GMA Journal (Summer 2023)

Golf Management Australia

JOURNAL SUMMER 2023

Official Journal for Golf Management Australia Ltd.

STORIES INSIDE

RISK MANAGEMENT EDITION ALSO INSIDE THIS EDITION

6 GMA NEWS

Awards season across the country

27 GMA EDUCATION

The risks of battery charging at clubs

40 GMA EDUCATION

The cost of a dysfunctional board

DEVELOPING AND SUPPORTING LEADERS IN THE PROFESSION OF GOLF AND CLUB MANAGEMENT

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 2023

Official Journal for Golf Management Australia Ltd.

CONTENTS 4

FROM THE CHAIR

5

FROM THE CEO

6

GMA NEWS

11

GMA NEWS

27

GMA EDUCATION

31

INDUSTRY NEWS

36

GMA EDUCATION

40

GMA EDUCATION

Aaron Muirhead

Paul Vardy

GMA NEWS

Awards season across the country

6

Managers of the Year crowned across the country

All the latest GMA movements, events & news from around the country

Risk Management Special: The Eastern GC fire & the risks of battery charging for clubs

GMA EDUCATION

The risks of battery charging at clubs

27

Report reveals golf's $3.3 billion contribution to Australia; Golf’s participation grows again

Risk Management Special: Artificial Intelligence (AI); Industrial Manslaughter

Governance Special: Measuring the Cost of a Dysfunctional Board - Part 2

COVER PICTURE: After a spate of devastating fires at golf clubs around Australia, it is now more important than ever to be aware of the dangers and begin to implement strategies to mitigate the risks associated with the charging of lithium-ion batteries.

GMA EDUCATION

Artificial Intelligence (AI): I Can See It Now

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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.

Golf Management Australia Journal • Summer 2023

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From the Chair AARON MUIRHEAD

This summer edition of the GMA Journal could have the theme of OneGMA, or the GMA Survey, or the evolution of professional development, or even the summer of golf.

But the core theme needs to be risk management.

As managers of facilities with capital-intensive buildings, plant and equipment, there are a lot of inherent risks. Add to this, cyber risk and the compliance that governs the way we must operate, and the job is full of risks to manage (see industrial manslaughter laws).

An emerging risk is lithium-ion batteries. We have seen several fires in recent years related to a combination of faulty equipment and heat from overcharging. The devastating clubhouse fire at The Eastern GC on 16th October and the pro shop fire at Brisbane GC on the night of 30th November highlight the warning to all.

Our knowledge of the risks and the way the insurance market works has been heightened enormously in the past 12 months or so by Paul Mullarvey, of Victor Insurance. Paul has just completed, in the past few weeks, a speaking tour across the main five capital cities on these very topics.

We thank Paul for the tour and for the many members who have attended.

It’s now time to act. We cover more in this issue.

Speaking of state visits, I’ve had the pleasure, along with our CEO, Paul Vardy, of attending meetings with each state executive around the country throughout September and October to discuss the One GMA unitary model.

Discussions have been extremely productive as we talked through the value to members in each state, the communications, professional development and well-being programs and plans for more in coming years, as well as decisions on the best use of pooled funds.

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Having operated under a One Management model since 2019, GMA has been able to demonstrate the stability of the association and the growth in membership, services and finances that allow us to continue to deliver to members in the future. A position paper has been circulated to state executives for their consideration which will ultimately accompany state voting to merge into a single GMA body. I’m proud to say that GMAQ took the merging resolutions to its members in late November and was unanimously supported. A new GMA constitution is being drafted and we expect remaining states to make a formal decision on taking the vote to their members in the first quarter of 2024.

To close, I’d like to acknowledge our group of CCM graduates who completed their review week and exam in Perth in recent days: Fiza Errington, Nicole Martino, Craig Skimming and Simon Andrew. Congratulations for your dedication to your studies and the profession, and best wishes to Craig Ridge sitting the exam in the New Year.

Thanks to Dr. Jason Koenigsfeld from CMAA for flying halfway around the world to conduct the review and exam.

Most of the group will be catching up again at the CMAA World Conference in Las Vegas in March 2024.

Our appreciation goes to members for another terrific year of GMA friendship, support and networking. To the board, it’s been a big year of working through the GMA structure of merging and I whole heartedly thank you for your support and dedication. To Paul and his team (Rod, Courtney, Mike, David and Jodie), I also thank you for your commitment and we’ve appreciated the work you have undertaken to make our GMA member experience so valuable. I’d also like to thank our major partner, Schweppes, and all our partners, and encourage our members to support them in their business dealings.

I wish everyone a safe and relaxing Christmas period.

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

Golf Management Australia Ltd. PO Box 859 CROYDON VIC 3136 www.golfmanagement.com.au BOARD OF DIRECTORS Aaron Muirhead (Chair) Oxley GC, QLD Kieran Semple (Deputy Chair) The Coast GC, NSW Gavin Burt Lake Karrinyup CC, WA Brenden Ellam Castle Hill CC, NSW Barbara Kelly Chirnside Park CC, VIC Mathew Loughnane Yarra Yarra GC, VIC Mark Tan Royal Adelaide GC, SA

GMA TEAM Paul Vardy Chief Executive Officer Courtney Flores NSW Ops. Manager, Nat. Programs Mike Orloff QLD Ops. Manager Rod Haines VIC Ops. Manager, Nat. Finance Jodie Alaban WA Ops. Manager David Brand SA Ops. Manager, Nat. Media & Comms.

CLICK HERE FOR MEMBER ONLY GMA RESOURCES & LINKS: • GMA Connect • Member Directory • Event Calendar • Industry News • Member Assistance Program

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.

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

RECENT INDUSTRY MOVEMENTS

From the CEO

After 8 years at Manly GC, Nigel Gibson has relocated to QLD taking up the GM role at Maroochy River vacated by Charlie McGill earlier this year.

PAUL VARDY

Alas another busy year is coming to an end.

On just about every measure, it has been a successful year for golf at large, golf clubs and GMA. For one, golf has been unrestricted. No Covid restrictions and no more persistent bad weather.

The recently released Golf Participation Report from Golf Australia showed member numbers have increased by 1.9% to 434,825 to June 2023. By the time it flows through - some of this was 12-18 months ago - we should expect continued good numbers in the next report. Juniors increased by 9.3% which is fantastic for the game. There were 11,378,404 competition rounds, up by a reported 5.6%.

The 2023 Community Benefits of Golf released in October by the AGIC is another important report for golf, identifying $3.3b in benefits of golf of which $1.4b are economic, $1b is social and $890m is environmental.

It’s worth a close read, particularly if your club or facility needs some facts and figures when dealing with the local council or other government agencies. There’s more to come from Golf Australia on how the data can be zoned in on for a particular LGA and assist conversations.

At the golf industry awards nights recently held across the country, managers were recognised for their achievements - Aaron Muirhead (Oxley GC) in Queensland, Andrew Laplain (Cumberland CC) in New South Wales, Anthony Masters (Barwon Heads GC) in Victoria, and Barry Linke (The Grange GC) in South Australia, were all acknowledged. Well respected by their clubs and their GMA colleagues, we salute them. Congratulations to all who

have been recognised across states through the various club and individual awards this year.

GMA’s national conference, in association with ASTMA, will be held in Brisbane in the week of Sunday, 16th June to Thursday, 20th June. Please pop that in your diary and include it in your requests to attend. We look forward to recognising GMA members with 15+ years of membership. The most notable of these will be Barry Linke who, a couple of months after the second, and even bigger, LIV golf event, will be downing tools after 35 years at The Grange. Dubbed the Bill Gates of GMA, it’s an amazing journey and one to be celebrated together.

The GMA Member Insights Survey revealed a lot about GMs, clubs and their plans. One interesting fact is that whilst the largest cohort of managers work between 44 and 48 hours a week, there are 35% who work more than 49 hours a week. In fact, 4.4% work more than 58 hours a week.

What’s the investment banker quote?

“If you aren’t in on Saturday, don't even bother showing up on Sunday.”

Whilst working hard, we do encourage all members to look after themselves and, where possible, take advantage of the health and well-being events of our association. I genuinely believe it’s soothing for the soul!

Wishing you all well for 2023 and I thank Aaron Muirhead for his tireless work in leading GMA as chair and for the work of our very supportive board.

I also thank our fantastic GMA team of Rod, Courtney, David, Mike and Jodie, as well as Schweppes, and our other corporate partners who’s support we rely.

Lastly to our members, thanks for just being great. We look forward to serving you in 2024.

Former Federal GC GM, Anthony Sinclair, has been appointed to the GM role at Noosa GC, with Lloyd Miller taking up the vacant Federal role after departing Ballarat GC recently.

Cronulla GC's Derryn Weigand has finished after 8 years in the GM role.

Former Indooroopilly GC CEO, Steve Lamerton, has recently commenced as Executive GM at NSW GC. Josh Madden has relocated cross-country, moving from Wembley GC in WA to the GM role at Killara GC in the heart of Sydney’s north shore.

Darwin GC has appointed former Dunsborough Lakes GM, Tony Treeve, as its new GM. Lake Karrinyup's Craig Ridge has been appointed GM at Royal Perth GC, replacing former GM, Wayne Smith, who departed recently from the role.

Andrew MacAuslan has rejoined GMA following his appointment as GM at Margaret River GC, replacing previous GM, Brendan Evans.

Other GMA departures in the west include Melissa Castaldi, who has left the Golf Ops Manager role at Royal Fremantle GC, Paul Campaner, who leaves the GM role at The Cut GC, Paul Devaney who has departed Sanctuary Resort, and Alistair Knight, who finishes as GM at Capel GC later this month.

NEW GMA MEMBERS New South Wales Robin Taylor (Forster Tuncurry); Melissa Ellis (Cromer); Adam Cecil (Merewether); Queensland Kelly Brammer* (Brookwater); South Australia David Rice* (Kooyonga); Victoria/Tasmania Sean Keenan* (Yarra Yarra); Angela Johnson* (Yarra Yarra); Mitchell Allen* (Churchill-Waverley); Josh McLean (Sanctuary Lakes); Kayla Milham* (Metropolitan); Jamie Graham* (Spring Valley); Jessica Dengate* (Latrobe); Western Australia Bill Kostandas (Pinjarra); Jessie Krznaric* (Royal Fremantle); Grant Williams* (Busselton) * Provisional members

Golf Management Australia

BOARD OF DIRECTORS & MANAGEMENT

AARON MUIRHEAD Chair

KIERAN SEMPLE Deputy Chair

GAVIN BURT Director

BRENDEN ELLAM Director

BARBARA KELLY Director

MATHEW LOUGHNANE Director

MARK TAN Director

PAUL VARDY CEO

Golf Management Australia Journal • Summer 2023

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GMA NEWS

Managers of the Year crowned across the country

The recent awards season has seen Manager of the Year awards crowned across the country - in Queensland, Victoria, South Australia and New South Wales.

At the Queensland Golf Industry Awards Night, held at the Gold Coast Convention and Exhibition Centre in late October, Oxley GC general manager, Aaron Muirhead, was presented with the GMAQ Distinguished Manager Award.

Oxley GC is known for the innovative ways in which they engage not only their members, but the local community, and the award was welcome recognition for the work undertaken by Muirhead and his team. Additionally, Oxley's course superintendent, Glenn Beauclerc, was awarded the Superintendents Achievement Award.

It was Nudgee GC who was the big winner on the night, picking up five key awards, including the coveted Golf Club of the Year. General manager, Darren Richards, was named PGA Management Professional of the Year, outgoing president, Paul Rigby, received the Board Member of the Year award, recently departed assistant

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superintendent, Scott McComas, received the Assistant Superintendents Recognition Award and course superintendent, Peter Culross, won the Superintendents Environment and Safety Excellence Award.

View a full list of Queensland Golf Industry Awards winners

In Victoria, Huntingdale GC played host to more than 200 guests at the Victorian Golf Industry Awards Dinner, celebrating the important work being done in Victorian golf.

Former GMA board member, and Barwon Heads GC general manager, Anthony Masters, took out the GMV Excellence in Golf Management Award.

Anthony has had a long career in club management by industry standards - 29 years and counting - and has

2023 GMAQ Distinguished Manager Award winner, Aaron Muirhead (centre), with 2022 winner, Scott Wagstaff (left) and award sponsor, David Mann (Schweppes).

made significant contributions to the clubs he has worked at. But it is the contribution he has made to the golf club management industry that was acknowledged in his award win.

