was presented a Fellowship of GMANSW, acknowledging both his contribution to the organisation and his tenure within the golf management industry.

The GMANSW board also took the opportunity to announce the scholarship winners of the inaugural NSW Women’s Management Scholarship program, with Avondale’s Hayley McNeill and Pennant Hills’ Kristen Ramirez the lucky recipients.

Hayley and Kristen will receive a number of benefits through the scholarship program, including one year of GMA membership, subsidies towards BMI and national conference attendances, invites to GMANSW business meetings and of greatest benefit, mentoring sessions from GMA chair, and Elanora Country Club general manager, Cathy Neagle.

Congratulations to all winners.

Golf Management Australia Journal / Summer 2021

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IN FOCUS In the first of a series of “In Focus” profiles of GMA members, GMA Journal special contributor, Karen Harding, sat down for a chat with Bonnie Doon Golf Club’s general manager, Richard Hogg.

Q; When and where was your first appointment as a golf club general manager?

A: Nelson Bay Golf Club in 2001.

Q: What was your background prior to that?

A: I managed a transport/logistics company for a couple of years in Sydney after arriving from New Zealand and prior to that managed and sold five hydro power stations in NZ. I was the national property manager for electricity generation (existing and new) prior to that.

Q: How many clubs have you now served and where were they?

A: After five years at Nelson Bay, I managed Catalina Country Club in Batemans Bay for five years and spent two years as CEO of the Ainslie Football and Social Group of clubs in Canberra, which comprises the Ainslie Football Club, the Gungahlin Lakes Golf Club and the now closed Canberra City Bowling Club.

Prior to Bonnie Doon, I was CEO of the Yarrawonga Mulwala Golf Club Resort for five years, the largest public access course in the Southern Hemisphere. I am proud to have been associated with each of these clubs and have fond memories of them all, the location, the members and the staff.

Q: How long have you been at Bonnie Doon GC? A: Three years.

Q: What is your favourite aspect of being a general manager?

A: The variety of work, ie. asset and people management, finance,

marketing, innovation, but mainly because of the fact we are in the hospitality business - we want our members and guests to enjoy their experience. That is the most satisfying part for me.

Q: What are some of the challenges of being a general manager?

A: It’s not just a job. You never clock off.

The role is with you all the time, whether you are at work or not. Club managers are always looking to improve their club and find themselves checking out other venues when they are out and about or on holiday.

You need to be a bit thick-skinned as well.

A lot of comment gets directed your way, whether it be about the golf course, the catering, timesheets, etc., and you need to remain calm and diplomatic.

Q: What do you see as being important requisites for the role?

A: A golf club manager needs to be more a people orientated person than task orientated. You need to be out from behind the desk for much of the time and be seen.

A good communicator and innovative is important. Tapping into the ideas of the staff and members makes the job easier.

Learning about club land and the golf industry generally is the easy part. Being a golfer and understanding the game is handy.

Q: How often do you get to play golf yourself?

A: Probably about once a week, usually a Sunday if a slot is available.

Q: What are some of the fun events you have been involved in during your time as a general manager?

A: My favourite fun event for members is the degustation twilight (or as I call it, the Uber Twilight). This is a shotgun start over nine holes starting with prawns, oysters and champagne at the clubhouse before heading to the tees. (This is the only event where slow play is encouraged.)

On three tees we set up tables and chairs

RICHARD HOGG

Bonnie Doon Golf Club 22

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IN FOCUS (with linen) offering themed international cuisine which is cooked on site with matching drinks accompanied by music, eg. Spanish, Asian and Greek.

On one tee there is a cocktail bar where cocktails are made up on demand.

At the end, everyone heads back to the clubhouse for cheeseboard and presentation. It’s fair to say that bookings are essential.

We give priority to those members who support our twilight program (Nine, Wine and Dine) throughout the summer. Those partners who don’t play golf follow their partners around in carts.

Q: Do men and women seem to favour different style events? And if so, in what ways?

A: I find the women at clubs get behind themed events more than the men. The Women’s Christmas Golf Day (pictured next page) and Melbourne Cup are good examples of that.

Q: What makes an ideal golf club member?

A: I encourage feedback (good and bad).

A good member is prepared to listen to and understand the rationale for a particular decision. I encourage members to utilise their club by using all facets of the club, not just the golf course, and to bring their friends and family along – after all, it is ‘their’ club to respect and enjoy, to be part of the ‘tribe’.

Q: Have you encountered a particularly memorable member?

A: While I try and maintain a professional disposition with my members, I have had the pleasure of making lifelong friendships from my 20 years at golf clubs. I always take the time to chat with members every day but managers are still required to maintain compliance, club policy and other government regulations. Covid-19 has been a good example of that in recent times.

I have no problem ‘chipping’ a member, regardless of their status at the club, if they are doing the wrong thing.

Q: You have been at both regional and metropolitan clubs…what is the difference between them in terms of management style and demands?

A: A very good question. The question

One of Richard’s favourite fun even

ts for members at Bonnie Doon is the degustation twilight, or as he calls it, the “Ube r Twilight”.

could be, what’s the difference between managing a public access club and a private club? From my experience, the regional boards are largely made up of retired persons. While that’s not such a bad thing, they tend to have more time on their hands to help out around the club whereas directors who are still working seem to have less time dealing with club matters.

Public access clubs and, to a lesser degree, private clubs are always looking to find profitable ventures or improving revenue streams to keep subscription levels reasonable and to maintain good levels of profitability to replace and maintain their large asset base. It is therefore very important to have a good working relationship with your board and strong communication with the members, particularly if tough decisions need to be made. Increasing fees or prices is the obvious example. Members will not mind an increase if the reason why the cost can no longer be absorbed can be explained to them.

Q: What is the effect on families when a general manager is required to move to a completely different locality?

A: I have been fortunate to work at great clubs in very attractive locations so this was never really an issue for me or the family.

The decision to move on for me is that I find about five years is long enough to establish yourself and to not become stale. Ideally, a new manager should be bringing in new energy and new ideas. One of the good things about our industry is the fact that you can move on and around the country.

The manager’s role is essentially the same for every club.

Q: What would you like the average club member to know about the general manager’s role that perhaps they don’t already?

A: I have been a member of each club I have managed and I enjoy playing and associating with different members to get to know them better and they, me. Managers don’t like to brag to the members about how busy they are or what keeps them busy, but it’s important to let members know in general terms what is happening around the club. Some will be interested but most won’t be.

I feel the role is more like being a servant to the member, ie., you will always try and make time for them no matter the issue because they pay their fees, pay the wages if you like. They are the stakeholder. Most managers I know have come from a wide and diverse business background that members will not be aware of.

Q: What are the ways in which Bonnie Doon GC is addressing the topical issues of diversity, gender equality and inclusion?

A: I think we are leading the way here. We only have 14% female representation here, so just offering equality doesn’t cut it. We need to do more, and we are. We have Girls on the Green programs (a social and friendly introduction to golf for females of any age), free tuition to girls’ schools, Girls into Golf programs (complimentary 12 month subscription and tuition for up to eight girls per annum), maternity leave membership

Golf Management Australia Journal / Summer 2021

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IN FOCUS

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policies, medleys every day and timesheet blocks just for women on three days each week if they prefer to only play with other women.

We also host The Players Series Sydney where men and women compete in the same field for the same prize purse and trophy. During that event we run a community day to encourage women to come along and take lessons from the female professionals at no charge.

We also host a charity night where the proceeds go to the Bayside Women’s Shelter and the prevention of youth suicide.

Q: With the pandemic two years old, what do you see as the focus for Bonnie Doon GC going into 2022?

A: Like many clubs, Covid-19 has increased demand for golf. It has also meant that members have been restricted from travel and other things, so they have had plenty of time to play golf. The demand on timesheets has meant we have held back new membership (apart from females, juniors and ADF personnel).

It means putting the value on our membership above the lost revenue from new membership. For private clubs, limiting new membership will mean a significant reduction in annual revenue from joining fees, so we need to ensure we are travelling very well in all other areas, eg., food and beverage, functions and lesson revenue, and managing costs.

Q: What are the challenges facing Bonnie Doon and golf clubs generally?

A: I am big on maintaining a positive presence in our community, whether it’s supporting our nextdoor neighbours, local charities (such as our local women’s shelter) or the environment - it’s just good for business.

At Bonnie Doon, we have a good business strategy. We need to maintain that focus and continue to build on the key components of that and making good decisions based on achieving our strategic goals. The fundamental component for clubs is being financially sustainable. Golf is in a period of growth but we should not become complacent. A strong and active membership is important. Making good, informed decisions for the long term benefit of the club and its members is critical and club managers play a very important role in that regard.

