GCM

APRIL 2009

The
Business

Volume 5 • Issue 4
Magazine
for the Golf Industry
Golf Club Management Visit www.compleatgolfer.co.za for back issues of GCM

Pinnacle Point
MUCH ADO ABOUT NOTHING
Also in this issue
■ Golf carts – big business for the ‘Big Three’
■ The answer to Poa infestation
■ Short time or retrenchment?
■ Organic fertilization
■ Dealing with incapacity
■ Manager of the month

brought to you by
 EDITOR’S LETTER
CONTENTS
Lead Story
Pinnacle Point – an environmental triumph 4

Golf Cart feature 7

For the love of the game 12

Turf management
Winning the war against Poa 13

from
HR Legal
Incapacity through ill-health or injury 15

Course maintenance

the editor
Organic fertilizer – the sensible option 17

HR Development
Short time, the alternative to retrenchment 19

Bells manager of the month

Randpark’s Doug Bain 20 Green and well-fed
PGA
Flag this page! 22 ‘Environmental issues’ is the focus of this is- transferred from one person to another, but it
sue, and at the risk of repeating myself, it is seemed that those that cared were either on
Turf management worth reminding everyone in the business of ‘special’ leave, suspension (with full pay), or
Environmental consciousness 23
running golf clubs that we are going to have out marking trees.
Birdies and Bogeys 26 to deal a little more sympathetically with Those of who attended the Compleat
our landscape. Recently I was informed by a Golfer Annual Awards Dinner would have
Last Word club manager that he regularly receives visits been pleased that the process of recognising
Andre Bruyns 30
from an official from his province’s Environ- those who were honoured has been stream-
Cover Picture mental Department. This official, resplend- lined, allowing for most guests to get home
Pinnacle Point with the offending 9th green in the ent in khaki uniform with game ranger-type at a reasonable hour. Of course some of us
background.
epaulettes, brandishes a clipboard, and tours made the most of renewing old acquaint-
his golf course inspecting the trees, most of ances, ‘networking’ and generally shooting
■ Editorial
John Botha which are exotic varieties. The diligent of- the breeze – I have always said that there
email: bogeyfree@mweb.co.za ficial always informs the manager that some- should be more opportunities for the golfing
cell: 082 498 7380 one from his department will be marking fraternity to get together and compare notes.
■ AdvertisinG certain trees for removal, and he never hears Finally a special mention must also be
Simon Turck (PUBLISHER) anything more. Like parking tickets, it would made of the Central Gauteng Golf Union’s
email: simon@ramsaymedia.co.za seem that if one ignores these officials, they Awards evening at the Wanderers – a truly
cell: 083 252 8387
go away. But there is going to come a time first class affair. More food, great company,
■ Advertising when these guys start flexing their muscles, and a well-received idea of conducting an
James Ferrans (National Sales Manager) and it cannot be too long before the Green informal, on stage chat with golfing greats
email: jamesf@ramsaymedia.co.za Scorpions discover that they do have a sting such as Dorian Wharton-Hood and Etienne
cell: 084 252 6373
in their tails. It is said that the best form Groenewald, and the promising young
■ AdvertisinG of defence is attack. Many believe that our professional Thomas Aiken.
SARAH MATHEWS (ADVERTISING EXECUTIVE) industry should be doing a lot more to inform There are a few more dinners scheduled
email: sarahm@ramsaymedia.co.za
the public, our membership and the powers over the coming weeks - one thing about our
cell: 072 443 2320
that be that we are conscious of our respon- business, one never goes hungry. But I have
■ SUBSCRIBE to GCM sibilities, and just what we are doing to it on good authority that it takes one litre
Natalie Shekleton of water to produce one calorie of food, so
rectify the mistakes of the past and present.
tel: 011 301 4448
email: natalies@ramsaymedia.co.za There is a lot of excellent work being done, I confess to feeling a little guilty about my
and we will be highlighting this in future carbon footprint.
To request your complimentary subscription to GCM, simply
SMS ‘GCM and your name’ to 35172 (SMS costs R3) or issues. I was considering asking our Depart-
contact Natalie Shekleton on 011 301 4448. ment of Environmental Affairs to sponsor a
‘green’ award for golf clubs, but getting hold
Visit our website www.compleatgolfer.co.za
of anyone in a position of authority is no easy
task. I also spent a frustrating time trying to
A monthly business-to-
business magazine contact my local branch of Green Scorpions
brought to you by to report someone who was illegally pumping
millions of litres of water out of a river. I was

Golf Club Management April 2009 3

cover STORY
Pinnacle Point
An ecological triumph
In certain quarters, due in no small part to some sensationalism on the part of certain journalists, Pinnacle
Point has been portrayed as a development that has caused ecological mayhem. GCM takes at look at the facts.
It is no secret that Pinnacle Point is fast
maturing into one of the most spectacular
courses in the world. The construction of this
cliff-top marvel caused a sensation among
golf’s cognoscenti, but also attracted more
than its share of negative publicity – so what
else is new?
There are obviously those who like to be
seen as saviours of our fragile environment,
who are supported by certain government of-
ficials that have made it quite clear that they
are vehemently opposed to the development
of golf estates. Of course there is a strong
case to be made for preserving natural habi-
tats, and promoting our natural bio-diversity.
No clear-thinking person would question the
theory behind the green movement’s goals,
but all too often emotion overrides common
sense. It is also obvious that historical, socio-
economic and other issues form part of the
4 April 2009 Golf Club Management
bigger picture. These important pieces of the
jigsaw often seem to fall through the cracks,
and in the debate concerning the pros and
cons of any development, a lot seems to get
lost in translation. The notion that developers
of these estates have managed to flaunt the
law in their efforts to make a quick buck is a
popular one, albeit often way off the mark.
Perhaps this whole debate is best started
by accepting that the global population has
grown to the point where mother earth is
having a tough time supporting her human
inhabitants. It is generally accepted that
the solution to this problem is not to cull
or sterilize human beings, although some
among the more radical would suggest that
this is indeed a viable solution. As seen in
certain European countries, a negative growth
in population due to a shift in culture brings
with it other problems, notably the situation
where the pool of productive individuals
is lumbered with the increasingly difficult
task of supporting an ever-growing group of
retirees. The majority that make up civilized
society accept that demographic engineering
is contrary to moral and ethical norms, and
communist China under Chairman Mao made
few friends when its policy of limiting popu-
lation growth was implemented. It is gener-
ally accepted that it is a constitutional right
to reproduce, and more people means an
increased demand for development. In South
Africa we must also accept that we find our-
selves in a situation where agriculture and
mining form the backbone of our economy.
In an attempt to return the landscape back
to pristine coastal forest, Bushveld and
savannah, we could cease all mining activi-
ties forthwith and stop farming the land. Our
neighbour Zimbabwe has proved what a good

Although in certain areas the lavish homes dominate the landscape, seen in perspective, less than 10 percent of the total land mass on the Pinnacle
Point estate near Mossel Bay will actually be developed.
idea this would be. We would also have to
relocate many starving people to open up the
migration routes of animals – at least those
that have survived the best efforts of poach-
ers. Of course this is a ridiculous scenario,
just as ridiculous as slapping a moratorium
on all development; be it of golf estates or
any other kind. The key is to learn from past
mistakes, and simply do things properly, or at
least as well as we know how.
Simply put, logic would suggest that in
developing any real estate, a reasonable goal
would be to do as little harm to the environ-
ment as possible. If we really believe that
progress can suddenly be halted, we must
ignore the dire shortage of housing, and the
serious unemployment figures, which directly
adds to our alarming crime statistics. If land
can actually be improved by development,
this constitutes first prize, and this is what
happened in the case of Pinnacle Point and
many other golf estates. As spectacular as
Pinnacle Point is, until this estate was built
this area of coastline was in a very poor
state – suffering from a serious invasion
of alien species and a poorly maintained
sewage plant that spewed only partly treated
effluent into the sea. As in many cases, the
municipality had neither the budget nor the
expertise to manage this situation, much less
rehabilitate this stretch of coastline. While
the course was being built, the alien trees
and shrubs were removed, and a tremendous
effort and a considerable amount of money
was spent in planting thousands of species
endemic to this region.
The lengths to which the constructors of
the course went to play by the rules is most
commendable, as have been the efforts of
the current owner to go well beyond accepted
cover STORY
practices in order to conserve what is a rather
special area. Hardus Maritz of Wallington
Sports Turf, the head course superintendant
at Pinnacle Point, explains: “We go to great
lengths to ensure that the course and the sur-
rounding areas are kept in pristine condition.
The effluent water used to irrigate the course
is actually tested on a daily basis to ensure
that it meets the highest standards. Over-
watering is prevented at all costs – evapora-
tion rates are calculated, and we irrigate
accordingly. Also at considerable cost to the
developer, directional irrigation heads have
been installed, preventing any water reaching
the sensitive fynbos areas,” he says. Proof of
the care that is taken in this regard are the
areas of rough between fairways and the fyn-
bos, effectively buffer zones, that are under-
irrigated. It is also very obvious that when
necessary, the application of pesticides and
Golf Club Management April 2009 5
cover STORY
Where once alien vegetation flourished, the natural fynbos has been rehabilitated. It simply cannot be argued that the construction of the golf course
at Pinnacle Point has negatively impacted on the terrain,
fungicides is conducted with the utmost care.
“Our fertilization program involves foliar feed-
ing – and we choose to ‘spoon-feed’ the turf
to make sure than no excess fertilizer leaches
into the surrounding areas,” says Maritz.
But despite these precautions, a major
furore erupted when it was found that water
being used to irrigate the course, presumably
after of the disturbance of the terrain when
the 9th green was constructed, was seeping
into caves that are of major archaeological
importance. Evidence found in these caves
would seem to prove that the earliest humans
frequented this area some 150 000 years
ago. It has actually been suggested that
Mossel Bay could be the original source of
all human beings. The merit of this theory is
best left to those most qualified, but after a
protracted court battle, a solution that suits
all concerned was found. An area close to
the clubhouse will be replanted with fynbos
(and no longer irrigated), and an elaborate
6 April 2009 Golf Club Management
Pinnacle Point Holdings’ Golf Manager
Wayne Krambeck next to the offending
9th green – a solution has been found that
will prevent any possible seepage into the
caves situated in the cliffs below.
bowl-like structure will be constructed under
the 9th green. This will effectively seal off
the green complex, and any water that seeps
through will be collected and pumped out
– ultimately being recycled back into the
irrigation system. This project will cost more
than R6 million.
With the caves now safe from any possible
harm, and the fauna and flora of the area
now well-protected, Pinnacle Point will hope-
fully be left alone, and the guardians of the
environment will focus their attention on real
problems such as toxic waste being pumped
into our rivers, pollution caused by hope-
lessly overcrowded informal settlements,
and government-owned land that is being
ignored as invasive species rapidly take over
the landscape.
But more likely, the green lobby will find
another golf estate to vilify, a far softer target
that will appeal to those hoping to score
cheap political points.
 GOLF CART FEATURE