Firstly, in his capacity as a director of GMV from 2004 where he was responsible for the education portfolio and would source content and speakers for professional development meetings and state conferences, seamlessly and professionally.

In his capacity as GMV president, he would diligently attend all education and networking events, taking the lead role in communications and presenting the organisation professionally. Also

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS behind such events were the many board meetings he attended in person and usually in the Melbourne metropolitan area which required a 2-hour return drive to attend. Such commitment can be gruelling, not only on the individual, but also on family and club life.

Clearly committed to the golf industry, he became a GMA director in 2015 which required more interstate travel for quarterly board meetings and national conference planning.

Again, all done in person and over a 6-year period.

Throughout his time and association with GMV and GMA, both organisations have grown and indeed flourished.

Similarly, the same can be said about the clubs he has managed and teams he has led.

Max Oliver claimed the GMV Employee of the Year Award for his outstanding work in the golf operations role at The Dunes.

Other notable GMV members to collect gongs at the Victorian Golf Industry Awards include Rossdale GC's

Michael Moore, taking out the PGA Club Professional of the Year, Dean Trobbiani and Barb Kelly collected the Legends Pro Am of the Year Award for Gardiner's Run, Portsea GC 's John Burbergs won Metropolitan Pro Am of the Year, whilst 13th Beach took out the Victorian Golf Club or Facility of the Year Award, which was collected by GM, Craig Skimming.

View a full list of Victorian Golf Industry Awards winners

Close to 250 guests from throughout South Australian golf were on hand at the Hilton Adelaide ballroom to celebrate at the 2023 South Australian Golf Industry Awards Night where clubs and representatives from all over the state were acknowledged for the amazing work being done across all areas of the sport, from administrators to coaches, clubs and athletes.

Following the amazing success of the inaugural LIV Golf Adelaide tournament in April, most expected The Grange GC to be well represented in the awards, and everyone was

2023 GMV Excellence in Golf Club Management winner, Anthony Masters (right), with award sponsor, Chris Little (MiClub)

not wrong. The Grange took out the four major awards - Club of the Year, Excellence in Golf Club Management, Excellence in Turf Management and PGA Club Professional of the Year.

The GMASA Excellence in Golf Club Management Award went to Barry Linke, for the second year running.

Having received three nominations this year, including Ray Duncan (Victor Harbor GC) and Sudeera Botejue (Regency Park GC), the GMASA executive appointed SA Life members, Andrew Gay and Paul Sutcliffe, to

Golf Management Australia Journal • Summer 2023

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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 8

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS interview nominees and select a winner based on the award criteria - a task made much more difficult due to the quality of the nominations.

Ultimately, the judges considered Barry best met the judging criteria which encompasses the positive impact the manager has made to their club/facility and/or the broader golf industry.

The judges, in their comments, said Barry had shown professional skill in all aspects of his role working closely with committees to deliver an excellent financial result for the club and an increased waiting list for members.

He also worked to secure a valuable $50,000 grant to deliver access into Golf for Disabled and First Nation Children.

In addition, whilst managing the normal operations of the club, he oversaw the biggest golf event Australia has seen in decades. His role covered every aspect of the club’s operations and involvement in staging LIV Adelaide – from liaising with state and local government, tournament directors and event managers, players, sponsors, rock bands, DJs, construction companies and global media outlets, to club members, nearby residents and the local community.

Leading by example, Barry motivated his entire workforce to venture into uncharted waters and go above and beyond. This also included recruiting new staff to grow the greenkeeping

team by 10 and take the total number of staff for tournament week to 100, with 50 on the golf course and 50 in the clubhouse, administration and Pro Shop. Barry admitted in his interview that this more than doubled his usual workload, which may be an understatement.

After nearly 35 years in the job, it seems Barry is not quite ready to roll over just yet with another big LIV Adelaide event coming in April 2024, before he finally hangs up the boots on a stellar career later in the year.

View a full list of South Australian Golf Industry Awards winners

Barangaroo was the destination for guests attending the NSW Golf Industry Awards, held at the sparkling Crown Sydney, where 18 outstanding individuals and organisations were honoured by their industry colleagues.

Cumberland Country GC general manager, Andrew Laplain, was presented with the GMANSW Manager of the Year Award. Andrew has been instrumental in fostering a strong connection with members, conducting surveys, and maintaining open lines of communication, whilst his commitment to professional development culminated in him

2023 GMASA Excellence in Golf Club Management winner, Barry Linke (right), with award sponsor, Darren Conway (Schweppes)

becoming one of the first Certified Club Managers in Australia.

Also presented on the night were the GMANSW Future Leaders Scholarship and Women's Management Scholarship.

Accepting the Future Leaders Scholarship was Elanora CC's Geoff Black. Geoff's desire to further expand his network and knowledge within the industry aligned perfectly with the goals of the scholarship, coupled with his four years of passion and experience as the sports and operations manager at Elanora.

Oatland GC's Karah Chapman was awarded the GMANSW Women's Management Scholarship - recognition of her intelligence, drive and infectious personality which positions her perfectly to become a future leader in the golf industry. Karah's journey is remarkable, given she only started at Oatlands as a casual bar attendant in 2019, and has swiftly progressed through various roles, culminating in her current role as clubhouse manager.

Karah is emblematic of the type of leaders our industry should cultivate.

Industry stalwarts, Kieran Semple and Cathy Neagle, were also acknowledged on the night, with both presented GMANSW Fellowships, recognising their extensive contributions to the golf management industry, both in NSW and nationally.

View a full list of New South Wales Golf Industry Awards winners

2023 GMANSW Golf Industry Awards winners (l-r) - Geoff Black (Future Leaders Scholarship), Cathy Neagle (GMANSW Fellowship), Karah Chapman (Women's Management Scholarship), Andrew Laplain (Manager of the Year), Kieran Semple (GMANSW Fellowship), Brenden Ellam (GMANSW chair)

A special thank you to our corporate partners, MiClub and Schweppes, who supported the GMA state awards across the country.

Golf Management Australia Journal • Summer 2023

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Merry Christmas!

Thank you to all of the Golf Clubs who have supported De Bortoli Wines with listings throughout 2023.

Here's cheers to a wonderful and prosperous 2024!

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS

A Year of Success: Reflecting on 2023 and Looking Forward to 2024! UPCOMING DATES BMI Food & Beverage Management

COURTNEY FLORES • National Programs Manager

Greetings, fantastic members of our GMA community!

As we approach the end of 2023, I can't help but marvel at the incredible journey we've had together throughout this year. From thrilling golf events to enriching networking opportunities and insightful education sessions, our program has been in full swing across the country!

Our community is not just about work; it's about building connections, education, fostering growth and having a great time while doing it.

I want to take a moment to celebrate each and every one of you who contributed to the success of our program in 2023. Your enthusiasm and engagement have truly made this year special.

Looking ahead to 2024, we are already hard at work organising a calendar packed with exciting events.

You can expect these dates to be available for your calendar early in the new year. Get ready for more golf, more networking and more educational opportunities to enhance your skills and knowledge.

One of the highlights in our 2024 lineup is our national conference schedule and I am thrilled to announce that we have secured some phenomenal speakers.

However, as always, we value your input immensely! If you have any

recommendations for speakers or topics you're passionate about, don't hesitate to share your ideas with me.

After all, our program is shaped by the incredible members who make up GMA. Kicking off the new year, our first BMI for 2024 will be an exciting Food and Beverage course from 18th to 22nd March 2024 at TAFE Ultimo Campus.

I encourage as many of you (or your staff) as possible to join us for this enriching experience. It's a fantastic opportunity to learn, network and elevate your skills in the industry.

Registrations are now open on the GMA website.

As the holiday season approaches, I want to wish each and every one of you a joyful Christmas and a rejuvenating New Year break. May it be filled with laughter, love and well-deserved relaxation. Remember to stay safe and cherish the moments with your loved ones.

Thank you for making 2023 such a remarkable year- I can't wait to see you all in 2024 for another year of growth, success and most importantly, fun!

GMA, in partnership with Golf Australia and the Club Managers Association of America (CMAA), is excited to offer two Business Management Institute (BMI) courses in 2024 - 'Food & Beverage' and 'Club Management'.

Dates Monday, 18th March to Friday, 22nd March 2024

Venue TAFE Ultimo Campus, Sydney

Costs GMA Members - $2,350 +GST Non-GMA Members - $2,550 + GST Places for BMI ‘Food & Beverage' 2024 are limited. We would encourage those interested to register early.

BMI Club Management Dates Spring 2024 (dates TBC)

Venue Venue TBC

The 2024 GMA Calendar of Events will be updated as event details are confirmed.

Click here to view upcoming events on the GMA website.

For more information, click here to visit the BMI page on the GMA website.

WHEN IT COMES TO RISK AND INSURANCE, PREVENTION IS BETTER THAN CURE. Ask your broker to help you prevent incidents and then ask them to enquire about Victor insurance for golf clubs.

Golf Management Australia Journal • Summer 2023

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GMA NEWS

VALE

Edward Charles “Ted” Coker (1929-2023) We would like to acknowledge and celebrate the life of Ted Coker who passed away in October at age 93.

In 1957, Ted took up the position as the Secretary-Manager at Virginia Golf Club. In 1965 he was then offered and accepted the position at Royal Queensland. He saw this as a ‘daunting’ proposition - being SecretaryManager at a ‘Royal Club’. He was 35 years of age.

Ted went on to serve as the General Manager of Royal Queensland Golf Club for a period of 29 years and was the longest serving member of Golf Management Australia (66 years), where he was recognised with Life Membership – one of only 8 bestowed with the honour.

He held the office of President in both the Australian and Queensland golf management associations, and was bestowed with Life membership by both bodies. Without his knowledge, he was also awarded Life membership of the Club Management Association of America (CMAA) – an honour of which he was especially proud.

The biennial GMA national championship has, since 2009, been played for the E C Coker Cup as well the Annual GMAQ Executive Day for the EC Coker Shield. These Championships shall now continue as the E C Coker Memorial Cup and E C Coker Memorial Shield respectively.

We acknowledge Ted for his contributions to the administration of the game of golf and the great legacy he has left.

Thanks for a great year Taking an opportunity for the board to invite a few corporate partners and industry colleagues along for dinner on the eve of the ISPS Handa Australian Open in Sydney.

Farewell from NSW A few managers and distinguished former managers gather in November at The Coast GC in Sydney to farewell fellow managers and good friends Derryn Weigand, Richard Hogg and David Gazzoli.

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS

The Next Generation of Managers and GMA Members LEADERSHIP IS A JOURNEY, NOT A DESTINATION In November 2022, the NEXTGen pilot program was launched in Queensland to better engage with Provisional members and foster their professional development. The program was a success and expanded in 2023.

This initiative was driven by the recognition that many provisional members were unable to attend regular GMAQ and GMA events due to their responsibilities at their respective clubs.

GMAQ captain, Scott Wagstaff said, “A lot of the time the general manager will attend a GMA meeting but with many clubs, having two GMA members away from the one club is not always possible. We recognized that the educational needs of an assistant or aspiring manager are quite different from a GM. With this in mind, we felt there was a great opportunity to create a separate set of events tailored to the needs of the Provisional member. Not only can they develop their knowledge and expertise but they are able to develop their own network that will be the next generation of GMs.”

Adapting to the needs of the next generation The NextGen program recognised staff in senior leadership roles, including PGA members, were missing out due to their club management duties. Some may not have even considered themselves suitable for GMAQ membership.

To address the issue, the program adapted GMAQ's offerings to cater to the specific needs of this target group.

This included tailoring communication methods, career pathways, education, and networking opportunities.

Supporting clubs was crucial to the

program's success, as clubs needed to be willing to cover staff members' day away expenses and any attendance fees.

Education and leadership development NextGen members gained access to all GMAQ events and to provide more specific content for their development, GMAQ hosted additional Zoom educational events and live events targeted at topics of particular interest to this group. These events covered a range of topics: • Maintenance: A PD session held at Carbrook GC, followed by 9-holes of golf in a 2-person team event format.

• Governance: An event held at Oxley GC, followed by a round on the new Top Stroke mini golf complex.

