GCM

FEBRUARY 2010

The
Business

VOLUME 
t
ISSUE 2
MAGAZINE
FOR THE GOLF INDUSTRY
GOLF CLUB MANAGEMENT Visit www.compleatgolfer.co.za for back issues of GCM

A CAREER IN
GREENKEEPING ART, SCIENCE
AND HARD WORK

ALSO IN THIS ISSUE:

O A fresh approach to virtual clubs
O CGGU – a new plan for new golfers

O Course photography

BROUGHT TO YOU BY
GCM IS PRINTED ON

Golf Club Management February 2010 1

 EDITOR’S LETTER
CONTENTS
BIRDIES AND BOGEYS
Snippets of news from the last month 4

CAREERS
Why to consider a career as a greenkeeper 6

VIRTUAL CLUBS

FROM
O

A different point of view 10
O

CGGU tackles virtual clubs 13

COURSE PHOTOGRAPHY

THE EDITOR
The importance of capturing the moment 16

ENVIRONMENT
Sun City’s environmental programme 17

MANAGER OF THE MONTH Environmental governance and

Dave Hansen of De Zalze 20
compliance – carrot or stick?
LAST WORD
Setting the standard 22 By the time this issue of GCM has landed on or, perhaps most importantly, using less water.
your desk our environmental panel would have A common argument against implementing
met for the first time to draft an idiot-proof, certain measures is that clubs do not have the
COVER PICTURE
basic guideline for golf courses to follow in at- money, but the truth is, the more eco-friendly
Is a career in greenkeeping all it’s cracked up to be?
Turn to page 6 to find out. tempt to become environmentally compliant. one can become, the less money is needed to
(Picture courtesy of Smith Turf) I happened to be visiting a workshop be spent. There is an interesting case study
at a golf club recently, and I couldn’t help involving moles. Moles, a curse on any golf
noticing a plastic drum lying in a refuse bin, course, love nothing better than great swathes
O EDITORIAL
JOHN BOTHA which was about to be transported to the local of well-irrigated turf. By allowing areas of
E-mail: bogeyfree@mweb.co.za refuse dump. The drum had contained a high- rough to flourish, and if need be planted with
Cell: 082 498 7380 ly toxic chemical, and if anyone has ever been natural veld grasses and other shrubs, popula-
O PUBLISHER to a municipal dump, they will know that an tions of rodents will establish a habitat. These
SIMON TURCK army of people sift through the waste looking will in turn attract owls and other birds of prey,
E-mail: simon@ramsaymedia.co.za
Cell: 083 252 8387 for anything they can use or sell. Yes, the and once these have moved in, suddenly the
drum had had a warning label on it, but that mole population will be reduced – far more
O ADVERTISING
JAMES FERRANS (NATIONAL SALES MANAGER) was not going to stop an illiterate person from effective than traps and snake-oils I assure
E-mail: jamesf@ramsaymedia.co.za using it to carry water, and there is no need you. Of course some of your members will
Cell: 084 252 6373 to spell out the disastrous consequences this whine about losing the odd ball in the newly
NICKY MEARS (ADVERTISING SALES EXECUTIVE) could have had. At the very least containers established natural areas. This would be an
E-mail: nickym@ramsaymedia.co.za of chemicals should be properly destroyed, or opportunity to suggest that the member visit
Cell: 082 927 5408
at best returned to the suppliers who could your resident golf pro to have a lesson, which
To request your copy of GCM, hopefully recycle them. might help him hit the ball in the intended
subscribe to Compleat Golfer by calling What we hope to do during the coming direction.
0860 100 205 (indicating that you would like to Finally, the Nedbank Golf Challenge was
year is not to threaten and cajole golf clubs
be placed on the GCM mailing list) or go to
www.compleatgolfer.co.za to download into becoming more environmentally friendly, played soon after our last issue had been
your free copy. because experience shows that this will printed, and it must be said that the Top Turf
simply not achieve the desired effect. What team and Sun City’s director of golf Antonie
A monthly business-to-business magazine
brought to you by we would like to do is to reward those clubs Els can take a bow – not only was the Gary
that are making a sincere effort to clean Player Country Club in superb condition, but
up their act, and thankfully there are more this course has become one of the most
than a few of these around. We are currently eco-friendly in the business (see page 17).
drumming up support from various potential
sponsors, and I am confident that by the end
of the year we will have a system in place
that will recognise clubs that have embarked
on a meaningful tree-planting programme
and those that have eliminated invasive alien
vegetation. I would appeal to all of you to let
us know of any noteworthy achievements – be
it controlling erosion, reducing chemical use

Golf Club Management February 2010 3

BIRDIES AND BOGEYS
High praise for GPCC
GCM’s editor congratulated Robert
Allenby after the Australian won the 29th
Nedbank Golf Challenge. Allenby raved
about the condition of the course: “There
wasn’t a blade of grass out of place,” he
Chavez declares
WAR ON GOLF
There was a time when Venezuela was
known for its oil reserves and its beauty
queens, but nowadays it is the ranting
of its president Hugo Chavez that makes
headlines. The Latin-American dictator’s
latest campaign, having nationalised most
of the country’s private enterprises, has
been to close down golf courses – the
land now earmarked for development of
housing for the country’s poor.
Venezuela has 20-odd courses, seven
of which have already been closed, with
more to follow. This is according to Julio
4 February 2010 Golf Club Management
BIG GUNS
‘Big guns’ at the Nedbank Golf
Challenge; deputy president Kgalema
Motlanthe (left) and Mohammed Valli
Moosa, former minister of environ-
mental affairs and tourism, were
among the VIPs that attended the
Nedbank Golf Challenge.
enthused. It is normal for the player that
wins to be most complimentary, but the
other players echoed Allenby’s senti-
ments. The Gary Player Country Club is a
strong contender to be voted as the best
conditioned course in South Africa.
COTSWOLD DOWNS
BIDS FAREWELL
TO PETER MILLER
Peter Miller (front) recently said fond
goodbyes to the team at Cotswold
Downs. Peter, who has managed the
KwaZulu-Natal club for the past three
years, was awarded honorary life mem-
bership of the club in recognition for the
excellent work he has done.
Torres, who heads the Venezuelan Golf
Federation. Chavez has launched at-
tacks on the Royal and Ancient game on
national television, declaring the sport to
be “bourgeois” and not a “sport of the
people”. The claims that golf is for “rich,
fat and lazy” people is nothing new, and
we are reminded that our own officials in
Cosatu have called for the land occupied
by golf courses to be scrapped and used
for redistribution and food production. Rob Orchard retires
In an about turn, another communist Port Elizabeth Golf Club’s general man-
country, Cuba, has lifted its ban on golf ager Rob Orchard will be retiring at the
and allowed foreign investors to begin end of February. Rob has been at the
developing golf courses to bolster its helm of the club for 13 years, and plans
tourism industry. to play more golf during his retirement.
 BIRDIES AND BOGEYS

