The Golf Club Manager June 2021 by Golf Club Managers Association

THE GOLF CLUB

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ISSUE 47 | JUNE 2021

MA N AG E R S ’ A S S O C I AT I O N

THE INTERVIEW

SIR GRAHAM WYLIE

CLOSE HOUSE’S OWNER REVEALS ALL ABOUT THE NEWCASTLE CLUB’S REBIRTH

INDUSTRY

YOUR WHS QUESTIONS ANSWERED

ENGLAND GOLF CHIEF OPENS UP IN OUR HOT TOPICS WEBINAR BEST PRACTICE

COULD CLUBS BE CUT OFF?

H O W TO P R E PA R E F O R T H E COMING WATER EMERGENCY

EDUCATE | INSPIRE | REPRESENT ‘

CONTENTS IS S UE

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GCMA

BEST PRACTICE

AGM: Tom Brooke hails member achievement

Meet your new Membership Services Manager

The water emergency that threatens your club

INDUSTRY

GRASS ROOTS

England Golf’s WHS plea to managers

The remarkable manager of a remarkable club

THE BIG INTERVIEW 39

Close House owner Sir Graham Wylie

150 YEARS OF TURF GRASS INDUSTRY EXPERIENCE

Leaders in the sharpening systems market and one of the world’s most influential forces in turf presentation and quality.

PRINCE’S GOLF CLUB

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THE OFFICIAL JOURNAL OF THE GOLF CLUB MANAGERS’ ASSOCIATION GCMA Bristol & Clifton Golf Club, Beggar Bush Lane, Failand, Bristol, BS8 3TH Tel: 01275 391153 | hq@gcma.org.uk CHIEF EXECUTIVE Tom Brooke - tombrooke@gcma.org.uk FINANCE ADMINISTRATOR Lianne Banks - lianne@gcma.org.uk PROFESSIONAL DEVELOPMENT MANAGER Gavin Robinson- gavin@gcma.org.uk BUSINESS PARTNERSHIPS MANAGER Craig Cotterill - craig@gcma.org.uk MEMBERSHIP SERVICES MANAGER Natalie McColl - membershipservices@gcma.org.uk MEMBERSHIP SERVICES Kerry Spring-Rice - membershipservices@gcma.org.uk PRESIDENT JR (John) Jones 2020/22 CAPTAIN Dave Carlisle BOARD OF DIRECTORS Brad McLean, Amy Yeates, Andrew Rankin, Judy Barker, Stuart Leech, Gareth Morgan, Ed Richardson THE GOLF CLUB MANAGER IS PUBLISHED BY: 18 PLAYERS 2 Arena Park, Tarn Lane, Scarcroft, West Yorkshire, LS17 9BF, UK Tel: 0113 289 3979 | info@sportspub.co.uk PUBLISHER Tom Irwin - t.irwin@18players.com CONTENT DIRECTOR Dan Murphy - d.murphy@18players.com EDITOR Steve Carroll - s.carroll@18players.com HEAD OF DESIGN Andrew Kenworthy - a.kenworthy@18players.com DESIGNER Emmi Parry - e.parry@18players.com Every effort has been made to ensure accuracy, but the publishers cannot accept responsibility for omissions and errors. All material in this publication is strictly copyright and all rights are reserved. The views expressed in The Golf Club Manager do not necessarily represent the views of the company or the editor. Every care is taken in compiling the contents but the publishers assume no responsibility for any damage, loss or injury arising from participation in any offer, competition or advertising contained within The Golf Club Manager.

THE GOLF CLUB

T H E

MANAGER

O F F I C I A L

J O U R N A L

O F T H E

G O L F

C LU B

ISSUE 47 | JUNE 2021

MA N AG E R S ’ A S S O C I AT I O N

THE INTERVIEW

SIR GRAHAM WYLIE

CLOSE HOUSE’S OWNER REVEALS ALL ABOUT THE NEWCASTLE CLUB’S REBIRTH

INDUSTRY

YOUR WHS QUESTIONS ANSWERED

ENGLAND GOLF CHIEF OPENS UP IN OUR HOT TOPICS WEBINAR BEST PRACTICE

COULD CLUBS TO BE CUT OFF? H O W TO P R E PA R E F O R T H E COMING WATER EMERGENCY

EDUCATE | INSPIRE | REPRESENT ‘

ON THE COVER: Close House owner Sir Graham Wylie

WELCOME I S S U E

aving spent most of my first 8 months working from home, it was great to get to my first Regional Meeting last week and to meet you in person, hear what you have to say and what you’d like to see from your association. I’m attending another six meetings during June, so please come and speak to me and share your thoughts on the GCMA, club management and the wider industry. We’re here to represent you and your input is invaluable. You may have seen the golf participation reports, produced by SMS and published by the R&A. As we know, 2020 was an exceptional year and the data backs this up, reporting a UK increase of 2.3 million golfers. Notably, there was an increase in female golfers and a reduction in the average age of participants. Usage of par 3 courses and driving ranges doubled and pitch and putt tripled! But the report does not suggest these levels are here to stay. If we simply sit back and expect it to continue, we are at risk of achieving nothing in the longer term. Whilst usage remains higher than pre-pandemic levels, I am already hearing that, since reopening in March, overall take up has been noticeably lower. Last summer, we were incredibly fortunate to be one of the only leisure pursuits permitted and, of course, a large proportion of the workforce were on furlough. Twelve months later with gyms, swimming pools and team sports available and family attractions

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reopen, we are again competing for valuable leisure time and, inevitably, many ‘casual’ golfers opting for family leisure or team sports instead of golf, or just don’t have the time due to work. We really must tune in on golf’s USPs if we’re going to achieve any level of sustainable success from the new golfers that visited courses in 2020. If you think about the game the way it’s played and the number of different formats available, golf is accessible to a very broad market – yet it’s still viewed as exactly the opposite! With driving ranges and Adventure Golf growing hugely as leisure attractions for families and non-golfers in recent years, we must embrace those facilities and look to adapt some of the game’s more traditional aspects to become more enjoyable and more sociable. I also believe there is a huge opportunity to grow participation of 9-hole golf - particularly during the week, which really lends itself to the recent changes in lifestyle created by the increase in working from home and more flexible work patterns. Regardless of the longer term view, Club Managers are working incredibly hard and under continued pressure, managing operations under current circumstances as well as needing to plan strategically for the years ahead. If there is anything we can do to support you, please do not hesitate to get in contact. Tom Brooke – Chief Executive

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Working with our Bernhard grinders, we are always striving to achieve greater accuracy and consistency on all 27 holes at Prince’s and particularly the green surfaces. Being able to maintain a precise quality of cut through the automated fleet set up saves us valuable time and is financially beneficial for us in the long run.

Sean McLean

COURSE MANAGER, PRINCE’S GOLF CLUB

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GCMA Everything you need to know about what’s happening around the UK in the world of the GCMA

‘Let’s move forward with confidence and

WITH POSITIVITY’

his is my first AGM as your CEO and it’s certainly been a very busy, extremely interesting and exciting first 6 months in the role; and not without its challenges! It’s been an unusual start under the current climate, of course, and most of my time so far has been spent working from home. So, I’ve definitely had excellent value from our Zoom account! However, with the very worst of the pandemic hopefully now drawing to an end, I’m now very much looking forward to getting out to Regional Meetings and to other industry events to represent the GCMA and to meet with you, our members, to hear what you have to say and to do my very best to represent you as we move forward. We have so many fantastic and hugely committed people involved within this association – the team at HQ, the Board, our Regional Managers and you, our members. I’ve been made to feel very welcome and extremely well supported in my first months with the GCMA. Thank you to Brad McLean and the Board for putting their trust in me and thank you to the Regional Managers and the team at HQ for their support so far. COVID19 Looking back to 2020 and what a year it was. Whether we say a ‘year to remember’ or a ‘year to forget’

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– I think for different reasons we need to try and do both. Whilst many of us have experienced extreme heartache that will never be forgotten, let’s do our very best to put behind us the high levels of stress and uncertainty that the circumstances caused for us all, both professionally and personally. Let’s also learn some important lessons about what we are all truly capable of as individuals when we really are put up against extreme challenges such as this one. Let’s also remember the importance of physical and mental wellbeing and how greatly this has been highlighted in recent times. I would like to take this opportunity to recognise the incredible amount of hard work and effort that our team at HQ, our Board and our Regional Managers contributed in order to support our members throughout the pandemic, particularly during last Spring and Summer when we entered the first lockdown. A big thank you to Gavin, Craig and Lianne, who were all very new to the team in March of last year when the pandemic first struck in the UK. It was a hugely uncertain time for them, as it was, of course, for everybody, but they immediately turned their attentions to whatever needed doing to support our members and, from all of the feedback I’ve received, they did this remarkably well. I’d also like to recognise the huge amount of work and effort of Jim Cunning.