• Leadership: A leadership summit held at Brisbane GC, featuring presentations by industry leaders on various leadership topics.

• Finance: A presentation by Gavin Lawrence, GM of Keperra Country GC and GMAQ President.

Outcomes and future plans The pilot program achieved significant outcomes, including: • Increased engagement of NextGen participants with GMAQ. • Increased knowledge of key elements of golf and club management.

• Potential for further attendance at GMA’s core events, conference, summits and the BMI program.

• Recruitment of over a dozen new members and the likelihood of on going career development and longterm retention.

Future topics for NextGen education may include: • • • • •

Career development Golf operations Leadership development Interviewing for roles Food and beverage Discussions are underway to better complement the national GMA professional development offerings and expand the program to other states.

Networking and professional growth While the NextGen participants are now benefiting from some great professional development, the most significant benefit is the connection with each other and to a network of general managers offering expertise, opportunities for mentorship and potential future employment.

Thank you to all the clubs that supported the next generation of leaders in the golf industry.

SAVE THE DATE

GMA/ASTMA CONFERENCE & TRADE EXHIBITION BRISBANE CONVENTION & EXHIBITION CENTRE Sunday, 16th June to Thursday, 20th June 2024 EARLY BIRD REGISTRATION OPENING IN FEBRUARY

Golf Management Australia Journal • Summer 2023

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The food industry magazine for those who live, work and breathe food.

summer 23/24 out now. appetisermagazine.com.au 14

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS

Welcome Leigh Monti

Taking a breather from hundreds of slides - BMI Review Week participants (l-r) Nicole Martino, Craig Ridge, Simon Andrew, Paul Vardy, Fiza Errington, Jason Koenigsfeld, Craig Skimming

GMA is delighted to announce the appointment of Leigh Monti as our Commercial Manager.

BMI Review Week & CCM Exam Simon Andrew, Craig Skimming, Nicole Martino, Fiza Errington, and Craig Ridge undertook BMI Review Week and the Certified Club Manager (CCM) exam in November.

The clock counts down from eight hours as 400 questions are answered on facilities management, external and government influences, golf sports & recreation, membership and marketing, F&B management, accounting & financial management, club governance, communications,

leadership and human resource management.

This is the most thorough and intensive education in club management in the world and linked to over 30 countries.

It's the culmination of an education journey over four to five years. A huge thank you to Jason Koenigsfeld for his support and expertise, and for flying from Virginia to be here for the week.

Big thanks to the presenters this week and good friends through the journey - Richard Commerford, Chris Davies from Remuera GC in NZ, Barry West from Mollymook GC and Ian Fullagar from Lex Sportiva.

A great guy to work with, Leigh has over 20 years of experience in senior executive and board-level positions and a comes with a track record of growth with SMEs. Having been primarily involved in media & marketing, consumer products, technology and manufacturing, he will bring a fresh perspective to GMA and the golf industry.

Leigh will work on GMA’s commercial strategy in alignment with GMA’s strategic plan and develop new opportunities for revenue to drive our association.

A team player, Leigh looks forward to working with GMA’s board and management team, GMA's corporate partners and industry stakeholders.

Leigh will commence in midJanuary.

BMI Review Week participants pictured here in the boardroom at Lake Karrinyup CC with Dr Jason Koenigsfeld, Senior Vice-President of Professional Development at the CMAA and Chris Davies from Remuera GC, on screen from New Zealand.

Golf Management Australia Journal • Summer 2023

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

What you get when you join GMA?

What Membership options are available?

GMA’s amazing range of benefits come in four key areas:

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

INDIVIDUAL PROFESSIONAL DEVELOPMENT Access to state based professional development and business meetings, national and state conferences, the world recognised Business Management Institute (BMI) training program in leadership and management skills. GMA provides a range of generous bursaries, discounts and rebates to professional development events in Australia and conferences abroad.

MEMBERSHIP SUPPORT & DEVELOPMENT Access to member only tools and resources, member surveys and salary benchmarking, webinars and GMA Connect. GMA Connect is an amazing member only discussion thread allowing you to stay updated on issues and questions raised by managers for managers. Want to know from your peers about online voting, hole signage, refund policies, lifestyle memberships, house accounts, golf simulators, senior memberships and dozens of other topics? Become a member.

HEALTH, WELLBEING & BENEFITS Connecting and networking with colleagues at golf days and social events is perhaps the biggest benefit of membership. GMA Member Directory allows you to know who’s running what clubs and how to connect with them. GMA’s Member Assistance Program offers free phone support for you, your immediate family and your staff.

Members also have access to phone advice from GMA’s Honorary Solicitor on issues related to your personal circumstances such as employment issues.

STAKEHOLDER RELATIONSHIPS & INDUSTRY ADVOCACY GMA advocates for the betterment of golf club management across the broader industry and golfing landscape. GMA contributes to industry initiatives such as Vision 2025, MyGolf and sits on the Australian Golf Industry Council where research is developed for the industry. GMA maintains close relationships with peak golf bodies, and has a range of corporate partners who are integral to the funding of GMA services..

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

$595.00 PROVISIONAL 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.

$298.00 REGIONAL 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.

$340.00 * 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.

16

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS • NEW SOUTH WALES

A swing to remember: GMANSW's final golf day for 2023 COURTNEY FLORES • NSW State Operations Manager

Thursday, 7th December marked the grand finale of GMANSW's golf calendar, and what an unforgettable day it turned out to be at Ryde Parramatta.

The pristine course set the stage for a day filled with camaraderie, competition and a whole lot of fun.

Grant Haywood, the GM of Ryde Parramatta, deserves a heartfelt thank you for hosting an impeccable event. His commitment to ensuring the course was in fantastic shape did not go unnoticed and the members truly appreciated the effort.

A special shout-out goes to Schweppes for their generous sponsorship, which added an extra fizz to the day. Their support played a significant role in making the event a success and we value the continued support.

Shoutout to Jen, Ryde Parramatta's event manager, who deserves a round of applause for her assistance in planning the day, ensuring everything ran smoothly and everyone had an enjoyable experience.

In the spirit of friendly competition, congratulations are in order for the winning teams. John, Mitchell, Todd, and Andrew, representing Schweppes and Club Car, clinched victory in the team event, showcasing their skills on the course.

Damon Green emerged triumphant in the individual event, displaying exceptional golf ability.

Last but not least, a nod to the best-dressed participants, Beverley Park GC, who brought both style and grace to the golf course.

As we bid adieu to another successful golf day, we extend our gratitude to all participants, sponsors and everyone who contributed to making this event a hole-inone.

Until the next swing, thank you for being a part of GMANSW's golfing journey!

Golf Management Australia Journal • Summer 2023

17

GMA NEWS • WESTERN AUSTRALIA

Team culture, finance & insurance on the PD menu for GMA WA members

JODIE ALABAN • WA State Operations Manager

Over the last few months, GMAWA members have had the opportunity to further their professional development with a couple of workshops held across a variety of topics from team culture through to stress testing financials and insurance risk.

In October, members from GMAWA and the GCSAWA were fortunate to have NBA Coach, ESPN Analysis and 5 x NBL Champion, Mr Trevor Gleeson present at Royal Perth Golf Club.

Before being recruited to the NBA, Trevor was one of the most successful coaches in the history of Australian basketball. In a very long and incredibly successful career, Trevor coached over 800 professional games and also represented Australia around the world, including at the Olympic Games and the FIBA World Championships.

As head coach for the Perth Wildcats,

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Trevor built one of sport's modern day dynasties with the Wildcats organisation - 6 NBL finals, 5 NBL championships, 2 NBL cups and 2 minor premierships, all in an 8-year period.

Trevor outlined to the membership that his success has been built on a TEAM FIRST CULTURE, where the players not only buy in to his highperformance environment, but more importantly, they OWN the STANDARDS and hold each other ACCOUNTABLE. When it comes to the fundamentals of effective leadership, managing and inspiring his players, there are great parallels of what Trevor does in professional sport to the world of business.

A special thank you to Trevor for his time, and to Bidfood for their continued support of GMA’s professional development programs.

Our sincere gratitude also to acting general manager, Jacob Harris, and his team at Royal Perth GC for their wonderful hospitality.

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS • WESTERN AUSTRALIA

In November, Lake Karrinyup CC hosted the BMI Review Week. A highlight of this occasion was the presence of eastern states based, esteemed finance expert, Richard Comerford.

GMAWA members and their guests were invited to join Richard for a morning of professional development where he generously shared his insights on the crucial topic of "stress testing your financials."

Throughout the two-hour session, attendees had the chance to participate actively, sharing their experiences, posing questions and reflecting on the challenges they face in their roles.

Following a delicious lunch and some networking, those present then heard from Paul Mullarvey as part of the Victor/GMA workshop series on golf cub insurance risk - a concerted tripartisan effort to stabilise and sustain the quality insurance options required by golf clubs.

Our thanks to both Richard and Paul for their time and for sharing their knowledge and wisdom in their areas of expertise.

GMA & GCSAWA Management Challenge Trophy JODIE ALABAN • WA State Operations Manager

On Monday, the 13th November 2023, The Vines Resort played host to an exceptional gathering of 18 golfers for the GMA & GCSAWA Management Challenge Trophy The event is a collaborative effort between the Golf Course Superintendents Association of Western Australia (GCSAWA) and Golf Management Australia (GMA).

This year's tournament introduced a revamped format for the team event, with the pairing of just the General Manager and the Course Superintendent.

Amidst the scenic backdrop of The Vines Resort, the duo from Hamersley Public GC emerged victorious.

Congratulations goes to Clarke Osborne, general manager, and Peter Fleming, course superintendent, for their stellar performance and clinching the coveted title.

Special acknowledgment and thanks goes to Lion, naming rights sponsor and to Titleist, our prize sponsor.

A sincere thank you extends to Sam Hodge, GM of golf & sports at The Vines Resort and her team, for being extraordinary hosts, ensuring a seamless and memorable experience for all participants.

Golf Management Australia Journal • Summer 2023

19

GMA NEWS • VICTORIA

Dealing with the elements: Floods and Fire GMV MANAGERS AND ASSISTANTS GOLF DAY AT GARDINERS RUN

ROD HAINES • VIC State Operations Manager

INDIVIDUAL SCORES: John Halliwell Trophy (all current and past GMV members – any category):

Risk management and disaster recovery when things don’t go to plan has been very topical for this event the past two years!

In 2022, this event was to be hosted at The Eastern GC, but due to flooding, had to be relocated to Royal Melbourne.

In 2023, again to be hosted at Eastern, but the clubhouse burned down ... a huge thank you to Gardiners Run who were able to host the event on the same date.

Seriously Eastern ... just say you don’t want to host a GMV event!

Despite the issues finding a venue, Gardiners Run was most welcoming and really treated everyone to a great day and further, what a great network of managers, when you can source two magnificent venues at such short notice.

As Melbourne is accustomed to delivering four seasons in one day, so it was that it did for GMV. GMV captain, Michael Burgess, delivered the pre-golf briefing standing alone in the rain ... not to

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Winner: Anthony White (Peninsula Kingswood) 40pts Les Leunig Trophy (Best Full GMV member): Winner: Joe Sinnott (Freeway Golf) 39pts Runner Up: Patrick Carter (Sorrento) 37pts Michael Franck Trophy (Aggregate Stableford - Both must be GMV members): Winner: Joe Sinnott & Brian Andora (Freeway Golf) 72pts Runners Up: Damon Lonnie & Ben Jarvis (Royal Melbourne) 71pts Best Corporate Partner: Juliet Austin (Golf Australia) 41pts

begin with ... but he took so long that it rained and stopped again in the process. Some kind fellow held an umbrella over Michael, but not before he was mostly soaked.

The weather for the golf day was for most part perfect, until a hot gusty 34 degree northerly blew in for the last two holes. No matter, as there was a delicious lunch awaiting at the end.

Enough about the weather…check out the results!

NEAREST THE PINS 3rd Hole (Schweppes) A – Ethan Cowden (Woodlands) 3rd Hole (Schweppes) B – Oscar Morris (Neangar Park) 16th Hole (Lion) A – Matt Marles (Lonsdale Links) 16th Hole (Lion) B – Dean Trobbiani (Gardiners Run)

LONGEST DRIVE (CLUB CAR) 8th Hole – Patrick Carter (Sorrento)

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS • VICTORIA

GMV scholarship winners announced ROD HAINES • VIC State Operations Manager

From 2015, GMV promoted the development of Provisional members by introducing a Mythical General Manager Job where members could apply for the role and then progress to an interview. The successful candidate would receive funding to attend the GMA National Conference.

