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HomeMy WebLinkAboutTurf Advisory Report for Cherry Lane Golf CoursetJSCiA. u~a suta aap A~e.ohtba Green SeGb4 Notthwsst ReBlon PO Box ~44,1WIn F911e, ~ 83303 T 208 732-0280 F 208 732-0282 www.~e.or@ August 20, 2002 Ms. JoAnn Butler Spink, Butler. CIaPP 251 East Front Street, Suite 200 Boise, ID 83702 pear AAs. Butler: RECEIVED AUG 2 2 20p2 SPINK BUTLER CLAPP, lLP Pursuant ~ your recent inquiry, please find enclosed iMormation regarding the USGA Gr+~ Section Turf Advisory Service (TAS}. Since 1853, the USDA Green Section agronomists have provided on-sibs cansuitation to thousands of golf courses across the Uriib~l Our recorrunE3ndafuans are intended to help improve playing quality and tur6grass reliability within the sc~ of resources available to the individual golf course. We by no means rate or judge the condition of any course, but rather try ark help improve the maintenance efficiency and playing quality of the tours®. The strength of our service c;orrres from infom~tion gathered from the 920 or so golf courses each agronomist visits per season. This Practical information is supported by current n~search results from leading unnrersity and industry researchers, of which the Green Section furs provided significant funding. The TAS service is available at the following subscription fees. Fees collected from subscribing dubs offset our actual costs by appro~amately 50°x6, with the remaining casts sut~idiz~ieve that the ofoost~ a service will be recovered by the club U~irough we strrcer+~- bet improved effidency and playing quality. Half-day TAS Fed ~y 15 52002 2 $1,4 0 Full day TAS Paid before May 15, 2002 $1,600 paid after May 15, 2002 $1,800 In addition to the Turf Advisory Service, a significant portion of your subscription fee is used to sponsor important turf~ass research projects at many leading Universities. To date, sponsored research projec~s I~ve produced numerous improved turfgrass varieties and identified maintenance practices that protect the ®nvironment in which all golfers live. With your support, the USGA has been able to provide over $20,000,000 for r since 1895 and ~ committed to con9nuing tts support in the face of many new chaYsn~s that confront the turf industry in the new millennium. In closing, the goal of the Turf Advisory Service i$ b share valuable information regarding hrrfgrass maintenance practkes with subsalbing courses. To this end, l look fiorward ~ visiiing at your request and i5eing of senrioe in wirebever way possible. If you would like do schedule a vldt during a particular time of the year, phase trots it on the eaq~ ~p~pn form Or feel free to contact my office in Twin Fatls, Idaho at (208) 732-0?.90 in ~idition to making your Turf Advisory Servbe fine to Golf House in Far Hills, New Jersey- Please shah this information wish dub ofliciak so that they are aware of this service from UStaA. 1 am looking forward to the opportunity ~ work with your golf course and help provide heifer turf for better golf. Sincereht, , a •. Matthew C. Nelson Agronomist, Northnnre~ Region .~ unia~d s calf A~ t3reen Sec~on l~br Region ~~p P.O. f3ox b844, Ty~t FaIIs,1D 83304-b844 T (208f 732 F (2043 732-0282 2002 CLUB INFORMATION FORMA So tl~at yr® may have aa:urale irfformaiion about your dub. please complefie and fax this fionn as soon a6 passible ~ the above Tax number. P~eeee pmt or type. Futl Marne of CIubJ'Cowss Address (oti+eat or box) Post OIN©e (boot ~ S~ ~~ ~P homes Rfiom~ ( ~ _ Clubhouse t Golf Gorse 8 ~ ~t -~ ~ President 1AaMger tira~n CM~mn Pro Name /lseistant Supsrinlbsrrdsnt Aseietarrt SupeRlr~sndvrrt Outer Olhsr Otlrsr Pro Shop Phorre ( } Title Appliaatlon autlrorlavd by: Title: Please pf+on~ids biUNttl trMarmatlon K dNtsrent ffom club address. f~ fs• ^. Address' 8ta~s: Contact ame: Phoare ( y 8e IlNtad des Golf Assoc~fon, Aacaunfing Wparranenl, PO 6wt 7~ Fsr Ids. NJ OTES1-0708 Ttlle Title Pl0-Y BEFORE 617 X02 FOR X00 DIBCOUM': ~+8-~gl vle~{s) at;4,1~ F P141D AF1Eg X116102: ~-~y vlaim(s) at il,aoo Full~sy visl~s) at $1,800 FW dey vleN(s) a# i1,80D United States Golf Association Green Section -Northwest Region P.O. Box 5844 Twin Falls, ID 83303 USGA GREEN SECTION TURF ADVISORY SERVICE REPORT Cherry Lane Golf Course Meridian, Idaho October 21, 2002 Present: Mr. Tom Funkhouser, CGCS Ms. Jennifer Holloway, General Manager Mr. Will Berg, City Clerk, City of Meridian Mr. Creg Steele, Parks & Recreation Commission Advisory Board Ms. Nancy Link, Cherry Lane Golf Course Ms. Sharon Gallivan, Legal Assistant Mr. Matthew Nelson, USGA Cheny Lane Golf Course October 21, 2002 Page 2 INTRODUCTION The following report will summarize topics discussed during the Turf Advisory Service visit of Monday, October 21, 2002, at Cherry Lane Golf Course. The primary topics discussed during the visit concerned the golf course infrastructure. Serious infrastructure deficiencies will limit the ability of Cherry Lane Golf Course to effectively compete within the local golf market. These include an inadequate and failing irrigation system, the lack of a proper golf course maintenance facility, an ineffective cart traffic control system, insufficient golf course maintenance equipment, and poor construction techniques throughout the new nine holes. Correcting these deficiencies will require significant investment on behalf of the Lessee or the Municipality. Terms of the lease agreement should clearly specify which party is responsible for capital improvements and infrastructure items. Many golf operations with similar arrangements have worked out the responsibility of capital improvements in the lease with either party responsible, depending upon the language. The shortcomings that will be outlined in this report will require significant investment to correct; however, increasing the stream of revenue at Cheny Lane Golf Course will likely depend upon it. Several agronomic topics and programs were discussed during the visit, although implementing these programs will likely not generate significant improvements until the irrigation system is addressed. In the arid climate of the Intermountain West, no single item has more bearing on the playability and presentation of a golf course than the irrigation system. The next most important consideration is a centrally located, safe and efficient maintenance facility and the necessary equipment to carry forth modem golf course maintenance practices. Cherry Lane Golf Course has the potential to compete favorably within the Boise golf market with an investment in the most basic golf course maintenance items including irrigation and equipment. IRRIGATION SYSTEM As mentioned above, the irrigation system at Cherry Lane Golf Course is deficient in many ways. Separate irrigation systems exist for the front nine and back nine, but it might be difficult to choose which of the two is worse. The irrigation system installed on the new nine utilizes components better suited for residential use or perhaps, community parks. In the seven years I have spent with the USGA Green Section traveling to golf courses across the United States, I have never encountered the Falcon sprinkler heads used at Cherry Lane at any other golf course. Broken water lines and component failure throughout the irrigation system of the back nine have resulted in poor turfgrass health, poor playing quality and Cherry Lane Golf Course October 21, 2002 Page 3 poor presentation. Among the deficiencies noted in the irrigation systems are the following: Inconsistent and inadequate spacing between sprinkler heads. In many locations, spacing between the sprinkler heads was estimated at greater than 100'. Spacing between sprinkler heads was noted to be highly variable and the corresponding water distribution uniformity was thus highly variable. Modem golf course irrigation designs typically utilize a triangulated spacing of 65' to 75' between sprinkler heads. Inadequate and inconsistent sprinkler head spacing coupled with insufficient operating pressure has resulted in lousy distribution uniformity of irrigation water. The result is less than desirable playing quality and presentation. Improper spacing with the wrong components leads to some of the worst turf in the middle of fainnrays. Control capability of the irrigation system is terrible. In many instances, sprinkler heads at greens, tees and fairways are all operated together. The irrigation requirements between these distinct areas of the golf course are significantly different. Even within one area of the golf course (a green, a fairway, etc.), significant differences in water requirements will exist due to slope aspect, soil conditions, exposure, traffic, thatch, ,_, ~` ~ ~ ,r.~rMF Chevy Lane Golf Course October 21, 2002 Page 4 etc. Most golf course irrigation systems throughout the West strive for individual sprinkler head control or at the least, pair two sprinkler heads together off of one valve. The irrigation system lacks a centralized controller and isolation capacity throughout the property is limited. The pumping and hydraulic capacities of the irrigation systems are inadequate. Reduced pipe sizing throughout the property results in seriously compromised operating pressure and poor water distribution as a result. Inadequate pumping capacity requires significantly extended run times, reduced flexibility within system operation and greater wear and tear on the components. ~f~ ~` Inadequate hydraulic flow, insufficient operating pressure, aging components and variable spacing all affect irrigation quality on the older nine. The system is due for replacement. • Golf course sprinkler head models should have been used for the front nine. The volume (gpm) and range of the heads in the ground is inadequate, even if consistent spacing were achieved. Sprinkler heads throughout the old nine are outdated and increasingly unreliable. A lack of topsoil throughout the new nine accentuates deficiencies in the irrigation system and the resulting playing quality. The industry standard for the useful lifespan of a golf course irrigation system is approximately 25 years, thus the system on the back nine is at the end of its life expectancy. Component failure throughout the back nine reinforces this standard. The best advice for Chevy Lane Golf Course is to retain the services of a qualified golf course irrigation consultant to audit the existing system and develop plans for replacement with a proper, functional irrigation system that will serve the golf course for the next 20 to 25 years. With little doubt, installing a new irrigation system is the single most important recommendation for improving turf quality and playability at the golf course. The golf course will continue to suffer until irrigation is addressed. Please consider the following references when developing a plan for golf course irrigation: Cherry Lane Golf Course October 21, 2002 Page 5 Mr. Carl Thuesen 1925 Grand Avenue, Suite 105 Billings, MT Phone: (406) 252-5545 Mr. Dale Winchester Dale Winchester & Associates, Inc. 2215 East Pinecrest Lane Sandy, UT 89092 Phone: (801) 571-6060 Mr. Bob Bryant Bryant & Gordon P.O. Box 17539 Irvine CA 92623-7539 Phone: (949) 724-8998 MAINTENANCE FACILITY The maintenance facility at Chevy Lane has to be addressed. The existing facility is located approximately one mile from the golf course, across a busy four-lane street. This configuration is obviously unsafe and inefficient. The golf course maintenance facility is truly the center and heartbeat of golf course conditioning. Equipment items need to be properly stored and serviced regularly to safeguard the substantial investment in equipment and achieve the highest quality turf on the course. Employees should be provided a safe and healthy working environment. Running water and plumbing should not even have to be mentioned. Fertilizer and pesticide should be properly stored. A dedicated equipment wash area should be provided to contain rinsate prior to its discharge into the environment. The current maintenance facility is unsafe, contributes to inefficiency and wasted time, and may pose significant liability. Please review the enclosed reprint articles discussing the importance of the golf course maintenance facility and standard requirements for an 18 hole golf course. EQUIPMENT Maintenance equipment at the golf course is definitely lacking, and the resulting turf quality is apparent. Regular equipment replacement promotes efficiency and quality at the golf course. Regular replacement also prevents untimely expenditures and allows the maintenance staff to stay apprised of equipment Cherry Lane Golf Course October 21, 2002 Page 6 innovations. Lightweight fairway mowers would be of great benefit at Cherry Lane Golf Course. Lightweight mowers reduce wear injury and help safeguard turfgrass health, especially where soil conditions are poor. Most golf courses have abandoned mowing fairways with gang units ten to twenty years ago. Dedicated rotary mowers for the roughs would improve cutting quality and turfgrass health. Dependable aeration equipment is a definite must at Cherry Lane Golf Course. Please review the enclosed reprint article to better assess the equipment inventory at Cherry Lane Golf Course vs. the standard requirements at 18 hole golf courses throughout the United States. GREENS Construction - new gn:ens. The 15t 6~' 7~h and 9"' greens were constructed with extreme slope. The estimated grade at Number 1 green is between 7 and 8%. Most modern designs will not exceed 1'/ to 2% at any place that is a potential hole location. Obviously, this extreme slope will compromise playability and pose a real maintenance challenge. The greens at Cherry Lane Golf Course will have to be maintained at very slow speeds to accommodate these extreme slopes, or several of the greens will have to be maintained independently of the others. Neither is a very good alternative. Additionally, the greens at the new nine were not constructed to any specifications recognized by the industry. As such, localized dry spots and turfgrass inconsistencies have been a problem. Looking ahead, it may be necessary- to reconstruct several of the new greens to provide a reasonable putting surface to attract increased revenue. The condition of the putting greens at any golf course is a huge component with respect to the competitive ability within the local market. Should these greens ever be reconstructed, I would strongly advise utilizing the services of a qualified golf course architect to build the greens to an accepted specification. This will not only allow the establishment of a clear construction contract, but also significantly increase the odds of providing a quality product to the clientele. The slope on this gn~en is nearly 8% (estimated), making most of it not suitable for a hole location. Green speeds will have to be kept slow to keep this and other steeply sloped greens playable. This could jeopardize competitiveness. Cherry Lane Gotf Course October 21, 2002 Page 7 Core aerate and increase topdressing frequency to combat thatch. Prolific thatch layers were observed within the upper soil profile of the putting greens. Excess thatch can compromise water management, restrict gas exchange, increase the incidence of disease, decrease tolerance of environmental stress and increase the potential for mechanical injury (scalping). The greens should be core aerated twice annually with 5/8" diameter hollow tines. Remove plugs completely from the surface and backfill aeration holes as thoroughly as possible with sand. Early to mid May, and again around Labor Day is the preferred timing to conduct putting green aeration. Favorable recovery will be obtained at this time of year and agronomic objectives will be met. It also would prove helpful to increase the frequency of light topdressing. At least monthly, lightly topdress the putting greens at a rate of approximately '/ cu. yd of sand per 5,000 sq. ft. of putting surface. Light and frequent topdressing will help dilute thatch density and minimize the potential for physical problems from excess thatch. Regular topdressing also helps maintain a true putting surface for improved ball roll. FAIRWAYS New nine. It appears that somewhat limited topsoil was left for fairway rootrones following construction. Areas of compacted subsoil limit