September 2007

Etiquette &
Ethics in golf

Also in this issue

• Soil Sampling • Turf management
• Cool season turf grasses • Succession planning
• Atlantic Beach feedback • Maximising your F&B profit
Profile: Ceres Golf Club

A monthly business-to-business Volume 3 Issue 9

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FEATURE
CONTENTS ARTICLE FEATURE ARTICLE FEATURE ARTICLE

Some thoughts
LEAD STORY
Etiquette and ethics in golf 4 Might not this kind of conduct carry over to
other aspects of our lives, like personal rela-
COURSE MANAGEMENT

Soil is at the “root” of growing problems
HUMAN RESOURCES Letter page
Readers’ questions answered
on etiquette and
8
tionships or other business dealings — and
we know how many business relations origi-
nate through golf?
9 So, the question is, how likely is it that
(even seemingly innocent) cheating at social

ethics in golf
GCMGA
golf might spill over to cheating in “real life”?
Without turf management there
The Center for Law Enforcement Ethics in the
would be no golf! 10
United States puts it as follows: “Is there any
COURSE MANAGEMENT relationship between the way a CEO behaves
Are cool season turf grasses on the golf course, and his actions back at
environmentally friendly? 12 the office? In other words, if an avid golfer is

CMASA
Willem Landman and Praveen Naidoo of the Ethics
Succession planning 15 Institute of South Africa (EthicSA) give their views on the
CLUB PROFILE linkages between ethics and etiquette on the golf course,
Ceres golf club 17
in business and in life generally.
CLUB MANAGEMENT
Plan the work and work the plan 19 We found the following amusing golfing
BIRDIES AND BOGEYS
story about former US President Bill Clinton
Snippets 21 on the internet, written by Brian Viner of The
Independent in London.
FOOD & BEVERAGE In April of this year, on a short trip to
Maximising your profit from F&B 22 Scotland, Clinton found some time for a
round of golf at Prestwick, the birthplace of
the Open Championship. He went round in
Cover picture: Ceres golf course in the 82. Incidentally, this same score was carded
Western Cape. by three Open winners over the same links
on the final day, namely Jack Simpson in
1884, John Ball in 1890 and Willie Auchter-
■ Editorial 
Ionie in 1893. Perhaps even now this is not
ANDREW WILSON
email: anorbury@iafrica.com a bad score.
cell: 082 575 3861 Viner remarks however, that there was
some considerable scepticism as to whether
■ AdvertisinG Clinton truly scored 82. The three secret serv-
Simon Turck icemen he was playing with were likely to
(National business manager)
email: simon@rsp.co.za
have had their thoughts on their boss’s secu-
cell: 083 252 8387 rity rather than checking his score. Perhaps
the scepticism was justified, because Viner
■ AdvertisinG says that “a New York Times reporter once
TYRON MARTIN swore blind that in accompanying Clinton
(ADVERTISING EXECUTIVE)
round 18 holes he had counted somewhere in
email: tyronm@rsp.co.za
cell: 083 235 7509 the region of 200 presidential strokes. Yet by
the time Clinton signed his card, 118 or so of
■ SUBSCRIBE to GCM for R240 a year. them had been conveniently overlooked. On
Contact Natalie Shekleton that day, too, Clinton returned an official 82.”
tel: 011 301 4448 One of us is a tennis player (Willem), the
email: natalies@rsp.co.za
other a golfer (Praveen). But it is quite clear
Visit our website www.fairwaymole.com to us that both sports are open to the same
kinds of, to put it charitably, questionable
A monthly
newsletter brought
conduct. When one plays a game of social
to you by tennis, without the luxury of having linesmen,
then you will always have the nagging worry
that your admirable driving forehand was
really in rather than over the baseline, as your
opponent claims, especially if your opponent
has proved to be less than trustworthy in such
matters before!
Let’s assume that Clinton did in fact card
82 after playing 200, and that Willem’s tennis
partner called his ball out when it was actu-
ally in. Let’s further assume that they did so
intentionally, knowing all too well that the
score was 200 and the ball was in.
What would be the problem with that, one
might ask? Quite simply, they are not telling
the truth. Clinton deceives his playing part-
ners, and Willem’s tennis partner deceives
him. Intentionally telling an untruth or lie is
to cheat. A lie need not be spoken, but may be
constituted by an action, or even remaining
silent, depending on the situation.
But what’s the problem with these decep-
tions, one might ask? One could argue that it’s
not really a big or serious problem because
the games were just social, nothing much
hinged on who won and lost, with all soon to
be forgotten and no harm done.
But is that really so? One could argue that
in both cases the cheaters’ opponents were
really working hard at their game, only to be
unfairly or undeservedly cheated out of a con-
fidence-boosting win. Surely, cheating is not
without adverse consequences for someone,
even if the cheater is the only person who
knows about the cheating. Does not the fact
that you yourself know have an impact on
your character, on your future inclinations?
willing to under-report his score — tell a lie
— on the golf course, can we trust him to be
totally honest in other areas of his life?”
In the case of Clinton, the answer is easy
— as a matter of fact (without necessarily
judging him), he cheated at golf (if the story
is true) and he cheated on his wife, although,
admittedly, we do not know whether he
cheated on his wife because he also cheats
at golf. But is it generally the case that the
one form of cheating leads to the other? What
reason do we have to trust a cheater at golf
in the board room, especially given corporate
ethical scandals, such as Enron and our own
LeisureNet? Or is cheating at golf simply
“social cheating”, and, as such, an inaccurate
indicator of bad business ethics?
A survey published in USA Today (26 June
2002) sheds some light on these questions.
Researchers interviewed 401 high-ranking
corporate executives and reported their views
7 Habits to cultivate an ethical
approach to life:
• Living values by example;
• Being outspoken about values;
• Expecting the same high standards
from everyone under your authority;
• Keeping open channels of communica-
tion and encouraging communication
about values and standards;
• Putting ethical issues on every busi-
ness agenda, just in case there should
be any;
• Making people feel that raising ethical
issues is the right thing to do (rather
than making them feel they should
not do so) (= legitimising ethical dis-
course); and
• Acting when there are ethical
transgressions.
Don’t allow a shadow to be cast over the enjoyment of the game.
on the connection between golf and business
as follows:
• 99% consider themselves honest in
business;
• 87% have played golf with someone who
cheats;
• 82% personally cheat at golf;
• 82% hate others who cheat at golf;
• 72% believe golf and business are corre-
lated; and
• 67% say a golf-cheat would also cheat at
business.
There is something really odd here. How
can, on the one hand, 82% say that they per-
sonally cheat at golf, golf and business are
correlated (72%) and golf-cheats would also
cheat at business (67%), and, on the other,
believe that they, personally, are honest in
business (99%)? USA Today quotes organi-
sational psychologist Ken Siegel, who likens
this inconsistency to bosses who say their
greatest strength is working with people while
their subordinates almost always describe it
as their greatest weakness!
So, there appears to be a real danger that
dishonest conduct in golf — or sport in gen-
eral — might carry over to other parts of our
lives.
Apart from the Clinton example of entering
fictitious scores, dishonesty on the golf
course comes in different shapes and forms.
For example: improving the lie of your ball
when your opponents aren’t looking; putting
in a false handicap; playing badly on purpose
to increase your handicap; claiming igno-
rance of the rules to avoid penalty strokes;
or failing to enter your scores when you play
away from your own club, especially when
you have played well.
Apart from dishonesty, other forms of
poor conduct include using psychological
gamesmanship to upset your opponents, or
disturbing your opponents when they are
addressing or playing the ball.
Where do we find guidance for doing the
right thing in golf? First, there is golf eti-
quette, and, second, more basically, there is
ethics. Let’s look at each of these in turn, and
also ask what the relationship is between the
two, if any.
Firstly, “The ten commandments of
golf etiquette” written by Bill Purdin
(www.legendinc.com) sets standards for good
golfing conduct. All the specific prescriptions
falling under these ten broad requirements
really boil down to having consideration for
fellow players so that the game is played
fairly. They are all about good gamesman-
ship, good sportsmanship, being a good
winner or loser.

