September 2008

Port Shepstone
Golf Club
A lesson in dealing with disaster

Also in this issue

• Closing indemnity loopholes • Service: attitude is everything
• Chemical applications • Spring treatment • Employees’ protection
• Elumina’s ProLink GPS • CMASA: learning through education
• PowerPlay Golf: the game’s answer to Twenty20 cricket

Volume 4 Issue 9
A monthly business-to-business Visit www.compleatgolfer.co.za
magazine for golf clubs, brought to you by for back issues of GCM
CONTENTS CLUB PROFILE

Port Shepstone
Lead Story
Port Shepstone’s floods triumph
over adversity 3

Legal Issues
Closing indemnity loopholes 7

Dealing with disaster

Customer Service
Attitude is everything 8

Reader’s Questions 9

Turfgrass Management
Chemical application 11

Environmental Awareness
Wetland implementation 12

Turfgrass Management
Spring treatment 15

Technology
Elumina’s ProLink GPS 17

Management
Learning through education 18

HR Legal
Protecting the health of employees 21

Birdies and Bogeys

Snippets 20

PGA
PowerPlay Golf set to revolutionise The 18th hole – this photo was taken after the water had subsided!
the game 23

Cover picture:
The 13th hole at Port Shepstone GC After suffering flooding of monumental proportions in
June, Port Shepstone Golf Club’s course was not only
■

Editorial 
John Botha soon up and running, but actually benefited from the
unfortunate natural disaster, writes John Botha.
email: bogeyfree@mweb.co.za
cell: 082 498 7380
■ AdvertisinG
Simon Turck
(PUBLISHER) Port Shepstone’s course superintendent been done a day after the course had been
email: simon@rsp.co.za Rob Ainslie is clearly a man with a sense of swamped, but as soon as we could we
climbed in with brooms, shovels and any-
cell: 083 252 8387
humour. He had been enjoying some well-
■ AdvertisinG earned leave and had only just returned home thing else we could find to remove the
TYRON MARTIN
(ADVERTISING EXECUTIVE) for the sardine run when he was woken at huge amounts of silt,” says Ainslie. “Our
email: tyronm@rsp.co.za 05:00am with the news that his course was chairman John Beekman was obviously very
cell: 083 235 7509
under water. Although he makes light of it concerned – we had four floods last year and
■ Advertising
James Ferrans now, the sight that greeted him on that fateful he envisioned our course being closed for a
(National Sales Manager) morning would have been enough to drive while – something our club can ill-afford.”
email: jamesf@rsp.co.za
cell: 084 252 6373 most greenkeepers to tears, and lesser men This was not the first time that the Port
■ SUBSCRIBE to GCM
might have made all haste to higher ground Shepstone course has been inundated with
Contact Natalie Shekleton and never returned. But Ainslie is made of water, but the torrential rain coupled with
tel: 011 301 4448 stern stuff and, after the torrent had sub- spring tides brought the Umzimkulu River
email: natalies@rsp.co.za
sided, he and his team tackled the problem down with a vengeance, and with it acres of
To request your complimentary subscription to GCM,
simply SMS ‘GCM and your name’ to 35172 (SMS costs head on. With the help of an additional 25 silt that buried the course. “I was seriously
R3) or contact Natalie Shekleton on 011 301 4448.
workers, he set about the task of cleaning up concerned by the dangers of Poa and other
Visit our website www.compleatgolfer.co.za tons of mud. That nine holes were playable infestations that might have resulted from
after a week, and all 18 holes open after a all that water on our greens,” says Ainslie,
A monthly
business-to- fortnight is nothing short of a miracle. who used his tractor that has a front-end
business magazine
brought to you by
“I was wading about in the flood water
just imagining what sort of damage had Continued on page 5

Golf Club Management September 2008 3

 CLUB PROFILE

The clubhouse – by the time this photo

was taken the water level had dropped
by a metre!

Continued from page 3

The 9th hole, looking more suited to the sport of water-skiing than golf.
loader to remove the piles of silt that had
been gathered up.
After the big clean-up had been com-
pleted, Ainslie was soon seeing the benefits
of the nutrient-rich mud that was uncer-
emoniously dumped on his course. “It’s
amazing how soon we saw the benefit of
the silt – I broke up the hardened mud and
have been applying it to the fairways, and
the new growth has been amazing,” says the
man who justifiably considers himself to be
a ‘flood expert’. Ironically, soon after the
floods he wished that some rain would fall
to settle in his new topdressing.
Port Shepstone’s manager Carrie Pieterse
tells us that the club lost a considerable
amount of rounds while the course was being
repaired, but she realises that the situation
could have been a lot worse. “We did have a
few corporate days that were cancelled, but
After the water had finally receded, the task of removing tons of silt began. the guys did a great job on the course and we
wasted no time in getting back to business,”
she says.
The biggest problem for the club has
been the perception in the golf market that
the course would be out of commission for
an extended period, but visitors to the club
have been amazed to see just how quickly
the damaged was repaired.
Port Shepstone has long been one of
the most popular holiday courses on the
KwaZulu-Natal coast, and its regular devo-
tees will be happy to discover that the layout,
thanks to a rather unconventional applica-
tion of organic topdressing, is now better
The 18th hole less than two weeks after the disaster – an amazing feat by Rob Ainslie than ever. Should anyone require advice on
and his team. dealing with serious flooding, Rob Ainslie is
the man to talk to. ●