GCM
GOLF CLUB MANAGEMENT
WAYNE KRAMBECK
begins new venture
Former group executive of golf for

PREFERRED
Pinnacle Holdings Wayne Krambeck has
started a new management company
S U P
P L I E R called Universal Golf Management Serv-
ices. “The business will specialise in
two fields,” he says. “The first being to
assist developers through the develop-

GCM PREFERRED mental stage of their golf courses, which

will integrate homeowners and the

SUPPLIER LIST estate development. This will include

GCM is making the process of choosing a
reputable supplier easy through an instant
referral system – the GCM Preferred Supplier
list, which is available to all key decision
makers in the industry. Below are the first of
our Preferred Suppliers.
O


For more information or to see whether you
qualify as a GCM preferred supplier, contact:
Simon Turck on 082 252 8387 or
simon@ramsaymedia.co.za or
Natalie Shekleton on 011 301 4448 or
natalies@ramsaymedia.co.za
SMITH TURF EQUIPMENT
Started in 1991, Smith Turf is the sole dis-
tributor in Southern Africa for Toro equipment.
011 284 2000
www.smithturf.co.za
negotiating and advising on all contrac-
tors, including course designers, etc.”
His first contract has been signed
with Cotswold Downs. “I will be manag-
ing its operations with the main focus
being to drive the potential of this
fantastic golf course through increasing
rounds and lifting service levels.
When GCM spoke to him, he was
in the process of finalising a contract
with the Pinnacle Group involving his
services with the Wedgewood Golf and
Country Estate, Clarens Golf and Trout
Estate and the Lagos Keys Development
in Nigeria, as well as other projects.
“One of my concerns regarding the
future of golf in South Africa is that
the game is becoming too expensive
for the average income earner, but with
the correct advice, costs of develop-
ment and operational expenses can be
reduced. Once this happens we will see
and increase in rounds and the entire
industry will benefit,” says Krambeck.

GOLFTIMESA
GolfTimeSA delivers online tee-time
reservations and golf club IT.
012 665 2299
www.golftimesa.co.za

ON COURSE GOLFING
SOLUTIONS
Suppliers of Prolink
GPS Management Systems.
082 901 6184
www.goprolink.com
CAREERS

Art, science and

GREAT REWARDS

Few professions offer a more beautiful workplace,

but the job is not as glamorous as it may seem.

Dean Whitsen, one of the famous trio of brothers who have made greenkeeping
their profession, makes a strong case for a school-leaver or even someone who is
looking at changing careers to consider becoming a course superintendent.
As depressed as the job market may currently will experience another boom in the not-too- the maintenance of these ‘manufactured’
be, the demand for suitably qualified turf distant future. When this happens, we are courses. These individuals would also design
managers has remained strong. The fact that likely to see a growth in related facilities and construct the new inland courses, teach
several companies are contracted to maintain such as driving ranges and pitch-and-putt golf, manufacture golf balls and clubs and
golf courses and many other recreational courses. In the meantime good groundsmen repair equipment. As every aspect of the golf
facilities requiring well-maintained turf are needed to maintain cricket pitches, rugby industry has changed dramatically over the
grass, would suggest that there is a short- fields, athletics facilities and many other years, greenkeeping has become a highly
age of individuals capable of taking on this sporting facilities, not to mention the many specialised profession, and more recently
responsibility. The huge investment recently government and institutional grounds. the course superintendent’s function has
made in soccer stadia prior to the World Cup The history of greenkeeping in golf as a changed and developed. In the 1950s it
is likely to boost the demand for greenkeep- profession is rather blurred, and earliest ref- was common for the greenkeeper to spend
ers even more and, while the construction of erences would suggest that when the game 90 percent of his time on the golf course,
many planned golf courses is likely to remain grew in popularity and moved from the tradi- but nowadays this time has been reduced
on hold until our economy picks up, there tional ‘linksland’ from which it had evolved to about 35 percent and he is expected to
can be no doubt that the golf estate market the golf professional became responsible for handle budgeting, scheduling, personnel

6 February 2010 Golf Club Management


management, research, design and planning.
The days of a greenkeeper being little more
than a glorified labourer have long gone, and
now those in charge of a club’s most valuable
asset have become important members of a
management team that is critical to the
success of a private, public or estate club.
As the profiles of greenkeepers have
changed, it is interesting to note that a survey
conducted in the United States showed that
the average greenkeeper was 41 years old,
had been fully qualified for 11 years, and had
worked at two different courses during his ca-
reer. Not surprisingly, this survey also showed
that those greenkeepers that had obtained
an advanced qualification and were certified
earned higher salaries and could look forward
to the opportunity of greater advancement.
The job description of greenkeepers does
vary from one position to another, but normal-
ly they are entrusted with the maintenance,
operation and management of a golf course.
This can involve supervising construction
projects and well as general maintenance.
The job also encompasses the repair and
maintenance of construction equipment and
the rendering of professional advice, opinions
and assistance to the club’s board of directors
or managing body as required. The course
Dean Whitsen is the course superintendent at The River Club in Johannesburg.
CAREERS
superintendent is also required (or should be)
involved in all long-term planning meetings.
He should report to one of (and only one) the
general manager, green’s chairman, owner or
director of golf. This is often a contentious
issue, but there should always be a clear
chain of command – if he is expected to take
instructions from managers, club captains or
every committee member this can only
cause problems.
Besides being responsible for the main-
tenance of the course and equipment, a
greenkeeper might also have to look after the
likes of the golf cart fleet, the landscaping of
the clubhouse grounds, tennis courts,
swimming pools or other recreational facili-
ties, a sod farm and nursery and other areas.
The administrative duties include the
preparation of annual budgets and a range
of record-keeping that encompasses payroll,
inventory, weather data, maintenance
procedures, pesticide applications, etc.
A good greenkeeper will have an ad-
vanced knowledge of agronomy and turfgrass
management practices, a working knowledge
of course construction principles, practices
and methods, as well as a thorough under-
standing of the rules and strategies of the
game of golf. Besides having a high degree