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In his report to this year’s GCMA Annual General Meeting, chief executive Tom Brooke hailed the achievements of members over the last 12 months

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS Jim was very much ‘ear to the ground’ 7 days a week and really did go above and beyond to ensure that you were kept up to date and informed with all of the latest developments throughout the pandemic. Of course, a lot of this took place before I joined the GCMA in September. So, it’s only right that I mention my predecessor, Bob Williams, who was responsible for leading the association during those first few months of lockdown in the Spring and Summer of 2020. Thank you to Bob. So on to you, our members. As Golf Club Managers and Leaders, you were very much at the forefront of looking after the golfing population of the UK and serving your local communities throughout the pandemic, as well as supporting each other as colleagues and friends. Just take a moment to consider what you achieved over the past 12 months. What you achieved as an individual; what you achieved as a leader; what you achieved with your team and what you contributed to the industry. Golf was the first sport to reopen last year and we all know what happened in terms of participation! None of us have ever experienced anything like this in the past and, as Golf Club Operators and Managers, we were responsible for implementing countless safety measures and alterations to our facilities in order to operate with the health, safety and welfare of our staff, our members and visitors very much under the microscope and under hugely challenging circumstances. I think you can all be incredibly proud of what we achieved. Golf really did play a huge part in a lot of people’s lives during that time and you were instrumental in

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delivering that service. Now, looking to the future, let’s really learn from those experiences and work together to ensure that we retain some of that growth in participation to enable long term, sustainable success for our sport and for our industry. There’s a long way to go, but we’ve achieved some incredible results during what has been a particularly challenging time for everybody. Professional Development and Member Services In December, I delivered a presentation to members, during which I shared with you some details of our renewed Purpose, Vision and Values. Whilst there are a number of options that you as Golf Club Managers now have available to you for education, support and representation, I stand by our position of being THE association solely focussed on Golf Club Management in the UK. That is what we’ve always been and that is what we always will be. The work we’ve been undertaking since I joined in September has been all about modernising our services and operations, our member benefits and education and becoming more visible and more relevant within the industry. Since then, we’ve gone on to launch our new Skillgate CPD learning platform, our new GCMA Perks at Work platform and our new Webinar series, under 3 banners – Inspire, Know How and Hot Topics. In consideration of our efforts to become more modern and more relevant, it really is essential that we don’t just support operational and technical guidance for Golf Club Management; but that we also focus on wellbeing, leadership skills and personal development for you as individuals.

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Our new learning platforms, as well as our webinar series and modules within the Essential Leadership Skills and Principles of GC Management courses, all deliver modules of leadership, personal development, mental health and wellbeing. Furthermore, In January of this year, we ran a series of Wellbeing Awareness workshops for you, and we’ll be offering another series of these workshops later in the year. All of these services are included within your membership. I think that represents fantastic value for money and a true commitment to you as our members, to your personal development and wellbeing, as well as to developing the next generation of leaders within the golf industry. Events After a long wait, it’s great to see our Regional Meetings back on the agenda for 2021. We get started in the Midlands and in the South West at the end of May, as well as several more dates in June that I am very much looking forward to attending. Then, on to our National Golf Day, also back for 2021. This year, it’s being held on Thursday, 5th August, here at Bristol and Clifton Golf Club. More details and booking arrangements will be shared with you very soon. We’re also pleased to have announced that the GCMA Conference will be returning this year, taking place at Wyboston Lakes Resort in Bedfordshire, between 21st and 23rd November. We’ll be sharing more details of the programme and how to book, in the coming weeks. Business Partnerships Our Commercial and Business partnership network is also expanding, and we’re now currently

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working with 19 business partners. Our relationships with our business partners have been developed to become more strategic and to ensure that the businesses we work with are aligned with our values and that these businesses are actively looking to get involved in supporting you and your golf clubs. Whether this be operational or technical guidance on golf club management, a product or service, or a personal benefit to you as an individual, every one of our business partners will be contributing positively to the association and to your experience with us.

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Industry Issues Beyond the pandemic, the golf industry as a whole is not without its issues. Whilst at this stage, no one can be sure of what will happen to participation in the longer term, there is no doubt that the post-pandemic economic climate will create some big challenges for us, both in terms of consumer spending AND supplier costs. We’re also facing some significant issues around sustainability, with energy and water consumption and use of chemicals on golf courses under increasing scrutiny and tightening of restrictions. We also have the

recent and problematic launch of the new World Handicapping System, and the impending launch of the new Independent Golfer handicap project, both of which provide Golf Clubs with opportunities and challenges. Our connection and active involvement with our fellow associations, the Home Unions, the R&A, and the APPGG has really started to progress. We really are getting more involved in industry discussions and this can only be good for the GCMA. On all of the matters that I’ve just mentioned as well as many others that will no doubt surface in the future, our

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commitment to you is that we are here to represent your views, as well as to keep you up to date with all the latest developments and information. In doing this, we intend to do our very best to influence decision making within the industry, in the best interests of Golf Club Management and for the game as a whole. Positive Steps Forward At GCMA HQ, we are a very new team. With the recruitment of Gavin Robinson as our new Professional Development Manager and Craig Cotterill as

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Partnerships Manager, along with Lianne Wheeler in Finance and myself having joined the team in September, all during 2020, there has been a lot of change for us, but with that comes a lot of fresh energy and renewed direction. We’ve continued to develop the team in recent months, with the appointment of Natalie McColl as our new Member Services Manager and Kerry Spring-Rice, also in Member Services. Our new team will soon be completed with another new recruit in Member Services due next month. I am delighted to report to you, that as of April 2021, we have just,

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for the first time in 13 years, seen a year on year net gain in our overall membership numbers. We’re also seeing a far greater level of engagement with our education programme, particularly with the work we’ve undertaken to launch the new online platforms and webinar series, and we’re certainly getting more recognition and attention within the wider golf industry. So, let’s move forward with confidence and with positivity that we are an association that can truly make a difference and with the needs of our members at the heart of everything that we do.

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Meet your new Membership Services

MANAGER

Natalie McColl has joined the association to look after your membership needs. She tells us about her aims and ambitions for the role…

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ell us a little bit about your career so far? I started out in the world of health club sales and was a sales manager for a leading health club in Bath and really enjoyed it. I took a couple of years away from my degree to do that, went back and finished my degree, and then I fell into the motor industry – really building up my sales and customer service experience. It came to a point where I wanted to use my sports degree, which I got from the University of Bath. I looked at getting back into the sports development world and joined England Golf as a club support officer. I did four years in the South West and developed my love of golf. I’d never worked in golf and hadn’t engaged with the sport prior to that but I absolutely loved it, loved working with the people and clubs and helping them grow and develop their strategies around recruitment and retention. I did that for four years, really enjoyed it, and then came across the role at the GCMA. So tell us about your role and what your core responsibilities will be? As Membership Services Manager my role is really what it says on the tin – to service the members, making sure they get the most out of that membership and they understand everything that’s available to them. I think the values of the GCMA: Inspire, Educate and Represent are really core to my role. I’ve tried to position that at the centre of everything I do in terms of inspiring the next generation of golf club managers as well as existing mangers, helping our members access all the education and support that’s available to

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them through their membership, and representing them – taking any feedback into GCMA HQ to ensure their opinions, or thoughts on industry events or hot topics, are heard and represented at the highest level. Supplementing that, I lead on membership acquisition and being outward facing from the GCMA and talking to non-members and sharing all that we have to offer. We are hugely excited to be able to start actively growing our membership and reaching new audiences that haven’t previously engaged with us. For me this is all about having a great presence within the golf industry. The association has worked tirelessly over the last 12 months to support members, providing them with a number of fantastic new benefits and helping them navigate through an extremely challenging year and I feel very proud and privileged to be able to use this as our platform to engage with a wider audience. Part of that also involves sharing information about everything the GCMA has to offer and providing opportunities for nonmembers to be able to engage with us. For example, we have our brilliant Principles of Golf Club management course or our Essential Skills workshops - both of which are available to members and non-members alike. I see these opportunities as vital to the success of our organisation – it’s about giving people a taste of what the association values along with all the relevant information in relation to membership and, hopefully, bringing people into the industry who are the future leaders. What was it that attracted you to join the GCMA? I thought it was the perfect

combination of all my past experiences rolled up into one role, which was really attractive. Obviously, I originally came from a sales and customer service background. Then I did a stint with England Golf and my main role there was to support golf clubs. I thought this role was something I could do really well and I would be able to support golf club managers really effectively, based on past experience and my newly

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You’re part of a new team that’s come together over the last year. Are you excited for the future of the GCMA and the role you will play? Absolutely. I think it’s a really exciting time for the association. I’m really excited to be part of the new vision and values that Tom has put together since he joined the association last year. We’re building upon a network and community of professionals. What we’re trying to put together is a proposition for our community that really allows us to contribute to the wider golf industry by supporting their own professional and personal development. What we’re trying to achieve is not just exciting for golf club managers but for the wider industry as well.

found love for golf. It seemed the perfect combination to me based on my career thus far. What are your ambitions for the role? What would you like to achieve? I would like the GCMA to be known as the must join association for golf club managers. That’s an obvious one, but I’d also like us to be known for how we look after our members and the experience

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we offer to our members. That’s something I’m really focused on achieving – ensuring we deliver the best possible experience to our members and they’re really proud of being a GCMA member. I’d like that to be my legacy longterm: that our members wear the GCMA badge with pride because they are proud to be connected with an organisation that really cares for them.

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A lot has happened at the GCMA for members over the last few months. I’m thinking of Perks at Work, the Community Online Academy, as well as the regular webinars. Is there anything coming up that members are going to benefit from? I think so. We’re constantly reviewing our commercial partners, and obviously members benefit from the relationships we foster with partners, and we’re always looking to expand that network of partners we work with. What’s more important at the moment is just allowing some of those newer member benefits to bed in and to be able to support members so that they can fully understand how to make the most of the plethora of things we’ve introduced in the last six months. But, certainly, we will look to build on that in the future to ensure our members get the most value they possibly can out of their membership.