turFgrass growth with reduced nutrient availability and compromised physical properties. Poor irrigation coverage compounds problems for turfgrass management where soil quality is poor. A lack of oxygen in the rootrone is a significant factor limiting turfgrass growth. Over time, aeration will improve soil physical properties and turfgrass vigor. At the least, fairways should be core aerated at least once annually with apiston-driven fairway aerator or Verti-drain. Mid spring or late summer are the preferred times of year to conduct fairway aeration. Additional aeration with the Aerway slicer equipped with shatter tines every four to six weeks throughout the season will also have a positive effect on soil conditions and the related turfgrass quality. This unit was in operation the day of the visit, and can be used with minimal disruption to the surface. An increase in nitrogen fertility may also promote stronger turt in the fairways. I suggest targeting between 3 and 4 lbs. of actual nitrogen per 1,000 sq. ft. annually for the fairways. Push fertility in the early and late fall, and use controlled-release products during the summer months to provide consistent nitrogen availability without surges in growth. Finally, it also would be helpful to overseed fairways annually with perennial ryegrass. This can either be conducted in conjunction with core aeration where Cherry Lane Golf Course October 21, 2002 Page 8 seed is broadcast at a rate of 200 to 300 lbs. per acre, or introduced into the fairways via slice seeding at the same rate. Perennial ryegrass is a bunch-type turfgrass species that typically requires regular overseeding to maintain good density. Number 3 -irrigation canal. The irrigation canal cutting across the Number 3 fairway was recently culverted and covered. The water company is rejecting proposals to plant grass over the covered canal. In my estimation, failing to plant grass over the right of way is a mistake. Kids were observed riding bicycles across this covered canal through the golf course during the visit. This "roadway" invites pedestrians and bicyclists, and this could pose a real safety concern (liability) at the golf course. Without a cover of turtgrass, environmental quality also is at risk. Research partially funded by USGA has demonstrated that turtgrass is an excellent filter of storm water, precipitation and any applied fertilizers. Bare soil is much more prone to runoff and contamination of water resources should any runoff contain nutrients or chemicals. Finally, this large cut across the fairway is compromising the playability of the golf hole and offering poor presentation and definition. Based upon safety, environmental quality and community aesthetics, grassing over the top of the covered canal should be negotiated. Grassing would not restrict the canal company's right of way in any fashion. Not only an eyesore, but this covered canal without grass invites pedestrians and bicyGists across the golf course. Runoff from bare soil signficantly increases the potential for environmental degradation vs. coverage with turf. Number 11 fairway. Eliminating the cart path through the center of the Number 11 fairway with either sod or seed will immediately improve playability and presentation of the golf hole. There appears sufficient area for carts to disburse properly and avoid concentrated traffic and wear injury at this site. TRAFFIC CONTROL A system of cart paths throughout the golf course would be a good long-term investment. Concentrated cart traffic and areas of poor soil quality have resulted in Cherry Lane Golf Course October 21, 2002 Page 9 large areas of warn and damaged turf. At the least, a partial system of cart paths for greens and tees should be slowly added over time. Plan locations carefully for the possibility of a continuous cart path system at a future date. It is generally preferred to wrap cart paths around greens and tees, if possible, to provide the greatest number of access and egress points to and from the path and area of play. As cart paths exit teeing grounds, creating a gently sweeping arc in one direction or another will provide multiple exit points and reduce the potential for severe wear injury developing at the end of the cart path. Similarly, as paths approach putting greens, routing these parallel with the direction of play will offer multiple entrance points and best prevent the development of wear at the end of the path. Please review the enclosed reprint article discussing cart path location, design and construction. CONCLUSION It was a pleasure to visit Cherry Lane Golf Course and discuss maintenance issues and infrastructure needs. Mr. Funkhouser appears to be doing a good job with what limited resources are available. Significantly improving the quality of the golf course will depend entirely upon improving the irrigation system. Replacement is likely the only feasible option. A maintenance facility and decent equipment are the next factors in the formula for improving the golf course and increasing the revenue stream. Obviously, the critical issue will be to determine who can and is willing to fund the much needed capital improvement projects at Cheny Lane Golf Course to foster its sustainability. Please feel free to contact my office at any time to discuss any issue in this report or for additional information regarding municipal golf operations, golf course management and references for lease information. Sincerely, Matthew C. Nelson, Agronomist Green Section, Northwest Region MCN:ws Cherry Lane Golf Course October 21, 2002 Page 10 Distribution: Mr. Tom Funkhouser Ms. Jennifer Holloway Mr. Creg Steele Mr. Will Berg Ms. Joann C. Butler Mr. Elroy Huff Re rints: Bypass St. Peter -O'Brien, March/April '01 Does Your Irrigation System Make the Grade? -Huck, Sep/Oct `00 Common Sense Cart Paths - Oatis, Jan/Feb'94 Checkup for the New Millennium -Nelson Nov '01 Turf Care Centers: The Heartbeat of Golf Conditioning! - Happ, July/Aug '01 Barn or Turf Care Center: Which Do You Have -Connolly, Nov/Dec'92 Gee, I Thought It Ran Forever - Watschke, Jul/Aug '87 Equipment Replacement: Choosing a Path of "Leased" Resistance -Manuel. Mar/Apr'S4 Fairway To The Future -Links, Jul/Aug '97 Best Laid Plans -Snow, Nov'78 So, You Want To Renovate Your Golf Course? - Oatis, Sep/Oct'97 Does Your Irri ation g System Make The Grade ? A guide to help evaluate factors influencing irrigation system performance. by MIKE RUCK MOST GOLFERS QUICKLY recognize poor Irrigation coverage by the obvious -the number and size of both wet and dry areas throughout the course. However, very few understand the many factors that affect an irrigation system's ability to apply water uniformly. First and foremost, proper design and installation are critical. Hydraulics, head spacing, nozzle selection, control capabilities, and climate all must be considered in the design process. If any one area is lacking, performance suf- fers. If one is fortunate enough to al- readyhave agood system in place, then routine maintenance should sustain acceptable performance. Annual adjust- ment of pumps, pressure regulators, leveling of low heads to avoid sur- rounding turf interference with spray patterns, and replacement of worn nozzles or any other damaged compo- nents must be ongoing, Outdated systems present another set of problems with aging hardware resulting in major failures of pumps,, controllers, mainlines, and fittings that can cause large areas of turf loss. To counter such problems, a daily ritual of many superintendents is to spot water, repair leaks, and continually adjust controllers - turning them up to reduce dry spots one day, and down the next to control wet spou. So much time is spent compensating for system inadequacies and inefficiencies that little time is left for other duties and the staff is constantly putting out fires. h is no wonder that irrigation systems are often nicknamed irritation systems! The Report Card Evaluation Understanding and evaluating fac- tors that influence irrigation system performance is the first step towards improving overall performance. To understand the system's weaknesses SEPTEMBER/OCTUBER '~ _____ _.... „r,,,.,„L, t~~~i~~i.cuntx us is recaces to application uniformity. and evaluate where improvement is needed, consider completing an irriga- ti~~n system report card. The report card can help golf course decision makers understand the various factors ~iffecting irrigation system performance and guide them in developing mprove- ment plans. This suggested method 1) identifies a system that will satisfy your needs, 2) considers historical perfor- mance of the existing system, 3) evalu- ates the existing system's condition as compared to a state-of-the-art design, and 4) suggests actions to consider based upon a final grade point average IGPA). Before beginning the process, assem- ble arating team comprised of the golf course superintendent, green commit- tee, general manager, and golf profes- sional. The rating team then will evaluate several specific areas and assign grades from "A," reflecting ex- cellent performance, to "F," indicating failure for each factor listed on the report card, a system we are all familiar with from our school days. In most cases, one grade for perfor- mance of the entire irrigation system will be adequate, but in some cases a hole-by-hole grading may be necessary if: 1) Modifications affecting the irriga- tion system have been made on indi- vidual or various holes. 2) Significant elevation changes occur across the property that affect operating pressures. 3) More than one pumping plant or piping system services different seg- ments of the golf course. A grade average can be determined following each step and appropriate plans to bring the system up to an acceptable grade that will satisfy your overall needs (as identified in step one) can then be developed. Understand that it may not be possible to improve every factor to the highest possible "A" grade, but raising any particular area one or more letter grade can make a difference. Step 1: Determine the Grade of an Irrigation System That Wll Satisfy Your Needs The level of sophistication needed for an irrigation system varies regionally depending upon factors such as: 1) golfer expectations for turf quality and course conditioning, 2) labor and budget resources, and 3) climate. Not every location requires (or can justify) an "A" system that includes all the whistles, buttons, and bells that cur- rentlyare available. Using the following factors, an average grade can be devel- oped that should satisfy your overall needs. Golfer Expectations: Golfers' expec- tations and acceptance of manual watering, wet and dry areas, general turf quality, and playing conditions are summarized as: • A: Must look and play like the latest televised event. Golfers accept hand watering of greens only. • B: Excellent condiuoning, un;t, fast conditions with an occasional wet or dry area. Golfers accept occasions: spot watering on greens, tees, and fair- ways. • C: Good conditions with moderate numbers of wet or dry spots. Golfers accept daily spot watering of fairways, tees, and greens to minimize problen; areas. • D: Fair to poor conditions. with numerous wet and dry areas develop- ing when relying on sprinklers alone, Many hose-end sprinklers run during the day to maintain acceptable con- ditions. • F: Very poor; large wet and dr<~ areas that require manual irrigation of large areas daily. Uniform soil moisture and turf color are only possible with rain. Labor and Budget: To offset system inefficiencies, use of manual irrigation with hoses and portable sprinklers is often necessary, and this can require significant labor and budget additions The following criteria can be used to determine the grade of the svste:r. needed to provide acceptable cond:~ lions based upon budget and labor availability: • A: Shoestring; must rely on the irrigation system entirely. Only have time to mow and set up the counr for play. • B: Limited; can hand »ater dry, spots on greens and collar. 1'ot mug time to spot water tees ortain~~ays- • C: Moderate; can put out a fe~~~ roller-base portable sprinkler on tees and fairways and hand water greens and collars as required. • D: Large; can hide all the n~:fi~.^~. cies of the system with hand watenn~ and numerous portable sprir.klrrn • F: Infinite, wr can hand ~{~~rr ~`:; entire property if necessary. Climate: The sophistication of the irrigation system needed is d:rect!~, related to the climate. The length of time between rainfall event; and ~~; amount of natural rainfall, along ~:~i~~ peak daily ET (evapotranspiration ~ re~ placement requirements. mint ~~~ ;,; sidered. Based upon the ioilo~~:n_~ climate descriptions, the grade Of :m gation system needed is: Peak Daily ET Climate/ Replacement Expected in Inches Precipitarrv~; • A: >0.30 Dry desen climate:, with several monu~~ between significant rain (<15" annuall~~i USGA GREEN SECTION KECORD rs tnis system state of the art or in a state of disrepair? Evaluating your system :s the first step in determining where improvements should be made or if the system needs to be upgraded or replaced. • B; 0.20-0.30 Interior plains and valleys with hot, dry . summers. Regular • showers are expected every three to four weeks (15"-25" annually). . • C: 0.15-0.20 Transitional regions with high summer temperatures and rain expected every one to two weeks (25"-35" annually), • D: 0.10-0.15 Coastal climates with considerable fog; and northern temperate regions with moder- ate temperatures, ~ce~Y rainfall (35"- 45" annually). • F: <0.10 Our course is located in a rainforest; we receive rain just about daily (>45" annually). Step 2: Historical Performance After determining the grade of a system that will satisfy your needs, establish an average grade for the overall performance of the irrigation system over the past five years. Ask questions such as: wth the existing irrigation system, has the staff been able to a) keep the turf healthy all of the time, b) keep the course green most of the time, c) keep the course firm and playable most of the time? Has the system been reliable and not cost an excessive amount of money to main- tain? In short, the irrigation system over the past five years has: • A: Met or exceeded expectations at all times. • B: Met expectations most of the time. • C: Met expectations some of the time. • D: Consistently fell below expec- tations. • F: Never met expectations. Step 3: Determine the Quality of the F.sdsting System The intended result of any irrigation system is to apply water uniformly, but it is a mistake to think that only "head- to-head coverage" is needed for uni- formcoverage. Uniform coverage is the end result of several factors combined, including: 1. Reasonable sprinkler spacing dis- tances specified in the original design. 2. Uniformly installed spacing and proper configuration of sprinklers. 3. Spritilder and nozzle performance that produces optimum coverage with- in the system's design Parameters (i.e., sP~rrg distance, layout, and system hydraulics). 4. Fle~dble controls with the abilittyy to manage the amount of water applied based upon varying site requirements (plant and turf species, soil types shade influence, slope, etc.). 5. Reasonable numbers of sprinklers assigned to control stations. 