In 2019, GMV introduced the Women's Management Scholarship to provide greater exposure to senior management issues for passionate and talented women working in middle management to build their confidence to pursue and secure GM Roles.

In 2023, the GMV executive proposed to combine the two initiatives to provide a greater opportunity for staff of member clubs to further their golf management careers by starting or continuing on the BMI Course, with

up to 5 scholarships per year to be available.

Applicants must meet the following criteria to be eligible for a scholarship: • Worked in the golf industry for at least two years; • Employed on a full-time basis and not on probation; • Currently employed in a supervisor, or other leadership role, as a minimum; • May or may not be a current member of GMV • Have an interest in becoming a general manager; • Their general manager must be a Full or Regional member of GMV. • Previous winners of this scholarship or its predecessor, will not be eligible to apply again within 3 years.

Scholarships include the cost of registration for a BMI course.

2024 SCHOLARSHIPS WINNERS The GMV executive is excited to announce the winners of the 2024 scholarship program are as follows: OLIVIA KLINE Commonwealth GC AARON GAULKE Metropolitan GC ANDREW PRYN Devil Bend GC DAMIEN RICHARDS Barwon Heads GC MITCH ALLEN Churchill-Waverly GC

MORE PLAYERS MORE WINS MORE PROOF BEING #1 IS EARNED

73%

2023 WORLDWIDE BALL COUNT

NEAREST COMPETITOR

70%

2023 WORLDWIDE WIN COUNT

10%

NEAREST COMPETITOR

1 1%

©2023 Acushnet Company. Source: Darrell Survey, Sports Marketing Surveys Inc.

Golf Management Australia Journal • Summer 2023

21

GMA NEWS • SOUTH AUSTRALIA

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.

South Lakes GC defends Schweppes Trophy DAVID BRAND • SA State Operations Manager

South Lakes GC has taken out this year's Schweppes Trophy at the GMs & Pros Golf Day played at Flagstaff Hill GC in November.

A small contingent of 16 players tackled the Adelaide Hills course in fine but cloudy conditions, including five pairings of GMs and Pros competing for the main trophy.

Under event conditions, only full members of GMASA are eligible to win the Schweppes Trophy, and it was the South Lakes GC pairing of Chris Bailey (GM) and Steve Capon who claimed the win with a team total of 42 points, successfully defending their title won at The Stirling GC in 2022.

Event partner, Schweppes, fielded two pairings on the day, with the team of Tim Colling and Tony Greven finishing runners-up in the 4BBB competition with 41 points, just edging out the Westward Ho GC pairing of Steven Freeling (GM) and Zak Rollins on a countback. Tea Tree Gully GC's

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team of Craig Sullivan-Brook (GM) and Shanan Scott took out 4th place with 39 points.

Following the postponement of the NSW Salver earlier in the year due to hot weather, it was decided to play for GMASA's premier individual trophy event in conjunction with the Schweppes Trophy.

Taking out the Salver was Blackwood GC's Daniel Loveridge with 35 points, on a countback from Chris Bailey. This was Daniel's first NSW Salver victory.

A special thanks goes to Flagstaff Hill GM, Chris Coulter, for hosting the group on the day and for going above and beyond in providing a great spread of food in their temporary clubhouse - "The Hut" - due to the ongoing construction work associated with the adjacent luxury Living Choice retirement village.

Thanks to Darryn Conway and his team at Schweppes for providing a selection of beverages on the day and for their ongoing support of GMASA events.

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

A reminder about the FREE services included in your GMA membership GMA MEMBER ASSISTANCE PROGRAM The GMA Member Assistance Program (MAP) is provided to GMA members and their immediate family through our service provider, Acacia EAP. Acacia EAP are a national independent service provider specialising in supporting people in dealing with personal or work-related issues in a positive way.

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

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS MEMBER PROF

ILE

The 2023 GMA Member Insights Survey categories of Full and Regional, equatin received a total of 136 respons respondents were es from membe g to a respons rs in the Full members (115) with Regiona e rate of 54% of active membe rs. 85% of l members making up 14% (19) of Membership Category respondents.

GMA Member

Full members Regional member s

Plenty of insight from GMA members survey

Response Rate 60.2%

14.0%

2

31.1%

1.4%

136

-

Age profile data 100% from respondents 54.0%with 72% aged indicates that just between 40 and 59. 17% of respond under 40% fell within the 40-49 age bracket, ents are aged under 40.

Age Bracket 29 or under

No.

30-39

2023 GMA Member Insights Survey Report

1.5%

21

15.4%

52

60 or more

38.3%

46

TOTAL

33.8%

15

11.0%

91% of respond 136 ents were male, 100% correlating to and 8% female current active within categor GMA membe ies of Full membership (Full, Regional, Provisio and Regional. It should be noted rship data of 91% male nal, Life), female that across all categories of membership makes Response rates up 19% of total by location varied numbers. across the states, followed by Western led by South Australi Australia (68%) nearly 60% of and a with Queens a 94% respons total Full and Regiona land (57%). Victoria e rate, and l members and had response rates New South Wales make up of 50% and 46% Work Location respectively.

Australian Capital Territory New South Wales

GMA Member

s*

No.

0

47 16

Victoria

4

1

Insights Survey

0.7% 24.3%

21

2

2023 GMA Member

11.0%

33

31

of GMA as of 28th

45.9%

19.9%

15

15.4%

-

252 Regional members

Response Rate

28.7%

0 27

66

Western Australia Overseas TOTAL

-

39

1

South Australia

%

-

85

Tasmania

* Active Full &

60%

%

2

40-49 50-59

PAUL VARDY • CEO, Golf Management Australia

57.4% 93.8% 25.0% 50.0% 67.7%

-

136

-

100%

November 2023.

53.9%

Report Page 4

56%

50%

53%

Full 40%

42%

Regional

Total

42% 40%

37% 35%

30%

35% 32%

25%

20%

25% 21% 16%

16%

16%

16%

10%

13%

13%

4%

5%

4%

0% Business & Administration

Sports Management

PGA Golf Professional

(90%). Whilst clubs are evenly divided between being comfortable with debt and avoiding debt completely, there is an appetite by 58% of respondents for adding new capital facilities in the next five years. You can read what these expansion plans are in the comments section at the end.

There has been a trend towards clubs taking over the running of their golf operations, with outsourced contract PGA professionals now at only 35%.

Clubs are even less likely to outsource their food/catering operations with this sitting at 25%.

The environment that GMA members operate in is complex and varies from club to club. The skills needed to effectively manage within this environment are many and varied.

The most common professional/ educational backgrounds (see

Outsourced 35%

Outsourced 25%

FOOD & BEVERAGE SERVICES

PRO SHOP SERVICES

In-House 65%

% 84.6%

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-

Northern Territory Queensland

The survey comes at an extraordinary period in golf with a worldwide boom that was enhanced greatly by the impacts of Covid-19 but which may have had green shoots before this time and further enhanced since with programs and industry efforts.

The survey obtained contributions from 136 members, the most senior managers in the clubs. It is packed full of the most comprehensive results perhaps ever seen on how clubs are managed, by whom and what is planned.

Interestingly, whilst very high results exist for clubs having written strategic plans (86%) and vision/mission statements (89%), succession planning for boards is low at 32% and board meeting time on strategy sits at only 41%. Over 80% of respondents agreed that mandatory director training should exist for board/committee members with just over half having provided this opportunity via their club in the last three years.

A very high rate of managers see their clubs as having a welcoming environment (91%) and financially operating as solvent and sustainable

No. 115

61 252

December 2023

The 2023 GMA Member Insights Survey collected the thoughts of GMA’s Full and Regional members to obtain a single view of each available club.

s*

191

Other

TOTAL

In-House 75%

Accounting / Finance

Hospitality

Sales & Marketing

Other

main chart) for GMA members are in Business & Administration (52%), Hospitality (40%) and Sports Management (35%). A quarter of respondents indicated they have a PGA Professional background with the remainder largely Accounting/Finance (16%) and Sales & Marketing (13%).

The issues identified as high importance over the next 12 months are many, with price rises and inflation at the top, followed by improving amenities/facilities and managing member expectations.

Managers overwhelmingly indicated that they believe the general demand for golf over the past 12 months has been very high with an average rating of 4.1 out of 5 although this demand is not expected to be as high in the next 12 months, with an average rating of 3.6 out of 5. Regardless of a crystal ball, 92% are looking to attract more women in the next twelve months and 82% are looking for more juniors.

On behalf of the GMA Board we commend GMA members for their participation in the survey and we encourage all members to use the results of the Member Insights Survey to good effect.

Click here to access the 2023 GMA Member Insights Survey (member access only).

Golf Management Australia Journal • Summer 2023

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Proud Irrigation Partner of Golf Management Australia Rain Bird is solely focused on irrigation and this dedication ensure you the best Return on Investment.

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Our Timeless Compatibility philosophy ensures that your irrigation system keeps up with emerging technologies without expensive hardware changes.

Rain Bird’s Intelligent Use of Water ensures you have the best technological innovations working towards meeting your sustainability goals while ensuring the perfect course conditions.

To learn more about this, please visit www.rainbird.com For further info, contact Paul Woloszyn at 0409 115 000 or pwoloszyn@rainbird.com.au

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA NEWS

Rain Bird partners with Golf Management Australia We’re delighted to announce GMA has a new partnership with Rain Bird. Rain Bird is the proud irrigation partner of GMA and a networking partner.

GMA Chief Executive Officer Paul Vardy said, “Our members will be familiar with Rain Bird and its extensive range of irrigation product for golf courses. What better time to announce the partnership than with the Summer edition of the GMA Journal when all our courses will be needing irrigation systems working at full strength.”

Paul Woloszyn, Regional Sales Manager – Golf Australia and New Zealand said, “At Rain Bird, our approach to sustainability is grounded in our commitment to Intelligent Use of Water. Its a philosophy that

influences everything from product to partnerships. We are proud to support GMA and look forward to meeting members and assisting with their irrigation needs in the pursuit of nearand long-term water conservation goals.

For more information on what Rain Bird can do for your club/facility, contact: Casey Johnson Area Manager Vic, Tas, SA p: 0417 126 183 e: cjohnson@rainbird.com.au Steve Harris Area Manager NSW, ACT, NT p: 0427 741 598 e: sharris@rainbird.com.au Paul Woloszyn Regional Sales Manager WA p: 0409 115 000 e: pwoloszyn@rainbird.com.au

ABOUT RAIN BIRD We create irrigation technology that shapes the way your future grows.

Founded in 1933, our 4000+ products sustain life’s essentials and support your green spaces, guided by a commitment to Intelligent Use of Water.

We draw on nearly a century of expertise to serve a wide variety of industries, blending natural design and human ingenuity to make water work for everyone.

w: www.rainbird.com

Golf Management Australia Journal • Summer 2023

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1:57 PM

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION • RISK MANAGEMENT SPECIAL

The Eastern GC fire & the risks of battery charging for clubs The exact source of The Eastern GC fire, on 16th October, has not been confirmed, however, it is suspected of being related to the charging of lithiumion batteries in buggies, something that until now has been nothing unusual.

To flare up and become out of control in the middle of the day is reason to be greatly concerned.

There is no doubt the extra unfortunate factor at Eastern GC was a strong south-westerly wind which quickly spread the fire through the roof of a breezeway across to the rest of the clubhouse. This element makes it one of the most devastating yet.

The fire was a shock to all members and staff of Eastern GC. Our thoughts particularly go to Ben Telley, who was on leave at the time, but who was integrally involved with the process of seeing the site being designed and developed from the ground up to its opening in 2015.

To have seen years of planning and execution go up in flames would be hard for anyone.

Fortunately no one was hurt and in the immediate aftermath, there was an outpouring of best wishes of support for Ben and all his staff. It highlights that in the end, it’s the community that is most important in any club.

The Eastern GC fire follows those at Manly GC, Lakes GC and Links Shell Harbour in recent times, none of which spread to take out the clubhouse.

The Brisbane GC pro shop fire on the night of 30th November started in a storage shed behind the shop and engulfed the entire building.