The King of Carts

Which of the ‘Big Three’?
Golf carts are scorned by golf’s purists, hated by green keepers but loved by the new generation of golfers.
Like it or not, carts have become part of the game, and have proven be a lucrative source of revenue.
In 1981 the first six golf carts were imported had secured the concession to run these carts includes obvious damage to the course
into South Africa and arrived at what was carts at Africa’s Las Vegas, and he had taken through compaction, and even at courses
then Bophuthatswana for duty at the newly- something of a gamble on this idea. These where the ‘90 degree’ rule prohibits carts
opened Gary Player Country Club in Sun City. six carts were fully booked for two rounds a from entering playing areas there is always
The reaction to these novel contraptions was day, and the novelty never wore off. Accurate someone who will ignore the rule. Cart paths,
mixed; some viewed them with suspicion, figures are difficult to come by, but a fair at least those with durable surfaces, are
while others couldn’t wait to experience estimate is that today there are about 12 expensive – both to construct, and in the
getting behind the wheel and whizzing off 000 operational golf carts in South Africa, case of the brick-paved variety, difficult to
down the fairway. It was tennis legend Abe and that number continues to grow. maintain. The best efforts to conceal cart
Segal, then the tennis pro at the resort, who The strongest argument against the use of paths still result in them doing little for the

Love them or hate them, carts are very much part of the game, and are a major source of revenue.

Golf Club Management April 2009 7

GOLF CART FEATURE
Alex Ackron, CSE’s National Manager, Turf Division, makes a compelling case for choosing
Club Car.
aesthetics of a course. Originally the sup-
porters of the cart lobby in the United States
argued that they would speed up play, but
this is certainly not the case.
The debate whether carts have a place
in the game is now academic, and whether
walking is an integral part of golf (as estab-
lished by the US Supreme court during the
Casey Martin hearings), is of no conse-
quence. The notion that driving a cart and
having the advantage of a GPS system as an
aid, may be against the letter and spirit of
the rules of golf, but rules can change as do
cultures, and the golfing culture has certainly
been through a metamorphosis.
Of course on many modern estate courses
carts are necessary, and if golfers were forced
to walk great distances from green to tee they
would simply not play. Sadly, many young,
healthy golfers will not play unless they can
use a cart – even on layouts that are easily
walked. It is perhaps ironical that the Ameri-
8 April 2009 Golf Club Management
cans, who popularised the golf cart, now
penalise courses when ranking clubs where
carts are compulsory.
Deciding on which brand of cart might
The Golf Car Associates team of Charles
Stuart and Dean Webster can boast a loyal
group of customers that swear by Yamaha.
For more information contact:
Charles on 083 307 1580 or Dean on 083 701 5332
Physical address: Unit A4, The Palisades Business Park, 39 Kelly Road,
Jet Park, East Rand, 1459
Tel: 011 397 6671 Fax: 086 615 8280
E-mail: webster@global.co.za www.golfcarassociates.co.za
be the best is difficult, but it is generally
accepted that the ‘Big Three’ are made up of
(in alphabetical order): Club Car, E-Z-Go and
Yamaha. Each promise state-of-the-art tech-
nology, reliability, superior construction, and
excellent after sales service. Each of these
brands can and do claim to be the best, and
having spoken to their respective clients, it
becomes obvious that there is little to choose
between the three. The fact that all three
suppliers have a loyal group of clubs that
swear by their products would suggest that
the market is undecided on which brand can
claim ‘Rolls Royce’ status. In fact, it must
be said that with few exceptions, most clubs
seem to have made their decision based on
price (or an attractive leasing arrangement),
with service being something of an after-
thought. There is no available data on com-
parative long-term tests that would enable a
club to rate one above the others. (Perhaps
this would be a worthwhile exercise for GCM
to undertake in the future.)
It must be said that there were some
complaints, but none worth mentioning.
One club insisted that a certain brand was
“#&@% useless”, but after speaking to the
agent, it was discovered that the carts had
not been serviced, and generally abused.
They were actually stabled outside at the
mercy of the elements. Another claim of
dishonesty was mentioned in connection
with another supplier, which we have yet
to investigate. The point is, the ‘Big Three’
have cornered the lion’s share of the market,
and even a limited amount of research sug-
gests that each company can claim that its
products have a lot going for them. Each of
the trio is also part of a very large company,
which does offer the peace of mind that
comes from dealing with a true heavyweight.
It is worth mentioning that as with many
other products, the ‘Chinese option’ is avail-
able, but Gardener Ross with the first to cau-
tion against investing in a ‘no-name-brand’
cart. “It was a disaster,” says the club’s
golf director Kevin Stone. “The carts would
suddenly threaten to catch alight, and smoke
would start billowing from under the seat –

in fact one set fire to a golfers clubs, burning
his bag and his wood covers. Fortunately
he wasn’t sitting in the cart at the time.”
Used and reconditioned carts also enter the
country, but although their price might make
them an attractive option, these imports can-
not match the big players when it comes to
warranties or spares availability.
Club Car
Perhaps the best recommendation of this
brand comes from Alistair Beaumont, at one
time known as ‘Mr. Golf Cart’. At one time
Alistair had more than 1000 carts before
selling his rental business to CSE, the official
agents for Club Car. Now the general man-
ager at Simola, Alistair points to the quality
of these carts, but at Simola he has also
acquired a small fleet of Yamaha carts, which
he also rates very highly. He will not be
drawn into one which one of the two brands
he considers to be the best.
Alex Ackron, national manager of CSE’s
Turf division, lists at least 10 points where
his product excels, including the all-impor-
tant weight of the cart. The Club Car Prece-
dent series, which has steadily improved over
the last five years, weighs some 30 kgs less
than its opposition, with the obvious advan-
tage of causing less compaction to the turf,
and resulting in longer battery life. The 360
degree bumper does an excellent job of pro-
tecting the cart, and the Surlyn UV body has
its colour moulded eight times into the shell.
The maintenance-free steering box is another
plus, as is the Monsoon canopy top, which
features drain holes that divert water away
from golfers and their clubs (not that South
Africans play much golf in the rain). The
battery box housing design is another unique
feature, but it is the on-board computer that
is a major attraction. This ‘brain’ prevents
over or under-charging, allows for various
settings such as speed, acceleration etc. and
records all vital information, not least of all
usage. At the push of a button a qualified
mechanic can have any fault diagnosed, and
the cart can also be managed via a GPS con-
trol system, so carts can be prevented from
entering no-go zones. Pretty nifty. Club Cars
can be found at Fancourt, Pinnacle Point,
Pezula, Arabella, Pearl Valley, Leopard Creek
and Eagle Canyon – all Compleat Golfer Five
Star Golf Experience facilities. Club Car is
owned by Ingersol Rand, a multi-billion dol-
lar, global, diversified industrial company.
E-Z-Go makes a bold claim, which Club Car and Yamaha might want to dispute!
E-Z-Go
This well-known brand is in the Textron
stable, together with the likes of Bell
Helicopters, and Cessna Aircraft. It is hard
to believe that this giant company that is
known for its cutting-edge technology would
put its name to a sub-standard product, and
it is hard to fault the new E-Z-Go RXV model.
This brand is the official supplier of carts
to the South African PGA, and is also co-
sponsor of the Club Professionals champion-
ship. “This is certainly a cart of the highest
quality, and the engineering of new RXV has
set industry standards,” says Dennis Bruyns,
the director of training and operations of the
association. As websites go, E-Z-Go has the
Pecanwood’s Ken Payet with his new,
revolutionary E-Z-Go RXV models.
GOLF CART FEATURE
edge on the opposition, and a rather seductive
voice takes the browser through the various at-
tributes of the RXV – and they are impressive.
Claims of improved ergonomics are made,
the moulded-in body colour is mentioned,
and the automotive-like A-arm suspen-
sion with shock absorbers encased in coil
springs is well illustrated. The energy-trans-
fer bumper system is all very well, and the
tubular-frame chassis is certainly not as
corrosion resistant or as light as the Club
Car’s, but the AC-drive system is an industry
first and promises to knock 30 percent off
energy costs. The braking system is definitely
unique in the industry, and at rest, the
parking brake automatically engages. This
is certainly a worthwhile safety feature, par-
ticularly on hilly courses, as is the automatic
control of the cart on steep gradients.
Among its many devotees, E-Z-Go can
boast the 5-Star facilities at both Country
Club Johannesburg and Blair Atholl.
Yamaha
As a brand Yamaha has paid its dues, and
even before Yamaha Motors was founded in
1955, the name was famous for quality and
craftsmanship. The celebrated, race-proven
motorcycles, marine engines and quad
bikes have a loyal following, and although
the Yamaha golf cart is a relative newcomer
to the South African market, it has made a
big impact and more than a few golfers and
fleet-owners swear by them.
Golf Club Management April 2009 9