Golf Club Management September 2008 5


Indemnity loopholes
If you think that your club is legally covered once your members and visitors
have signed indemnity forms, you had better think again. Jock McConnachie of
McConnachies Inc identifies some pitfalls to be avoided when wording your club’s
indemnity form.
Many institutions, including golf clubs,
seek to limit their potential liability for dam-
ages claims which may arise while people
are making use of their facilities. The mech-
anism employed in the case of many golf
clubs is to require members and visitors to
sign an indemnity form.
These indemnity forms differ in content,
but a common mistake is to make the terms as
wide ranging as possible. This is an attempt
to cover every conceivable type of incident,
cause of action and form of damages.
A well-known case, which arose after
a Gauteng golfer died as a result of being
struck by lightning while on a golf course,
highlights some key issues regarding indem-
nities. In this case, the golfer’s dependants
claimed damages alleging that the golf club
had been negligent. It was alleged that the
lightning shelter used by the golfer had been
inadequate, resulting in his being struck and
dying due to the injuries sustained.
The lower court found that the club had
been negligent and the club made a special
plea to the Court of Appeal relying on the
indemnity signed by the deceased member
and his wife.
The indemnity in question read as
follows:
“ DAMAGE TO OR LOSS OF PROPERTY
AND INJURY TO PERSONS.”
(b) The club shall in no circumstances what-
soever be liable for any loss of or damage
to the property of any member or guests
brought onto the premises of the club
whether occasioned by theft or otherwise,
nor shall the club be held responsible or
in any way liable for personal injury or
harm however caused to members or
their children or their guests on the club
premises and/or grounds.”
In dismissing the club’s appeal on the
grounds that the indemnity did not cover
a dependant’s claim arising from death,
the court made the following key points:
1. If the club sought to exclude liability,
which would normally arise in common
law, then it is up to the club to ensure
that the extent to which the club is to be
absolved is plainly set out;
The jury is in
Clubs tend to ignore legal issues until
they rear their heads – and unless pre-
pared, the consequences can be dire
– and expensive. In the forthcoming
issues, GCM will be dealing with
questions such as:
• If someone on the course is struck
with a golf ball, who, if anyone,
is liable?
• If someone outside the course suffers
damages from a ball originating from
the course, can the club or the striker
of the ball be held liable?
• Can a player be sued for the non-
payment of a bet? (Believe it or not,
there are legal precedents for this
question in South African law.)
• How should the management and
committee best deal with cheating?
• In the tussle between a golf club’s
constitution and the individual’s
constitutional rights, who wins?
These and other prickly issues will
be dealt with by our learned friends,
and if you have any questions, real
or hypothetical, please send them to
bogeyfree@mweb.co.za.
LEGAL
2. It was not possible for the deceased
to exempt the club from a depend-
ant’s claim as one cannot waive the
autonomous claims of dependants.
3. As the deceased’s wife had also signed
the indemnity, the court still had to decide
whether or not the indemnity exempted
the club.
4. The court found that the wording of the
clause did not show a clear intention to
absolve the club from a dependant’s
claim for damages arising from the
death of a member caused by the club’s
negligence, the reason being that the
words “personal harm” do not cover a
dependant’s claim.
5. If the member had survived, the clause
would have prevented him from claiming
personal injuries.
6. If the club had intended members not
to be able to hold the club liable for
damages, the clause should have stated
simply that “No member shall have any
claim for damages against the club”.
A final interesting point is that the court
also raised the question as to whether or not
we should, due to the radical nature of the
exclusion of liability for damages causing
the death of another, have legislation making
such exemptions unlawful, as is the case in
England, Wales and Northern Ireland.
The moral of the story is to give careful
consideration as to exactly what liability
one seeks to exempt, and then to ensure that
such intention is made clear in simple terms
rather than sweeping generalisations.
For more information on indemnity
or other legal matters, contact Jock
McConnachie at jock@mcconnachies.co.za
or on 021 461 0111.
Golf Club Management September 2008 7
CUSTOMER SERVICE

Attitude is everything
It’s easy to train a waiter, barman or receptionist how to do the mechanics of their jobs,
so why are service standards in South Africa generally so low? Andrew Wilson, of
GCM, believes that it is mainly in the mind.
Nothing annoys me more than poor
service. We’ve all experienced it, and in
some cases we have made a fuss. In many
other cases we’ve just shrugged and put it
down to lack of service ethic in the country.
On rare occasions, however, we have all
received outstanding service and, heck, we
remember it. Even when everything else has
been below par, if we’ve received excellent
service, we become far more forgiving. So
why is it that in South Africa our service
standards are generally so poor?
I believe that attitude accounts for
95 percent of the problem. Now before you
managers rush off and start pointing fingers
at your staff, accusing them of poor atti-
tude, let’s first have a look at management.
As a sweeping generalisation and using the
Parito principle which states that 80 per-
cent of the effects come from 20 percent of
the causes, the responsibility for excellent
service rests 80 percent with management
and 20 percent with the employee. Here are
a couple of thoughts to ponder:
(ability). It is far more difficult to develop
a positive service ethic (willingness). This
is why poor service standards very rarely
are the result of poor training, they are
far more likely to be the result of poor
recruitment.
OK. So now that we’ve had a go at man-
agement, let’s have a look at the employee,
especially with regard to their ‘willingness’.
During the recruitment and interviewing
phases, management should be looking for
three main characteristics:
1. Confidence. Any person interacting with
the general public is going to have to
deal with all types of beliefs, attitudes
and behaviours. If they are not confident
they are likely to become submissive
and ineffectual, or worse still, aggressive
and confrontational. Look for candidates
who are well prepared, presentable, at
ease in an interview situation and are
comfortable with looking you in the eye.
2. Warmth. Along with confidence you
are looking for warmth. If you mix
confidence with hostility you are likely
to end up with arrogance. If you mix it
with warmth, you are likely to end up
with someone who others relate to easily.
Look for candidates that are prepared
to be self-critical, have an open smile,
a firm hand-shake and a broad range
of interests.
3. Interested in others. Add interest in
others into the mix and you end up with
someone who really is an ideal candidate
for the service industry. Look for can-
didates who are more interested in the
requirements of the job you are offering
rather than just securing employment for
themselves. Avoid candidates who use
the words ‘I’ and ‘me’ too often. It could
be an indication that they are more inter-
ested in themselves than in your members
and visitors.

1. When hiring staff, how much time

do you spend during the interviewing
stage checking out the applicant’s belief
systems? Why are they interested in
becoming a waiter? What have they done
in the past to indicate that they enjoy
serving others?
2. What are your main aims when hiring
front-of-house staff? Very often the two
most important criteria are that they are
presentable and willing to work odd
hours for next to nothing. As they say, if
you pay peanuts you get monkeys.
Whether a person can perform an excel-
lent role in a service industry is down to
two fundamentals: willingness and ability.
It is relatively easy to train a person in
the technical skills of a service industry
Service Excellence Awards –
We need your nominations
As part of Compleat Golfer’s 5-Star Golf Experience Awards, we are looking for nomi-
nations for our Individual Service Excellence Awards. Out panellists are forever on the
lookout for exceptional service in any department, but we are calling on the management
and committees of clubs to help us in identifying those individuals that simply deserve a
pat on the back.
The individual we are looking for could be a waiter/waitress, barman/barlady, locker-
room attendant, caddie master (or caddie) or, in fact, any golf club employee that deserves
recognition for their dedication to duty – and who epitomises the ethos of service
excellence.
After receiving the nominations, a member of Compleat Golfer’s 5-Star rating panel
will interview the nominees, after which the final selections will be made. Winners will
receive framed certificates and cash prizes, and a special plaque will be presented to the
winner’s club in recognition of the employees’ achievement.
Please send nominations to: bogeyfree@mweb.co.za

