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
PREMIER PARTNERS
NETWORKING PARTNERS
NATIONAL BUSINESS PARTNERS
Welcome to the summer edition of the GMA Journal. In this issue, we celebrate the outstanding achievements of our management award winners from across the states. Congratulations to all of you on your well-deserved recognition.
A warm welcome to our new members who have joined GMA in recent months. We encourage you to take full advantage of the growing range of professional development programs, networking events and golf days that GMA offers. We are delighted to have you on board.
GMA has a wonderful membership of 460 members, all with an interesting story to tell about thier journey into golf management. I’m sure you will enjoy our feature article on Ingrid Morrison prepared by Karen Harding.
In late November, GMA held its first AGM as a merged entity. This year saw no changes to the board, with all positions remaining the same. At the November board meeting, we decided to transition the GMA financial year to align with the calendar year. This change ensures our activities are more effectively planned and tracked throughout the year. Consequently, GMA will conclude a shortened six-month financial period by 31 December 2024 and commence its first calendar-year cycle in January 2025. Directors appointed by their respective states will now commence their terms following the next AGM in April or May. Looking ahead to the GMA Summit
We are eagerly anticipating the GMA Summit in Perth, which promises to be a highlight of the upcoming year. Featuring special guests such as Jeffrey Kreafle from Congressional CC and Dr Jason Koenigsfeld from the Club Management Association of America, the summit will provide an invaluable opportunity to hear from leading voices in our industry. Attendees can expect engaging discussions on key issues and thoughtprovoking, contrarian perspectives on how best to address them. This is an event not to be missed.
As we wrap up the year, we extend our sincere gratitude to all members for your continued support of GMA and your participation in our events. Special thanks go to our corporate partners, led by our major partner, Schweppes, and our elite partner, Club Car. Their contributions are critical to enabling the delivery of enhanced opportunities for our members. Please consider the products and services offered by all of our partners - they are instrumental to GMA's success.
Thank you also to our board of directors, chapter committees, and our CEO, Paul Vardy, alongside our dedicated team: Courtney, David, Jodie, Leigh, Mike, and Rod. Their collective efforts ensure the smooth operation of our association and the delivery of outstanding programs for members.
I wish everyone a safe and restful Christmas season and look forward to seeing you in Perth.
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
Damien Todorovic The Western Australian GC, 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
Leigh Monti Commercial Manager
Courtney Flores NSW/ACT, National Programs
Mike Orloff QLD Manager
David Brand SA/NT Manager, National Media/Comms
Rod Haines VIC/TAS Manager, National Finance
Jodie Alaban WA Manager
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.
PAUL VARDY
As 2024 draws to a close, it’s timely to reflect on what has been a landmark year for Golf Management Australia.
This year has brought significant achievements, including:
• Membership Growth: An expanding membership base, reflecting our strengthening community.
• Historic Merger: The unification of GMA and state bodies after 70 years, marking a pivotal moment in our history.
• Major events:
• A successful national conference with ASTMA.
• Three BMI programs attended by 72 participants.
• A Food & Beverage Success Seminar with 190 participants.
• Numerous golf days, social events and professional development opportunities.
• Expanded resources:
• Five webinars and recorded conference speaker sessions added to the website.
• Four quarterly journals now available in both print and digital formats.
These initiatives are all driven by GMA’s core mission: to develop professional leaders in golf and club management.
Fostering connection and growth Adapting to a changing world requires continual development. GMA Connect saw 34 first-time posters in 2024, increasing the total contributors to 123. This vibrant forum allows members to comfortably share resources, ask questions and collaborate for mutual benefit.
The dominant themes of 2024 have been capital planning and exploring the opportunities presented by AI. These topics have driven many of our discussions and will remain focal points as we navigate the future.
NSW/ACT CHAPTER
Brenden Ellam (Castle Hill CC)
Cameron Harvey (Muirfield GC)
Barry West (Mollymook GC)
David Lulham (Nelson Bay GC)
Phillip Island GC's Douglas O'Keefe has parted ways with the club moving to an operations role with LIV Golf.
We are excited to expand our BMI programs to four next year – with a fifth to follow during the BMI Review Week at yearend. The year will begin on a high note with the GMA Summit in Perth, themed Leading with Insight.
This event will engage members in dynamic debates, bold ideas, and collaborative wisdom, supported by a speaker line-up that brings fresh, sometimes contrarian perspectives. Together, we’ll cultivate insights to tackle the challenges and opportunities ahead. We hope to see you there.
Acknowledgements and thanks
As the year closes, I want to extend my heartfelt thanks to:
GMA leadership: Chair, Aaron Muirhead, and board members, Kieran Semple, Mark Tan, Mat Loughnane, Barb Kelly, Brenden Ellam and Damien Todorovic, for their invaluable contributions.
Chapter committees: Your efforts have been instrumental in the success of the merger.
GMA team: Courtney, Rod, David, Leigh, Mike and Jodie – your hard work underpins all that we achieve.
Corporate partners: Particularly Dan Christie from Schweppes, whose support as our major partner is critical to our success.
Michael Horton: For his ongoing honorary legal advice to GMA and its members. Finally, I thank each of our members for your engagement and support.
Wishing you all a joyful Christmas and a prosperous New Year.
QLD CHAPTER
Aaron Muirhead (Oxley GC)
Geoff Kuehner (The Brisbane GC)
Gavin Lawrence (Keperra CGC)
David Marr (Pacific Harbour G&CC)
Tim Gahan (Headland GC)
SA/NT CHAPTER
Mark Tan (Royal Adelaide GC)
Brett Lewis (Kooyonga GC)
Robert Vincekovic (Glenelg GC)
Charles Potter has announced his retirement from the GM role at Northern GC after nearly 10 years of service.
Jacob Harrison has made the move north, leaving Royal Melbourne GC to take up the golf manager role at Noosa Springs resort in QLD.
After some time with Belgravia Leisure, Nigel Cameron has joined the team at Royal Fremantle GC as venue manager.
NEW GMA MEMBERS
NSW/ACT Chapter
Jeff Chen* (Castle Hill); Ashley Bourne* (Castle Hill); Sudeep Gurung* (Beverley Park); Sarina Lucas* (Beverley Park); Chantal Hodson* (Royal Sydney); Katherine Macdouall (Castle Cove);
QLD Chapter
Warren Darnill (Rockhampton); Dean Dagan (Woodford);
SA/NT Chapter
Clea Vetch* (Mount Lofty); VIC/TAS Chapter
Andrew Breeden-Walton (Warragul); Kate Rowe (Leongatha);
WA Chapter
Aidil Manjit* (Lakelands); Megan Farmer* (Royal Fremantle); Fenn McDonnell* (Busselton); Fritz Arnold* (Royal Perth);
^ Golf Facility members * Provisional members
VIC/TAS CHAPTER
Michael Burgess (Metropolitan GC)
Barb Kelly (Chirnside Park CC)
Mat Loughnane (Yarra Yarra GC)
Chris Poulton (Spring Valley GC)
Christian Tanner (Riversdale GC)
WA CHAPTER
Damien Todorovic (The WA GC)
Des Shearer (Bunbury GC)
Fiza Errington (Gosnells GC)
Murray Paul (Lakelands CC)
Craig Ridge (Royal Perth GC)
Join us at The Vines Resort in Perth, WA, for GMA's inaugural leadership summit, proudly brought to you by Schweppes.
Are you ready to step out of your comfort zone and immerse yourself in a contest of ideas?
The GMA Leadership Summit is an unmissable event for thinking GMA members who are eager to explore, debate, and possibly redefine, the future of club management.
This is not your standard conference.
This is an event for those who embrace challenge, who thrive on critical thinking and who are ready to engage in meaningful conversations about the golf industry's most pressing issues.
We'll tackle topics that others may shy away from. Assumptions will be questioned, paradigms will shift, and fresh perspectives will emerge.
Forget passive listening. This summit demands your full engagement. You'll actively participate in debates, workshops and dynamic discussions that will shape the future of our industry.
A FORUM FOR THE VISIONARY
If you're passionate about building great cultures in your club and within our industry, this is where you need to be. This is an event for leaders who dare to think differently.
We’re thrilled to announce Jeffrey Kreafle from Congressional CC, Jason Koenigsfeld from CMAA and Patrick Hollingworth from Think Garden to headline the speakers.
SUNDAY, 16TH MARCH
Optional golf (with carts) - 1:00pm hit off
Optional mini-golf
Welcome BBQ Dinner - 6:30pm to 10:30pm
MONDAY, 17TH MARCH
Professional Development - 8:30am to 5:00pm
St Patrick's Day Dinner - 6:30pm to 10:30pm
TUESDAY, 18TH MARCH
Professional Development - 8:30am to 4:00pm
Sundowner Cocktail Party - 5:00pm to 9:00pm
WEDNESDAY, 19TH MARCH
Option Golf (AM hit off - details TBC)
Registrants shall be responsible for their own transport and accommodation.
Limited places are being held for accommodation at The Vines Resort until 15th January 2025. A link is available on the Event Page on the GMA website.
JEFFREY KREAFLE CEO, Congressional Country Club; Washington, DC
Jeffrey Kreafle is in his tenth season at Congressional Country Club, with previous roles that included leading Bellerive Country Club in St. Louis, Missouri; Marbella Golf & Country Club in San Juan Capistrano, California; and Wayzata Country Club in Minneapolis, Minnesota. He has served on several national committees and is a guest speaker on a variety of leadership and operational topics.
In 2007, Jason Koenigsfeld received his PhD from Auburn University, Alabama. Jason’s primary CMAA responsibilities include Conference Education, Certification, Research, and BMI Programming. Jason is also charged with coordinating CMAA’s global strategies and programming. He has delivered education sessions on topics ranging from leadership, organizational behaviour and change, governance and consciousness across the world, including for GMA's BMI Program.
Fiona Ryan is a consultant in culture and leadership, executive mentor and coach and top team facilitator. She is known for her ability to uncover unique insights into behaviour and translate these practically, to create an environment where leaders can be more of themselves and optimise their strengths. She works with clients in sport, energy, community, financial services, youth services, health, government and professional services.
Patrick Hollingworth is a complexity scientist who runs the heretical consulting business Think Garden. Think Garden uses complexity science to understand and map the hidden dynamics in social systems, providing insight into why systems behave in the ways that they do, and identifying how to interact with these systems in order to work towards future states.
