January 2008

Playing catch-up at

Erinvale

Also in this issue

• Customised aeration • Tax on clubs
• Staff ethics • Poa Annua on Bent grass greens
• SA Junior Golf Foundation • Prioritising work

Volume 4 Issue 1
A monthly business-to-business Visit www.compleatgolfer.co.za
magazine for golf clubs, brought to you by for back issues of GCM
CONTENTS CLUB PROFILE

Playing catch-up
LEAD STORY
Playing catch-up is never easy  3

COURSE MANAGEMENT

is never easy
Customised aeration 7

TAX LEGISLATION
Tax on recreational clubs 8

STAFF ETHICS
Fighting crime is
everyone’s responsibility 11

COURSE MANAGEMENT
Effective biological control of
Poa Annua on Bent grass greens
HR letters
Readers’ questions answered
Erinvale Golf Club in Somerset West was one of the first
13
golf estates to be built in South Africa. Other estates have
benefited from their successes as well as their mistakes,
15

SA JUNIOR GOLF FOUNDATION

Embracing the future
CLUB MANAGEMENT
Prioritising work on the golf course
16
but now Erinvale is on a roll. GCM talked to their top
management to find out what went into the turn-around.
18

HR DEVELOPMENT
Managing in hard times 19 Listening to Johan Piek (director of golf), the Gary Player design was still excellent,
FOOD & BEVERAGE Louis Strauss (clubhouse manager) and the condition of the greens and bunkers left
The festive season’s over, but it’s not Greg Leckie (greenkeeper), the identifica- a lot to be desired. Bringing the responsi-
the end of the party season 21
tion of the problems at Erinvale and the bility for course maintenance in-house has
BIRDIES AND BOGEYS solving of them seem so easy in retrospect, created a passion for excellence that wasn’t
Snippets 22
but behind their calm and confident exterior there before and we now have control over
LETTERS TO THE EDITOR lies a lot of dedication, attention to detail and our own destiny.
Reader’s letters 23 plain hard work. The boom in golf estates
Cover picture by Juan Espi (082 555 1807): has been enormous, and those being built GCM – How did you go about addressing
Looking across the 14th green at Erinvale today are at a distinct advantage over those these problems?
towards the Helderberg mountains. See our that were designed and built over ten years
club profile on page 3. ago. This is what the top team at Erinvale Johan Piek – We had to create stability in
had to say about their problems, challenges our management team and win over the sup-
and successes. port and commitment of the committee and
■ Editorial 
ANDREW WILSON members. We all report directly through to
email: consultaew@iafrica.com GCM – What were the major problems the committee and work closely with them.
cell: 082 575 3861
you had to overcome? They supply us (with our involvement) the
■ AdvertisinG vision and strategic plan; it is then up to us
Simon Turck
(PUBLISHER) Johan Piek – The first major problem was to set the standards and implement the action
email: simon@rsp.co.za the lack of a stable and effective manage- plans. We can only do this by employing
cell: 083 252 8387
ment structure. Erinvale had experienced staff who support and are committed to the
■ AdvertisinG six managers in nine years and there was vision.
TYRON MARTIN
(ADVERTISING EXECUTIVE) no clear vision or strategic planning for
email: tyronm@rsp.co.za the future. It was only when the committee Louis Strauss – We had to develop a stra-
cell: 083 235 7509
entrusted the management of the golf club to tegic plan that was not only authorized and
■ Advertising Louis, Greg and myself that we were able to supported by the members, but also one that
James Ferrans
(National Sales Manager) start implementing longer-term and effec- could be funded out of current reserves and
email: jamesf@rsp.co.za tive interventions. cash flow. This is where the members came
cell: 084 252 6373
Louis Strauss – The clubhouse was to the party by supporting our debenture
■ SUBSCRIBE to GCM for R240 a year. looking very “tired” and there was no team fund. The committee was the driving force
Contact Natalie Shekleton
tel: 011 301 4448 spirit among the members and staff. Service behind this strategic planning process. Not
email: natalies@rsp.co.za standards were low and the whole financial only were they creating the vision for the
Visit our website www.compleatgolfer.co.za viability of the club and its facilities were on future but they were also instrumental in
a downward spiral. changing the management team from a gen-
A monthly
business-to- Greg Leckie – The course was suffering eral manager/CEO to the current structure of
business magazine
brought to you by
from a lack of appropriate expertise. Course having a club manager, director of golf and
maintenance was outsourced, and although greenkeeper as the executive team.
▼