of administrative skills, he should be able to
solve problems and make decisions and have
a good knowledge of laws and regulations
affecting all facets of golf course manage-
ment, including those pertaining to safety,
employment and environmental standards, to
name just a few.
So how does one best go about launching
a career in greenkeeping? The first step is
to find a job at a golf club, perhaps during
a holiday or for a temporary period, as a
member of the maintenance team. Another
opportunity is to study at an American
university, many of which offer internships
at courses linked with the college. Tak-
ing this route one is virtually guaranteed
employment after the completion of one’s
studies. But there are other ways of entering
the profession. Besides attending a college
or university that offers courses in green-
keeping (these should include at least a
diploma in golf greenkeeping or a diploma
in sports turf technology) and then pursu-
ing higher qualifications such as a diploma
in golf course management or a Bachelor
of Sciences degree in turfgrass sciences,
a candidate can begin with an apprentice-
ship in the workplace and obtain experience
before embarking on a formal education
process. There are online courses available
that can be done at home, or for example
the Tshwane University offers a Bachelors
degree in turfgrass management. The
Modern greenkeepers spend only about 35 percent of their time
admiring the spectacular views, the rest is spent behind a desk.
CAREERS
university also offers short courses in turf-
grass management, turf pest control, etc.
The Environmental Institute for Golf On-
line offers a range of courses, such as applied
turfgrass physiology, advanced principles of
insect pest management, risk management
and communication for golf course superin-
tendents and many more.
Before choosing a career in greenkeep-
ing, the person should realise that this will
involve long hours and a lot of hard work – as
with other careers in golf, it is not nearly as
glamorous as it might appear, but the rewards
are great. Yes, you will get to play golf, but not
nearly as much as you might think. Work-
ing outdoors might seem attractive when
compared with being office-bound all day and
every day, but a considerable amount of time
will be spent at your desk behind a compu-
ter. Being able to socialise and interact with
members of your club is another plus, as is the
opportunity to be creative. You will certainly
learn many skills, and occasionally you will be
praised when your efforts are noticed. This job
does mean that your efforts can be physically
seen, and in many ways you will be your own
boss. Should you become one of the best in
your field you will be well rewarded financially,
but if your aim is to get rich quickly, you had
better pursue another avenue. If are passion-
ate about working with nature, and can handle
all the frustrations that this involves, welcome
to the club. O
VIRTUAL CLUBS
Virtually a different
POINT OF VIEW
Randpark’s Doug Bain takes a look at the much-maligned virtual clubs, golf
development, the role of provincial unions and our national governing body.
The mere mention of virtual clubs, golf
development and our sport’s administration
invariably stirs up emotion, heated debate
and sometimes acrimonious discussion,
especially over Charles Glass’ finest at the
19th hole. So why would I dare mix all these
up in one article?
While I was reading Jan Marais’ recent
article (The changing face of the golf market,
GCM October 2009) I was reminded of an
idea I shared with the CGGU and some Gau-
teng affiliated clubs at a recent meeting.
Firstly, I must applaud Mr Marais for a
most insightful, thought-provoking article;
one which contained many home truths
and one that I am sure will not sit well with
some, especially our amateur controlling
bodies. But that is the curious thing about
the truth – it often hurts.
I share all of Mr Marais’ views and ideas
save for one; that is that the unions could
or should downsize or perhaps splinter into
smaller associations or governing bodies,
each with fewer responsibilities than they
have at present.
I believe it high time that the unions and
the SAGA take a far more active, strategic
and synergistic role in the control and admin-
istration of amateur golf in our country.
In many cases this is happening – the
CGGU has embarked on a recent strategic
planning session under the astute leadership
of its president, Kevin du Preez. The SAGA, I
believe has also formulated a long-term busi-
ness plan, something that should have been
done years ago.
Many clubs are facing the daunting com-
bination of dwindling membership, ageing
membership structures, reduced corporate
rounds, and fierce competition from many
golf estates. All the while, our expenses are
10 February 2010 Golf Club Management
increasing exponentially due to higher wage
demands, increased fuel and fertiliser costs
and a rand that never strengthens materially
to reduce the cost of new machinery. Not to
mention our dear friends at Eskom with their
proposed 200 percent electricity tariff hike
over the next three years. These, together
with many other factors, are forcing clubs to
think a little out of the box, pushing them
into turbulent waters and bringing on para-
digm shifts that even the most traditional of
clubs are instituting.
But are our amateur controlling bodies
doing the same? We could ask what they are
doing to meet the demands and idiosyncra-
sies of an ever changing golfing environment.
Are they thinking out of the box, as the
clubs are being forced to do? We have to
retain and grow affiliated golfers, and find
alternative sources of income rather than
simply looking to the clubs for special per-
round levies, and to the already subscription-
burdened club members in terms of hiking
the annual affiliation fees to cover, among
other things, development expenditure?
So where exactly am I going with all of
this? I would put the following on the table:
O


The SAGDB has collapsed and I am not
even going to venture down the road as
to why.
O


Most club managers and committees spit
blood at the mention of virtual clubs (and
by ‘virtual’ I include those societies who
do not have a golf course or are linked
to a particular course via some form of
agreement, ie those smaller clubs that
offer cheap affiliation cards). I certainly
sympathise with the poor pro shop staff
who are forced to implement club pricing
policy. In most cases this policy is aimed
to prejudice these poor souls who would
dare to join such a ‘loathsome’ organisa-
tion. It has become tiresome listening to
club officials that bemoan the ‘scourge’
that they believe the virtual clubs to be;
for 10 years, at AGMs and other meetings,
we have listened to the arguments against
these organisations.
O


Virtual clubs are here to stay, whether we
like or not, because there is a market for
them and understandably so – why would
anyone want to cough up between
R6 000 and R10 000 subs for a club
where they are likely to play less than five
times a year?
O


Virtual clubs do provide emerging golfers
with a sense of belonging, a handicap and
they make the game both more affordable
and accessible for the occasional,
beginner or corporate-day golfer.
O


Traditional clubs, rather than moaning
about the potential of losing members
to virtual clubs, should look at their own
house to see if it is in order, to see if their
facilities, service levels, retention strate-
gies (value adds) and attention to detail is
up to scratch – if members are not proud
of their club they will leave.
O


Unions are, or should be, looking to initi-
ate, drive and control their own develop-
ment programmes at a regional level.
O