 September 2007 Golf Club Management Golf Club Management September 2007 

"Your complete media partner in golf"
PUTTING YOU ON COURSE
For example, golf etiquette requires, among
others, the following: do not stand behind a
golfer on the tee, or anywhere else on the golf
course; play without delay at all times; use
golf carts to speed up play not to slow it down;
when you leave a bunker, remove all evidence
that you were ever there; on the green, fix your
ball marks like a craftsman, leaving no bare
ground and an even, smooth surface where
the ball mark was; stand absolutely still and
watch your fellow player hit the ball; cultivate
the right temperament and do not explain why
your shot was bad, or good, and never yell out
or whine after hitting a bad shot.
So, rules of etiquette such as these guide
good conduct on the golf course and in the
club house afterwards. They are standards for
good, right and fair conduct.
Secondly, ethics is about setting and
observing basic standards of good conduct for
all aspects of our lives, not just sport. These
standards are ethical values, such as respect,
integrity, honesty, fairness, and account-
ability. So, ethics is about our responsibility
or obligation to align our conduct with core
ethical standards or values. By observing
ethical values, we protect not only others’
interests, welfare or wellbeing, but also our
own. In this way, we create the good life and
the good society.
What is the relationship between etiquette
and ethics, specifically in a golfing context?
We believe that the rules of golf etiquette
are very specific understandings of more
basic ethical values with wide and universal
application in our lives. They are golfing inter-
pretations or expressions of the underlying
ethical values in which they are anchored.
Thus, for example, the ethical value of fair-
ness requires that when you play golf you
do not improve the lie of the ball when your
opponents are not looking. In fact, another
ethical value, namely honesty, also prohibits
one from doing this. Clinton’s cheating on his
score card (if he did!) is another example of a
transgression of the ethical value of honesty,
which, in a golfing context, finds specific
meaning in the rule of etiquette that you
should check your card occasionally to insure
accuracy. And again, talking and unneces-
sarily telling stories that delay play are forms
of being disrespectful to the players behind
you, and as such a disregard for the ethical
value of respect for other people.
In short, the rules of golf etiquette are spe-
cific golfing expressions of underlying ethical
values that guide all decent conduct. Whereas
basic, underlying ethical values need to be
interpreted for every context of our lives – in
respect of family relationships, friendships,
work and the like – the rules of golf etiquette
are very specific, focused and detailed do’s
and don’ts. Some of them may appear rather
innocent, or even petty, but they have been
established over many generations of playing
the game. If they are honoured, the game is
played respectfully, honestly and fairly. If
they are not, it is played disrespectfully, dis-
honestly and unfairly.
And if there is no rule of etiquette for an
issue in golf that needs to be addressed, one
needs to interrogate basic ethical values for
guidance. What do integrity, honesty, fair-
ness, and the like require of us? Then we
write a rule of etiquette that is faithful to that
Brief CVs of Willem Landman and Praveen Naidoo
Willem A Landman, BProc (SA), MA
(Oxon), MA, DPhil (Stell); CEO, Ethics
Institute of South Africa (EthicSA);
Professor Extraordinaire, University
of Stellenbosch; holds degrees in phi-
losophy, political philosophy, theology
and law; South Africa-at-Large Rhodes
Scholar, University of Oxford; Professor
of Medical Humanities at the University
of North Carolina, USA (1994-2000);
co-editor, Developing World Bioethics,
Blackwell Publishing, Oxford; editorial
board member, South African Journal
of Philosophy, and African Journal
of Business Ethics; book co-editor,
The bioethics reader: Editors’ choice,
Blackwell Publishing, Oxford (2007);
member, Council of the Institute of
Directors in Southern Africa (IoD); chair,
Ethics Board, PricewaterhouseCoopers
(PwC) in southern Africa; member, Fair
Praveen Naidoo and Willem Landman
FEATURE ARTICLE
basic ethical value.
Sport ethics and etiquette are not divorced
from the other aspects of our lives. We have
seen that behaviours in golf for example, may
very well be carried over to the rest of our
lives. We are not very good at compartmen-
talising the different aspects of our lives. But
even if we do not have proof that there is such
“transfer” of good or bad conduct from golf
to the rest of our lives, it’s a good thing to be
alert to this probability, and to guide against
bad practices in golf becoming bad practices
in our personal or other business conduct and
relationships.
Sport is a practice ground for life, but also
a slice of life itself. ■
See editorial comment in Birdies and
Bogeys on page 21.
To contact Willem Landman or Praveen
Naidoo, e-mail them at willem@ethicsa.org
Practices Committee, Momentum Group;
member, Ethics and Policy Advisory
Board, Discovery Group; Ethics Advisor,
Global Fund to Fight AIDS, Tuberculosis
and Malaria, Geneva, Switzerland; con-
sults in the public and private sectors on
organisational ethics management
Praveen Naidoo, Manager: Organisational
Ethics Development, at the Ethics Institute
of South Africa (EthicSA) was educated
at the University of KwaZulu Natal in
Durban in Sports Science and Education.
He has had a variety of work experiences
from teaching sport to casino manager
to retail operator. In 2000, he studied
Forensic Polygraphy and Investigations
and was in that field for five years. In 2002,
he obtained a Diploma in Ethics Training
from The Institute for Global Ethics in
the USA. He was contracted to KPMG to
conduct Ethics Training in 2003. He was
appointed as a Mentor for Parolees on the
Khulisa Re-integration Prison Programme
in 2003 and 2004. He joined EthicSA in
2005 and is currently studying towards an
M.Phil (Ethics) degree at the University of
Johannesburg (UJ). He is a member of the
Institute of Directors in Southern Africa
and also of the Institute for Global Ethics,
Character Counts, and Business Ethics
Network Africa (BEN-Africa). ■
Golf Club Management September 2007 
COURSE MANAGEMENT
Soil is at the “root” of
many growing problems
Faced with poor turf on fairways and greens? First check your soil. Murray Veitch
of Turftek explains why.
Have you ever wondered why one fairway
may grow much better than another fairway
or why one green seems to be easier to
manage than another?
There are a host of things that may cause
one fairway or green to grow better than
others, which may include better light con-
ditions, more water or better soils.
When trying to determine what may be the
reason for poor growing conditions it is always
a good idea to first test soil samples in order to
determine what is going on in the soil.
A soil sample will be able to give you the
following information:
pH:
It is always good to know what the pH is
in the soil. Soils with a low pH of around
3 are said to be acidic and those with pH’s
above 7 are said to be alkaline. The ideal
pH range would be between 6 and 7. Low
and high pH levels affect the availability
of essential elements to the growing plant.
Strongly alkaline soils may have high levels
of sodium (Na). There may be a need to
amend the pH levels of soils with exces-
sively high or low pH levels. Lime is used
to adjust the pH levels of soils with exces-
sively low pH levels. Gypsum is applied to
soils with high pH levels.
By adjusting the pH level in the soils to
the ideal range of between 6 and 7 more
nutrients will become available for the
uptake by the plant.
Cation Exchange Capacity (CEC):
The positively charged elements in the soil
are called cations. Many of these cations
are important nutrients which are taken
up by plant roots and therefore help with
growth. Sand based greens have a very low
CEC due to the lack of cations and therefore
sand greens do not hold nutrients as well as
 September 2007 Golf Club Management
greens with a high organic or clay content.
This is the reason why a lot of liquid or
slow release type fertilizers are used on sand
based greens. Due to the low CEC sand
based greens would also leach a lot quicker.
Without first doing a soil sample test to find out what is present in the
soils that you are dealing with, most theories will be guess-work.
The type of fertilizer programme used
would therefore be determined by the CEC
of the soils. On a fairway situation a lot of
organic matter is added to try to improve
the CEC of the soils and thus improve the
nutrient uptake capability of the soils.
Nutrients:
Soil sampling will tell you what the nutrient
status is within the soil. In order to work
out a fertiliser programme it is important to
know what nutrients are present in the soil.
All too often fertilizer is added to a fairway
and because of what nutrients already exist
in the soils, the added fertilizer is not able to
be taken up by the plant. In some instances
Pristine fairways and greens don’t just happen; first test, then treat!
there may be a build up of a specific nutrient
in the soil which will be an inhibiting factor
restricting the uptake of other vital nutrients.
By looking at the soil test results a soil
scientist will be able to work out the best-
fit fertilizer programme for that specific site,
taking into consideration all the nutrients
that are present in the soil and how they will
interact with each other and also with ferti-
lizer that is added.
Without first doing a soil sample test
to find out what is present in the soils that
you are dealing with, most theories will be
guess-work. A soil test will immediately
show up any undesirables within the soil
and you will then be able to manage the soils
accordingly.
For more information on soil sampling
or other turf related issues, contact Murray
Veitch of Turftek on 012 807 7282 or at
leonette@turftek.co.za
Readers’ questions answered
A question from Tony in Gauteng:
An employee who has been with us for
two years gave us three days notice and
left. He is due 13 days leave. Can we hold
back his leave pay as he didn’t give us the
required notice under the Basic Conditions
of Employment Act?
GCM – unless you are able to obtain the
employee’s signature that they agree to
you holding back their leave pay as a set-
off against their notice period, you are not
allowed to hold back any remuneration that
they are entitled to.
If you really wanted to pursue the matter
you would have to bring a civil action against
the employee and prove damages for the lack