Golf Club Management January 2008 

Over 150 Courses Can’t Be Wrong

For a live demo visiti www.eluminaiberica.com

or contact carrie@elumina.co.za
or telephone Carrie Teale 0829093118

We had to build trust and respect through
leading from the front and being willing to
do whatever it took to make things happen.
The most critical component was obtaining
the support of the staff. Member’s expecta-
tions were high but their morale was low.
We had to turn this around by ensuring
the highest possible standards of service at
every level. Meeting member’s expectations
wasn’t enough; we had to exceed them.
Standards were set by implementing tight
controls, especially in regard to finance,
stock, time management and good corporate
governance.
Greg Leckie – The priority was to bring the
maintenance of the course in-house and then
work on the main playing areas. Greens were
first and then the bunkers. Convincing the
committee to take the 30 staff onto the books
was a bit of a challenge, but it has proved
its worth ten-fold. We now have control
over the cultural practices and programmes
and the benefits are there for all to see. Big
projects that require special expertise should
still be outsourced but bring regular mainte-
nance in-house to ensure passion, standards
and control.
Water resources were also critical. We
had to take a R2m decision to line the main
holding dam. The committee and members
gave us their full backing and the savings in
both resources and money over the next ten
years should be considerable.
GCM – What would your advice be to other
clubs facing a turn-around situation?
Johan Piek -
1. Establish a management team of people
who each have their own area of exper-
tise and responsibility. At the top level,
management should be on the same level
with no area of responsibility super-
seding the other. The three facets are
clubhouse, golf ops and maintenance.
2. Ensure that you have a long-term plan
going forward, with definite goals and
funds to achieve the goals.
3. Avoid doing big projects which require
expertise beyond the management team’s
in-house abilities to save money. At the
end of the day it works out cheaper and
is far better to get experts in to do the
work or consult.
The top team at Erinvale from left to right: Greg Leckie, greenkeeper; Louis Strauss,
clubhouse manager and Johan Piek, director of golf.
4. Communicate with your membership
with regards to any proposed changes
or projects. Most objections to such
upgrades can be overcome with proper
explanations of the benefits to the club.
5. Visit other clubs to establish what has
or hasn’t worked for them in the past.
Many clubs face the same challenges
and you can save yourself a lot of
hassle and money by learning from their
experiences.
Louis Strauss -
1. Develop a three-year-plan and get the
support of your committee, members
and staff.
2. Focus on the service standards.
3. Financial success is critical. Don’t run at
a loss and make sure that you are con-
tinuously building up capital reserves to
fund future projects.
4. Keep your communication lines open.
If members and staff know why you are
doing what you are doing, most of the
“complaints” will fall away.
5. Listen to your members and try not to
take criticism personally.
6. Lead by example. Being seen and being
involved are two critical qualities.
7. Care for your staff and they will care for
your customers.
Greg Leckie -
1. Prioritise your playing areas. Playability
and presentation are what all golfers
look for.
2. Strive for year-round playability. This
means that time and money have to be
CLUB PROFILE
spent on areas not seen by the mem-
bers and visitors such as drainage and
irrigation.
3. Don’t try to do everything at once. We are
currently half way through a programme
of rebuilding our bunkers. Take time to
make sure you get things right first time.
4. Don’t change things that are working.
We’ve maintained the Gary Player
design and concentrated on up-grading
its features.
5. Know your limitations. Be passionate
about what you can do and don’t be
afraid to ask for advice from experts,
especially for the big projects.
For more information on Erinvale contact
their club manager Louis Strauss on
021 847 1144 or 072 998 0243 or at
manager@erinvale.com
Erinvale membership breakdown
Total playing membership.................740
Made up of:
Homeowners.....................................275
Resident...............................................13
Non-resident......................................154
Nominated...........................................69
Domestic partners.............................125
Juniors.................................................25
Students...............................................15
Others*................................................64
*Others include guesthouses, corpo-
rates etc.
There are currently 30 memberships
available at an entrance fee of R15 000
+ subs.
Golf Club Management January 2008 

Customised aeration
This month Darren Berry of Golf Data looks at how to overcome the problems of
compaction and excess organic matter accumulation through customised aeration.
All superintendents and many golfers
realize the important role that a sound aeration
or cultivation programme plays in main-
taining a sustainable turfgrass environment.
It is now more important than ever before
that all golfers are educated about the vital
role which aeration and cultivation play in
maintaining the playing conditions which
they expect, year round. This is because
there are more golfers and therefore more
traffic now than ever before.
There are two primary reasons for cultiva-
tion practices and many secondary problems
which develop as a result.
The first is compaction. Increased traffic
on modern golf courses leads directly to
increased compaction and therefore soil-
bulk density. Compaction then, in turn, leads
to decreased root growth, decreased soil
oxygen levels, poor drainage, wet areas and
weed encroachment. Foot, cart and main-
tenance traffic all contribute to increased
compaction. Compaction becomes espe-
cially concentrated where traffic is confined
to small or narrow areas, such as on exits
from greens and tees. Compaction is also
exasperated by excessively wet soils.
The second primary reason for cultivation
is excess organic matter accumulation.
Excess organic matter can potentially lead
to black layer, sponginess, scalping, local-
ized dry spots, shallow rooting and foot
printing. Under ideal conditions, microbial
degradation of organic matter will match the
rate of production. Unfortunately, under golf
course conditions, this rarely occurs due to
the inputs of water, nutrients and other prac-
tices which either increase tissue production
or inhibit microbial activity.
Ultra-dense varieties of putting green
turf are especially prone to excess organic
matter accumulation if they are not managed
carefully. Their high shoot density and the
difficulty with which topdressing material
is worked into the turfgrass canopy, make
them very susceptible.
Considering the above mentioned
challenges that modern golf course superin-
tendents face, it is very important that the
aeration or cultivation programme be tailor-
made to address the site specific problems
which are encountered.
Too often, less disruptive and less effec-
tive cultivation techniques are used in an
attempt to ease disruption to golfers. This
will almost certainly lead to failure of the
turfgrass stand in the long-run. Bare in mind,
serious problems most often require serious,
disruptive remedies.
It is now more important
than ever before that all
golfers are educated about
the vital role which
aeration and cultivation
play in maintaining the
playing conditions which
they expect, year round.
The following is a summary of the most
effective techniques for overcoming the
two primary reasons for cultivation. The
various options are listed in order from most
effective to least effective. An aeration and
cultivation programme can be developed,
which is site specific, by selecting the aera-
tion or cultivation technique which is best
suited to your specific needs.
Organic Matter Accumulation
Management
1. Hollowtine cultivation with 12-16mm
tines combined with sand topdressing.
2. Deep scarification with vertical blades,
(e.g. Graden, Sisis) combined with
COURSE MANAGEMENT
sand topdressing. Can be very disrup-
tive and will leave unstable conditions
underfoot if not combined with a sand
application.
3. Carbide or Tungsten tipped vertical
mowing. Operation will only affect the
surface layer of organic matter and may
cause severe injury to ultra-high density
greens turf varieties.
4. Hollowtine cultivation with 6-8mm
tines. Only affects 2-3% of the total
greens surface area.
5. Deep hollowtine cultivation or deep
drill. Should not be used as a substitute
for normal hollowtining operations
6. Standard vertical mowing. Virtually no
affect on organic matter accumulation.
7. Solid tining aeration/water injection/
spiking. Have no affect on organic
matter.
Compaction Management
1. Hollowtine cultivation with 12-16mm
tines without the addition of topdressing
sand.
2. Deep hollowtine or deep drill. Has
the ability to break through the hard-
pan layer left by standard cultivation
techniques.
3. Water injection. Almost zero surface
disruption combined with very effective
sub-soil shattering.
4. Solid tining aeration. Ability to shatter
soil with kick action.
5. Spiking. Cost effective and quick, but
penetration is limited.
Darren Berry of
Golf Data can be
contacted on
083 671 9399 or (044)
384 0680/3
or at
darren@gdmaint.co.za
Golf Club Management January 2008 
TAX LEGISLATION