6.. Proper hydraulic design (connect Pipe and pump sizes, operating pres- sures, and flow rates). i 7. Properly installed, reliable hard- warecomponents (controllers, fittings, thrust blocks, pipe pressure rating, etc.). ~ s~rrrarY, an irrigation system works on the "weakest link in the cam" theory. If any one of the above areas is lacking, undesirable results often occur. In the following section, each of the above areas will be graded against current state-of--the-art design standards. Sprinkler Spacing Distances: Phys- icsdictates that throwing water a short hquiresfess energy (p~~) arging water a greater dis- tance. Operating at lower pressures reduces operating costs and minimizes development of fine droplets that, when affected by wind, upset applica- tion patterns. This is why new irmiga- tion systems are designed with closer• spacing and with sprinklers that oper- ate atlower pressures. Also, application uniformity generally is better when using smaller spacings. Assign a grade for the designed spacing of primary PlaY~g areas as follows: • A: S 65 feet • B: 66-75 feet • C: 76-85 feet • D: 86-95 feet • F: Z 96 feet Spacing and Configuration Ilni- formity; Sprinkler spacing should be uniform in distance and configuration (equilateral triangles or squares). Spac- ing reduced in one direction to com- pensate for wind generally is not recommended because wind direction and veloaty are usually different each day. The following criteria can be used to grade sprinkler spacing and uniformity: • A: Equilateral triangles or squares, installed within 5 % of designed spacing. • B: Equilateral triangles or squares, installed within 10% of designed spacing: • C: Uniformly sized non-equilateral triangles or rectangles. • D: Single row, uniformly spaced (fairways). . • F: Varying spacing with no appar- ent plan considered. SPr~~er/Nozzle Performance: If sprinkler and nozzle performance are not. matched to the installed spacing and configuration, then application uniformity will never be achieved. To measure sprinkler distribution perfor- mance, conduct acatch-can test and evaluate the data. The basic procedure is as follows: s~MB~ocroB~ 2000 i ne end result is improved ruater application un jormi K mamtenanca L Bring all sprinklers in the areas to be tested to a level grade.. ~ ..; ' ; , ~; ~ , 2 Inspect nozzles of complement ing heads. Replace mismatched. or unusuallywornnozzlea. •: •~,.:~; :.;~:. 3, Adjust pressure .. valves (PR'V):to ed opm~ures. 4. Ch~that sprinkler rotational speed is within the manufacturez'a spea$c~tions. (Impact heads axe~COn- trolled by properly tensioned: retum- sPnag;:adjusttpent, while stator,'and n~oaz~z.Qle -combinations. control; gear rotors.) `17(i~i~..'.ytY; 5. Place uniformly sized catch-cans five feet apart throughout the test~arga, . . 6.Operate each sprinkler imfluendng the area for• 15 minutes. 7. Measure-and record tlie~depth`of water in each container. . 8. Evaluate~the data. ;;;,.+:.:;~ v Note: Data. can be evaluated'man-. , ually or with computer software to determine distribution uniformity (DU) and/or scheduling •coef~tciw:t, (SC): For additional infonmatiom-re- garding these formulas or avatlc;bre :. software, contact The Center for`.Itri gation' Technology (CIT) at- Fresno • ' State Universitys Fresno; California;: (559)278-2066. Request the refw~ercces listed at~the end of this article or visit.• Where high SC an low.DU:values result, 'operating Pressure; :~7sPri~n7klez' irrigation coverage,-The lack of ~ spendi~tg an inordinate amount spaeiug, nozzle selection, sad/or nozzle wear should be closelvji exam fined as potential problems. Where low SC and high DU values result, yet~wet or .dry spots persist when ~o the system automatically, closer~a~- nation •of =. controller. pprogt~ming, ~o nal pressures,• flow~es, P Pl e: sizing~~ soil compactioa-~Y.and potential water. ~ ch that aged permeabili~ (SA~t and Fes) are' wananted:~ The ~ollowing ~ltens• can be used 'to grade catch,-caa hest reSUltS: ... .. ... f . . •.. . SC DU - -t - `~. `, B: 1.2-1.3 75-85% '~ ~: -, • C: 1.3-1.5 65-75% • : ~ D: X1.5-1.8 55-65.%. '_: , . Automatic Controls: ~P;o,~, ~ ~pro- graaamedcontrolsystemshelp axunage owmuch, when, and where water be applied. They also ~ balance hydraulics;. maintain • ma~dnaua~~~ow ` velodties, and optimize opeigwin- dowtlme frames. The followln,g criteria can be used to grade automatic'controls: . • A .Computerized central controls with .flow-managing softwaxel~ solid- statesatellites, on-site weather station, and hand held radio cont~ls > • ~ . lima compwtsattng for the system's we~zl~nessea • B: Computerized central controls with flovwmanaging software, electro- mechanical .satellites, and access to public weather station data. . • C: Solid-state central control with- out flow managing software. • • D: Electra-mechanical central and satellite controls.. . • P: Satellite control only (no central). S StationAssignments: Re- du the total number of s~ririklers controlled per satellite station increases flexibility. Individually controlled heads throughout .the%tees, fairways, and roughs, along with dual heads at greens (one set of heads directed at the putting surface, with a separate set of heads directed at the green surrounds) to allow more finite management of water have become common with new de- signs. The folio criteria can be used to grade sp~er station assign- ments: • A: Individual sprinkler control throughout greens, tees, fairways, and roughs, with dual heads at green perim- eters. • B• Individual wires to all sprinklers. Individual sprinkler control at greens and tees and dual perimeter heads at greens. Fairways and roughs have not more than three sprinklers per station, with individual woes accessible within control cabinets to allow easy station reassignment. • C: Single head control at greens, . not more than two heads per station on tees, and not more than four heads per station in fairways and roughs. Station assignment wires are permanently spliced underground and require trenching to make changes in station ' assignments. Fairway and rough sta- tion assignments operate parallel to the direction of play....: • D: Two heads perstation on greens, no more than five sprinklers per station on tees, fairways, or roughs. Tee, fair- way, and rough heads operate parallel to direction of playa • F: Any kind of control with more than two sprinklers operating per sta- ' lion on-greens, or farrway sprinklers operating perpendicularly (from tree line to tree line), as opposed to parallel to fairways.' :: System Hydraul3es, Flow Velo and ~~Operational. Windows": To assure optimum operating pressures, efficiency,-and the avoidance of water liammer; 'proper 'hydraulics must be alto the system from the start. H~c design and. pipe sizing is based upon 1) the number of acres to be irrigated, 2) peakwater replacement USGA GREEN SECI'iON RBCORD rs~uirements, and 3) the number of hours available to complete an - ' tion cycled ~ ~ water replace- ment. ' It is common fors prinklers to be ,, a added where deQaenaes in the o ' ~'~ ~ <~, ng~ design are noticed or as golfers e~ec tatlt)tIS lrr CSn ~~~ ; t~ ~ i e '` , ~"}~ hydraulicall overt ding the s-~ r . ';~,a'§~~ extending the op rating window into' hours of da li ht th t i !'' y g a nterfere with Play and maintenance. Overloading` `.;;R; ~: ~.• system~draulics must be avoided, as rt is to `operatin a l ` ~~ ~`:, '''" g n e ectrical circuit with too many appliances. EveA' tually; something gives out! Over.-~;ti`YT loaded electrical systems generate heat ` ~ ih= through resistance and blow fusee Overloaded fnigation systems develop ~ . ;; _~ `i` ." r~ ;:;;r. ?s. , excessive flow v - ~~; '~ elocrttes that create`{`~`=-"; ~~.=. water hammer. Water hammer eventu- ` ' ally >ntigues and ruptures pipe. Excel- . , , slue velodties also cause pressure losses : that contz'1'bute #o poor covera e a d q gp@d hydrrtuli .design with a rs>sijointl; ~ th g n require extending the operational win- e step:towards achtevin an trri at. g 8 dow to maintain proper operating pressures' ~ Therefore, evaluatirr~ the operational - accordingly by the number of major failures occurring each season window is often a fair assessment of potential hydraulic problems a d : • A: Zero to one , n poor performance uz this area warrants con- saltation with i i • B: TWo to four • C: Five to seven an rr gation designer. To evaluate the overall hydraulics of the • D: Eight to ten • F; Eleven o system, ~ the operational window re- quired to complete an auto ti r more Other Rating Aactors: Some sites ma c cycle at peak demand without exceeding may require site-specific rating factors to be considered b th i flow velocities of 5 feet per second is: • A 7 y e rat rr~ team. These could include the followuig; : 5 hours • B: 7-8 hours • Pump output • C: 8-10 hours • D: 10-12`hours • Well output • Lake storage capacity • F:~ 12 hours or more • Varying soil conditions • Soiill com actio !~ SYstem'Reltabtll>lty: No matter how well a system distributes water it must ~ p n • 1>nee influences • Water h i , also be,; reliable.. Chronic failures of lateral or mai ili i c em stry as it relates to permeability r ne p pe, fittings, Pumps, or control systems can be a sign of poor 9~tY products,'incorrect installation Step 4: Implementing Changes• techniq ues, and/or aging components or Seeking Additional Help in need of replacement. Normal wear and tear failures should not become an Changes to improve performance, such as adjustin res issue until a system reaches more than 20 g p sure re valves, lifting and levelin lowh e ~ is years of age: Frequent pipe failures, g sooner, can indicate that pipe g a c ,. .replacing sprinkler nozzles or control systems, can offer reasonable i and tturgs ofimproper pressure rating were used, or pipe was not sized cot- ~ rnprove- ments. Bringing in an irrigation design consultant to`perform a more co l re Y and maximum flow velocities have regularly been exce d d mp ete ~ ~ warranted where serious e e . Addi- tionallY, if epoxy coated steel or PVC ; .: deficiencies are identified,. Finally, if is hnpo~'tant to understand th t i i n failure can be gs are utilized, chronic ~~ earl ~ a rr gatio upgrades- often require large capital. ier the life ~ of the system. Their replacement with expenditures "to offer noticesb~le- im- provement Recomm d i longer-lasting and far more durable ductile iron . en at ons (based upon the grade point average derived components is suggested. System reliability ma b from `the various factors evaluaEed in - y e ranked Step 3 are: ..A aced and configured sprinkler layou- is system worthy of an 'A"grade. Final GPA • A: Excellent system; proper main- tenance should maintain this status for a number of years. • B: Good system; possibly begin- ning to show some age, but proper maintenance should prolong useful life exPectancY, maintain efficiency, and possibly offer improvement. • C: This system needs work,- and improvement may be possible, depend- ing upon the problems. The assistance of an irrigation designer may be helpful. D: Seek the advice of an irrigation designer for improvement. • F: Get a good irrigation designer and get out the checkbook; nothing short of complete system replacement can likely help. References Solomon, K. H. 1988. A New Way co Vew Sprinkler Patterns. Center For Irrigarron Technologylrrigation Notes, August. Pub- lication No. 880802. Zoldoske, D. F, K. H. Solomon, and E. M. Notum. 1994. Uniformity Measurements for. Tlrrfgrass: What's Best? Center For Imlgation Technology Irrigation Notes. November, Publication No. 941102. Wilson, T. P., and Zoldoske, D. F 199.. Evaluating Sprinkler Irrigation Uni(nrmit~ Center for Irrigation Technology /mga rro~r Notes, July. Publication No. 970703 MIKE HUCK is the agronomist is nc~ Southwest Region, where u~a1Pr usr efficiency is of the utmost i-npnrrancr and the arid climate quickly shnr~~c an irrigation system with a /ailing gradr SEPPF.MBER~f)('rnAEH •iXW, BYPASS ST. PETER: How to Have a Heavenl Munici~ al Golf Course! ~ p Taking out the politics can lead to a better public golf facility., ' by PATRICK 1VL O'BRIEN "Municipal golf is one of this country's least appreciated sports traditions. Instead of lavishing praise for the latest and greatest upscale private club, we ought to think more about afford- able access to quality courses near where marry people actually live." - Bradley S. Kiein, Editor, Golfweek~ Superintendent News. UNICIPAL GOLF COURSES have been filling the need for affordable golf in the United States for more than 100 years. Today, 21 million of an estimated 26.5 million golfers in the United States play their golf on public-access courses. The demand for green fees under $40 at municipal courses is staggering. Unfortunately, a crisis exists today at many municipal golf courses. Poor management and local politics have resulted in unacceptable playing con- ditions. Excess golf revenues are being diverted to other recreational activities or into the pockets of management companies. Despite these problems, most mu- nicipal golf courses will continue to offer good. quality at fair prices. This article reviews the most common mss- takes made and examines four case studies of municipal golf courses that have fumed things around. Finally, a list of suggestions is provided to help any municipal course get on -the road to success. The History of Municipal Golf Van Cortlandt Park in the Bronx, N.Y., was built in 1895 and is the oldest municipal .golf course in the United States. Thousands of municipal courses have been built since then, and -they have provided millions of men, women, and children of all backgrounds with a place to learn the game.. Historically, municipal golf courses were operated MARCH/APRIL 2001 Giving credit where credit is due: Bethpage State Park will host the 2002 U.S. Open Championship. by local parks and recreational depart- ments along with other field sport facilities, swimming pools, tennis courts, and area parks. These facilities, including golf courses, were viewed as recreational centers for the local citizens and were supported by tax dollars. As golf increased in popularity in the 1980s and 1990s, revenues at golf courses boomed. Local politicians be- gan to view their courses as a source of revenue to fund other local recreational programs and facilities. At the same time, politicians bowed to public pressure and reduced fees through the establishment of under-priced annual passes for local residents. Municipal golf courses were directed to operate as businesses, but they were not allowed to use their profits for course improve- ments, nor could they set fees that were commensurate with the service they were providing. When this occurred, course conditions frequently began to spiral downward rapidly. When a course hits bottom, the first attempt by local officials at upgrading often is to hire a professional manage- ment company to manage the entire golf course and to minimize the politics. Surveys taken prior to 1995 by the Reason Public Policy Institute indi- cate this trend. The number of pri- vately managed government courses increased 67% from 1987 to 1995, with approximately 25% of all cities employing a management company. However, the latest trend is away from management companies and toward operation of the courses as a municipal enterprise fund. An enter- prise fund is a process of funding the golf course or other municipal service solely through the revenues it generates and without the benefit of taxpayer support. Quasi-independent golf course advisory boards are often established, and they control accounts funded by golf cour•sc revenues. Cities are finding out that they can create more efficient, better-maintained courses with fewer political disputes when using the enter- prise fund model. Here are a few real- life examples of successful municipal golf courses: Municipal Enterprise Fund Case Studies #1 Cottonwood Creek Golf Course (Texas) The Cottonwood Creek Golf Course in Waco, Texas, was built in the middle 1980s by tl~e city and immediately was leased to a management company. Public golfers are becoming more demanding of better golf course conditions at municipal facilities. Over the last few years of the lease, the number of rounds of golf had shrunk from 40,000 to the mid-20s as the reputation of the facility diminished in the community due to poor manage- ment. The city decided to take over the facility again and formed the Cotton- wood Creels Citizens Advisory Board. Each Waco city council person ap- pointed two members to this inde- pendent board. A total of 12 persons serve two-year appointments, with six appointments made each year. The Board is composed of all social and economic classes, and both public and private golfers. The perspectives and input from this diverse group have been invaluable. Board meetings are held monthly, usually over lunch, and generally last 90 minutes. Agenda items are discussed and recommendations made to the staff and city council on all aspects of the golf facility. The Advisory Board took a pro- active role and made a determination to reestablish Cottonwood Creek Golf Course as the premier municipal facility in central Texas. The Advisory Board's goal was to set the standard in central Texas for high quality, affordable golf. A mission