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Golf Management Australia Journal / Summer 2021

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Historic Australian Golf Strategy launched It was an historic moment this month for Australian Golf as the industry’s milestone national strategy was launched following many months of collaboration and alignment.

Launched at the newly opened Australian Golf Centre in Melbourne the Strategy is said to provide a roadmap for the game at all levels for the foreseeable future, flagging “an ambition to grow golf as efficiently, collaboratively and sustainably as possible”.

Golf Australia CEO James Sutherland said: “This National Strategy gives golf in Australia a strong sense of direction. It has allowed us to collectively lift our eyes to golf ’s enormous potential as a sport for all.

We share the industry’s excitement about the opportunities ahead – and commit to serving Australian Golf and its millions of golfers.

“The positive appetite for change has been overwhelming and I’m proud to be standing here today representing not Golf Australia but Australian Golf in this industry first.”

Acknowledging the sport was perceived by many as expensive and not inclusive, WPGA Tour of Australasia CEO Karen Lunn said the Strategy was “designed to challenge this perception and change this reality”.

Lunn said: “Golf needs to commit to making all clubs and facilities a welcoming environment. We need to embrace all formats of golf as golf and enable more people to play more often in ways that suit

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their lifestyle and interests.

“There is a clear opportunity to better service our members, attract newcomers and to make the game more appealing to women, children and families. It’s affordable, it’s accessible and it’s fun, but we know that’s not how its perceived, and we are determined to change that.”

CEO PGA of Australia, Gavin Kirkman said the strategy provided guidance on the industry's aspiration for customer experience that drives enjoyment through playing and being involved in Golf. “We all have a role to play in this – golf club managers and staff, PGA professionals, volunteer administrators, and others employed in the industry. We want all those that play our great game, no matter of their ability or the preferred format they choose to play, to have fun and keep coming back for more. “ Kirkman noted significant growth in the sport through the global pandemic was not something to be taken for granted. “While Australian Golf has seen a material spike in interest and participation through Covid-19, after a 20-year downturn, the industry is not shying from the fact that issues remain and need to be addressed to ensure the growth experienced is sustained.

“Golf has such a great story to tell but needs to get better at telling it. It’s a game that can be played by anyone, at any age, in any format. Growing the game is key to Golf ’s success and working together is the only way we will do that.”

Kirkman also noted a need to focus on aggregating and packaging key tournaments to help showcase the game in new ways.

“From Karis Davidson to Min Woo Lee and Cam Smith, our competitive golfers come from all walks of life and genuinely reflect the diversity and accessibility of our sport.”

More than 10,000 people were consulted in the development of the strategy, including golfers, club representatives, PGA Members, industry partners, public, government, equipment suppliers and industry experts in a series of webinars, meetings and surveys.

For more information on the Australian Golf Strategy, visit the Golf Australia website.

GOLF AUSTRALIA NEWS

Australian golf joins fight against racism HISTORY MADE AS PGA AND GA MOVE IN History has been made with staff from the PGA of Australia and Golf Australia moving in together at the new Australian Golf Centre in Melbourne.

Melbourne-based staff from both national organisations had their first day recently in the new AGC which is part of an $18.8 million redevelopment at Sandringham golf links.

PGA of Australia chief executive Gavin Kirkman told the staff that the blending of the two organisations was so significant that it was being monitored throughout the world of golf.

“Can I tell everyone in the room that we’re part of history, because this is quite unique what we’re doing,” he said.

“We’re being watched by a lot of people around the world at the moment. It comes back to we’re doing it for the betterment of golf. We’re being watched by the tours, by the PGAs, the R&A, the USGA, all the federations around the world. I think it’s going to be interesting it could settle the theme for changes in golf globally, what we’re doing here at the moment.”

Golf Australia chief executive James Sutherland said the new alignment between the major bodies was about pushing golf towards its potential, and that GA and the PGA were “here for a reason” at the new centre.

“That’s because we believe that golf has incredible potential in this country and we’re on a great journey together,” said Sutherland. “It is a great time to be working in golf in Australia. This is a landmark day for Australian golf. In fact, as Gavin said people all over the world are watching what we do together.

“In my mind, it all comes back to potential.

It’s about believing what our potential is as a sport. We are nowhere near our potential.

But our potential is achievable. But we can’t do it alone. We have to do it together.”

The new facility was largely funded by the Victorian Government and also includes a high performance training centre and is part of the Sandy Golf Links facility which includes an 18-hole course and a driving range.

The Australian PGA, the WPGA and Golf Australia have endorsed a new set of guidelines aimed at helping Australian sporting organisations prevent and respond to incidents of racism.

The ‘Guidelines for Addressing Spectator Racism in Sports’ were produced by the Australian Human Rights Commission as the result of round table discussions attended by Australian golf in April 2021.

Other major professional sporting organisations including the AFL, Cricket Australia, Tennis Australia, and some of the nation’s largest stadiums have already endorsed the guidelines.

The golf industry is committed to addressing racism at sporting events, and hopes the Guidelines will support consistent and united responses to such incidents across sporting codes.

In a joint statement by the chief executives of the PGA, WPGA and Golf Australia, Gavin Kirkman, Karen Lunn and James Sutherland, they said: “We believe this is an important step in the fight against racism.

These guidelines will give us the framework to respond in the appropriate way in the event that racism rears its ugly head at our tournaments or events. We abhor it and we will not tolerate it.”

ABOUT THE GUIDELINES: Sport holds a unique place in Australian society. It celebrates our values of equality, fairness and participation and helps build social connection and cohesion. However, spectator racism at sporting events remains an ongoing issue and can be difficult to address.

In April 2021, the Australian Human Rights Commission convened a roundtable with representatives from national sporting organisations and venues, and anti-racism experts, to discuss the ongoing issue of spectator racism. This led to the development of a set of guidelines for addressing spectator racism in sports.

These Guidelines are intended to promote best practice responses to spectator racism at the professional sporting level. They identify actions that can be taken consistently across

sporting codes to ensure that spectators, officials, and players are safe, and aware of what to do and how to respond to incidents of spectator racism. They also propose proactive measures to prevent racism from occurring in the first place.

Feedback during the development of these Guidelines indicated that sporting codes and venue operators want guidance that supports their policies, procedures and efforts to address racism. While the nature, prevalence and type of spectator racism may vary, there are common foundational elements for responding to racism where it exists.

To accompany the release of the Guidelines, the Commission has developed a suite of resources to support their implementation. These resources are a guide only and are designed to be adapted by sporting organisations for their particular context.

These materials are developed as part of the Racism. It Stops With Me campaign, which has often worked in partnership with sporting codes to promote antiracism initiatives and support sports fans and participants to identify and challenge racism.

The ‘Guidelines for Addressing Spectator Racism in Sports’ are available here.

Golf Management Australia Journal / Summer 2021

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GOLF AUSTRALIA NEWS

Australia joins R&A Women in Golf Charter The R&A’s Women in Golf Charter has been launched for clubs in Australia.

Golf Australia, the PGA of Australia and the WPGA have all committed to the charter, which was first introduced in Australia in 2018 to develop and create a more inclusive culture for women and girls in golf, in an attempt to maximise their potential at all levels of our sport.

With the backing of the R&A, the Australian golf industry is striving to encourage their affiliated clubs to become signatories to the historic Women in Golf Charter.

Using Sport Australia’s Gameplan platform, Australian golf clubs and facilities can assess their status in gender equality across golf and use the assessment tool to drive the discussion on what they believe needs to change within their own club.

Golf Australia, Golf NSW and Golf WA will support clubs and facilities to develop action plans to inspire commitment to create and embed a more inclusive culture within their sport.

Australian golf clubs and facilities who complete Sport Australia’s Gameplan modules can access Golf Australia resources which can assist them in driving a cultural change within their community.

Clubs and facilities will have full support from Golf Australia through the ability to access other Female Engagement programs – such as the successful Visionary of the Year competition which rewards groups who foster women’s and girls’ participation, exposure of their commitment through Golf Australia social media platforms (alongside a full suite of digital marketing content that is accessible for golf clubs/facilities) and also

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via the R&A website.

Clubs and facilities that hold signatory status also have the chance to become one of Golf Australia’s video case studies that will be showcased in our global commitment to the R&A’s Women in Golf Charter.

Golf Australia has a range of resources to assist clubs in making their commitment to the R&A’s Women in Golf Charter. All are available on the Clubs and Facilities Support portal, and include the Game Plan tool, with a specific education module for women and girls in golf.