From what we have been told, the war-
ranty is the best in the business, and the
service levels surpass expectation. This
product definitely compares very favourably
with the best, and many would say that it is
better. “This is just simply the best cart on
the market,” says Ed Holding, Master Profes-
sional based at Dainfern, but of course he’s
biased. Holding owns a Yamaha cart agency,
as well as a fully-equipped workshop where
these carts are serviced. It is interesting to
note that while the other brands have a sin-
gle agent in the Gauteng area, Yamaha actu-
ally has three. While Holding looks after the
Dainfern residents and runs his own fleet,
the two other agents find themselves quoting
against each other for business in the greater
Gauteng region.
This cart has a proud history of innovation
and ingenuity, and when the first Yamaha
cart made its debut in 1979, it was powered
by a petrol-driven engine, a two-stroke
that was the first to feature an advanced
oil-injection system. It was also the first
cart to have a solid state, electronic ignition
system – a radical innovation 30 years ago.
In 1985 the company launched a four-stroke
which was ahead of the game; equipped with
Leroy Azar is renowned for his swift and
efficient service, and his clients will deal
with nobody else.
In a relatively short space of time Yamaha has made big inroads into the cart market, and the
product is respected for its design integrity.
overhead valves. The company continued
to introduce industry firsts, and in 1990
pioneered moulded resin body panels, rack
and pinion steering, and coil-over-shock,
semi-independent suspension – all major im-
provements to golf cart engineering. Yamaha
also introduced the internal wet-brake
system which eliminated the need for brake
drums and shoes.
Yamaha, as the company has proven with
its vast array of products including quality
musical instruments, does things properly,
and on the odd occasion when something
does go wrong, there is never a squabble
when it comes to putting things right. One of
the greatest fans of the Yamaha cart is Kevin
Stone – who had that unpleasant experience
with the spontaneous combustion of the
dodgy Chinese carts at Gardener Ross. “The
service supplied to us has been unbeliev-
able – the guys are here every week checking
the carts and we have never experienced the
slightest problem, I can certainly recom-
mend Golf Car Associates and the Yamaha
product”. Clubs that have taken his advice
are the newly-opened Vaal de Grace and
Zwartkop CC.
Other clubs that have decided on keeping
a fleet of Yamaha carts are Zimbali, The Wild
GOLF CART FEATURE
Coast, Champagne Sports Resort, Erinvale
and Bellville.
The other Yamaha agent is the well-known
Leroy Azar, a respected businessman who
looks after the fleet of 50 carts at Randpark,
and who has several other loyal customers.
“It is really about integrity of design – this
cart has a reputation for reliability and it is
clear that the brand’s involvement in other
areas, such as the marine division, has its
advantages,” says Leroy. “For example, the
steering rack and ignition mechanism is
properly sealed, the moulded panels under
the seat last forever – the list goes on.
Larger golfers will discover that there
is a lot more room in our carts. Properly
maintained, these carts have an extremely
long life, the petrol-driven models have been
known to last 20 years or more, and on the
electric models it is only the batteries that
need replacing, and that after a considerable
period of time.”
Leroy’s service is legendary. “If anything
should go wrong, my cellphone is on all the
time,” he says. Customers are guaranteed of
swift, friendly service at all times, although
some push the limits. “I have had a phone
call at 7am, only to hear that a customer’s
cart had a puncture.” ■
Pro Yamaha golf carts
Contact: Leroy Azar
Tel: 083 635 5842
Email: Azar@yebo.co.za
Website: www.proyamaha.co.za
Golf Club Management April 2009 11
the game of golf
For the love of the game
Nick Lanham takes a look at the state of the game, and points out that our juniors are losing the joy of being
an amateur.
Playing in my club’s Wednesday competition
recently, I was drawn in a four ball containing
two schoolboys. They were both low single
figure handicappers with serious attitudes
concerning their games. During the course of
the afternoon, I engaged them in conversation
about themselves and their games. Though
not terribly keen to talk, they said enough for
me to glean that neither of them played any
sport at school other than golf. They were
obviously both talented ball players, but were
not interested in other sports offered at their
schools like cricket, hockey and rugby. They
said they worked on golf every afternoon, and
were therefore too busy to get involved in
anything else.
By the end of the round, it struck me that
the afternoon had been pleasant enough, but,
well… rather joyless. Despite the cheerful
mood of my forty-something friend and better
ball partner, there had been little bonhomie
during the course of our play. So wrapped up
in their individual performances, our playing
partners seemed to ignore the fact that they
had narrowly won our match on the final hole.
Only when the five-handicapper had made
three birdies in a row on the back nine had
anything approaching a smile appeared on
his face all day. For the most part, he had
grimaced and grumbled his way through a
succession of off-line approaches and three-
putts, while his partner the two-handicapper
had played steady but unspectacular golf, and
had given the impression of somebody who
would rather have been somewhere else.
What, I ask, is the purpose of amateur golf?
The answer surely is to have fun competing
against others in a spirit of friendliness and
fair play, to relish the camaraderie that comes
with that, and to foster a sense of community
within and between golf clubs. Consider again
the key words in this answer: fun, friendli-
ness, fair play, camaraderie, community.
These words should sum up the spirit of golf,
whether amateur or professional.
Leaving aside the generation gap commu-
nication difficulties of my Wednesday fourball
scenario, it has occurred to me that golf today
is in danger of losing its way because we have
12 April 2009 Golf Club Management
failed to think carefully about the effect of the
commercialisation of the game and how to
deal with it. Commercialism is necessary, and
a catalyst for the growth of the game. But this
should never be at the expense of the spirit
of amateurism.
Clubs today are besotted with the club
rankings published by various magazines.
They are driven by a desire to climb up these
lists. Clubhouses have got bigger, facili-
ties have been upgraded, golf courses have
become more expensive, and more staff have
been appointed. Costs have risen. The cycle
of commercialisation of the club is introduced
to offset these costs, suffocating any sense
of community spirit and volunteerism, and
diminishing the instinct of simply playing for
fun. We see clubs becoming more reluctant
to involve themselves in amateur events at
provincial and national levels, even haggling
with an organiser of a junior event over the
green fee when approached to host the event.
It sometimes seems as if nothing is done that
could be detrimental to the bottom line. But
if nothing is done to promote junior golf then
where are tomorrow’s members to come from?
We see club golfers playing for big prizes
put up by corporate sponsors, and some who
are not ashamed to manipulate their handi-
caps in order to give themselves a chance
of winning those prizes they so crave. While
these sponsorships have influenced club
golfers to the extent that a ‘good’ golf day is
judged and promoted by the extent and value
of the prizes, have the sponsors stopped to
consider their role in the preservation of the
game they now choose to use in their
marketing mix?
To return to the schoolboys of the opening
scenario, these young golfers do not seem ob-
viously to be enjoying the game. They appear
not to have learnt all there is to learn about
the spirit of amateurism, perhaps because
they play with one goal only, namely to shoot
as low as they can. This may not be obviously
commercial, but perhaps it is a symptom of
the corruption of the spirit of amateurism
brought about by a focus on commercial-
ism purely for the sake of commercialism so
evident in the game today.
The professional game, with its high-profile
media coverage, sponsorships and star-
status champions like Tiger Woods and Phil
Mickelson, is steadily becoming detached
from the mainstream of golf. The profession-
als are stylishly kitted out, cool and fabulously
wealthy. Though accessible to the public on
the world’s television screens, the pros are
untouchables that amateur enthusiasts can
only idolise from a distance, and try to imitate
in their own games at their local clubs.
And this is a problem, because so many
younger amateurs seem to aspire to the
success, wealth and status of the champi-
ons (seemingly oblivious to the fact that the
probability of having been born with ability
and big match temperament to be amongst
the world’s best professionals is a little better
than winning the lotto)! The joy, the charac-
ters, the fun seem to have gone from golf.
And increasingly, amateurs would seem to be
taking their cue from the professional game.
How do we go about redressing the balance
between commercialism and preservation of
the sport and the manner in which it should
be played? ■
 TURF MANAGEMENT