of appropriate notice. It is unlikely to be worth
it. However hard it seems, the best route is to
delay paying the person any monies due until
HUMAN RESOURCE LETTER PAGE
the end of the contractual notice period and
then get on with your lives.
If you really wanted to get nasty, you
could put “absconded” on their certificate
of service as the reason for the termination
of contract. To do this however, you would
have to inform the person of your intentions
and give them an opportunity to serve out
their notice.
A question from Colin in the Eastern
Cape:
We have a time-keeping problem at the club.
A number of employees regularly arrive late
and leave early. Are there any regulations
that can be imposed regarding attendance
and time-keeping?
GCM – The only regulations regarding
time-keeping are those that should be
spelt out in your contract of employment.
There is nothing in the Basic Conditions of
Employment Act other than the maximum
working hours permitted. If you have a
situation of poor time-keeping it should be
treated as misconduct and the employee or
employees should face disciplinary proce-
dures. This should start off with counselling.
If no improvement takes place then proceed
to a warning. If still no improvement, hold
a disciplinary hearing at which, if proven
guilty of poor time-keeping, the appropriate
penalty would probably be a final written
warning. Finally if poor time-keeping per-
sists, you will be within your rights to
terminate their contract of employment.
If you have a question to ask regarding
employment policy or practice, e-mail
Andrew Wilson at anorbury@iafrica.com
GOLF COURSE MANAGERS’ & GREENKEEPERS’ ASSOCIATION
Without turf management
there would be no golf!
GCM investigates the role that the Golf Course Manager’s & Greenkeeper’s Association
(GCMGA) is playing in raising standards and gaining recognition for turf management
specialists. This is what Warwick Fynn, chairman of the association had to say.
Our mission at the GCMGA is dedicated
to serving its members, advancing their pro-
fession and enhancing the game of golf.
In order to achieve this we have set certain
goals for ourselves. One of the major goals is
for employers to view greenkeepers as a key
asset to the golf facility and for golfers to view
them as key to their enjoyment of the game.
Who is the GCMGA?
The Golf Course Managers and Green-
keepers Association came into being
because greenkeepers saw a need to network
and share their experiences on the mainte-
nance and upkeep of golf courses. The
GCMGA is a Gauteng-based association
with Johannesburg and Pretoria contributing
mostly to its membership.
The association provides information for
its members, represents their interests and
facilitates training. Perhaps most impor-
tantly, the GCMGA provides a forum for
discussion and networking among green-
keepers and turf management specialists.
The GCMGA and its members would like
to be recognised by the golf industry as one
of the key contributors in elevating green-
keepers as professionals and raising the
standard on our courses.
Greenkeeping, after all, has become a
multi-skilled position – depending on the
demands of the club, a greenkeeper may
be part scientist, environmentalist, horti-
culturist, personnel manager, instructor,
meteorologist and accountant, to list but a
few tasks. This is the reason why we are
GOLF COURSE MANAGERS’ & GREENKEEPERS’ ASSOCIATION
motivating for a change in title from ‘green-
keeper’ to ‘course manager’. Greenkeepers
are no longer merely keepers of greens but
managers of all open spaces and of budgets
running into millions of rands.
The GCMGA has 85 greenkeeper mem-
bers and 43 trade members. The committee
comprises of five greenkeepers and two
trade members. Office bearers are Warwick
Fynn, chairman; Matthew Johnstone,
vice-chairman; Marinus van Luytgaarden,
treasurer; Sean Byrne; Craig Hunter; Richard
Metcalfe and Bruce Chambers.
All planning and scheduling of meetings
and events is done by the committee at the
beginning of the year in order to have well
organised and interesting meetings.
As an association we would like to appeal
to all club managers to support their green-
keepers in joining the GCMGA or their local
greenkeepers association because without
your support your greenkeepers don’t
always join. It will cost the club/greenkeeper
R1 500 as a first-time member to join the
GCMGA.
•
Benefits of membership are:
invitations to attend all monthly meetings
national arena, which can only benefit the
profession and the facilities in South Africa.
• invitations to attend all seminars
Each region in the country has its own
• superb networking opportunities
organisation representing the interests
• receipt of industry-driven magazines.
of local greenkeepers. Stephen Webber,
greenkeeper at Clovelly in the Cape and
Initiatives
chairperson of the Western Province Turf
We are currently working on certain initia-
tives to help us improve our impact on the
Grass Association supports the drive towards
achieving a national voice for greenkeppers.
golf industry. These are:
• To help members achieve career success
His organisation is currently represented by
• To carry out focused reserch
approximately 50 members and they fully
support the sentiments expressed by the
• To spearheaded the formation of a
GCMGA for national representation. They
National Greenkeepers Association,
would also support the change in title from
which will have regional membership.
greenkeeper to “course manager” or “turf
This initiative has been driven by the
manager” and would like to see the “profes-
need to have “one voice” that addresses the
sion” gain greater recognition for the skills
issues that face the industry, namely: educa-
they bring to the golf environment and the
tion standards, government lobbying and best
contributions they make to enhancing the
practice. The national body is in the process
image of golf.
of finalising the legalities required for its for-
mation and has already been accepted as an For more information on the GCMGA please
associate member of FEGA (Federation of contact: Sue Fitzpatrick on (011) 482 7542,
European Greenkeepers Association). This or Stephen Webber on (021) 782 1118
move sees us take our place in the inter- for information on the WPTGA.
COURSE MANAGEMENT
Cool season turf grasses aren’t
environmentally friendly; or are they?
In the second of a two-part series on turf grass selection, Darren Berry of Golf Data
highlights the growing interest in cool season turf grasses.
The use of cool season turf in South Africa
has been limited to greens only until the last
decade, which has seen a small number of
golf courses being established with cool
season turf on fairways and roughs.
Cool season turfgrass species include
Creeping Bentgrass, Annual Bluegrass,
Perennial Ryegrass, Kentucky Bluegrass,
Rough Bluegrass and Turf type Fescues.
As soon as the use of cool season turf
is mentioned for fairways and roughs, the
immediate reaction from most fronts is
always, “Is there enough water?” The ques-
tion is a valid one, as the use of cool season
turf is generally associated with an increased
demand for irrigation water. The water issue
should however not be utilized as the sole
deciding factor when considering the use of
cool season turf.
It may be surprising to some, but the use
of a cool season turfgrass variety could, in
the right situation, be considered as an envi-
ronmentally sound decision. This statement
is based on some common sense rationale.
Most cool season species, compared to
their warm season cousins, are non-inva-
sive. The cool season turf will only persist
within the irrigated golf corridor and will
not survive in non-irrigated areas. This
fact can be very usefully employed on an
environmentally sensitive site, when the
invasion of golf course turf into sensitive
areas is a concern.
The management of kikuyu is another
environmental advantage, especially on
sites with a fynbos presence. Kikuyu is an
extremely invasive grass specie and will
quickly dominate an environment if left
unchecked. Kikuyu can however be selec-
tively eradicated from most cool season turf
and can therefore be managed proactively.
The cool season turf species with
which South African golfers will be most
familiar are obviously Creeping Bentgrass
and Annual Bluegrass. These turf species
12 September 2007 Golf Club Management
have been used extensively throughout the
country for many years with good success.
The use of cool season turf on South
African golf courses has its place. The most
important aspect of the cool season selection
process is that the clubs make an educated
decision, taking all facts into consideration
and that all stakeholders are very clear as to
the probable end results and all the advan-
tages and disadvantages associated with the
selected turf specie.
It may be surprising
to some, but the use of
a cool season turfgrass
variety could, in the right
situation, be considered
as an environmentally
sound decision.
Four of the most commonly utilized cool
season turfgrass species are,
Creeping Bentgrass (Agrostis stolonifera)
Creeping Bentgrass is a fine-textured, stolo-
niferous specie and is most commonly used
on putting greens. Selected bentgrass varie-
ties can also be well adapted to use on tees
and fairways.
Bentgrass is well adapted to the high
intensity cultural inputs associated with
putting green maintenance and grows best
when mowed at under 10mm. At increased
mowing heights bentgrass becomes very
‘spongy’ and prone to hydrophobia and does
not produce a good playing surface. Newer
varieties of putting green bentgrasses can be
mowed as low as 2-3mm. One must always
remember, as with any turfgrass, the more
pressure one exerts on the turf through lower
mowing heights or other cultural practices,
the more intensive the maintenance proce-
dures will be, to produce a sustainable turf
environment.
• Bentgrass requires frequent irrigation and
cooling during the warmer periods of the
year to sustain healthy turf growth.
• Vertical mowing and dusting/topdressing
are also required periodically to manage
thatch accumulation and grain.
• Applications of fungicides are often
required during periods of high disease
pressure.
• Dollar spot, brown patch and the fusarium
family are some of the more regularly
encountered disease infection symptoms.
• Plant growth regulators are a valuable
tool which can be used to improve overall
turf condition and playability.
Annual Bluegrass (Poa annua)
Annual bluegrass is a fine textured specie
which forms a very dense, bunch-type
or weakly stoloniferous turf under close
mowing.
Annual bluegrass is most widely regarded
as a weed, but can form a good playing
surface for greens if managed correctly.