Johann Rupert is sick and tired of throw-
ing money down the bottomless develop-
ment pit while the industry itself does not
come to the party.
So let us turn this whole virtual club thing on
its head, let’s turn a negative in our industry
into a positive, and let’s remove the control
of the virtual club industry from the hands of
the unscrupulous capitalist opportunists who
have cheapened our industry and enriched

themselves and from those clubs who have
prostituted themselves by partnering with
these organisations.
I would like to see each union initiate its
own virtual club or golfer’s society. “Oh my
sack,” I hear you say. “That’s going to put
the unions in conflict with the very clubs
they represent”. Not if it is done in a con-
structive and consultative manner. Surely it
is far more beneficial to see the control and
income of the virtual club industry vested
with the unions.
The clubs control the policy and constitu-
tion of the unions, the unions are there to
represent the clubs and to implement policy
of which the clubs approve. (Well, that is
how it should be anyway; if regions have
a cart-before-the-horse structure whereby
they dictate to the clubs, then it is up to the
clubs to change this anomaly.) Therefore it is
the clubs themselves that would ultimately
control the virtual club members.
Doug Bain is the CEO of Randpark Golf Club and is currently the CMASA’s Manager of the Year.
Advantages of such a virtual club struc-
ture/culture are or should be made to be:
O


Giving clubs access to the database of
such virtual members who live in their
catchment areas.
O


Union control over these player’s handi-
caps and non-score entry.
O


Clubs can dictate entry criteria.
O


Disciplinary procedures involving these
players can be more effectively managed
because the unions are more likely to care
about such issues compared to a virtual
club driven by maximising profits.
O


It has been estimated that we have about
170 000 affiliated golfers in the country.
When you see that the likes of Observatory
GC (PlaymoregolfSA affiliation), Hillside
GC and Akasia have 4 734, 2 386 and
3 360 members respectively, I reckon,
conservatively, that 25 000 of these are
‘virtual club’ members paying an average
of R1 000pa (PlaymoregolfSA’s cheapest
VIRTUAL CLUBS
membership is R1 800pa).
O


If 20 000 of these joined the Union Play-
ers Societies about R20 million would flow
into the coffers of the unions nationwide,
providing a healthy cash flow for develop-
ment programmes and more.
O


Unions would no longer be sceptical about
the union fees they are being paid by
these virtual clubs as they will have
inherent control over this.
O


Knowing that these members are contrib-
uting directly to golf in the country, espe-
cially development, I like to believe that
clubs would be far more accepting of a
Union Player Society member in their pro
shops than a member of Tweebuffelsmet-
whateverfontein GC.
Now if you were the habitual golf day
pot-hunter looking to secure that
commercial handicap or a genuine occa-
sional golfer looking for a cheap affiliation,
would you rather join Woods’ Tangle GC,
Plaasbad GC or the Union Players Society
which is endorsed by the SAGA and all
affiliated clubs – no more fights in the pro
shop, no more being made to feel like a
second-class golfer.
And if you are a club, would you rather
take a booking from a member of Skukuza
(who has never laid eyes on an impala let
alone Kruger Park’s famous golf course),
Helmut Schumacher from Worcester on his
annual golfing holiday to SA that definitely
does not include a round in that picturesque
Boland town or Phillipoulis Gerhardus Janse
van Rensburg Jnr from Akasia GC who, like
me, has no idea which union he is affiliated
to, let alone where Akasia is.
Clubs are responsible for the make-up
of union executive committees and in turn
the SAGA and we should ensure that these
comprise a healthy balance of expertise, eg
lawyers, accountants, entrepreneurs, senior
managers, etc.
Just like clubs, they need a healthy mix
of strategic thinkers and visionaries to make
brave decisions today that guarantee success
and sustainability tomorrow.
Personally I believe the unions will not be
brave enough to endorse such a paradigm
shift, but no-one can deny the financial
opportunity that exists which does not have
to be at the expense of clubs as these type of
societies already exist – rather let’s bring all
these ‘virtual’ members into a few societies
controlled by the unions. O
Golf Club Management February 2010 11
GREENMAKER PROMOTION
PROVING ITS WORTH
in turfgrass management
One of the most environmentally friendly products for application in soil supporting turfgrass has been
successfully tested on a soccer pitch to be used during the 2010 World Cup.
Greenmaker is a natural mineral comprising
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family – a group of minerals that are most
useful for acting as chemical ‘sieves’, as well
as being highly effective as a water-retainer.
Recent testing of this wonder product would
suggest that this eco-friendly substance more
that substantiates the importer’s claims.
At Orlando Stadium, one of the premier
venues that will be used during the 2010
World Cup, the experiments with Greenmaker,
conducted by contractor Turftek, came up
trumps. In the first experiment, an area in
the shaded portion of the pitch alongside
the touchline, where severe compaction was
preventing adequate drainage, an area was
verti-drained using 20mm times to a depth of
150mm. A dressing mix, comprising 150kg
of Greenmaker and 0.08m³ of soil, was ap-
plied. After three treatments, with 450kg of
Greenmaker applied, it was very clear that the
drainage has improved dramatically and the
turf was much healthier than it had ever been.
In the area most prone to wear and tear, in
the goal mouth, an area of 30sqm was dug up
and 20 percent mixture was prepared using
1.2 tons of Greenmaker with the soil. The new
turf sods were planted on top of this. Again,
12 February 2010 Golf Club Management
the vitality of the new sod proved that the O


Optimum water and air management
root system was relishing the effects of the O


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Less mould
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Limited thatch build-up
Greenmaker is capable of absorbing up to O


Better rooting and vitality
70 percent of its own weight in water and nu- O


A reduction in maintenance
trients and minerals, and then slowly releases O


Better water absorption
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Optimum nutrient delivery
absorbs 660 litres of water per cubic metre. O


Accelerated turf development
The three-dimensional structure and the nature O


Vertical drainage
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A reduction in leaching-out of fertilizers
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sium. The product also retards the leaching out
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The correct application of Greenmaker has plied Agriculture and has been analysed by
the following results: laboratories such as TNO and STRI, the most
O


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O


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of the growing medium the USGA. O
More information on this revolutionary
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 VIRTUAL CLUBS