Winning the war against Poa

The green approach
After fifteen years fighting what is arguably the biggest bugbear in the golf course industry, Poa annua
infestation of bentgrass greens, Jock Tame, an experienced greenkeeper and turfgrass consultant,
tells GCM that he has found the solution.
According to results he has obtained from
programmes running in the Eastern Cape
(conducted in mid-summer during the prov-
ince’s worst drought in 40 years), Poa annua
infestation in bentgrass greens was reduced
by more than 50% within six months.
Like many other golf course superintend-
ents, Jock struggled for years to control and
eliminate the Poa annua invasion. One of the
difficulties is that Poa annua has hundreds
of biotypes, which can all coexist at once
on a golf course and even on a particular
green. Thus not all existing biotypes will be
eliminated when a chemical is applied or
unfavourable environmental conditions are
experienced. This is why just when a golf
course appears to have their Poa situation
under control, the problem flares up again.
Jock has used his knowledge of ecologi-
cal processes and environmental systems to
develop a micro environmental manipulation
programme. These methods are developed
following a comprehensive course evaluation,
and create an optimal environment for the
growth of bentgrass. Programmes will often
include procedures and processes to reduce
thatch, encourage root development (even
if some stress on greens is experienced as a
result), and reduce problems such as black
layer, sodium toxicity, diseases and any other
difficulties that may be highlighted during
the evaluation. Once the overall condition of
the greens has been improved, Jock’s Poa
Reduction Mix is then applied to reduce the
Poa annua biotypes that may be present.
Unlike other mixes, Jock’s Poa Reduction
Mix is purely nutrient-based and contains
no chemicals or harmful substances. During
trials, no toxicity to bentgrass was experi-
enced. The mix, together with the improved
environmental conditions created by the
rehabilitation program, encourages the
growth of healthy bentgrass while at the
same time reducing the growth of Poa an-
nua. The mix is not commercially available
and is only supplied by Jock Tame as part of
his green rehabilitation programmes. “Many
mixes and chemical cocktails currently used
to control or reduce Poa annua significantly,
retard the growth of both the Poa annua and
the bentgrass, a process which reduces the
bentgrass’ ability to compete with Poa suc-
cessfully. Programmes also include stringent
interseeding measures that introduce bent-
grass varieties that are better able to com-
pete with Poa annua,” says Tame. “Once Poa
annua infestation has been reduced to below
10 percent, hand-weeding then becomes a
viable option,” he adds.
Due to the veracity of Poa annua biotypes
and the fact that Tame’s programmes aim
to create the perfect macro environment in
which bentgrass can not only thrive but com-
pete with invaders like Poa annua, the entire
process may take some time. It is anticipated
that rehabilitation programmes may need to
run for a period of between one and three
years, decreasing in intensity and manage-
ment over time as the overall condition of
greens improves and various Poa annua
biotypes are systematically reduced.
Jock Tame developed an intensive pro-
gramme for the rehabilitation of greens at
Port Elizabeth Golf Course, which needed
urgent attention shortly before a major local
tournament was to be played. As a result of
this work, Port Elizabeth Golf Club will not
need to re-build their greens, an event which
appeared to be a certainty six months ago. ■
■ F
 or further information, contact Jock Tame
(JT Consultancy) on 084 418 9283 or via
e-mail to bronwynh@wol.co.za

(Left) A patchy green at Port Elizabeth Golf Club prior to the treatment – at this point a re-build seemed inevitable. (Right) After the programme had
been implemented, the Poa had almost been completely eliminated, with the bentgrass having regained its colour and vitality.

Golf Club Management April 2009 13

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Dealing with incapacity
through ill health or injury
When is the termination of an employee’s contract appropriate in cases of ill health or injury? Andrew Wilson
of GCM investigates.
We deal with injury and illness in the work-
place on a regular basis if not daily; staff
call in sick or someone cuts their thumb.
Sections 22 and 23 of The Basic Conditions
of Employment Act deal in detail with em-
ployee’s rights and responsibilities if they are
incapacitated and are too sick to work. This is
all well and good if the illness or injury is of a
minor nature and the employee is likely to be
able to return to work within a short period of
time. What are the procedures to be followed
though if an employee is either so sick or so
badly injured that the likelihood of them being
able to resume work in the future is remote.
The first thing to do is to investigate the
extent of the incapacity in relationship to the
type of work the person is doing. The investi-
gation should include:
■ The type of job the person is doing
■ What will be the likely period of absence
■ The seriousness of the illness or injury
■ The possibility of obtaining a temporary
replacement for the ill or injured person.
If the findings are that the employee
is likely to be absent for an unreasonable
length of time and that your club will be
jeopardised as a result of this, you should
consider all possible alternatives prior to
considering dismissal. Only once you have
considered these alternatives should you
contemplate dismissal.
The alternatives should include:
■ The possibility of the employee securing
alternative employment either within or
outside the club.
■ Adapting the duties or work circumstances
of the employee to suit the employee’s
disability.
During this whole investigation period, the
employee should be given every opportu-
nity to contribute to the process either with
information or ideas. If they are a member
of a union they should be assisted by a trade
union representative and if not, should have
In sickness or in health – the key is
mutual respect.
the option of being assisted by a fellow
employee.
Probably one of the most important things
to consider is the link between the degree
of incapacity and the perceived fairness of a
dismissal. You should also take in to consid-
eration the cause of the illness or injury. Two
examples are:
1. In the case of alcoholism or drug depend-
ency, counselling and rehabilitation may
be appropriate steps for an employer to
take before reverting to dismissal.
2. In the case where an employee’s work
situation has contributed to the inca-
pacity, every effort should be taken to
avoid dismissal. The courts will not look
favourably on an employer who dismisses
an employee who was incapacitated by a
work-related illness or was injured at work.
The courts will look at the following cri-
teria when considering whether a dismissal
for incapacity on the grounds of ill health or
injury is fair.
1. What investigations took place prior to the
decision to dismiss?
2. Was the employee and a representative,
HR LEGAL
where applicable, fully involved in the
investigation?
3. Will the employee be capable of perform-
ing the key result areas of the job either
soon or in the future?
4. If not, will the employee be able to carry
out some of the key result areas and if so,
could the job be adapted to accommodate
the employee’s incapacity?
5. If the employee is likely to recover in due
course, to the extent that they could carry
out all their key result areas, what are the
likely time frames and are they reasonable
bearing in mind the nature of the job?
6. Could the employee’s work circumstances
have been adapted to accommodate the
employee?
7. Was the availability of any other suitable
alternative employment, either within or
outside the club, considered?
The key principle to be followed should
be that employers and employees treat each
other with mutual respect. ‘The Code of Good
Practice on Dismissals’ issued by the CCMA
(The Commission for Conciliation, Mediation
and Arbitration) stresses that a premium will
be placed on both employment justice and
the efficient operation of the business. While
employees should be protected from arbitrary
action, employers are entitled to satisfactory
conduct and work performance from their
employees. See the CCMA website
www.ccma.org.za
Remember, it isn’t enough just to make
sure that you have paid the person the ap-
propriate notice as covered in either their
contract of employment or the Basic Condi-
tions of Employment Act. Any termination of
contract has to be effected for a fair reason
and in accordance with a fair procedure. ■
■ I f you have a labour-related query, contact
Andrew Wilson at consultaew@iafrica.com
or on 082 575 3861.
Golf Club Management April 2009 15