statement was adopted that reads, "To provide a high quality and affordable golfing experience for central Texas golfers and a golfing facility that provides enjoyment and challenge for golfers of all skill levels," according to Michael Copp, Advisory Board Chair- man. The Board then identified and prioritized areas of need and developed a five-year strategic plan to accomplish this mission. The areas of concern in USGA GREEN SECTION RECORD order of priority were: (1) reconstruc- tion ofall putting greens, (2) installation of concrete cart paths throughout all 18 holes, (3) renovation of all bunkers, (4) new maintenance equipment acqui- sition, (5) update and improve the irrigation system, (6) tree planting and entrance beautification, and (7) new perimeter fencing in select areas. The putting green renovation and reconstruction was completed within months. Cart paths have been installed on the front nine holes, and the back nine holes are nearing completion. Some trees were removed and in other areas new trees were planted. A beauti- ful new entrance gate and landscaping were put in place. Course maintenance personnel have begun bunker renova- tion,with several of the bunkers already completed. The irrigation system is next in line to be addressed. The General Manager at Cotton- wood Creek Golf Course, a city employee in the Department of Parks and Recreation, is responsible for the budget. All revenues from the golf course are reallocated back into the facility. The city has been providing temporary subsidies due to the major capital expenditures needed to rejuve- natethe course. The annual operational statements are brought to the Advisory Board for recommendations. The City Council ultimately approves the final budget and capital expenditures and generally approves the recommen- dations of the Advisory Board. The changes in conditions have made a dramatic turnaround. In less than two years time, the number of rounds of golf has increased again to over 43,000, with a continuing steady monthly increase trend. #2 Chicopee Woods Golf Course (Georgia) Hall County is a major metropolitan area northeast of Atlanta, Georgia. An 18-hole golf course was built in 1991 on land given to the county by the Johnson & Johnson Company. Over the past 10 years, the golf course has operated with no tax dollars under the jurisdiction of the Chicopee Woods Parks Commission, a subdivision of the State of Georgia. A Green Committee set up by the Parks Commission acts as the governing board that establishes fees, rules, and regulations for the golf course. A charter (Table 1) provides the basic philosophies that the Green Com- mittee carries out. Chicopee Woods is well known in the Atlanta area for its affordable green fees and quality turf conditions, and it attracts over 45,000 rounds of golf annually. The key to the success of this golf facility has been the governing struc- ture under the direction of the Green Committee. All revenue from the golf course, including green fees, cart fees, and driving range fees, is deposited into a reserve account. An income and expense balance sheet for the 2000 golf season is shown in Table 2. Funds from a special reserve account are used for golf carts, landscaping, maintenance equipment, capital improvements, golf course expansion, and golf cart paths. The Budget and Finance Committee, made up of the V ce Chairman and the Treasurer of the Green Committee, prepares the annual budget for sub- mission to the Green Committee with assistance from Dave Feser, golf super- intendent, and Jim Arendt, golf pro- fessional. All financial information is public and given to the city and county officials, and is audited annually. Overall, the Green Committee con- sists of nine members who live in the community and have been appointed by the Parks Commission. Each mem- ber is appointed for athree-year term, and each member may serve a second term. The Chairman serves atwo-year term. The Green Committee also hires the golf course superintendent and golf professional. At the monthly meetings, long-range plans, fees, and other topics are discussed and reviewed by the Green Committee. This "citizen com- mittee" system works at Chicopee Woods and helps to insure quality golf for the public golfer. Chicopee Woods is currently building a third nine holes, designed by course architect Dennis Griffiths. This will be financed by a bank loan and paid for within 13 years from generated revenues. Truly a success! #3 Olde Barnstable Fairgrounds Golf Course (Massachusetts) The Olde Barnstable Fairgrounds Golf Course, built in 1991, has setup an Enterprise Account Fund to operate this popular golf facility in the town MARCH/APRIL 2001 of Barnstable, Massachusetts, on Cape Cod. Olde Barnstable Fairgrounds has a reputation as one of the best munici- pal facilities in the Northeast. The course averages over 63,000 rounds per year and has a modest budget of approximately $550,000 ar~ually. The town oversees the Enterprise Account and an independent Golf Advisory Committee made up of concerned citi- zens of the town meets monthly to dis- cuss potential issues facing the facility. The seven-member Golf Advisory Committee has several sub-committees to deal with tournaments, fee sched- ules, budgetary issues, etc., and makes recommendations regarding long- and short-range planning. The golf course is operated without any tax-generated revenue and spends what it makes. It is fully responsible for all debt service and bonds. -The golf facility charter includes a goal to pro- vide reasonable green fees for the residents of the community. Non-resi- dents are charged higher fees, and approximately 25% of the annual play comes from this income source that generates a significant portion of the annual revenue. With the popularity of golf in this resort town, a certain per- centage of the daily tee times are allocated for non-resident play due to their income value. Every holiday and weekend day in the summer typically is sold out for these tee times, and if any USGA GREEN SECTION RECORD openings come about, they are offered to residents first. The golf course operates out of the Department of Recreation, with the Pro/Manager at the golf facility, Gary Philbrick, PGA professional, reporting to the Recreation Director. Bruce McIntyre, CGCS, is the golf superin- tendent who carries out the capital im- provementsand directs the daily course operations. The Pro/Manager and Golf Course Superintendent develop the annual budget and make recommen- dationsfor how to spend the money in the Enterprise Account through the Recreation Director. After the Recrea- tion Director and Golf Advisory Board review the budget, it is passed on to the Town Manager, who generally approves the proposed budget. The Town Manager will then take the budget to the Town Council for final approval. In 1999, capital improve- ments for cart paths, new equipment, and irrigation improvements totaling over $200,000 were completed, with an approximate $100,000 surplus left in the Enterprise Account. These funds will be spent next year for additional course improvements or debt service. One major decision that really has promoted quality turf conditions with the high play is the fee system. Green fees for residents average between $29 and $36 for 18 holes, while non-resi- dent fees are between $55 and $69. Annual passes and discounts are avail- able for residents of the town for $595, and a "punch ticket" for 10 rounds can be purchased for $225. Junior passes are also available for $195 annually, and this includes college students. Seniors purchase 70% of the annual passes. #4 Monmouth County Golf Courses (New Jersey) The Monmouth County Park System in central New Jersey has seven golf courses, including two facilities (Hominy Hill and Howell Park) in the Golf Digest Top 50 Public Courses. Dave Pease, General Manager of the MCPS Golf Courses, places a premium on course conditions. This manage- ment philosophy provides the best playing conditions possible for the daily-fee patron. Every facility is oper- ated with annual budgets in the range of $700,000 to $800,000. The successes of the management programs are based on the continuous support from all deparhnents and administrations. Most importantly, the Boazd of Recreation Commissioners, an independent com- mission within the Department of Parks, has been a big plus for the famous conditions at these facilities. This board consists of 10 members appointed by the Board of Chosen Freeholders, who are elected county officials. Since the appointment is for a lifetime and without pay, only indi- viduals who have a vested interest in the county are chosen. The appointees come from all types of backgrounds, including blue-collar workers and pro- fessionals. The lifetime appointments help to insure a stable infrastructure. The Board of Recreational Commi- sioners is primarily apolicy-making board rather than a working board. This boazd meets twice monthly and sets the direction not only for the golf facilities, but also the rest of the Mon- mouth County park system. A few of their important responsibilities include approving course policies, operational and capital budgets, contract approval, and long-range plans. The golf course staff drafts all golf course budget issues for the Board of Recreation Commi- sioners, and Mr. Pease serves as a technical advisor for golf course opera- tions. "I keep the wheel greased for golf expenditures," explained Mr Pease, "as all the recreational heads want a piece of the pie." Final decisions re- garding the budget rest with the Board of Recreational Commissioners, but they must operate within the budget set by the Board of Chosen Freeholders. whether the golf course is a municipal or private facility, periodic renovations are important. A new concrete cart path project was financed at Chicopee Woods G.C. by revenues from the reserve account. Funds to operate the golf courses come from the green fees, cart fees, and pro shop sales, and are deposited into the county treasury, but several trust funds also exist that retain a percentage of certain revenues for capital improve- ments. Non-resident green fees are double those of the county residents at each of the seven golf courses, and these fees usually generate 40% of the total revenue, even though non-resi- dents are only 15% to 20% of the total play. Overall, every dollar generated by the seven golf facilities is returned to golf from the county treasury and trust funds. The system works very well in Monmouth County, and over 50,000 rounds are played annually at each facility. The major complaint from the public is that "you can't get a tee time" and not that "there isn't any turf on the tees." Other Tips for Success for Public Golf Courses Municipal golf courses are a big business today, but they still offer the best opportunity to introduce new golfers to the game. The municipal facilities profiled in this article have experienced firsthand the challenges encountered with the operation of golf courses and have shared a few tips to help others stay on the road to success. Administrative • Find public-spirited golfers who play on your course and live in your community to serve on your advisory board. • Appoint citizens with varying play- ing ability. • Consider small business people, accountants, superintendents, attor- neys, and others who may have skills that you could draw upon. • Select as your first chairperson a very strong individual with strong organizational skills. • Appoint positive people to your governing board, not those who just complain. • Write a charter with your purpose clearly stated. • Hire the very best employees you can afford. Remember, excellent em- ployees will pay their way, while poor employees will not be cost effective. • Make the playability of the golf course your top priority when budget- ing any funds, either operational or for capital improvements. Eventually, the golf course reputation and consequent play will be able to pay for a few frills. • Keep "clubhouse" operations to a minimum! Remember, golfers come to play golf. • Remember that you are in a competitive situation with other golf courses and, as government or munici- pal operations, your only conflict might be that you have a community obliga- tion to provide for the young, the old, and the disadvantaged. This does not mean cheap golf for the average player. • Raise your income through an in- crease in fees each year -perhaps a minimum of 3% to 5%, and slightly more if you want to make some capital improvements. • Consider a discount for people from your political jurisdiction. • Stay strictly daily fee. • Do not issue season tickets. • Do not "yo-yo" prices, i.e., not increase fees for three or four years and then make a 20% increase. • Do not spend money for "fancy" when you don't have the basics. • Keep track of financial ratios and differences from year to year. Example: MARCH/APRIL 2001 Make some improvements on the golf course each year. Critically evaluate expenditures to allocate rnoney to the appropriate area. Total income divided by rounds played equals dollars brought in by an average customer. Is this number going up or down from year to year? This can be done with many different sets of numbers and tracked. • Remember to act as much as pos- sible as any for-profit business would. • Price yourself at an optimum, i.e., not so high you can't attract players and not so low that you either leave money on the table or can't give a reasonable quality product. • Be flexible with issues regarding unions, bureaucracy, and difficult clientele. • Hire rangers to police the players and ensure that customers follow the philosophies of the facility. Golf Maintenance • Make golf course maintenance the highest priority. • Keep uniform playing conditions throughout the golf course. • Do not attempt to have the "per- fect"conditions of TV golf, but do have good playing conditions throughout the golf course, in this order: putting greens, tees, bunkers, fairways, and rough. • Malce fertilizer applications some- wherebetween adequate and optimum for turf growth. Too much is a waste, and too little will not give the results desired and therefore is almost a waste, too! • Chemical plant protestant applica- tionsshould be made only if absolutely needed. • Accept some turf damage or weed infestations before initiating control measures. • Consider spot applications of fer- tilizers, ,herbicides and other plant protectants. • Hire an excellent mechanic and make equipment maintenance a very high priority. • Do not plant roses if you don't have good ttarf! • Dream but be practical. • Malce some course improvements each year. • Decide where to spend capital monies by evaluating if this expenditure will tend to increase or decrease opera- tional budgets. This is not always easy, but it is very important if funds are hard to come by. For instance, permanently correcting a bunker that is routinely eroded by washouts will reduce opera- tional costs while a pretty flower bed or fountain will tend to raise operating costs. Those kinds of expenditures may be needed, but consider them carefully! • Remember that golfers come to your course to play golf. Invest as much as possible in the golf course turf conditions. • Don't spend large amounts of money on architectural improvements if they are really not needed. • Consult annually with a USGA agronomist to find out the latest infor- mation about turfgrass management, new products, and trends. • Use the largest turf equipment practical. This helps to keep labor costs down. • Have backups for your most impor- tant pieces of equipment. • Don't compromise on the necessi- ties of fertilization, weed control, aerifi- cation, and divot repair. • Hire atop-notch assistant super- intendent. • Don't let the attitude of "I don't care" develop. Superintendents must be motivated and they, in turn, motivate the crew. • As a superintendent, be seen and communicate with the golfers. There is a need for constant education. • Don't give in to the vocal minority. Develop a good agronomic plan and stick to it. • Mandate the use of non-meta] spikes to reduce wear on the course. • Setup maintenance work schedules to avoid contlict between the workers and golfers during the course of normal daily grooming activities. Conclusion The public has adeep-rooted per- ception that municipal golf is low quality. Times have changed, and many municipalities are providing affordable, accessible, and better-conditioned golf courses for the public golfer. In fact. the 2002 U.S. Open will be played at the Black Course at Bethpage State Park, a state-operated golf course. There is hope for any municipal facility in need of improvements by following the advice and case studies in this article. Municipal golf courses are still the perfect venue to teach new golfers the traditions and proper eti- quette of play in an affordable and safe environment. Today's government officials might not be able to get you to heaven, but there is no reason why they can't provide a heavenly golf course. Acknowledgements: The author would like to thank Dave Feser, Dave Pease, Angelo Palermo, Bruce McIntyre, and Michael Copp for their assistance with this article. PATRICK M. O'BRIEN is Director of the USGA Green Section's Southeast Region. His golf career started at the North Park Municipal Golf Course, owned by Allegany County, Pennsylvania, near Pittsburgh. USGA GREEN SECTION RECORD Chicopee Woods Golf Course (Georgia) operates under the jurisdiction of the Chicopee Woods Parks Commission. A Green Committee, established by the Parks Commission, conducts monthly meetings to establish fees and rules, review current activities on the gol/ course, and discuss long-range plans. S~o You Want To r ~ Renovate Yo ~ ur Golf C nurse . .