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GCMA announce club management

DEGREE

The BA (Hons) Golf Club Management, delivered by Cornwall College in association with the GCMA, will develop highly educated industry professionals

brand new degree level qualification has been launched as part of the GCMA’s commitment to the continued professionalism of the golf club management industry. The association is delighted to join forces with Cornwall College to deliver the BA (Hons) Golf Club Management degree, which aims to service the needs of the golf industry by developing highly educated industry professionals. Colt Mackenzie McNair will also provide invaluable support and advice on the topics of personal development, career planning and work placements for students. The degree will furnish the individual with an attractive future path where this acquired knowledge can be applied most effectively, and be rewarded with a fulfilling career that has so many lifestyle benefits. The first intake for the course, based at Lindfield Golf Club in Sussex, will start in September. Golf club management has become widely recognised as an attractive profession, requiring a wide range of business management skills and technical knowledge on how to manage a golf facility. As well as aspiring managers

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at the start of their golf club management journey, the three year course will also be suitable for existing managers looking to take their next career step, and builds on the success of the L5 Diploma in Golf Club Management, delivered successfully in partnership with BIGGA and the PGA. The association believes this innovative approach will give students the highest chance of success in getting their career in the golf industry off to a flying start. GCMA CEO Tom Brooke said: “This is a massive step forward for golf club management and we, as the Golf Club Managers’ Association, are very proud of the part that we have played in presenting this to the golf industry. It underlines our commitment to education and personal

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development, not only for our members, but also the wider golfing community.” Further details of the course will be released soon. Email Gavin Robinson, professional development manager, at gavinrobinson@gcma.org.uk for more information.

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Why OpenPlay is the key to increasing

PARTICIPATION

As Scottish Golf launches its independent golfer scheme, Martin Hopley, the governing body’s Head of Digital, outlines the benefits to clubs

hey are golfers, but not as you might know them. “They’re playing about five to 15 times a year,” says Scottish Golf’s Head of Digital Martin Hopley. “The vast majority – up to about 80 per cent – don’t particularly want to play in competitions. “They are people who like the flexibility of not being tied down

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to one particular course and like playing different places.” So as the governing body launches OpenPlay – its scheme for independent golfers – the question that’s often posed is ‘why do they need an official handicap?’ For Hopley, though, perhaps the bigger query is ‘why not?’ “The reason they really want a handicap is to benchmark their own games – to turn up for social

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS and society games and be able to give and receive strokes as anybody else would in a normal game of golf.” Independent golfers, or nonmembers, make up the substantial majority of players in the UK. While club membership in Scotland hovers around the 190,000 mark, the number of players not affiliated to a club is estimated to be around half a million. They’ve been on the outside, though, as the sport has traditionally focused its vision on those that pay annual subscription fees. OpenPlay is going to change that. Costing golfers £5.99 a month, they will register on the Scottish Golf app and will be able to gain an official handicap. They’ll do that in the same way as club members, by putting in 54 holes worth of scores, and they will be able to maintain their mark by submitting general play scores. Similar schemes have proven controversial. In England, the decision to launch an offering for non-member golfers produced a significant backlash from golf club managers and unhappy members. But this is about being more inclusive, maintains Hopley, and helping those who – for whatever reason – decide they don’t want to be a member of a club to feel more involved in the game. “There are situations for independent golfers where they might turn up on a tee, and they’re playing with people who have a handicap, and they say ‘well, what are you going to play off today?’ “They might say ‘well, I kind of play to about 10’ and that might work out great, or it might work out that they win or lose by miles. “Either way, it’s not a particularly enjoyable experience for that person, or it may create a sense of awkwardness.

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“So, by having that handicap, you are going to create that sense of inclusivity for people. “We also feel that it could be more beneficial for others including, particularly, female golfers who maybe have felt that going along to a golf club, or even if they are members going and playing in a competition, might feel a little bit intimidating. “They can get a handicap independent of all of that and put scores in as they feel like it through general play. That will hopefully increase the number of female golfers. “All of this will lead to membership because it is there to create a pathway to membership.” Isn’t there a disconnect there? If an independent golfer scheme caters for those who don’t necessarily want, or can’t, be members of a golf club, how will it create that pathway? “The evidence we’ve seen around the world is that this does encourage people back into membership,” explains Hopley, who says OpenPlay could prove an attractive halfway house for some players. “I think what you’ll find is that by having a handicap, [these golfers] are then seeing the benefits of playing more regularly. They might see their performance improve. “They might say ‘maybe I’ll play in an open competition’ and, from there, ‘maybe I’d like to play in competitions a bit more now’. “That will be there for that proportion of golfers for whom competitive golf might be an option. “Of course, there are plenty who will not go down that route. “So those people that would never join a golf club in the first place will probably continue not to. “But the data is showing us that there is this drive back towards

membership and there’s virtually no data showing it’s going the other way.” That final point has been one of the main arrows fired at independent golfer schemes – that they will drive members out of clubs because they provide a cheaper and more attractive option for players. In the eyes of the critics, removing the ring fencing around membership – that you must be a member to hold an official handicap – will open the door to an exodus. Hopley insists: “We don’t really agree this is the case as data does not back this view up, but we are aware of these concerns and have addressed them in a couple of ways. “We’re not launching until the summer months, giving clubs a chance to renew their members for this year. “Secondly, we’re putting measures in place where nobody can leave a golf club and join the scheme straight away. “They have to wait for at least a year, and our clubs are going to be in control of that process and the duration of it. “Effectively, with both these measures we’re giving them 18 months to two years’ protection. “However, we strongly feel this protection isn’t really required. If clubs are concerned that people are going to leave to play cheap golf, then the issue really isn’t with the concept of independent golfers, the issue is really about green fee levels. “Research is showing us that independent golfers are playing five to 15 times a year. So, if the membership decision point is such that it’s more cost effective for them to be a member than not a member when they’re playing more than 15 rounds a year, then

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Three years in the making OpenPlay is the culmination of three years of planning and development by Scottish Golf to give clubs control of their business so they can grow their membership. The Venue Management System software platform was designed with independent golfers in mind, but was launched

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initially to provide clubs with an integrated platform of scoring, handicapping, tee sheets, EPOS and communications for their members. VMS offers affiliated clubs in Scotland the tools to manage their tee sheets and engage with independent golfers to create a pathway into membership and inclusivity for

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all golfers in Scotland. The Scottish Golf app provides access to handicapping, tee sheets, competitions, scoring, general play, GPS and news, through a single login. This allows club members and independent golfers to log in to the Scottish Golf app or any VMS club website to book directly and submit general play scores.

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that creates a decision point at which people decide it is better to be a member of a golf club. “If that decision point is higher than 15 rounds, such as 20 to 30 rounds, the incentive to be a member is less. “If clubs can get this membership decision point at the right level, then that is what is going to create the pathway into membership because it’ll be more commercially viable for people to be a member of a golf club. “However, when it comes to green fee levels, this is completely in the control of the clubs. It’s not something we can control as a governing body, and it’s certainly not something that we can get involved with.” So what can clubs do to engage with the independent golfer and how can they make OpenPlay work to their advantage? Scottish Golf says revenue generated from the scheme will be put back into the game – whether that is through a possible reduction in affiliation fees, providing more services to member clubs, or helping clubs with grant opportunities. “We are a not-for-profit organisation. We are a members’ organisation and our members are the golf clubs. “So we are there to generate funds, grow club membership, and grow participation in the game. That's what the money would be put towards.” Hopley added: “The key thing is obviously to get the membership fee structure and the green fee structure in place where [clubs] are happy and that's going to appeal to all these players. “Perhaps having a rate for casual golfers and then a rate for OpenPlay golfers would be the way to go. “Then I would look at trying to

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engage with these golfers because what this programme will do is create a sustainable long-term demand for regular tee times. “They could offer a package number of rounds for a fixed price. “As well as potentially opening up their regular competitions, there is nothing stopping clubs running a competition purely for these independent golfers that have a handicap. “They can be promoted through the Scottish Golf app and through the Scottish Golf website as well. “And when you’ve got players at your course on that day, it’s a tremendous opportunity to promote what your club offers.” Players can download the Scottish Golf app from the Apple and Google Play stores and can register and click OpenPlay to get started. “We are very positive about the scheme,” Hopley concludes. “This is something we've been working on for a long time. “Everything we've been doing has been focused around this. “The VMS platform was built with this in mind, and it is there to grow membership. “We want to see membership grow and we want to see participation increase as well. “We’re confident this will be successful and it will meet the need. “This has been well thought through, there are sufficient protections for clubs if they feel they need them, and we can see this as being a huge benefit for clubs. “It will hopefully encourage more people to see the benefits of membership and make golf Scotland’s game for everyone.”

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England independent golfer scheme to

LAUNCH IN JULY

In a letter to affiliated clubs, the governing body announced more details about its plans to offer non-members an official handicap...

ngland Golf’s scheme to offer non-members an official handicap is expected to launch in early July. The governing body’s independent golfer initiative will cost subscribers £40 annually and will see players gain a World Handicap System index, as well as personal liability insurance and access to England Golf’s app to post scores, track progress and engage with other golfers. In a letter sent to affiliated clubs, England Golf also confirmed golfers who have left membership of a club within the last six months would not be eligible to join and that county and national events would remain open to golf club members only. It would be at the discretion of clubs, the letter said, to create an independent golfer-only competition or whether to “integrate them into some or all of the existing club competitions”. Surplus money generated from the new platform would be invested back into the game, with areas of investment that could include special projects funding for golf clubs, women and girls’ participation, junior development and support for disability and minority groups.