Fortunately, it was well separated from the clubhouse, but again, it’s thought to have started from a battery.

If they hadn’t already been doing so, clubs are now starting to take immediate action to reduce the risk by ceasing all charging of battery buggies on site. Members who traditionally had their buggies charged at the club

are being asked to take them home to charge.

A survey will be undertaken in the new year to ascertain the existing practice in storage and charging of buggies with batteries, either club or member owned.

For a reminder on risk mitigation measures and best practices relating to lithium-ion batteries, refer to the following articles from the Autumn 2023 edition of the GMA Journal: Victor Insurance - Protecting your club, your committee, your members and yourself epar - Best practices to manage lithium-ion battery hazards

Investigators are probing whether a lithium battery caused the fire at The Brisbane GC. Picture: Courier Mail/Steve Pohlner

Golf Management Australia Journal • Summer 2023

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GMA EDUCATION • RISK MANAGEMENT SPECIAL

Golf Australia urges action on battery charging and storage at clubs

Golf Australia is urging clubs and facilities to review their storage policies after a recent spate of fires in cart sheds around the country.

GA is encouraging clubs to utilise a new cart storage facility policy which can be accessed here.

The policy recommends that all clubs and facilities cease to allow on-site charging of batteries for walk-behind carts.

Golf clubs around the country have already begun implementing this policy with The National and Shepparton in Victoria and The Grange in Adelaide, as well as many Sydney clubs already moving to ban the on-site charging of lithium batteries for buggies.

Earlier this month, The Brisbane GC lost its pro shop to a fire started by a lithium battery, while The Eastern GC in Melbourne recently lost its entire clubhouse to a fire which started in the cart area, although the cause has not yet been identified definitively.

The Lakes and Manly golf clubs in Sydney both suffered significant loss in April and August 2022 because of clubhouse fires subsequently found to be started by lithium batteries left under the buildings by members for charging.

The policy encourages clubs to pay closer attention to risks and take action, with the consequences of the losses in these fires extremely catastrophic.

The new storage agreement is a document that clubs can choose to use as a framework if they want to. It covers all member storage, carts and walk-behind electric buggies, with the overriding recommendation for members to charge and store their batteries away from the club and to review practices for charging or storing club-owned batteries.

Matt Chesterman, Golf Australian’s Head of Clubs and Facilities, can be reached at clubsupport@golf.org.au should your club or facility like to discuss your situation.

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CASE STUDY: THE LAKES GOLF CLUB The Lakes GC in Sydney was engulfed by fire on the night of 23rd April 2022, with 300 sets of golf clubs ultimately destroyed and significant damage to the clubhouse.

CCTV footage showed immediately that the fire broke out from a member’s lithium battery on charge in the cart and club storage area.

Total damage reached $1.8 million and an insurance claim was lodged.

When it reopened the facility in December 2022, The Lakes immediately banned the on-site charging of lithium batteries for push-behind buggies.

General manager Matt Olsen said this was an easy decision. “The battery-charging was never allowed from the time we came back,” he said. “The members understand that there’s too much risk involved.”

The Lakes soon entered into negotiations with its insurer for a policy renewal that the club knew would be difficult.

Ultimately an agreement was reached, but the Special Risk Premium rose by 50 percent and the overall premium was 20 percent higher.

“It was about us working with the broker to make sure that we could be re-insured,” said Olsen. “We were concerned there was a realistic chance that it might not be possible.”

The Lakes is confident that it has taken the prudent and proactive action to protect itself, happy in the knowledge that it has coverage for catastrophic events.

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION • RISK MANAGEMENT SPECIAL

Lithium-ion battery safety Following a recent spate of golf club fires around Australia, GMA CEO, Paul Vardy, spoke with Kevin Gates, Club Car Vice President (Oceania), about the importance of lithium-ion battery safety.

PV: How much of a risk of fire is there in charging a fleet of factory-fitted lithium-ion battery powered golf carts inside an on-site storage facility?

KG: There’s no greater risk with a fleet of factory-fitted Club Car lithium-ion fleet cars than with a lead acid fleet of cars. We haven’t made any changes to our guidelines for storing and charging cars and globally there hasn’t been a major spike in fires caused by fleets across the industry caused by a specific lithium-ion related issue.

As with most safety issues, it’s human behaviours more than actual product performance that creates risk.

How can clubs minimise this risk?

Follow the manufacturer’s guidelines and stick with original parts and accessories. Whether it’s lights, music, GPS or the batteries themselves – the best way to stay safe is to work with your supplier on enhancing your fleet.

Many non-original accessories can void warranty coverage so engage with your local dealer – regardless of which brand you prefer – before replacing components on your cars.

Lead acid batteries require ventilation when they charge. Do lithium-ion batteries discharge gases under charging?

This is one of the more significant benefits of lithium-ion battery charging; the process is non-gaseous.

Ventilation is important when charging a flooded lead acid battery pack as a by-product of the chemical reaction is the discharge of hydrogen. There is no discharge when lithium-ion batteries are being charged so no need for ventilation.

Learn more about Club Car's Tempo Li-Ion golf fleet cars

Here in Australia, we have the additional storage of member-owned carts inside club storage facilities.

Increasingly private owners are retrofitting these carts with “drop-in” or non-OEM lithium-ion battery packs.

Now carts are one thing but a lot of clubs have a fleet of battery buggies, some club-owned and others owned by members for storage and charging.

How should Clubs address this relatively new market development, and what are your thoughts on these battery buggies and the risks?

This is a very sensitive area right now but one on which Club Car is very firm. Under no circumstances do we recommend or approve of non-original “drop-in” style batteries being fitted to our vehicles. All of the mainstream manufacturers have worked for years to develop lithium-ion solutions (and I acknowledge that one of us has opted for a tested and approved drop-in from a battery supplier) that are specifically designed for the application and tested on-course and in-house for long periods of time. Key components of the vehicle are designed to work in partnership with batteries - and that includes the chargers. The Club Car Battery Management System (BMS) and our charger cooperate to deliver safe and reliable performance. If you replace or remove one (or the other), that cooperation breaks down.

What is a Battery Management System (BMS), and are they all the same?

The BMS oversees the performance and operation of the battery pack. A lithium-ion battery pack is a packaged collection of cells that combine to power the activity for which it’s installed. The BMS monitors and protects the pack, works to optimise performance and reports back the operational condition of the cells.

There are a wide variety of BMS options on the market – they are not all created equally and I can’t stress enough the importance of a tailored and appropriate BMS for the application. Whether it’s a golf car, a caravan, or marine batteries, the BMS is central to safe and optimal performance What is the difference between maintaining a fleet of carts with lead acid batteries versus a lithium-ion powered fleet?

Lithium-ion batteries require less maintenance than flooded lead acid technologies. This is one of the big benefits of courses here in Australia where courses have limited resources to apply to fleet management. There’s no watering and beyond ensuring a clean environment, there isn’t much required; there are no terminals to clean, no wash down required and no acid leak to potentially damage harnesses. It’s a far simpler solution.

Golf Management Australia Journal • Summer 2023

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PARTNER EDITORIAL

Boomerang GC's new Tempus Ag battery central control system Boomerang Golf Course’s new Toro Tempus Ag battery Central Control System saves time and effort with the installation of several controllers across the course.

Andrew Bradshaw, Superintendent of Boomerang Golf Course in NSW, was eager to find a solution for his problem: the manual activation of irrigation at the course’s 18 greens and tees.

Enter Phil Harvey from Toro dealer Water Well Irrigation, who introduced him to the new Toro Tempus Ag battery control system. This system was recently launched by Toro and offers central control for battery controllers. Using an intuitive app and desktop platform, users can manage

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their system remotely. The platform allows you to have instant access to every controller, valve and sensor, so scheduling, monitoring and control is easier than ever. Users are alerted immediately if any issues occur anywhere in the system through push notifications on their device In the field, direct access to the gateway/modules can be done via Bluetooth® for quick manual operations.

As all modules are battery powered there is no need for wiring and the system is easy to install – saving valuable time and money.

Andrew was excited to explore the potential benefits for his course, as this could be the solution to his manual watering woes. Being budget friendly made the decision to install it even easier.

Water Well retrofitted the central control system to the existing irrigation setup at the course. They integrated 36 new valves with DC coils across the 18 Greens and 18 Tees. The Tempus Ag controllers were placed with the DC valves and communicate by radio back to the Tempus Wi-Fi Gateway set up at the club house. The furthest battery controller located at

a valve, has a radio distance of 640m to the clubhouse. From the Tempus Gateway the communications to the Boomerang Club house are cloud based.

Thanks to this system, Andrew can now run his Tempus Ag Irrigation control system from his computer as well as through a mobile app, eliminating the need for manual operation and saving time and effort, making his life a lot easier.

Visit Toro's website for more information.

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

INDUSTRY NEWS

Report reveals golf's $3.3 billion contribution to Australia The Australian Golf Industry Council (AGIC) has unveiled a report that reveals golf provides $3.3 billion in total annual benefits to the Australian community, economy and environment.

The 2023 Community Benefits of Golf in Australia report was commissioned by the AGIC, comprising the key national bodies of the golf industry in Australia, including the PGA of Australia, Golf Australia and the WPGA Tour of Australasia, It was conducted by SGS Economics & Planning and details the wideranging and sizeable benefits of golf through quantified data and a robust methodology.

Headlining the report’s findings are the $3.3 billion in total annual benefits of golf; the growing and deepening participation in all forms of golf; and golf’s estimated annual household

expenditure of $10.3 billion.

It also shows that 37 percent of adult Australians – a total of 7.23 million people - say they have visited a golf facility as a non-player.

The health benefits of golf are highlighted by the fact Australian golfers walk 280 million kilometres annually, or the equivalent to more than 7000 laps between the Earth and our moon.

On-course golfers are also happier than those who don’t get outdoors to play the game, rating 7.1 percent higher in subjective health and wellbeing compared to non-round golfers.

The benefits outlined in the report are partly created by the 3.5 million Australians who play a form of golf 2.2 million on course, 1.3 million off course - across 1603 places to play around Australia.

These numbers make golf one of the country’s largest participation sports.

Golf’s contribution to the Australian economy is valued at $394 million

for businesses and $122 million for industry workers, while the best example of sport’s huge economic impact is the $336 million of benefits provided via golf tourism.

Annually, 1.6 million domestic overnight trips are made by Australians, and another 150,000 international tourists visit, for the purpose of golf, with their spending covering items such as green fees, food, accommodation, and transportation.

The report shows an additional 166,000 Australians would be considered physically inactive without golf, saving the health system $49 million, and the physical health benefits for all golfers total $423 million.

Meanwhile, through the physical exercise, social interaction and time in natural landscapes, the annual mental health benefit derived from golf is calculated at $439 million.

Golf Management Australia Journal • Summer 2023

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INDUSTRY NEWS

02

Golf’s participation grows again Australian golf is celebrating a fourth consecutive year of participation growth, with 17.6 percent of adult Australians hitting a golf ball in 2022-23.

The figures were revealed in the annual participation report released today at Moore Park Golf Course in Sydney.

A total 3.5 million adult Australians played golf in the last year – at golf courses, driving ranges, simulators or mini-golf facilities - with golf club membership now up by 10.2 percent over the past three years.

Club membership grew by 1.9 percent in 2022-23 to 434,825 people, following increases of 2.7 percent in 2021-22 and a record 6.4 percent surge in 2020-21.

There was also a 9.3 percent rise in junior membership at clubs around the country, along with a surge in women and girls joining golf clubs with an increase of 12.6 percent.

Golf Australia Chief Executive James Sutherland said golf continued to surge in popularity both on and off the course.

“Golf is clearly one of Australia’s biggest participation sports,” said Sutherland.

“It has always been big, and it is getting bigger. The 10 percent increase in golf club membership over recent years is one thing, but it’s just the

Key Findings SEGMEN PARTICIPAT T ION Swinbur ne University Golf Participation Study

434,825

GOLF TOT PARTICIPAT AL ION Swinbur

Golf Participation Report

tip of the iceberg lia when it comes to Published by Golf Austra November 2023 Australians flocking golf.org.au to the game.

“There is a changing face of our sport that sees growth in traditional on-course golf being fuelled through the popularity of off-course golf - driving ranges, indoor golf, and mini-golf.