8 September 2008 Golf Club Management

 CUSTOMER SERVICE

Selection interviewing is a very inexact science, but if you focus on

the above three characteristics, you are likely to be 80 percent of the
way towards recruiting the right type of person to interact with your
members and visitors.
Once you have recruited the person, you then need to focus on
two areas to ensure that the person is ‘able’ to deliver excellent
customer service:

1. Induction. How often are people just thrown into the job on
their first day and told to work with so-and-so until they have
got the hang of it? Make sure the new recruit learns about the
ethics of the club. They should meet all the key people in man-
agement and those they will be coming into contact with during
their daily routines. Take the time to make sure that new recruits
know what is expected of them in terms of priorities, policies
and procedures.
2. Training. This is the skills component and is probably the eas-
iest component to get right. Break the job down in to bite-sized
chunks and never spend more than 15 minutes at a time training
someone in a new procedure. That is about as long as a person
can concentrate. Training is a five-stage process:
• Explain what you are going to train the person to do and explain
why it is important to acquire the new skill.
• Demonstrate by showing the person how to carry out the task.
Most people learn more easily by seeing rather than reading or
being told verbally.
• Practice. Allow the person to try the new procedure for them-
selves under supervision.
• Correct any mistakes or deviations from standard proce-
dures. Then allow them to re-try until they have mastered the
new procedure.
• Follow up a while later to ensure that the person hasn’t
developed some ‘bad habits’, short-cuts or just simply
forgotten what they were taught.

Finally, don’t forget the power of recognition and reward.

Everyone likes to be part of a winning team. If you really are
serious about recruiting the right people with the right char-
acteristics for a service industry, then be prepared to pay them
well relative to the market worth for the job. Once you have
got the pay levels right concentrate on treating the person
as an important individual who is contributing to the overall
team performance. Applaud excellence, develop skills where
they are lacking, show interest, care and concern where it is
appropriate, and never accept second best.

For more information on human resource issues contact

Andrew Wilson at
consultaew@iafrica.com or on
082 575 3861.