Tax on recreational clubs Part 2

This is the second in a series of three articles on the new tax laws for clubs. The first
article gave an overview of the recent changes to the tax law and explained the new
administrative requirements for clubs. In this article Jackie Arendse of Eagle Tax
discusses how clubs will have to distinguish between taxable and exempt income and
how they will calculate their annual tax liability.
As mentioned in last month’s article, the
tax exemption that used to apply to social
and sports clubs falls away for financial Jackie Arendse – Independent Tax Specialist
years commencing on or after 1 April 2007. Jackie assisted the CMASA in compiling and presenting their
Under the new tax legislation, clubs that are submission to Parliament last year on the new tax legislation per-
approved by SARS as recreational clubs taining to recreational clubs and has interacted closely with both
(see last month’s article) will enjoy a partial the CMASA and SARS over the last year as the new amendments
tax exemption from this date onwards. In have been implemented. Jackie can be contacted on 082 924 1070
other words, some of the club’s income will ot at jackie@eagletax.co.za
be taxable while other income will remain
tax-exempt. Clubs that are not approved activities as long as they are operated with SARS to identify and resolve possible
by SARS as recreational clubs will lose substantially by unpaid volunteers. problem areas in the new legislation. From
their tax-exempt status altogether and will 4. Any other income (i.e. that is not exempt this correspondence with SARS it is clear
then be taxed as normal companies, even if in terms of 1, 2 or 3 above) up to the that the distinction between taxable and
their legal form is a section 21 company or greater of - exempt income is not simply on the basis
an association of persons not for gain. Tax- a. 5% of the total membership fees and that member income is exempt whilst non-
exempt directives from SARS no longer subscriptions accruing to the club member income is automatically taxable.
have any relevance because those directives during the year of assessment; or Instead, the distinction between taxable
were issued under provisions of the Income b. R50 000. and exempt income must be made on the
Tax Act that have now fallen away. basis that income is exempt if it is derived
Under the new tax legislation, there Items 1, 3 and 4 are fairly straightfor- from business or trading activities that are
are four specific types of income that ward and self-explanatory. Unfortunately, integral and directly related to the core
will be exempt from tax. Any income that the same cannot be said for the exemp- objectives of the club (being the provision of
does not fall into one of these four catego- tion in respect of business and trading social and recreational facilities to its mem-
ries will be taxable. The following income income. It is hoped that SARS will issue an bers) provided also that the activities giving
is exempt: “Interpretation Note” or similar explanation rise to that income are carried on substan-
soon to clarify the meaning and application tially on a cost-recovery basis and the club
1. Membership fees or subscriptions of these new provisions. In the meantime, the does not compete unfairly with tax-paying
paid by the members of the club. This Club Management Association of Southern entities. This applies regardless of whether
includes both entrance fees and annual Africa (CMASA) has been working closely the income is derived from members or
subscriptions. non-members.
2. Income from business undertakings or The requirement that the business or
trading activities of the club IF those
Tax-exempt directives from trading activities of the club must be carried
business or trading activities - SARS no longer have any on “substantially on a cost-recovery basis”
a. are integral and directly related to the relevance because those means that a club is permitted to make a
core objectives of the club; small profit on its business activities but the
b. are carried out substantially on a cost- directives were issued total cost of carrying on a particular activity
recovery basis; and under provisions of the must comprise not less than 85% of the total
c. do not result in unfair competition revenue generated from that activity.
with taxable entities.
Income Tax Act that have The requirement that the business or
3. Income from occasional fundraising now fallen away. trading activities of a club must not result in
▼

 January 2008 Golf Club Management

 TAX LEGISLATION

unfair competition with a tax-paying entity means that a club must

not actively compete with tax-paying entities that provide similar
services or are engaged in similar trading activities. Factors that
would indicate such competition include active advertising or
marketing, whether the club charges a market-related price and
the frequency of the club’s trading activities.

Every club will have to examine the various

types or sources of income that it receives
and determine which of the income is taxable
and which is exempt.
Some specific examples may assist in understanding how the
business and trading exemption will apply in practice. SARS has
confirmed that rental income is taxable, whether it is derived from
the rental of property, the use of land for cell phone masts, adver-
tising bill boards or similar items. The basis for this decision is
that rental income is trading income and is not integrally related to
the core activities of the club. Green fees and food and beverage
income will be exempt from tax as long as the three requirements
listed under item 2. above are met. On the other hand, interest
income from investments is taxable to the extent that it exceeds the
general exemption in item 4. above.
Every club will have to examine the various types or sources
of income that it receives and determine which of the income is
taxable and which is exempt. If a club has any income that is tax-
able it may deduct certain expenses from that income to arrive
at its taxable income (the tax equivalent of “net profit”). For this
purpose, the club’s expenses must be allocated between the dif-
ferent categories of income so that the deductible expenses can be
identified. Expenses that are incurred directly in relation to cer-
tain income will be allocated directly to that income. General or
overhead expenses will be apportioned to the income on a suitable
basis. (See next month’s article.)
Once the club has deducted allowable expenses from the income
that is taxable, tax will be charged on the remaining taxable income
at the rate of 29%. This rate applies regardless of whether the club
operates in the legal form of a section 21 company, any other type
of company or as an association of persons.
Next month’s article will feature a comprehensive example to
illustrate how a club will calculate its tax liability and will also focus
on capital gains tax and other taxes that clubs must consider.

Jackie Arendse can be contacted on 082 924 1070

or at jackie@eagletax.co.za

Three things to do now:

1. Prepare a forecast income statement for the 2008 finan-
cial year (the next financial year commencing on or after
1 April 2007).
2. Calculate your estimated taxable income and tax liability.
3. Discuss the forecast tax liability with your financial
committee and build the cash outflow into your budget.
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PUTTING YOU ON COURSE