“As those that work in the industry will tell you, they have never been busier. In many ways, these numbers are a credit to them all - PGA professionals, club and facility staff, greenkeepers, retail employees, and others across Australian golf.

“These people are passionate about customer service and providing great experiences through golf to Australians of ages, backgrounds, and abilities. We thank them for their wonderful contribution to our sport.

“We are delighted to observe that the disciplined commitment to execution of our Strategy for Australian Golf 2022-2025 is continuing to pay dividends for our game. Together with increases in participation, we are seeing a growing realisation that golf is a fun and highly accessible sport for all Australians.”

The key numbers released today: 3.5 million Australians played golf in 2022-23, representing 17.6 percent of adult Australians – up from 2.7 million

1,360,000

Played a round of golf

1.1m

ne University Golf Participation Study

2022/23

1,780,000

Golf club members

ON COURSE

Use outdoor hitting facilities

1.1m

ONLY

BOTH ON/OF

(incl. Social Clubs)

164,088

OFF COURSE

New members

8,045

Played mini golf

ONLY

increase from

FY22

1.9%

238,950

Metropolitan club members 204 clubs

900,000

1.3m

F

434,825

B MEMBERCLU SHIP

395,000

Use indoor hitting facilities

31,787

Regional club members 1,083 clubs

Social club members

MEMBERSHIP GROWTH By state since FY21 (excl. Social Clubs)

Growth in PARTICIPAT ION PROGRAMS

1.6%

0.9%

2.2%

NSW 161,414

0.6%

2.3%

VIC 103,707

5.0%

QLD 69,363

SA 26,055

-7.0%

WA 28,444

TAS 12,070

NT 1,985

22%

33,090 PARTICIPANTS

39%

15,097 PARTICIPANTS

Key Findings

COMMUNITY INSTRUCTOR ACCREDITATIONS

1%

36%

1,771

3,896

INSTRUCTORS

| 2022/23 Golf

DISABILITY INCLUSION PROGR AM

PARTICIPANTS

Participation

Report

in 2021-22.

2.2 million people played on a golf course at least once in 2022-23, with 50% of those people playing at least one form of alternative golf either on the driving range, on a simulator or on a mini-golf course.

A further 1.3 million people only played off-course.

Club membership increased 1.9 percent, with 8045 new members joining. The average age of these new members was 41 for men and boys and 52 for women and girls.

State-by-state membership growth: SA 5%, Tasmania 5%, WA 3.4%, Qld 1.9%, NSW 1.4%, Vic 0.9%, NT -7% Junior membership at clubs rose 9.3 percent.

Women and girls membership rose 12.6 percent, and men and boys membership rose 1.9 percent at clubs.

Numbers in the MyGolf participation program rose 22 percent year-on-year, and Get Into Golf numbers rose 39 percent.

Download the 2023 Golf Participation Report here.

Women members of Club Boards or Club Committees are invited to attend the 2nd annual Golf Leaders Network Conference in March 2024.

Click here for more information.

Golf Management Australia Journal • Summer 2023

33

5

GMA EDUCATION • RISK MANAGEMENT SPECIAL

Artificial Intelligence (AI): I Can See It Now BONNIE KNUTSON, JAEMIN CHA AND SEUNG HYUN KIM • BoardRoom Magazine

I can see it now.

It is the final round of the club’s annual four-day invitational. The fairways are immaculate, and the greens are perfectly manicured and lightning-fast, with every pin placed in its most challenging position. The weather was favourable throughout the event, although the wind gusts tried to play tricks with the ball’s trajectory a few times. And this final round is a carbon copy of the clear skies and perfect temperatures.

The championship has been nip and tuck throughout the first three days, with today’s round being no different.

The leaderboard has persistently zigged and zagged between last year’s champion and a new challenger.

So it all comes down to the 72nd hole, patterned after the famed 550-yard 18th at Pebble Beach, often called the most famous finishing hole in golf.

Both players hit monstrous shots off

34

the tee, landing in perfect position for an iron onto the green. The first to hit his approach shot was Cory Champion.

After he assessed the ball’s lie, checked his notes and conferred with his caddy, the champion selected the club he wanted and addressed the ball.

His swing was smooth, powerful and on the money; the ball landed softly on the green and rolled within two yards of the hole. The crowd roared.

The challenger, Rory Robot, walked up to “Its” bag and quickly took out a club. “It” didn’t look at the lie, “It” didn’t look at any notes and “It” didn’t confer with any caddy because one wasn’t there. The bag rolled along with Rory, keeping the correct pace and an appropriate distance.

The challenger quickly moved to the ball, adjusted “Its” position, swung and put the club back in “Its” bag.

Rory never even looked at the ball’s flight, where it landed, how it rolled

and finally dropped into the hole. A moment of stunned silence preceded the crowd’s roar heard all over the course. The club has a new, albeit unusual, champion.

Is this story fiction? Today it is, but will it be tomorrow?

As preposterous as this may now sound, think back to the April 18 episode of “60 Minutes” and the segment on how Google’s AI lab in London got robots to play soccer. While this scientific advancement was mind-boggling enough, what is more astonishing is that humans did not program the robots to play the game.

All they were “instructed” to do was to score goals.

“From there, the AI program went about devouring motion capture technology and testing different moves for about two weeks.” In other words, the robots taught themselves how to score the goal, i.e., how to win.

Think about TGL, the newly announced indoor golf league that will

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION • RISK MANAGEMENT SPECIAL combine live golf and AI technology to launch an innovative fan experience similar to basketball, football and, yes, soccer.

The new league will launch in 2024.

It will play a 15-game season in prime TV time, complete with playoffs and a championship, in a “state-of-the-art short game complex …(offering)… a high-tech, high-energy fan experience with fans sitting greenside.” Move over Congressional, Oakmont and Los Angeles Country Club.

Welcome to AI technology and the potential new world of clubs.

In reality, our clubs are already using AI. We analyse member data sets to develop new ideas for club events, change menu and beverage offerings, adjust staffing levels, and even decide what we sell in our pro shops. Our revenue management teams examine demand patterns to adjust room rental rates and guest fees. Marketing teams use data to develop targeted marketing campaigns, personalized messages or other services. And, yes, we use ChatGPT to get the ball for our newsletter or social media postings.

But these applications are just the beginning of how AI will impact clubs.

It is as if we are in kindergarten and will skip grades to get to graduate AI school. It may seem insurmountable, given that AI’s potential seems unlimited.

When I started to write this article, I Googled Definition of Artificial Intelligence for fun and got 5.7 billion hits. In its simplest form, AI combines robust data sets with computer science to help solve problems. To get a fresh perspective on how and where clubs might use AI, I look outside the club industry. For example …

What may have started as funny little round robots to clean floors and cut lawns has morphed into self-driving agricultural “farmbots” that use lasers to kill more than 100,000 weeds each hour. It is all accomplished without harmful pesticides to humans, plants or the soil.

Can you see the possibility for your courses, lawns and landscaping? Are they in your groundskeeper’s future?

Wouldn’t your groundskeeper like to have AI data from sensors embedded in club equipment to monitor

Y

You

Can you write a message to our golf club members advising them that we can no longer charge their lithium-ion batteries due to the risk of fires and can they kindly take their batteries home at the end of the round.

ChatGPT

Subject: Important Notice Regarding Lithium-Ion Battery Charging Dear [Golf Club Name] Members, I hope this message finds you well and enjoying your time on the golf course. We would like to bring to your attention an important update regarding the charging of lithium-ion batteries at the club.

After careful consideration and in line with safety protocols, we regret to inform you that we will no longer be able to charge lithium-ion batteries on the premises. This decision has been made to mitigate the potential risk of fires associated with these batteries.

Effective immediately, we kindly request that all members take their lithium-ion batteries home with them at the end of each round. This change is necessary to ensure the safety and well-being of everyone at [Golf Club Name].

We understand that this adjustment may inconvenience some members, and we appreciate your understanding and cooperation in prioritizing safety. If you have any questions or concerns, please feel free to reach out to our staff, who will be happy to assist you.

Thank you for your attention to this matter, and we look forward to your continued enjoyment of golf at [Golf Club Name].

Best regards, [Your Name] [Your Title or Position] [Golf Club Name] [Contact Information]

A golf club has decided to inform members that it can no longer charge member batteries due to the risk. The task of preparing a letter can be reduced substantially with a bit of Chat GPT help.

performance, predict maintenance and automatically initiate the ordering of needed materials and repairs, thus reducing downtime?

Wouldn’t your clubhouse staff like to have “smart shelving” in the club’s storage areas, from pantries to cold storage in the kitchens to office supplies in the business office?

These AI-enabled shelving units sense the weight of every item and can notify you when you are running low or even automatically order more for you. Not only does it help keep track of inventory, but it can help reduce waste, manage costs and provide additional insights into members’ purchase and use patterns, leading to new opportunities to enhance their club experiences.

Will the new staff uniforms you order have microchips embedded in shirts, shoes or hats? With longevity trends and the skyrocketing cost of health insurance, interest among businesses to integrate wearable AI into employees’ wellness programs, task

efficiency and performance is growing.

One company used AI armbands to track employees’ movements during several tasks, identifying completion time, process and fatigue. From the data, management discovered when employees were most alert and productive, allowing them to design new procedures, processes and more flexible work schedules.

Can AI-powered security systems be a part of your next capital improvement plan? CLEAR, the facial recognition technology, is used at airports and sports venues such as Oracle Park in San Francisco and Yankee Stadium in New York.

Some stadiums even have CLEAR concession stands, allowing guests to use biometrics to purchase food and drinks without pulling out cash or signing a credit card. Does this mean members will soon be able to say goodbye to chits?

Perhaps autonomous golf carts or a redesign of your parking areas to incorporate charging stations for the

Golf Management Australia Journal • Summer 2023

35

36

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION • RISK MANAGEMENT SPECIAL growing number of electric vehicles are in your club’s AI future. Maybe robotics will be doing mundane and repetitive tasks such as washing dishes, folding napkins, and even washing the floors in locker rooms or fitness centres.

How can AI become an indispensable tool in your club’s training programs?

As mentioned in Forbes, “We could use AI-powered gamification to create an interactive, immersive experience by transforming work-related content into adaptive learning experiences.

“Chatbots or learning scenarios can be tailored to a learner’s experience level, career level and competency to provide real-time, intelligent feedback.

More importantly, the conversations between learners and chatbots can provide companies with useful data that can be used to gauge their employees’ needs and competencies.”

This sounds like a winner to me. The speed at which information doubles is getting faster and faster and is now between one and two years. What college freshmen learn is out of date by the time they are juniors. The information you based your club’s

Y

strategies on in 2021 is out of date today. We need new and more efficient tools to collect, understand and manage information. Those tools are embedded in AI. But it is not about technology alone.

It is how you use that technology to unleash innovation to ensure that your club thrives, not just survives. AIpowered systems can help personalize member services, customize event planning, target communication, and ensure members feel valued and engaged. It can also help you analyse vast amounts of data to optimize club operations and enhance security. By embracing AI in your club’s future, you will unlock innovative strategies to enhance the club experience for employees and staff.

Your bottom line will thank you.

PS: If Rory Robot is to play in a future invitational, you better plan for more practice rounds. “It” may need two weeks to test different moves to sink the ball … and win.

Reproduced with permission from BoardRoom magazine, September/ October 2023.

$

29.95

AVAILABLE FOR PURCHASE The GMA Green Book: The Essential Guide to Strategic Planning for Golf Clubs The GMA Green Book is produced by GMA with corporate specialist Tony Sernack.

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

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

You

Can you advise a member that we cannot provide them a copy of the member register in Australia due to privacy laws.

ChatGPT

Certainly! Here's a suggestion you can use: Subject: Regarding Your Request for a Copy of the Member Register Dear [Member's Name], I hope this message finds you well. We appreciate your inquiry regarding a copy of the member register. However, we regret to inform you that, in accordance with privacy laws in Australia, we are unable to provide copies of the member register to individual members.

Our commitment to safeguarding the privacy and confidentiality of our members is of utmost importance, and we strive to comply with all relevant legislation to ensure the protection of personal information.

If you have any specific concerns or questions related to your membership, please feel free to reach out to our dedicated member services team, who will be more than happy to assist you within the confines of privacy regulations.