Problems arise when there is a blend of
turf species, such as bentgrass and annual
bluegrass, this combination produces a
poor playing surface due to the variances in
growth habit and speed.
Annual bluegrass is very seldom planted
intentionally, but will often infiltrate a turf-
grass community overtime and may even
dominate selected areas if not proactively
managed.
Annual bluegrass can be selectively erad-
icated from warm season turf. This will need
Pearl Valley golf course, in the Western Cape, is a good example of the successful use
of cool season turf grasses.
to be done on an annual basis. Management
in cool season stands is more difficult and
the best defence is usually a healthy stand of
turf which can resist invasion. Pre-emergent
herbicides can also be utilized as a proactive
management tool.
• When maintained as the desired turf
specie, annual bluegrass grows best when
mowed at under 15mm and can also be
cut at heights down to 3mm on greens.
It requires frequent irrigation and cooling
during the summer months and will
quickly become drought stressed if left
unattended.
• Vertical mowing and dusting are required
to manage thatch accumulation.
• Fungicides will be required to manage
infection during periods of high disease
pressure.
• Plant growth regulators can be employed
to improve turf health playability and to
manage seed heads.
Perennial Ryegrass (Lolium perenne)
Perennial ryegrass is a medium textured,
bunch-type grass which spreads slowly
through tillering.
Perennial ryegrass is adapted for a wide
range of uses, including fairways, tees, over-
seeding and for use in blends.
On fairways perennial ryegrass is used on
its own or in a blend with turf type fescues
or Kentucky bluegrass. The Kentucky blue-
grass especially complements the bunch-type
perennial rye, due to its rhizomatous growth
habit.
Perennial ryegrass produces a good teeing
surface under relatively close mowing but is
slow to recover from divots, if not assisted
with interseeding, due to its tillering growth
habit.
Perennial rye is also widely used as a
nurse grass in seed blends due to its ability
for rapid germination. Under the correct
conditions, perennial rye can germinate
within 3-4 days, and is then able to stabi-
lize the soil conditions in preparation for the
other species.
Perennial rye grass is widely utilized in
the U.S. for the overseeding of dormant or
semidormant warm-season turfgrass to pro-
vide good playing conditions year round.
The rye is then selectively eradicated in
spring to allow the warm-season turf to
recover for the summer period. Overseeding
is utilized on a more limited basis in South
African, generally for the overseeding of
selected tees in winter, due to the excessive
cost attached to a wall-to-wall overseeding
operation.
• Perennial ryegrass is best adapted to
mowing heights between 20mm and
50mm, but can be mowed as low as
12mm on fairways and tees.
• Frequent irrigation is requiring during
periods of heat stress.
COURSE MANAGEMENT
• A stand of ryegrass may require periodic
inter or overseeding if turf loss or weak-
ening has occurred due to environmental
stress. Isolated bare areas are best sodded
out if a turf nursery is available.
• Perennial rye is well adapted for use in
shade and can be utilized to provide turf
cover in areas with permanent or semi-
permanent shade, such as under trees.
• Ryegrass can be prone to disease infection
if not maintained with a sound nutritional
program. Dollar spot, rust and Grey leaf
spot all can be treated with a balanced
nutritional program and careful applica-
tions of selected fungicides.
• Endophyte enhanced ryegrass varieties
are now available which have a supe-
rior tolerance to selected insect pests and
drought and provide some resistance to
disease.
Kentucky Bluegrass (Poa pratensis)
Kentucky Blugrass is a medium to coarse
textured turf specie with a rhizomatous
growth habit. Cultivators are highly variable
in colour, texture, density, mowing tolerance,
disease resistance and other parameters.
Kentucky Bluegrass is well adapted
for use on sports fields, fairways and tees,
where it provides good wear and drought
resistance.
Kentucky Bluegrass is often used in a
blend with Perennial rye, the two species
complementing each other well at lower
mowing heights.
• Kentucky Bluegrass is well adapted to
mowing heights between 20mm and
50mm, but similarly to Perennial rye can
provide sustainable turf cover at heights
down to 12mm, providing a sound nutri-
tional program is employed.
• Irrigation is required frequently during
periods of heat stress, although Kentucky
bluegrass will provide a degree of dor-
mancy and an ability to recover when put
under severe drought stress.
• As with most cool season varieties,
Kentucky bluegrass may be prone to dis-
ease infection if not maintained in healthy
condition.
For more information on turf grass
selection contact Darren Berry of Golf
Data on 083 671 9399 or (044) 384 0680/3
or at darren@gdmaint.co.za
Golf Club Management September 2007 13
 CLUB MANAGEMENT ASSOCIATION OF SOUTHERN AFRICA
Have you thought where your next
club manager is coming from?
Where are golf clubs going to source their club mangers from by the year 2015?
Beryl Acres of the CMASA investigates.
Traditionally, clubs sourced their general
managers from within the industry i.e. club
to club or from the hotel sector. Occasionally
the position of club manager was given to
a member of the particular club who was
nearing retirement in business life. As times
have changed and clubs are operating more as
business models, many general managers are
/DZQV mh
appointed from the business world. During
the life-cycle of a club there are different
types of leaders required i.e. change manager,
caretaker manager, strategic manager, etc.
What is concerning, is the fact that too few
SOD\RQ
clubs have created the position of “assistant
manager”. It is acknowledged that this is due
more often than not to cost restraints. The
concern is, that as many of the current gen-
eral managers reach “retirement age”, who is
going to fill their shoes? Just look at a few
clubs in your area and calculate the average
age of the existing management.
Club management is not something that
one can learn entirely from a textbook,
although it does require textbook knowledge
to understand the many facets of “club” life,
)RU SURIHVVLRQDO FRQVWUXFWLRQ RI JROI FRXUVHV DQG VSRUWV ILHOGV such as operational competencies i.e. food &
beverage, financial, sport , human resources
\RXQHHGORRNQRIXUWKHU and facility-management, but it also requires
hands-on practical experience. These
In support of the proposals made by
A brief CV of BERYL
Beryl Acres, GCM identifies certain steps
ACRES, General
that clubs should take to implement suc-
Manager of the CMASA
cessful succession planning. These are:
• Inform members and staff of your
GCM – How long have you
medium to long term structuring and
been in the club industry?
staffing strategy
Beryl – 10 years. While working as
• Identify possible vacancies
property manager for Country Club
• Identify critical positions
Johannesburg, I was co-opted onto
• Identify current and future competen-
the committee of Associated Clubs of
cies for positions
Southern Africa (now known as CMASA)
• Develop a professional recruitment,
as a “willing horse”. I initially served
assessment and selection process
on a voluntary basis, then resigned from
• Ensure an on-going performance
Country Club and agreed to run the asso-
analysis process
ciation on a fulltime basis.
• Identify gaps in current staff and can-
GCM – That was in 2000, what
didate competencies
happened?
• Initiate individual development plans
Beryl – The two representative asso-
• Develop a coaching and learning
ciations merged and I was offered the
culture
opportunity to run the CMASA with
• Monitor and assist with leadership
administrative support, from new inde-
transition
pendent offices based at Country Club
Johannesburg.
ates the opportunity of gaining valuable GCM – How has your knowledge and
experience offered by existing managers. understanding of the industry developed
The general managers of today should be over the years?
acting as mentors to the next generation of Beryl – I studied a club management
professionals. Club life in its current form specialisation course through American
(YHUJUHHQ 7XUI 3W\ /WG SURYLGHV D RQHVWRS VHUYLFH LQFOXGLQJ FRQVWUXFWLRQ FROOHFWLRQ
GHOLYHU\ODZQOD\LQJDQGSODQWLQJRIJROIFRXUVHVSOD\LQJILHOGVDQGGRPHVWLFJDUGHQV1RW practical elements deal with club culture, is tough as all clubs strive to maintain the Hotel & Lodging Educational Institute,
RQO\GRZHRIIHUDSURIHVVLRQDOVHUYLFHEXWZHDOVRJLYHDZDUUDQW\RQRXUODZQ7KHSULPDU\ membership relationships (all soft issues) discretionary spend from their membership. which I passed with honours. I have
DLPRIWKHFRPSDQ\LVWRHQVXUHFXVWRPHUVDWLVIDFWLRQDQGTXDOLW\RISURGXFW and can only be learned by experience. Unless the club industry harnesses the been fortunate to have been invited as a
A further consideration in creating this opportunity to source young graduates who guest to attend the last five world confer-
,QQRYDWLYHDQGHQWKXVLDVWLF(YHUJUHHQ7XUI3W\/WGFRQFHQWUDWHV
RQ SURGXFLQJ DQG PDUNHWLQJ WKH EHVW TXDOLW\ LQVWDQW ODZQ DW
UHDVRQDEOHSULFHV
&RQWDFWXVIRUDIUHHTXRWHDQGOHWXVJURZ\RXUDVVHWV
+27720$72
position of “assistant manager” is because
it is unrealistic to expect club managers to
devote their entire lives to “face-time” at the
club. The old adage of “all work and no play”
applies very much to the life of a club man-
ager. By lessening the “physical presence”
of your club managers to reasonable limits
at your club, you will not only be affording
them the opportunity to give of their best but
also be offering your assistant managers the
opportunity to develop their skills.
7HO Clubs need to offer these young gradu-
ZZZLQVWDQWODZQVFR]D
can build a “passion” for the profession of
club management in all its forms which
include long hours, dealing with members
and visitors on a daily basis, working with
ever-changing volunteer leaders etc, they
are going to find themselves in dire straits.
Is it time for your club to develop
somebody to lead the club into the future,
whenever that may be?
For more information on succession
planning contact Beryl Acres, general
manager of the CMASA on (011) 482 7542.
Golf Club Management
ences run by Club Managers Association
of America (CMAA) and during these
conferences have attended educational
sessions both short and full day work-
shops to enhance my understanding
and knowledge. Last year I attended a
Business Management Institute course
on leadership and brought this pro-
gramme to South Africa in June 2007.
(See page 19 of this issue of GCM for
feedback on the programme).
September 2007 15