Golf Australia’s Interim Head of Female Engagement, Megan Carr, said any clubs or facilities interested in becoming a signatory to the charter should reach out through the designated email womeningolfcharter@golf. org.au.

“From there, we’ll arrange a brief meeting with your local Golf Australia Regional Development Officer or Clubs and Facilities Support Manager, and the female engagement team at GA,” Carr said. “This is all about working together to get more girls and women both playing, leading and working in golf.”

Carr described the charter as a highly significant piece of work for golf. “We’ll

be reporting back to the R&A on how our clubs and facilities are making progress,” she said. “We’ll be celebrating people who take positive actions that foster gender equity in their golf environment and we’ll be supporting them on their journey. This is about supporting clubs and facilities on their journey to identify ways that they can increase the participation and leadership opportunities for women and girls in golf.’

ABOUT THE WOMEN IN GOLF CHARTER The Women in Golf Charter intends to inspire an industry-wide commitment to developing a more inclusive culture within golf around the world and enable more women and girls to flourish and maximise their potential at all levels of the sport.

Adoption of the Charter requires national federations and other golf bodies to build on and develop initiatives which will focus on encouraging more women and girls to play golf and stay within the sport as members of clubs, while also empowering women to enjoy successful careers working within the golf industry.

Where it all began, Bonnie Boezeman pictured with 2021 scholarship girls at Killara Golf Club, NSW.

Hundreds of girls and clubs set to soar in 2022 The Australian Golf Foundation has received a stunning response to its AGF Junior Girls Golf Scholarship program for 2022.

The AGF, in collaboration with Golf Australia, today announced that 134 funded centres will take part in 2022, compared with 37 clubs in 2021.

"We have been delighted with the response," said Bonnie Boezeman AO, scholarship program founder and board member of the AGF. "To have such a huge number of applications from across Australia really shows there is a need and hunger to support young girls from learning the game to obtaining club membership, handicaps and playing competition golf.

"We have quickly grown from 226 scholarship holders in 2021 to as high as 800 girls in 2022 and pleasingly 50 percent of these girls will be coming from regional and rural clubs! This would not be possible if it wasn't for the inaugural principal sponsor, state golfing associations, Golf Australia/ WPGA/PGA/Jack Newton Junior Golf/ Golf Management Australia and many other generous donors.

"Each of these girls will hold a scholarship at their local club that includes group tuition and membership for the year, along with a branded shirt and cap for the girls to wear with pride."

This rapid expansion would not have been possible without support from the entire golf industry and some generous donors. In a first, the golf industry has come together to support the program financially.

Karen Lunn, CEO of the WPGA and scholarship steering group member is excited for the future of women's golf.

"We have been overwhelmed at the incredible response we have had to the girls scholarship program. I would like to say a huge thank you to all of the organisations and donors who have supported the program, illustrating the power of what can be achieved when we all work together for the benefit of our sport," she said.

"There is no doubt in my mind that the scholarship program will transform the future golfing landscape here in Australia.

In addition to vastly increasing our pool of talent for future generations of female players, coaches and industry employees, we will no doubt eventually reap the rewards generated from having more women and girls participating in our sport.

"We look forward to watching the progress of these girls who will be mentored and coached under the watchful eyes of talented PGA coaches, or in some more remote areas our dedicated community instructors."

Clubs and resident PGA professionals are now busy recruiting girls to their programs and setting up their group tuition to start term 1 next year. Each club is expected to conduct an induction ceremony where girls and families are welcomed to the club and receive their scholarship uniforms.

Boezeman, who founded the concept at

ABOUT THE AUSTRALIAN GOLF FOUNDATION Australian Golf Foundation is thrilled to partner with NEXTGEN Group as the principal partner of the AGF Scholarship Program in 2022, with significant further support provided by Golf Australia, Golf Victoria, Victorian Golf Foundation, Golf Queensland, Golf South Australia, Golf Tasmania, Golf Western Australia, Western Australian Golf Foundation, Golf Northern Territory, Jack Newton Junior Golf, Golf Management Australia, WPGA Tour of Australasia and PGA of Australia, as well as a number of additional generous private benefactors.

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.

Visit the Australian Golf Foundation website for further information.

Killara Golf Club four years prior, believes having girls' interviews and inductions are part of the ethos of the program.

"These nuances create a sense of selfsignificance and importance of the program.

We hope that holding a scholarship not only helps girls improve their golf, but by exposing girls to an interview process will help to develop confidence, interpersonal skills and create future leaders of our sport."

For more information and to see a list of funded centres, visit the Australian Golf Foundation website.

Golf Management Australia Journal / Summer 2021

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BARNBOUGLE LOST FARM

CAPE WICKHAM

JACKS POINT

Great Golf Made Easy Promote member engagement and retention by booking a club trip with The Golf Travel Agency and take advantage of:

 A single point of contact to organise everything

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Speak to a member of The Golf Travel Agency and realise the potential of golf travel for your club and members.

Call us on (02) 9555 5311 or email us at: info@thegolftravelagency.com.au

www.thegolftravelagency.com.au 30

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Duo come off-course to win $10,000 It was a Wednesday morning like no other for Lynley Eadie and Kim Morris of Shepparton Golf Club in regional Victoria.

The pair were locked in for a 10am Zoom call to learn if they had won the 2021 Visionary of the Year competition – an initiative that celebrates and rewards the terrific work being done across Australia to promote gender equality in golf - but they also had their club competition to play.

To not miss out on either opportunity, the duo teed off early and ventured into the clubhouse at the turn to discover their fate.

The interruption in their rounds was worth it as they were crowned the 2021 Visionary of the Year winners by Australia’s greatest major champion, Karrie Webb.

Webb popped up on their screen and Eadie and Morris gasped in shock while they explained some of the further work they have done at Shepparton since their monthly award recognition in June.

“All of our programs, including our pathway from novice to member, have

been endorsed by committee and club.

We have established a sub-committee of the membership committee who leads work around induction, recruitment, and retention. This is now all embedded in our club structure which is the best part”, they said.

Then came the big news of their victory and they could not believe that they had won $10,000 of products from the latest Callaway REVA product range – designed specifically for women’s golf.

Their day only got better from there as Webb’s magic appeared to have rubbed off on Eadie, who played her best back nine ever and won the competition.

Thank you to everyone who submitted nominations throughout 2021.

We look forward to capturing and sharing many more inspiring stories in 2022.

Stay tuned for the 2022 launch in mid-December.

Watch Eadie and Morris react to the news.

Watch their story.

Golf Management Australia Journal / Summer 2021

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GOLF AUSTRALIA NEWS

Golf memberships soar in Australia Golf Australia recently announced participation figures not seen in 50 years of data collection, as the boom in golf gathers pace.

Golf club memberships in Australia rose 6.3 percent for the calendar year 2020 to 409,970.

It is the biggest rise in membership figures (more than 24,000) seen since the numbers were first collated nationally in 1970.

Despite varying levels of pandemic lockdowns, all states enjoyed similar level increases with metropolitan markets up by 5.3 percent over 2019. Growth of more than seven percent was experienced in regional areas, the geographic segment that had been most under pressure in recent years.

Men’s club membership soared by 7.4 percent in 2020, whilst women’s saw a 1.2 percent increase.

The figures, announced in Golf Australia’s 2020-21 annual report, will be included in the upcoming Participation Report compiled by Jeff Blunden of Golf Business Advisory Services. They come in the context of an overall downward trend in golf club membership that began in 1999 and continued until 2019, when there was an 0.05 percent increase reported.

Australia had 500,000 club members in 1998 but by 2018, this number had dipped to a low of 383,613 players.

The figures announced are for club memberships only; other indicators also show huge increases in golf participation in the past 18 months.

The AusPlay data gathered by Sport Australia for the Federal Government showed 250,000 new golfers in 2020, by far the best result of organised sports. The Golf Australia annual report also includes a 12.3 percent increase in the number of competition rounds played in the 2020-21 financial year, as recorded by GOLFLink.

Golf Australia Chief Executive James Sutherland welcomed the membership figures as a groundbreaking moment for the sport in this country.

“We’ve all known for some time that there is a boom taking place and of course, we know that the Covid-19 pandemic has played its part in this,” said Sutherland.

“Having said that these numbers have come in context of a time when several states suffered lockdowns that impacted golf in a negative way, particularly in Victoria.

“What’s most important is not how it has happened, but how we are able to capitalise on it.

“We need to take hold of this and make sure that it’s a turning point for the sport.”

