Golf New Zealand driving golf boom
Golf New Zealand driving golf boom
By Neville Idour
Golf New Zealand roadshows have been to various parts of the country in recent months conducting forums which focussed on good governance and financial planning for our 400-plus clubs.
The roadshow rolled into Dunedin last month and the venue was the St Clair club. The two principal presenters were Stephen Gee, golf workforce development manager, and Michael Rondel of tax and accounting practice, BDO Christchurch.
There was an excellent attendance of delegates from throughout Otago and all were pleased to hear of the many positives that have resulted since covid first darkened our doorstep 18 months ago.
Foremost, membership numbers and casual player rounds continue to track upwards at most clubs.
Nationally membership numbers are up 12 percent to 118,000. Men make up 73 percent and women 27 percent. So the obvious target there is to increase the women’s percentage.
Total rounds played exploded by 27 percent from May 2020 to May 2021. All the talk in recent years of some city councils wanting to close public council owned courses and convert the spaces into housing or other recreational areas needs to be kicked into touch. Full stop.
In fact, this is the first time in 50 years that any club in Auckland or Wellington has closed it’s membership and even now have a joining fee. At Remuera in Auckland the course is so busy they close the course for play on Friday afternoons so the greenkeepers can do necessary work without interruption, the meeting heard.
Other facts and trends that have emerged are that a large percentage of the new members are in the 25 to 45-year-old bracket and the vast majority do not want to play Saturday club days and competitions.
Clearly golf is garnering an increased member group that just want to enjoy relaxing social golf. Many of them also want to play with carts. Clubs need to embrace these trends or they will miss out on the benefits. The misconception, the meeting was told, that golf is mainly for oldies is simply old hat.
The success of those clubs which have embraced the she loves golf initiative was discussed at the meeting. Many reported good numbers enjoying regular social non competitive golf at these sessions that run for several weeks during the better weather. Shelley Duncan of the Otago Club said they can have as many as 80 women enjoying a few holes late afternoon, with members along to help out and accompany their groups. After golf they socialise in the clubhouse with drinks and nibbles. A great time is had by all. Many new members are gained from these occasions.
Governance was very much under the microscope with board failures and why. Unfortunately many are too busy with the small stuff instead of the more important big issues. Stephen Gee spelt out the two roles a board has. One is performance and creating value with long term planning. Second is conformance, being accountable and not afraid to look in the mirror.
There was also encouragement for clubs to know who they were, their why, what, how. One club actually utilised it’s available space to allow a toy library to operate at the club two days a week. What a great way to work with and involve the local community. Utilising lounges and other spaces can be an excellent generator of extra income. The bottom line for board members and paid staff is they must work on the business not in the business. Change is inevitable but growth is optional, the meeting was told.
Without good governance the ramifications are many and can snowball. Efficiency will be lacking, it will be difficult to attract funders, transparency and democracy may be absent as well as a plan succession and accountability. Add to that lack of trust and a dubious reputation and the picture is bleak.
Michael Rondel focussed on the financial necessities. He made it clear that clubs need to be aware of the economic clock which never stops ticking. Budgeting and planning must be ongoing with forecasting at least quarterly. Clubs should embrace technology and look for ways to improve their systems.
When seeking funding clubs need to present with expertise to funders and potential sponsors. They need to know what the club stands for, what is it’s brand and what value a sponsor will receive. Before any approach is made the club needs to understand the potential sponsors business and needs.
Finally the obvious rule for success in all of these thoughts is “stay close to your members and sponsors at all times, keeping them informed and feeling appreciated.”
The forum was certainly well received and appreciated and clubs and areas around the country that have not received a visit yet are encouraged to request one.