We appreciate your understanding in this matter and value your continued membership with us.

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.

Best regards, [Your Name] [Your Title] [Organization Name] [Contact Information]

A golf club has had a request from a member to provide them with a copy of the membership list contact details, which is not permitted under privacy laws. The task of preparing a response to the member can be reduced substantially with a bit of Chat GPT help.

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

Golf Management Australia Journal • Summer 2023

37

GMA EDUCATION • RISK MANAGEMENT SPECIAL

What Industrial Manslaughter laws mean for GMs South Australia and New South Wales will be the next States to introduce laws to criminalise industrial manslaughter. So what Industrial Manslaughter laws mean for GMs? epar's Terry Muir explains.

When you hear the word “accident,” you probably think of an unexpected, random event that no one could foresee or prevent. Accidents “just happen.” Workplace injuries don’t just happen - they are usually predictable and preventable. That’s why regulatory agencies call them “incidents” instead of “accidents.

Industrial manslaughter laws recognise that while tragic workplace incidents do occur from time to time, it’s not an accident when people deliberately cut corners and place worker’s lives at risk. In 2022 there were 497,300 workplace injuries across the country - almost one every minute! Over 127,000 of those injuries involved 8 weeks or more of absence from work, and 195 were fatal - almost 4 deaths every week!

In response, South Australia and NSW are the latest States to introduce new legislation to make industrial manslaughter a criminal offence.

Under the South Australian Work Health and Safety (Industrial Manslaughter) Amendment Bill, individuals will face a maximum penalty of 20 years imprisonment, and $18 million for companies, if they are reckless or grossly negligent in conduct which breaches a work health and safety duty and results in the death of another person.

Currently in NSW, the death of a person at work could constitute manslaughter under the State Crimes Act 1900 (NSW) or be prosecuted as a Category 1 offence for gross negligence or reckless conduct. The proposed 2024 industrial manslaughter

38

legislation will carry penalties of 25 years’ imprisonment for an individual and $10,295,000 for a company.

The following summary of the laws across Australia demonstrate the industrial manslaughter provisions are designed to send a clear message that people who place workers lives at risk will be held to account.

ACT • The current maximum penalty is up to $16.5 million in fines for a body corporate and 20 years' imprisonment for an individual.

NT • The maximum penalty is life imprisonment for an individual, or $10.2 million fine for a body corporate.

NSW: Proposed offence • On 19 October 2023 the NSW Labor Government committed to an offence of industrial manslaughter. Proposed maximum penalty is 25 years’ imprisonment for an individual and $10,295,000 for a company.

QLD • The maximum penalty for a body corporate is currently $15,480,000 in fines, or 27 years' imprisonment for an individual.

• On 11 June 2020 Queensland recorded the first conviction against a body corporate, with a fine imposed of $3 million.2 On 31 March 2022 the first individual was convicted and sentenced to five years’ imprisonment suspended, after having served 18 months’ imprisonment.

SA: Proposed offence • The proposed maximum penalty is a fine of up to $18 million for a body corporate and 20 years' imprisonment for a person.

TAS • The Tasmanian Liberal Government has not made any commitment to introduce a standalone industrial/

workplace manslaughter offence and no Bill has been introduced to Parliament.

• Reckless conduct remains as the Category 1 offence in that state and carries a maximum penalty of $3,000,000 for a body corporate.

VIC • Unlike other offences under the OHS Act, no limitation period applies to a prosecution of industrial manslaughter, • The maximum penalty is $19,231,000 for a body corporate and 25 years' imprisonment for a person.

WA • The maximum penalty is 20 years' imprisonment and a fine of $5 million for an individual, and a fine of $10 million for a company.

What does this mean for General Managers, Boards, and Directors.

Put simply, General Managers, Boards and Directors must get ‘hands on’ with workplace safety. Delegating accountability for workplace safety will not be a sufficient defence for board members and club executives under the industrial manslaughter laws across Australia.

As the senior figureheads of the club, GM’s are accountable for their actions or inaction and must be directly involved by taking a preventative and system based approach. We see many clubs with their environment and safety performance driven purely by policy. Rather than a policy/ procedures-based approach, those that are digitally “mapping” their site hazards; building risk registers and risk controls; training their staff; conducting root cause analysis for every incident; consulting their staff and contractors; and using the epar 4 Dimensions of Compliance training process; are making a real impact in reducing the risk of a workplace fatality.

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

PARTNER EDITORIAL

Introducing epar's Christina Grant Our CEO, Paul Vardy, spoke with epar's new operations manager, Christina Grant, to talk about the great work epar do in the sustainability and compliance space.

PV: Christina – when did you commence and what attracted you to the role at epar?

CG: I commenced in October and it’s been non stop since. epar has some incredibly innovative projects on the go at the moment; this is what originally attracted me to the role.

I’m excited about the work epar is undertaking in the sustainability space - our national (soon to be global) Smart Map is a great example of how we’re making the compliance and sustainability work that Golf Clubs are already undertaking more visible. Golf is positioned to be one of the most sustainable sports in the country, from water saving measures and environmental management plans to provisions for habitat conservation.

These actions have a whole-ofcommunity benefit. We have watched the announcement of the splitting of Moore Park Golf Club with interest.

As governments turn their attention increasingly towards sustainability measures it is of critical importance that we advocate for the role that Golf can play.

We’ve seen a number of national and international level laws and policies introduced this year that will impact

the golfing industry - what are your thoughts on these?

It’s been quite an interesting time in the compliance space since my start at epar. The introduction of new legislation making industrial manslaughter a criminal offence means managers now face a maximum penalty of 20 years imprisonment for health and safety breaches that result in a death on their premises.

What else has happened in the policy space that managers need to be across?

There is also new environmental legislation that expands director and manager liability for environmental offences and provides the EPA with wider powers to recover proceeds of environmental crime from current/ former directors and related bodies corporate if a corporation is found guilty of an environmental offence.

Also, the climate challenge has not diminished and the science has become even more granular in its projections of the impacts of unabated climate change on golf. For club managers it is no longer about intents and commitments but rather about timely implementation and execution of climate change adaptation and mitigation strategies. epar’s suite of tools can play an important role in ensuring compliance, climate, and risk management practices are adequately covered to minimise liability. The buck now stops with GMs, their board and directors.

What was your background before this?

My background is in client service and software development. I really enjoy working on innovative digital products and applying these in a practical sense to make life easier for people. Happily, I get both outcomes from working across epar’s suite.

So, what are your plans now for your role in visiting clubs and speaking with managers.

Now is a great time for managers to look at booking a site audit with epar to ensure that their safety and hazard identification records are fully compliant. In many instances, epar clients receive site visits as part of their membership. Members can reach out to epar directly as required to book a visit. I’ll also be out visiting sites in the new year with the team.

In partnership with the GMA, epar will also be releasing a series of webinars covering key compliance and policy changes that managers need to be informed of. The series will be recorded, so managers can watch at their convenience via the GMA website.

For more information on the services offered by epar, contact Christina on: p: 02 4917 3166 e: christina@epar.com.au w: www.epar.com.au

Challenger is delighted to be partnering with Golf Management Australia, the Professional Golfers Association (PGA) of Australia, Women’s PGA and Golf Australia to promote the wonderful sport of golf to fans, customers and the wider community.

Click here to learn more about Challenger's partnership with Australia's golfing community.

Golf Management Australia Journal • Summer 2023

39

GMA EDUCATION

Measuring the Cost of a Dysfunctional Board of Directors - Part 2 Well-performing boards are critical to the success of a private club. So, what happens when a private club ends up with a dysfunctional board? It can be disastrous for the club’s member experience, for employees and a successful operation, as John G. Fornaro of BoardRoom Magazine explains.

As outlined in Part I of this series (in our “Employee and member surveys conducted Spring edition), a dysfunctional board affects regularly will quickly reveal board many aspects of a private club operation, dysfunction,” commented Jim Butler, CEO including the member experience, employees, of Club Benchmarking, one of the industry’s finances, strategic planning and collaboration premier consulting firms. between the club’s senior management and “Ultimately, the board’s leadership results the club’s board of directors., in experiences that can be measured both And, for our contributors to this piece, qualitatively and quantitatively. The goal there’s one issue more than others that can of these surveys is to use the information lead to a dysfunctional board. But opinions gleaned as a foundation for continuous are varied! improvement plans that align board actions “Lack of communication, including lack with results. of knowledge of the club’s mission and “By engaging in data collection and action long-term strategic plan, causes everyone to steps, potential dysfunction issues can be have a different agenda and goal instead of addressed. For example, we see across the a common mission. This communication country that dysfunction results from boards originates with a strong general manager working on initiatives that harm the member who needs to serve as the conductor of the and employee culture instead of enhancing management team and board,” said Houston the experience of both groups.

Country Club’s General Manager Mark “It’s crucial to use data to make these Bado.

“As a board member, you have to do what’s decisions because of the demographic “For me, it’s lack of a strategic plan and best for the club. If boards are fearful of diversity of clubs. Each club is composed a board member with a personal agenda,” asking their peers for the money needed to of various groups, each with different added Ron Banaszak, BoardRoom’s run the club at a high level, that indicates perspectives on the direction of the club.

Distinguished Clubs’ director of dysfunction,” Wallace added.

Therefore, data can be leveraged to arrive at a international development.

KK&W also has a checklist that helps clear and unified vision that meets the needs “One issue that of all members,” almost always leads Butler explained.

The cost of a dysfunctional board of directors of a private to a dysfunctional “Our friends at club can be significant. Poor decision-making, high staff board is not using Kopplin, Kuebler data to make and Wallace turnover rates, declining member satisfaction, poor financial decisions,” have developed performance and damage to the club’s reputation are all expressed KK&W a great industry potential consequences of a dysfunctional board. principal Tom benchmark for Wallace. “Boards club governance. that make decisions based on emotions and detect and determine the level of dysfunction.

The tool is given to each board member personal opinions tend to struggle.

“We ask to see the strategic plan, the board and the board rates itself on 31 measures of “The other issue that almost always policy manual, master goals and the minutes success. The results benchmarked against indicates a dysfunctional board arises when from the recent board and committee the industry, serve as a great discussion point boards are hesitant to/or are against raising meetings. When any one of these pieces in board retreats focusing on what KK&W dues, initiation fees and membership costs is missing, there is general dysfunction. If refers to as the five dysfunctions of a team. because they don’t want to pass along these several of these elements are missing, you see “Without a doubt, the number one issue of charges to their friends. a very dysfunctional board,” Wallace opined. a dysfunctional board is the absence of trust.

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION

Paraphrasing the author Steven Covey, in a low-trust relationship, almost anything that’s said will be misinterpreted because of a lack of trust.

“In a high-trust environment, you can say the wrong thing, but people will still get your meaning. We see lack of trust as a common characteristic of dysfunctional boards,” Butler articulated.

How, then, does a club measure the long-term effect of a dysfunctional board?

Rapid turnover of general managers is one measurement.

“If the club has a GM leaving every one to three years, then the board is most likely dysfunctional,” expressed Banaszak. “The GM is blamed for the issues the board has most likely created. What is scary about a dysfunctional board is that the club becomes used to numb, negative symptoms of a bad board, and the club continues into a downward spiral of chaos,” he added.

GM Bado agrees.

“The long-term effects of a dysfunctional board include management turnover because, with a dysfunctional board, an employee lacks assurance that initiatives will be fulfilled and that employees have strong support for their club plans and careers.

There’s a lack of consistency in programming and services, stagnancy in advancing the club into new endeavors and challenges, and a void of trust and confidence in the board and its decisions from the membership and management team,” Bado said.

“One very notable sign of club board instability is high turnover in key management positions. The hiring process is often led by recruitment and comparing talents and skillsets to the past rather than the future,” said Phil Harvey, principal of the Preferred Club insurance program.

“Today’s general managers are light years ahead of their predecessors because of educational and advancement opportunities in the industry. However, many of the signals of overzealous boards are obvious in over-managing the staff and not fulfilling

Golf Management Australia Journal • Summer 2023

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GMA EDUCATION promises made up front in the hiring process.

“This lack of direction, consistency and understanding further emanates in their boardroom. Not allowing the general manager to perform their duties will stymie and ultimately diminish the club’s ability to capitalize on potential opportunities,” he added.