Sutherland said the sport was aligning better than previously (with) the launch of the new Australian Golf Strategy. The strategy, an initiative of all the industry bodies headed by the PGA of Australia, Golf Australia and the WPGA, was launched this month.

“The focus for us now is retention and growth,” said Sutherland. “We know that there’s a tremendous appetite for golf in this

country and some magnificent facilities.

Golf is a game that is naturally sociallydistanced, safe for everyone, played in the outdoors and it brings people together socially. It’s a fun sport, and with all it’s different formats, the game offers something for everyone.

“Golf in Australia has huge potential for growth - and with this upsurge in players, and a new industry strategy, we are extremely excited about our sport’s future.”

Golf Australia reported a $4 million surplus in the 2020-21 annual report, after losses of more than $380,000 in the previous financial year and a $1.5 million loss in 2018-19.

“We have a clear task ahead,” said Sutherland and GA Chairman Andrew Newbold in the annual report. “We will look not only to hold the ground we have gathered, but to ensure a strong and sustainable future for generations of golfers to come.”

For more information, please visit Golf Australia’s website.

Golf Management Australia Journal / Summer 2021

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In 1982, fire destroyed The Australian’s clubhouse and many historical records pertaining to the club and the courses. (Australian Made – 132 Years of Club History – Issue 16 – Harley Kruse) - www.sagca.org.au

Q&A with GMA Partner, Victor Insurance Victor Insurance has been the exclusive insurance partner with GMA, since July 2021 - a combined industry arrangement with Golf Australia.

We asked Victor’s Paul Mullarvey a few questions about how he sees golf from an insurance perspective.

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GMA: Paul, great to have the GMA partnership with Victor Insurance.

You are not a broker company but the insurance underwriter. What does an insurance underwriter do?

PM: Victor Insurance distributes insurance policies under the banner of Australian Golf Insurance (AGI). AGI is an industry initiative to partner the insurance and golf industries. It’s designed to provide a sustainable insurance option for golf clubs. Clubs gain access to the AGI product via their insurance broker, so a broker can approach Victor on behalf of their client club and request a quote.

What is distinctive about the Australian Golf Insurance product?

Golf clubs have unique risks, for example the golf course itself presents risks that are not found anywhere else. It stands to reason that specific insurance is tailored for specific risks. Replacing sand in a bunker is

not something any other insurance solution needs to think about. This is what we have done with the AGI policies.

We’ve see a lot of insurers leave the golf industry in recent years, leaving only two.

Is that because of these particular risks?

Yes, and it’s a concern. As a service set up to provide an insurance solution for Australia’s golf clubs, we work very hard to create a sustainable model for the future viability of golf club insurance.

How do we get sustainability in insurance?

This is where General Managers of golf clubs are important. Sustainability requires the joint effort of all stakeholders including golf clubs. We want to help clubs lower the insurable risks associated with golf as part of the effort to create a sustainable insurance model and we see GMA as a great way to communicate with the industry. We are looking at our association with GMA

GMA EDUCATION as a platform to help clubs understand the importance of the role they play to ensure their continued access to quality insurance.

It sounds like we’ve been sleep walking to this problem as an industry for some time.

Have you seen it tip over the edge in other industries?

Certainly. For example, in the hospitality industry and in amusements such as bounce (or trampoline) centres, insurance options have become either unaffordable or unavailable, because insurers are no longer willing to take on the risks specific to those industries.

So some golf clubs could face the prospect of being uninsurable, or copping huge premiums, or a massive excess on claims?

In order to maintain a balance between premiums and claims, insurance companies have two initial options; increase premiums or decrease cover, neither of which are great prospects for the insured entity, whether they be a householder, car owner, a pub or golf club. The third option is to not offer insurance at all because the risk is too great. We hope that we can avoid this, but to become sustainable, clubs will need to pay more attention to managing a lower risk profile. I don’t think that this point is acknowledged within the golf club industry but education can change this.

In terms of an industry, are our businesses a bunch of islands, or do the insurance claims of one club impact all the rest?

Claims affect both the individual club and the industry as a whole. That’s consistent with all types of insurance for all types of industries. It’s therefore important for the whole golf industry to work on reducing risk to ensure the insurance sustainability for all.

Is some of it simply unavoidable? It seems insurance is very expensive at the moment. What has happened in the market?

In 2011, a massive flood event in Brisbane caused substantial damage to local golf clubs, including Indooroopilly Golf Club.

My house & contents policy went up 28% and in 23 years I’ve never made a claim. All across the insurance industry, and all over the world, we are seeing rates increase and golf clubs unfortunately are not immune to the forces of the greater insurance market.

Insurers earn revenue via premiums we all pay and then the interest earnt by investing those premiums. As we all know, interest rates are virtually zero, so that just leaves premiums as the only revenue source. The simple equation is premiums vs claims, and premium levels react to claim levels.

From class litigation actions worth billions to the violent weather patterns we are experiencing, claim levels continue to rise, so it’s not hard to see that premiums follow and the golf club industry is no different.

Back to brokers – what should GMs expect of their broker?

There was a time when a broker’s job was about sourcing the lowest premium. Today and into the foreseeable future, premiums are dictated by claims across the industry, so I see a broker’s job as being a greater service provider in reducing the club’s risk exposures. Clubs should view their broker

as their business consultant to reduce their risks. Sourcing good insurance is one thing, but things like being available to talk at board meetings to answer questions, ensuring valuations are accurate, assist with risk management initiatives, and having knowledge of your club, are key aspects to maintaining a low risk profile.

So it’s not as simple as get the cheapest quote and then set and forget…

I think risk management is the only way to sustain the golf insurance market. There needs to be an awareness that business insurance is not about seeking three quotes every year. Business insurance is one tool to be used strategically in the effort to reduce the risks a golf club faces, but should be seen only as a backup. Risk management needs to be the front line. Insurers would much prefer a scenario of lower premiums and lower claims because without claim volatility, you get stability, predictability and consequently sustainability, and I’m sure golf clubs feel the same. The achievement of this outcome can’t happen without a concerted effort in risk management.

Paul Mullarvey, thanks for your time.

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CLUBS AND CLIMATE CHANGE RISK Is your Boardroom paying enough attention to the temperature gauge?

Two things are certain about climate change. First, its complex environmental, health and safety impacts will directly affect every aspect of golf club operations. And second, governments and their regulatory agencies are already seeking to mitigate it’s effects with far-reaching regulations.

Until recently, companies have, for the most part, freely emitted carbon, but they will increasingly find that those emissions have a steep price, both monetary and social.

Those greenhouse gas emissions are now being scrutinised, in the near future they will become regulated, and will come with a price.

Of great interest to club managers and their boards is an opinion from Barrister, Noel Hutley SC, who assessed the extent to which Australian corporate law requires company directors to respond to climate change risks. Hutley's opinions conclude that: 1. climate change risks are capable of being foreseeable risks to the interests of a company; 2. climate change risks may be relevant to a director's duty of care and diligence under s180(1) of the Corporations Act 2001 (Cth) to the extent that they interact with the interests of the company; and 3. company directors can, and in some cases, should be considering the impact of climate change risks on their business, or risk breaching their obligation to exercise care and diligence.

Golf already has an extreme climate risk

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profile and a significant carbon emissions exposure. They can no longer rely on their golf course turf system sequestering their carbon emissions as studies are now showing that some golf course turf systems actually become carbon sources after around 30 years of operation.

In one study, golf course maintenance operations were found to emit 4.5 tonne of CO2e/per hectare/per year. It can be tough to wrap your head around what “a tonne of CO2” looks like. To visualise how much carbon that is - one tonne of CO2 is enough to fill 13,700,000 golf balls! So, for every hectare under maintenance on a golf course emitting on average 4.5-tonne CO2e/per hectare/per year, enough CO2 is emitted to fill over 61 million golf balls!

The legal challenge for every golf club is to identify how these climate events may influence worker health, safety, and environmental harm and establish plans for mitigating, responding, and adapting to the current and anticipated climate impacts and the inevitable regulations.

ASIC has commented on the risks of climate change now being foreseeable stating, “It appears legally sound and is reflective of our understanding of the position under the prevailing case law in Australia so far as directors’ duties are concerned.”

Allen’s Lawyers in their document – “Your directors need to be aware of the key areas of personal exposure on climate change,” identified the following key climate risks to club managers and directors:

• Breach by a director of their duty of care and diligence (arising from a failure to give appropriate consideration to climate change risks) can give rise to personal liability.

• A director may also be found to have breached their duty if they do not appropriately disclose the risks posed by climate change to the business.

• They must ensure that robust governance frameworks are put in place, supported by effective implementation, execution, and accountability.