- There are hundreds of ways for course renovation programs to go awry. Here are a few tips to make your project a success. by DAVID A. OATIS OST golf course superinten- dents eventually face course improvement projects of one type or another at some point in their careers. The proposal might be to re- build agreen or a tee or a bunker, or perhaps to add or expand a water feature. Regardless of the project, it is important to first examine the course in its entirety and to identify its strengths and weaknesses before proceeding. Course improvement projects tend' to have a domino effect, and a project that improves one area of the course can easily cause problems in other areas. Projects often require considerable expense to complete and they can have a major impact on how the course looks and plays, and on the mainte- nancebudget aswell. Course improve- ment projects should be undertaken only after careful thought and much planning. Unfortunately, .many reno- vation projects turn out poorly due to insufficient planning and preparation, poor design, or poor execution. The purpose of this article is to identify some of the common mistakes associ- atedwith course improvement projects and to provide concrete suggestions for avoiding them. DEVELOPING TIC PLAN Defining the Objective The first step is to define what you wish to accomplish through a renova- tion or course improvement project. Monuments to individuals or commit- teesshould beavoided like the plague. Frequently, projects that have been observed at other courses are sug- gested, but this amounts to little more than keeping up with the Joneses. Proposals should have a specific goal in order to avoid making change for the sake of making change. The goals may be to improve aesthetics or definition. You may want the course to play harder or easier, or perhaps more fairly or more safely. There may be some con- tusion as to what the course needs, and it is quite possible that your ideas are inappropriate foryourgolf course or financially not feasible. SEPTEMBER/OCfOBER 1997 -- ---- ~ --- -•--//--/^~~ w 6vvw rweV/s LV IG/iVVL{LG! Research Your Course I' is vital to research your own course as thoroughly as possible so that you are in possession of all of the facts when it comes time to decide on plans and projects. In the case of old, classic golf courses, it must be determined whether renovation or restoration is most appropriate. Too often, fine old designs have been ruined through well-inten- tioned but thoughtless renovation. A distinction must be made between good old architecture and bad, and time and research are required to make an informed decision. Much informa- tion can be obtained from golf course architects, but it is also wise to do your own independent research. You might just discover exciting new information regarding the origin of your course! The attic is a great place to start looking for old records, pictures, plans, and documents that could provide clues to the history of the course. It may take weeks to thoroughly examine all of the old files, and you never know what you might find. Aerial photos from the early days of the golf course can pro- videinvaluable evidence. Aerial photos dating back to the '20s and '30s exist for many areas of the United States, so check with county and local munici- palities, planning/engineering depart- ments, libraries, etc., to see if they can be located. Also, be sure to check with the National Archives, Records Administration, Cartographic Branch, 8601 Adelphi Road, College. Park, MD 20720-6001. Many old photographs exist in the USGA Golf House Museum, so be sure to give that a try, too. Other methods of researching your course include interviewing longtime mem- bers and former staff regarding the history of the golf couzse. A soil probe and perhaps even a shovel are some of the most important investigative tools available. Probing and digging in and around greens and bunkers. can provide insight as to what has occurred overtime. Through edging, mechanical raking, and wind and water erosion, bunkers generally tend to get larger. Sand blown and blasted out of bunkers overmany years can completely change bunker mound- ing and even putting green contours. In some cases the changes can be so dramatic that traffic or surface drain- age problems are created and usable cupping area is lost, leading to severe turf problems. Special care should be taken to dis- regard the current mowing patterns, since these can change dramatically over time. In general, putting greens usually shrink in size and become more rounded. If the greens at your course are oval or circular in shape, there is a better than average chance that the mowing patterns have been altered over the years. Examining topography and comparing putting green soil profiles to those from the green surrounds can help determine the original putting green shapes. The amount of usable teeing area often decreases as a result of trees and vegetation encroaching along the line of play, and often this can be corrected more easily through tree and brush removal than reconstruction. Mowing patterns on tees also can change over time, and expansion sometimes can be accomplished easily through adjust- ments in mowing patterns. In the last 10 to 15 years, fairway acreage has intentionally been reduced at many courses to facilitate lightweight. mowing programs. Years ago, fairway acreage commonly ranged from 40 to 50 acres, while today they more typically range from 23 to 28 acres. If the reduction is not done properly, prime landing areas may be lost, and alignment and playability may suffer. Since many older courses were de- signed without fairway irrigation, the increased roll prompted architects to place bunkers further from the center point of the fairways. With the addition of imgation and improved turfgr-ass quality, some of these bunkers may need to be repositioned, and/or fair- ways may require recontouring and alignment. Indeed, most old courses can be improved by adjusting mowing contours. Selection of Architects and Contractors Choosing the right golf course azchi- tectand contractor for your course and project is extremely important, and time and research are required to do it properly. The most important advice is to thoroughly check the references of all potential candidates. Be sure to speak with the golf course superinten- dent, green chairman, and other course officials at courses where the prospec- tive architects and contractors have worked. Obtain a variety of perspec- tives and ask tough, direct questions such as: "Would you hire them again? Were the promises made delivered on? Was the work completed bn time and on budget; if not, who was to blame?" Delays are common and not neces- sarily the fault of the architect or con- tractor, but this is something to check. Be sure to ask how much the archi- tect was on site during the project and whether he/she was accessible when not on site. It is imperative to visit the courses where the candidates have worked so their results can be observed firsthand. In the case of renovation, decide whether the work blends in well with the rest of the course, basing your judgements on the stated desires of the respective course committees. Deter- mine whether the renovated areas require additional labor for mainte- nance. In the case of restoration, com- parethe work to old photographs and maps. Ilyjpi.F.MF.NTATTON The planning process can be very exciting and it is easy to become enamored with grandiose proposals, but this is something to be especially wary of. The infrastructure of the entire facility must be carefully considered before deciding how quickly to imple- mentthe program. Too often the money needed for a new maintenance facility, equipment replacement, or irrigation or drainage systems is used to finance the renovation program, and this can have disastrous and long-term effects on the financial state of the course. In the case ofmulti-year programs, it is usually advisable to begin the imple- mentation phase slowly to aid in golfer acceptance. "Don't bite off more than you can chew" is sound advice. Similarly, choose the easiest and least controversial projects for the initial phase in order to get the clientele excited about the program and to gamer their support. Success breeds success, and a failure in the initial phase can compromise future projects. In cases where the plan is not con- troversial and the need for the work is well understood, the best course of action often is to implement the plan more quickly. Biting the bullet and perfomung the work in one or two phases causes more disruption in the short term, but faz less in the long term. It is best to perform all putting green construction and/or regr3ssing work in the same season so that all of the new turf is at the same stage. Building or regrassing greens piece- meal complicates the maintenance program because different sets of greens are at different stages of devel- opment and require different main- tenance programs. This also causes greater inconsistencies in playability. USGA GREEN SECTION RECORD projects similar to the one you are considering. Furthermore, putting green construc- tion work tends to be more contro- versial in nature and few courses ever complete a putting green reconstruc- tion project on a piecemeal basis. Generally, it is far more economical to do all putting green construction work at the same time. CLASSIC MISTAKES Certain mistakes seem to be repeated consistently and deserve special men- tion. T'he following are some of the most common: Not Knowing What You Have to Start With This problem can be prevented by doing extensive research and getting opinions from a variety of sources. Much can be learned through inter- viewing golf course architects, but it is also worthwhile to discuss the various issues with your Green Section agrono- mist. Seek out and visit other courses designed by the original architect of your own course. Also, be sure to con- sult with other superintendents and course officials who have undertaken flying to I3e Something You Are Not Every spring, Green Section agrono- mists meet course officials who want to plant azaleas and rhododendrons so they can be just like Augusta. Similarly, I have visited several courses whose natural features happened to be natural rock outcroppings, yet the course officials wanted to remove or cover them up. Conversely, some courses in the southwest have actually constructed rocks and waterfalls from fiberglass and concrete! The point is, each course must be allowed to develop its own character. Trying to imitate other courses rarely works well. More often than not, imitators come off looking like cheap imitations. No two courses are alike, nor should they be. Mixing in Too Many Materials and Design Themes 'Tree plantings on links golf courses are simply not appropriate. There are countless bunker designs and styles, but including many varying styles on the same course, and especially on the same hole, would be considered in- appropriate by most knowledgeable golfers. Similarly, the features for each hole and course must be appropriate for that geographic region. Exposed, high-sand faces on a windy site can lead to more sand being blown out of the bunkers, with the ultimate results being playability problems and in- creasedmaintenance costs. Same consistency in design is also suggested. For instance, rectilinear tee shapes should not be mixed with free- form amoeba-like shapes. When reno- vating aportion of the golf course, the work should blend in with the re- maining features and not look out of character. T'akirrg the concept one step further, be sure not to include too many different hndscape materials in the landscape. It is best to choose a few materials and use them throughout the course for the sake of consistency. For instance, choose one type of sign- age, curbing, cart path material, steps, etc., and try to carry it through the entire course. At all costs, avoid in- cluding too many different types, colors, and textures of materials be- cause they distract the golfers and draw unwanted attention. Failure to Plan (Ahead) Just as the title implies, poor or in- adequateplanning is the root cause of SEPI'EMBER/oC1'OBER 1997 ~~,rNy ~vwcruccion -even ine nest contractor Can have a bad day! many renovation snafus, and rushing irito a construction project is a recrpe for disaster. Educating the golfers re- gardin~ the need for the project and the rationale behind the decisions be- ing made is essential. They deserve to be kept informed, ~trd open forums with question-and-answer periods are goad means of accomplishurg this. Research is required to identify the most appropriate grasses and materials for tee or green construction, but this is sometimes overlooked due to time constraints. Superintendents sometimes are forced to rely on old test data from another project at a different course. Also, consider individual motives when evaluating agronomic advice. If the materials and grasses chosen don't work well, it could mean your job! The scope of the work must be clearly stated, and areas of respon- sibility for the staff and outside con• tractors must be established and com- municated in no uncertain terms. Rushing into a construction project without doing your homework can result in disastrous consequences. Lack of Continuity in Leadership Renovation projects and mainte- nance programs often suffer due to rapid turnover of committee members. Alister Mackenzie put it accurately in his book The Spirit of St Andrews when he wrote: "The history of most golf clubs is that a committee is appointed, they make mistakes, and just as they are beginning to learn by these mistakes they resign office and are replaced by others who make still greater mistakes, and so it goes on." Reconstruction of T7ses and Greens for the Wrong Reasons More than one course has rebuilt the same green or tee multiple times, only to experience equally poor per- formance with each new version. The problem often is more related to the grass-growing environment the green or tee occupies than to the method of construction that was actually used. A favorite adage is that "even good construction cannot compensate for a poor grass-growing environment." Thus, rf you are considering recon- struction of a green or tee because of poor turf performance, be certain to carefully identify the correct reasons for the problems before embarking on a reconstruction project. Above all, con- sider the grass-growing environment, and make improvements there before getting out the heavy equipment. Trees and underbrush that block sunlight and air circulation should be removed before considering reconstruction. In especiallyy difficult environments, in- stallingelectric fans forthe existing turf may produce adequate improvement. In some