Registration includes:
• Sunday Welcome BBQ
• Monday St Patrick's Day Dinner
• Tuesday Sundowner Cocktail Party
• All education sessions on Monday & Tuesday
• All catering during education sessions (morning tea, lunch, afternoon tea)
Non-Member Price
$1,250pp (limited spaces)
Registration includes:
• Sunday Welcome BBQ
• Monday St Patrick's Day Dinner
• Monday education sessions
• Monday catering during education sessions (morning tea, lunch, afternoon tea)
Non-Member Price
$800pp (limited spaces)
Registration includes:
• Tuesday Sundowner Cocktail Party
• Tuesday education sessions
• Tuesday catering during education sessions (morning tea, lunch, afternoon tea)
Non-Member Price
$800pp (limited spaces)
COURTNEY FLORES • National Programs Manager
The most recent BMI program, Leadership Principles, was held at Woodlands GC from 21st to 25th October 2024.
The program kicked off with a warm welcome and a classic icebreaker session, which helped everyone get to know each other - because who doesn’t like talking about their most desired superpower; making sure everyone felt comfortable before diving into the first topic: the Nature of Leadership with Dr. Geoff Dickson. Dr. Dickson’s sessions throughout the day had everyone reflecting on their leadership styles - yes, that means we all spent some time thinking about whether we’re more “calm under pressure” or “shouting orders from the bunker.” The day wrapped up with an evening of Ten-Pin Bowling at Timezone
& Bowling. The competition was fierce, but in the end, David, the King Pin, came out on top as the undisputed champion. A good time was had by all.
Day two got the creative juices flowing with the Case Study session where groups prepared their presentations on leadership in specific scenarios. It was a perfect blend of teamwork and healthy collaboration, followed by Gabriel Esseesse’s session on Creativity and Innovation through AI. Following this, Paul Vardy led a group discussion on technology in clubs, examining its strengths and weaknesses and exploring what was working well and what wasn’t.
On day three, we began with Richard Comerford giving us the lowdown on Leading with Accounting. After all, no matter how much we love golf, the numbers always have the final say. Then, Markus Eschmann took us through the Lumina Leader Assessment. If you’ve ever wanted to know if you’re a “creative thinker” or a “strategic planner,” this was the day to find out. It was like taking a personality test, but with way more insight into how you lead.
The day ended with a 9-hole round of golf at Woodlands Golf Club - because when you’re a golf leader, a little friendly competition on the course is just what the doctor ordered.
Day four focused on Governance, Ethics and Strategic Leadership, all led by Brendan Walsh of Conscious Governance. We covered everything from the importance of
Above: (l-r) Paul Vardy, Mark Lazenby, Ethan Cowden (Woodlands GC), David Scott (The Lakes GC), Aidil Manjit (Lakelands CC), Courtney Flores, Moka Edwards (Gosnella GC), Jane Bell (OxleyGC), Joshua Hall (Lonsdale Links), Brigette Jones (Yarra Yarra GC), Nathan Cachia (Huntingdale GC), Carlee Reynolds (Gosnells GC), Dawn Watts (Sandy Links), Andrew Pryn (Devil Bend GC), Jake Cole-Sinclair (Golf Australia), Sam Kindlen (Golf Australia)
a solid Code of Ethics to practical insights on Good Governance Practices. After a day full of learning, it was time for some downtime. Dinner at The Bridge Hotel in Mordialloc was the perfect spot to unwind and continue the discussions in a more relaxed atmosphere. What followed was a truly unforgettable evening filled with laughter and conversation. There may have been a moment - or two - of much laughter - but what happens at the dinner table … stays at the dinner table.
The final day arrived, and we were all a little sad to see the week coming to a close - but also excited for the Case Study Presentations. Everyone had worked hard in their groups to develop their leadership strategies for real-world scenarios and it was time to see the results. There was a lot of creativity on display, and the level of thought put into the presentations was impressive. It was clear that everyone had learned something valuable, and the competition was fierce.
Thank you to Woodlands GC for hosting us for the week. Also a huge thank you to all the participants who brought their energy, expertise, and (sometimes questionable) bowling skills to the table.
The Leadership Principles Program 2024 was a success, and I cant wait to see you all again soon!
HOW IT STARTED!
GMA, in partnership with the Club Managers Association of America (CMAA), is running the BMI 'GM/CEO' program for GMA members in February 2025.
This is one of four core BMI programs that are essential to a Certified Club Manager designation. Core BMIs are GM/CEO, Leadership Principles, Food & Beverage Management and Club Management.
Monday, 17th February to Friday, 21st February 2025
VENUE
Royal Sydney GC, Sydney, NSW COSTS
GMA Members - $2,300 +GST
Non-GMA Members - $2,700 + GST
Places for BMI ‘GM/CEO' 2024 are limited. We would encourage those interested to register early when registrations open.
19th to 23rd May
Adelaide, South Australia
Venue & Details TBC
21st to 25th July*
Venue & Details TBC
Leadership Principles
8th to 12th September*
Venue & Details TBC
Review Week & CCM Exam
17th to 21st November*
Venue & Details TBC
* Dates are subject to change
For more information, click here to visit the BMI page on the GMA website.
The 2024 industry awards season has come and gone with successful evenings held in recent months across four states - Queensland, Victoria, South Australia and New South Walesall celebrating excellence within the golf industry.
The Star hosted Queensland's night of nights in early October with more than 400 guests pouring into the venue to honour the high achievers of the past 12 months and recognise those people who have contributed so much at every level of the game
Pacific GC (main picture above) was the big winner on the night, taking out the coveted Golf Club of the Year, presented by MiClub. The award recognised their recent expansion including clubhouse redevelopment, mini golf course construction and the installation of indoor simulators. In conjunction with targeted marketing campaigns to the local community, the club has since become a family-friendly facility for all.
Wynnum GC's general manager, Bernard Wilson , received the Distinguished Manager Award, presented by Schweppes, whilst his club also took home the PGA Legends Tournament of the Year and Metropolitan PGA Tournament of the Year, recognising the club's rich history in hosting successful golf tournaments.
Also on the night, Teegan Negreira, from Redcliffe GC, took out the Golf Club Staff Member of the Year award, which was proudly presented by CPR Group.
View a full list of Queensland Golf Industry Awards winners on their website - qldgolfindustryawards.com.au
Southern GC hosted the Victorian Golf Industry Awards Night on 31st October where legendary coach, Steve Bann, and
2024 Queensland Distinguished Manager award winner,
course architect, the late Vern Morcom, were inducted into the Victorian Golf Hall of Fame, joining the likes of long term GMA member and Chirnside Park CC GM, Barb Kelly , who was inducted in 2022.
Green Acres GC GM, Peter Busch , was presented with GMA's Excellence in Management award, acknowledging his passion for golf and his outstanding management skills. The award recognised Peter's commitment to fostering strong relationships with the local community, his ongoing collaboration and sharing of knowledge with industry colleagues, and
his championing of staff development through professional growth and prioritising a healthy work-life balance for his team.
Lonsdale Links was awarded Victorian Club of the Year, in recognition of their impressive 8.6% growth in membership, including a 13% increase in women's
membership, over the past 12 months. The club also won Regional Pro Am of the Year.
View a full list of Victorian Golf Industry Awards winners on Golf Australia's website - golf.org.au
The golf industry in South Australia celebrated their achievements at the SA Golf Industry Awards night held at the Hilton Adelaide on 19th October.
Nearly 250 attendees came together from around the state for the awards, jointly hosted by Golf Australia, the PGA of Australia, GMA and Turf Management SA. With awards presented to winners from across the industry, it was Sandy Creek GC that took out the main award - Club of the Year, which was proudly presented by MiClub.
The GMA Excellence in Golf Club Management award, proudly presented by Schweppes, was won by Flagstaff Hill GC's GM, Chris Coulter
SA/NT Chapter Life member, Andrew Gay, was engaged to interview nominees, noting that they all had set high standards, making the decision incredibly challenging. However, he felt Chris' nomination stood out for his passion and dedication
to transforming their club into a true community hub, despite the challenge of operating from a temporary facility during their multi-million dollar redevelopment, which has included the establishment of a new mini golf facility and short game practice area. He also noted the club had increased membership by 40% and boosted
revenue across green fees, competitions and hospitality. Importantly, Chris has overseen an elevated standard of service for members which, in turn, has created an enjoyable club atmosphere, ensuring members have been engaged throughout the redevelopment journey.
Also winning awards on the night were Mount Osmond GC's Damien Wrigley , who took out the PGA's Management Professional of the Year award, The Vines GC won the Risk Profiler's Health & Safety Award, and the Grange GC's Barry Linke was honoured with the Service to the South Australian Golf Industry award (see separate story).
View a full list of South Australian Golf Industry Awards winners on Golf Australia's website - golf.org.au
completed an $8 million renovation of its Beachside Clubhouse and set a record for rounds played.
Both clubs were acknowledged for their exceptional impact on the sport within their respective communities.
The GMA Future Leaders Scholarship, proudly supported by MiClub, was awarded to Cumberland GC's Matthew Lamerton The scholarship is awarded annually to talented up and coming managers who are making a significant contribution to their golf club, demonstrate a desire and potential to become general managers, inspire others, build collaborative networks across the industry and have a vision to contribute to the growth of Golf Management Australia.
The NSW Golf Industry Awards took centre stage at Crown Barangaroo in November, celebrating the outstanding contributions of individuals and clubs over the past year. Massey Park GC, known for its inclusive environment and strong financial performance, received the Metropolitan Club of the Year award. The club reported a significant profit increase, installed a 70kW solar system to boost sustainability, and introduced a range of successful participation programs for juniors and women.
Mollymook GC secured the Country Club of the Year award for its financial and membership growth. The club also
The GMA Women's Management Scholarship, also proudly supported by MiClub, was presented to Victoria Trilikis from the New South Wales GC. As with the Future Leaders Scholarship, the Women's Management Scholarship aims to reward talented women working within the golf management industry and who are making a significant contribution to their golf club. Both scholarship recipients will receive financial support from GMA in 2025 to further their professional development and to provide them with exposure to senior management, thus developing their knowledge and skills to pursue and secure general manager roles in the future.
View a full list of New South Wales Golf Industry Awards winners on the Golf NSW website - golfnsw.com.au
A special thank you to our corporate partners, MiClub and Schweppes, who supported GMA state awards across the country.
The Grange GC's recently retired GM, Barry Linke, was honoured with the Service to the South Australian Golf Industry award at the SA industry awards night held at the Hilton Adelaide in October.
Much has already been spoken and written about Barry's amazing 35-year tenure at Adelaide's only 36-hole facility which, in recent times, has played host to LIV Golf Adelaide.
However, his contribution to the industry extends far beyond bringing the multiaward winning tournament to South Australia, or in facilitating the successful 5-year presence of the Women's Australian Open in Adelaide from 2016 to 2020.