Organic Golf Course Maintenance
The sensible option
In the first of a series of articles, GCM looks at the move towards organic maintenance.
As the world becomes more aware of
environmental sustainability and water
conservation, it is understandable that golf
courses have become targets for environ-
mentalists. It is an unfortunate reality that
while many golf courses in South Africa are
positioned in beautiful natural surroundings
and ecosystems, many operate without a real
sense of environmental responsibility
or accountability.
Unless our industry takes note of this, and
promptly implements a prudent proactive
strategy in dealing with this present ecologi-
cal dilemma, we are going to come in for a
lot more flak – the last thing we need when
many clubs are fighting for survival.
What is the Organic Philosophy?
Organics can be defined as a natural form
of growing that relies on an integrated
eco-management system and attempts to
eliminate external synthetic chemical inputs.
It is a holistic production management
system that promotes sustainable soil health,
incorporating optimal physical conditioning,
balanced nutrition and biological activity.
Understanding plant health is much the
same as understanding human health. Re-
search shows that almost 90% of all insect
and disease problems encountered by plants
can be attributed to deficiencies in the basic
growing needs of plants. When plants are
strong and healthy their own natural
immune system can resist most stress
related problems.
Organics is based on systems and prac-
tices that cultivate beneficial processes and
interactions, encouraging internal stability
rather than dependence solely on external
control measures. Organic growing en-
hances long-term soil fertility, structure and
biological activity, as well as conserving soil
resources, ensuring sustainable environmen-
tal development.
The Principles of Organics
According to the IFOAM (International Fed-
eration of Organic Argriculture Movements),
Golf course maintenance
the principles of Organic growing are based
on:
The Principle of health
Organic activity should sustain and enhance
the health of soil, plant, animal, human
and planet as one indivisible. The health
of individuals and communities cannot be
separated from the health of ecosystems.
The Principle of ecology
Organics should be based on living
ecological systems and cycles, working
with them and helping sustain them. This
principle roots organics within living
ecological systems.
The Principle of fairness
Organics should build on relationships that
ensure fairness with regard to the common
environment. Fairness is characterised by
equity, respect, justice and stewardship of
the environment. Natural and environmental
resources should be managed in a way that
is socially and ecologically just and should
be held in trust for future generations.
The Principle of care
Organic activities should be managed in a
precautionary and responsible manner to
protect the health and well-being of current
and future generations and the environ-
ment. Precaution and responsibility are the
key concerns in management, development
and technology choices in organic growing
practises. Science is necessary to ensure
that organic growing is healthy, safe and
ecologically sound. Decisions should
reflect the values and needs of all who
might be affected.
How does organics work?
Organic growing ingeniously mimics nature,
using composting and other enriching
activities to deliver rich nutrient sources
to the soil and its microbial inhabitants.
The constant breakdown and absorption of
organic material leads to a rich, powerful
soil, full of the building blocks of healthy
plant life. In other words it is swarming with
the natural, living organisms that provide the
minerals and nutrients essential to sustain
and produce new, healthy plant growth on a
sustainable basis.
Organic fertilizers stimulate microbial
activity, replenish carbon sources (humus)
and build good soil structure which improves
water and nutrient retention in soils. These
fertilizers are also bound in complex forms
because of the use of natural nutrients from
plant and animal sources, or rock powders.
These materials need to be broken down
by soil microbes in order for their nutrients to
be released; a timely process known as min-
eralization. Because organic fertilizers work
slowly, it provides long term nutrition and
steady, rather than excessive growth. This
ensures longer term sustained release
of nutrients.
How does Organic Fertilizer com-
pare with synthetic fertilizer in
terms of efficiency and cost?
Comparisons are tricky, as the growth at-
tained by using either chemical or organic
fertilizers are often similar. However, in the
long run most organic fertilizers are much
more productive than their chemical counter-
parts because they improve soil structure and
increase the soil’s ability to hold moisture
and nutrients.
Chemical fertilizers will not improve soil
structure. In fact, because they are com-
posed of high concentrations of mineral
salts, they are capable of killing off many of
the soil’s organisms that are responsible for
decomposition and soil formation.
If only chemicals are added, the soil
gradually loses its organic matter and
microbiotic activity. As this material is used
up, the soil structure breaks down, becoming
lifeless, compact and less able to hold water
and nutrients. In next month’s issue of GCM
we will be looking at this important subject
in more detail, and speaking to the major
supplier of organic fertilizer. ■
Golf Club Management April 2009 17

Short-time
an alternative to retrenchment
As business gets tougher and cash flow dries up, the payroll is often the first expense account to come under
scrutiny. Retrenchment should always be a last resort. Andrew Wilson of GCM suggests that short-time
should be considered as an alternative.
One of the key challenges for top manage-
ment during a recession is to retain and en-
hance the experience and skills of the teams
working for them, so that they can emerge
stronger when the up-turn comes. One of the
surest ways to destroy this challenge is to
consider retrenchments. The mere mention
of the word invokes fear, resentment, as well
as a loss of loyalty and commitment among
not only those at risk of losing their jobs but
also those lucky enough ‘to survive the cut’
to use a golfing parlance.
A good first step is to take a long hard
look at all your systems methods and proce-
dures. Very often, things are being done out
of habit. You need to stop doing anything
that isn’t directly adding to the golfing expe-
rience of your members and visitors. If you
are really thorough about this exercise, you
will probably be able to cut out between 10
and 20 percent of your activities.
The next step is to identify those 20
percent of activities that contribute to 80
percent of returns (Pareto Principle). As with
most things in life, 80 percent of our time is
spent inefficiently, in ‘activity traps’, contrib-
uting very little to the bottom line. You need
to identify the 20 percent of activities that
really do add value, and make sure that they
receive the necessary time and resources.
There is one more step to consider before
you are in a position to consider short-time
in an effort to save the club as well as retain
and enhance the experience and skills of the
people working for you. I use the phrase ‘re-
tain and enhance the experience and skills’
specifically, as it is not only a question of
hanging on to people, but, in order to survive
this recession, your people will have to be
more productive, efficient and knowledgeable
than ever before. It really will be case of ‘sur-
vival of the fittest’! So before you move on,
take a good long hard look at your training
HUMAN RESOURCE DEVELOPMENT
Missing the cut – retrenchment should cer-
tainly be a last resort, and the very mention
of the word causes fear and resentment.
budget and schedules. The training budget
is one of the easiest to cut, but should be
one of the last you consider cutting.
Once you have dealt with these three
steps you will be in a position to start talking
to either individuals or the team as a whole
about the possibility of short-time. Legisla-
tion is very specific with regard to the proc-
ess you should follow.
Ideally you need to obtain the willing con-
sent of your employee or employees to short-
time. If you are able to do this then you
should get each affected employee to sign an
addendum to their contract of employment
specifying the changes. If you are unable to
obtain their consent and are unionised, you
will need to enter in to collective bargaining.
Again, if you are able to obtain the agree-
ment of the unions to short-time, you will
need to confirm the terms and conditions
agreed to in writing
If you are unable to obtain agreement,
whether unionised or not, you will need
to consider whether it is worth going the
retrenchment route. If the economic viability
of your club depends on you being able to
reduce your staff overheads, and you have
been unable to obtain the consent of your
staff to short-time, then retrenchment would
be a viable alternative. Section 189 of the
Labour Relations Act clearly outlines the
steps you must follow when consulting staff
on the possibility of retrenchments based on
‘operational requirements’.
Two things to bear in mind:
1. Do not offer your staff an either/or situa-
tion. In other words don’t retrench your
staff in order to force them to accept
short-time. The reason to go the retrench-
ment route would be to enable you to hire
new staff who would be willing to work
under the proposed terms and conditions
of service. So avoid making statements
such as “I will re-employ you if you agree
to the new terms and conditions”.
2. As mentioned earlier, retrenchment should
be a last resort as it is likely to tear the
very fabric of your employment relation-
ships. Trust and loyalty will be under-
mined as well as experience and skills
being lost forever. ■
■ F
 or more information on HR or IR issues,
contact Andrew Wilson at
consultaew@iafrica.com or on
082 575 3861.
Golf Club Management April 2009 19
 EXTRA SPECIAL manager of the month
Doug Bain
Manager of the Year
Randpark’s general manager Doug Bain
has certainly made his presence felt at this
club, and in recognition of his achievements
over a relatively short space of time, he was
awarded the Club Managers’ Association of
South Africa’s highest accolade.
“This has been a great honour, and
certainly a highlight of my career in club
management,” says Doug Bain, after being
honoured by his peers at the Compleat Golfer
Annual Awards dinner. But for the ex-Cape-
tonian, satisfying though the pat on the back
for a job well done may be, it is all about his
club and it is obvious that his determination
to transform Randpark into a premier golfing
facility is what drives him.
After completing his studies at UCT and
obtaining a BCom. degree, Bain was em-
ployed by Westlake, the club where he had
grown up. “I had been a member at Westlake
since I was 12, and took up the position as
admin manager,” he says. “When our man-
ager retired, I was offered the position.”
When the position of GM at Randpark
became vacant three years ago, Doug was in
Johannesburg to attend the Compleat Golfer
Annual Awards Dinner. “I was very flattered
to have been nominated for this award on
that occasion, and it was suggested that
I apply for the position at Randpark,” he
says. Soon after his appointment, it became
obvious that the 36-hole facility had made
the right decision, and the enthusiasm and
energy of their new manager began to show.
A lot must be said for the new committee at
Randpark, who clearly made the decision to
take more of a back seat in the running of
the clubs affairs, allowing Bain to get on with
the job. Over the past few years we have seen
something of a ‘Randpark Renaissance’ –
Extra Special TIMES, EXTRA SPECIAL SCOTCH
20 April 2009 Golf Club Management
Doug Bain is a popular and deserving
recipient of the CMASA Manager of the
Year Award, and his sweeping changes
at his club have paid dividends.
and while the club was long considered to be
one of the more successful operations, with a
large membership and two excellent courses,
Bain saw a lot of room for improvement,
and set about changing not only operational
systems but the very culture of the club.
The list of Bain’s improvements is a long
one, but one of his prime objectives was to
change the image of the club, and to instill a
sense of pride in the members. “Probably the
greatest sense of achievement is when one
of the members comes up to me and tells
me just how good they feel about the club –
how they are proud to bring their friends or
Not for sale to persons under the age of 18
clients to Randpark for a function or a golf
day,” he says. “There was a time when our
members felt as though they were kept in
the dark, and that no one was interested in
what they might have to say about decisions
being taken. Hopefully we have changed that
perception, because we really care about
their opinions.
I’m happy to say that we have improved
our communication with the members; eve-
ryone receives a weekly newsletter, we have
implemented a SMS tee time notification
system, and have created a members-only
section on our website,” says Bain.
Doug is quick to point out that his
success at the club, which has included in-
creasing both membership numbers and the
amount of rounds played on both courses,
is due in no small part to the enthusiasm
of his team – a team which he assembled.
“The promotion of Roger Innes to the posi-
tion of head course superintendant, and the
appointment of Derek Lloyd as golf director
has played an important part in the positive
changes at the club, and introducing the po-
sitions of food and beverage manager (Hein
Oosthuizen) and events manager (Taryn
Broeders) has also greatly improved the way
in which we work,” he says.
Recent visitors to Randpark have been
astounded by the new look clubhouse, a
major project which transformed the large,
rather austere and impractical design into
something a lot more functional. The flow
of both golfers and the movement within
the clubhouse has been streamlined, and
the opening up of the upper level verandah
has created an altogether friendlier feel. A
seemingly rather minor change, that of the
club’s logo, has been part of the strategy of
 Doug with his team: L to R: Derek Lloyd (Golf
Director), Roger Innes (Snr. Course Superin-
tendant), Saul Stiglingh (Security Manager),
and Taryn Broeders (Events Manager).
Absent: Dale Coetzee (Executive Chef) and
Heine Oosthuizen (F&B Manager).