cases, greeng are rebuilt because they won't hold a shot. This goes back to knowing what you have to start with. Some holes, particularly those on older courses, were never designed for the aerial style of play that is now in vogue. If you have a green that won't hold a shot, consider the architecture of the hole. A downhill shot played to an elevated green, or one that falls away, is better suited for a bump-and-run type of shot. Poor Performance of New Greens There are many reasons for poor performance of new greens, but per- haps the most common is unrealistic golfer expectations. New greens require several years to mature and stabilize, and they generally cannot withstand the same amount of traffic and stress as older, established greens. Rushing them into play too quickly and/or expecting too much too soon can result in years of poor performance. New greens almost always play differently from older, mature greens, and they usually require a very different main- tenance program. For these reasons, reconstruction of a few greens on an old course .generally is best left as a last resort. New green designs should be checked carefully to insure that ade- quate cupping area exists along with adequate surface drainage and traffic flow Again, areas of surface drainage should not be located in high-traffic areas. The impact ofthegrass-growing environment on the performance of the putting greens cannot be overstated! Any proposed new green or tee should be located so that it receives adequate sunlight penetration and air circula- tion. orienting greens towards the south as opposed to the north makes a tremendous difference climatically, and generally produces healthier, more vigorous turf. Insufficient Tee Space The following rule of thumb provides a simple and effective means of just how large tees should be: "One hun- dred square feet of usable teeing area is necessary for every 1,000 rounds of golf P~Y~ ~~y for par 4s and par 5s. Double this figure for par 3s. the first and 10th tees, and any other holes from which irons are regularly struck." It should be noted that the The sand not removed from a bunker prior to reconstruction was mixed in with :back two club-lengths, approximately -one club length in the finnt and on the sides of the tee should not becon- sider~i usable for the sake of the formula. Areas blocked by vegetation also fall into the unusdbde category. What the rule of thumb does not indicate is how the teeing ana should be divided between forward, regular, and championship tees. This must be determined for each individual course, based on golfer tendenaes. However, the forward tees generally should be the smallest since they usually receive the least amount of. wear. Championship tees at some courses receive hale P~Y,-~ and it is generally the regular tees that should have the greatest amount of teeing area. The multi le tee. concept is quite PoP~' ~~ can add interest and flexibility to course setup. However, each additional tee increases the per- centage of .unusable teeing area, and this can elevate the cost of maintenance dramatically. It is not uncommon to see four to five or more different tees for a given hole, but if they are small, the percentage of usable area actually maybe quite low Poor Performance of New Bunkers Bunker sand selection is of critical importance, and too often the choice is made based more on color than actual performance. There are no clearly defined specifications for bunker sand because choice is extremely subjective. Bunker sand performance is largely dependent on the shape of the particles and' the size range of the particles included in the sand. The best method of selecting bunker sand is to install several sands side-by-side in a bunker a year or more before the project begins. This type of comparative study gives the ggolfers the opportunity to make the choice. Shortcuts during reconstruction often result in major problems, and this is especially true with bunkers. A favorite trick is to not remove the existing sand but simply to blend it with the surrounding soil and use the mixture to reshape the mounding. This practice generally produces a droughty, inconsistent soil with poor structure that is incapable of supporting healthy turfgrass. Another common problem is failure to provide supplemental irri- gation for the bunkers' banks. The turfgrass surrounding the greens typi- cally is longer and has a higher water requirement than the putting surfaces, yet with conventional irrigation sys- tams, the banks often receive less. Supplemental ungation systems de- signed to water the banks indepen- dently of the greens will cure the problem. Failure to Make Adequate Allowances for ~affic At most courses, traffic ~ one of the .most difficult problems super tendents deal with, and traffic problems are often created by poor design. Daffiic problems are especially common on older courses since most were never designed for the level of playtheycur- ren receive. There are many different ways to deal effectively with traffic, and the follow ing involve a few design considerations; 1. Avoid pia ''ng immovable obstruc- tions in high-traffic areas.'ik+ees, shrubs, mounding, bunkers, etc., funnel traffic when located inhigh-traffic areas, and thiscanresult in unpossr'ble-to- wear problems. It is best toy kee walk-on/walk-off areas around greens and tees as wide and as free of obstru~ tions as possible. 2. The same comments can be made for the entrances and exits' of cart paths. Creating as many points as os- sibleforcarts to enter and exit paths is critical for spreading wear. . 3. Make sure that adequate surface drainage exists in all new green d , and that the main areas of su~ce drainage are not also the highest traffic areas. Remember, it doesn't matter how innovative or unique a design feature is; it won'f play well if the turf~rass can't be maintained successfully. CONCLUSION In this age of heightened environ- mental awareness, we must be espe- cially careful not to build environ- mental liabilities into our courses. For instance, drain lines must be routed carefully so that pesticides and nutrient leachate and runoff is not emptied directly into a body of water. Buffer strips are effective filters of surface water runoff and should be planted around water bodies wherever possrble to help stabilize banks and preserve water quality. More often than not, taking a critical, common-sense approach to golf course renovation will help you achieve satis- factory results. The process can be as simple as evaluating the strengths and weaknesses of the course and assessing whether or not proposed changes solve the existing problems or create different ones. Granted, it re- quires some imagination to envision what the proposed changes will actually look like, but taking the plan out into the field and installing a few stakes and painting a few lines to out- line the pproposed work can help pro- vide aclearer image of the proposal. Y, taking care of obvious traffic and grass growing-environment prob- lemswill go alongwaytowards making your project a success. DAVID OATIS is the directorof the USGA Green Section's Northeastern Region, s~~vocroaEx i9~ .....~• ~»••»»Y i•~,.~ avN~.a owswr~g ous o~ ounRers can change topography and even cause surface drainage problems. ~. by JAMES T. SNOW, Agronomist, USGA Green Section 'MAGINE LIVING day to day with little regard for what may happen tomorrow, next year, or five years from now- a bleak existence, probably, with few alternatives to meet emergencies and no provi- sions made for maintaining your lifestyle. Actually, however, we all strive to reach some goat. Can we say the same about golf clubs? It would probably be safe to say that most golf clubs do not have a satisfactory written plan or policy for running of the course and club. Very tew suc- cessful businesses are developed or maintained without a complete long-range plan. Why should a club, with many employees and a significant bud- get, be different? The plan should do much more than deal with capital Improvements, although this aspect is cer- tainly Important. It should Include equipment acquisition and replacement, architectural changes and specific plans for maintaining each area of the golf course. Even though the course may be in perfect shape, a written policy that outlines the successful operations of the program and which provides for future changes Is necessary for con- t(nulty. THE PROBLEMS There are many good reasons for developing a long-range plan. Consider the following problems which could occur unless provisions are made for dealing with them. Setting Standards Perhaps the foremost problem is having members who agree about what kind of golf course they want and can afford. They give the superintendent hardly any direction for building a maintenance and devel- opment program, and yet when things go wrong the complaints roll in. This often results in unneces- sary conflicts between the superintendent and the green committee which may ultimately cause the superintendent to lose interest. On the other hand, the average committee member has very little knowledge of what should be done to the course in terms of maintenance. He doesn't understand why things are done or what happens when problems occur. It is easy to see how frustration and conflict develop during difficult times as the members, by nature, begin to believe that the superintendent NOVEMBER/DECEMBER 1978 rroviang ror an aoequate supply of reliable, of/Iciest equipment should be a ma(or goal at every'Cfuti, but !f " is one that is o/ten lound lacking. doesn't know what he's doing. Along-range pro- gram could help resolve these problems, with the superintendent and committee combining to create a complete and comprehensive maintenance and development plan based on the wishes of the mem- bershlpand the resources they have to offer. This is the first step in planning; it defines goals and sets financial guidelines. Psople Problems Most clubs go through a period when activities are presided over by swell-meaning but aggressive individual in a position of authority for a period and changes the course as a monument to his term. The changes may be new greens, tees, bunkers or plant- ings of trees that leave an indelible mark on the design of the course. Too often these changes don't fit the course theme and character. Design work is best left to a qualified architect, someone trained to protect the Integrity of the original design and to bring out the best of what Is available. Problems of this nature can be avoided with along-range pro- gram whk:h includes changes based on the advice of a golf course architect, with variations possible only upon the approval of the comm(ttee and/or architect. Changes In the Green Committee Many clubs have a policy that limits the green com- mittee chairman to a brief term in office, usually two years. He then leaves the committee. As the new chairman takes office, he usually has little idea of what fa Involved in the total maintenance opera- tion or what should be'"ex'pected 3rom the •~oli course superintendent. By the time he learns it is time to leave office, and the next fellow has to learn It all from scratch. This is difficult for both the superintendent and the green committee chairman. On the other hand, the green committee Chair- man is responsible to the membership and there- fore must be in frequent contact with the superin- tendent on course operations. Since usually he has no training in golf course management, friction may develop between him and the superintendent, who sometimes mistakenly believes the green com- mittee chairman la questioning his knowledge and authority. Here is where along-range plan would benefit everyone. A comprehensive plan would list all course maintenance programs and their purpose. The green committee chairman, or any other mem- ber for that matter, could refer to the plan and Immediately know what Is being done and why. The superintendent would not have to spend so much time explaining and justifying his programs. Change of SuperMbndent The change of a golf course superintendent is some- thing of a traumatic experience at many golf clubs. The selection committee, usually untrained in golf course operations, has nothing on which to base a decision except for Intuition and seeing how each prospective superintendent sells himself. The suc- cessfulapplicant (snot necessarily the most knowl- edgeable and the beat qualified. With a comprehen- sive plan, however, the committee would be better able to determine the most qualified applicant. The committee would have a good idea of what to ex- pect from the new superintendent, and with a com- plete record of past programs available to him, the new man would be In a good position to recom- mend posit(vechanges based on past successes and failures. Serious Turf Problems Despite the excellence of their maintenance pro- grams, even the best golf courses witi suffer losses Qf turf under extreme conditions, us}~ally because of '~ft8 weathe'i'.This problem can be very frustrating for both the superintendent and for the golfers. Members can't understand how such a disaster can happen, and the superintendent is criticized, a sad commentary on the communications channels and public relations efforts at so many clubs today. This could be avoided with along-range plan de- veloped by the superintendent and the green com- mittee.Such aplan, outlining the best steps to take to avoid such Injury (and approved, of course, by the committee), would be of tremendous value if winter Injury were to occur again. PLANNING PROCESS ANALYZE DEFINE WNAT DEVELOP IMPLEMENT NEyy GOALS ~ Y.OU THE ~ THE ~ ENVIRON- HA~ PLAN ,PLAN MENT EVALUATE Figure 1. A schematic outline o1 the eneral Iannln ~ 9 p g process. It provides a systematic approach to problem solving and long-range planning. USGA GREEN, SECTION RECORD These are just a few of the problems golf courses throughout the country face each year that could be resolved with along-range plan. THE PURPOSES OF A LONG-RANGE PLAN (A) To Improve the physical facilities of the golf course in an orderly manner in order to make it more beautiful, functional, interesting and efficient. (B) To promote the interests of the entire mem- bership rather than of a (ew I'n~idir~i ats..ot.special groups within the club. (C) To effect coordination and improve com- munications with regard to course development and maintenance, so as to avoid conflict, duplica- tion and waste. (D) To ensure that short-range actions are con- sidered in the context of long-range goals. (E) To bring professional and technical knowl- edge to bear on the decisions based on the wishes of the members. The professionals may be the superintendent, architect, agronomist or other consultants. WHO IS RESPONSIBLE FOR DEVELOPING A PLANT The responsibility for initiating and developing the plan may fall to the superintendent, green committee chairman, president, manager, golf professional or someone else In authority. Because the superintendent makes his living through the club and has perhaps the most to gain, he should pick up the ball and carry it. It must be stressed, though, that Input into the plan should come from many sources. The plan must represent the wishes of tl)e entire membership. Various clubs have different procedures for formulating the long-range plan. Often the super- intendent and the green committee will work together, with the superintendent providing techni- cal information and forming the basic plan based on desires and goals of the committee. Other clubs have along-range planning committee, .separate from the green committee. This L.R.P. committee may be more practical at clubs with a variety of activities, such as golf, swimming, tennis and plat- form tennis,r~vhere a long-range plan would include all these activities and the green committee would have only limited input. Regardless of the mechanisms your club uses to form Its plan, it will take hard work by many people to develop a comprehensive plan which will serve everyone's best Interests. There must be committee members who are willing to sacrifice some time to provide the critical information on which the auperinten~ent can base his program. The committee should'be willing to invest some money so that the best technical Information and evalNatlon can be provided. The superintendent will 'provide the bulk of this information, but others, such as architects, agronomists, engineers and other experts, should be consulted. No one person can be expert in every area of a long-range plan. Finally, there is no such thing as a complete and final plan; many changes will occur from day to day and year to year. Therefore, there must be a commitment by the superintendent and the green NOVEMBER/DECEMBER 1878 wnar xrna or you course does your membership want? A highly man/cur®d, consistently un!