Prior to his work in attracting the Women’s Australian Open, Barry was integral to efforts in bringing the World Amateur Teams Championships to SA in 2008. He was also front and centre in bringing the 2007 World Police & Fire Games to The Grange.
From an industry perspective, Barry joined the Central Adelaide Water Allocation Plan Advisory Commission in 2011 to ensure golf clubs would have a say in the future water allocation plans being established by the SA government. Barry also sat on the GMASA Insurance Committee, which explored the feasibility and the eventual implementation of a group insurance scheme for all GMASA member golf clubs,
saving clubs thousands of dollars annually.
Barry mentored numerous people within the golf industry. Brett Lewis (now GM at Kooyonga GC) and Robert Vincekovic (now GM at Glenelg GC) were his understudies, and both could not speak more highly of his involvement in their career development. Barry was a strong advocate of involving other senior management staff in GMASA activities and consistently ensured his senior staff participated.
Very well known within the industry, Barry developed a wealth of experience and knowledge in his 35 years. His willingness
to help and share this knowledge with his employees and peers, and his passion for his club and golf in SA, has certainly left a lasting legacy on the SA golf industry.
And, in another show of respect, Kooyonga GC in early December hosted a retirement lunch to pay tribute to Barry's contributions to the SA golfing landscape. The lunch brought together many of the past presidents, captains and general managers of the four major Adelaide sandbelt clubs who had shared time with Barry over his 35-year tenure.
It was a fitting farewell for someone who had contributed so much, had earned the respect of so many, and who has well and truly earned his retirement dues!
We are thrilled to launch our monthly webinar series, which kicked off towards the end of this year and will continue throughout 2025.
These webinars provide a fantastic opportunity for our members to learn and grow without stepping away from their busy schedules.
Whether you’re in the office or on the course, you can easily tune in from the comfort of your club, making it easier than ever to stay up-to-date with the latest learnings from within the golf industry.
This year, our webinars have covered a wide range of topics, including AI, lithiumion batteries, finance and HR - all crucial subjects for those looking to stay ahead in the ever-evolving landscape of golf club management.
If you miss a session or want to revisit a topic, don’t worry! All webinars are
The Aston Hills GC team of Brad Ashby (GM) and Ben Traeger (Pro) have wrestled the Schweppes Trophy stranglehold from South Lakes GC, claiming the 2024 GMs & Pros Golf Day held at The Vines Golf Club of Reynella in November.
A field of 24 players teed it up at the southern suburbs hills venue on a fine, Adelaide spring afternoon.
The Schweppes Trophy was introduced to the GMASA calendar in 1971 and is a 4BBB stableford event with pairings generally comprised of a club's general manager and club professional. It is GMASA's longest standing golf trophy with a storied history.
South Lakes GC has held the trophy for the past two years and went into this year's event as a strong favourite. However, it was
recorded, so you can watch them at a time that suits you best. You are able to gain CPD points for all live sessions attended.
These webinars are an invaluable resource for all of our members, especially those living regionally or for those who may not be able to attend in-person professional development events.
We look forward to continuing this educational journey with you in 2025!
Webinars can be viewed on the GMA website (member access only): www.golfmanagement.com.au/membereducation/gma-webinars/
the newbies from Aston Hills who took the title with a 4BBB score of 46 points, with GM, Brad Ashby, only just joining GMA in this past year.
Tied on 46 points, and winning score of the day on a countback, was the Schweppes pairing of Tim Colling & Athan Nikas.
Our defending champions by no means disgraced themselves, finishing 3rd with 43 points - a valiant effort in defense of their title.
Tied in 4th place were the pairings of Chris Coulter & Mitchell Jacobson (Flagstaff Hill GC), Josh Young & Darcy Salamon (Kooyonga GC) and Craig Sullivan-Brook & Shanan Scott (Tea Tree Gully GC), all on 40 points.
A special thanks to Brayden Wauchope & Mark Crowe for an outstanding job hosting the golf day, with thanks also to Schweppes' Darryn Conway, Athan Nikas and Tim Colling for their continued support.
BY ALLPRESS ESPRESSO
ROD HAINES • Operations Manager (VIC/TAS Chapter)
The 2024 GMV Managers and Assistants Golf Day at Box Hill
GC was a fantastic success, featuring friendly competition, great camaraderie and plenty of memorable moments.
With temperatures soaring to 30°C and humidity pushing 200% (but with no rain in sight!), it was a true test of skill and endurance for everyone involved.
The event, proudly supported by Schweppes, kicked off with a bit of an early surprise, as Mat Loughnane arrived an hour ahead of schedule due to NO traffic. While most of the participants were still arriving, Mat took the opportunity to hit the practice range and warm up, setting the tone for the day's competitive spirit.
Highlights of the Day
The action-packed day was full of exciting moments. Mat Loughnane took great pleasure in crossing off Rod Haines on each NTP hole, delightfully rubbing it in halfway through the round. Meanwhile, Dan Christie had an eventful encounter with Andrew Bayliss, accidentally hitting his ball into Andrew's ankle. Peter Barnett though, he had a tough time with a rogue turtle, and ended up with four wipes in just two holes (if you know what I mean), adding a bit of humour to the day.
But it wasn’t all about the golf – the lunch was finished by the time the final group came off the course, a testament to the hunger of the participants, or is 5 hours 10 minutes a bit slow for an 18 hole round?
Sadly, Michael "I'm a General Manager" Burgess had to withdraw due to illness, but he still managed to lighten the mood with a joke for the presentations:
"Did you hear about the three golf clubs that walked into a bar? The putter ordered an Asahi, the pitching wedge ordered a gin & Schweppes tonic, and the barman asked the third one if it wanted anything. The third one replied, ‘No thanks, I’m the driver!’”
Some Friendly Competition
In what became a battle of the titans, our esteemed CEO, Paul Vardy, managed to get his name on the longest drive marker, but only for a moment. The merciless Luke “Dream Smasher” Bleumink soon blasted his drive 200 meters past Vardy’s,
marking his territory with a note that his achievement was now “miles down the fairway!”
Vardy went home empty-handed, even after scoring 40 points, which would typically be a winning score, but since he’s a GMA staff member… in the iconic words of the Soup Nazi, “no soup for you”!
Acknowledgements
A big thank you to Russell Donovan, GM of Box Hill Golf Club, for hosting the event and showcasing the beautiful course. Box Hill was the perfect setting for a day of great golf and camaraderie.
The GMV Managers and Assistants Golf Day was an excellent example of how great golf and even greater company can combine for an unforgettable experience.
With thanks to Schweppes for their generous support, everyone left the event with not only some great memories but also a renewed sense of community.
Nearest the Pin Winners:
• 6th Hole (Schweppes): Richard Berry (Northstar)
• 9th Hole (Toro): Mat Loughnane (Yarra Yarra)
• 11th Hole (Miclub): Philip Drew (Sandringham Links)
Longest Drive (Club Car) – Hole 18:
• Men: Luke “The Dream Smasher” Bleumink (Rosanna)
• Women: Grace Thiry (Peninsula Kingswood) Individual Scores and Trophies:
• Best Corporate Partner: Andrew Bayliss (Club Car) – 38 points
• John Halliwell Trophy (for current and past GMV members, any category):
• Winner: Mat Loughnane (Yarra Yarra) –40 points
• Les Leunig Trophy (Best Full GMV member):
• Winner: Mat Loughnane (Yarra Yarra) –40 points
• Runner-Up: Mark “Cheeks” Lazenby (Cardinia Beacon Hills) – 35 points
• Michael Franck Trophy (Aggregate Stableford, both must be GMV members):
• Winners: Mark Lazenby & Matt Van Der Kraan (Cardinia Beacon Hills) – 68 points
• Runners-Up: Chris Poulton & Tim Angwin (Spring Valley) – 63 points
Below: Best corporate partner winner for the day, Andrew
Throughout the Engineering and Development process prior to the launch of the Club Car Vanguard Lithium ion Tempo we maintained a strong focus on safety The result is a unique and automotive grade solution.
The battery packs themselves have been extensively tested to be resilient to puncture and propagation (the spreading of an event from inside of a cell).
The cells inside the Club Car Lithium ion battery pack are fuse linked. An issue inside a cell during charging or discharging (during use) will cause a breakage in the fuse link and prevent the event spreading to other cells.
Club Car Lithium ion packs have redundant contactors in the battery posts. In the case of an event in a cell, a welded contactor would continue to supply electricity to the pack. The redundant contactor is designed to trigger in this circumstance and disconnect the battery pack from the charger or if in operation from the vehicle itself.
The Club Car Battery Management System constantly monitors charging and discharging by individual cell and cell balancing. The charger and our BMS are in constant communication and the system is designed to shut off in the event of a potential issue
You should have no concerns about the Club or Members storing and charging Club Car vehicles onsite that are fitted with our original batteries and controls.
COURTNEY FLORES • Operations Manager (NSW/ACT Chapter)
Strathfield GC hosted the NSW/ ACT chapter's final golf event of the year on 10th December, and what a day it was!
After quite a lot of typical Melbournian weather over, the sun decided to come out and we were treated to a perfect, sunny day. The course was in great condition, making for an enjoyable round of golf.
A special thank you goes out to the Mollymook crew for making the trek all the way to Sydney to join us - as always your enthusiasm added to the day! Glenn Phillips and his team at Strathfield also did an amazing job in hosting us for the daythank you!
Though December is a busy time for everyone, it was great to see a small but lively group come together. After the game, there was plenty of time to catch up and unwind before the holiday rush kicks in. It was the perfect opportunity to reflect on the year’s events and reconnect with friends and colleagues. Now, let’s talk about the winners - and the
interesting coincidences. Some would say it was a mere coincidence, others might call it "interesting counting." Either way, Cameron Harvey and Brenden Ellam clinched the 4BBB Stableford win on a countback.
The weird thing? They showed up in matching outfits - almost like they were in on the same plan. We’ll leave the conspiracy theories up to you!
On the individual front, Richard Hogg from Randwick GC was the single Stableford winner of the day with 37 points. Our corporate partner winner was Adam Groom, from PAYG, finishing with 36 points. We would like to extend our heartfelt thanks to all of our corporate partners and members for their continued support throughout the year. Your involvement has helped make every event a success and we couldn’t have done it without you!
It’s been an incredible year filled with great events and we can’t wait to see what next year brings. Here’s to more fantastic golf, a few more “coincidences,” and even more opportunities to connect in 2025!
Happy holidays to all - see you on the course next year!
There’s a saying that you can’t keep a good woman down. Ingrid Morrison is just such a woman.
