myself, with one of the first items on the agenda a 5-year master plan to ensure the future prosperity of the club. We owned land which could be sold for residential development, but agreed not to follow the usual prac- tice of the club being paid a large sum. Those windfalls often result in a club spending most of it. The members signed off an annu- ity model where the home owners in the developments would be paying income to Royal in perpetuity. New revenue coming into the club for 99 years, and no financial burden on members. It takes care of our capital expenditure, particularly an extensive fleet of hybrid maintenance machinery. In the past year another source of new money has been three Padel courts. In 2022 the opening of The Old Oak restaurant in the clubhouse. We installed solar panels on a power purchase agreement with the under- cover bays in the parking lot. There are 12 courses within a 12-min- ute drive of Royal, including our own, so in order to attract members and visitors we have to create a unique sell- ing point. We believe in protecting the history and tradition of the club while building for the future. Our main focus is on providing a premium golf experi- ence with two exceptional courses and authentic front of house service. That experience is the key to member satis- faction. We cap annual rounds at 75 000 so members aren’t pressured in obtain- ing tee times. Our membership has risen from 1 400 to 1 720 in the last four years. The leading golf clubs have to con- stantly innovate and deliver beyond expectations. Jeff Clause, CEO at St Francis Links in the Eastern Cape, has given our golf industry great ideas in hospitality in the past 30 years since he came from America to Fancourt. However, these have now become the norm, and there are other levels we can still reach to maintain sustainable luxury. At Royal on cold winter days we provide blankets in every golf cart, hot water bottles for women golfers. And a tot of Old Brown sherry after five holes at our quarter house.
feel we are one club, with no divisions, and needed one iconic symbol. Sim- ply Royal Johannesburg, with no Golf Club attachment since the club is now far more than just premium golf. There was talk of renaming the West Course the Kensington Course, and the club is exploring ways to commemorate the Kensington link. Our next project, beginning in June after I’ve left, is a three-month re- construction of the range. Royal will be the first club in Africa to introduce a Dave Pelz Wedge Collaboration. Pelz is a renowned short game coach, and is working with South African course architect Paul Jansen who has estab- lished Himalayas Golf. Artificial target greens will be built so our members can practice with purpose and develop their short game skills. It will be unique, with as little tech as possible, but will have Trackman and custom fitting solu- tions. Our range is restricted in length, so we’re discouraging the use of drivers. Another project I will leave for my successor is an approved lodge, with 40 bespoke keys, which will be built alongside the 18th hole on the West Course.
The two quarter-houses – at the fifth and 13th tee boxes – were meant to replace the halfway house when we upgraded the East Course in 2017. A grab-and-go which would speed up the pace of play. The concept lasted five months. The members hated this and I listened to their complaints. I hadn’t understood how passionate South African golfers are about sitting down for a meal after nine holes. I backed down and we returned to having half- way in the clubhouse. One of the most momentous de- cisions at Royal was to remove the Kensington name from the title in 2022. Royal had merged with Kensington Golf Club in the late 1990s, and there was no question it was the right thing to rename the club Royal Johannes- burg & Kensington. But 25 years on we 25 years on we feel we are one club, with no divisions, and needed one iconic symbol.
GOLF DIGEST SOUTH AFRICA 9
MARCH/APRIL 2024
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