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The governing body said that, since January, a working group had “consulted with clubs, counties and other stakeholders on plans to develop the platform for independent golfers with the ultimate aim of driving golf club membership” and that the final business model had been agreed. The scheme will be open to any golfer with a home address in England, with registration taking place online for a 12-month rolling subscription. “Subscribers will sit outside of the current affiliation framework (including membership of the county”. The letter also reveals that England

Golf will “carry out all administration duties with no burden of work on clubs or counties”. For clubs that wish to engage with subscribers of the new scheme, it added: “A simple process will be put in place for clubs to notify England Golf of opportunities they wish to promote to this audience. “This may, for example, include the following: green fee promotions, competition and event entry, club membership offers. “England Golf will communicate directly with golfers interested in exploring these offers and provide a platform to share details”.

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LESS WORK. MORE FUN. MORE REVENUE.

“

Moving our online member events schedule onto Golf Genius has enhanced the overall competition experience at the club, and coupled with the app it provides excellent World Handicap System support. It’s easy to use and helps us to deliver premium corporate golf day experiences. London Golf Club has worked with Golf Genius for many years now and the level of customer support has always been second-to-none.

CALLUM NICOLL Director of Golf

intlsales@golfgenius.com www.golfgenius.com

England Golf chief asks for help with

WHS QUERIES

ngland Golf’s WHS support fielded 47,000 email enquiries between the launch of the new handicap system on November 2 and Christmas last year - and they’re still coming in at an average of 1,700 a week. In a GCMA Hot Topics webinar last month,, Gemma Hunter, England Golf’s head of handicapping and course rating, revealed the scale of the task of bedding in the new global order as golf clubs and players reach out to the governing body with questions. Hunter told managers it felt like the near three-month shutdown of golf because of coronavirus restrictions had effectively meant the World Handicap System was launched twice - in November and at the end of March - and a team of seven were currently working to resolve enquiries. She added that the majority of emails came from members and related to basic concerns, such as obtaining membership numbers and passwords, and she appealed to golf club managers to help catch some of those queries, or use county handicap advisors, to try and stem the flow. “We appreciate it’s not where we would want to be,” Hunter said of the backlog. “But we are working to improve that. We hope that within the next week to 10 days, we will be dealing with things within the last 72 hours. So all I would say is ‘please bear with us’,

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we will get round to it. “I think the biggest thing we’ve had is the majority of emails that we are receiving are actually from golf club members. They are asking some of the real basic questions like ‘what’s my CDH number? What’s my password?’ and then some other very basic handicapping questions.” She added: “I would ask, and it’s a plea from me to you as golf club managers that, wherever possible, you could let your members know what their CDH numbers are, explain to them where the answers to those basic questions can be found, and this would certainly free up a lot of our capacity to deal with the issues or the main problems that people are having – because that does take up a lot of our time.” Education will be continue to be the key and England Golf will look to engage with clubs over the next 12 to 18 months. Hunter said managers could reach out to county handicap advisors as a first port of call if possible and added the governing body would continue to keep driving WHS forward. “On a personal note, from everybody at England Golf, thank you to club managers for everything that you do for the game - and not just in the last 12 to 18 months, which have been very difficult for everybody. “I’m sure it has been a challenge for you guys and, without you, golf clubs wouldn’t be in the position that they’re in. Without you and

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In a Hot Topics webinar, Gemma Hunter, England Golf’s head of handicapping and course rating, asked golf club managers for assistance and thanked them for the work they are doing

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS your committees, we wouldn’t have a game to be playing and trying to maintain, so thank you very much.” Hunter revealed a total of 1.6 million rounds of golf had been submitted into the WHS platform for handicap purposes by clubs and golfers in England – with 72 per cent of those in competitive rounds and the remainder in general play. Of that 430,000 general play rounds, 36 per cent had been returned through the My England Golf app. Hunter also answered a series of questions submitted by golf club managers on topics ranging from how to calculate 4BBB allowances to how the Playing Conditions Calculation was calculated. Some of the key posers are below... WHEN WILL PLAYERS BE ABLE TO RECORD SCORES IN OTHER COUNTRIES? Hunter revealed scores could be submitted between England, Wales and the whole of Ireland. She said that for Scotland, and the rest of the world, the R&A and USGA were working on an “interoperability group” that would establish a “standard format for transferring data globally”. “We, as England, Ireland and Wales, are going to be working with Scottish Golf to become a pilot for the scheme they are setting up. “They have started with some really basic information transfer, like handicap look ups, and we’re currently working with Scottish Golf to get that set up. “Hopefully, within the next four to six weeks, we will be able to look up handicaps across borders. Initially, that will be Scotland. As soon as we can show that works we can then expand that out. We can look at sending scores. I think

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the ultimate goal is to be able to transfer records. But I think it’s about taking it in small chunks. Let’s make sure one thing works and then we’ll add to it. “The R&A and USGA are leading on that and we just offered to be the test case with Scotland.” HOW THE PLAYING CONDITIONS CALCULATION WORKS Hunter said she probably fielded this question seven or eight times a day and admitted she didn’t actually know – but said it was going to be on the agenda at a meeting with the R&A under the remit of the World Handicap System operations committee in the near future. “I know the theory behind it, and I know what the modelling is, but in terms of how you actually calculate it, I think you need about seven different maths degrees,” she explained. “It’s what we call a blackbox calculation, so we don’t even get to see the calculation as the scores go in.” Of the meeting, she added: “The PCC is going to be on the agenda. We are trying to look at ‘Is it working? Is it working how we expected it to work?’ “And if needs be ‘Let’s see what we need to do to make it better? So, at the moment, the PCC is what it is, it goes into the machine and it comes out. It’s about a player’s actual score versus their expected score. That’s how it’s actually modelled. It’s comparing what somebody actually scores to what their expected score variation is.” THE MISUNDERSTANDING BETWEEN NOT STARTED AND NO RETURN Some clubs have reported confusion where players have entered scores using Not Started in handicap

software – believing it to be the same as No Return. But, as Hunter explains, the two concepts are different and have different results. “NR is no return, so they have not completed the hole, and NS is not started the hole,” she said. “One of the things I’m planning on doing in the next couple of weeks is to actually reach out to all the ISVs just to see if we can get some consistency on how that’s applied. “All the ISVs are applying it in the right way. So, if a player marks a score as NS, they are sending that up as a net par, which is correct based on the Rules of Handicapping because that is a no score. We have not played that hole, therefore we don’t have a score to enter, whereas a no return, or a pickup, is a net double bogey. “What I would suggest is just

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double check with your ISV what the two combinations are and what players should be asked to submit. That then will make sure that the correct information gets sent up to WHS”. HAS WHS INCREASED THE WORKLOAD FOR CLUB MANAGERS? Hunter was asked about the demands on club managers of dealing with WHS, with a specific example being whether all competition scores had to be dealt with on the same day to accurately calculate the Playing Conditions Calculation. But Hunter said: “You don’t need to close your competition down to be able to process the scores for PCC. The scores simply have to be entered into the system.

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“Understandably, [during restrictions] where clubhouses weren’t open and terminals weren’t available, it was difficult for players to enter their own score. “But now we are getting back to a little bit of normality, simply by asking the players to ensure that they’ve submitted their score on the conclusion of their round, it means that those scores will still go into the system, but you as a golf club manager don’t actually need to close the competition down until you come back in on Monday as long as those scores have gone in. “If there’s a situation where no scores can be entered and the scores can’t go in, there is a fallback. “If any scores are entered on a day, and a PCC is triggered, we can’t recalculate the PCC.

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“So, if you play on a Saturday, and eight people put their score in, whether that be general play or competition, that triggers the PCC calculation. If [over 100] scores aren’t entered till Monday, they will use the calculation that has been triggered by those eight. “But if no scores at all are entered on the Saturday, and all the scores are entered on the Monday, because there’s been no PCC calculated it will do a bulk calculation of those scores based on the fact that they should have been entered on the Saturday. “It covers the fact that if you’ve had an outage and you’ve no way of entering the scores on a particular day, they can be entered in bulk at a future date. But as soon as that PCC calculation has been triggered, we can’t recalculate it.”

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ADVERTORIAL

‘From the first rental, you’re

EARNING MONEY’ We sat down with Gordon Pullen, managing director at EGSS Technologies Ltd, to find out how their electric golf boards could change the game

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ell us about your company? EGSS is a team of individuals that have come together to develop an exciting way of getting into golf. Sounds interesting, what is it? It’s an electric golf board share scheme that increases golf course revenue without costing clubs

a penny. The board itself is four wheeled and similar to an electric scooter. It navigates a course easily and, on average, rounds take 30% less time with a golf board. You describe the board in your promotional material as a ‘gamechanger for golfers’. Can you explain why you think that? It’s something different and exciting. It’s a game changer because it

speeds up the pace of play for the golfer, allowing them to each go to their own ball and the flexibility that goes with this. Golfers are able to see, reserve, unlock and pay for golf boards - that are available at the course once they arrive - using the smart app on their phone. The IoT device allows us to know every vehicle’s status like battery, speed, and so on and is tracked via GPS – essentially giving us full control. Using the latest geo-fencing technologies means we’re able to track riders and make sure they don’t go into any sensitive areas of the golf course – such as greens, tees, bunkers. They can’t go outside of the confines of the course. You also say that onboarding with EGSS won’t cost golf clubs a penny. How does that work? Clubs won’t rent the boards from us, their members and visitors will, and the golf club will get a revenue share of that rental. We established that model because, when I wanted to ride golf boards in the UK, there was only one course I could find that had them. I also tried to buy them, and prices were astronomical. We said ‘how can we fix this? How do we get these vehicles out into the market without asking clubs to fork out a large sum of money upfront, or have to secure a lease deal and then not have the maintenance or support for the vehicles?’ We are confident enough our vehicles will be used to say ‘there’s no upfront cost. Get the vehicles on your course and, from the first rental, you’re earning money’. So you give the boards to the clubs, golfers deal directly with you, and the golf club gets a share of the rental. How does it work from the golfer’s point of view?