Golf Club Management September 2008 9


Chemical application
In part three of his turf management series, Rich Wakeman looks at chemical applications,
and stresses the importance of timing, dosage and applying the correct product.
An essential component of turfgrass quality
is uniformity. Different grasses and weeds will
vary in leaf width, colour and growth habits.
Diseased turf will lose uniformity, thus pro-
moting the need for effective control of fungal
problems and nematodes. While Cynodons
are prone to fungal attack, kikuyu is more
resistant. Certain insects can also be very detri-
mental to turf. Chemicals are used to minimise
these problems. The standard rule applies: at
the appropriate time, use the most appropriate
chemical at the lowest possible rate needed to
effectively prevent or correct the problem.
Herbicides:
Weed control by cultivation is often imprac-
tical on turfgrass. An obvious tool used to
combat weeds is a healthy cover of turf.
However, the required close cutting of greens
and other areas often promotes the weed
population. Poor turf cover, or worse still,
bare patches, will quickly result in a weed
problem. Herbicides are the main tool used
against weeds in turf. A weed is simply any
plant growing where it is not wanted. Weeds
not only effect turf uniformity, but also
compete for light, moisture, nutrients, etc.
Annual weeds reproduce through seeds,
while perennial weeds survive more
through rhizomes, stolons, bulbs and tubers.
Dormancy permits various weeds to survive
through unfavourable growing conditions,
until germination is activated with suitable
conditions (eg moisture). The disturbance of
soils (eg the establishment of a new green)
promotes weed germination. This is the best
time to control weeds – either just before or
soon after emergence. Most weeds thrive
in our summer, but some prefer our cooler
winter conditions. Poa Annua, for example,
thrives in cool, damp conditions. Winter irri-
gation, common on golf courses, promotes
an ideal environment for this problem weed
on many greens. The window period in most
areas to control Poa Annua is late March to
early April just as the cooler autumn condi-
tions promote germination.
TURFGRASS MANAGEMENT
Most herbicides are ‘selective’ and effec-
tive either before or after germination of the
weed. A pre-emergent herbicide works in the
soil through contact with the seed, roots or
shoot. Kerb, one of the few known treatments
for Poa Annua in warm season turf varieties,
is best applied just before germination of the
weed, although higher application rates can
be effective soon after germination. A post-
emergent herbicide usually needs contact
with the plant above ground and generally
early treatment of a young, thriving target is
most effective.
Selective herbicides are also specifi-
cally effective on grasses, broadleaf weeds,
sedges, or a combination thereof. It is
much easier to eliminate a broadleaf weed
problem in your turf than a grass problem, as
your turf is itself a grass. Poa Annua, a grass
weed on a grass green has few options for
safe chemical control in warm season varie-
ties (eg Cynodons), and almost none in cool
season Blue grass or bent grass greens (trials
on growth retardants are ongoing). There
are usually numerous herbicides, though,
for controlling a broadleaf weed problem
on your fairways, as the problem weed is a
different variety to the turf. Non-selective
herbicides, such as Round-up (Glyphosate
or Pyrinex) will destroy any plant it con-
tacts, so must be used appropriately, eg by
removing the present turf and weeds from
a green before replanting. However, being
a contact herbicide (ie post-emergent) it
does not control un-germinated seeds. Thus
heavy irrigation is often done a couple of
weeks earlier to promote weed germination
before application of this herbicide. Unlike
Roundup, some herbicides have a long
lasting residual effect in the soil.
The effectiveness of pre-emergent her-
bicides depends on many factors, including
soil type, soil temperature, pH, depth of soil,
moisture content, permeability, depth of
seed etc. Post-emergent herbicides do better
on virulent, growing plants under various
conditions and temperatures. Always read
labels carefully to establish the need for a
wetter, control of water pH, application
methods and timing etc.
In summary, some commonly used
herbicides on sports turf are:
Basagran for watergrass (yellow
nutsedge) and annual
broadleaf weeds.
Ronstar for Oxalis (Sorrell)
MCPA for broadleaf weeds
2,4DAmine for broadleaf weeds
U 46 Combi combination of the above two
Kerb for Poa Annua
There are many more options. Read
labels for application rates, or contact
an agronomist.
Fungicides:
By growing one plant over a large area we
create an environment vulnerable to spe-
cific diseases. Disease can be the result of
a pathogen (eg fungus), a host or simply
the environment. Cultural practices such as
very early morning irrigation, running a sack
across the dew-covered green to break up
mycelium, removal of thatch, removal of clip-
pings, holotining and healthy nutrient input
all help minimise disease. Brown Patch, for
example, has been said to be more common
in a ‘high nitrogen’ soil, but in reality it is
more a result of poor nutrient balance, eg a
phosphate or potassium deficiency. Calcium
and Iron are also important trace elements to
help minimise fungal problems.
Fungal diseases in turf can usually be
easily controlled. Fairy Ring, not a dis-
ease in itself, is caused by various fungi
and is not so easily controlled. (Aeration
or replacement of infected soil, extra water
application and treatment with Captan has
been recommended.)
The application of a general preventa-
tive fungicide in hot, wet conditions is
important, though often not necessary in
cooler regions. A corrective fungicide (in
the event of a fungal outbreak) needs higher
application rates.
Golf Club Management September 2008 11
ENVIRONMENTAL AWARENESS
Wetland implementation
One of South Africa’s most respected turf superintendents, Warwick Fynn, who has
relocated to Canada, explains how he and the team at Royal Johannesburg and
Kensington went about implementing their wetland programme.
Many greenkeepers and course managers
find water quality management one of the
most challenging aspects of their jobs.
Success in managing water sources for golf,
wildlife, aesthetics, irrigation and overall
water quality depends on having a basic
understanding of factors influencing water
quality and on adopting best management
practices (BMPs).
As members of the Audubon Signature,
Royal Johannesburg and Kensington Golf
Club had a special advantage in working
with Audubon International and WSP
that helped us build in systems that would
protect water quality from the start. One
approach to protecting water quality in our
dams and ponds was the integration of man
made wetlands.
The route that we took in terms of
creating wetlands on the courses was to
develop an implementation strategy with the
help of a professional environmental consul-
tancy firm (WSP Environmental). The idea
of this strategy was to:
1. Identify feasible zones
What to look for?
• Ponds or dams with very little
vegetative life.
• Low flow ponds where stagnant
water lies.
• Swales which lead to dams and are more
often that not waterlogged.
• Unsightly gullies where water
often stands.
• Drainage that exits into rough which
becomes difficult to mow in the
rainy season.
2. Have a strategy plan for each zone
Let us look at a strategy for ponds and dams
with very little vegetative life.
• Many of the dams around our courses
often look lifeless. One way of putting
12 September 2008 Golf Club Management
life back into these ponds or dams is to
create shallow bays on the edge but not
in direct flow zones. These bays then act
as a detention basin, temporarily storing
and slowing the movement of the runoff
which therefore promotes the settling of
solids and attached pollutants. The veg-
etation planted in these bays then takes
up and filters dissolved nutrients, as well
as turning a lifeless pond into a feature
with abundant life.
3. Presenting a strategy to the environ-
mental committee / greens committee
How do I sell this concept?
• It’s actually pretty simple. If you will be
creating something more aesthetically
pleasing to the members eyes, drawing
in an abundance of bird life, giving the
course better quality water to be irrigated
with, and if all of this could be done at a
relatively low price, who could say no?
4. Discuss priority zones on site
Determining a priority zone?
• One way to determine these zones is
to determine what is going to be most
Various indigenous plants were chosen for this project. The plants that best handle
wet feet were placed in and around the water’s edge with grasses and sedges around
the perimeter.
cost-effective, yet most beneficial, to the
course. A very easy way to start is with
on-stream ponds and to encourage as
many water plants to grow around their
perimeters and on silt banks.
5. Identifying the correct vegetation for
the existing soil types
Who do I get to identify the soils
and plants?
• If you are dealing with an environmental
management firm, it would provide
someone with the necessary skills or you
could approach a university for a possible
honours student who would like to earn a
little extra cash. This is also a very impor-
tant part of the strategy as this person will
also be identifying invader species which
need to be removed and will help you to
identify the correct plants for the existing
soil types.
6. Decide on implementation start date
and end dates
When do you start?
• Check with the professionals when would
be the best time to start. From our expe-
 ENVIRONMENTAL AWARENESS

The area has been declared an environmentally friendly

zone and access by golfers is strictly forbidden.

rience the beginning of the growing season is very suitable.

Remember, the sooner you start the sooner your members will
be able to enjoy the face-lift you’ve made to the water features
and river system.

Construction of a wetland
This area (pictured bottom left) was identified as a rough area where
a drains surfaced and always seemed to be waterlogged. The start
of the first pond is where the drainage pipe ended, and another two
ponds were created at 400mm intervals where the water then over-
flowed into a large pond. The intention of the ponds was to have
more standing water for water-loving plants to grow.
Various indigenous plants were selected for this project. The
plants that can handle wet feet were placed in and around the water
edge with sedges around the drier perimeter.
The picture above shows the same feature one growing
season later and, as you can see, the plants are all thriving with a
beautifully aesthetically pleasing feel.

Lessons learnt
In the initial stages of a newly constructed wetland, the grow-in of
your vegetation is very important as the faster you can establish
your plants to dominate the area, the less likely unwanted weeds
can encroach. Having a dedicated person who is trained in the
maintenance of wetlands can only do wonders for their success.
Once the wetland basins have established themselves you will
find that preliminary water monitoring results will indicate that water
quality is good and that your wetlands are functioning effectively.
Wetlands can also have the added benefit of providing habitat
and feeding areas for wading birds and other wildlife. With an
accurate wildlife monitoring programme results would definitely
indicate a substantial increase in the variety of bird species on
the property.
Preserving wetlands sometimes involves more than just pro-
tecting the land that is wet. For wetlands to be most beneficial,
they have to be connected to other habitats so that a variety of
creatures can creep, slither, walk and fly safely to them from
neighbouring habitats.
Wetlands are not only relied upon by wildlife species that live in
the water, but are also vital to species that use them to meet some
of their needs, such as feeding, drinking or breeding. Thus, for
most animals, wetlands and uplands must be connected for both
habitats to serve the year-round needs of wildlife. ●