The Financial Controller at Green Acres in leafy Kew, northeast of Melbourne, is not one to stay still, always looking for challenges in every corner of her life.
Here she speaks with regular GMA Journal contributor, Karen Harding, about the journey so far and what lies ahead…
To spend time with Ingrid Morrison is to experience a number of ‘wow’ moments.
Is it that she earned her truck driving licence and learned to handle semi-automatic guns as a young person at school in Estonia - when Estonia was part of the USSR - in case she was required to help fight a war against the United States in the Cold War era?
Is it the boldness to cross the world from Estonia to study in Australia and then staying, leaving one life behind and starting another?
Is it the courage to start afresh after a marriage breakdown and undertaking higher study to become a self-supporting woman with children to co-parent?
Is it the self-efficacy to take a job in the golf industry without prior knowledge of the game other than its negative stereotype?
Is it the empathy to sign up with three days notice and no preparation for an eight kilometre fun run to show support for a friend stricken with breast cancer?
Is it the daring to then start marathon running
in her early forties, not having run with meaning for some 27 years?
Is it the seeming foolhardiness wrapped in raw courage and perseverance to run in places like the Sahara Desert, covering around 257 kilometres over six days in temperatures anywhere between 40 and 50 degrees?
Is it the determination to come back from serious injury after a dogged two years rebuilding her body following a fall that could have ended her running career?
Or is it the mental and physical resilience to complete a run of 275 kilometres over seven days through the Grand Canyon in tough conditions in her first ultra marathon stage race after her fall?
Mind blowing, isn’t it. And yet she considers herself ordinary.
“I just do my ‘thing’. A few times, people have said, ‘Oh my God’ and I feel uncomfortable because it’s just my thing and I think everybody is doing great things, we’re just doing different things.”
The
of the long distance runner
“
... it’s just my thing and I think everybody is doing great things, we’re just doing different things.
It’s this modesty that makes Ingrid’s achievements all the more incredible. Because, let’s face it, how many of us could even contemplate some of these things, let alone do them? Watch a video of some of the stage races she runs and you’ll soon get an appreciation for just how tough it is - and yet she makes it sound quite simple.
Indeed, Ingrid’s life is a fascinating juxtaposition of simplicity and complexity, as both her career in golf management and her sport have involved twists and turns along the way.
To clarify broadly, a marathon is around 42km, usually run on roads and in one day. An Ultra Marathon is a race beyond 42km and run on trails. A stage race is an ultra marathon run over multiple successive days of varying distances, terrain, difficulty, altitude and conditions. The overall distance completed could be between 100-400 km. And to be ‘selfsupported’ (as Ingrid is) in these stage races means carrying sleeping gear and food for the event, an extra load on the runner’s back of five to 12 kilos.
Ingrid runs them all but it is the stage races from which she derives the most satisfaction and greatest sense of achievement.
The obvious thought is, how does she do it? And, probably, why?
Growing up in Estonia is part of the reason Ingrid is as strong as she is.
“In a communist country (which Estonia was prior to gaining its independence in 1991), everyone is equal. It doesn’t matter whether you are man or woman, you are called ‘citizen’. I think people my age and older who were born and grew up in the Soviet Union, coming from that background, you have to be really strong minded and strong willed to survive and keep up.”
What does she derive from running?
“In terms of training, I like running on my own, I find it clears my mind. It’s just me and my time. In terms of racing, I think I always want to achieve something and so I am definitely racing against myself.”
So, strong mind, strength of character and strength of purpose. Next comes a strong body, and the only route to that is training. Intensive training.
In the nine months after deciding in January to run in this year’s G2G (Grand Canyon to Grand Staircase) ultra stage race in the US in September, Ingrid’s training consisted of running either a marathon or ultra marathon
Running and camping by the light of the moon, the stars and the Milky Way was a highlight of the G2G for Ingrid »
From value-add crumbed prawns to premium salmon portions, the Seafrost range encompasses all the favourites to suit any menu.
every five weeks to be able to complete the six stages of 49.6km, 43.3km, 85.4km (yes, you read that right), 41.9km, 42.2km and 12.7km.
“I participated in the lead-up marathons to keep myself accountable. You need to respect the distance, you can’t just turn up. And every one of these participations gave me an indication of how well my training in the previous five weeks had been going. Did I need to change anything?”
Notably, her training was mostly done over the Melbourne winter for an event to be run in a hot autumn.
“There were a lot of head torch mornings when you have gloves, hat, jacket and everything else on.”
The hard work, the cold mornings, the discipline, paid off when she arrived at the summit of the Grand Staircase in Bryce Canyon National Park, Utah, in late September, one of 35 finishers out of 58 starters. At 53, she was also one of the older runners.
The G2G was her fifth stage race but it is her personal favourite, not just for the race but for its context.
In April 2021 Ingrid attempted her fourth stage race, Run Larapinta, a four day, four stage 223 kilometre run along the spectacular Larapinta Trail in the Northern Territory.
But: “I fell on the first night running in the dark. I stumbled over in the rocks.”
She broke four ribs, pulled the muscle off one of her thighs, hurt her hands and ruptured the L4-5 disc in her lower back, causing severe
nerve pain. This last one required surgery but that could not be undertaken until her ribs had healed, so for months Ingrid endured chronic pain and difficulty functioning.
“I couldn’t lift a bottle of milk or a cup of tea … and just everything was wrong. I was in so much pain all over. But I told myself I just need to breathe in, breathe out, one thing at a time, eight more weeks for the ribs and then we get the
back done. So, yeah, it was pretty tough but it never put me off.
“The first time I got out of bed after the surgery I walked to the supermarket, which is five minutes from my house. It took me 25 minutes because I literally did five-centimetre steps. But I did my first run two months later. I had wondered, can I run again? I just wanted to feel that feeling. And of course it felt good.”
Amidst the training came some other tough stuff, this time at a personal level.
“In June, July and August, I lost five people in my life. Three of them were women under 50 years dying of cancer. Literally every three weeks I was taking my 17 and 18 year olds to bury another mother of their friends.
“Because of my best friend, who I lost on May 31, I was hesitating about doing the Grand Canyon and I felt guilty. But Kim said, ‘Ingrid, I can’t even walk 500 metres. You run your Grand Canyon, we’ve been talking about it for seven years, you run it’. And I realised I am lucky.”
Kim was with Ingrid in spirit throughout those 275 kilometres of the G2G.
“She was definitely looking after me. She wasn’t a runner but she was my biggest fan. When I ran across the Sahara in 2017, we had GPS attached to our bags. She was up during the night watching the dot on her screen to see where I was. One day I stopped and she was very stressed that I was injured. Losing her was still really raw and I did think about her a lot, I still miss her a lot.”
That connectedness and sense of gratitude was there in her highlight of the G2G.
“My greatest moment of the G2G was on the 85km day, which went over nighttime when we ran the sand dunes. Because you are so far from civilisation, you have no lights. We had our head torches but we turned them off because we just
wanted to be in that moment, where the only light above you is from the moon, the Milky Way and the stars. And you’re just looking at it and thinking, it cannot get any better than that.”
Much of what galvanises Ingrid’s running filters into her career. Not many would parallel the stereotype of the conservative accountant with an intrepid stage marathon runner. Yet the facility to be in her head comfortably is part of how she manages the hours upon hours of ultra distance running. And there are challenges in both.
“I’m always up for challenges,” she says, and on that alone she has certainly walked the talk.
After arriving in Australia in 2002, having won a scholarship to study accounting and business management at Swinburne University as part of a then exchange program with the Estonian Business School, Ingrid initially took a significant job in the city before the pressing needs of her young family dictated that she seek work more locally.
Enter, Rosanna Golf Club.
“Rosanna had advertised for a hospitality manager. I thought, I know two things, finance and hospitality, so I applied. But David Wren, the general manager, had read my resume and asked me to interview for an upcoming accountant job instead, so I did and started there.
“Never in my wildest dreams would I have
seen myself in golf. I didn’t know anything about golf and in my mind, golf clubs were like a men’s place. “
Her perception changed after trying Get Into Golf clinics at Rosanna followed by an in-club program Rosanna ran called Forward Tee. She was further helped by current Rosanna GC captain Janet Hebden.
“I’m so grateful to her because she took the time to help me get a handicap and she taught me so much about golf and women in the golf industry as players and on Boards and committees. It just completely changed my perception of the game.”
Her next challenge was moving to Green Acres, a bigger club in many areas.
“I wasn’t planning to leave Rosanna but suddenly a job offer from Peter Busch, the general manager at Green Acres, came up. I knew it was going to be hugely challenging but
that is why I took it. Part of the role involved changing the software from Micropower to Northstar. I’d already done it once at Rosanna, we were one of the first there, and it’s great software but going live is very painful. I knew all this but that is why I like my job. I’m always looking to do it better. With reports I have a race against myself, I want to do it quicker next month.”
The other attraction of her job is its storytelling. In Estonia, Ingrid dabbled in journalism. Now the story is in the figures.
“Our language is numbers not words, although we use words to tell why we did or didn’t meet a target. It’s excitement, too, how did the month end up? What happened, and why?”
In search of other challenges, Ingrid has undertaken her CPA and some BMI courses through GMA with the idea that she would like to become fully certified. And on the running front, she has an event in Dromana in January of 56 kilometres and, in February, her first 100km single day run in Rotorua, New Zealand.
This is Ingrid Morrison - a doing person, “the more the better”, and a person determined to get the best out of herself, regardless of age or gender.
“I want to prove to the world and to myself that I can make it despite being female and even if I’m 53. This has been the driver for a lot of things I like to prove wrong.”
As to that, there’s another ‘wow’ moment ahead.
“I believe in having a five
Ingrid
“
I want to prove to the world and to myself that I can make it despite being female and even if I’m 53.
year plan. At Rosanna, I was in the job for two or three weeks and I asked David (Wren), ‘what does it take to get your job?’ He laughed and said, ‘Ingrid, you’ve just arrived! I’m not going anywhere for five years.’ I said, ‘perfect!’. And he laughed again.”
Asked what her current goal is, she quips, “waiting for Peter to retire!” Told this, Busch laughed too.
Of course it was tongue in cheek both times.
“It takes a village. I’m very grateful to have managers like David Wren and Peter Busch as they have both given me lots of flexibility with my work so I have been able to train for racing and to study. Things like running during office hours, leaving early, coming in late, taking half days of unpaid leave, working from home or from overseas while racing. Without their support, it would have been pretty challenging if not impossible.”
Australia’s golf venues have been given a new roadmap to help maximise the benefits that golf can bring to the community.
Headlining the new report is a live dashboard , built for general managers, facility operators and landowners, who can now enter their own data and generate their own venue’s community benefits report.