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We have a smart app, which is connected to the vehicle. The golfer walks up, takes out their phone, and downloads the application. They put their details in, scan the QR code, and unlock the vehicle. They directly interact with us – paying us for the trip – and we then revenue share from that transaction straight to the golf club. The golf club doesn’t own the vehicles, they don’t have to buy the vehicles, they don’t have to undertake any maintenance. We install charging points and pay for those. All a golf club has to do is make sure the vehicles are charged and cleaned and, although we will pick up the vast majority of any issues from our side, inform us if there’s a problem we need to

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come and resolve. That’s quite unique, isn’t it? You partner with a club, deliver the units, and then everything else is a transaction between EGSS and the user… A golf course’s core business is golf. Their business isn’t running a fleet of electric vehicles. When you look at the asset they’re managing, and the value of that asset, that’s enough to keep them busy. They shouldn’t have to worry about the peripherals. We will only do as well as our partner clubs, so let’s build a relationship around the vehicle rentals. On top of that, the data we are able to collect from the vehicles and trips means we can go to the golf club and say ‘this is the most

utilised area of the course. This is the pace of play. This is when people book the vehicles’. We’re able to manage the data of their players and let them know in real time what’s going on at the course. Are you excited about the possibilities? There is a lot of excitement for our partner clubs and our users are delighted. Our partnership with the GCMA is also crucial because clubs want to know they can trust EGSS as a provider. We’re seeing a lot of interest. To find out more about EGSS, and how you can use their electric golf boards at your club, visit egss.golf.

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Building membership numbers to en golf club’s sustainable future... Roger Brown, Chief Commercial Officer, Fairway Credit So, the summer months are on their way and the nation’s golf courses will be fully open. Golfers can look forward to limitless, uninterrupted time on the fairway if all goes to plan, thanks to the vaccine roll out and the final restrictions being lifted. The sound of a ball being sweetly struck from the first tee; tills ringing in the pro shop; the clink of glasses in the clubhouse and high demand for tee times are all becoming a reality. We’ve missed this! Every club manager I speak with has a spring in their step as normality returns but what are the wider implications for UK golf clubs as we enter a post pandemic era? Building a brighter ‘financial’ future Despite the optimism created by a return to the full golfing experience there

is an inevitable, underlying oncern amongst golf club owners and managers with regard to maintaining the financial viability of their courses. With golf clubs closed, or partially closed, over a number of months since March 2020, the reduction in income has negatively impacted golf club finances. As we navigate through what is reported to be the worst recession in 300 years, it’s never been more important for golf club managers to maximise income and retain a strong cash flow. A membership base, high in number, and the income created from this source remains by far the strongest income driver for most clubs. Growing membership, therefore, has to remain a priority. How do you turn those twice a month or once a week players that pay as they play into members? Do you look to offer them an annual membership

For further information about how Fairway Credit can benefit you and your members, simply; call, email or visit our website.

nsure your that undercuts what they would have paid to play? What other opportunities are there to do this?

the opportunity for the club to earn finance commission for every member that uses our service.

Using a credit option to pay for membership Recent economic uncertainty has made the financing of golf club memberships attractive allowing players to spread the cost of their club memberships over convenient monthly repayments.

Fairway Credit is the popular option, with 1 in 4 fee paying golf clubs working with us, and almost 20% of members at these clubs choosing Fairway Credit.

It is also beneficial for clubs, providing them with a smooth, reliable and regulatory compliant cash flow. With memberships paid to the club in full at the start of each membership year, the club can manage their own financial planning. Fairway Credit, is the market leading brand providing this service to the golf market for over 25 years, providing our services to nearly 40,000 golfers across 7000 clubs. As well as allowing golfers to spread the cost of membership, there is

Our Fairway Credit facility helps golfers enjoy the benefits of membership, and clubs the satisfaction of knowing their subscription administration is expertly managed and that income generation is being sustained. If we can offer assistance in this area, help you build your membership base and grow revenue opportunities for your club, please don’t hesitate to contact one of the Fairway Credit team on 0344 736 9818.

0344 736 9818 | leisure@pcl.co.uk | www.premiumcredit.com/products/fairway-credit Fairway Credit is a trading name of Premium Credit Limited. Registered office: Ermyn House, Ermyn Way, Leatherhead, Surrey, KT22 8UX. Registered in England and Wales under company number 2015200. Authorised and regulated by the Financial Conduct Authority. *Facility is subject to approval, terms and conditions apply.

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The interview...

SIR GRAHAM WYLIE The owner of Close House reveals the inside story about the rebirth of the Newcastle venue, how he brought Lee Westwood to the North East, and why he’s always looking for ways to evolve and improve the estate

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lose House is celebrating the 10th anniversary of its rebirth. How did you see the potential that was there in the site? I remember standing on the first tee box when I first bought the estate. There was an honesty box. I opened it up and there were Tesco vouchers, train tickets, there were IOUs. No cash at all. I’m thinking ‘I’ve got to sort this out, make it commercially viable’. What led you to own a golf course in the first place? I actually did it as a favour to the University of Newcastle because that’s where I was educated. That’s where I started Sage Accounts. I wrote it at university. When I retired from Sage, I wanted to give a thank you to the University. We talked about lots of different things with the Vice Chancellor and nothing really appealed to me. I was looking to buy a cottage, as a family second home to go on holiday. I don’t know why, but the estate agent brought me to Close House. We expected a two-bedroom small cottage in the country and he brought me to Close House mansion and said ‘this is for sale, Graham’. I said, ‘really?’ I talked to the university and they said ‘we enjoy Close House, the students enjoy Close House, but it’s draining our resources. It’s not our core activity’. I said ‘listen, as an idea, why don’t I buy it from the University? That’s my thank you and I’ll let you use it for x number of years’. So that’s how it started. But when I got the key to the house I thought ‘what have I done?’ It was OK but not great. The golf course was OK but not great. The clubhouse was a changing facility.

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS There’s agricultural experiments going on in the walled garden. I thought, ‘How do I turn this into a commercial venture that actually pays its way?’ The only way of doing that was to improve the golf course. I tried that. It didn’t work. I turned the mansion house into a hotel to do weddings and dining. That didn’t work – because we couldn’t get the revenue to cover the costs. What do you do next? Build a better golf course. Luckily, I was talking to a farmer who said ‘I’m sick of farming. I’m sick of having sheep and cattle on that field. I don’t want to do it anymore and, if you want, you can buy the land which is 200 acres’. We bought the land from him and John Glendinning, who ran the golf course for me at the time, said he was close friends with a golf course designer who might be able to help. Well, let’s get him to come down here and see if he could build a course on the land we were about to buy. That was Scott Macpherson. He came down for a day, and walked around, and said ‘I can build a golf course here. It’s got all the right contours. It’ll look really good and, if you don’t mind, can I be the designer? I’ve worked with a team but I’d like to branch out on my own’. Our initial goal was to create a Top 100 golf course and we were delighted to achieve this so quickly and become nationally respected. So Close House is essentially where it is now because of a remarkable set of coincidences? That’s what it is and sometimes, in business, that’s what happens. Fate takes a hand, certain things happen, and you just go with it. So I ended up buying the 200 acres and ended up asking Scott to come and design the golf

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course. We had MJ Abbott as the contractor. It was the only golf course built that year because it was in the middle of a recession. It was courageous to build a course in the midst of the credit crunch… It was, but I’d already bought the estate and I was trying to work out how to make it a commercial entity that would generate a profit. I was lucky that I retired from Sage and I’d sold quite a lot of my shares. So I had the financial ability to do that without worrying about it. I’m a keen golfer. I’m not a good golfer, but I love golf as a sport. It was my passion for building something that’s going to be great for people to come and play, and look good, while at the same time trying to work out – as a business person – how it can actually generate income. Clearly, your association with Lee Westwood is pivotal because it gave the new course immediate profile. How did that come about? That’s a great story. At Sage, whenever we had a new building to move into we always brought in a celebrity, or somebody famous, to open it because it brings you publicity. So I’m sitting there, with the guys that run the golf course, and I say, ‘When it’s about to be opened let’s get someone famous to open it for us and generate that PR.’ We actually talked about Nick Faldo, and at the time the Prime Minister was David Cameron and he was a golfer, and then a friend of mine said ‘Next week on Radio Two in the morning, Chris Evans is going to auction off a round of golf with the World No 1 Lee Westwood for Children in Need.’ I thought ‘That’s it!’ I’ll bid for that

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and I’ll get him to open the golf course. It’s a win-win. Charity gets a lot of money and I get him to come here and open the golf course. I woke up that morning at six. Turned the radio on at seven. Chris came on and said, ‘Great, great, auction prize this morning. We’ve got the world’s No 1 golfer, Mr Lee Westwood, and you can bid to play a round of golf with him at Sunningdale on December 12.’ I thought that was no good so I didn’t bid. I think it went for £90,000. After that, we were a bit disappointed but Alan Shearer [a Close House member] said ‘I know Chubby [Chandler, Westwood’s then agent]. Shall I ring him and ask if he’ll do it anyway?’ Chubby said, ‘yes, Lee will do that’. He said ‘there’s one condition. Lee loves his sport. He thinks you [Shearer] are one of the best England strikers ever. Could he play with you when he opens the golf course?’ I said ‘absolutely, no problem at Sir Graham Wylie Born in 1959, Sir Graham Wylie studied at Newcastle University and co-founded Sage Group in 1981. Hugely successful, it was listed on the FTSE 100. Wylie sold his stake in the company in 2003 and established Technology Services Group. He bought Close House from the university in 2004 and transformed it into a top 100 venue with Lee Westwood as attached tour professional. Awarded the CBE in 2003, he was knighted in 2020 for services to business and charity. His charitable foundation, the Sir Graham Wylie Foundation, has raised millions for good causes.