Fighting crime is
everyone’s responsibility
Developing a culture of security and honesty within a club environment is central to its
survival. Jenny Reid of GriffithsReid believes there is more to security than just guards,
dogs and cameras.
Developing a culture of security within
a club environment depends on a lot more
than just physical security measures. In
addition, you need to rely on the club’s core
values, ethics and socio-political factors to
play a role in creating an awareness of the
detrimental effects of intra-organisational
criminality, says Jenny Reid, managing
director of GriffithsReid.
A culture of security implies the adoption
of new ways of thinking and behaving when
using and interacting within a company
or club environment, be it in the HR field,
operational or backroom support units. This
signals a clear break from the time when
security was only thought of as an issue of
security guards and CCTV.
Only an approach that takes due account
of the interests of all your employees, the
nature of their work, the socio-political
pressures and an awareness of the corporate
and club-wide importance of security, will
deliver the fullest possible benefit to your
club.
Each employee has to be made aware of
their personal responsibility for ensuring
security. They must not only be aware of the
relevant security risks and preventive meas-
ures, but be actively encouraged to assume
responsibility and take steps to enhance the
security of the club.
How then, is this to be achieved?
Firstly, a conscious programme of
awareness-raising has to be implemented.
Awareness of the implications of intra-organ-
isational criminality amongst employees
is the first line of defence in club security.
Employees must be made aware that crimi-
nality harms them directly in terms of lost
opportunities, lowered salaries and so on.
Secondly, a programme should be insti-
tuted whereby employees are treated as
responsible adults and tasked with the respon-
sibility for preventing crime. Employers we
deal with are amazed time and time again
at how positively employees respond when
they are asked to take an interest in the well
being of their company or club. There is
a wealth of untapped goodwill out there,
which just needs to be activated.
Too often, management is hesitant to
go down this path, thinking that all that
employees want is more money. While this
can of course never be discounted as a factor,
our practical experience shows that when
put to the test, financial rewards alone are
not the dominating driver when employees
discuss their working environment.
Practical experience
has shown that employees
respond well to being given
responsibility for security
Thirdly, a suitable response mecha-
nism must be put in place through which
employees can report criminality. This
should be through the provision of hotlines,
anonymous tip boxes or direct contact, what-
ever the employee feels comfortable with. A
report back channel is critical to the success
of any programme designed to counter intra-
organisational criminality.
Practical experience has shown that
employees respond well to being given
responsibility for security; on this must be
built the fourth element of the creation of a
security culture, namely an understanding
and propagation of a system of ethics
staff ethics
throughout the club.
Employees, from the management down-
wards, must be seen to be respecting the
legitimate interests of others, as the very
first guide in a system of ethics. Once they
realise that their action - or inaction – may
harm others, crime will become a self-lim-
iting exercise.
The next step in building a security aware-
ness culture is for management to design and
implement a professional security plan. This
could include physical preventative meas-
ures, but must also include elements of the
staff motivational aspects discussed above.
Only a holistic approach to the  problem will
deliver a holistic solution. 
Finally, a comprehensive security man-
agement team must be in place to ensure 
that all the carefully laid plans, ethics,
guidelines and communication channels
are actually maintained and implemented.
This includes forward-looking responses
to emerging threats, prevention, detection,
and response to incidents, systems recovery,
ongoing maintenance, review and audit.
Included in this should be a continuous
process of reassessment, where the effec-
tiveness of policies can be reviewed and
appropriate modifications can be made
where ever necessary, in response to
changing environmental issues.
Article byJenny Reid. Jenny is managing
director of GriffithsReid and has over
ten year’s of extensive corporate world
experience in the security industry. She
is a member of The Institute of Directors,
and immediate past president of The South
African Security Association. For more
information on your security require-
ments contact Jenny on 082 600 8225 or at
jenny@griffithsonline.co.za
Golf Club Management January 2008 11

Effective biological control of
Poa Annua on Bent grass greens
The control of Poa Annua is probably the most talked about topic amongst
greenkeepers. Willie Pretorius of Golf Course Solutions in Cape Town and
Dr Marianne Venter, technical director of Biocult SA in Somerset West, outline
possible biological solutions to the problem.
The natural association of Bent grass
(Agrostis stolonifera) with the beneficial
Mycorrhiza fungal complex is a brilliant
“tool” that could be used to protect Bent
grass greens from complete invasion by Poa
annua.
This concept has been applied around the
world with varying amounts of success.
We have studied this phenomenon and
found that it is just not enough to only inocu-
late with Mycorrhiza and hope for the best.
There are other aspects that needs to be con-
sidered to achieve a noteworthy result.
The background to the biological control
process is the following:
• In the wild state where Bent grass forms
part of the natural grasslands it has a
very strong and positive association with
Mycorrhiza and in fact needs this associa-
tion to survive.
• Mycorrhiza is regarded as a mutualistic
fungal complex consisting of several
fungal species that colonize the host plant
roots and develop a symbiotic relation-
ship. The host provides carbohydrates and
other nutrients to the Mycorrhiza and the
Mycorrhiza in turn, through its extended
hyphae measuring several kilometers, will
provide the host with water and nutrients
as required. It also protects the host plants
roots from diseases. This is the way it sur-
vives in the wilds without being fertilized
or sprayed for diseases.
• When Bent is now established on a sandy
root zone base which is almost sterile the
Bent has to survive without its natural
ally.
• Poa annua on the other hand does not
have a positive association with the
Mycorrhiza fungal complex. (Plants are
categorized by their positive or negative
association with this fungal complex).
For more information on course
management matters, contact Willie
Pretorius of Golf Course Solutions on
021 913 2913 or 011 822 1850 or at
willie@golfcoursesolutions.co.za
There has been quite a bit of research
done on this topic and some association
has been found, but the effect has been
negative on the growth of Poa annua. The
evidence overwhelmingly suggests that
Poa annua does not have a synergy with
the Mycorrhiza complex.
• It has also been found that Poa annua
excretes Salycilic acids in the form of
root exudates. This acid is known to have
a negative effect on the colonization of
Mycorrhiza with its host plant.
What happens when a newly planted
green of Bent grass is established on a
sand base?
• The Bent grass roots start sending out
signals inviting the Mycorrhiza to start its
association, but due to the sterile nature
of the sand-based root zone very little
colonization actually occurs. Bent grass
is now deprived of its basic natural ally
and defence mechanism and will become
easily stressed.
• During the first autumn and winter season
COURSE MANAGeMENT
a certain amount of Poa annua seeds will
germinate and will put out defence mech-
anisms of root exudates that will affect
the already low level of Mycorrhiza nega-
tively. This self perpetuating process will,
over time, obviously give the Poa annua a
significant advantage to become the dom-
inant grass.
Seasonal and other environmental condi-
tions also have an influence on this system.
The following conditions favour Poa annua
at the cost of Bent grass.
• Low Mycorrhiza populations
• Compaction.
• Excessive water.
• Decreasing day lengths. (Winter months)
Turning this process around using
Mycorrhiza inoculation on Bent grass
greens.
We have found that due to the sandy
nature of the root zone area the following
issues have to be addressed in order to get
the desired results.
• The Mycorrhizal fungal complex is
dependent on a good source of Humic
acids from a green source rather than
a coal or leonordite source. (The latter
humics have pH solubility ranges out-
side of the natural pH ranges that exist in
soil).
• A balanced level of soil microbiology
(the beneficial fungal, bacteria and pro-
tozoa) must be obtained.
• Bent roots must be stimulated to get
down to a level of at least150 mm.
• Regular measurements of the soil micro-
biology are very important to establish
the progress.
• Make sure that salinity and sodicity are
under control. ■
Golf Club Management January 2008 13