The new live dashboard is assisting clubs to quantify how they benefit their local community.
By entering a simple selection of club data, the dashboard generates a breakdown of their own economic, social and environmental benefits. The data entered is not saved or shared beyond the person that is entering it, easing any concerns regarding commercial in confidence information.
The numbers and graphs produced can be used to support decisions on operating improvements, participation programs and venue development. This includes being able to create a current-versus-future state benefits analysis, to demonstrate the impact of a new budget or resource initiative.
For example, a club wanting to start a new participation program using their existing
short course can enter the target number of increased rounds and spend at the clubhouse to demonstrate the value of the program.
Similarly, if a venue is considering building a new technology-based driving range, the dashboard can be used to show the increased rounds and spend at the facility that will be incorporated into a return on investment analysis.
We encourage clubs to use the information in board reports, grants applications and council submissions. Simply copy the images from the screen to paste into a document and use written text to describe how your venue is creating these benefits.
Together, this information builds the compelling story for investment and partnerships.
It is also a powerful tool for general advocacy, helping clubs to better tell their story to their members, local communities and stakeholders.
Clubs and venues are already using the report for meaningful engagement and decisions. Greenspace Management has been able to work with their local councils to represent the value for investing in developing mini-golf and driving ranges at two separate venues. 12 months on, they can demonstrate that together they have significantly increased community benefits.
The Maximising the Community Benefits of Golf Report and live Dashboard can help clubs bring ideas to life and become the best versions of themselves and, as an industry working together, encourage more Australians to play more golf.
For more information, you can access the report and dashboard here:
https://www.golf.org.au/ community-benefits-of-golf-inaustralia/ For support, contact: Carly Goodrich Head of Government Relations & Corporate Affairs, Golf Australia / PGA of Australia.
E: carly.goodrich@golf.org.au
Golf Management Australia membership is an invaluable investment. Part of our promise is to enhance your success by offering professional leadership development, ethical standards and responsive services.
Benefits to members are delivered in four key areas:
Provide learning opportunities for members to assist them in their careers to become outstanding golf and club managers. These include: national conferences, national summits, the internationally recognised BMI program, online presentations, and local professional development.
Provide tools and resources, such as WHS & HR document templates, educational webinars and podcasts, and other professional development programs, aimed at supporting the development of members, as well as supporting golf management recruitment and post-management support.
Support the health and wellbeing of our members through regular golfing and networking opportunities to ensure members feel supported and connected. Initiatives such as the Member Assistance Program and access to GMA’s Honorary Solicitor provide a range of personal support.
Actively advocate for the betterment of golf club management across the broader industry and golfing landscape, providing opportunities for members to further their personal and professional networks and connections, and ensuring our corporate partners are an integral part of the organisation.
GMA offers a range of annual* membership options to suit the needs of the industry.
Visit www.golfmanagement.com.au for more information on GMA membership and the services we provide.
ROD HAINES • Operations Manager (VIC/TAS Chapter)
At a recent VIC/TAS Chapter professional development day at Huntingdale GC, members were engaged in a chat about resilience, led by renowned expert, Robert Collins.
Have you ever found yourself in a tough situation, wondering how you could possibly bounce back? You’re not alone. But what if the key to facing challenges isn’t just about getting through them - it’s about learning to grow from them?
That’s the heart of resilience, and after attending the enlightening presentation “A Chat About Resilience ”, it’s clear: resilience isn’t just a trait some people are born with - it’s a skill we can all develop.
So, what exactly is resilience? In simple terms, it’s the ability to bounce back from adversity, adapt to change, and find meaning in even the most challenging situations. It’s about staying positive, learning from setbacks, and turning obstacles into stepping stones. And, spoiler alert: it’s the secret sauce for thriving, not just surviving.
(HINT: IT’S THE SUPERPOWER YOU DIDN’T KNOW YOU HAD)
Life is full of ups and downs. And whether it’s navigating a career change, handling stress in relationships, or overcoming personal hurdles, resilience is the glue that helps us keep going. But why is it so important? Well, resilience plays a role in pretty much every area of life, from:
• Managing stress (goodbye burnout!)
• Building emotional intelligence (clearheaded decision-making!)
• Improving teamwork (stronger relationships, stronger results!)
• Adapting to change (because life doesn’t always go as planned)
At work, in relationships, and even in our personal growth, resilient people are able to stay grounded, think clearly under pressure, and keep pushing forward, no matter what life throws their way.
Not sure if you’re a “resilient person”? No worries. The presentation included a fun and insightful resilience quiz that
gives you a score based on key traits like grit, gratitude, empathy, meaning and mindfulness. By answering questions about how you typically react to challenges, you can get a clearer picture of your own resilience - and what areas you might want to focus on developing.
(Think of it as a resilience fitness test - don’t worry, there’s no push-ups involved!)
Here’s the good news: resilience isn’t something you’re born with - it’s something you can build! Sure, early life experiences and our mindset shape how resilient we are, but resilience can be developed over time through a mix of awareness, practice, and good habits. Plus, our genes and brain chemistry play a role, but they’re not the final word. We have a lot more control than we think.
The good news? There are practical ways you can boost your resilience today - no special skills required! Some of the tips shared in the presentation were a game changer:
1. Cognitive Support: Embrace positive selftalk and view challenges as opportunities to learn and grow.
2. Exercise: Yes, exercise is great for your body, but it also releases feel-good brain chemicals. Talk about a win-win!
3. Relaxation: Take time to chill out. Meditation, yoga, or even a long walk can reset your mind.
4. Mindfulness: Stay present. Focusing on the here and now helps ground you, even when life is chaotic.
5. Gratitude & Empathy: Practice being thankful and focus on connecting with others. It builds stronger relationships and helps you feel less alone.
6. Diet & Supplements: What you eat affects your mood - so go for brain-boosting foods like omega-3s, leafy greens, and protein-rich snacks.
7. A Growth Mindset: View setbacks as opportunities to learn, rather than obstacles.
The conversation didn’t stop at personal resilience - it also dove deep into resilience at work. In the workplace, resilient teams are more adaptable, productive, and collaborative. Resilient leaders can create environments where teams feel safe to speak up, solve problems creatively, and support each other through challenges.
A great takeaway? The “Hard on the destination, soft on the journey” approach. Leaders can set challenging goals while encouraging flexible, lateral thinking to solve problems. It’s about getting the job done, but also supporting each other along the way.
The presentation wrapped up with a few golden nuggets:
• Resilience is a skill, not a trait. It can be learned and developed over time with the right mindset and effort.
• It takes practice. Whether you’re building resilience at home, at work, or in your personal growth, the more you practice, the stronger you’ll get.
• Building a resilient workforce benefits everyone. When individuals build resilience, organizations thrive. So, what are you waiting for? Start developing your resilience today and watch how your life transforms!
The sports turf management industry is at a critical juncture, facing a variety of challenges that threaten its long-term sustainability and the well-being of its professionals. At a recent VIC/TAS Chapter professional development day, ASTMA CEO, Mark Unwin, presented to GMA members on the issues facing the industry.
Here, VIC/TAS chapter operations manager, Rod Haines, provides an insight into Mark's presentation.
From skill shortages to environmental sustainability, professionals in turf management are working hard to maintain the quality of sports fields while navigating an ever-evolving set of pressures. But there's also an opportunity here - by focusing on employee engagement and workplace development, industry leaders can turn these challenges into stepping stones for success.
One of the most pressing issues in the sports turf management industry is a shortage of skilled professionals. Turf management requires specialized knowledge and expertise, but with high turnover rates and low retention, attracting new talent is a challenge. Why? For many professionals in the field, skills and qualifications are undervalued, and compensation often falls short of expectations. This has led to a market where turf managers are leaving the industry early, making it difficult to fill roles and maintain the high standards required for sports fields and courses.
As sustainability becomes an increasing priority globally, the sports turf management industry is tasked with balancing high-quality playing surfaces with environmental responsibility. Water conservation, eco-friendly turf care, and climate change adaptation all present unique challenges for turf managers. Turf managers are expected to maintain pristine fields while simultaneously minimizing their environmental footprint. This delicate balancing act requires innovative thinking, collaboration and a deep understanding of both eco-friendly practices and the physical demands of maintaining sports turf.
In an already competitive job market, the turf management industry struggles with high exit rates and low retention. Turf managers often feel undervalued, and low compensation coupled with demanding hours leads many to leave the profession
for higher-paying opportunities in other sectors.
To combat this, industry leaders must prioritize the value of turf management skills and ensure that professionals are properly compensated for their expertise. Without this shift, the industry risks losing more talent to other fields, exacerbating the already growing skill gap.
In an industry where the work is both physically and mentally demanding, mental health is a rising concern. Turf managers face unique stresses due to the constant pressure to deliver high-quality playing surfaces while managing long hours and often limited resources. Without adequate recognition or support, many professionals experience burnout, stress and frustration. To improve mental well-being, the industry must focus on recognition, respect and the emotional challenges of the job. Establishing a culture of understanding and support can improve morale and reduce the mental health struggles many turf managers face.
As the industry faces these challenges, employee engagement is emerging as a key factor in both retention and development. The 2024 Workplace Engagement Research Project highlights several important strategies that can help industry leaders foster a more engaged, motivated workforce:
• Recognize Your Team: Turf professionals are passionate about their roles and want to perform at their best. Recognizing their efforts and aligning team goals with organizational objectives creates a motivated, driven workforce. Turf managers want to feel like valued contributors to the leadership team, with a seat at the table for decision-making and goal setting.
• Value Your Team: Developing your team benefits the entire organization. Providing opportunities for growth, recognizing their input, and listening to their opinions fosters a sense of belonging and enhances workplace culture. When professionals feel their contributions are appreciated, they
are more likely to stay and thrive in the industry.
• Invest in Development: Offering opportunities for skills development, including apprenticeships, specialized training in turf machinery and leadership programs, provides the foundation for career growth. This creates a talent pipeline that supports both the individual and the broader success of the industry.
Effective collaboration between leaders and team members is essential for both operational success and employee engagement. The research highlights the importance of collaboration between general managers (GMs) and superintendents. When both sides engage early and often, they can create strategies to address challenges and advocate for the resources and recognition turf managers need.
A shared understanding between GMs and superintendents about long-term capital planning, as well as the unique challenges facing the course, will create
a more cohesive and resilient team. This collaboration can drive the success of both day-to-day operations and long-term goals.
One of the most impactful ways to address skill shortages and develop a sustainable workforce is through training and development. Providing opportunities for continuous learning helps ensure that turf managers remain at the cutting edge of their field and are equipped to handle emerging challenges.