/orm course will cost more than the "natural took." committee to analyze and rovlae the plan on an annual basis, or else It will loss Its value. . TME~/181C8 OF A LONG-RANGE PLAN A well-defined process has developed by which a plan Is designed. It oN®re a system~tlc approach to meeting your long-rangs goals and needs. and It should act as a model for you as a long-range pro- gram Is developed toryour coune.. Figured shows •the planning program broken down Into several basic components. What this says is thbt (1) the goals and Hoods of the member: are defined, (2) the planning process Is carried out, and this results in (9), a new environment, the realization of your goofs. The situation Is then periodically evaluated, and this may lead to the development of new goals and plane. As you can see,' the long-range plan la a continuous system which always provides for necessary changes. Dellne Your Gwls Thin la a critical step in the planning program, for how can a plan be designed without knowing the members' goals and objectives? The superinten- dent may be of some assistance with this step, but here Is where the members should provide the most Input. After all, the club sxtsts for their enjoy- ment, end they are paying the bill. The goals and objectives should be general In nature. For exam- ple, one goal might be "to produce tees•which are adequately large, low cut, level and firm." Objec- tives should not be so specific as "the 7th and 18th tees should be rebuilt because they are too small." This specific. problem will be picked up and re- solved in the "Analysis" and "Design" steps. As suggested in Figure 1, the planning process itself can be broken down Into three general com- ponents: Analyze What You Have This Is atime-consuming, step-by-step analysis of every phase of the operation. Included as general areas of interest are greens, tees, fairways, bun- kers, landscape, equipment, buildings, irrigation, tennis courts, swimming pool, etc. Analyze each area and consider alternative solutions to the prob- lems as you go along. For example, "the area over the Irrigation line on the 12th tee is sunken and maybe corrected by removing the sod, adding top- soil and replacing the sod so that It conforms to the remainder of the tee. Frequent topdressing would also resolve the problem but would take longer to complete." The responsibility for the analysis phase should be shared by the superintendent and the commit- tee, with the superintendent carrying the heavier load. Develop The Plan Based on your analysis of every phase of the golf course or club operation, the long-range plan should be developed. Specific plans for each proj- ect should be completed, along with comprehen- sive cost estimates and time schedules for their completion. An overall timetable for capital Im- ~ -. p'rovements and equipment acquisition must also be worked out, based on the resources of the club and allowing for who will be doing the work. Out- side contrectorsoften will do much of the construc- tion work, though the superintendent and his crew may handle a large portion of this If time and labor allow. Recommendations for regular mairtitenance procedures should be finalized and incorporated Into the plan. If the members have been satisfied with the course to this point, these maintenance procedures will be nothing more than what has been done for years. However, now it will be writ- ten down as part of the long-range plan, to be re- ferred to by the superintendent, committee mem- bers or others as the need arises. Implement The Plan The implementation phase simply involves follow- ing through with the plan as you have designed it. t Regarding capital improvement work, details should be completed according to the time sched- ule, Including the tinalfzatlon of drawings, speci- ficatlons, bids, etc. The decision es to who will do the work is again worth mentbning. Often the superintendent and his crew will be given the re- sponsibility for such capital improvement work as building greens. tees, bunkers, bridges, Installing cart paths, Irrigation systems, etc. Too often they are expected to maintain the golf caunie in top conditbn and work on these projects at the same time, with no increase in the size of the crew. What often happens is .that the appearance and play- abllity of the golf course suffers, and the projects are trot completed on schedule. This situation works out poorly for everyone involved, and so provisions must be made to increase the size of the crew during periods of capitallmprovement work, or also offer the work to contractors outside the club. NOVEMBER/DECEMBER 1978 Some of the points which will be considered as you develop along-range plan are iltustreted below. This example of a long-range plan for greens is necessarily brief and omits many of the details whkh would ordlnariy be Included. How- ever, it should ghrs you the general Idea of some of the points that have been discussed thus far. These goals could differ from club to club. A LONG~iANGE FLAN FOR GREENS Goab , (1) To develop consistently fine greens with a high percentage of bentgrass, good density and me texture. (2) To matntaln uniform surfaces to the de- sired speed (3) loo maintain resilience in the soil so that a well hit golf shot will stay within a reasonable distance from the spot where it lands. 5 water to cope with drought or purchased water shortages. (4) To maintain the character of the architec- tural design In the mowing pattern of the surface outline. Analysis (1) All greysns contain too much Poa annua. (2) Grain is a problem at certain times of the year. (3) There Is no turf nursery for repair work. (4) Greens No. 3, 8, 9, 17 do not provide ade- quate surface drainage. (5) Shade and tree root competition result in weak turf on greens No. 7 and No. 17. (6) There is poor irrigation coverage on green No. 12. (7) Winte- Injury la an annual problem on green No. 17. Recommendations (1) As part of the routine maintenance pro- gram, the greens will be: (a) cut dally with the ap- propriate equipment at 3/16 inch, (b) aerated in the spring and fall to reduce soil compaction, (c) verttcut Ilghty twice monthly, weather permitting, to prevent excessfve• grain, and (d) topdressed monthly with a material meeting USGA specs in order to produce a smooth, firm, resilient surface. (2) Overseed all greens with an appropriate bentgress twice annually, at the time they are aerated, to Increase the percentage Qf permanent grasses. (3) Establish a putting green nursery for the purpose of repairing the greens. It shall be main- tained in the same manner as the other greens. Cost - St ,000. ' (4) Provide adequate surface drainage on greens No. 3, 8, 9 by lifting sod, regrading subsur- face and replacing sod. (5) Rebuild green No. 17 according to USGA specifications. Retain a golf course architect to re- design green. Approximate cost - 513,500. (8) Relocate irrigation heads around No. 12 green to Improve coverage. (7) Root-prune trees around greens every three years. Again, this is only a brief outline of the type of plan you might develop for the greens. In addition, similar-plans would then be designed for other areas of the course and other aspects of the total program. For example, you might have long-range plans for each of the following general topics: Greens Irrigation System Tees Drainage Collars Equipment Fairways Buildings Roughs Cart Paths and Bunkers Traffic Control Trees and Landscape Swimming Pool Practice Areas Tennis Courts THE BEST LAID PLANS .. . Despite the best efforts of the superintendent and committee to bring everything together in a comprehensive plan, things will be left out and the ~ ~~ circumstances surrounding any particular altua- tion may change with time. Therefore, the final and conUnuing phase of the long-range plan la to periodically evaluate the plan and see what it has produced. if things are not as they should be, new goals may need to be defined, new analyses made, and new recommendations Incorporated into the plan. The evaluation phase is crttlcal, end the best plan ever created would be worthless without it. A formal evaluation on an annual basis is a popular schedule, as this allows enough time for some progress to occur yet la frequent enough to keep ' the interest of the superintendent and committee. Many things should be considered In the devel- opment of a long-range plan, and It certainly can- not be dome overnight. It may take months or even years to create a comprehensive plan.. that serves the beat Interssts of the club, its members and Its staff. It glues the members the opportunity to set the standards for the maintenance and develop- ment of their course to best su(t their skills and desires. It gives them a reference point as to what should be done on the course, but It also realisti- cally Ilmit: their expectations according to what they can affoM and what resources they provide for the superintendent and crew. The Important point fs that they understand the situat(on in ad- vance so that disappointments and conflicts can be minimized. `The long-range plan gives the superin- tendent asst of goals which seems real and detl- nite, not an abstract cloud of complaints and com- pliments from several hundred individual mem- bers: It leaves the responsibility of setting, stan- dards and finding resources to the committee of members, where It should be. It eliminates many potential areas of conflict, some of which could find the superintendent's job on the line. The long-range plan offers valuable dividends to everyone at a golf course. It takes a good deal of hard work to create, but what item of value doesn't? It Is something that every club should develop. I REFERENCES Carpenter, J. D., and A. S. Lieberman 1971 Environmental Design: A Citizen's Primer. Cornell University. Kent, T. J., Jr. 1984 The Urban General Plan. Chandler Publishing, San Francisco. Runyon, L. K., August 1978 The Practicality of a Long-Range Plan. The Gol/Superlntendent. pp. 1f3-23. Watson, J. R., March 1871 Tomorrow Is the Day You Should Have Planned Yesterday. USGA Green Section Rec- ord. pp. 12-15. Williams, R. 1977 Long-Range Planning Program For the Main- tenance ofOur Golf Course. Rutgers TurJgrass Proceedings. pp: 21-38. USGA GREEN SECTION RECORD t r . FAIRWAY TO THE FUTURE Course renovation does not always have to be painticl. by BO LINKS ~U SAY you want a revolution? Ever been in a feisty mood, ready to rub your hands together and' stir up some mischief? Not-just a little bit of mischief, mind you, but real trouble, as in Big T, which rhymes with C, which stands for controversy? The recipe is relatively simple, and when properly followed, it can ignite a civil war, pit family against family and, if things really get cooking, probably sever a few long-standing friendships. Here's what you do: Step 1 -Attend your club's annual meeting. Step 2~- Rise to make a motion. Step 3 -Move that the golf course be remodeled. Don't worry about whether the motion passes. The debate alone will do enough damage to satisfy the stern- est shrapnel-tested combat vetenin. Why rs this so? Because club mem- bershold their home course as close to their hearts as one of their children. And just as with a wayward child, the average member will leap at the chance to take a little corrective action if given the right opportunity. The problem is that, oftentimes, club members can- not -and do not -agree on what needs to.-be done. Hence the debate, the controversy, the civil waz. It doesn't have to be that way. A host of good things can flow from a properly conceived and well-executed remodel- ingjob. For openers, how about greens that dn3irr correctly and are playable the day after a heavy rainfall? Or bunkers that have consistent, playable sand? Or approach shots that are properly flamed, inviting players of all abilities to test their skill? Or tees that are level and pointed in the right direction? You can have all of this and more. The only trick is securing membership approval and then getting the job done right. The issues relating to course re- modeling are as many as they are complex. We've all heard the honor stories as well as the grumbling that accompanies them. "They said it would take nine months, but it took two years and our new greens are as br~mpy as an alligator's hide." "Why did you install that bunker?" "Why did you remove that bunker?" "Why did you make such a mess?" "Why did rt cost so much?" Heard enough? Well, relax. These are the easy questions, folks. Although we do hear horror stories and we must often confront hazd inquiries, we don't hear enough about the jobs that go well. You know, those believe-it-or-not tales of construction jobs that come in on budget and ahead of schedule. Yes, it has hap- pened. And it can happen to you if you approach the issue properly and prepare accordingly. At Lake Merced Golf and Country Club in Daly City, California, a com- pleteremodeling job was accomplished without a hitch, with far more accom- plished than even the most rabid backers of the project could have imagined. The actual construction at Lake Merced took approximately 90 days. The financial package was such that every member could afford the assess- ment. And in the end, a good golf course was transformed into a truly extraordinary one. By the time the project was two-thirds finished, even those members who had voted against doing the work had come onboard as enthusiastic supporters. Doing the job Right But all of this begs the most impor- tantissue. How do you get this accom- plished? To begin with (arid to quote those athletic wear ads), get real. Lake Merced was not remodeled on a whim. This wasn't the case of a member or small cadre of players wanting to change the course to suit their own agenda. Quite to the contrary, Lake Merced's remodeling grew out of a serious deterioration of putting green root structure and poor drainage in and around the green complexes. Once the club investigated the problem and decided to correct it, knowledgeable members soon realized that the econo- mies of scale dictated that they take advantage of a unique opportunity to repair other problems that, while not as serious as the condition of the root structure and drainage, had long cried out for amelioration. In short, the club confronted an agronomic crisis and chose to solve it in comprehensive fashion. And they did it within budget. And on time. The formula used at Lake Merced is a textbook example of how to do the job right. In reviewing the history of the remodeling at Lake Merced, we can learn several rules that should guide any golf course confronting similar problems or contemplating similar work. Analysis Instead of Paralysis One point to be made at the outset is that many good to great courses -and many average ones, too - have serous agronomic problems. Not because there is anything inherently wrong with the layout or because there has been any failure of performance by the maintenance crew. The plain and simple fact is that golf courses change over time. Every day there is growth and death; trees dre, roots impede nearby putting greens, limbs fall, fungus spreads, old soil compacts. Let's face it, nothing is forever, and even golf courses need some corrective surgery now and then. So rule one is, always be aware of the agronomic profile of your golf course. There are several ways to do this, but perhaps the most eco- nomical and efficient is to take advan- tage of the USGA's Thrfgrass Advisory Service (commonly known as TAS). Under this program, USGA agrono- mists visit your course and advise you as to the status and needs of the play- ingsurface. In the case of Lake Metoed, it was time and money well spent. At Lake Merced, we first learned of the problems with our putting green root structure while preparing the USGA GREEN SECTION RECORD course for the 1990 U.S. Junior .