CENTRAL GAUTENG GOLF UNION

set to tackle ‘virtual clubs’
Errol Mills, vice president of the CGGU, has never been one to mince his words. The Central
Gauteng Golf Union, by far the most powerful in South Africa, looks set to bring some order to
the current free-for-all when it comes to club memberships, which has benefited a few clubs
that embarked on a campaign to simply ‘sell’ handicaps and affiliation cards.
The ‘virtual club’ debate has raged for some
time, and it has become clear that to the
vast majority of traditional clubs they are an
anathema. Of course those golfers that have
bought their memberships online have ar-
gued that their own clubs had little for them,
and for mostly purely economic reasons they
signed up to receive an affiliation card and
with it the handicapping service. They have
mostly been viewed with a jaundiced eye,
and even brandishing an affiliation card,
their legitimacy has been questioned. It is
fair to say the clubs that sell these ‘virtual’
memberships are only in it to make a quick
buck, and fostering the culture of the game
has never been high on their agenda.
“The Central Gauteng Golf Union has
compiled a business plan that will take the
union through to 2011. This plan identifies
the fact that we need to grow the game – we
have to grow memberships of clubs and we
need to increase rounds of golf,” says Errol
Mills, vice president of the CGGU. “We have
also identified certain unscrupulous, capi-
talist opportunists in the marketplace that ABOVE: The Gauteng Union’s C team were triumphant during the International Teams tournament
have created these ‘virtual clubs’ targeted hosted by Maccauvlei. BELOW: President of the CGGU Kevin du Preez (left) with Errol Mills.
at some 200 000-odd golfers in the Central
Gauteng region of responsibility. In order
to bring some sanity back into the golfing O


Issue affiliation and handicap cards
industry the CGGU will form an entity that O


Introduce golfers to clubs and facilitate
will be called ‘Get Ready for Golf’,” he says. membership for them at agreed entrance
Get Ready for Golf will: levels after a pre-determined period of
O


Enroll potential golfers membership with Get Ready for Golf
O


Introduce golf to individuals through O


Create value-added benefits to
open days membership
O


Teach golf etiquette O


Eliminate the barriers for entry of
O


Teach golf rules non-affiliated golfers to traditional clubs.
O


Certificate each member
O


Manage coaching programmes with “All this and lots more will create in-
resident coaches creased membership at our golf clubs, more
O


Arrange golf games at pre-booked times at rounds, and deny the unscrupulous bandits
our golf clubs who currently operate in the marketplace,”
O


Manage handicaps through a central server says Errol. O

Golf Club Management February 2010 13

AMATEUR GOLF

SAGA server’s integrated

SOLUTION FOR GOLFERS
A momentous period in the history of the South African Golf Association
(SAGA) has culminated in the introduction this year of a series of significant
developments in the way the golf handicapping system is run.
The consequence of the significant develop- to golf clubs. contain a database of all affiliated golfers.
ments in the way our handicapping system As the roll-out of new services to golf The SAGA will provide an SAGA affilia-
is run is that all affiliated golfers will be clubs and golfers gets underway, it may tion card (which will also act as the SAGA
provided with an integrated solution involving be helpful to sketch a picture illustrating handicap card) to all affiliated golf clubs.
a handicap central server linked to a ‘must- how the various recent developments ‘fit These magnetic cards will be personalised
go-to’ website and a handicap card with together’. and distributed to golfers through affiliated
cross-swiping capabilities at all golf clubs, at golf clubs.
no extra cost to the golfer. SAGA HANDICAP SERVER The SAGA handicap server is to be man-
Central to the developments is the fact The picture starts with the introduction of aged, on behalf of the SAGA, by Albatros
that the SAGA has recently secured an agree- the SAGA handicap server. Datenservice GmbH (Albatros), a company
ment with National Golf Network (Pty) Ltd The SAGA handicap server will act as a the SAGA appointed after a thorough and
(NGN) that will see the SAGA buy out the repository on which the scores of all affiliated transparent tender process concluded last
contracts held between NGN and individual golfers will be stored and official handicaps year. Albatros already operates successfully
golf clubs. of these golfers calculated in accordance in a number of European countries and has a
The buy-out and other related develop- with the SAGA handicap system (the method tried-and-tested system for central handicap-
ments have positive implications for all of calculation). It will form the single source ping in an environment in which a number of
stakeholders in amateur golf in South Af- for the verification of official SAGA service providers operate, making it ideal for
rica, including individual golfers, golf clubs handicaps. the South African context.
and companies providing software services The SAGA handicap server will also

HOW DOES IT ALL FIT TOGETHER?

Indicates contractual relationship SAGA

UNION ALBATROS SAGA PARTNER

SAGA HANDICAP
GOLF CLUB SAGA WEBSITE
SERVER

CLUB AGREEMENTS SAGA HANDICAP SERVER WEBSITE

O Between the SAGA and golf clubs
O Albatros to fulfil technical obligations of
the SAGA
O The SAGA to invoice
O Cost to golfer R100 (incl VAT) for the first year
O Albatros contracted to manage on behalf O Must-go-to golf portal for amateur golf
of SAGA O View handicaps and record scores via different
O Albatros to fulfil the SAGA’s technical obliba- means including cellphones
tions in terms of the SAGA handicap system
and its implementation
O Calculate and verify handicaps