Readers’ questions answered
If you have a human resource question, contact Andrew Wilson at consultaew@iafrica.com
Keith in the Eastern Cape asks, can we
deduct a speeding fine from an employee’s
salary if they fail to pay? Although we have
no formal policy in place it has always been
custom and practice for the employee to pay
their own speeding fines incurred while on
club business.
GCM replies:
Although it may have become custom and
practice at your club that employees are
responsible for their own speeding fines,
I am afraid that the Basic Conditions of
Employment Act (BCEA) takes precedent.
Under the Act, you are not allowed to make
any deductions, other than statutory ones,
from the employee’s earnings without their
permission. This means that you will have
to obtain the employee’s agreement to the
deduction before you can implement it. This
could be easier said than done. You also can’t
unilaterally change an employee’s terms and
conditions of employment.
Ideally, you should have a club policy in
place, either in the contract of employment
or as a separate document, outlining the pol-
icies and practices regarding club transport.
Johan in Gauteng asks, is it true that the
CCMA is no longer so concerned with pro-
cedural fairness but rather whether the
verdict and the penalty were fair?
GCM replies:
It is true that less emphasis is being placed
on procedure and there is no longer a
requirement that a “mini trial” should take
place prior to a possible dismissal. There are
however certain principles that have to be
adhered to whatever procedure you follow.
These principles include the fact that an
employee has a right to:
HR Letters
a) know how the actual hearing will be con-
ducted and who the chairperson of the
hearing will be
b) know what they are being charged with
c) be represented by a fellow employee
d) be allowed reasonable time to prepare a
defence
e) an interpreter if required
f) ask questions of witnesses and to call
witnesses of their own
In addition to the above it is also a prin-
ciple that the chairperson should allow
enough time to apply their mind to an appro-
priate penalty and verdict.
If your club doesn’t already have a written
disciplinary policy, I would advise that you
avoid outlining every step of the procedural
process in your policy and rather concentrate
on the principles you will adhere to. ■
THE SOUTH AFRICAN JUNIOR GOLF FOUNDATION

Embracing the future

The average age profile of members at most golf clubs is well into the fifties. The expec-
tations of the youth of today are very different to twenty years ago. If these clubs don’t
encourage the interest shown by junior golfers, these youngsters will turn to other
sports that are more accommodating and a huge opportunity will be lost. Ann Rycraft,
National President of The South African Junior Golf Foundation (SAJGF), outlines
what the foundation is doing to encourage the youth of today to take up the sport.

The game of golf has changed in South

Africa in the same way as it has in the rest
of the world. Once a sport for the rich and
privileged, golf has undergone a metamor-
phosis from which it is emerging as a family
sport.
This means that many golf clubs now find
themselves adapting their facilities to cope
with members many years younger than
the average age of their membership. With
every junior golfer there is a mom and a dad
and often younger siblings too. Once a quiet
place where mainly males could unwind
from their executive offices at weekends
and evenings, clubhouses now have a much
more modern approach, not least with ham-
burgers, chips and tomato sauce topping the
menu washed down with gallons of Coke!.
On a more serious note the SAJGF could
not in effect operate without the co-opera-
tion and encouragement from our golf clubs.
Without a course to play on, young people
would be confined to driving ranges and
playing fields and in all possibility give up
the game after a while.
The SAJGF has had the privilege over
the last 47 years to have had a host of
successful professional players as junior
members. In our early year’s players such
as John Bland, Dale Hayes, Dennis Bruyns,
Gert and Paul van Biljon emerged from
our ranks; more recently Ernie Els, Retief
Goosen, Rory Sabbatini, Charl Schwartzel
and Trevor Immelman have become famous
“old boys”. With your help we can continue
to grow the list.
We must remember that for every one of
these successful players there are three or
four thousand junior golfers who will become
“ordinary” club members, just playing every
Is there a future Ernie Els amongst the under 14 team of 2007?
weekend, or league for the club, or even per-
haps becoming successful amateurs.
Every club needs members and the
SAJGF is continually encouraging our
members to join clubs. In fact if a member
joins us who does not yet belong to a club,
we identify a club nearest to his or her home
and introduce them to each other.
Many of our members come from fami-
lies where neither parent plays and so a
whole education process needs to be in place
to help them understand the code of con-
duct expected from everyone who sets foot
in a clubhouse. Whilst we are endeavoring
to do this we need help and understanding
from the clubs whilst they are learning. In
particular this applies to players from disad-
The SAJGF has a mission
statement “to encourage
the growth and development
of Junior Golf through
competition and coaching”.
vantaged backgrounds. We thank all of you
who have given free membership to these
young players and we ask that you mentor
them and encourage them to join in club
activities.
One of the most important parts of the
SAJGF is to encourage the forming of
junior sections in every club. They are
your future and we in the SAJGF are there
to help you in this process. Inevitably the
person who is going to have a big impact
on this happening is the club manager who
will be a pivotal role player with either the
club Pro or captain to encourage the growth
of this important part of your club’s future.
Please do not hesitate to contact your
nearest Division of the SAJGF for any help
or advice.
The stars of amateur golf are getting
younger every year and it is a major concern
of ours that with this, they are inevitably
thrust into an adult world perhaps too
soon. Our organization is bound by the
Child Protection Act and therefore alcohol
and tobacco are banned substances in our
sporting code.
▼