Spring treatment
The reason we carry out spring treatments is to try to provide the turf with the ideal
growing conditions for the coming summer months, explains Turftek’s Murray Veitch.
Over the past growing season, a thatch
layer would have built up and the soils
will have become quite compacted due to
excessive wear from golfers and machinery,
including golf carts.
Compaction
A compacted soil has a detrimental effect on
roots by causing anaerobic conditions which
effects their growth. It is therefore impor-
tant that during a spring treatment as much
effort as possible is put into de-compacting
all playing surfaces. This can be achieved by
the use of various types of de-compacting
machines. This process is unfortunately very
disruptive to golfers, so it is important that
they understand the need for this process.
Thatch layer
The build up of a thatch layer will hamper
the movement of moisture into the soil
during dry and wet conditions. During dry
conditions, a thatch layer will prevent water
movement into the dry areas, and during wet
weather the thatch layer acts as a sponge
causing problems such as algae buildup.
The cultural processes which control
thatch build up and compaction are carried
out during the spring treatment.
Scarifying or vertical mowing
Regular verticutting should be carried out in
order to prevent a thatch layer from building
up. A more aggressive verticutting will need
to be done during the spring treatment. It is
important that the weather conditions are not
too hot because a severe verticutting or scar-
ifying will put the turf stand under severe
stress. That is why it is done in the spring
before temperatures rise. Quite often there is
a tendency not to take enough thatch off.
Hollowtining
Along with scarifying, hollowtining is also a
spring treatment process which helps remove
TURFGRASS MANAGEMENT
Verti-draining is important to relieve compaction and to combat anaerobic condi-
tions. The more clubs are able to educate members as to why certain work is done,
the less likely they are to complain of less-than-perfect playing conditions during
spring treatment.
large amounts of thatch from a greens sur- An effective spring treatment process
face. Other reasons for hollowtining are to is vital to the health of the turf sand for
relieve compaction and to improve drainage. the coming growing season. It is therefore
Soil air exchange is also vastly improved by important that the greens staff be given all
the removal of cores. the time they need to carry out all there
The more often you hollowtine, the spring treatment functions. ●
greater amount of thatch will be removed.
Fairways and tee-boxes should also be
hollowtined or aerated to help relieve com-
Just an idea…
paction and improve moisture penetration. During spring treatment and other opera-
tions that golfers may deem to be designed
Topdressing only to inconvenience them, it might be
Once the hollowtining has been done, top- a good idea to place a brief explanation
dressing should take place in order to fill in on the notice board. By explaining why
all hollowtine holes and to create a smooth certain work is being carried out (with an
estimate how long it will take before con-
surface. Future regular light topdressings
ditions are again perfect) we can hopefully
will help control thatch buildup.
educate our members and guests, and at
least show them that we are not doing the
Fertilising
work merely to keep the staff busy. Most
Once all other cultural process have been
will appreciate this gesture, if only to be
carried out a base fertiliser should be put
able to explain to their friends that they
down. The type of fertiliser used and the
suggested to the greens committee that the
amount should be determined by having a
work be done.
soil analysis done.
Golf Club Management September 2008 15
 TECHNOLOGY

Elumina’s ProLink GPS a ‘must-have’

Arabella’s John Bumstead spoke to GCM about his ProLink Global Positioning
System that is installed on his golf carts, and points out the advantages of this
state-of-the-system.
It wasn’t that long ago that the only way
a golfer could calculate distances on a golf
course was to pace off yardages (mostly
inaccurately) from 150m markers, or to rely
on a caddie’s best estimate. Professional
caddies would use yardage wheels to map
a course, but this method was also far from
accurate due to undulations in the terrain
and hazards that intersected the targetlines.
Lasers were later used, but these are also
notoriously finicky and hardly practical for
the average golfer who is visiting a course
for the first time. The use of global posi-
tioning technology has revolutionised the
game, and Elumina is the company that
has the exclusive rights to market-leader
ProLink systems in South Africa.
One of the first courses in South Africa
The screen on the ProLink GPS has particularly good graphics, but the system is a
to install Elumina’s ProLink GPS on its golf
lot more than just a pretty picture!
carts was Arabella, and since then 21 other
courses have followed suit, with eight more
in the process of doing so. “I had seen this system in operation in feature is the way in which one cart can ‘see’
the United States,” says Bumstead. “I liked another cart or player on blind holes, so there
the graphics, but more than being a pretty is a strong safety element,” he says.
picture, this system makes business sense Golfers can enter their scores on the
besides enhancing the experience of the system, although at Arabella players still use
golfer. I must say that we have enjoyed first- standard scorecards that are required to be
rate service from Elumina, and because of signed by a marker during competitions.
the favourable deal we did with the company, The ‘brain’ of the system is conveniently
I am very happy we made this decision.” located in the pro shop, where pin positions
Bumstead explains that having GPS goes are entered into the computer, and from here
a long way to speeding up play, consid- messages are sent and received. Players can
ering the high proportion of visitor rounds be requested to speed up play, or a lost club
played on this course. “Hotel guests and can be located and returned to the owner.
other visitor rounds during corporate days Courses that have installed Elumina’s
account for about 90 percent of our rounds system on their carts include The Lost City,
(about 30 000/year), but there are many Fancourt, Zimbali and Leopard Creek.
more good reasons for installing the system.
“Having two-way communication with the For further info contact Andrew Nelson on
golfers on the course has obvious benefits 082 901 6184 or andrew@elumina.co.za.
– should a cart encounter problems like a
breakdown, we can quickly send a replace-
Arabella’s John Bumstead was one of ment out to them. Importantly, golfers can
the first to install Elumina’s ProLink speedily summon medical assistance should
GPS in his carts and most of South the need arise. Players that are unfamiliar
Africa’s top clubs have followed suit. with the course can be informed of the posi-
tion of water points, toilets, etc. Another

Golf Club Management September 2008 17

MANAGEMENT

Leading through education

It has become very apparent that the worldwide club industry is in desperate need of
strong leaders, and in order for us as club mangers to be leaders, we need to be the
experts at our clubs. This expertise can only be enhanced through education, writes
Glendower’s general manager, Paul Leishman.
With this in mind, it was an honour to
once again have Joe Perdue and Dr Jason
Koenigsfeld from The Club Management
Association of America in South Africa for
two weeks in June. In their first week they
were guest speakers at one-day workshops
held in Cape Town, George and Durban.
The week-long BMI Programme hosted at
Wanderers from 23 to 27 June was attended
by 34 delegates from around the country
and included general managers, golf direc-
tors, food and beverage managers, financial
managers and two PGA professionals.