14 February 2010 Golf Club Management

 AMATEUR GOLF

STATE-OF–THE-ART SYSTEM
Under the terms of a five-year contract,
Albatros, who are to set up a South African
company to fulfill its obligations, will provide
the hardware (file servers), the software and
the expertise to develop the SAGA handicap
server system. It will provide a state-of-the-
art system that will enable the SAGA to fulfil
its various objectives, including, among oth-
ers, managing the affiliated golfer by means
of a unique identification system provided
by the SAGA handicap card, providing a
statistical basis for the revision of the SAGA
handicap system, providing affiliated golf
clubs and the affiliated golfer with a facility
to query a given affiliated golfer’s handicap,
and enabling stakeholders like affiliated golf
clubs and golfers to extract data, both
current and historical.
To do this, Albatros will house its file
servers in South Africa. It will be setting up
an office in Cape Town, initially, Durban and
Johannesburg. A call centre will be
established in South Africa as well.
WEBSITE OVERHAUL
A critical development in the overall picture
is that the SAGA website is going to be
overhauled. The objective will be to create a
‘must-go-to’ golf portal for news, informa-
tion, scores, etc, but also a dynamic site
where golfers can access their handicaps
and handicapping information. To facili-
tate the effective operation of this service,
there will be a strong working relationship
between Albatros and an SAGA-appointed
website partner.
support for the hardware and software
installed on the hardware at each club.
By the start of February 2010 the SAGA
handicap server will have been populated
with all current data of all affiliated golfers
and golf clubs. By this time, a piece of soft-
ware will have been remotely downloaded,
by Albatros onto terminals at all golf clubs,
ready for activation on an agreed date. This
will provide the new and user-friendly web
“... an inextricable link between the
SAGA Handicap Server, the SAGA website, golf
clubs and affiliated golfers is created...”
interface used by golfers and golf clubs to
interact with the SAGA handicap server.
As mentioned earlier, the SAGA will
issue new SAGA affiliation cards which will
operate as the new official handicap card.
This will replace the current SAGA affiliation
cards (black cards branded with the Srixon
logo). The current handicap card (a black
card branded Srixon) will operate on the
swipe card readers at golf clubs to start with,
however, after an agreed period of time, only
the new SAGA handicap card will be
recognised as the official handicap card.
As these current NGN and club agree-
ments expire, the SAGA intends replacing
them with a similar agreement, but this time
between the SAGA and each golf club, in
which the SAGA, through the SAGA handicap
server, will fulfil its obligation to provide
the golf club with a handicap system and a
means of providing its affiliated golfers with
a handicap. The SAGA has ensured that the
new system will not cost the individual golfer
more than is stipulated in the current NGN
and club agreement. The handicap fee for
the first year is R100 (including VAT) and
from there on in accordance with the NGN
and club agreements.
The NGN and club agreements will remain
valid, meaning that those golf clubs under
contract remain bound to the terms of the
agreements irrespective of the fact that they
are being assigned to the SAGA.
The upshot of the system is that an in-
extricable link between the SAGA handicap
server, the SAGA website, golf clubs and
affiliated golfers is created, enabling each
to operate optimally, while strengthening
the whole, all to the benefit of South
African golf. O

NGN AGREEMENTS
WITH GOLF CLUBS
The final element to the picture is how
individual golf clubs fit into or link to the
SAGA handicap server and the SAGA website.
As far as the SAGA’s buy-out of contracts
between NGN and golf clubs is concerned,
the SAGA, through its partner Albatros, will
fulfil all of the technical obligations NGN has
been required to fulfil in terms of the NGN
club agreement, only in relation to handicap
services. The SAGA will provide replacement
hardware for clubs on a regular basis going
forward. This hardware will be given to Alba-
tros that in turn will ensure that golf clubs re-
ceive the hardware and that it is successfully
installed on behalf of the SAGA and operates
reliably. Furthermore, Albatros will ensure that
golf clubs receive adequate

Golf Club Management February 2010 15

PROFESSIONAL GOLF COURSE PHOTOGRAPHY
CAPTURING THE MOMENT
Where art and science meet
Grant Leversha is recognised as one of the best golf course photographers in the
business, and the quality of his work has received local and international acclaim.
All too often an enthusiastic manager or club
member will volunteer their services to take
photographs of their course and, however
well-meaning, the results fail to do justice to
the subject. Perhaps not wanting to
offend the amateur photographer, clubs will
then use these images for their scorecards,
marketing brochures or for their websites.
Anyone who has ever tried to capture that
special image will know that there is a lot
more to producing a great photograph than
simply aiming and clicking.
“It does amaze me that some golf clubs
and certain estates do not seem to realise
the value in showcasing their major asset in
the best possible light,” says Grant. “I under-
stand the current economic climate may be
impacting on budgets, however, this attitude
of compromise on having their sizeable in-
vestment professionally photographed has, in
many instances, been the norm for years.”
“Golf is a visual sell. More rounds trans-
late into more revenue, and what better way
to entice potential clientele with tantalising
images. It is not merely a case of captur-
ing ‘pretty pictures’, but rather combining
aesthetics, the design elements and the
16 February 2010 Golf Club Management
The man behind the lense – Grant Leversha.
challenges facing the golfers that comprise a
quality artistic statement,” he adds.
The equipment necessary to capture these
images has to be leading edge. A thirty-five
millimetre digital doesn’t cut it, and only
medium-format sensors in excess of 60
megapixels can compare with, and in some
instances better, 8”x10” sheet film, which
was the benchmark in the film era for
landscape art in the past.
Some of SA’s top-rated courses understand
this and that’s why Leversha is often the pre-
ferred choice when it comes to commissioning
photographic services. His high-profile clients
include some of South Africa’s leading hotel
groups and corporates who value golf to be
integral in their brand leveraging strategies.
He is currently working on producing a
collector’s volume of his work entitled Within
an African Eden – Golf Courses of Southern
Africa, which has the official endorsement
of our leading golfing icons and captains of
industry. It is to be a publishing first in South
Africa across all genres of book publishing. O
O


Contact Grant on grant@grantleversha.com or
go to www.grantleversha.com.
 ENVIRONMENT

Sun City recognised for the resort’s

ENVIRONMENTAL PROGRAMMME
Sun International’s Sun City Resort was the recipient of FEDHASA’s Imvelo
Award as the best single resource management programme for water man-
agement. The resort was also a finalist in the Energy and Waste categories.
Imvelo, Nguni for ‘nature’, recognises programme. Numerous efforts have been made
leadership in the industry that represents the to implement environmental best practices,
building blocks of sustainable tourism. The including the installation of a wash bay sump
development and implementation of an envi- that separates oil from water (with the water
ronmental management system began at Sun being recycled back into the system) and the
City in 2004 when Isa Swart was appointed as reduction of waste.
environmental project manager. In 2009, Sun Improved cultural practices to reduce water
City received international recognition when it and chemical usage have resulted in a 30
received certification by Green Globe Interna- percent reduction in pesticide use. The use of
tional, a sustainability programme affiliated to slow-release fertilizers also helps to prevent
the UN World Tourism Organisation. runoff and leaching. There is also an ongoing
Both Sun City’s golf courses, the Gary programme to eliminate alien vegetation on
Player CC and The Lost City, have further the resort. Considerable work has also been Antonie Els, director of golf at Sun City, is
improved their environmental ratings and have rehabilitating the water hazards, cleaning proud of the resort’s environmental efforts.
been awarded ‘Birdie’ status by the Fairways them out and stocking them with tilapia. O