16 January 2008 Golf Club Management


Dominique Jacobs, girls’ Rosebowl
Champion of 2007 and Johan de Beer,
Strokeplay Champion.
Therefore all junior golf sections are
encouraged by us to supervise and protect
all golfers under the age of 18. Similarly
there is a code of conduct for coaches and
managers which forbids any form of abuse
either verbal, physical or racial. Copies of
these codes can be obtained from our web-
site www.sajgf.org
We have currently, 13 divisions of the
SAJGF countrywide which hold competi-
tions throughout the school holidays all year
round. Apart from that we also hold national
events around the country and to all clubs
who have hosted us this year we say a heart-
felt “thank you”.
Our thanks go in particular to all those
clubs countrywide who give the SAJGF
reduced rates or even waive rates for junior
days in the holidays. I am aware that many
of you open up on your “day off” too, so
please give our thanks to your staff who give
of their own time so willingly.
During the course of 2007 we have seen
the introduction of new national events at
U12 and U14 level as well as the “Littlekids”
golf events. In 2008 we will be hosting two
new international events where we hope the
top juniors from around the world will be
participating. These events will be hosted
in the Southern Cape and the Western Cape
respectively. We will also have additional
events in the Hayes Junior Classic Series for
2008 and also the High Schools regional and
national events will be growing thanks to
our new sponsor CIB. Our founding fathers,
the Nomads, will be holding “The Volvo
Foundation Series” throughout the country.
Participating clubs will raise funds for the
THE SOUTH AFRICAN JUNIOR GOLF FOUNDATION
SAJGF Divisions through golf days com-
mencing early next year.
As you are aware we are a volunteer
organization and as such we rely heavily on
people taking time off from their jobs to help
out. In 2008 we hope to establish a fulltime
office which will mean easier communication
between all parties related to Junior Golf.
Should you be experiencing any dif-
ficulty with communication between your
club and our division please do not hesitate
to contact me.
The SAJGF has a mission statement “to
encourage the growth and development
of Junior Golf through competition and
coaching”.
What we request is that every club
ensures that every junior member becomes
a member of the SAJGF in order for them
to take advantage of what we can offer them
in terms of top class competition over five
different age groups; age 5 to 11 (Littlekids
Golf), under 12, under 14, under 16 and
under 18.
We have an undertaking from the South
About Ann
Rycraft:
I started playing
Golf at the “late”
age of 24 in the
UK. My first club
was Peterborough
Milton Golf Club
where part of
the membership
process was to play 9 holes with the club
captain and lady captain during which
they assessed your etiquette and knowl-
edge of the rules.
How different to today where you can
join a club hundreds of kilometers away
from your home by just signing a form
online.
Two years later I was in South Africa
where I joined Kensington Golf Club as
a competitive 12 handicapper. As a career
woman I was not able to play during the
week and as ladies, were not allowed to
play on Saturdays, I joined Germiston
Country Club where 20 ladies were
allowed to play on Saturday afternoons.
I became ladies captain, a post I held
for six years. I also served on the then
African Golf Association that they will be
assisting us with funding once we have
achieved this. We are the official body for
Junior Golf in South Africa; all other bodies
involved in Junior Golf must sign a recogni-
tion agreement with us before they can be
part of Junior Golf.
We therefore commit ourselves to con-
tinuing and growing our relationship with
the golf clubs of South Africa and hope that
together we can ensure a big future for golf.
For more information on the South African
Junior Golf Foundation contact Ann
Rycraft at arycraft@srk.co.za or
on 082 895 1326, or visit their
website www.sajgf.org
The South African Junior Golf
Foundation currently has approximately
4 500 members and the average annual
membership fee is approximately R150
per annum, depending in which province
the junior resides.
Transvaal Ladies committee for two years
but already I felt that Junior Golf needed
more of my attention. We had three young
girls at Germiston who were very tal-
ented and together with the club captain
we started regular Sunday competitions
for juniors with boys and girls playing
together. The word quickly spread and
we suddenly found we had 140 junior
members. By this time I had been elected
to the Southern Transvaal Division com-
mittee of the South African Junior Golf
Foundation. This was in 1988.
I became Divisional President in 1997
and was elected to the national committee
in 2000. Six years later I became the first
woman president of the SAJGF.
Looking back I feel perhaps this was
part of a ‘greater plan” for my life. I do
not have children of my own and although
I have loved this game since I first hit a
ball I knew I could never become a star,
but through encouragement and creating
opportunities I believe, together with the
SAJGF, and the help of committed people
from golf, I have helped some young people
achieve their dreams and that gives me the
greatest satisfaction you can imagine.
Golf Club Management January 2008 17
COURSE MANAGEMENT
Prioritising work
on the golf course
Does the committee member with the loudest voice normally influence what gets done
first on the golf course? Murray Veitch of Turftek gives us some pointers on how best to
prioritise your projects for the longer-term good of the club.
So often decisions on a golf course are being
made by the existing committee only to be
changed by the following year’s committee.
Another common problem is that a single
person’s ideas prevail over the rest of the
committee due to the influence that person
has over other members. This usually results
in work being done that an individual wants
rather than work being done according to the
needs of the golf course.
When deciding on what should be done
on the golf course everyone’s ideas should
be considered and then a priority list drawn
up. The greenkeeper may have what he
thinks are priorities to him or her, the club
captain may have a different set of priorities
and the same could apply to the club Pro. It’s
therefore important that everyone concerned
is given the chance to sit around a table and
air their ideas.
BRAIN STORMING
Brainstorming is a technique used to stim-
ulate creative or imaginative ideas and
solutions by a group of people. The object
is to generate as many ideas as possible out
of which, hopefully, a few good ideas will
emerge. At the start of the process, the group
should be going for quantity, not necessarily
quality. During this stage of the brain-
storming process criticism of an idea should
be prohibited; imaginative, and even zany
ideas or solutions are welcomed and quan-
tity is important.
Everyone should give as many ideas
as possible of what they think needs to be
done on the course. Ideas could include such
things as levelling of tee boxes, adding more
sprinklers etc. If necessary set a minimum
target of at least ten ideas from each person.
Write all the ideas down on a flip chart and
18 January 2008 Golf Club Management
put the sheets up on the wall for all to see.
Once the ideas have dried up, now is the
time to start prioritising. Get each member
of the group to list what they see as the ten
most important items/ideas/suggestions. One
rule: they are not allowed to include on their
list a point that they raised. They have to
select their priorities from the points raised
by other members of the group. Comparing
each person’s priority list will help deter-
mine which objectives are to be seriously
considered. The more times an item/idea/
suggestion appears on the “most impor-
tant” list, the more likely it is to become a
priority.
The brainstorming process
should be repeated at least
once a year in order to
ensure that everyone’s ideas
are considered for the
benefit of the golf course
as a whole.
You are now ready for the evaluation
stage. Each point should be critically ana-
lysed. In some instances it may be necessary
for individuals to explain why they think
a certain idea is a priority. This will give
clarity to other members. Consider each
point in terms of aspects such as:
• Its degree of urgency?
• The budget required to complete the
task?
• The resources that would be needed to
complete the task?
• The time it would take to complete the
task?
• What would the consequences be if the
task was shelved for the time being?
Should it be done now or could it wait?
• What support/criticism are we like to
receive from the membership?
• Do we have the authority to press ahead
or do we need to seek further approval?
This process will help with the forward
planning on the course. Budgets can be
adjusted to take the newly planned sugges-
tions into consideration, and work can be
scheduled so that resources are used to their
maximum.
It is also a way of getting projects onto
the planning sheet that are important but not
necessarily urgent. Stephen Covey, in his
book The Seven Habits of Highly Effective
People, commented that we so often spend
our time dealing with only the things that are
urgent, whether they are important or not.
By focusing a significant proportion of our
time on the things that are important but not
urgent, we can dramatically reduce the fire-
fighting that often bugs our days.
The brainstorming process should be
repeated at least once a year in order to
ensure that everyone’s ideas are considered
for the benefit of the golf course as a whole.
By going through the brainstorming process
every participant is given an equal chance to
air their ideas and is therefore more likely
to be supportive of the outcomes and com-
mitted to their success.
For more information
on turf-related issues,
contact Murray Veitch
of Turftek on
012 807 7282 or at
leonette@turftek.co.za
 HR DEVELOPMENT