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all’. That’s how it started. And the two of you just clicked right away… He came here, played the golf course with Alan, and then we had dinner that night and had a couple of guest speakers in. He was meant to leave at six. His helicopter pilot came in at ten to 10 and said ‘if we don’t leave in the next ten minutes we’re not getting out of here’. So off they went. Then I got a phone call from

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Chubby, about two weeks later, saying ‘Graham, do you have an attached tour professional?’ This is how naïve I was. I said ‘I’ve got no idea what that is’. He said it was a professional golfer who would promote you when he plays around the world. You can use photos to promote the golf club, put your name on his hat and get announced on the tee box. That sounds good. Chubby said ‘Lee enjoyed his day so much with you that he would like to be your

attached tour professional. And here’s the price’. I thought ‘that’s a bit steep’. So he gave me a list of other golfers and different prices. I sat there and thought ‘don’t be so stupid Graham. He’s the world’s number one. He fits the profile perfectly’. So I said ‘OK, I’ll go with Lee’. That was 10 years ago and he’s been here ever since. He is so much more than an attached tour professional and is now part of the fabric of the golf club. Newcastle is

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They’re nervous at first but then they’re chilled after two holes because they realise ‘I’m playing with my mates’. As a personality, he fits the club profile perfectly. But over the 10 years we’ve become more and more like friends as opposed to just a business relationship. Your whole business career has been successful – Sage and TSG. I imagine owning a golf club is slightly different. What have you taken from your other successful enterprises that you can use here? We do run it as a business. When I put J in charge [managing director Jonathan Lupton, who took on the role in 2015], I’ve got a professional golfer who understands the business. I don’t really understand how to run a golf club. All my life, I have delegated to people who are better than me. I just keep J talking about the business aspects of running a golf club, as opposed to the actual running of a golf course. We have monthly forecasts. I get the sales figures every morning – on membership, how green fees are doing and F&B. I have been simply mentoring J on how to run a golf business from a business perspective as opposed to a golf perspective. now his home and he can often be found practising at the Academy or enjoying the golf courses. Did you think it would become as extensive a partnership as it has? I knew he would be good because he’s such a great personality. He’s very approachable and he’s very professional. He likes a good laugh and when he’s playing with the members, or playing a round, he doesn’t pick up on things and he has a good game with them.

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Close House is very relaxed and is known as a really good stay and play venue. Were both of those original targets? I remember when we opened the clubhouse. On the Monday morning we got our first complaint. A member had said ‘There’s somebody in the clubhouse wearing a pair of jeans. That shouldn’t be allowed and I want you go and hunt out this person and ban them.’ John Glendinning went round

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and found out who was wearing a pair of jeans. It was me. Most golfers are dressed quite well so there’s no reason to have a dress code because most people are quite sensible. It’s quite relaxed, and the staff are very relaxed, and we just try to create a very relaxed atmosphere where people will say ‘let’s go and visit the clubhouse and have a drink’ because it’s just a nice place to go. I got that concept from being in America quite a bit and playing golf over there. It’s very relaxed and you actually want to go, and not be terrified that you went in the wrong outfit or said the wrong things. It’s been a difficult decade in terms of the wider economic climate. We’ve come through austerity and Covid is still here. How’s the business looking and what opportunities present themselves going forward? The good news is the business is cashflow positive and making money. I’ve achieved that objective. It’s got no bank debt. The debt in the business is the money I put in. So, from that point of view going forward, the future’s looking very bright. We don’t have to worry about finances. With the help of J and his team, we’ve now created a business that’s cash positive and I don’t have to worry about it anymore. I don’t have to worry about putting more cash in. We can enjoy the business going forward and it’s out of intensive care. It took 10 or 12 years but we got there in the end and it’s now a very valuable asset. How do you see the estate developing? I imagine people are always saying to you, ‘if you put half a dozen rooms in here, or if you do this to the golf course’… We have that discussion right now,

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because we’re fully booked right through until October. We don’t know if that’s just because it’s the perfect storm of all the bookings from last year, having been brought forward to this year, plus this year’s bookings. It would be good to have a normal year where we haven’t got any concerns about the pandemic, or whether people want to play abroad. If we had a normal year, and we’re still fully booked, that tells me ‘I’ve got to build some more rooms’. You’ve raised huge sums through the Sir Graham Wylie Foundation. Can you talk a little bit about its origins? I was always donating money to charity in my Sage days but the real change came when my daughter was born with a heart defect. She had open heart surgery at two days old. I was at the Freeman Hospital all the time and that was the thing that transformed my thoughts to say ‘I need to give back to the hospital, because they saved my daughter’s life’. They asked me to be a patron of the Children’s Heart Unit Fund. They needed to raise Close House Close House is home to the world’s only two Lee Westwood golf courses and is the North East’s sole PGA Academy. Twice a host of the British Masters, in 2017 and 2020, the popular stay and play venue provides 16 suite bedroom accommodation. The Colt course – designed by Scott Macpherson – is set in the beautiful Tyne Valley and was opened in 2011, while the Filly was re-designed and re-opened in 2013.

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quite a bit of money to build an accommodation block for parents whose kids were in the hospital but couldn’t afford to stay in the area while they were operated on. We raised money for that. We raised money for equipment in the hospital – I think we replaced most of the equipment with new technology. Through that, the Freeman Hospital grew and grew and became more famous for doing heart transplants and heart operations. But, through my fundraising, all my colleagues were saying ‘Graham, it’s always the one charity and we would like to donate to other charities’. I got that and I was asked to raise money for other good causes. I decided it would be better if I had my own foundation so I could then donate to more than just the Freeman Hospital. That’s how the Sir Graham Wylie Foundation started – so that we could help other people in the region. But, fundamentally, I want to help children. I was lucky. I had a very humble upbringing but I had a happy upbringing. I was one of the lucky ones who had a good education and went to university and I’d like to do the same for lots of other kids in the region. So I started the Foundation and we fundraise quite a bit every year. People then say ‘why don’t you just give them money, because you’ve got that wealth, then try and raise money for other people?’ I’ll say, what I’m doing is covering all the costs of the Foundation so every single penny that gets raised goes to good causes. It doesn’t go to admin fees and salaries and rental rates. I cover all those costs, but I’m hoping that for every pound that I put in we raise five or 10 pounds for charity and that’s what’s happening.

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Going back to Close House, you don’t run it in isolation. The club is there for the members but you also try and be part of the community – particularly through F&B… I think Northumberland County Council welcome that because they want to bring tourists into the area. Why shouldn’t they? It’s a stunning place to come and visit. It’s also from my background of

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just going to visit golf clubs around the world. I enjoy going to stay at the golf club, playing the golf course, and coming back again. When I go to those golf clubs, I’m always looking for ideas as well. So the red telephone box on the 9th of the Colt course, that came from a golf course in Dallas where I was playing with my friend. There’s an English telephone box at the end of the 8th green.

We said ‘what’s that all about?’ You could order your halfway house sandwich there and by the time you got there it would be ready for you. I thought ‘that’s a great idea’ and hence you’ve got the red telephone box on our 9th tee box. We hope to set the standards for golf club F&B, offering restaurant quality food each and every day, including golf days and large groups.

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You’ve held the British Masters twice now. Would you like a more regular European Tour event here? Yes, I’d like to keep the brand high. If we stopped doing high profile events, then I’m not sure where the brand would go. But as long as I keep Lee here, and we’ve signed a new deal with him, if we’re talking to the European Tour about if we can

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hold other events in the future, I’ll always be receptive because I want to keep Close House in the conversation – in both golf magazines and on television – for golfers around the country. Ten years on, I get the sense you are not finished yet? I’m just pleased that we’ve managed to create something that’s very special, and everyone

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enjoys it. It’s great just to wander around and keep suggesting what we could do to improve the golf course or improve the whole business. I’m hoping that this will become my legacy to the North East - that when I’m dead and buried, Close House continues to be a wellrespected, high-profile golf course.

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echnology is becoming more prevalent in Golf Course Management. With golf transitioning from its traditional roots to appeal to a wider audience, it is a challenging time. Golf club managers need to be able to ensure a smooth experience for both long-standing regulars and new members. Verifeye technology from RARUK Golf Management Caption here (RGM) is a golf course management

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system that can optimise course use and member experience. What is Verifeye? Verifeye monitors individuals as they move about the course, providing golf club managers with unrivalled intelligence on golf course activity. Pace of play is arguably the biggest issue regarding member satisfaction today. With the system’s powerful and unique data, golf club

managers are empowered to make the right decisions and use targeted means to improve pace of play and other aspects of course management. With no need for batteries and no cumbersome hand-out and collect procedures, Verifeye is a hassle-free way to understand what is happening with golfers on the course, without needing to disturb their game. “We did a survey for the membership back

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in 2019, and identified that the main frustrations were pace of play and how long it took to actually go around the course for 18 holes,” explains Jim Abraham, General Manager at Letchworth Golf Club, a club that has already embraced the Verifeye system. And there are a variety of issues in day-to-day golf course management which the system can address, including pace of play and course utilisation.