Key initiatives for career growth include:
1. Apprenticeships: Increasing the volume of turf management apprenticeships (such as Certificate III) will help raise awareness of the profession and attract new talent to the industry. Apprenticeships are an essential pathway to building a strong workforce.
2. Specialized Training: Developing expertise in areas like turf machinery operations, irrigation and pest management ensures that turf managers are equipped to handle the technical demands of their roles.
3. Leadership & Management Programs:
Creating opportunities for leadership development - such as offering diploma-level courses in leadership and management - will help cultivate the next generation of leaders and provide growth opportunities within the profession.
THE
The sports turf management industry faces a range of challenges - from skill shortages to mental health concerns and environmental sustainability. However, there is hope for the future. By focusing on employee engagement, workplace recognition and investment in training, the industry can build a more resilient, wellequipped workforce ready to take on the challenges ahead.
Through collaboration, ongoing professional development and a commitment to mental health and wellbeing, leaders can ensure that the next generation of turf managers thrives. As the research highlights, valuing your team and providing opportunities for growth is not just beneficial for employees - it’s essential for the success of the entire industry.
Sudden Cardiac Arrest is a problem in golf. It’s time we started taking it seriously.
Golf, often celebrated as a leisurely and low-risk sport, needs a serious shakeup when it comes to addressing sudden cardiac arrest (SCA). While the focus often remains on the game’s traditions and enjoyment, the reality is that SCA is a significant and underrecognized problem on golf courses worldwide. The combination of an aging player demographic, physical exertion, and the often-remote locations of courses creates a perfect storm for delayed medical response in emergencies. It’s time for the golfing community to take this issue more seriously, prioritise member safety, and implement proactive measures such as widespread CPR training, accessible defibrillators, and robust emergency response plans.
Every workplace has a legal responsibility for ensuring adequate first aid provisions. Golf clubs are more than just venues for recreation; they are community hubs where members spend hours each week. This positions them as critical stakeholders in the health and safety of their patrons. Clubs must adopt a proactive approach to address the risk of cardiac arrest.
High Quality First Aid Training
Providing better training in cardiopulmonary resuscitation (CPR) and first aid to staff and members is a vital first step. Programs such as the “Management of the Collapsed Golfer” can equip individuals with the skills needed to respond effectively in an emergency.
Improved AED accessibility
Every golf club should have AEDs installed
at strategic locations across the course. These devices are simple to use and can dramatically increase survival rates when used promptly.
Medical Critical Incident Response Plans Clubs must establish and regularly practice clear emergency protocols. This includes ensuring all staff know how to quickly mobilize resources, guide emergency services to the correct location, and communicate effectively during a crisis. All golf courses have multiple access points – would you know how to direct an ambulance to them?
Sudden cardiac arrest is a critical issue in the golfing community, but it is one that can be addressed through education, preparation, and the strategic use of resources. By embracing their responsibility to protect members, golf clubs can transform themselves into safer, more inclusive spaces. Investing in lifesaving measures is not just a best practice - it is an essential step toward ensuring that every golfer can enjoy the sport with peace of mind.
Shield specialises in Golf Course First Aid and Cardiac Arrest Management Planning. They work with golf clubs to improve management of medical emergencies, and improve outcomes in Cardiac Arrest.
For more information, contact: Michael Covey
Managing Director | Intensive Care
Paramedic Specialist
Shield Training and Consulting
M: 0419433993
W: www.shieldtraining.com.au
E: admin@shieldtraining.com.au
On a sunny Wednesday in November, 47-year-old Pennant Hills GC member Kent arrived at the course, unpacked his clubs, walked into the Pro-Shop and collapsed into Cardiac Arrest. His heart had stopped beating, and without immediate management from club staff and members, he would have died.
The survival rate for an incident like this in Australia is less than 10%. It is even lower when it occurs on a Golf Course.
Luckily for Kent, a fellow member was confident administering CPR, and the club had an AED on the wall. The AED was applied, and a single shock was administered.
This got Kent’s heart beating again before the ambulance arrived. He was transferred to hospital, had surgery, and has made a full recovery. He is back home with his family, and back playing golf, because of the exceptional treatment he received by bystanders and staff at Pennant Hills GC.
Unfortunately, this is not the norm in golf. Australia’s survival rates of Cardiac Arrest are low, and they are even lower when we add in the complexities of golf courses. Difficult access, multiple entry points and lack of planning create chaos in an emergency situation. All of these problems can be solved ahead of time with some Proactive Emergency Planning.
Thank you to all the Golf Clubs that have supported us in 2024! For all enquires please contact Daniel Montagnese 0419 138 905
Creating psychological safety in the workplace means fostering an environment where employees feel safe to take risks, make mistakes, and express ideas without fear of negative consequences.
Employees should feel safe and supported, knowing that their opinions and perspectives are acknowledged by everyone else in their workplace. This is crucial for employee wellbeing and productivity.
To support you, we have provided tips to promote psychological safety in your workplace.
1. Encourage Open Communication
Foster a culture of speaking up; encourage employees to voice their ideas, concerns, and questions openly. Implement anonymous feedback systems where employees can share feedback or concerns anonymously to protect their psychological safety.
Promote frequent one-on-one and team check-ins where employees can freely express how they feel about their work environment.
2. Model Vulnerability and Empathy from Leadership
Leaders in the workplace should act as role models and demonstrate vulnerability by acknowledging their own mistakes and showing that it's safe to be imperfect.
Train managers and leaders to practice empathy and active listening when engaging with employees, showing understanding of diverse perspectives.
3. Clear and Consistent Expectations
Transparent communication of goals is essential - ensure employees clearly understand their roles and responsibilities, minimising uncertainty that can lead to stress. Provide regular, constructive feedback to help employees understand where they stand without unexpected surprises.
4. Promote Inclusivity and Respect
Clearly define and enforce policies against workplace bullying, harassment, or discrimination, adhering to the Fair
Work Act and Australian Human Rights Commission standards.
Organisations should also consider conducting diversity, equity, and inclusion training to ensure all employees feel valued and respected.
5. Encourage Risk-Taking and Innovation
Reward innovation, not just success. Recognise employees who take innovative approaches, even if they fail, to reduce the fear of making mistakes.
Cultivate a growth mindset where mistakes are seen as opportunities to learn, rather than moments to assign blame.
6. Foster Collaboration Over Competition
Promote teamwork and encourage collaborative projects over individual competition, in order to build trust and mutual respect within teams. Celebrate both individual and group achievements equally to show that collaboration is valued.
7. Regular Training and Development
Implement regular training programs and workshops that emphasise the importance of a psychologically safe workplace and provide practical tools to support it. Invest in training your managers and leaders on how to lead teams in ways that foster trust, inclusivity, and safety.
8. Encourage Peer Support
Introduce programs buddy systems, mentorships, and other peer support programs where new or less experienced employees can have a safe space to seek advice from peers. Further, implement regular team-building activities that help employees build stronger relationships, fostering trust and communication.
9. Respond Appropriately to Concerns
It’s essential to act promptly and sensitively when employees report concerns, demonstrating that their voice is heard and valued. Provide follow-up
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 workrelated issues in a positive way.
Vist their website: www.acaciaconnection.com
More information on the GMA's Member Assistance Program is available from our website: www.golfmanagement.com.au/ member-development-support/ gma-member-assistanceprogram-/
communications to keep the employee informed about actions being taken.
10. Mental Health Support
Promote work/life balance and encourage employees to take regular breaks and respect work hours to prevent burnout.
Remember that you and your people have access to confidential counselling and mental health and wellbeing support through Acacia EAP 24/7. Legal, financial, nutritional, and manager-specific support services are offered as well.
Final Words
Fostering psychological safety is an ongoing process that requires continuous attention and commitment from both leadership and employees. Implementing these strategies will help build a supportive, inclusive, and high-performing workplace culture.
WHEN IT COMES TO RISK AND INSURANCE, PREVENTION IS BETTER THAN CURE.
For a quote on your club insurance policies, ask your broker to contact Victor Insurance.
Clubs do not normally die overnight. Occasionally a factory town loses its key employer and causes a near immediate shutdown. More commonly, troubled clubs die slowly in the form of annual net decreases of 10-30 members. The cycle can take years, but the pattern is distinct.
It is easy to tell when you are near the end, but then it is too late to reverse the cycle.
Here, Damon DeVito, founder of Affinity Management, provides an insight into the signs of a club in the death-spiral as well as ways to avoid encountering it or to reverse the cycle.
The three most common catalysts for a club entering the death spiral are:
1. Capital Project
Affinity estimates that 80% of club failures stem from this root cause. Capital projects often go over budget, take longer than planned and bring unforeseen incremental operating costs. Few clubs accrue sufficient capital funds to pay for projects entirely from their balance sheets so debt, assessments and higher dues are commonplace. This is equivalent to a high wire act yet few clubs involve the necessary professionals to prepare for the marketing needed to overcome predictable negative impacts on revenue.
Though construction of new golf courses has slowed, the addition of any competition – even daily fee in many instances – can lessen the club’s attractiveness to enough people to cause a noticeable financial impact. This is particularly significant in smaller markets where Affinity has witnessed a new municipal course wreak havoc on established private clubs.
3. Self-Inflicted
Well-intentioned decision-making by the club can sometimes lead to disaster. The introduction of a dining or senior membership that cannibalizes dues falls into this category, as do overly lax policies regarding resignation and/or leave of absence or counterproductive attempts at membership or revenue growth. Selfinflicted causes most commonly follow capital project problems as a club tries unsuccessfully to reverse course
Virtually every capital project pushes out members at the margin. It is not uncommon for 5-15% of members to resign in the face of even the most popular capital proposals. Ironically, this can even be a positive in the development of a healthy club. Often clubs plan on new members being drawn in by the new improvements, and while that sometimes does happen naturally, more often it requires significant marketing support.
Few clubs have all of the money they need in the bank already and therefore there is some additional cost to members. All
members won’t support every project and even those that do sometimes resign anyway just because voting or paying a little more means they re-evaluate their membership. In essence they might have been on auto-pilot paying dues regardless of use, but the change brought on by the capital project forces them to reconsider. At the margin, some people leave, leaving fewer people to split the bill.
One of the most interesting resignation letters I have encountered was from a widow who loved her social membership, but rarely used it. When the club passed a small assessment (her portion was under $400) she wrote this on her invoice:
“I love the project and think it is the right thing to do. I have enjoyed the club, but now wish to resign. Best wishes.”
Mature clubs consistently lack any type of paid sales force. The reason is simple: for many years they didn’t need a membership director because the club was satisfied with its membership level. Maybe the club even enjoyed a waiting list, which any other industry would call running out of inventory.