Managing in hard times

Five tips for managing when the going gets tough.
When there is red ink all over the monthly
accounts and things are looking bleak it is
easy to become negative and start looking
for people to blame. This however is just
the time to focus on what can be done and
to catch people doing things right. Here are
five things to focus on:
1. Keep it simple.
Identify the top priorities that will lead to a
turn-around. Don’t identify too many and
make sure that they are possible and achiev-
able. The simpler you can point the way
forward, the more your team members will
be willing and able to pull in the same direc-
tion. Focus on the short-term issues and the
long-term will take care of itself.
2. Communicate directly.
Talk directly to your team members through
regular meetings or one-on-one sessions.
Avoid e-mails and memos as much as pos-
sible. The more time you can spend with
your team members, the more you will build
their trust and respect. Keep the language
simple and be prepared to admit when you
don’t know all the answers.
3. Listen actively.
Very often people will tell you what they
think you want to hear, especially when
times are tough. Don’t only listen to what
they are saying but also probe why they are
saying what they are saying. Also listen with
your eyes. Very often the other person’s
body language gives out a totally different
message to what they are actually saying.
4. Be prepared to confront issues.
Get the informal “pub talk” on to the formal
agenda. Encourage people to be critical and
then openly and constructively address the
issues. Be honest about what is relevant and
avoid character assassinations. Attack the
issues not the messenger.
5. Remain positive.
This is probably the hardest part. No matter
how tough it is, always remain positive. If
your team members have confidence in your
ability to turn things around, you will have
their support and commitment. If, on the
other hand, they see you worrying or dis-
playing a lack of confidence in the future,
you will lose their support and commitment
and it will be “game over”.
For more on this and other Human
Resource issues, contact Andrew Wilson at
consultaew@iafric.com

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The festive season’s over, but it’s
not the end of the party season
Well planned and executed parties can be real revenue earners for your club.
Tony Beart, who was general manager of Country Club Johannesburg, chairman
of Associated Clubs and club manager of the year, gives us some tips on maximising
your “party potential”.
To be a club manager you have to be
something of a party animal. Think of it
– Christmas and New Year’s festivities –
Easter – Mother’s, Father’s and Secretary’s
days – Halloween – Spring, Summer and
Winter Balls – special occasions – weddings
– 21st’s – many different kinds of children’s
parties, the list is endless. The year goes by
so quickly, and before you know it, you are
back where you started. Christmas, New
Year …….
So how do you plan your parties? For a
start, avoid reinventing the wheel every time
that you sit down and plan a party. If the
club has a track record of putting on fabu-
lous and successful events, make sure you
record what you did right and what could
have been better. Also there will inevitably
be staff members on your team who enjoy
“brainstorming”. Use their creativity to get
ideas on the table, ideas that can break new
ground or build on the successes of the past.
If you, as the manager, have good facilitation
skills and are a bit of a party animal yourself,
look for like-minded individuals on your
team or even amongst the membership.
Coming up with a great idea can some-
times be a difficult task. Rely on your team,
encourage light hearted discussion and
inspiration, and suddenly ideas will emerge.
Now build on them, involving your party
team, including the appropriate department
heads. Once again record as you go.
These initial brainstorming meetings
develop a momentum of their own, but do
yourself a favour – record the meetings in
detail – keep a formal record which can then
be distributed to your sub – committee and
beyond if necessary.
It is essential that early on in the process
you think about the budget. Spend serious
time considering the market that you intend
attracting and what price you can charge
for the event. Estimate as accurately as
possible your costs including food, bev-
erage, labour, entertainment, décor etc; in
other words set up a pro forma profit and
loss statement. The last thing that you want
to do is to promote a function that is a cost
to the club. Red ink in a club is a death sen-
tence! Remember that your main committee
will have at least one or more accountants
as committee members, and they certainly
do not like red ink, believe me! Once the
budget is established, all concerned must
live by it. Variances do occur but must be
explained and managed.
Many parties are themed.
You may have to turn dining
rooms, ballrooms, function
space, the garden, even the
kitchen into fantasy areas.
Often parties will include the use of enter-
tainers. Do not appoint an entertainer only
on the word of a member or an agency. Go
and see the act for yourself and save yourself
from potential embarrassment. The enter-
tainers become an important focal point of
any party, so include them in your planning
discussions if possible. Often we fail to do
this and pay a price. This can be in the form
of incorrect dress codes, excessive breaks,
no smoking rules etc. Make sure that the
entertainer understands and respects the cul-
ture of the club and its house rules.
Many parties are themed. You may have
to turn dining rooms, ballrooms, function
space, the garden, even the kitchen into
fantasy areas. Fortunately there are some
FOOD AND BEVERAGE
amazing companies that specialise in theme
parties, with props and costumes and ideas
to match any occasion. They are the experts
at creating atmosphere so don’t be afraid to
use their expertise.
The event has come and gone and you
as manager have received generous praise
from all concerned and a promise from the
club captain that you get to keep your job
until tomorrow! What follows is probably
the most important part of the whole plan-
ning exercise.
You should keep a complete record of
every aspect of the function. Within 24 to
48 hours after the event, assemble your
“party team” for a de-briefing. Dissect and
analyse everything, both good and bad. With
today’s technology there is no reason why
photographs and videos should not be part
of the record of the function. An important
consideration could be to bring in a club
member who attended the function. The
customer’s point of view gives probably the
most important perspective on the evening’s
arrangements.
Copies of the menu, wine list, staffing
roster, décor, entertainment and many other
details must be recorded and evaluated. Take
this review very seriously and it will assist
you greatly in planning future events.
I hope that the above will be of use to
you. May the parties on your watch be the
best ever!
For more information
on Food and Beverage
issues contact Tony
Beart on 082 443 6975
or at
tbeart@tiscali.co.za
Golf Club Management January 2008 21
BIRDIES AND BOGEYS