“Who are the private club stakeholders that suffer from dysfunction? The members and staff. Slow movement or indecision on the part of the club boards and their communities leads to disenchantment and severe financial loss to the organization.

“Most in the club industry relate liability to outside issues that are normally not in the hands of the board, such as third-party litigation. Today, the concerns of professional liability carriers connect directly to the behaviour in the boardroom. Most issues that rise to the top are related to employment practices and discrimination.

“These areas of concern normally are a direct result of the board’s lack of communication and their indecisiveness in carrying out policy. Unfortunately, many boards would rather work around bylaws

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rather than change or modify them for the benefit of the club,” Harvey commented.

“A clear communication structure between the general manager and the staff, the club president and the board committees is essential. Effective communication is essential to promote cohesiveness and a resulting clarity among the rank and file,” he emphasized.

“There are a lot of key performance indicators (KPIs) to measure the long-term effect of a dysfunctional board. One would be the net growth over time as far as the reinvestment back into the club,” indicated KK&W’s Wallace.

“Dysfunctional boards don’t typically reinvest in the club to the level they should. High turnover rates of members and employees indicate the presence of a dysfunctional board. I’d also speculate the club would have a harder time populating the board with positive, strong leaders because they aren’t going to want to get involved with a dysfunctional board,” he added.

“From a financial standpoint, a dysfunctional board is operationally focused as opposed to strategically focused,” stressed

Club Benchmarking’s Butler.

“The most important financial metric is the club’s compound annual growth rate (CAGR), which measures members’ equity over time. A dysfunctional board cannot grow the club, which is seen in a flat or declining CAGR. A functional board is increasing the CAGR at a rate higher than the median in the industry and greater than inflation.

“From a member-experience standpoint, the member satisfaction score and the net promoter score are the measurements that are the best indicators of success. Those are two different measures – the membership satisfaction score measures satisfaction, and loyalty is measured by the net promoter score. The median in the industry is 5.8 out of seven for satisfaction and 46 for the net promoter scores,” he added.

“From an employee engagement perspective, the net promoter score is the best measure. Before COVID, the industry median was a dismal seven. With government stimulus and payroll protection money, pay increases, work-life balance adjustments, and other measures in the last

Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

GMA EDUCATION two years, the industry has moved that score up to 21 at the median.

“In those three buckets – finance, member experience and employee experience – scores above the industry median towards the 75th percentile would indicate that the board is adding value. Scores at the median and below would indicate the board should be reconsidering their actions and processes,” Butler continued.

THE ROAD TO SUCCESS So, what is the road to a successful board?

There’s agreement on several points.

“Strong leadership on the board, with a written and agreed-on vision for the club.

The board must hire a strong GM and allow that person to build a strong executive management team focused on the club’s vision,” stressed Banaszak.

“An understanding of a committee’s role as advisory only because committees don’t take action. An understanding at the board level that dues will increase by at least three to six percent per year, based on the current economic situation. Any successful club also needs adequate funding for capital projects,

CAPE WICKHAM

i.e., capital dues or initiation fees available for capital only.

“Successful boards hold themselves accountable. A best practice is to have quarterly updates by the GM on the status of the strategic plan’s goals,” Banaszak maintained.

“The ingredients to a smooth road to a successful board consist of many elements,” said GM Bado.

“Among the key ingredients are a general manager as a strong leader who can act as a conductor of the entire management team, including the board. Communication is also key, along with establishing a mission, strategic plan, and vision. These must then be communicated to the board and continually revisited throughout the board’s tenure.

“Developing a responsibility matrix with defined parameters that the volunteer board can follow and constantly reinforce helps create a successful board. In addition, resources such as a board policy manual that reflects the roles and responsibilities of the board help reinforce and guide the board’s mission and purpose,” Bado added.

US MASTERS

“Board retreats, bringing in outsider experts, and one-on-one sessions with board members also help educate the board members on best practices. With the guidance of these reference materials, the board can maximize its focus on strategic items and minimize time spent on operational items.

“Identifying good candidates for board positions also is vital and can begin as early as the committee level because many times, it’s from the committee members that board members are identified.

“Having a diverse board representative of the entire membership – male and female, older and younger, golf and social members – also helps create a board that can fully represent the entire membership and work on programming and decisions that benefit the majority of the club members, its staff, its programming and its membership,” Bado emphasized.

“Several elements make up a successful board. First, it begins with a great board orientation. Secondly, a great strategic plan.

Third, a strong board policy manual. Fourth, a great GM that can be a thought partner

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GMA EDUCATION and administer support to ensure the board stays on track,” Wallace accentuated.

“There should be clarity to the nominating and election process, resulting in good governance. Professionally speaking, the most difficult coverage to place because of an event is Directors and Officers Liability,” explained Preferred Club’s Harvey.

“True success is ‘build the board from the bottom up.’

It requires a savvy nominating committee that recognizes talent sets to meet the various committees’ needs in the future.

“Experience is the key in each board position, whether it be house, membership, finance or greens, with each standing committee led by a second or third-year member of a three-year term. This allows a new member to be mentored by a tenured experienced head.

“Members would be elected by the nominating committee, not the membership.

Thus, eliminating the potential of a popularity contest, since in today’s world, we are running a business that requires sound advice and experience,” Harvey added.

EXPERIENCE IS THE BEST MODEL “Through my many years of providing professional liability to thousands of private club management teams, those with deepseated skill sets operate most efficiently.

Likewise, each committee head is suited by background and knowledge base to offer their fellow board members and management teams the most well-rounded leadership.

“There is a pre-defined, clear-cut mission statement on how the board will achieve the business plan for the current and future years. However, committee chairs should look at the big picture and allow their capable management to carry out their mission,” Harvey stated.

As Club Benchmarking’s Director of Governance & Leadership, Steve Mona discusses this issue in his work with boards and GMs. “Based on annual data from more than 1,000 private clubs and direct interaction with hundreds of private club boards, the following are key characteristics of highly effective boards: 1. They rely on objective data in decisionmaking.

2. They have a clear understanding of roles/ accountability between GM/COO, board and committees.

3. They ensure that the club’s current

4.

5.

6.

7.

vision, mission, core values and strategic plan permeate the club’s culture.

They develop realistic operating and capital budgets that connect directly to the strategic plan.

They regularly survey membership on the components of member loyalty – and they act on the results.

They develop annual business plans that connect directly to the member loyalty survey, and They develop, continuously enhance, and live by a strategic governance model embraced by the club.

PUBLISHER’S FINAL THOUGHTS As a publisher who has been associated directly with several and visited hundreds of private clubs, I understand and advocate the importance of a functional board of directors in maintaining the smooth functioning of a private club.

The board of directors plays a critical role in shaping the club’s strategic direction and ensuring its financial well-being. On the other hand, a dysfunctional board of directors can cause a wide range of issues that can have significant financial and reputational consequences.

As our contributors have indicated, the cost of a dysfunctional board of directors of a private club can be measured in various ways.

Firstly, there is the cost of poor decisionmaking. A dysfunctional board of directors is often characterized by a lack of cohesion and a failure to agree on important matters.

This can result in poor decision-making, which can have severe consequences for the club. For example, a board that cannot agree on a new membership policy may result in lost opportunities to attract new members, leading to a decline in revenue.

Secondly, a dysfunctional board of directors can result in high turnover rates of staff members. A board that’s unable to function cohesively often leads to conflicts with the club’s management. This can result in high turnover rates among staff members. High turnover rates can be expensive for a club in terms of recruitment and training costs and the impact on the quality of service provided to club members.

A high staff turnover rate can also result in a loss of institutional knowledge and a lack of continuity, which can negatively impact the club’s reputation.

Thirdly, a dysfunctional board of directors can lead to declining member satisfaction.

Private clubs rely on member satisfaction to maintain their reputation and attract new members. A dysfunctional board of directors can lead to a decline in member satisfaction because members may feel their concerns are not being heard or that the club is not being run efficiently. This can result in members leaving the club, leading to a decline in revenue and, again, a negative impact on the club’s reputation.

Fourthly, a dysfunctional board of directors can result in a decline in the club’s financial performance. The board of directors plays a critical role in shaping the club’s strategic direction, and a dysfunctional board can result in poor financial performance. For example, a board that’s unable to agree on a budget may result in overspending or underspending, leading to financial instability. Similarly, a board that’s unable to make decisions on capital expenditures may result in deferred maintenance or missed opportunities to improve the club’s facilities.

Finally, a dysfunctional board of directors can damage the club’s reputation. Private clubs rely on their reputation to attract and retain members, and a dysfunctional board can damage that reputation. For example, disputes between board members can become public, damaging the club’s image in the eyes of members and the wider community.

Similarly, poor financial performance or declining member satisfaction can lead to negative publicity, further damaging the club’s reputation.

So, as we see, the cost of a dysfunctional board of directors of a private club can be significant. Poor decision-making, high staff turnover rates, declining member satisfaction, poor financial performance and damage to the club’s reputation are all potential consequences of a dysfunctional board.

Private clubs should ensure that their board of directors functions cohesively, with a clear strategic vision and a commitment to effective decision-making. This will help ensure the club’s long-term success and protect its reputation and financial wellbeing.

At least, that’s the way I see it.

Reproduced with permission from BoardRoom magazine, May/June 2023.

John G. Fornaro is the publisher/CEO of BoardRoom magazine, co-founder/ CEO of Distinguished Clubs and the CEO of the Association of Private Club Directors (APCD).

Golf Management Australia Journal • Summer 2023

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PARTNER EDITORIAL

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Industry IT Services specialist Jason Drew, CEO of Secom Technology Group, has already identified it in hacking attacks in several NSW clubs.

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46

in the hospitality industry and knows your systems. They can complete Vulnerability Assessments and Penetration Testing to give you an overview of where you have areas in your systems and software that make you vulnerable.

In a recent interview, Jason Drew advised that there are many areas in clubs that provide opportunities for hackers.

“Hospitality venues hold large data sets of members personal information, with members and guests logging on to local open access Wi-Fi, common use Microsoft accounts and staff often sharing passwords. Every club uses Microsoft software, vulnerable to the new ‘PerfectData Software’ hack, with often limited control over accounts.

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Developing and supporting leaders in the profession of golf and club management • www.golfmanagement.com.au

PARTNER EDITORIAL

First Choice Services: A distinguished provider in golf club management In the realm of golf club management, First Choice Services is a distinguished provider of top tier management services, known for its commitment to excellence and community engagement.

Transitioning into a new partnership, First Choice Services has recently signed on with Carbrook Golf Club, located Southeast of Brisbane. Offering comprehensive cleaning services and providing chemicals and consumables, FCS has ensured the club is well prepared for the busy holiday season.

The seamless transition has garnered praise from the club’s manager, Scott Wagstaff, who emphasised the ease of communication and positive impact on the club’s day to day operations.

‘We recently moved across to First Choice following a review of our cleaning and consumables suppliers.

I have been really impressed with the commitment to a high level of service from David High and his team. As we all know the cleaning service is never perfect but the tools in place with

First Choice through their auditing and communication software’s gives me the comfort that issues will be dealt with in an efficient and thorough process.’

As part of its ongoing growth, FCS proudly introduced a new Area Supervisor to Southeast Queensland.

The new supervisor, a commendable addition to the First Choice Services team, has brought a wealth of experience and dedication. Widely praised by both FCS clients and staff, the supervisor has not only seamlessly integrated into the company but has also implemented innovative measures, enhancing processes and contributing to an even higher standard of service delivery.

In addition, FCS has invested in and utilised new infrastructure in quality assurance designed to streamline processes from start to finish. This has not only enhanced operational efficiency, but also allows for better tracking of progress and swift resolution of any issues on site.

As the year draws to a close, FCS continues to take an active role in supporting the golfing community and is sponsoring the upcoming Maroochy

River Golf Club Pro Am event. The two day tournament not only attracts professional players but also welcomes esteemed guests, creating an inclusive and vibrant atmosphere.

First Choice Services has cemented its position as a versatile and reliable facilities management provider.

Offering a full range of services across a large range of sectors, FCS continues to ensure operational efficiency for its diverse clientele. From cleaning services to trade services and supply of chemicals and consumables etc, FCS stands out as a trusted partner in elevating industry standards. As the year concludes, FCS looks forward to furthering its impact on facilities management.

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Golf Management Australia Journal • Summer 2023

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Golf Management Australia Ltd.

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