Once membership levels are down, clubs commonly react by lowering price, advertising, and offering to pay members for referring friends to the club. These “deadly sins” may bring some shortterm success, but it is usually fool’s gold that damages a club’s image.
If these steps are unsuccessful, the club falls further behind financially and members grow concerned. Additional members leave through natural attrition and perhaps a few more decide to leave before things worsen. Some leave because their friends left. After an initial burst, recruiting members becomes challenging. Prices either need to be raised to pay the bills or expenses cut. At some point limited daily fee play or outside dining may be introduced.
These changes weaken the value proposition and drive out 5-20 more members – typically after high season ends. Members are getting less and pride erodes. During this process annual budgets usually anticipate growth or at least level membership, and the loss of these members means that the members must
contribute more money and/or additional services must be cut. The cycle worsens. Attracting and retaining talented managers that can stop the bleeding is more difficult with deteriorating resources, plus the situation has the look of resume blight. Very few managers have the experience and fortitude to overcome the problems, accelerating the decline. Similarly the club tends to gravitate to the “no money down, promise the moon” membership consultants who evidence some examples of home runs in other clubs. Unfortunately this home-run approach means there are many strikeouts. A strikeout at this stage can dramatically accelerate the problem. Unless interrupted, the club will reach a point of no return and either close, cease to be private or be sold.
The following steps apply to any cause of the death spiral, but the words here are tailored to the most common cause: capital projects.
1. Stage Projects
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Splitting projects into smaller, sequential efforts lowers the magnitude of any onebelly punch, and allows the club to focus 1
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more energy per dollar of capital outlaid. It also allows you to test relationships with architects and contractors.
2. Be Realistic with Timelines
Too many clubs call us for help in asking how to involve their members and get buy-in for a project that has already been designed and is ready to start. This leaves no room for error. Such dissent accelerates resignations.
3. Plan for Healthy Contingencies
10% should be the minimum. When renovating old buildings 20% is more realistic. Determine the use for unused contingencies in advance to avoid lastminute gold plating. Debt reduction or capital reserves are the most responsible uses of these funds.
4. Bad News Ages Poorly
If the budget or timeline changes from what was originally promised to members, it is best to communicate that as soon as it is evident rather than waiting for a neat solution to present itself. Communication is crucial.
5. Do Not Rely on Architects for Marketing Advice
I may have a good taste in buildings, but you would not let me design your building because I am not an architect. Keep this in mind when your architect begins offering membership advice. No renovation or capital improvement over $1 million should begin without a membership marketing professional involved unless a club is full.
6. Pre-Market
If you build it they might come…or they might not. Clubhouses, equestrian facilities, golf courses and other projects are most beautiful before they are built, when the imagination can run wild. Running a campaign leading into and during construction will create a buzz and attract potential members before you are in a crisis. It also will make members at the margin less prone to leave.
7. Let Operations People Review Architectural Renderings
I have been in many, many clubhouses that are gorgeous but dysfunctional. I love and respect architects, but architects are not the ones who have to stand in the server assembly line in front of the dumb-waiter every time there is a party because the kitchen is on the wrong floor. Architects underestimate mundane but important items like storage and employee dining areas that lead to perpetually high labor costs. This applies to Architectural Digest level professionals as well as regional clubhouse specialists. Involving your department heads early and often will save you money and headaches for decades and will create staff buy-in.
8. Educate and Update the Troops on the Front Line
Members get most of their updates about projects from waiters and cart attendants. Clubs rarely provide communication training and updates about what should and should not be said to members. Such training demonstrates respect for the staff, and helps avoid misguided promises and negative gossip on the grapevine.
9. Budget Operational Costs into the Project
There will be natural displacement of members. Quantify the cost and include this in your capital budget. If a banquet room were to close during wedding season the club should adjust budgets for fewer weddings. A club expecting 30 members to leave should include the cost of a marketing consultant and/or membership director in their capital costs for the duration of the project plus one year of operations. It is preferable to put it on the table when banks and members are most favorable to reviewing the overall budget, and it adds credibility to the project.
Once in the death spiral, outside intervention is almost always necessary to restore member confidence and drive membership growth. Missteps are especially costly. Fees must be stabilized at a reasonable rate, and the club’s finances put in order. If service has dwindled it needs to be addressed and compromises toward public access need to be undone. It is hard for management and/or board members to do this without somehow pressing the reset button by bringing in an advisor with operating and membership capability and/or inserting professional management between current employees and the Board.
Damon DeVito unexpectedly passed away in 2023, but his insights in this article, first published 15 years ago, still hold true today. Damon was an angel investor, entrepreneur, and teacher and mentor at the University of Virginia's startup incubator - in addition to being the co-founder and Managing Director of Affinity Management.
Established in 1997 and based in Charlottesville, Virginia, Affinity Management is a multi-course operator that also provides professional turnkey management solutions and advisory services to clubs and courses.
To connect with Affinity:
E: info@affinitymanagement.com
W: www.affinitymanagement.com
A reminder about the FREE services included in your GMA membership
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.
$29.95
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
The Australian golf club industry is grappling with escalating costs and evolving revenue streams, posing significant challenges to long-term sustainability.
Golf Business Advisory Services' Club Benchmarking database offers an in-depth look at these pressures, highlighting trends in insurance, energy expenses, and membership structures.
EDITOR'S NOTE:
This analysis has been generated with the assistance of ChatGPT, using raw data and commentary supplied by GBAS.
A copy of the raw data and commentary is available from the GMA website.
In 2023, the average insurance cost for Australian golf clubs rose to $111,538, marking a 19% increase from the previous year and a 42% surge over the last three years.
Clubs with operating revenues between $5m and $7m saw the steepest year-onyear increase at 21%, while larger clubs faced a 17% rise.
State-level disparities are stark. South Australian clubs experienced the largest jump, with costs climbing 27% in 2023 alone and a 56% increase over three years. By comparison, New South Wales clubs reported the smallest three-year rise at 31%.
Key drivers of these increases include:
• Growing claims related to natural disasters;
• Rising replacement costs for buildings and facilities; and
• The emerging risk of lithium battery fires. Daniel Bateup, the managing director of Golf Business Australia, has noted that “the rising costs of golf club insurance in Australia can be attributed to several connected factors that have significantly impacted the industry. The confluence of increasing natural disaster claims, the higher replacement costs for club assets and buildings, and the emerging risk of lithium battery fires collectively drive up the cost of golf club insurance in Australia. As these challenges continue to evolve, insurance providers are adjusting premiums & excesses to account for the heightened risks and financial implications,
ensuring they can cover the escalating costs associated with protecting these valued recreational facilities.”
For general managers, the message is clear: proactive risk mitigation and asset management are non-negotiable. Strategies might include reassessing insurance coverage levels, conducting detailed risk evaluations, and working with brokers to identify policies tailored to evolving club needs.
Energy costs have also spiked, with clubs spending an average of $110,000 annually on electricity and gas - a 16% rise from 2022 and a cumulative increase of 16% over the last three years. Larger clubs (>$7m revenue) saw the most dramatic surge at 22%, while Queensland led the pack geographically, reporting a 33% increase.
Energy expenses are becoming a substantial operational burden, prompting many clubs to explore sustainable solutions such as solar, energy-efficient lighting, and optimized heating, ventilation, and air conditioning (HVAC) systems. Negotiating long-term fixed-rate contracts with energy providers can also offer stability amid fluctuating market rates.
Queensland clubs experienced a staggering 33% increase in energy costs over three years, underlining the urgent need for sustainable energy practices.
A strong FME strategy is the cornerstone of sustainable membership revenue growth.
Membership revenue, constituting nearly 50% of total club income, is a critical metric of financial health. Over the past three years, clubs have seen an encouraging 5% growth in membership, with smaller clubs (less than 1,000 members) growing by 8%.
The Full Member Equivalent (FME) metric, which standardizes membership revenue across categories, has risen 6% during the same period. Clubs with higher subscription fees (>$5,000) show an even stronger FME ratio, averaging 65% compared to the industry standard of 61%.
Strategies adopted by clubs to strengthen FMEs include:
• Reviewing and adjusting category pricing.
• Closing or grandfathering outdated membership tiers.
• Prioritizing waitlisted candidates to optimize revenue potential.
• Tightening eligibility for category downgrades.
General managers must ensure their membership structures are not only competitive but also optimized for revenue efficiency. This involves balancing inclusivity with exclusivity, particularly in categories with high demand.
Despite inflationary pressures, Food and Beverage (F&B) costs of goods sold (COGS) have remained stable, averaging 41%-42% over the past three years. High-revenue clubs (>$1.5m F&B income) have managed slightly better efficiency, achieving a combined F&B COGS of 40%, compared to 42% for smaller clubs.
Strategies that have contributed to this stability include:
• Adjusting portion sizes and refining menu offerings.
• Strategic pricing to offset higher input costs.
• Leveraging supplier relationships to secure favorable terms.
For general managers, continued vigilance in monitoring COGS percentages and
adapting to market conditions will be vital to maintaining profitability in F&B operations.
The rising costs highlighted in the GBAS data underscore the critical need for proactive and innovative management strategies. To navigate these challenges, general managers should consider:
Comprehensive Data Utilization: Leveraging benchmarking data to identify cost-saving opportunities and revenuemaximizing strategies.
Sustainability Initiatives: Investing in energy-efficient technologies and environmentally friendly practices to reduce long-term operational costs.
Membership Optimization: Continuously assessing the performance of membership categories to ensure alignment with financial goals and market trends.
Strategic Cost Management: Engaging suppliers and insurers in negotiations to achieve the best possible terms while
The Australian golf club industry is at a crossroads. Rising insurance premiums, climbing energy costs, and the evolving dynamics of membership revenue demand immediate attention from general managers. By implementing data-driven strategies and embracing innovation, clubs can safeguard their financial health while continuing to deliver exceptional experiences for members and guests.
IRRIGATION HAS ALWAYS BEEN IN YOUR HANDS. NOW IT LITERALLY IS.
Clubs have effectively balanced inflationary pressures in F&B operations through strategic pricing and menu optimization. See how you can
At the recent BMI "Leadership Principles" program held at Woodlands GC in October, Gabriel Esseesse gave participants an insight into the world of digital marketing and focusing on results to get a good return on investment. GMA’s CEO, Paul Vardy, recently asked him some questions.
Paul Vardy: If a golf venue wants to target a certain demographic from a certain location range to use a function room, or spare tee times or their mini-golf, is this what you can help them with?