• Directors should be able to demonstrate that they have considered climate change-related risk in their decision making, and that they have done so in a way that is more than ‘cursory acknowledgment and disclosure’.

This means ensuring that directors have access to all necessary information, in an appropriate format and level of detail.

• Directors must adopt a ‘probative and proactive’ approach in gathering the information reasonably required to inform their decision making with respect to climaterelated risk.

• While ensuring they are properly informed is the primary duty of the director, in some circumstances, further action may be required where a climate risk is identified.

Here are some simple tips to start your club’s low carbon transition and to prevent harm to people and the planet; to prepare for the climate crisis; and to position your

GMA EDUCATION club to thrive in a low carbon future: • Attend an epar climate change information and literacy session. It is important everyone understands what climate change is, the science, and the terminology; • Conduct an epar 1.50C interactive workshop with your management teams and explore what can be done to keep warming under 1.50C; • Build your climate change risk register; • Map and document all of your club’s naturebased climate change solutions; • Discuss with epar on the UN Sustainable Development Goals you want to align with; and • Roll-Out the epar Climate Change Playbook and Action Plans.

Every boardroom should be paying attention to the temperature gauge and be giving serious consideration to climate change risks.

Clubs that choose to sit on the sidelines will be significantly handicapped relative to those that have committed to reduce and manage climate risk and find competitive advantage in a warming world.

For more information on how epar can assist your club with climate change measures, click here to visit their website.

GOLF’S CLIMATE CHANGE RISK EXPERTS OUR CLIMATE CHANGE RISK MANAGEMENT CREDENTIALS Cambridge University – Business and Climate Change Towards Net Zero MIT Sloan Climate Ambassador Training Program Commonwealth Registered Carbon Neutral Consultant for Organisations Commonwealth Registered Carbon Neutral Consultant for Events Climate Leader – Climate Reality Leadership Corps Certified Environmental Systems Auditor Master Environmental Science and Technology Graduate Certificate Disaster Risk Reduction and Sustainability Bachelor Environmental Science (Hons) Bachelor Environmental Assessment and Management Diploma WHS

OUR CLIMATE CHANGE RISK AND EDUCATION SERVICES Climate Adaptation and Mitigation Planning Climate Risk Registers Emergency Drought Plans Climate Action Plans Climate Literacy and Education Workshops Scope 1, 2 and 3 GHG Emissions Assessments SDG Alignment Nature Based Climate Change Solutions Mapping P: 02 4917 3166 | M: 0412 294 514 | E: terry@epar.com.au | W: epar.com.au

HOW COULD CLIMATE IMPACTS AFFECT GOLF CLUB OPERATIONS? epar’s Liam Hall-Muir has been investigating climate risks to golf club outdoor workers as part of his Masters in Disaster Risk Reduction and Sustainability and he comments: Outdoor workers will have more frequent, intense, and longer exposure to UV radiation.

They will be at increased risk of adverse eye effects, skin cancer, and possibly immune dysfunction.

Extreme weather events or natural disasters, such as floods, landslides, storms, lightning, droughts, and wildfires, will become more frequent and intense.

There will be more intense rainstorms result from warming temperatures - for every 10ºC rise, the atmosphere can hold 7% more moisture (water vapour). With more water at their disposal, storms have the potential to dump enough rain to cause flooding. Get ready for more “Rain-Bombs.”

Higher temperatures or longer, more frequent periods of heat may result in greater heat stress, potentially leading to more cases of heat-related illnesses (heat stroke, heat exhaustion, etc.), increased susceptibility to chemical exposure, and fatigue and exposure to increased temperature can also result in reduced vigilance and increased risk of injury or lapses in safety.

One study published this year concluded that more than a third of all heat-related deaths worldwide could be blamed on climate change.

And, as the air continues to warm, it sucks more

moisture out of rivers, lakes, plants, and even the soil, which can in turn make the ground even hotter and drier.

Global sea levels have risen by approximately 21cm since 1880. Thermal expansion and melting glaciers explain about 75% of the observed rise in sea levels over the past four decades. This has been driven by increasing temperatures in the atmosphere and absorption of heat by the oceans. Wind, waves, and currents will lead to increasing permanent inundation, periodic inundation, and erosion of the shoreline. With estimations that nearly half of Australia’s open coast is vulnerable to the impacts of sea-level rise, it will significantly affect many golf facilities located within coastal and estuarine systems.

Weather disasters may cause deaths, injuries, diseases, and mental stress and as extreme weather events increase in frequency and severity, there will be an increased need for effective emergency response strategies.

The prevalence and distribution of water-borne and food-borne pathogens could increase. Pollen, associated with allergic reactions, also may increase with earlier flowering and longer pollen seasons.

Elevated temperatures can also increase levels of air pollution, and outdoor workers, will have longer exposure to such air pollutants, which are linked to chronic health effects, such as respiratory diseases and allergic disorders.

Climate warming scenarios will also influence the distribution of weeds, insects and pests, and pathogens, and will introduce new pests, all of which could change the types and amounts of pesticides used.

Climate change and rainfall trends will affect food prices. For instance, during a severe drought when the cost of livestock fodder is high, farmers reduce the quantity of their stock (destock), and meat prices increase.

If more severe predictions are realised, climate change will impact where certain nuts, fruits and pastures can grow and consequently also impact livestock and dairy production.

Consumers may have to prepare to lose the foods and food quality they are familiar with.

The negative impact of agriculture on climate change is leading to changes in the culinary preferences of consumers with market demand for plant-based protein increasing.

There will be rises in average food prices and in the frequency and severity of price spikes. Price shocks like those experienced by Australian consumers during recent droughts may start to occur every two to four years, rather than once a decade.

The hard truth is that climate change is here, and golf clubs will almost certainly experience more and worsening climatic events and impacts.

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Caring for our senior community Robert Sereci CCM, ECM

GM/COO, Medinah Country Club

GMA recently got in touch with deep thinking and regular writer on club management issues, Robert Sereci, from Medinah Country Club. Robert was kind enough to allow us to publish an article that challenges us to think a little more on our senior golfers in a changing world.

Over the last several decades, many of my fellow club managers are reporting that their seniors are becoming disenchanted with the club and expressing some concerns that the club is not taking care of them. When pressed to explain their position, many seniors cite the same examples as evidence of their discontent. So, what are their concerns? Listed below are the various issues that have been expressed to me and many other club managers over time. Not one is more critical than the other, though some are heard with more frequency.

• You are focusing too much on the young families and not enough on our needs.

• Younger members pay less than a regular member, yet they have the same privileges.

• I have been a member for 20-30 years and, like the junior members, I should pay less dues, especially when I don’t use the club as much as they do.

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• You asked me to pay for amenities I may never be able to fully benefit from.

• Food and service are not up to par.

• The culture is deteriorating, and the club is no longer the same.

• The club is going too casual and I don’t like it.

• My friends are dying, and I do not know anyone at the club anymore.

Before we get into solutions, we first must seek agreement in principle that we have a legal, ethical and moral obligation to take care of our senior population. The cyclical nature of a club is no different than the circle of life. We all universally recognize the legacy left by our previous members to the point of sustainable enjoyment by all our members today. And conversely, we anticipate our members of today to do the same for those who will apply for

membership in the future. This is what I call generational equity. Also, let us agree that what we are doing for our seniors is relevant and applicable for the entire club community. No one group is more important than another. Our responsibility to our membership is from “cradle to grave.”

Eventually, every member will age and be in the same situation as our current senior population.

Discontent or a cry for help.

If you look at membership satisfaction surveys across the country, at a face value, one will surmise that in general the seniors are just not happy regardless of the type of club or its geographic location. The same phenomena can often be observed in strategic planning survey questions conducted across the country. No matter what the initiative or request, most often,

GMA EDUCATION they vote against the proposal put forth by club leadership. In my opinion, justifying their unhappiness as “they are getting old” is irresponsible at best and cruel at worst. It’s very tempting to do that as their answers conveniently fit our mental model of the senior community. We need to take the time and dig a little deeper in order to better understand what it is that they want or do not want. In my opinion, their survey responses are less of the sentiment towards a specific service or product and more of an act for attention. They feel like management and club boards have “left them behind.”

It is not difficult for us to practice some degree of empathy. Unfortunately, this is hardly the case with seniors. Few of us have experienced life as an 80-year-old and our view of life is quite a different paradigm.

Just think, for one moment, of the many challenges’ seniors are experiencing during this stage of their life. For starters, they are on fixed incomes. Their kids and grandkids most likely live far away, and they may feel lonely or depressed. Their health is gradually declining and there is little they can do to stop it. Their friends are dying.