The extensive revamp of the clubhouse has resulted in a more cheerful atmosphere at the
club, and revenue figures reflect the approval of the members. economic trends. Over the past financial year
and the beginning of this year rounds have
increased by six percent. The diminishing
breathing new life into the club’s brand. In this departure from the norm has worked. membership base has been reversed and new
the past Randpark was seen as a rather staid, Doug Bain has certainly ticked all the members have been welcomed to the club.
conservative institution; it has now acquired boxes when it comes to good governance (An increase of one percent during the last
more of a country club feel, where in keeping – the club is well on track with its Employ- year). During the last two years a revenue
with the current trend, the family unit is ment Equity goals, and a strong emphasis surplus from normal operations has been
warmly welcomed. has been placed on staff training. increased by 95 percent.
Even a supervised kid’s play centre has In the final analysis, golfers vote with GCM congratulates the Manager of the
been established, and the festive atmosphere their feet, and Randpark under the leader- Year, and wishes Doug Bain and his team
that prevails on a Friday night is proof that ship of Doug Bain has bucked the current continued success in the future. ■

Since the appointment of Roger Innes, both courses have continued to improve, and the amount of rounds played at Randpark continues to increase.

Not for sale to persons under the age of 18

Golf Club Management April 2009 21

pga

Flag this page!

‘Unfurled’ or ‘hoisted’ for the first time at the Telkom PGA Championship
at Country Club Johannesburg in February this year was the new
Golf Sailflag – a South African entrepreneur’s answer to the droopy,
floppy invisible flagstick on the golf course.
Strange though it may look to the purist, all directions. It swivels freely around the
the new Golf Sailflag is quite brilliant in its flagstick and has ‘flapzone’, which indicates
simplicity and, for the first time in golf, gives wind strength at the hole, while the sail acts
a real opportunity to worthwhile corporate as a windvain even in the slightest
sponsorship of the one place that every golfer of breezes.
always looks, on all 18 holes – the flagstick! It conforms to both USGA and R&A rules
Its patented sail shape and rib battons are and has now been endorsed by the PGA
designed to support the material and create of South Africa and is destined to become
perpetual advertising surfaces visible from a PGA Global Product: the objective is to

There is no doubt that branding on the

Sailflag is far more visible than on the
traditional flags.

launch and market the Sailflag in South

Africa, ensuring that the model works within
a local golf environment before taking it to
the global market, thereby growing the game
and benefiting the PGA of South Africa and
helping it to meet its objectives of promoting
and growing the game.
The idea is to offer golf clubs the oppor-
tunity to benefit from the income generated
by impressive branding on an area of the golf
course on which every golfer will concentrate
and focus his and her attention on multiple
occasions during every round of golf. With
the PGA logo also in evidence on each Sail-
flag, the sponsor gets added association with
both the club branding and the iconic and
widely respected and recognised PGA logo.
To find out more about the Golf Sailflag
and how it might benefit your club, or to
enter into the PGA Partner Programme and
receive a set of flags (with the national
corporate sponsor’s logo) for your club free
At the Telkom PGA Championships the new Sailflag received the nod of approval from sponsors, of charge, contact Richard Michelmore on
players and caddies. Richard@thegolfsailflag.com or visit
www.thegolfsailflag.com. ■

22 April 2009 Golf Club Management


Environmental consciousness
every greenkeeper’s responsibility
It goes without saying that it is every greenkeeper’s duty to insure that he or she takes every possible measure
to protect the environment that they work in. Things can go wrong that will impact on the environment around
the golf course, but with a bit of care most can be avoided, writes Turftek’s Murray Veitch.
Spraying of chemicals
All spraying equipment must be regu-
larly calibrated to ensure that the correct
amount of product is being put down as per
manufacturers specifications. Overdosing will
impact the environment negatively and will
also waste a lot of money.
When spraying, the conditions should be
conducive to spraying, thus preventing any
spray drift which could affect the untargeted
areas such as natural areas.
Once the spraying is finished the spray
tank should be cleaned in a responsible
manner. Any left over chemicals should not
be dumped down the nearest drain.
Fertilizing
With the current price of fertilizer and further
increases likely, it is even more important
to ensure that the fertilizer is applied to the
correct target and at the correct rates. There
must be no spreading into watercourses that
run through the course or leaching into natu-
ral areas. Over application of fertilizer is the
primary cause of run-off into sensitive areas.
Maintenance
Machine Care
Golf course machinery should be profession-
ally cared for. Oil leaks from engines and
hydraulic pipes should be prevented at all
costs through regular maintenance.
Old engine oil should also be responsibly
discarded into recycling bins. There are a lot
of companies that will provide such bins and
then regularly service them.
Petrol and diesel spills should obviously
be prevented. Machines should be filled up
in a controlled area that will stop the spread
of any spilled fuel.
Machines that smoke excessively should
never, ever be allowed to go out onto any golf
course for any reason.
Rubble Removal
All rubble that is removed from the course
must be discarded at a controlled site.
There is nothing worse than a golf course
with a rubbish dump in one corner. All
material that can be composted should be,
and all other materials should be taken to
municipal dump sites.
Construction and
Up-grades
During construction phases is when a golf
course is most vulnerable to environmental
damage. Many new golf courses get washed
away, thereby negatively affecting the sur-
rounding environment. Hard lessons have
been learnt, and the construction industry
has mostly eliminated this type of contami-
nation. Minor up-grades on existing courses
can also go wrong, and just as much care
should be taken to prevent erosion etc.
Irrigation Systems
Proper maintenance must be carried out
TURF MANAGEMENT
on the irrigation system to ensure that
water is not wasted.
Golf courses are continually being blamed
for using too much water and it is difficult
to defend ourselves when pipes leak, and
sprinkler heads are not fully functional. Most
of the new courses are making sure that ir-
rigation sprinklers are set in such a way that
they do not water areas of rough, but we still
see over-irrigation as well as areas of natural
veld being poorly managed.
Grass Selection
More thought is being put in to which
species of grass best suits specific sites.
Golf courses have been justifiably criticised
for failing to make best use of indigenous
grasses. It is accepted that the use of
‘alien’ species are needed to provide the
best putting surfaces, tees and fairways in
certain areas, but it is important that these
be carefully controlled – a common failing
is to allow kikuyu, for example, to encroach
in areas where it can overrun indigenous
species.
Water hazards
It was fashionable in the past to have neatly
trimmed edges around water hazards, but
this practice is known to do little for the en-
vironment. Water grasses and sedges should
be encouraged to grow in these areas, as
these provide breeding sites and habitat for
water birds and other species. ■
Golf Club Management April 2009 23
AfGRI EQUIPMENT

Afgri Equipment
The green machines
John Deere equipment has a reputation to be proud of and this brand’s team of dedicated technicians takes
their green heritage very seriously.
Afgri Equipment, situated in Brits, sup-
plies their instantly-recognisable John
Deere equipment to customers in Gauteng,
the North West Province, the Free State,
Mpumalanga and the Lowveld. The team that
focuses solely on golf course equipment is
the largest in the industry, and the sup-
port offered by this team is unrivalled. “We
can service in the field or at our workshops,
depending on the work required” says David
Kelder, marketing manager for Afgri Equip-
ment. “We have a dedicated parts admin-
istrator, and it is his sole responsibility to
service our golf clients,” he adds. The com-
pany carries a huge amount of spare parts
for golf-related products – currently valued in
excess of R2 million, and John Deere’s parts
distribution warehouse in Rosslyn has more
than R5 million worth of parts for the golf
and turf division. Daily deliveries are made
from Rosslyn to Afgri Equipment’s Brits
office, so downtime waiting for a particular
part is minimal. In the unlikely event of a
particular part not being available, it can

The 7400 makes light of the most severe contours – its power and traction is superior to any other similar mowers on the market.