Core competencies for club management

The overall focus of the week-long pro-
gramme was on the general manager/
CEO Concept and the core competencies
required of a good club manager. The core
competencies can be broken down into
three main areas: operational competencies,
asset management and culture or leadership
competencies.
Core operational competencies include:
• Private club management
• Food and beverage management
• Facilities management
• Golf, sports and recreation management
• Leadership
• Interpersonal (communication)
• Membership marketing
• Government and external influences
• Human resources management
• Accounting and financial management esting to note the areas identified by South
The second tier of management compe-
tencies involves the effective management
of all the club’s assets including financial,
physical and human. The final tier that has
now been seen as a critical competency area
for a successful club manager is the ability to
lead the club’s culture with regards to areas
such as the vision, history, governance and
strategic planning of the club. The above
The week-long BMI Programme held at Wanderers was attended by 34 delegates from
across the country. The CMASA will be bringing out two more programmes next year,
and those interested parties who missed out this year are well-advised to attend.
competencies have become the cornerstone areas, it is important that we have a good
for all education programmes. understanding of them and identify our
Competency surveys conducted in weaknesses to enable us to build on them.
America show leadership, interpersonal,
accounting and human resources as the most De Meermin Golf Club
important and most utilised in its current A key part of the GM/CEO Concept course
environment. Initial studies in South Africa involved the group being split into six com-
show human resources as a top competency mittees of a fictitious club, De Meermin,
requirement. Once further South African which is in a developmental stage. Each of
data has been processed it will be inter- these committees was tasked with making a
PowerPoint presentation to the ‘members’
African managers. on a specific area of the club such as stra-
While we cannot all be experts in these tegic planning, finance, recreation, facilities,
human resources and food and beverage
All delegates were tasked management. Throughout the week, groups
were given the opportunity to work on their
with rating their individual presentations and it was rewarding to see six
peers as well as the very creative and professional presentations
presentations as part of at the end of the week. All delegates were
tasked with rating their individual peers, as
the course evaluation. well as the presentations, as part of the course

18 September 2008 Golf Club Management

 MANAGEMENT Performance and
evaluation. This part of the course brought out all the aspects of
team building that we experience in our club operations.
versatility.
Andrew Pons’ HR presentation was
refreshing in that it concentrated more on
getting the most out of people pro-actively
rather than reactive disciplinary measures.
Human resources and finance
The delegates defined the areas of human resources and financial
management as key areas requiring more education. The CMASA
will be providing further education sessions on these two areas.
Andrew Pons’ HR presentation was refreshing in that it con- Husqvarna 15V2 AWD
centrated on getting the most out of people pro-actively rather
Kawasaki V-twin OHV - 11.0 kW - 41-44'' cutting width
than using reactive disciplinary measures. It is a fact that clubs
This model represents one of Husqvarna’s most well-
put too little time into the initial recruitment and induction of new
equipped riders and offers a high-specification 2-cylinder
employees, which should be areas of priority. At the same time,
Kawasaki engine. The front mounted cutting deck gives a
we generally spend too little time on managing performance of
manicured cut and maximises accessability beneath over-
individuals and teams in our clubs. More training as well as better
hanging branches, under bushes and up against walls and ob-
follow-up evaluations on a regular basis would ensure better per-
structions. It also perfects vision and control of the mowing.
formance of individuals and the club in general.
A large variety of accessories are available such as trailers,
Tim Fearnhead’s financial management lecture provided
sweepers, collectors and scarifiers. The All-Wheel-Drive en-
great insight into how club accounting should be looked at.
sures traction on uneven, wet and slippery areas and slopes.
After his three-hour presentation, delegates had a better under-
standing of what questions they should be asking from their clubs
accounts department.
Other topics covered in the extensive programme included facil-
GREEN
ities management, club governance, leading and developing teams,
No emissions
membership marketing and club Ttrends. It was an extremely edu-
cational week that also created a lot of opportunity for networking
with other leaders in the club industry.
The CMASA are excited to be bringing out two BMI programmes
from America next year, the return of BMI – Leadership Edge, to
afford those who have not completed this course the opportunity to Husqvarna AutomowerTM 230 ACX
do so, and the next module on club management, which is likely to cutting area 3 000m2 - 10.7 kg
include a large portion of legislative topics. These two programmes AutomowerTM charges itself when required. Being electrically
are provisionally scheduled for the weeks commencing 25 May and powered, AutomowerTM produces no harmful exhaust emis-
1 June 2009 respectively. Should you be interested in participating sions. It is also extremely quiet and works discreetly. With
in any of these courses, please e-mail your expression of interest to three razor like blades the grass is cut cleanly leaving shorter
admin@clubmanagement.co.za. clippings, fertilising the lawn. Don’t mow the lawn - enjoy a
The CMASA’s ultimate goal in providing this education is performance.
to create a category of club management individuals, who will
carry the accreditation of CCM, (Certified Club Manager). To be
eligible to write this international examination, candidates will
have to have attended both the Leadership Edge and GM/CEO
Concept programmes, as well as be able to provide proof of a min-
imum of five years service in management in a club, and score a Professionally proven outdoor power equipment.
certain number of points for tertiary education or other education
courses attended.
Husqvarna is a registered trademark. Copyright © 2008 HUSQVARNA. All rights reserved.
Paul Leishman is the chairman of the Club Managers
Association of South Africa and can be contacted on Professional dealer network nationwide.
011 0453 1013 or gm@glendower.co.za . For product information or contact details of your nearest Husqvarna dealer call 08600 48759
or visit www.husqvarna.co.za
hr legal
Protecting the health of pregnant
and breast-feeding employees
Labour legislation, as outlined in the Basic Conditions of Employment Act, is very
clear on this issue, writes Andrew Wilson.
Most golf clubs employ women of child-
bearing age. The onus is on employers
to ensure the safety of pregnant or breast-
feeding employees, as well as that of the
foetus or child. This is what labour legisla-
tion, as outlined in the Basic Conditions of
Employment Act (BCEA), has to say on the
matter:
Section 26(1) of the BCEA prohibits
employers from requiring or permitting a
pregnant employee or an employee who
is breast-feeding to perform work that is
hazardous to the health of the employee
or the health of her child. This requires
employers who employ women of child-
bearing age to assess and control risks to
the health of pregnant or breast-feeding
employees and that of the foetus or child.
Employers should identify, record and
regularly review:  should be taken to prevent the exposure of
• Potential risks to pregnant or breast-
feeding employees within the workplace.
• Protective measures and adjustments to
working arrangements for pregnant or
breast-feeding employees.
• Where appropriate, employers should
also maintain a list of employment posi-
tions not involving risk to which pregnant
or breast-feeding employees could
be transferred.
In terms of section 26(2) of the BCEA,
an employer must offer suitable alterna-
tive employment to an employee during
pregnancy if her work poses a danger to
her health or safety or that of her child, or
if the employee is engaged in night work
(between 18:00 and 06:00) unless it is not
practicable to do so. Alternative employ-
ment must be on terms that are no less
favourable than the employee’s ordinary
terms and conditions of employment.
Employers should inform employees
about hazards to pregnant and breast-
feeding employees and of the importance
of immediate notification of pregnancy.
20 September 2008 Golf Club Management
The employer should keep a record
of every notification of pregnancy.
When an employee notifies an employer that
she is pregnant, her situation in the work-
place should be evaluated. The evaluation
should include:   Where there is an occupational health service
• An examination of the employee's
physical condition by a qualified medical
professional.
• The employee's job.
• Workplace practices and potential
workplace exposures that may affect
the employee.
If the evaluation reveals that there is a risk to
the health or safety of the pregnant employee
or the foetus, the employer must:
• Inform the employee of the risk.
• After consulting the employee and her rep-
resentative, if any, determine what steps
the employee to the risk by adjusting the
employee's working conditions.
The employee should be given
appropriate training in the hazards
and the preventive measures taken.
If there is any uncertainty or concern about
whether an employee’s workstation or
working conditions should be adjusted,
it may be appropriate in certain circum-
stances to consult an occupational health
practitioner. If appropriate adjustments
cannot be made, the employee should be
transferred to an alternative position in
accordance with section 26(2) of the BCEA.
Employers must keep the risk assess-
ment for expectant or new mothers under
regular review. The possibility of damage
to the health of the foetus may vary
during the different stages of pregnancy.
There are also different risks to con-
sider for workers who are breast-feeding.
Arrangements should be made for pregnant
and breast-feeding employees to be able
to attend antenatal and postnatal clinics as
required during pregnancy and after birth.
Arrangements should be made for
employees who are breast-feeding to have
two breaks of 30 minutes each for breast-
feeding or expressing milk each working
day for the first six months of the child’s life.
at a workplace, appropriate records should
be kept of pregnancies and the outcome of
pregnancies, including any complications in
the condition of the employee or child.
For more information visit the Department
of Labour’s website www.labour.gov.za or
contact Andrew Wilson on 082 575 3861 or
at consultaew@iafrica.com.
Basics of maternity leave
• Employees are entitled to four
consecutive months’ leave.
• No employee may work for six weeks
after the birth of the child.
• In the case of a miscarriage during the
third trimester of pregnancy or a still-
born child, the employee is entitled
to maternity leave for six weeks after
the miscarriage or stillbirth, whether
or not the employee had commenced
maternity leave at the time of the mis-
carriage or stillbirth.
• An employee must notify an employer
in writing, at least four weeks before
the employee intends to commence
maternity leave unless the employee
is unable to do so, of the date on
which the employee intends to com-
mence maternity leave and return to
work after maternity leave.
For full details of the Act, refer to
section 25 of The Basic Conditions of
Employment Act or visit the website
www.labour.gov.za.
 BIRDIES & BOGEYS