Have you ever listened to seniors talk to their friends on the phone? One would think that they are talking to a platoon stationed on the front lines in Iraq- this person died then that person died, and did you hear about Bob? It is even more difficult if they lost their spouse of 30 plus years. In addition to their memory fading, so is their patience.

It’s not personal - it’s just plain biology. So

on offering financial consideration, with proportionate club privileges. Most clubs offer a variety of senior type memberships with various parameters and restrictions dependent on age and tenure of membership.

But given the complexities of club by-laws and cultures, no one solution fits all clubs.

However, as our members live longer and healthier lives, we must make sure we have the appropriate membership offerings to keep pace with their lifestyles.

Make sure you have the appropriate Food and Beverage Offerings: The challenge is to figure out what it is that they want and provide those offerings To walk a mile in their shoes. without compromising the satisfaction of So why are most of us struggling to the other demographics. While I may be understand our senior community? In my wrong, I would suggest that the bulk of opinion, there are two main reasons. their dissatisfaction is more of a signal to First - As we are all painfully aware, management and the board than genuine capital projects are a very divisive issue and dissatisfaction with specific offerings. the seniors are typically at the epicentre of Rather than attempting to guess what they the turmoil. The want, I suggest period leading up management meet “We need to exercise the same care as we would for our own with a group of to the vote can be contentious, and seniors to hear parents. We have the same responsibility with our seniors. emotions can flow what it is that they Every single senior is someone’s parent or grandparent. freely from both want. If my above As current members, we are responsible for their wellsides and especially hypothesis is correct, from the senior by virtue of taking being and safety. We work and lead in an environment community. Attacks time to discuss where empathy is a prerequisite for board members and become personal their concerns, management in the club business.” and sometimes the likelihood ugly. Watching of improved seniors “vent” during Town Hall or Annual now, imagine showing up at the club every satisfaction scores will be prevalent.

Meetings sessions and listening to their day and, in addition, you learn that your Make sure you have the appropriate disrespect during board presentations can friends can no longer play golf, or worse, Non-Golf Opportunities: be sobering and disturbing especially for they are incapacitated and can’t even play If you were to list all the activities you offer a club community. Unfortunately, many cards or have lunch. and separate those that are geared towards members recall those times and have yet to We need to exercise the same care as your senior community (65 and older), forgive the seniors for some of their actions. we would for our own parents. We have you would most likely end up with only a In their eyes, the seniors continue to be the the same responsibility with our seniors. small percentage of all of your activities.

Nay Sayers who only care about themselves, Every single senior is someone’s parent or For a group that most likely represents so why go out of your way to help those who grandparent. As current members, we are approximately 25% of your membership, were hell-bent on squashing the yes vote? responsible for their well-being and safety. that’s not much. Their expectations Second - We genuinely cannot relate to We work and lead in an environment where for club events are very different, as are them. Really - during a strategic or master empathy is a prerequisite for board members their expectations for dress code and planning process, as club management and and management in the club business. entertainment. Naturally, seniors want to boards, we have no problems devising a plan be with others who share an interest in the considering all the ways our clubs could So how can clubs demonstrate same activities. Why not invest in senior attract families because we had an accurate care for their senior community? specific event programming? Consider mental model of the many challenges young Make sure you have the appropriate developing senior specific special events. families were experiencing and, as a result, membership offerings for your aging Like many clubs, we try to include the senior we are able to come up with strategies and membership: population into our community and often solutions to meet their needs. Most of us As a club, our challenge is to determine a we fail. While it may be counter-intuitive, remember what it was like when we were membership offering program honouring the way to please this group is to segregate starting our careers and our families. We our senior members for their years of them from the rest of the membership. I have personal experience and, as a result, membership, which is feasible for both the don’t mean this in a negative way. A natural we can relate with them and feel their pain. club and our senior members, concentrating aspect of getting old is a loss of patience, an

Golf Management Australia Journal / Summer 2021

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Merry Christmas!

Thank you to all of the Golf Clubs who have supported De Bortoli Wines with listings throughout 2021.

Here's cheers to a wonderful and prosperous 2022!

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GMA EDUCATION unwillingness to change, wanting to become more isolated and so on. I feel that the more we can separate them from the youngsters, the better, and let them socialize within their own species. Examples include dinner theatres, dinner dances, guest speaker luncheons, classic movie nights or senior date nights. These activities enable them to continue to foster their relationships and feel engaged in our club community.

Make sure you have the appropriate Golf Opportunities: Consider adding additional tee boxes so seniors have multiple options to play your course. Finally, you can have instructors develop senior specific clinics and schools that would include golf and fitness. With fitness in mind, our Director of Golf is investigating hands free walk behind pull carts that seniors could rent (or could be free for seniors over a certain age) and be able to get some exercise walking while golfing 9-holes without having to carry their golf bag. Lastly, our senior community has a very high golf IQ and we can arrange for golf informational seminars or have guest speakers that could be specific to seniors, or the entire membership based on the topic being discussed.

Consider Building a Memorial Garden: Many clubs have a variety of ways to memorialise deceased members and my guess is that many clubs have a memorial tree program or something equivalent. The problem with the memorial tree concept is that periodically trees get cut and plaques go missing and families get upset and rightfully so. If you have too many plaques, the golf course or grounds start to look like a cemetery and frankly not a good visual for prospective members or guests. People want to enjoy a round of golf and not be reminded of members who have passed as they make their way around the golf course.

As an alternative, consider allocating a small outdoor space to build a Memorial Garden.

To the casual observer, the garden will look like a garden. Design a wall where members can buy special plaques and affix them permanently to the wall. Not that different from the plaques used to mount on trees. I’m not a big fan of engraving bricks and setting them on the ground. There is something odd and disrespectful about people stepping on the bricks. If your city or state ordinance allows it, members who chose to spread their ashes can do it in the privacy of the garden. Inside, you can have several benches

for family members and visitors to sit and reflect on their loved ones or friends.

Consider conducting an Oral History Project: Two years ago during a Mother’s Day Brunch, I stopped by a senior member’s table to say hello and we got into a conversation about the club’s history and how the building has changed over time. In that 20-minute conversation, I learned an inordinate amount of interesting historical facts not published in any of our history books. Every holiday brunch, I make a point to spend some time with another senior member and his family. He is 94 years old and has been a member for 55 years. He always shares some interesting facts about Medinah. I know we have dozens of senior members who have both interesting club stories and important historical facts that they would be willing to share. Like any family or tribe, the role of stories plays a significant role in any community. Why is this important?

Passing down stories is how communities retain their identity and ensure that their history passes to future generations.

Our identity is strongly tied to our past membership and their history; not only where we’ve come from, but the club culture.

But unlike families or Native American tribes, we don’t have a culture of storytelling where oral history is passed from generation to generation. In order to capture our member’s stories, we need to document their stories for future generations. While we have captured a tremendous amount in our Spirit of Medinah history book, I am confident that there are many more stories to be told and shared. Identify members who have been members for 30 plus years and send them a letter explaining your intent and reason for the oral project. Chances are you already have the audio devices, as well as digital video cameras for capturing the information. Compile a list of questions and send those to the member in advance. Once the recording is complete, someone from the club or staff can listen and watch the tape and document the most important facts for the Oral History book. This would make a great committee project.

Consider Building Retirement Residences: If we really want to take our responsibility as club managers to the next level, we should advocate for building or purchasing retirement homes. If we genuinely believe

that the responsibility of a club is to take care of its members from “cradle to grave,” then we need to make sure we put forth the same effort and enthusiasm into this phase of their lives as we did for our juniors when we discuss childcare and babysitting. Not only is our senior population growing, so is society in general. Seniors are living longer and, as a result, there will be more of them than any other age group. Have you noticed the rapid growth of retirement or assisted living homes in your area? Unfortunately, this industry is still building the typical retirement homes with little to no amenities.

Seniors refuse to be defined by age, so their expectations are increasing exponentially.

When shopping for a retirement home, their wish list resembles more of a country club than a retirement home. They want to be part of a caring and active community. They want both hospitality and health care. Guess what? Our clubs can be that place. Instead of pushing seniors out, we could build a facility that will give our clubs a strategic advantage for attracting seniors. Think about that.

While many clubs are complaining about seniors, you could capitalize and welcome them with open arms. They will spend the money on a retirement or assisted living home somewhere, why not with you? Now you really have a program that cares for our members from “cradle to grave.”