24 April 2009 Golf Club Management

 AfGRI EQUIPMENT

be flown in from the US in 7 days. “This

represents the best response in the industry,”
says Kelder.
Afgri lists clubs such as Zebula Coun-
try and Golf Estate, Elements, Mooi Nooi,
Kyalami, Blue Valley, Irene, Lost City and
many others among its loyal customers. The
Middelburg Country Club is another course
that chooses John Deere equipment to keep
their course in top condition, and recently
acquired the 7400 mower – a versatile
machine that impressed manager Quentin
du Toit. “This is an effective mower than can
operate on a lot of different surfaces, and it
is very agile,” he says. “All our equipment
is John Deere, and Afgri looks after us – the
deal they did for us on this machine was very This machine’s innovative decks allow for trimming the awkward areas – in this situation
good, so the decision wasn’t hard to make.” bunker lips, without damaging the walls of the bunker.
The 7400 Cut, Trim and Surrounds Mower
is likely to make waves among course super-
intendants, as this machine has a range of The width on demand system is a great 1 500-hour warranty. We also offer tailored
attractive features. innovation, and the deck frame construction financial packages through John Deere
The following should be considered before allows for closer trimming. The ability of credit,” says Kelder. “In the case of new
making a decision on the purchase of any the front decks to extend beyond the tyres courses, we will supply grow-in equipment
similar mower: means that bunker edges can be neatly without charge, on condition that the order
■ Engine power trimmed without the machine damaging the for new equipment is confirmed. The grow-in
■ Traction system bunker walls. The command arm is easy to equipment will be maintained and serviced
■ Hydraulic system understand, and after a short training period by Afgri at a negotiated fee.”
■ Width on demand features any operator is sure to be able to master the Afgri also assumes responsibility for the
■ Contour flowing multiple functions of the 7400. Another training of operators anytime new equip-
■ New 27-inch deck important feature is the front-mounted radia- ment is delivered – with a strong emphasis
■ Front deck reach system tor – resulting in a cleaner air-flow as well as on preventative maintenance and safety. On
■ New operator command arm better operator comfort. conclusion of this training, each operator will
■ Operator station “As with all our equipment, from standard receive a certificate from John Deere attest-
■ Ease of servicing fleet items to Dakota turf trailers, soil reliev- ing to the fact that they have successfully
■ Availability and price ers, etc our products come with a two-year or completed the operation course. ■

What’s in a name?
At the end of February 2009, as the economic crisis
showed no sign of easing, chairman and CEO of
John Deere Robert W. Lane reminded customers
that his company had weathered challenges of
virtually every sort for more than 170 years. History
has shown that after times of adversity, John Deere
has emerged in an even stronger competitive
position. Built on the cornerstones of integrity,
commitment, quality and innovation, the ‘green’
brand has never failed to deliver.
In each of the last five years, beginning in
2004, earnings records of John Deere have been
established, and last year net income topped
$2 billion for the first time.
Afgri Equipment is proud to be associated with
Middelburg’s Quentin du Toit speaks very highly of his new purchase, pointing out that the a company that is obviously doing things right.
machine’s versatility had a lot to do with the decision to acquire the 7400. What’s in a name? Quite a lot actually.

Golf Club Management April 2009 25

BIRDIES AND BOGEYS

Course Superintendent of the Year

Pieter Cooper certainly had a head start on many of his peers – he actually had an interest in turf when he was
five years old. “My dad, who was the club captain of Rustenburg, was a keen and knowledgeable golfer, and we
actually had a green in our back yard at home,” he says. “I would help him with this, and I suppose my interest
remained.”

An accomplished golfer, Pieter turned profes-

sional, but after a period of three years he
decided to focus on course maintenance, and
worked at the Mooi Nooi club as assistant
green keeper under the guidance of Dick
Brown. This course has always been con-
sidered one of our nine-hole gems, and has
a reputation for being superbly conditioned
year-round. The touring pros that have played
in Winter Tour events held here have always
praised the work done by the green keeping
staff, and Pieter learned a lot here, taking
this knowledge to Rustenburg Golf Club,
where he would work for 10 years. “It was 10
years of hard work, but a great challenge,” he
says. Working with what was a relatively mod-
est budget, the Rustenburg course improved
in leaps and bounds, and Pieter was soon
recognised as one of the most dedicated turf
managers around.
So what is the secret? “Well, being a rea-
sonably good golfer helps, and I when I play Pieter Cooper (right) is congratulated on his achievement – Wingate Park Country Club’s gain is
other courses, I am constantly on the lookout Rustenburg’s loss.
for ideas, and always like to bring something
home,” he says. “This job involves constantly
trying to improve.” showing a lot of promise as golfers. My son his high standards can be met. “My goal is
Pieter has recently taken up the position was selected to play for North West Province, to maintain the course in the best possible
of course superintendent at Wingate Park and my daughter for North West Schools – condition year round, and not to only make a
Country Club in Pretoria, and he looks for- this involved a lot of travelling, so hopefully special effort when say, the club champion-
ward to making his presence felt. “My deci- being based in Pretoria will help them.” ships is being played.”
sion to move had a lot to do with my kids – I His success has involved good labour GCM wishes Pieter a long and happy stay
have a son and a daughter, both of whom are relations and on-going training of staff so at Wingate Park. ■

More questions than answers?

The South African Golf Association has published a list of the most commonly asked questions regarding handicapping on their website – but it would seem that there are many
more queries than are currently published.
The effort on the part of the administrative body to clear up misunderstandings must be lauded, but most golfers we speak to see no value in the way handicaps are pres-
ently calculated. The point is well made than many clubs have failed hopelessly in their duty to stamp out, or at the very least limit handicap manipulation. It is all very well to
gather statistical data on which range of handicaps win most often, and to attempt to achieve some equity between low and high handicap players.
GCM is all for publishing a blacklist of known cheats – so if there are any of these among your membership, or you have identified those who visit your club with the sole
purpose of plundering prizes, please let us know.
The full list of FAQs can be seen at www.saga.co.za

26 April 2009 Golf Club Management

 BIRDIES AND BOGEYS

Central Gauteng Golf Union Awards Dinner

– A winning formula
It was GCM’s privilege to be invited to the CGGU’s inaugural Awards Dinner – an impressive occasion that
proved that the Union’s new strategic direction and change of image is on the right track.
That Central Gauteng is the strongest among
golf’s provincial governing bodies is news
to no one. It is also true to say that the
provincial Unions, including that of Central
Gauteng, tended to keep a low profile, or at
least that has been the feeling among most
in the industry. It is now obvious that with
a new group of office-bearers that have a
new, refreshing vision for the future, this is
about to change. The first step was to host
a glittering affair at the Wanderers Club, an
awards dinner that combined the Northern
Amateur Open Awards and the traditional
Awards dinner.
The brainchild of Union President Kevin
du Preez and Vice-President Errol Mills, who
did much of the organising, the function
showed that it is not about pomp, ceremony
and long-winded speeches, nor should a
gathering of golfers at a function be a ribald
party in the mould of certain club captains’
dinners. This was a dignified function with
a fair sprinkling of humour which honoured
the achievements of amateur golfers who
had excelled in various championships and From L to R: MC Dan Nichol, Thomas Aiken, Etienne Groenewald and Dorian Wharton-Hood –
their chat was a highlight of the evening.