144 Courses Can’t Be Wrong
For a live demo visiti www.eluminaiberica.com
or contact andrew@elumina.co.za
or telephone Andrew Nelson 082 901 6184
A profile on Ceres Golf Club
GCM talked to Gellies Gelderblom, general manager of Ceres Golf Club in the Cape,
about the challenges of running a nine-hole course. Here’s what he had to say.
GCM – Tell us about Ceres Golf Club.
Gellies – Ceres is a lovely town surrounded
by stunning mountains. In the summer it is
very hot and in the winter icy cold with snow
on the mountains. As you may know, there is
a lot of wind in the Western Cape but in Ceres
we hardly get any. We’ve managed to keep
this little gem of a nine-hole course in pretty
good condition which has allowed us to con-
centrate on the hospitality side of the club.
We try to make visitors feel that it is their
home and in particular always make women
and children welcome. For this reason visi-
tors feel welcome and not only want to play
here, but also look forward to returning.
GCM – What challenges do you face as the
manager of the club?
Gellies – This may sound strange but to run
a club is actually easy. First of all you must
love what you do and be proud of it. Ceres
Golf Club is only a nine-hole course and that
allows the time for me to carry out the duel
role of manager and greenkeeper. This is a
win/win recipe for a nine-hole course as you
don’t have two specialists on your payroll,
both requiring a good salary. It would not
be possible on an 18-hole course. Probably
my biggest challenge is to do the budget
and then stay with it during the year. A
big advantage here is, that being the man-
ager/greenkeeper, I know exactly where and
when to spend money. With the necessary
planning, motivation and knowledge you
can swing money from one department to
another without overspending.
The second challenge is to work closely
with your committee. You must work with
them and not against them. Another factor
here is the relationship between workers and
yourself which is critical if you are going
to be a good manager. If the staff are on
your side it is easy to make improvements
or changes.
The last challenge worth mentioning is
that you must be part of the club. Be there
on some of the Saturdays and Sundays or just
pop in for a drink with members and visitors.
I feel strongly that as a manager you must
play golf. You will then understand and more
easily rectify the member’s problems.
A final word of warning. Don’t get
involved in arguments regarding any club
rules; leave that to the committee who make
the rules in the first place.
Don’t get involved in argu-
ments regarding any club rules;
leave that to the committee who
make the rules in the first place.
GCM – What changes and plans do you
have for the future?
Gellies – I haven’t made any drastic changes
in the last three years for the simple reason
that we are in the process of becoming a
golf estate and therefore at the moment
everything is on ice. In the next three years
however my life is going to change dramati-
cally. To structure the new management
team is going to be a big challenge. I have
visited a number of 18-hole courses and
learned a lot from other managers. We are
a country club and want to stay like that.
We must keep the warm country welcome
that we currently offer members and visi-
tors. As we all know it is expensive to run
a 18-hole course. My biggest goal and chal-
lenge will be to minimize expenses as far
as possible. For example, 18-hole courses
and golf estates often have a whole range of
“managers” on their payroll; for example a
director of golf, general manager, assistant
manager, greenkeeper and resident Pro
etc. We can maybe start off with a general
manager, two secretaries and an assistant
greenkeeper. This is just an example of the
many ways it is possible to save money.
GCM – What changes to golf in general
would you like to see in the near future?
Gellies – The game golf must be accessible
to more people. There are people out there
that can afford R500 plus for a round of
golf, but I believe they are in the minority.
CLUB PROFILE
Country clubs like Ceres have a wonderful
opportunity to offer affordable golf. The
whole family can benefit from a weekend in
the country even if only one or two members
of the family are golfers. There are so many
other things for the non-golfing members of
the family to do in a town like Ceres whilst
the golfers are busy doing their thing.
The other thing we need to look at in the
future is development. Every club should
be responsible for it’s own development and
must then report progress to its union. What
happens at the moment is that juniors get well
looked after until they are 18, and then just
disappear. The gap between a junior and a
full member is too big. I can proudly report
that our club has 82 juniors. We have a spe-
cial fund for our juniors and this year we used
one of our big tournaments to raise money for
this fund. Golf is not like soccer, rugby or
cricket where you have considerable funds to
develop a lot of players at once. My feeling
is that if a 9-hole course can develop and
sponsor approximately five juniors a year,
they have been successful. Money remains
the problem for the simple reason that if
juniors want to play in a competition, they
must pay the same amount as a full member.
That’s tough when you are not earning.
GCM – Any final thoughts you would like to
pass on to other managers?
Gellies – Maybe just my three “tips” for
running a successful golf club.
1. Keep your eye on the budget, work closely
with your committee and kept them up to
date with everything in the club.
2. The manager and his team must always
be friendly and helpful so that players
want to come back.
3. Deal with mistakes and criticism and
don’t be afraid or to proud to ask other
managers for help.
For a brief CV of Gellies Gelderblom
see Birdies and Bogeys on page 21
of this issue.
Golf Club Management September 2007 17