Conclusion The senior debate has been ongoing in clubs since the mid 90s. Not only does this issue have a rich history for most clubs, but it is also chock-full of emotions. Not surprising considering any issue involving money tends to score high on the senior emotional meter. Unfortunately, the senior issue, in my opinion, goes far beyond the basic need for seniors paying lesser dues. To me, this is more of a club culture issue than a members’ need issue.

One more thing for the club managers; you are the one who needs to take one for the team. You are the club professional, the expert in guiding your club community. Do not pass your senior issues to your board.

Board members, just like senior members care most about their positions which makes them ill-equipped to handle the emotionally challenging senior issues. Your pragmatic instincts enable you to be the most effective leader in this conversation. And besides, your board will look favorably upon you for taking this topic off their table.

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INDUSTRY NEWS

The business case for an EV Charging Programme In the first of a 3-part educational series from GMA partner, Enervest, on energy management and solutions, Jason Downes outlines a business case for the introduction of an EV Charging Programme at your club.

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Electric Vehicles are coming, en masse, to a golf club near you soon!

Consider this: In December 2021 there are approximately 31 Electric Vehicle (EV) models available to buy in Australia, yet in the next 12 months, that will nearly double to 58 models.

On top of this, almost all of the top 50 car manufacturers worldwide are due to transfer their entire fleet of vehicles to EVs between 2025 and 2035.

If you thought the EV revolution was a long way off, you’re wrong!

Hot off the press: Labour announces their ‘Powering Australia’ plan with predictions of 89% EV sales by 2030!

The fact is, Australians are quickly getting

on board with the idea of driving a fully electric vehicle. As prices fall and technology (including km range) improves, the EV takeup will be swift.

For clubs looking for a way to capitalise on this global trend, EV charging may offer a new opportunity to attract customers to their F&B operations, promote the club and course to new members, provide additional revenue streams through integrated billing systems, as well as provide a highly-valued service to existing members.

So, what are the key things businesses should consider when it comes to selecting and installing EV charging infrastructure?

1. Time - how long will the EV driver have to charge their car?

INDUSTRY NEWS 2. ‘Tank’ size - How big are the car batteries going to be?

3. Speed of charger - the more powerful (in kW), the faster the car’s battery will charge; 4. Plug types - there are 6 main plug types used in Australia by different car OEMs; 5. Load/Energy management - ensuring too many chargers don’t affect your local power supply; 6. Monitoring and control - being able to see what’s happening and controlling by whom and when the EV equipment can be used.

Applying this to golf club management, Enervest is currently working with a number of clubs to help develop an EV charging programme that dovetails with existing membership offerings.

Ideally, members will be able to book a round of golf, select EV charging as an option (in the same way you might select a golf cart) and automatically have any associated costs billed to their member’s account.

On top of this, where clubs are open to the general public, simple billing systems can be utilised including the use of QR codes, swipe cards and ‘tap and go’ credit card readers (much like parking systems).

Finally, EV chargers can be listed on public sites such as PlugShare and ChargeFox (see images right), which are services designed to help EV drivers plan journeys and find EV chargers. For regional and remote clubs, this exposes them to passing visitors who will be able to plan a stop for lunch, pay for their EV charging, and use the facilities of the club. A win-win for all.

What about local members who live near to the golf course?

Considering the average car battery is

10 times the size of a house ‘solar’ battery (but exactly the same type), Australians will readily take home a fully-charged vehicle, plug it into their home and run all of the household’s electrical needs overnight – for free!

Known as ‘Vehicle to Home’ or V2H, trials are already being conducted by a number of energy retailers with expectations this service will become ‘par for the course’ in the near future.

With the average round of golf taking 4 to 4.5 hours, there is a great opportunity for clubs to provide a service to members to top up while they tee off.

Just add some solar to the mix and you’re well on the way to developing an energy strategy for the future.

To learn more about these concepts and considerations you can read more here.

For further information please contact: Jason Downes - 0499 198 320 jason.downes@enervest.com.au www.enervest.com.au/gma/

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YOUR FUTURE MEMBERS ARE ON YOUR DOORSTEP Two key pillars of the Australian Golf Strategy are to attract new golfers and to grow our core.

We know that often the pathway to golf club membership is via golf on public courses or golf as part of a social golf club.

GMA’s CEO, Paul Vardy, spoke with Ali Terai, of Future Golf, about the market for new members right on our doorstep.

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PV: Ali, firstly, how does Future Golf help clubs and facilities and what does a partnership look like?

AT: Primarily we’re here to help clubs and facilities execute aspects of their strategy and to increase revenue. Our partner clubs are so busy delivering their core offering and usually with limited resources.

This is where we come in to help them in areas such as increasing membership leads and revenue, green fee revenue, repeat visits and referrals, food and beverage sales, pro shop sales, lessons.

We also assist a lot of organisations with their golf events (AFL clubs, charities, corporates) and direct them to our partners.

Tell us about your members.

The average age of our members is 32.4 years old. They’re in the age group where they share everything on social media and tell everyone they know about things that they love.

What is the process of getting into golf that you see?

Around a half come to Future Golf without a handicap. We see a pathway where they engage in the community, have lessons, play in entry level events, get a handicap and eventually join a club.

Approximately 60% are beginners or play less than six rounds of golf a year.

Over 30% of our members have

transitioned into a club membership. The past two years, it’s been approximately 50-70 per week.

That’s quite an attrition rate, but I sense that you don’t worry. It is just part of the journey.

Absolutely, most clubs wouldn’t celebrate losing a member, but we genuinely love it when a member of ours joins a partner club. We are essentially Australian golf ’s revolving door. We’re simply here to facilitate the connection between golfers with our partners. And to help with things like marketing and the backend grunt work to attract more golfers into our sport.

Some partner clubs have had over 100 members join throughout our partnership which is great.

The best part is nearly all of these members are first time club members who will become the long-term future of these clubs. As opposed to clubs having to fight for the same pool of golfers, we’re replenishing the funnel.

The most pleasing thing is we’re now starting to see Future Golf members who started with us a few years ago on pennant teams, working in golf and sitting on boards.

Long term sustainability for our industry is a huge mission for us.

Tell us about how Future Golf has gone during Covid.

INDUSTRY NEWS It’s been a rollercoaster, like it has been for the entire industry. On one hand we’re experiencing one of the biggest booms that golf has ever seen and on the other hand we’re dealing with lockdowns, restrictions, events being rescheduled, demand on tee times, etc.

For us the biggest challenge has been maintaining the balance between supporting our golfers and our partners. Our belief is that a pathway like Future Golf that guides golfers through the different stages of their golfing journey has never been more important. And we’re seeing the benefits of building the overall pool of golfers, getting them to love our sport and then eventually funnelling them into club memberships.

Did you get a sense of the pent-up demand before it was released due to Covid?

The demand for golf has been one of the great surprises. Did we predict Covid having the impact it did? No way.

Having said that, we’ve always believed that the growth potential for golf was largely untapped, especially for the younger golfer which we’ve been focussing on and have now validated (under 40s).

We see it first-hand everyday how quickly someone can go from never picking up a club to wanting to have a hit every day. A big part of this is based on communication/ marketing, price and value, customer experience and providing a variety of access points to our sport.

In Australia, I feel like we have a lot of the key foundational pieces in place to make the most of this opportunity. Everything from private clubs, public courses, driving ranges, PGA pros, mini-golf, pitch and putt, golf simulators, TopGolf, retailers, etc.

We’re biased, but pound for pound, there’s nowhere in the world that matches Australian golf from a value and quality perspective.

What has the demand done in terms of your membership?

We’ve seen a dramatic jump in the number of our members transitioning to club memberships, which is fantastic. We’ve also seen a big increase in younger golfers and women who are looking to start or resume their golfing journey. There are so many potential golfers out there who have had a hit, have shelved the clubs in the garage or are considering trying the sport, and just needed a helping a hand to get hooked.

There are four key metrics in golf that are often overlooked which we believe are really

important for our industry to understand.

Cost Per Thousand (CPM), Cost Per Lead (CPL), Cost Per Acquisition (CPA) and Lifetime Value (LTV). These metrics generally vary depending on the demographic and how difficult it is to target a customer.

Hypothetically - a 65 year old male golfer might have an $8 (CPM), $2 (CPL) and $100 (CPA) and $5,000 (LTV). Essentially meaning it will cost you $100-$110 to acquire the low hanging fruit.

But this member might only have a few years to play, might not get lessons, is unlikely to buy a new set of clubs and probably won’t be sharing the membership with their friends on Instagram. But they are high converting and low hanging fruit.