Former Sunshine
Tour professional People on the move
Colin Sorour Greg Phillips, ex general manager of
heads an impres- Rondebosch Golf Club to Plettenberg
sive list of some Bay Country Club
35 PGA graduates Hein Papenfus, ex general manager
in 2007. Pictured of Hermanus Golf Club to Robertson’s
with top graduate Silwerstrand Golf and River Estate
Sorour, who is the Marinus Weiss has been appointed
Director of Golf manager Vredenberg Golf Club
at Bloemfontein Johan Krugel, ex Rustenburg Golf
Golf Club are Club will join Euphoria Golf Estate
PGA chairman and Hydro as manager of the Euphoria
Craig Ross and Country Club in March 2008.
Beau Barnard of Acushnet Golf. Acushnet gave cash awards to the top five graduates Bet Mills, ex Hans Marensky Golf
totalling R21 000. Club will join Euphoria as events and
For full details of the 2007 graduates, please visit www.pgasa.com golf co-coordinator in March 2008.
Danny Venter has
been appointed

Website of the month

head greenkeeper
at Dainfern
Last month in GCM we included an article by Arlene Wilson-Max of the Tourism Country Club in
Empowerment Council on Broad-based Black Economic Empowerment. Their web- Gauteng.
site www.tourismbeecharter.co.za includes a database on corporate social investment.
The CSI projects database aims to identify and list corporate social responsibility pro-
grammes that hold relevance to the tourism/golfing sector. New projects that may benefit
the sector will also be added to the directory of existing and potential CSI projects within
the industry.
This database acts as a platform from which companies within the tourism industry Back issues
access CSI projects for the implementation of the CSI indicator. It enables these companies To review past issues of GCM log on to
to access the diverse initiatives of the entities that have posted their specific profiles and our website www.compleatgolfer.co.za
CSI programmes. and on the left hand side of the home page
For more information contact Arlene Wilson-Max on Cell: 079 602 4927 or email: click on Golf Club Management. Editorial
info@tourismbeecharter.co.za from issues dating back to November 2006
are available for reading or downloading.

The Western Cape recently hosted 19 representatives of the

Finnish Club Manager’s Association at Atlantic Beach. Seen
here at the event are Beryl Acres of the Club Management
Association of Southern Africa, vice-president of the FCMA
Staffan Tuomolin and secretary of the FCMA Ilkka Ulander.
Feedback from the delegation was that we are blessed with
some wonderful opportunities for the future of golf in the
region. They did however express two points of concern. The
first was that they felt that we could still improve the “finish or
cosmetics” of the courses. An example of this was the consist-
ency of bunkers which they felt left a lot to be desired.
Secondly, one delegate had his cellphone stolen out of his
golf bag while playing golf. Crime is one of the biggest factors
deterring potential overseas visitors and incidents like this only
reinforce the perception of a high crime rate in South Africa.

22 January 2008 Golf Club Management

 letters to the editor

Letter from Lloyd Martindale, General Manager of George

Golf Club
I would like some advice on Cape Town clubs if possible. We have
noticed a steady but slow decline in overseas visitors over the last
three years. We believe this has more or less leveled out but would
like to get some information from some similar clubs to us in Cape
Town. I spoke to the manager and captain of Bellville last week and
they have experienced the same trend. I think some of the decline in
our area is due to the resort courses springing up all over the garden
route and people having more choice, but are fewer foreigners
coming to the Cape? And if so where are they going now? I have
heard that the Southern Natal coast has become popular due to price
structures.
Thanks and I do believe we would all (managers that is) benefit if
we shared more information, which I am more than happy to do.
Ed: Hi Lloyd. It is difficult to get accurate figures out of Western
Cape Tourism but visitor numbers are increasing each year. The last
figures available show that the Western Cape accounts for 28% of
overall tourism in South Africa and the aim is that there will be three
million visitors per year by 2010.
It would be interesting to hear from other clubs around the
country. Are you experiencing the same decline as George and, if so,
what do you think are the reasons?

Letter from John Cruse, captain of Nchanga Golf Club in

Zambia
I am the Captain of the Nchanga Golf Club, based in Chingola,
Copperbelt Province, Zambia. Our club has successfully hosted the
2006 Zambian Open.
 I have downloaded your monthly newsletter (from www.
compleatgolfer.co.za) and find it very useful. Due to historical “bad
management”, most of the golf clubs in Zambia have fallen into the
“no vision and progression” trap. We as a club are trying to revive
our membership, but lack the professional skills, as we are mostly in
full-time employment, and try to do this part-time.
This is where your newsletter comes in very useful, and I appeal
to you to consider putting our club on your RSA distribution list.
Ed: Thanks John. It’s nice to know that our efforts are appreci-
ated. Yes, we will certainly put you on to our mailing list and hope
you continue to find Golf Club Management magazine of benefit in
the future.

Letter from Ludwig Vercuiel. CEO at Paarl Golf Club

(Boschenmeer)
I find GCM magazine interesting and very informative. You cover
a number of issues that can only help us as managers, but you also
put us in touch with what’s happening in our industry. A lot of the
articles also help governing bodies to understand the challenges we
face in our industry.
Ed: Thanks for the words of encouragement Ludwig. It’s
always nice to know that we are doing some things right. On the
other hand we also know that we must continue to improve with
each issue and the only way to do that is to keep in touch with our
readers. We feed off feedback; both positive and negative.