Gabriel Esseesse: Absolutely! The key is to create a strategy that effectively targets their desired customers in a measurable way. This involves considering factors like the competition in their area, the size of the market, how quickly they want to start attracting clients, the value each client brings, and the cost of acquiring them.
To assist them, I would recommend starting with a discovery chat to fully understand their goals and challenges. From there, we can develop a customised strategy and create a roadmap with measurable KPIs that will deliver a return on investment (ROI).
This will help them track their progress and see tangible results from their marketing efforts.
Do you notice a whole lot of misdirected online advertising?
Yes. One of the biggest issues we observe is that much of online advertising seems misdirected - focusing on appearing busy by posting content for its own sake rather than prioritising what truly matters.
This often means not concentrating on bringing in new, quality leads or assisting in selling or promoting products that are less well-known or under-advertised. By not aligning marketing efforts with these critical objectives, companies, including golf clubs, risk missing valuable opportunities to effectively reach and engage potential customers.
You talk about organic versus paid advertising? What’s more effective?
Both organic and paid advertising are extremely effective, but they serve different purposes and timelines.
Organic advertising takes more time to build because it relies on naturally attracting your audience through quality content and engagement. These tactics involve publishing content across different channels and optimizing it so it can be naturally discovered by your target audience.
Paid advertising can deliver quicker results by placing your message directly in front of your target audience. It really depends on your business goals and resources whether you choose one over the other - or decide to utilise both.
What’s often happening to mess up the well-intended online advertising?
Well, what’s really going on is that many companies, including golf clubs, aren’t properly measuring the results of their online advertising. Clubs might feel they’re doing great because they see their own content online, but without tracking real, measurable return on investment (ROI), it’s hard to know if their efforts are actually paying off.
What are the ways you work with them to track their ROI?
It’s important to keep an eye on every cent being spent and measure the results. By closely monitoring our spending and outcomes, we can ensure that our advertising budget is used effectively and make adjustments as needed.
To make online advertising more effective, we need to truly understand who you are as a company, who your clients are, where they spend their time and what motivates them. With this understanding, we can better target your efforts and reach the right people in the right places.
We do user-testing to understand how your audience interacts with your content. By getting direct feedback from users, we can tailor your advertising to better meet their needs and preferences.
How important is choosing the right platform to advertise?
Businesses often jump on trends just because others are doing it. For example, they might start posting on TikTok simply because another company is, without
considering if it’s the right platform for their audience.
In digital marketing, we can be very specific about who we want to target. Retargeting through platforms like Meta (Facebook and Instagram), YouTube, and TikTok still delivers excellent ROI.
If someone has visited a specific service or product you offer, we can keep promoting it to them with added value propositions. By doing this, we’re staying connected with people who have already shown interest, which makes our marketing efforts much more effective.
So, it’s no coincidence that if you’ve gone somewhere or you have searched something, a whole bunch of target adverts pop up on your devices?
Yes, that’s right! It’s no coincidence at all. When you search for something online or visit certain places, data about your activities is often collected and used to show you targeted ads on your devices.
We hear a lot about data and protecting privacy. What can you tell us about who’s got our data?
Unfortunately, our data is all over the internet whether we like it or not. As consumers, this can be quite scary, and we need to be vigilant about protecting our privacy.
Over the past two years, more restrictions on tracking have been implemented, which makes it harder for businesses to control and measure real ROI from their online advertising efforts.
That’s why it’s so important to keep a close eye on performance and to test consistently. By doing so, companies can adapt to these changes and continue to reach their audiences effectively, while also respecting privacy regulations.
What is a quality lead and how do you find them?
Well, we see a mixed bag in this space. Some golf venues are doing really well - they know what they’re doing, they understand their numbers and they know exactly what they’re measuring. They’re effectively reaching their audience and making the most of their marketing efforts. On the other hand, some are leaving a lot of money on the table. There’s a huge
number of people looking for their services, but they’re not promoting themselves effectively. Sometimes, they don’t inspire trust in their clients that they’re a good golf venue.
For example, we’ve seen websites and companies using stock images of golf courses to promote their venues. How can you trust them when it’s clear those images aren’t of their actual site?
A quality lead is someone who is genuinely interested in your services and has a high potential to become a customer. To find them, it’s important to understand your target audience and reach out to them through the right channels.
Being authentic - like showcasing real images of your venue - and engaging with potential customers in a genuine way can help build trust and attract quality leads.
Thanks Gabriel for your time.
Gabrielle Esseesse is a Director at Salt & Fuessel Digital Agency www.saltandfuessel.com.au
Connellan Industries Australia are specialist commercial builders who have completed some of Australia’s most complex and exciting internal fit outs.
Our projects and client lists are based on our proven record of tight timelines, restrictive budgets and often difficult and complex access and finishing profiles.
Contact us for your next commercial project: reception@connellan.com.au | 03 9329 4877
Throughout the Engineering and Development process prior to the launch of the Club Car Vanguard Lithium ion Tempo we maintained a strong focus on safety The result is a unique and automotive grade solution.
The battery packs themselves have been extensively tested to be resilient to puncture and propagation (the spreading of an event from inside of a cell).
The cells inside the Club Car Lithium ion battery pack are fuse linked. An issue inside a cell during charging or discharging (during use) will cause a breakage in the fuse link and prevent the event spreading to other cells.
Club Car Lithium ion packs have redundant contactors in the battery posts. In the case of an event in a cell, a welded contactor would continue to supply electricity to the pack. The redundant contactor is designed to trigger in this circumstance and disconnect the battery pack from the charger or if in operation from the vehicle itself.
The Club Car Battery Management System constantly monitors charging and discharging by individual cell and cell balancing. The charger and our BMS are in constant communication and the system is designed to shut off in the event of a potential issue
You should have no concerns about the Club or Members storing and charging Club Car vehicles onsite that are fitted with our original batteries and controls.
As 2024 draws to a close, facilities management provider, First Choice Services (FCS), looks back on a year of expansion and meaningful collaborations.
Specialising in commercial facilities management solutions, FCS remains dedicated to delivering exceptional service tailored to the unique needs of its clients.
This year, FCS proudly partnered with several prestigious golf clubs within the Golf Management Australia (GMA) network. These collaborations not only highlight FCS’ commitment to excellence, but also reflect the shared values of quality and care that define both FCS and the GMA community.
On Monday, 2nd December, FCS was honoured to commence a new cleaning contract with City GC, located in Toowoomba. This partnership marks an exciting chapter as FCS brings its expertise to another renowned venue within the GMA network. The team at FCS take pride in ensuring City GC's facilities are maintained to the highest standards, ensuring a welcoming environment for members, guests and staff.
First Choice Services is also scheduled to start servicing Toowoomba GC, on Friday, 13th December, marking another significant milestone in the company’s regional expansion. Partnering with
Toowoomba GC offers FCS the opportunity to further demonstrate its commitment to quality and reliability, and the team looks forward to working with the club to ensure the facilities are in excellent condition.
In addition to its operational growth, FCS has supported local sporting events. The company was delighted to sponsor the Beerwah GC Elgin Valley Beerwah Legends Pro Am, a golf tournament that took place from 4th to 5th December. This event was an exciting day where golfers showcased their skills and competed in a spirited environment.
FCS will also be sponsoring the Maroochy River GC Schweppes Legends Pro Am, held from 15th to 16th December, another exciting occasion to support a vibrant local event.
As the year concludes, First Choice Services extends its gratitude to its clients and partners for their trust and collaboration throughout the year.
Looking ahead, FCS remains focused on refining its solutions, building lasting relationships, and delivering long term value to its clients.
For inquiries, or to learn how First Choice Services can tailor a facilities management program to your needs please contact:
E: support@firstchoiceservices.com.au P: 1300 544 166
Lightning can strike twice, but with golfers out on the course, once is too often. SINT and UBIMET partner to provide the most technically accurate lightning detection and warning systems to protect your players and staff.
The chances of lightning strikes harming golfers has been reducing through accurate storm technology and weather detection, but it remains a significant concern for every golf club. Accurate and high precision Lightning Detection System networks (LDS) are the best weapon against potential injuries.
SINT and UBIMET LDS partnership includes additional benefits:
In Australia SINT has partnered with UBIMET who operates a nationwide LDS network used by aviation, mining, major sports & event venues, and golf clubs, and uses the newest and most advanced technology in the country.
With the addition of SINT integration, the UBIMET LDS network functions are increased to include configurable automated alerts and compliance testing including:
• Lightning proximity radius alerts pushed to SINT’S onsite integration system.
• Highly customisable alerts
• Alerts sent only during times when players are on the course.
• Automated compliance tests weekly.
• Interfaces to messaging systems - SMS to players, onsite siren activation, display screens
When it comes to player safety there can be no compromise.
SENPOS has unveiled an exciting new Kitchen Display software beneficial to golf venues.
This fresh development helps minimise kitchen delays, order inaccuracies, and communication breakdowns, ensuring smoother service and happier customers.
At the core of the software is an organised docket view with colour-coded visual alerts . Kitchen staff can effortlessly track the progress of every item within a docket, reducing confusion and improving efficiency. Any golf business can take advantage of the software’s many features including:
• All-day count sidebar: Gain a snapshot of the rolling total of items shown on active dockets, which is great for monitoring depleting items such as specials.
• Merge dockets: Combine orders from larger groups or tables to ensure items are served together. Such as, entrees and mains.
• Multiple preparation statuses: Update preparation statuses for accuracy on the progress of each item. This is great for handing over between stations such as the grill to cold prep.
• Group pass function: Prevent partial dockets from being passed until all items are ready.
• Hide passed items: Keep the display clutter-free by showing only outstanding orders.
SENPOS Kitchen Displays are scalable to fit kitchens of any size or setup, whether you operate a bistro, bar or cafe. The software also provides reporting tools to track service performance, offering valuable insights for operational improvements. Built for durability, the 22-inch capacitive touchscreen is robust and offers a user-friendly interface, making it ideal for busy kitchen environments.
Our fresh new kitchen display software is designed in-house and in collaboration with industry experts, venue operators and customers.
Following a successful pilot, SENPOS Kitchen Displays are now available for your golf business . SENPOS Kitchen Displays are part of the complete point-of-sale experience your venue can achieve. Plus, with our MiClub integration you can seamlessly manage golf membership to create the ultimate experience for your members.
With around 1,200 discussions and 111 logged items in the library, GMA members are engaging with GMA Connect to share questions, knowledge and resources. Join the conversation – share with your colleagues, or simply read the threads and stay informed. Thanks for your contribution..
GMA members can go to connect.golfmanagement.com.au and use your GMA sign-in and password to join in the conversations.
Contact our team to get started: www.senpos.com.au/contact-us