Eshowe Hills – recognition Labour pains

for environmental awareness
Can discrimination ever be classified as
fair? In an effort to normalise the labour
market in South Africa, the government
has identified four areas that are deemed
to constitute ‘fair’ discrimination when
dealing with employees or those seeking
employment:
1. Where the discrimination is aimed
at achieving affirmative action goals
or targets. In other words, favouring
blacks, women and people with
disabilities over white males.
2. Where the discrimination is based on
the requirements of the job. In other
words, where the job requires a cer-
tain skill or ability, for example you
wouldn’t employ a blind person as a
Eshowe Hills has become only the third course after Royal Johannesburg and Kensington
security guard.
and Durbanville to receive the Compleat Golfer Environmental Awareness Award from the
3. Where the discrimination is required
course rankings panel.
by law. For example, it is illegal to
Royal Johannesburg and Kensington became the first South African golf course to achieve
employ women four weeks prior
Audubon certification, and Eshowe has embarked on the programme that will see the club
to confinement and six weeks
achieve similar status. In the meantime, indigenous corridors have been allowed to grow in
thereafter.
areas that do not affect play (although some of the more wayward hitters among the members
4. Where the discrimination is based on
might dispute this) and an indigenous tree-planting programme has begun. Wetlands have also
the need for productivity. It is per-
been developed and are areas that have begun attracting more birds to an area that is already
fectly fair to discriminate in favour
renowned for its birdlife.
of the person who is able to produce
“We are fortunate to have the services of three knowledgeable people who we call the
100 widgets a day over the person
‘Three Wise Men’ who have been assisting us in our efforts, says Dave Davenport, one of the
who can only produce 80, providing
developers of Eshowe Hills. “Professor Neil Tainton and John Klug, both academics from the
the playing field for producing the
University of Natal, and Don McArthur, a tree expert, are advising us and our efforts have
widgets is level.
begun to bear fruit,” he says.

Euphoria voted Best New Clubhouse

The recently-opened Euphoria Country good effect, and the building is designed to transport guests to a mountain-top, open-
Club, part of the Euphoria Estate and Hydro work – it is obvious that great care has been deck restaurant.
development, has been voted by Compleat taken to plan the flow of traffic. The golf course is the first Annika
Golfer’s panel of 5-Star judges as having the The features of the clubhouse include Sorenstam signature layout, and although
Best New Clubhouse. three separate kitchens to serve different not enough course ranking panellists have
After the usual construction pains with areas, a wine cellar that will accommodate played the course for it to be included in
contractors failing to make deadlines a dining table for small groups, and the the rankings, it will hopefully score highly
(nothing unusual), the clubhouse is now fully piece de resistance, a cable car that will enough for this club to earn 5-Star status.
operational and a credit to the vision of the
architect (Mark Hanson of MetroArc) and
the Erasmus family, Euphoria’s developers.
One is immediately struck by how well
this structure fits unobtrusively into the sur-
rounding terrain, and the choice of materials
results in a typically South African look and
feel with traditional undertones. Local tiles,
Waterberg sandstone and rosewood, all of
the highest quality, have been utilised to