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CMASA PROMOTION
STRATEGIES
FOR SURVIVAL
Sandy Burnard, general manager of Kloof Country Club and executive
committee member of CMASA, suggests a few survival measures that can
insulate a club against the ravages of an economic downturn.
A strong club is one that can ride out the
tough times. We need to make sure that our
plan is able to handle the soft economy or an
industry slump and we should have built-in
flexibility within our plan in order to react
quickly and nimbly in the face of change.
MAXIMISE YOUR CASH IN
THE BANK AND GET OUT
OF DEBT
Remember that cash is king! Ensure that your
members pay their fees upfront and perhaps
introduce upfront greenfee options that allow
members to play as many rounds as they like
at a reduced fee. By doing this you get your
money upfront, and with cash you can pay
your suppliers. Clubs can no longer afford to
carry debtor’s books. Don’t allow members to
run up accounts, let the members load their
accounts with cash and then they can spend
the credit they have. Allowing members to
have accounts at the club is not a good idea
because it means employing more staff to
work in your accounts department to collect
money every month. Often this causes bad
debt and legal fees when handing members
over for collection.
We read articles all the time stating our
economy is at a low and that we must get
out of debt. We all try to apply this to our
personal lives but forget that our clubs need
to do the same. If you can’t afford to buy it
Postal address: Suite 374 Private bag X09 Weltevredenpark 1715
18 February 2010 Golf Club Management
for cash don’t buy it. Should you want to up-
grade your facilities or improve your course,
put a plan in place to do these upgrades and
improvements when you can afford them.
DIVERSIFY
Your club’s constitution may not allow you to
introduce new categories. Sit with your com-
mittee and come up with new and cheaper
membership categories, call a special AGM
and introduce them as soon as possible. Clubs
need to get their members back, especially
from virtual clubs! We can offer them better
facilities and a place where they belong for
a very competitive price. Just ensure you do
your homework when introducing new catego-
ries. When it comes to rounds of golf, go in a
different direction – offer summer specials,
winter specials, Christmas specials, etc. Know
your average rounds per day as well, come
up with specials to attract your members and
their visitors on the off-peak days and maxim-
ise your round capacity on the course during
these times. Think out of the box!
BE AGGRESSIVE
If you can afford to do it, a slowdown can be
the perfect time to introduce a new product
or category of membership that makes your
club attractive. Surprise the industry and your
competition while they’re busy worrying about
their own future. At the same time work with
other clubs in your area and reach agreements
to give reciprocity rounds of golf on certain
days at certain times. Members like to play
different courses, so let them have the oppor-
tunity to do so. Get your members on board
with regards to finding and introducing new
members by offering a club-specific incentive
for every member they introduce.
SERVICE
Good customer service will differentiate you
from another club or similar enterprise. In an
economic slowdown your members may be
looking to cut costs as well. If you can, boost
your customer service efforts towards exist-
ing members and be transparent with them
regarding the importance of them being mem-
bers. If you do this it’s more likely they’ll stay
you with during the slowdown and support you
and your management team. Do a survey –
ask you members what they want – then act.
STAY IN TOUCH: Let your members know you
value their business by reaching out to them.
Use newsletters, postcards and SMS.
MAKE GREAT SERVICE A PRIORITY: Excellent
customer service requires training your staff
and constantly reinforcing the message that
customers come first. Start with the little
things, such as a standard way of politely
greeting your members when they arrive. One
of the most important customer strategies is
to set up a system for responding to members
 CMASA PROMOTION

Kloof Country Club’s turnover has dropped some nine percent in recent times, which does not include rounds lost because of the infamous mist coming
down, but Sandy’s disciplined fiscal policy means that the club has remained in the black.

and visitors enquiries or complaints. The last
thing you want is for your employees to provide
inaccurate information to members or visitors,
fail to provide a solution to a problem or quote
policies that may not address the situation.
Your goal should be to resolve issues during
the initial customer contact or, when that’s
not possible, within one business day. If this
is also not possible, keep in contact with the
member or visitor until such time as the issue
is resolved. Do not leave customers hanging.
Staff need to know exactly where to look or
who to go to for answers. While it’s natural for
new employees to rely on the wisdom of more
experienced ones, you don’t want all that wis-
dom to walk out the door when someone quits.
MANAGE MEMBER/CUSTOMER RELATIONSHIPS:
Try to develop a history on your members.
You can do this by ensuring you have the cor-
rect computer system that allows you to get
this kind of information. It is good to identify
your members that are supporting the club in
all areas and reward them.
INVOLVE YOUR EMPLOYEES
You may be surprised to find that your
employees are willing to assist with ways to
cut costs and improve service and products
at your club. Smart employees realise their
job status is tied to the overall health of the
club. Communicate with them, show them
respect and involve them in the decisions.
Without your dedicated employees you don’t
have a club. Empower them!
As a manager at your club, it is important
to keep your chin up, don’t always think
about the failure or what could fail – be posi-
tive, take all employees into confidence, get
strength from your employees and members,
keep all communication channels open, have
a good back-up plan ready and never over
react. You need to be a strong character to
survive in this industry.
DON’T ABANDON FUTURE DE-
VELOPMENTS OR UPGRADING
The costliest mistake you can make during
a rough period is to focus entirely on cutting
costs to survive and abandoning new devel-
opments or upgrades. Keep up to date with
repairs and maintenance. New categories of
membership or improving your facilities can
help differentiate you. When times improve,
you don’t want to be caught with an empty
development pipeline. Ensure that your plan
is set out correctly and don’t plan any of your
major capital spend in the first four months
of the year! First see how many members
resign and how many you gain before
spending on capex items. O

Tel: +27 (0)11 482 7542 Fax: 088 (0)11 482 7542 Cell: 082 457 8235 E-mail: gm@clubmanagement.co.za

Golf Club Management February 2010 19

 EXTRA SPECIAL MANAGER OF THE MONTH

DE ZALZE
Sound structure and
strategy breeds success
De Zalze’s CEO Dave Hansen brought a wealth of experience in the
leisure/hospitality industry to De Zalze Golf Club, and together with his
highly motivated team he sets the example of what a 5-Star Golf
Experience is all about.
Oudtshoorn-born Dave Hansen may have chain. During his years as a manager and course was first opened for play in 2001,
come from an area famous for its ostriches, a partner, and later as an owner-operator, and while the estate was being developed,
but when it comes to running his golf club besides acquiring a range of business skills, the golf operation treaded out of temporary
he has never been one to stick his head in he learned a thing or two about people; those premises without any real customer facili-
the sand. Beginning his working career in that worked for him and those who were his ties. But once the clubhouse was opened in
the oil industry, in 1981 he became involved customers. 2003, De Zalze became recognised as one of
in a successful Squires Loft restaurant Beginning its life as Spier CC, De Zalze’s South Africa’s premium golfing facilities. Of