According to Dave Ward, superintendent at Olympia
Fields—the number 24 ranked course by Golf Digest,
installation of the Rain Bird ® Cirrus Central Control
™
System paid dividends last year alone when the course
didn’t see one decent rain from June through September.
“Having a control system do exactly what you want
really benefits you during a drought. The course looks
very healthy and green. The greens and the roughs are
thriving. Having full coverage in your roughs really
makes a difference in appearance.”
Kevin West, first superintendent at Olympia Fields, says
the system’s flexibility is a key advantage.
“It’s easier to micro-manage irrigation on the entire
course, because the Rain Bird system is so flexible. We
Kevin West
don’t need to shut down entire areas or blanket water
First Superintendent
because zones don’t get too wet or too dry. We only apply
the amount of water needed, no more, no less.”
Dave Ward The decision to install centralized control demonstrates
Superintendent
that Olympia Fields shares Rain Bird’s commitment to
The Intelligent Use of Water.
™ everything they learnt. Not in this case.
Olympia Fields Country Club
Olympia Fields, Illinois
For information about how all Rain Bird Golf irrigation products work to manage and conserve water,
click on www.rainbird.com/golf. For a hands-on demonstration, contact your Rain Bird Golf Distributor.
© 2003 Rain Bird Corporation
Plan the work and work the plan
In June 2007 Amanda Forknall, general manager and Tony Louw, head golf
professional at Atlantic Beach attended the “Club Management – Leadership Edge”
programme run by The Club Management Association of South Africa (CMASA).
Andrew Wilson of GCM asked them what they got out of the course.
Sitting on the balcony of Atlantic Beach
Golf Club in the Cape overlooking the 18th
green on a clear crisp winter’s morning it
was difficult to concentrate on the job in
hand. There were a herd of springbok in the
neighbouring bushes protecting a mother
who had just given birth to a baby springbok
the day before. I was there to interview
Amanda Forknall and Tony Louw on their
impressions of the CMASA’s Leadership
Edge programme that they attended in June
this year. It was only their enthusiasm for the
programme that brought me back to the task
in hand.
So often with training courses, the partici-
pants are all fired up immediately afterwards
and then two months later have forgotten
GCM gave an outline of the programme in
their February 2007 issue and the subjects
covered ranged from building and facili-
ties management, through human resources,
marketing, finances and corporate govern-
ance etc. Pretty routine subjects you may
say; well, maybe yes, but the difference here
lay in the way the content was presented by
the two key facilitators from the USA, Joe
Perdue and Ed Merritt.
GCM – So what were the main benefits you
got out of the programme and why should
other managers, who missed out this year,
consider enrolling if the CMASA run a sim-
ilar programme next year?
Amanda and Tony.
In no particular order they were:
1. We were really challenged for up to 18
hours a day about the way we think and do
things; about the way we take certain jobs
and people for granted; and about the way
we often take decisions without first really
thinking about the causes of the problems.
We so often follow the process of ready,
Course participants Tony Louw and
Amanda Forknall.
fire, aim instead of ready, aim, fire. I know
it is a bit of a cliché but we really were
encouraged to think out of the box.
2. The opportunity to network with industry
experts and other managers from prestig-
ious clubs across the country. We don’t
feel alone any longer when faced with
daily challenges. If we get stuck for ideas,
we can now “phone a friend!”
3. The sharing of ideas that have worked
elsewhere. We get so close to the daily
routines and repetitive problems of run-
ning a club that we often don’t see the
wood for the trees. The more managers
can talk to and learn from each other,
the more the standards of the whole golf
industry will rise.
Luckily, at Atlantic Beach, we have dedi-
cated members and member ambassadors.
Bill Taylor, or director, joined us on the pro-
gramme which was great. A number of the
other managers attending the programme
believed that their biggest challenge on
returning to their clubs would be to win
over conservative and “set-in-their-way”
committees and members. It’s a great pity
more club captains and committee members
didn’t attend.
GCM – So what challenges have you
brought back to Atlantic Beach for imple-
mentation over the coming year?
CLUB MANAGEMENT
Amanda and Tony.
As we have already said, we aren’t going to
rush in and make changes. We will imple-
ment a strategic plan and the changes will
evolve. The benefits we got out of the pro-
gramme are long-term and therefore the
challenges are to re-look at what we are cur-
rently doing well and develop better ways
of doing things in the future. Unless there is
a big problem, members don’t like change
and therefore the challenge is to improve
and change things slowly. There are a couple
of things on our to-do list which we will be
implementing over the coming year:
1. The first is communication. If people
know what is happening and why it is
happening, you pre-empt and overcome
most of your problems before they occur.
2. Then there is the importance of the team.
There is no “I” in team. Each depart-
mental head must establish and motivate
their own budgets and then deliver results
accordingly.
3. Outsourcing is a thing of the past. If
you want to control standards and costs
then you have to retain authority and
responsibility.
At the end of the day, golf club managers
are running a business. Members are our
biggest critics and if we get it wrong they
will join elsewhere. Luckily at Atlantic
Beach our attrition rate is less than five per-
cent. In order to retain this high standard we
have to create a genuine “home from home”
feeling. The Leadership Edge course has
given us motivation and ideas to deliver on
this exciting challenge.
Our motto now is “To plan the work and
work the plan.” ■
For more information on the Leadership
Edge course, contact Beryl Acres at the
CMASA on (011) 482-7542.
Golf Club Management September 2007 19
 Is your golf course exceptional, BIRDIES & BOGEYS