Let’s talk about data Many golf club managers are so used to their regular members’ movements that they may not feel the need for a data system like Verifeye. But what if the key data holder leaves? All of that vital business intelligence is gone. That’s where Verifeye comes in. The system from RGM can present golf club managers with real time and historical data to enhance

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their business intelligence and ultimately, increase revenue. Through the use of easy-tointegrate yet powerful RFID technology, Verifeye monitors players around your course and quickly starts to: • Identify and control golf course traffic (pace of play) issues in real time • Access unrivalled course data for business intelligence • Optimise course utilisation • Understand player habits and check membership status How ROI is calculated with data from Verifeye Data doesn’t lie. The Verifeye system itself can prove to you your return on investment: Course utilisation – Course utilisation measures the efficient occupancy level of a golf course, in the same manner as, for example, hotel occupancy rates, or seats filled on a flight. Return on investment is measured as the percentage increase in revenue from improved course utilisation. Pace of play – Return on investment is measured by the increase in satisfaction of players at the course, reduced marshalling costs, and increased revenue. Member retention – Verifeye provides data on member playing habits, member category management, and at-risk members including predictive analytics. Return on investment is measured by the member-churn reduction. “We identified the quiet times on the golf course and that allowed us to book visiting societies into those times, so pace of play and also access to our membership was vastly improved.” Board reporting – Verifeye can provide board members with knowledge of the golf course they never had before. Data to assess and

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manage: risk analysis, governance reporting and financial accuracy. Return on investment is measured by improved decision-making capabilities from the data reported. Data collection – Return on investment is measured by the enhanced value proposition from the data collected. Those already using Verifeye’s insights to optimise their golf courses are discovering: • 10 -12% increase in golf cart revenue • 7% increase in visitor registrations • 50% improvement in course marshalling efficiency • 3-4% decrease in membership attrition The difference between RFID data and GPS data RFID tracking is passive – other than attaching the bag tag there is nothing else for members to do. GPS requires a lot more admin, handing out and collecting devices at the beginning and end of every round. The GPS systems currently on the market also just capture information on the day, and only for those who have a device. As such, it doesn’t give you course utilisation data, or historic data on member usage. Some may worry that the system could unsettle members, however, as Jim Abraham explains - “Once we implemented the system, the feedback that we gained from the membership was nothing but positive.” With the reopening of golf clubs and social distancing measures still in place, there is no better time to enhance your golf course management and come back swinging. Pick up where you left off and boost your golf club with Verifeye technology by getting in touch with us at RGM today.

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24/04/2021 11:09

The water crisis that threatens our

GOLF COURSES If your club uses mains potable water, it’s in trouble. We talk to environmental solutions expert Tony Hanson about the coming storm and what you can do about it

magine everyone in Greater Manchester moving south. That’s 2.8 million souls and it’s the projected number of extra people expected to add to population growth over the next 20 years. Now imagine the added strain that moving mass would put on land and, crucially, on water resources. “Consider that what we’re doing is getting world class drinking water, which we’re processing and you’re getting from the mains, and you’re throwing it on the ground,” says resources expert Tony Hanson about the way many golf clubs in the UK irrigate their turf. “You can see the insanity of that process.” Hanson has an alarming message for golf courses. And if the prospect of what he’s about to deliver doesn’t shake businesses to their very roots, there’s something seriously wrong. Everyone knows there is pressure on water, and the further south you go the more difficult it gets. Think of the near annual hosepipe bans and you get the drift. That situation is not going to get better. It’s going to get worse. Recently, the Environment Agency warned that 3,435 million extra litres of water could be required every day if action is not taken to improve usage between now and 2050. Population growth, exacerbated by climate change and over abstraction, is driving the pressure – even in a nation with a reputation for being rainy. The National Audit Office warned the UK Government last year that parts of southern England could start running out of water within two decades. So if your golf course draws water from the mains then, in the near

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future, it could be in big trouble. It could be cut off. “This stark reality, that I’m suggesting, is coming from the water companies,” explains Hanson. “Their primary obligation is to maintain potable supply. There is not sufficient water to maintain that and to use water for irrigation of turf grass.” If water companies have that obligation to maintain supply and yet they need to reduce demand, think about how they might do that? Turf grass irrigation is seen as a discretionary water use. Do you actually need mains potable water to achieve it? “The reason it is being used in the turf grass industry is because it is accessible,” Hanson continues. “It is very cheap and it means you don’t have to do very much. “You don’t need any other engineering work. You can just plumb it in and away you go. “But because of the pressures there are now, because of the forecasts we’ve got, because of the changing climate and the increase in temperatures, the fact we’ve got to leave more water in the environment to address those historic problems means they [water companies] need to find reductions. “This isn’t a case of managing what we’ve got and, OK you can have whatever it might be historically the amounts that you’ve used and the volumes that you’ve had ion the past. There is a shortfall. So they are looking at ways of managing that demand. And they have to try and find ways of reducing it.” Hanson says that last summer, the pressure on the water system – through hot weather, garden watering, car washing and coronavirus restrictions that implored people to continually wash their

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GCMA | NEED TO KNOW | INDUSTRY | CAREERS | GOOD PRACTICE | GRASS ROOTS hands – meant some water companies were having to deliver bottled water. “If we have a situation where the public are having to be supplied with plastic bottles and golf courses are seen to be irrigating their greens from public supply - from a PR perspective that would be absolutely devastating. “So we need to find ways of improving efficiency. We need to find alternative sources of water. And we need to encourage that change because there’s lots of information out there at the moment, but it’s just not being taken up.” What does that mean for clubs that depend on the mains, and what can they do about it before the water companies inevitably step in? Hanson adds: “Temporary use bans have been around for a while and there was a lot of confusion about that with a lot of course managers when I’ve been doing seminars in the past with the Environment Agency and the water companies. “A lot of golf courses think that, because they’re a business, when a temporary use ban comes into effect they have some special dispensation that they’re allowed to carry on using their water - because they are a business. “They’re not. If there is a temporary use ban brought in by the water companies, because they have low availability of water, it means basically the golf courses have got to leave it alone. “Those 66% that are on mains [water] would not be allowed to irrigate their greens, tees, fairways. There’s a Section 57 notice, which is the ‘hands off’ supply for an abstraction licence and that can be brought in by the Environment Agency in extreme conditions.

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“If we really get into a drought and they need that water to be left in the ground then, for any licence holder, regardless of volume, they can say ‘sorry, you need to leave it alone’.” The positive for the golf industry, believes Hanson, is that a temporary use ban would currently go down badly with the shareholders of water companies. In the future, though, he can see a point where those firms will have to tell golf courses to find alternative water to use. Clubs should start planning. But what can they do? “We’ve got a crisis and the crisis is happening now. It will typically take a facility five years if you’re looking at installing a reservoir. “You might be able to tweak and reduce your consumption through efficiency measures, moisture management, new sprinklers, upgrades to your irrigation system but, in terms of having your own resilient water supply, it’s that sort of time period. So we have to try and get that message out to the Tony Hanson Tony has been involved in the golf and leisure sector since 1985 and is managing director of Environmental Solutions International. The company’s aim is to help clients achieve net zero. They have more than 30 years’ experience in facilities and environmental management and specialise in sustainability and compliance. They are currently working with the Environment Agency, as well as English and Welsh water companies, on projects to reduce mains and abstraction water consumption across the leisure sector.

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members who are going to be directly affected by this.” Hanson’s figures show there are 1,100 golf clubs found in areas of water stress. Clearly, for issues of land or expense, they’re not all going to be able to build a reservoir. Many can’t afford to invest six figure sums on irrigation systems, either. So he’s now involved in a project which is trying to find solutions. “I accept there are going to be some facilities that just won’t have the ability to do anything and are going to be reliant on mains water. “But, within this project, we have four groups we’re working with where we’re investigating getting some guidance and doing research. One of those is on agronomy – looking at turf grass species. We’ve been talking to seed manufacturers and a number of other sources and agronomists.” He adds: “Golf is pretty good, their management is pretty close, but we are going to have to adapt. “Turf and seed manufacturers are starting to look at developing species which are more resilient to drought, more resilient to pests and diseases – as we’re losing chemicals to fight those – but also with the changing climate. “But getting back to old school turf management is going to be key with this process as well.” “It’s finding all of those incremental changes that might reduce consumption,” Hanson continues. “We’ve got another group looking at technology. If you’ve got a state-of-the-art irrigation system, compared with something which is a bit sketchy from 20 years ago, you’re going to reduce your irrigation consumption by around 50%. “I get that it’s expensive to upgrade – you’re probably looking at the thick end of £300 to £500,000 if you’re going to put in a completely

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new irrigation system for fairways, tees and approaches. “There are big costs there but there are also alternatives in terms of upgrading sprinkler heads and getting computer control. “You can go part way and you can get a significant reduction through just those upgrades.” And while you may not be able to put in a reservoir, trying to find alternative sources of water – such as harvesting the car park or clubhouse run off can also help to reduce consumption and buy goodwill.

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“If they [clubs] are taking steps along those lines, if they are going as far as they can to reduce their consumption of water, there’s not a water company around that’s going to criticise them for that if there is just no alternative.” Creating new ecologies and habitat, as well as reducing the chance of flooding within local communities – by putting in swales and features that intercept surface water runoff – can attract valuable funding from agencies. But what isn’t an option is inaction. “We’re trying to engage with

local and national associations and we’re saying ‘your members are going to have to change’,” insists Hanson. “There is no alternative. As an industry we’ve got to change.” He adds: “If we can’t get that engagement then the water companies have got a really hard choice. They’ve got to go ‘I’ve not got enough water, who am I going to allocate it to? The hospital can have it. The school can have it. The households can have it. Golf, you’re on your own’. “How can you justify it?”