EXTRA SPECIAL TIMES, EXTRA SPECIAL SCOTCH

Not for sale to persons under the age of 18

20 February 2010 Golf Club Management

course De Zalze has always had a lot going
for it – a well-designed Peter Matkovich lay-
out situated in one of the most beautiful re-
gions in South Africa. Importantly, Hansen’s
clear vision of the golf market in this region
and the subsequent implementation of some
astute planning has seen this club establish
itself as a firm favourite.
“Structuring our golf model along the
lines of a leisure/hospitality business, we
decided not to outsource (a buzz-word of the
1990s) certain revenue-generating depart-
ments such as food and beverage and golf
retail. We also built our own golf course
maintenance team, and when necessary we
call in specialist consultants. Having full
‘in-house’ control of all aspects of the golf
journey allows us to maintain and constantly
improve standards of service, as well as pro-
viding positive cash flow for our business,”
he says. “Many clubs lose vital revenue
and margin from retail, F&B and golf rental
income – this puts pressure on the only
avenue they are left with to increase revenue
– greenfees, subs and entrance fees.” Dave Hansen’s captain’s dinner was a rousing success – turn to page 22 to read about it.
Hansen points out that the most important
management tools for running a success-
ful golf operation includes planning and that make the real difference, whether on the Under Hansen’s leadership, from day one
understanding where your club fits into the golf course or around the clubhouse.” De Zalze embraced the philosophy of ‘people,
industry. “Factors such as region or location, Anyone who has every visited De Zalze planet and profit’, and became the first golf
whether you are in the golf tourist market will know that this is a ‘pure’ golf club, and club in South Africa to be certified as a
or whether you are a member-driven club, not a ‘wannabe’ convention centre or private member of FTTSA (Fair Trade in Tourism SA).
must obviously shape your strategy, structure function venue. “I believe that we cannot be This award is linked to fair wages and working
and management style. As living things, golf all things to all people. I would suggest that conditions, fair distribution of benefits, ethi-
courses require 24-hour, 365 days a year clubs should decide whether they are in the cal business practice and respect for human
attention. It is vital to be in touch with every golf business or the wedding business,” he rights, culture and the environment. De Zalze’s
department on a regular basis,” he says, says. “I do not believe that our regular Satur- turnover of staff since opening has been negli-
and stresses the importance of training and day golfers should be compromised to satisfy gible – the team here clearly enjoys their work,
keeping staff motivated and happy. “Having the occasional bride. and they do a great job of making members
a content team is mandatory – the appoint- “There can be no doubt that the golf and visitors feel welcome. This club may lack
ment of suitable managers and supervisors, industry is changing worldwide and rapidly the bells and whistles of other golf estates –
coupled to sound HR policies and practices, – the pressure to keep up and to compete is do not look for a hair stylist, a masseur service
is a critical key to success,” he adds. “Hav- relentless. We should all be aware of exactly or a beauty salon, you won’t find them, but
ing the right controls in place, using proven where we fit into the golf matrix. The price this remains a 5-Star Golf Experience. “By not
systems to extract relevant data to manage of survival in a presently over-traded market being the ‘most expensive and most exclusive’
products, margins and pricing is also vital to is to adopt sustainable business practices, we ended up with golfing visitors being happy
our business model, which includes accurate and it is imperative that each course em- to spend more money in the golf shop and on
income and expense budgeting coupled with braces sound labour practices and assists food and beverage. We adopted a ‘gate-to-gate
monthly reporting.” in uplifting the surrounding communities by golf journey’ philosophy, which consistently
Hansen is also a stickler for attention to employing locally. The training of staff and focuses us on service delivery, and our policy
detail. “This is key in all departments,” he supporting local industries is also key to a of ‘under charging and over delivering’ is ap-
stresses “It is the sum total of small things sustainable and successful future,” he says. preciated by customers.” O

Not for sale to persons under the age of 18

Golf Club Management February 2010 21

THE LAST WORD

SETTING THE
De Zalze might have been on the Winelands
golfing map since late 2000, but it was only
last year that the club officially opened its

STANDARD
membership to golfers who were not property
owners on the estate. “It seemed fitting to
‘start’ things off properly,” said GM of De
Zalze Dave Hansen, “so we decided to organ-
ise a chairman’s dinner.” And in true ‘Hansen’
style, it wasn’t your run-of-the-mill club event.
The De Zalze clubhouse was designed
with such events in mind, and a more perfect
De Zalze’s recent captain’s dinner has set new standards by simply venue would be hard to find – the outside
showing that a little extra effort can result in a five-star function with patio area flowing into the spacious indoor
all the bells and whistles. lounge area that allowed the 90-plus mem-
bers and guests (who included WP Rugby
chairman Pat Kuhn, Andre Markgraaff and a
select few Stormers) to wine and dine with
plenty of elbow room.
With MC Casey Galloway guiding the way,
the three past chairman of De Zalze, Ivan
Palframan, Johan van Reenen and Flip du
Plessis, all had the opportunity to pay tribute
to the club’s history. After dinner, the as-
sembled guests were entertained by Compleat
Golfer’s editor Brandon de Kock as the main
speaker, who explained his appearance thus,
“Clearly Dave blew the budget on the food
and wine!” And although it might have been
meant as a joke, a cursory glance at what was
on offer revealed a standard that will be very
hard to equal by any club in the country.
Wines for the evening included the best of
Retief Goosen, Waterford, Kevin Arnold, Spier
Private Collection, Kleine Zalze (naturally) and
Waarburg. And for the malt fans, Alan Schu-
man of Bell’s got his mates at Brandhouse
to add a bottle of Bell’s Special Reserve to
each table and throw in a tasting of Singleton,
Talisker and Glenkinchie single-malts.
As for the cuisine side of things, try a me-
ticulously presented seafood starter and a per-
fectly medium-rare ribeye steak and frites for
mains, prepared by Craig Cormack and Bertus
Basson from the award-winning Overture
restaurant in Hidden Valley Wine Estate. Oh,
and let’s not forget a selection of fine cigars to
finish off with – at cost!
It must be remembered that Dave and his
team have spent years building up relation-
ships with the various wineries and chefs in
the area, but still, the evening simply proved
that your average ‘captain’s dinner’ really can
be something very special. And although it
would be crass to talk costs for the evening,
one guest’s comment summed things up rather
neatly, “You know, The Goose Expression
Dave Hansen, who is also our club manager of the month in this issue, was an exemplary host. retails for about R250 – and that’s more than
we paid tonight for a seat!” Enough said. O

22 February 2010 Golf Club Management