The President of CGGU with his Vice-Presi-
dent Errol Mills can pride themselves in a
job well done.
tournaments during the past season.
Although there might have been better
turnout among the league players that won
their divisions, there is no doubt that after
this first effort word will get around that
this evening was a big deal, and will surely
become even bigger next year. Perhaps not
enough has been made of the effort made by
our top amateurs in the past, a function such
as this goes some way to rectifying this.
Dan Nichol, in his role of master of
ceremonies, excelled in keeping proceedings
lively and found the right balance between
being entertaining and recognising the seri-
ousness of this occasion.
The highlight of the evening was undoubt-
edly the ‘informal chat’ involving Dorian
Wharton-Hood, Etienne Groenewald and
Thomas Aiken. Dorian, one of our finest ama-
teurs, had worked out that Reg Taylor, Jimmy
Boyd and David Suddards were our finest
ever amateur players, and Etienne made
mention of his mysterious ability to avoid
selection for our international team despite
his best efforts of winning almost everything
he played in. His modest account of becom-
ing the first player to win both the national
strokeplay and matchplay championships
– after which the selectors were forced to
pick him, was most entertaining, as was his
account of being ‘in the zone’, a place where
he seemingly spent some time. Thomas is
a fine prospect, and a thorough gentleman,
but if he took as many shots to play 36 holes
as the amount of words he used to answer a
question, he would never survive a cut.
This was a most enjoyable evening and a
job well done by the revamped Union.  ■

Golf Club Management April 2009 27

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THE LAST WORD
Killing the Golden Goose
A developer’s viewpoint
In our lead story we tried to put the whole Pinnacle Point story into perspective, but to add weight to the
argument in favour of this and other developments, we asked developer Andre Bruyns to have his say,
and he duly obliged.
I’m not ashamed to admit that I’m a property
developer of golf resorts and estates. If one
were to believe the general media, my profes-
sion is comparable to that of a pimp, errant
politician, dishonest Wall Street banker or
ambulance-chasing lawyer.
I have another confession; I am a ‘greenie’
and a ‘bunny hugger’. The fact is, if anyone
is developing a golf estate, the beauty of the
terrain (as well as many other variables), is
critical to the success of a project. In the
most cynical analysis, it makes financial
sense to pick a beautiful spot, and having
identified such a spot to develop, why would
anyone wish to destroy the very attribute that
attracted them in the first place?
When I first set eyes on Pinnacle Point
in 1994, I fell in love with the site with its
magnificent fynbos, as did my old friend
Peter Matkovich, who would later design
this world class golf course. The same thing
happened when I first set eyes on the Sishen
Golf Course, which I was later to develop with
Andre Markgraaff. (Yes, the Andre of rugby
fame). Big Andre grew up in the Northern
Cape and said to me before I had seen the
place: “’n kameeldoring boom is moeier as a
kaalgat vrou!”
I believe that golf estates have such a
bad image in the media because the green
lobby has been very successful in promoting
their narrow minded cause. Highly respected
journalists such as Melanie Gosling and John
Yeld in the Cape, do a wonderful job in pro-
moting conservation and playing the role of
public watchdogs. But they seem to harbour
an anti-golf obsession which they continue
to preach.
Yes, golf courses do use a lot of water –
but this is a management issue. In Pinnacle
Point’s case, the course is irrigated from a
new water treatment plant which serves not
30 April 2009 Golf Club Management
only Pinnacle Point, but the suburbs of Mos-
sel Bay. (Bear in mind, this plant was built
by Pinnacle Point at a cost of R25 million.)
In the case of the beautiful old George Golf
Club, for many years only the greens and tees
were irrigated, as they received sufficient
rainfall. Even with their ungraded irrigation
system, their water consumption is limited,
and supplied from the club’s own water
supplies and storage dams.
The Devonvale Golf and Wine Estate is
another example. For years the course had
water shortages and therefore at times the
course was dry – so what, if you wished to
play there you did. Generalisations about wa-
ter need to be assessed in far greater detail
on a case by case basis.
We then have to listen to ill-informed
diatribes from politicians who claim that
golf courses take up too much valuable land
which should be utilised to produce food.
In the first place, the tourism potential
with its economic benefits and job creation
which result from tourism at golf estates such
as Simola, Pezula and the Fancourts of the
world, exceeds any agricultural value, even if
the crop was dagga or coca leaves for SAA’s
export drive! More importantly however, is the
actual realistic valuation of the amount of
land which golf courses take up of our coun-
try’s land mass. A rough estimate if one took,
say, 100HA’s per golf course and assumed
there were 100 golf courses in the Cape
Province; this would amount to approximately
.005% of the land usage.
We also hear the other argument that golf
courses encourage ‘alien’ species of plants,
and that vegetation should be indigenous.
Imagine Stellenbosch without its ‘alien’ oak
trees, or Pretoria without its ‘alien’ Jacaran-
das. I have expressed the view to conserva-
tionalists that after Kirstenbosch, Fancourt
has the most beautiful gardens in South
Africa. What twisted logic can ever suggest
that Fancourt is negative in an environmen-
tal sense? (Incidentally, Kirstenbosch also
nurtures many ‘alien’ plant species – the
distinction must be made between controlled
specimens and those that are invasive).
If the image of golf estates is bad, it pales
into significance when it is compared to the
maverick incompetence of the environmental
authorities who are employed to evaluate
E.I.A proposals (Environmental Impact As-
sessments). The worst of these officials are
to be found in the George office of the Dept.
of Environmental Affairs.
When Pinnacle Point started its EIA proc-
ess, with an extremely experienced profes-
sional team, the George office appointed a
case officer to evaluate the case as is normal
procedure. At the public participation proc-
ess, prior to detailed final documentation, he
contacted the Mossel Bay Botanical Society
(or some such) and urged them to object to
Pinnacle Point’s application – playing both
prosecutor and judge in the same case.
I’m further informed that he also arrived at
Lagoon Bay for his first site visit and told the
developer that “he didn’t approve” of golf
courses, this before the process had even
begun. No wonder this development has
dragged on for so long, at enormous cost to
the investors, and at the cost of thousands
of jobs.
Not all environmental officials show such
near-sighted vision, and it has been my privi-
lege to meet and work with some extremely
professional and objective environmentalists.
One such person is Andy Gubb of WESSA,
who has now been seconded to Parliament to
guide environmental legislation. My erstwhile
partners at Pinnacle Point (I left in 2005)
negotiated a groundbreaking contract with

Prior to work on the Pinnacle Point course, an enormous amount of work was involved with the removal of black wattle which had taken over large
areas of fynbos.
WESSA in 2002, in respect of an environ-
mental management plan which entrenched
the controls to manage the sensitive areas in
the development. Ironically it was WESSA’S
George branch which recently interdicted
Pinnacle because of the water seepage into
the archaeological caves, ostensibly because
of the irrigation on the 9th and 18th greens.
The media predictably made little mention of
the fact that WESSA lost the case with costs,
appealed and lost again. I can only imagine
that the George mavericks have embarrassed
their WESSA counterparts who do such a
good job.
Another environmentalist with whom I
have had the privilege of working with is Dr
Bruce McKenzie at Kirstenbosch. When we
developed the Kalahari Gholf en Jag project
at Sishen, the local Northern Cape WESSA
branch also objected, on the grounds that we
might destroy the camel-thorn trees (kameel-
doringboom). They relied on some obscure
legislation in the Forestry Act which allows
the said Department to stop any development
for a year to allow them to investigate. (This
legislation has only ever been used once
to investigate a tree in Soweto). Under Dr
McKenzie’s guidance we offered to write a
protection clause for the trees, ad infinitum
and to incorporate such measures into the
title deeds, as well as to register a “National
Park” area which could never be developed.
Simply common sense and good environ-
mental management.
In conclusion, let me make a few observa-
tions about the value of golf estates to our
economy and job creation. Pinnacle Point
makes a wonderful case study.
When we first negotiated to acquire the
land, Mossel Bay was a dying town, with
unemployment estimated at 60%. Nestle
and Langeberg had closed their factories,
the fishing industry was struggling, and there
had been a huge influx of people during the
construction stage of Mossgas who were
subsequently without jobs.
We persuaded the Municipality to sell
us the land and we in turn would apply for
a casino license, and if successful, build a
resort. The casino license took a lot of time
(and money), and then we had all the delays
because of the intransigence of the Dept. of
Environmental Affairs.
The rest is history. Some 3 000 jobs were
created, and the resort was the start of a
boom in the town, to the extent that in 2004
THE LAST WORD
it was considered to be one of the fastest
growing towns in South Africa.
The Pinnacle Point site was also suffering
the same fate as the town. It was overrun
by alien vegetation and the sewerage plant
(which was located where the 8th green now
stands) was pouring raw effluent into the
sea since it was running over capacity, and
the Municipality didn’t have the funds to
upgrade it, or to maintain the site. The devel-
opment of Pinnacle Point changed all that.
I have long held the view that our industry
should be more aggressive and communicate
the realities to the public but unfortunately
this is unlikely to happen: the role players
fear reprisals and therefore have to tiptoe
around officialdom.
Our little company, GDI Holdings, does
not have that problem – we have decided
to shift our focus to opportunities further
afield, such as Mauritius, Africa and Europe.
It isn’t necessarily easier to develop there,
but at least we are welcome. Mauritius, for
example, has laws which actually encourage
golf estates, and Italy even gives cash grants
to promote golf developments because they
recognise the benefits.
Our greenies have a lot to answer for. ■
Golf Club Management April 2009 31