On the other hand, a 30 year old female golfer might have a $30 (CPM), $16 (CPL) and $1,000 (CPA) and $50,000 (LTV).

This golfer might cost us $1,000 to acquire, but if she remains engaged, the total value in the pie is 10x as this golfer is likely to buy clubs, refer friends, get lessons and spread the word. The investment is greater, but the reward also has a higher upside.

Good business thinking there. So, barring any major joining fee - which most clubs don’t command, the long term returns on a younger member are much greater, even when considering a great cost to acquire them?

Yes, as they spend more, are more active in promoting the venue and have many more years of spending ahead.

For context, I guess this is what we’ve been focussing on for the past seven years.

We’ve been investing in acquiring the harder to reach golfer, with the bigger upside to provide our partners with more Lifetime Value (LTV), which is critical for the longer

term sustainability and success for all organisations and industries.

Prior to the recent boom, a large part of the decline in our sport was based on what we call the bottom of funnel not being replenished. We had a stagnant and declining pool of golfers, the collective LTV was draining which was leading to a race to the bottom.

An analogy is we were eating all the fruit from our tree, but investing very little in nourishing the tree or planting new trees.

This highlights the need for golf to work together to grow the pie so to speak.

A great time for an Australian Golf Strategy.

Yes it is. We can see why it hasn’t been on the radar of many clubs.

Marketing golf is extremely resource intensive, difficult to execute and expensive.

It’s generally 5x-10x harder to sell a golf product or service to an under 40 golfer than it is to an over 60 golfer. You can increase that even further for juniors and women.

We’ve found that it’s a three pronged approach - 1. Significant investment in marketing; 2. A value proposition that is attractive to the target market (really understanding what they want); 3. A great customer experience.

This generation is ruthless in the way they judge a product or service and will happily move on if it doesn’t meet their needs. But if you do connect and meet their needs, they will tell everyone about it. In this context, as a club, if you’ve got a high referral rate from your younger members, you’re doing something extremely right.

Women and junior golfers are shaping up as our next great opportunity if we can collectively get it right.

We recently read in the Golf Landscape Report 2021 that 42% of members

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INDUSTRY NEWS started playing before they turned 20. It reinforces the argument that investing in younger folks is important for the health of the game.

Absolutely. We see the long term benefits when we get young people involved early.

Other sports have a short window to make a return, whereas golf has many decades of return.

What is your outlook for Future Golf?

We’ve seen this segment grow like no other over the past seven years. I feel like we’ve only just scratched the surface too. In the next 5-10 years, the industry will see an even greater demographic shift. Seven years ago, no one would’ve ever imagined that a golf community, with an average age 32 years, would become one of Australia’s largest golf communities. It’s been a significant investment from everyone involved, especially our team and partners to build the relationship with this demographic.

It’s why as an industry we need to celebrate our progressive golf facilities and clubs, GMs and boards. Because they are the ones trailblazing the path for the future of our sport and are the ones who will reap the

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benefits longer term.

It happens in every industry that experiences change - there’s a mixture of progressiveness, innovation, resistance and wanting to protect the status quo. It’s probably a healthy part of every ecosystem.

So, what would you like to see clubs do more of?

What an amazing question. Number one, partner with Future Golf of course, haha.

We hope that the industry doesn’t miss this once in a lifetime longer term opportunity, by closing its doors and only focussing on the low hanging fruit.

We hope clubs create mechanisms which allow them to keep at least 5-10% of the club open to the longer term golfers who might be interested in experiencing what you have to offer. Using the Lifetime Value (LTV) metric helps GMs communicate this to the board. Setting specific KPIs around these demographics whether that’s under 40s, women, juniors, etc., and then tracking their LTV over a 5-10 year period.

We’d love to see more flexibility and access, new events, programs and experiences, increased focus on onboarding

and integration into clubs, greater focus on customer service and more invested into golf development.

As part of the new Australian Golf Strategy, where do you see Future Golf fitting into the strategy?

It was great being invited to the recent Australian Golf Conference and seeing the strategy take shape. From our end we agree with the narrative and the data that’s been presented to date. My biggest takeaway is the data appears to be confirming a lot of our hypotheses and what we’ve been executing since 2014, especially in regards to the younger golfer and guiding golfers through their journey from beginner to hooked for life.

Ultimately, we would love to work closely with the governing bodies, golf facilities, clubs and our industry, to help grow our sport.

Ali, keep up the great work and good luck growing this market of new golfers.

For more information on Future Golf, or to simply have a chat with Ali, feel free to get in touch: ali@futuregolf.com.au

INDUSTRY NEWS

There are significant benefits for your club and your professionals by partnering with Empower Golf.

Some of these benefits include: • Assistance to access the 20% of people in the community who have disabilities;

Walkinshaw Sports partners with Empower Golf Australia

• Ongoing disability coaching, marketing, billing and administration support; • Uniquely being able to access individual's ongoing NDIS funding (for lessons, clinics and equipment) through Empower as they are the only nationally accredited golf provider; • Specialised grant writing support • Enhancement of your PGA Professional’s personal brand and coaching skills;

Walkinshaw Sports has partnered with Empower Golf Australia to help change lives and is calling on you to join them.

• Amazing incentives from Walkinshaw Sports for all Empower coaches and over $2500 Walkinshaw Sports credit annually for the top performing coach;

Empower Golf changes the lives of disabled Australian’s through the game of golf by providing inclusive coaching and clinics, and adaptative equipment and facilities across Australia. Established in 2014 to address the lack of support, equipment and access for Australians living with disabilities in the golfing industry, Empower have since helped over 15,000 golfers with disabilities access and enjoy the game and continue to change people's lives through golf.

Walkinshaw Sports have been working with Empower Golf for 12 months providing Under Armour polos for their coaches but as their team led by Jon Perrett and Dan Harrap worked more closely with Empower it became clear that the industry network of their team is just as powerful (if not more) for Empower as their product.

Empower Golf Founder, CEO and World Number 1 Quadraplegic golfer James Gribble said “We are very excited to partner

• Increased support from Golf Australia and the PGA; and

with Walkinshaw sports to not only grow our great game but to also build a dynamic network of specialised All Abilities golf pros providing lessons, clinics, oncourse support and adaptive equipment. With Walkinshaw Sports experience, contacts in the industry and passion for quality product we know the partnership will be a success.”

Walkinshaw Sports General Manager Dan Harrap and his team are inspired by the work of Empower Golf and are committed to playing a hands on and meaningful role in helping them change the lives of Australians through golf. “Empower Golf currently have 40 coaches nationally and we are calling on you to help us achieve their objective of having over 200 coaches nationally by the end of 2024.”

• MOST IMPORTANTLY, the satisfaction in helping change the lives of the disabled through golf.

If you would like to join Walkinshaw Sports and Empower on this mission to change the lives of disabled people through golf, contact jon.perrett@ wsportscom.au or james.gribble@ empowergolf.com.au

Golf Management Australia Journal / Summer 2021

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Tempo Walk is now available to GMA Members across Australia

CLUB CAR Visage GPS by Club Car. The world's best selling Fleet Management System

PROUD OF OUR PAST, EXCITED FOR OUR FUTURE

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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INDUSTRY NEWS

TopStroke at Oxley opens Brisbane's latest mini-golf sensation,TopStroke, has opened at Oxley Golf Club.

Conveniently located 12km from the Brisbane CBD at Oxley Golf Club, TopStroke is set to become the go-to destination for golfers of all ability levels - be they young or old!

Oxley GM, Aaron Muirhead, who has been a key proponent of the project, indicated his delight with the finished product, which was designed and built specifically for the Oxley club.

“TopStroke is the largest mini-golf facility in the country and offers a true putting challenge. Designed by legendary putting coach Dave Pelz, coach of Phil Mickelson amongst others, TopStroke embodies all of Dave's philosophies on the short game and has helped to create a truly magnificent 18

hole facility that is great for all ages and golfing abilities,” said Muirhead.

“The mini-golf precinct also incorporates a 9 hole practice putting area and an undercover pavilion with seating. The area has disability access and has been created to allow people of all abilities to join in the fun!”

With a grand opening in November, the facility has really taken shape, and along

with the recent upgrades to the clubhouse facilities adjacent the TopStroke course, a buzz of excitement surrounds the club, particularly in the lead up to the busy summer holiday season.

To visit this revolutionary new leisure facility, or for further information, please call Oxley General Manager, Aaron Muirhead on 0466 909 958.

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 / Summer 2021

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Golf Management Australia Ltd. Artwork & design by Brand Media & Consulting

PO Box 859 CROYDON VIC 3136 www.golfmanagement.com.au