exciting and enjoyable? Another website worth Editorial Comment

checking out
...it could be In amongst all the drama of the Open Championship at
Carnoustie, the commentators referred to a website aimed
at all those involved in the running of a golf course. Check
out www.bestcourseforgolf.org
It really does cover all aspects of golf course manage-
ment and is well worth a look.
Our feature article on etiquette and ethics (page four) is worth commenting
on as it affects all golf clubs at some time or another. The way we behave is
determined to a large extent by what is going on in our head (our thoughts).
Put another way, our thoughts determine our attitudes, which in turn account
for our behaviours. Ethics are what we believe in; etiquette is how we behave,
and the two are “joined at the hip”.
This is why appropriate etiquette is so important in the game of golf and
should be protected at all costs. Bad behaviour (or poor etiquette) on the golf

www.golftoursa.com
In our August issue of GCM we introduced you to
a new website www.golftoursa.com which aims to
drive SA golf to the top spot as a golfing destina-
tion world-wide. Compleat Golfer and GCM are in
the process of linking up with them and we would
encourage all clubs to do likewise. The site is an
course occurs because the perpetrator either doesn’t know any better or has
a “stuff you” attitude towards his or her fellow golfers/human beings. In the
first case proper training/guidance will solve the problem; in the second case,
the individual should be appropriately reprimanded.
In our next issue of Golf Club Management we will be running an article
on cheating and how to deal with it. Not pleasant reading, but vitally impor-
tant if golf is to retain the image of a “gentleman’s/woman’s sport.