Golf Club Management September 2008 21

BIRDIES & BOGEYS
Men on the move
The recipient of Compleat Golfer’s
Course Superintendent of the Year
Award for 2007, Graham Corbett, has
left Royal Johannesburg and Kensington
and has joined Fancourt. Corbett’s enthu-
siasm and knowledge will no doubt
be missed at RJ&K, and the role he
played in the club achieving Audubon
certification was much appreciated.
Another former Royal superin-
tendant, Warwick Fynn, who left to
join Glendower, has now relocated to
Canada. “Warwick did a tremendous
job at our club,” says general manager
Paul Leishman. “He was totally dedi-
cated to his trade, and also put in a lot
of effort while he served as chairman of
the Greenkeepers Association, which for
the first time under his guidance formed
a national body.”
Cadillac to Partner Compleat Golfer’s
Five Star and Rankings Panel
Cadillac has become the official
vehicle of Compleat Golfer’s 5-Star
and course rankings panel. In joining
Klipdrift Gold, the presenting sponsor
of the awards, Cadillac will be
present at Compleat Golfer’s 5-Star
Experience golf days, and players will
have the opportunity of test-driving
these luxurious vehicles.
The Cadillac brand certainly fits
with the 5-Star rating concept, as
when it comes to a 5-Star driving
experience, it doesn’t come much
better than this.
Tim Hendon, product communica-
tions manager for General Motors SA
(left), is pictured handing over the keys to a Cadillac STS to convener of the 5-Star Rating
panel and GCM editor John Botha.

PowerPlay Golf set to revolutionise the game
The PGA of South Africa has recently joined forces with PowerPlay Golf to introduce
this new, exciting concept to the game in South Africa.
Billed as golf’s answer to Twenty20
cricket, PowerPlay Golf is a nine-hole game
that puts the onus on the player to choose
between a ‘normal’ flag and a fiendishly
placed PowerPlay flag on any three of the
first eight holes. The risk is, of course,
greater if the player chooses the PowerPlay
flag (which must be nominated before the tee
shot), but the reward is also greater – double
Stableford points for a net birdie or better.
There is also a choice of a bonus PowerPlay
flag on the 9th hole, but get it wrong and
make bogey or worse and the golfer has to
deduct two points from the total.
PowerPlay Golf is running numerous
national and international competitions,
where participants can qualify for regional
and national finals, earn World Ranking
points and PowerPlay Dollars, which can be
swapped for goods and lessons from local
PGA professionals.
The game was started in the UK and has
already become popular as an alternative to
the protracted 18-hole version of the game.
PowerPlay Golf has recently been launched
in South Africa and franchises are available
for purchase by clubs. The franchise kits
Here are just four ways that PowerPlay
Golf can positively affect your
golf business:
1. Extra visitors – being set up for
PowerPlay Golf makes your course
appeal to a new breed of golfer.
2. More revenue – by selling PowerPlay
Golf greenfees, and staging official
PowerPlay Golf events.
3. Better publicity – by promoting
your course on and off-line with
PowerPlay Golf.
4. Improved reputation – establish your
club as a forward-thinking organi-
sation, encouraging new ways to
enjoy golf.
5. Course maintenance – allows clubs
to do necessary maintenance on one
nine, while still generating revenue
on the other.
include PowerPlay black and white flags, as
well as all the material and rules to get club
members into the game. The club becomes an
official PowerPlay Golf venue and members
and visitors playing there can then qualify to
play in official competitions and earn points
and prizes. By becoming an official venue,
the club is also automatically entered into
the South African Championship, which
will be searching for a South African golfer
who will take part in an international event
in Bahrain in 2009.
Dennis Bruyns, chief executive of the
PGA of South Africa is very excited about
the new concept: “This is a great alternative
that adds an exciting dimension to tradi-
tional golf. The benefits to clubs and club
professionals could be enormous, but most
importantly, it is keeping golf abreast of our
ever-changing fast-paced world, while still
maintaining the traditions and etiquette of
the game.”
By becoming a registered PowerPlay
Golf venue, clubs and courses will appeal
to new members and customers, offer a
fun new alternative to traditional formats
- and introduce added competitive spice to
corporate events and society days.
PowerPlay Golf has been developed to
give golf clubs and courses a great way to
increase business – by delivering a fresh,
exciting, new way to play golf. Taking far
less time to play than a normal 18 holes -
and delivering heart-pounding pressure
and heavy scoring opportunities on every
hole – PowerPlay Golf is perfect for the
modern environment, where time is short
and the quest for thrills and spills is high.
Unfortunately, the fact is that people are
generally ‘time poor’. There is less time to
play a full round of golf for many profes-
sional people and nine holes does not offer
that competitive edge. With PowerPlay,
every shot is strategic, giving golfers the
perfect amount of competitive golf in half
the time.
The PowerPlay Golf World Rankings
system is a breakthrough in commercial
golf. Golfers register to become PowerPlay
PGA
Golfers at www.powerplay-golf.com and
each time they play in an event, either offi-
cial or unofficial, they are awarded points
depending on points scored and size of field,
etc. Golfers are awarded PowerPlay Dollars
as points and are able to check their World
Rankings from city, to province, to country
to worldwide. Golfers and clubs are also
able to create their own online leagues and
start their own golfing societies.
For more information on PowerPlay
Golf, go to www.powerplay-golf.com
or email Neil Matthews at
neil@powerplay-golf.com.
Costs to Golf Courses
Licence fee – There is an annual license
fee of R3 500, which entitles the club to
use the PowerPlay Golf brand to host
official or unofficial PowerPlay Golf
events. The licence fee includes 10 black
and 10 white PowerPlay Golf flags, pro-
motional posters, ready reckoners for
hosting PowerPlay days, as well as rules
cards. The club is also entitled to host
corporate golf days as well as PowerPlay
tournaments, which can only be staged
at official venues.
Player Levy – PowerPlay Golf requires
a levy of R5 per golfer for official golf
days. This fee is used to ensure that all
PowerPlay Golfers scores are recorded
and entered into the World Rankings
system. This levy also ensures that
the club’s golf day is marketed on the
PowerPlay Golf website to get maximum
exposure before and after the PowerPlay
Golf day.
Golf Club Management September 2008 23