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Grass

ROOTS All the latest news, views and interviews from across the GCMA’s various regions in the UK

Meet the Manager...

HELEN SWABY

Appleby

ell us a little bit about Appleby... We’re a moorland course. We own the land but it’s common land so we have graziers who have the right to graze the common. We have sheep and horses roaming the course, which is unusual. However, all of the greens are surrounded by wires which protect them, but the animals make Appleby. It makes the golf course quirky and unusual.

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We have about 600 greenkeepers! There are no par 5s for men, only longish par 4s, but there are several unusual holes. The 15th is our signature hole. It’s called the Bell Hole. It has Hilton Beck that runs along the right and has a hidden green. So you head for the marker posts when you play it. How did you get into golf course management? I started playing golf in 2009. I joined Appleby after going to

the local driving range with my son and my family. I would have a basket of balls while he had a lesson which got me hooked, and I joined Appleby Golf Club after a year or so of having lessons. I live in Appleby, my husband plays, and I thought ‘we’ll have something to do together’. I was lady captain in 2013, ended up being on the committee, and then became part-time secretary of the golf club in about 2016 and then became manager in 2018.

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Appleby is a remarkable course in Cumbria – and it has an equally remarkable manager...

the members too. Once we came back and were open for golf, I was basically here on my own and running the reception area. We don’t have a shop here and we don’t have a professional. We made that into a reception area, with me as the front face of the golf club – seeing people for their golf needs, green fees and essentials. The majority of staff were on furlough, with one greenkeeper staying on to do the essential work. Unfortunately, in February 2021, we lost our Head Greenkeeper, after contracting Covid-19. This was a very challenging time. We then had the task of appointing a Head Greenkeeper and an Assistant. Thankfully we now have both in post.

Appleby is close to a main road but is a bit set out on its own in Cumbria. I imagine there is a huge sense of community at the club... It is a very close-knit club. We have an active ladies section and our Ramblers section, which is the senior section of the club. I think everyone’s really missed being able to come into the club. During lockdown and, during this past year, it’s been really difficult for the club – not only financially but for

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Was that a challenge for you? You’ve obviously got the support of the committee but you’re dealing with lots of things and it looks to be a busy club? We’ve just topped 500 membership. I don’t think people actually realise what goes into managing a golf club. It’s not just being the front face – and that’s very important – but it’s everything else too. I do all of the day-to-day accounts, bookings etc. We do have a treasurer who oversees the accounting, but it’s a full on day. I feel a great sense of relief that the clubhouse is back open. If I’m not in the office, for whatever reason, then I know that somebody is going to answer the

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phone, and deal with anyone that comes in, instead of it all being on my shoulders. The events of the past year have obviously been traumatic for the membership. Has it been that way for you as well? I think it has, really. It’s been difficult, and difficult to try and manage. The club is run by a committee and during the course of the last year, we’ve had to hold Zoom meetings. That has

Helen Swaby

been a challenge for some of our committee members because not everyone is au fait with technology. It’s been a learning curve for everybody. We’ve definitely come out of the other side in a very positive way and we’ve increased the membership by about 60. Last March [2020], we had around 435 and we’ve just topped the 500 mark. A lot of members came back to golf because of Covid. They couldn’t go and do anything else. Cricket

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and football couldn’t be played and golf, at that point, was the only thing accessible to people. Is the challenge going to be keeping those members? I think it will, but our membership year runs from November 1 through to the end of October. We’re quite lucky that our membership will be as it stands until then. Obviously, your year began with the start of the second lockdown and then we’ve had a third much longer lockdown at the start of this year. Have the membership been supportive? They’ve lost a lot of time... Everyone has been completely behind the club and acknowledged everything that’s been done over the last year. There were grants available and we were successful. People realise these things don’t just happen - they don’t just drop into your bank account. There’s a process that

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must be gone through. We also received a grant from England Golf and we purchased a new till system so we could make the membership more proactive as far as the apps and the Club V1 system we had installed was concerned. The grant was integral to that because we moved to the BRS system for tee bookings. That wasn’t just because of Covid, we were doing it anyway, but it was a really good way of keeping tabs on members. They didn’t have to come to the club to book a tee time. They could do it from the comfort of their own sofas. We now have the Club V1 app, which members are getting more and more used to. I’ve been able to help them, make sure they understand that. Once you’ve logged in, it’s away you go and that wouldn’t have happened if it wasn’t for the till system we’ve installed.

the clubhouse. You obviously get a lot of support from the committee but you’re essentially a one-person band. How do you get through it all? You’ve just got to do things. I am a doer and you’ve got to get on with it and make things happen. Otherwise, you would sit and stagnate and you can’t stagnate as a golf club. If anything has happened as a result of Covid, it’s made golf a progressive sport and something a lot of people are wanting to come back and play and explore. It definitely isn’t just about me, though, the staff, Committee and Members have been a great support and we look forward to a successful 2021 season and many more years to come.

As we speak the car park’s full, there’s a lot of people in

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Get In Touch To contact Appleby, visit applebygolfclub.co.uk

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‘

business partner

from A-Plan Insurance Are you looking for a solution to add value to your membership and provide protection for your members and golf club in 2021? Offer the Golfplan Club Membership Policy for your members.

It started with a call to Alex, following an article in The Golf Club Manager journal. We arranged a workshop morning for our Members with Alex in attendance and interest instantly grew from there. We now have over 75% of our Members signed up to Golfplan, with additional members joining the scheme as their current annual insurance plan expires. With the insurance documents on the Members’ area of our website, all the necessary information is readily accessible. In addition, Alex is always contactable for any advice & support.

Trisha Leonard | General Manager | Old Fold Manor GC • Take this policy out at your golf club today and cover your members as beneficiaries • Stand out from the industry and add these members benefits into your membership package PLEASE NOTE: Terms and conditions apply, for full details of policy cover/benefit limitations and exclusions, please refer to our policy wording and summary of cover, a copy of which is available upon request.

Call Alex and his team today to find out how: 01527 868160 | golfplan.co.uk Golfplan is a trading name of A-Plan Holdings, which is authorised and regulated by the Financial Conduct Authority. Registered Office: 2 Des Roches Square, Witney, OX28 4LE. Registered in England. Registration Number: 750484

Meet the

GCMA PARTNER James Howell is Managing Director of boutique law firm, MS Rubric. With over 15 years in the legal industry, James has extensive experience of working with golf clubs

ell us about your company... MS Rubric is a boutique commercial law firm, with a history of instructing owner managed entities and member run organisations. Based in the South West, our fresh and dynamic team has a varied skill set specialising in five key sectors: mergers and acquisitions, golf and leisure, franchising, healthcare and veterinary. We invest in talent and believe in equipping our team with an invaluable skillset. Training people builds a strong team of passionate experts, totally in tune with our values. Talk us through your brand relaunch... Yes, we have a new look! The new brand reflects the personality of our team: bold, ambitious and vibrant. We believe it’s our personable approach, which celebrates the individual and encourages dynamic relationships, that sets us apart from other law firms. As such, we wanted a distinctive brand which embodies the values of our team. Why should our members come to you for legal advice?

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We offer a free consultation to GCMA members. Our focus and expertise in the golf market – coupled with our experience of working day in day out with clubs – provides an insight into the sector which other law firms simply don’t have. Our sound and effective advice is also far more accessible than many of the faceless firms charging far more. The meter doesn’t start running the moment you call us. We’ll also take the time to discuss more costeffective options for you and your club, if this is an issue. What’s your favourite thing about the golf industry? The ability to combine business and leisure. As an individual, golf is a great way to spend a few hours with other business owners. The combination of hospitality, sports, real estate, HR, and pleasure, surely has to be unique!

forward and there is a danger that some clubs could be left behind and become obsolete. It is also a worry to hear that clubs are still dealing with discrimination issues. It has been a sport that has flourished with women taking part, but outdated mindsets could leave rise to trouble for clubs that still don’t accommodate them. Any specific examples of how you’ve assisted golf clubs postCovid? In light of the discrimination issues, we’ve been dealing with a club recently to provide a full review and amend of constitutions to ensure they are compliant with the Equality Act 2010. We’ve also offered comprehensive advice on how to handle member complaints raised during Covid, as well as producing a newsletter for clubs detailing best practices regarding a return-to-work policy post lockdown.

Is there anything you would like to see change or tackled in the golf industry? Certainly, a more professional approach needs to be adopted. It is such an established industry, yet there are still clubs being run by amateur committees. Whilst endearing, the world is moving

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Partner Network

The GCMA’s Partner Network supports the association’s work to professionalise the industry and promote a culture of excellence in golf club management. Thank you to all our partners who continue to support the association.

strategic partners

Business Partners from A-Plan Insurance

Associate Partners

official suppliers P r e m i e r A l l - We a t h e r S u r f a c e s f o r G o l f

gcma.org.uk/partners

MAKE GREAT DECISIONS FOR YOUR GOLF CLUB Verifeye will allow you to: • Interpret data accurately and effectively • Amend any real-time issues on the course • Reap the benefits of passive RFID technology

• Make recommendations to your members in line with their playing habits • Improve course utilisation • Increase member retention • Enhance pace of play

Contact RARUK Golf Management today (+44) 1462 670044 www.rgmgolf.co.uk 14 Old Bridge Way, Shefford, Bedfordshire SG17 5HQ

The Golf Club Manager June 2021

Articles inside

Close House owner Sir Graham Wylie

England Golf’s WHS plea to managers 64 The remarkable manager of a remarkable club

AGM: Tom Brooke hails member achievement