Gerhard (Gellies) Gelderblom

PO Box 4531 Dainfern Valley 2055
Johannesburg, South Africa
Tel/Fax +27 11 469-3345
e-mail: COBIELEG@telkomsa.net
Direct personal service line
+27 83 375 2098
exciting collection of maps and course informa-
tion. Golftoursa is offering, free of charge, your club
name, one contact number, one photograph, a direc-
tion map, places of interest on the map and written
directions. For just R500 ex VAT per year, your course
can become personalised and dynamic. For this,
Golftoursa will offer you a link to your website or you
can use their website if you wish; in addition they will
display your club logo, all contact details, score card,
GPS co-ordinates, prices of green fees, cart/club hire,
reciprocity agreements, course information i.e. signa-
ture hole and course designer etc, an events calendar
and a free dynamic updating service.
Click on to the website now to check out the
information they are displaying about your course
at the moment and to ensure that it is accurate. If
you wish to subscribe then click on the subscribe
button. Golftoursa will then contact you with your
unique user name and password which will enable
See our article on Ceres golf club on page 17.
Gellies was born in Bellville on the 18th of January
1961 and finished his school career at the High Technical
School Bellville in 1978. After three months in the
Army he joined the SA airforce where he qualified as a
aircraft fitter. His highest qualification was a N6 tech-
nical diploma which enabled him to work on helicopters
and the Impala jets. During his stay in the airforce he
was involved in organising sport. He served on sev-
eral sport committees and was more then once named
as sport administrator of the year. Then came his big moment. Ceres Golf
Club needed a manager/greenkeeper. With no qualification they accepted
his application and after 20 years in the airforce he started his knew career at
Ceres Golf Club on the 1st of April 1999 and has never looked back since.
Gellies Gelderblom can be contacted on 023 312 3068 or at
ceresgolf@polka.co.za

People on the move

you to update your course information as and when
you want.
For more information contact Rory Leonard on
021 558 7150 or at rory@golftoursa.com
New Appointments
Ludwig Vercuil, General Manager, Paarl Golf Club – ex Langebaan Estate,
replaces David Gass now retired.
Cindy Evans, General Manager, Benoni Lake Club – ex Southdowns Golf Club,

Career Opportunity replaces Arnie Blaauw now retired.

Vredenburg Golf Club on the West Coast, has a vacancy
for club manager. The person should be experienced in all
aspects of managing a golf club and preference will be
My team has over two decades of experience in golf course design and construction! given to persons with a good knowledge of greenkeeping.
A competitive remuneration package is offered. Please
Cobie Legrange has won 23 international tournaments, including the Australian Masters and two British Masters titles. contact Alfonso van Rensburg on (022) 715 1830 or e-
Once ranked 15th in the world, he now applies a lifetime of knowledge and experience to: • Design of golf courses & mail CV’s to alfonso@Idpwes.co.za Faxes can be sent to
golf estates to international construction specifications • Redesign, reconstruction, and consultancy across the board, (022) 713 3836.
including par-three golf courses, driving ranges, golf studios and academies, golf estate residential layouts and feasibility studies
• Liaising with top international golf stars for signature designs.
Richard Pickering, Golf Professional, Royal Cape Golf Club – ex King David
Golf Club.
Rob Ainslie, Greenkeeper, Port Shepstone Country Club.
Check out our website – www.fairwaymole.com
Golf Club Management has joined the world-wide-web! If you have missed
out on back-numbers of GCM or want to re-visit an article you read a while
ago then go to www.fairwaymole.com and click on Golf Club Management
on the left hand side of the home page.
Golf Club Management September 2007 21
FOOD & BEVERAGE
Maximising the profit potential
out of your F&B service
Developing the revenue and profit potential of your F&B service is a major challenge
for all golf clubs. Tony Beart, ex president of FEDHASA, identifies possible solutions.
Over the years it was the norm in South
Africa for food and beverage operations in
private clubs to break even. Losses were
very often tolerated. However, in today’s
economic environment, where private clubs
are managed by competent managers and
involved committees, losses can no longer
be absorbed, especially with escalating
labour and food costs.
Private club food facilities are in compe-
tition with local restaurants every moment
that they are open for business. Regretably,
some managers have not focussed on food
as a revenue and profit source. Developing
the potential of this area is one of great chal-
lenge and opportunity.
Private clubs must be proactive in pio-
neering new techniques to improve the
accessibility of their food service. Improved
quick-serve halfway houses as well as port-
able grills and buffets that are available for
activities in different parts of the club, add
to the flexibility of the modern club’s food
offerings.
We know that members like to be proud
of their club (if they are not, you do have
a serious problem). They come for both
business and personal entertaining. They
see their clubs as an extension of home, and
expect food to be served in the way that they
like it. They expect exclusivity - for things
to be well done, well served and attractively
presented. Their image must be protected
and embarrassment must be avoided at all
costs.
Clubs must meet higher expectations and
accept lower profit margins. Because mem-
bers pay subscriptions they have a different
mind set; they are more demanding and
price resistant, making it more difficult for
clubs to satisfy them.
Catering for special events such as wed-
FOOD & BEVERAGE
dings and anniversaries etc, are the most profitable food service
activities. However when the public is invited in, clubs must be
careful not to disturb member activities.
Food preparation and delivery
• The food service is a critical aspect of the club’s overall marketing
strategy. Every guest who visits the club is a potential member.
Along with the décor it makes one of the club’s strongest image
statements.
• Despite the many challenges, the preparation and delivery of the
club’s food service must impart quality, elegance, profession-
alism, friendliness and value.
• Friendliness is so important that it deserves special mention. It
brings added value in helping close business deals, and it provides
an element of comfort and hospitality to every occasion.
Make sure your F&B operation and your marketing are linked
Is the food service at your club meeting members’ expectations and
marketing the club effectively?
Food service is part of the club’s footprint. The image of the club
must be reflected in the style and quality of every aspect of food
service. The acid test is when members ask their families where they
want to have dinner; hopefully the club is the destination of choice.
It must have something different to the competition to make it stand
out as the restaurant of choice. Why not do a few things so well that
they are memorable. Remember the rule is to keep it simple.
Why not redesign the table top; different crockery, cutlery and
glassware can make a world of difference. Some of our younger man-
agers may not agree with this comment, but don’t forget to use the
club logo where ever possible, as it is an effective marketing tool to
reinforce your image. Branding is so important; just ask Gucci, Boss,
Pringle, Nike and so on.
The fickled fashions of food!
Keeping current with changing food trends is an area in which a club
should seek professional assistance if necessary. In addition to the
trend towards eating “lighter” the palate has also changed. Spicier
food is in. For the older member the “classics” must be kept and as
food preferences change so should the feel of the décor. Comfort zones
are easily reached but seldom challenged.
Study your demographics
Club managers and their food and beverage team must take a look
at the demographics of their membership. Pricing and menu plan-
ning should be based on age and income levels. Also bear in mind that
the membership will undoubtedly bring business associates, children,
and grandparents. Quality expectations for both business and personal
entertaining must be met if membership is to be retained and grown.
Ask yourselves, are you really delivering superb food, at reason-
able prices served by well turned-out, knowledgeable and friendly
staff. If you are, you are probably among the minority. If you are not,
you are missing out on the huge potential you have at your club.
For more information, contact Tony Beart on
082 443 6975 or at tbeart@tiscali.co.za