~ma- teur. "When [he USGr~ cored our greens and showed us the turf samples. it verified what l had been sating for some time," comments Superintendent Lou Tonelli. "We had a •black layer' beneath the surface. None of our mem- bers could see it and many of them thought everything was fine because ++•e were able to limp along and produce good putting surfaces through the use of appropriate fertilizer and an a++•tul lot of overtime labor. But our greens had become drug addicts and the+~ couldn't exist for long if they stayed dependent on chemicals for sureval." What caused the problem? ••Our course was originally constructed in the early 1920s. It was a tremendous track. but tt had to be rebuilt in the mid-'60s.~~ states Tonelli. "The work had to be done because an interstare free++•ar took away the heart and soul of the original Layout. When the greens ++•ere rebuilt back then, they used loam o+•er the drains. It was a formula for disaster and it caught up with us slier SO yeas "The loam compacted and trapped water before it ever got to the drains." continues Tonelli. "We had stagnant water beneath the surface and anybod}• with any brains knows you can't gro++ grass in stagnant water. Our root structure was only about ahalf-inch deep, To compound the problem. ++•e had to battle nematodes. ~~~ith a shal- low root structure. it was only a maser of time before disease .von the battle and ovenook the grass. Our greens were virtually defenseless. ~~%e had to do something or risk losing them." Once the condition of the greens had been diagnosed and the e+~dence ~+•as collected, the next task was to educate club officials as to the seriousness of the problem. That process cook about two years. Lake Merced's Greens 6: Grounds Committee learned ~+•hat++~as needed and began passing its kno++•1- edge to the full Board of Directors and aher members as well. Within five yeah of the problem tint surfacing, many -but not enough - :lub members were aware of the existence of the troublesome black 3yer and the need to correct the con- litions that caused it. That's when rings got dicey. A proposal was made to remodel ~e golf coupe and cure the problem leetings were held and debate raged: o member could get a drink in our ubhouse bar without confronting the hard questions: Did we really need the work? What would it cost? 1~'ho IL'Ll' AL`GL'ST Imo' erc- Guue food and kept the gol%rs ha ~~~~~ ~~~ s~`~G„ p`ay aurrng construction, ppy during the construction process. ~'. ~~ ~s 'y:t'JY: ..~1.. `~wot~ia~a~o~ ~i~~~~ Hoe `: would It take?.What aced. ~y the;remodcling gave pause°`to ~~ every patrticularly ,to the prq issue ~on the table: - ; ~:: , Do the Homework .~.1 and Present a : T = ~:: ~~~_•: Complete Package .: ;,-a to the Membership ,`~;` 'The Greens & Grounds ~'~ Committee and the Board"n.~ of Directors went back to "'„. work and did some more O~segai homework. "One thing we~~~Y~. realized," comments :~Ar,~aV~erton Goode; who was one of'the'board members actively promoting the re- modeling project, "is that our full membership simply did not understand that this work was not a frill ora whim. It was something we absolutely had to do in order to save our golf course. We had to make the case, and once we did, the issue easily gained the support of the entire membership. The facts really brought us together." One technique Dr. Goode and his small committee utilized was to target literally every member in the the club and arrange for small sessions where people could be taken out on the course, shown turf samples, and allowed to see the problem in practical terms. Members came to learn that with better drainage, the course would be playable after a heary rainstorm, as opposed to having to wait a week or more for soggy greens to dry out. Others could see how proper drainage would eventually, and substantially, reduce maintenance expenses. "We knew the issue was not about us," observed Club President Stan Friedman. "It was about our children and grandchildren. Although we re- stored ahistorical look and feel to our golf course, what we really did was build a fairway to the future so vote, a complete plan ~+as:placed before a membership that was heady t4 receive it. Financing was arTariged so that there were a variety of packages avail- able; if members wanted to pay the assessment at once, they could do so, but they could also defer payment under several monthly payment op- tions. If a member withdrew from the club before completing payment of the assessment (or prior to completion of the work in the case of a member who paid in full at the outset), he could get a pro-rata refund for his unused assess- ment. Iri short, money was ,removed from the debate. The only issue left was whether the work should be done. Playing Through Our superintendent and his crew built a course wifhiri the course so members, particularly'older members, would be able to play an executive course while the reconstruction work was being done. This; arrangement worked beautifully, as no one was pre- vented from enjoying a ,regular weekly game. Indeed, the temporary greens were of such quality that when Super- intendent Lou Tonelli aerated them, ureters.., ~ _ ` several ~tnembes;asked him jokin~y why' he~~hadn't"cut temporaries or the temporaries. It was the ultimate compliment. Economies of Scale As the plan took shape, it originally consisted of remodeling all 18 greens and every bunker on the golf course. Although first consideration was given to dividing the work and doing six holes at a time, the club quickly opted to take the plunge and do everything at once. "We wanted uniform putting greens," stressed Dr. Goode. "Ihe only way to ensure that was to do them all at once." Soon the club realized something else. It was possible to incorporate several additional jobs into the pro- gram at marginal cost. For example, a decision was made to regrade all tee complexes and elevate the majority of them for better visibility. In addition, several improvements were made to the irrigation system, including installation of computer controls for indi~ldual sprinkler heads, and the installation of special sprinkler heads around the greens to ensure proper watering. "lf we had done this work separately." remarked Dr. Goode, "it would have cost us ten times what we ended up 10 USGA GREEN SECTION RECORD i month later. Once our members saw that n•pe of progress, the excitement meter shot upward in a hurry." Of course, the tees and greens were closed to regular play for approxt- mately seven months fol- lowing the construction phase (ten months in all'i When the club reopened to full play this June, members were happily strolling do~•rt the fairways of a champion- ship track with U.S. Open quality greens. "For many of us." sans Paul Leiber, Lake 'vlerceci~s current President for 199-- 98. "this has beer, like the birth of a child ~~'e re• watching the course comp to life right before our e~~es Getting the Right People to Do the Job Although some mad quc':- don the time and money. spending and we would have had to np up our golf course again to do it. In essence, we got three jobs in one." How long did it take? At Lake Merced, the first cut of dirt was made on August 6, 1996. The last cut was made on November 24, just before Thanksgiving. That's 110 days, but the total requires a bit of analysis. The original goal of new greens and bunkers took only 78 days to complete. The extra time was allotted to the complete regrading of four fairways, the recon- struction of all 18 tee boxes (four sets of tees for each hole), and miscel- laneous work on the irrigation system. The bottom line is that the membership got a new facility in about three-and-a- half months. There was some rain toward the end of the job that resulted in a week of cleanup work. "The job was com- ,~ pletedbefore the rainy season, says Dr. Goode, "and the most compelling apsect of the onset of winter was that our new greens were bone dry the day after getting hit with an awful lot of water." By the time winter had actually come to the Bay Area, the seeded areas were covered with new growth and had roots in place to prevent a washout, and sodded areas were well on their way to knitting together. Because of improved drainage, there was no standing water on any of the greens or in any of the bunkers. "We cored some of our new greens 30 days after seeding," beamed Super- intendent Tonelli, "and we could see a four-inch root structure. That means that in the first month we got roots that ~~ere eight times deeper than our old greens that had been there for 30 years. It was the best validation we could have hoped for." In order to maintain the highest- quality putting surfaces, the club will require players to wear spikeless golf shoes. "The spikeless alternative is the future," says Goode. "Those of us who have tried them know they provide enough traction, and at the same time allow us to have greens without spike marks. By taking this step, we also can open our course at the earliest possible date and know that we're not tearing up the course which took so many talented hands to build." Watching the New Course Come into Being One thing that impressed the entire membership was how fast the grass grew. "Many of us had no idea how quickly the seed germinates," says Club Professional Jay McDaniel. "We seeded our third green in early September and we could have been putting on it a that go tnto a remoae~t^~- project ('`Why didn't ::~e~,. get it right in the firs: place?!"), there is a simple ans~~~er :u the criticism. Quality golf course design and construction take time, require effort, cost money, and after enough years pass, may need upgrading. ~fos: important, when Mother'~ature points out a specific problem. as she-did a; Lake Merced, a club refuses to responc at its peril. When tackling a remodeling job. club would do well to seek out ar. architect and construction team who are in business for the craft. and for the love of doing things tight. Because i f the proper sequence of elements is ire place, if the work is done correcth~ and with a touch of artistry. it has a good chance of creating something magical that has the quality of great music. Indeed, as every true golfer under- stands, when a hole is done right. it has a pulse, abeat, atempo - an o~~era'.: rhythm that makes a pla~'er s ~tea~. dance. At Lake Merced, we not oni~~ hea- and feel the music - we can see it. to~~ Our 18 holes will be making heats dance for generations to come. Living in San Francisco. Caliiom,;c. 6C~ LINKS is a teal lauryer. photograr;,~ •..: •:.: published author. He has ser, ed o^ : ~:: USGA Green Seaton Comm:tte~ t: •:-::' 1991. It-'Ll' Al'GCST'~- i' ..into the golf course to add to the continuity of the course. Gee, I Thought It Ran Forever! ,~ Equipment Purchasing & Inventory: Part I by GARY A. WATSCHKE Agronomist, Northeastern Region, USGA Green Section T H1NK BACK for a moment. For some of you it may seem like years, and for others it may be as close as yesterday. As you think, visualize this: A truckster rattling across the fair- way with its tailgate held in place with baling wire; or was it a chain guard, engine shrouding, or perhaps a headlight held in place on some other piece of machinery? Maybe it is the duct tape used as a battery tie-down, or used to fix the cracks and tears in the mower's seat. Maybe you see the' welding job done~to hold a wheel hub to its axle because there are no more threads left for the trust nut, or is it the numerous times the reel blades have been re-welded to the spiders? Be honest, look around the mainte- nance center and all will probably find at least one example similar to the imagery given above, if for no othcr reason than the fact that the mechanic simply has not reached that part of the day's agenda. Sadly, when it comes to handling the huge monetary resources required to operate the grounds maintenance programs at their clubs, few member- ships realize the financial responsibility they have. Oh sure, they can tell you how many hundreds of thousands of dollars they spend each year and how they generate those revenues. But ask ho~• the club goes about replacing the enormously expensive equipment inven- tory, and they are likely to say, "Gee, 1 thought that stuff lasted forever!" Well, forever is a long time, but in this case not long enough. Turf main- tenanceequipment needs to be replaced, and should be replaced on a regular basis. Assuming that The Camel Golf Club has finally passed over the hump and is through dealing with money- gobblingperipheral projects (remodeling the clubhouse, refurbishing the pool, and adding paddle tennis coups), the superintendent finds, once again, he has a chance to have his golf course equip- ment inventory reviewed. The last time this happened is likel~• to be be~•ond recall. What are his options and hoN Jl'Ll%AIGI'ST 1987 7 can he develop an inventory.ofequipment that is reliable and will allow him to ~ and conditions of .many lease agree- merits 'can be set to specific terms for. ranted repairs and insurance will be the : lessee's responsibility. produce the best golf playingconditions possible? each piece of equipment. They may also be tailored to coincide with the peaks There are different opportunities There are three basic premises from and valleys of club income by setting available when the lease expires. Some lease agreements offer notrade-in value which to work. They are (1) short-term rentals, (2) long-term leases, (3) direct paymenrschedulestomatchtheincome- producing months and allowing non- at the expiration of•the term. resulting purchasing. Awell-inf6rmed decision . payment during the few months when iris!oss.Othersofferaresidualvaluefor the equipment and you have the option on which premise to work from can only be made if a thorough system of record income is negligible. The most obvious advantage is that , of buying it for that price or turning it keeping has been used. A review of these few leases require any cash down back to the lessor. And still other contracts may require you to purchase records can readily show which pieces of equipment are used with tl~e greatest payment. The monthly payments are paid with today's dollars which allows the equipment ata predetermined price, frequency and which are not. Seldom- . ' , • use of the machinery during payment leaving you responsible for selling it. This can lead to' an awkward situation used machines, such as chippers, stump,;. _ and eliminates'cashdlspose! before;use. cutters; and trenchers are obvious candt ?'-This,conserves.worki~pg capi4al and , _ especially'if_ihe :.pre-set residual value ` ' dates to be acquired: through renting.. A . ' • creates a situation when;nonies can be was .ogerstakd' to create lower, more coaveaient~ {ease~ payments Situations search of the records would probably show many other specialized pieces of invested ininterest-bearing accounts, or used to finance other`deeded projects . . that.set residual value at the end of the equipment that arc used only frQtp yyme . ~ .'Then, too, established credit lines will ' ,lease force you to pay that price for the , . optiop to keep or sell the machine This to time through the year: 1'urcha(sing spectahzed but seldom used. piecea~ of : ~' remain open and eabancxd, enabling the . club~to increase its borrowing base . . scxnario may work out well, or it may v equipment can tie-up thousands of dol-.. . -.° Leasing may slso .act : as°, s hedge . not., Ob iously. then are some risks to ' lamming.;' . Lars in inventory. Valuable storage'space '~ : against inflation. Most of the payments: `~ ~ is also consumed, making usually tight: made will be with tomorrow$ dollars ~ Thf third and perhaps most popular maintenance centers more'~crowded ~, . P and in an~ inflations eriod ..those method of adding to or..replacing equip- s ,than need be. The number. of clear-cut future dollars' value would be neflated. merit inventory is that bfdirect purchase. cases where renting is the right and The most compelling reason ~s simply proper thing to do may surprise you. ~j rom a tax perspective, since rental that buying generally results in lower .What about the heart of the equip- , ~ . 1' payments may. be charged directly uveralT costs. But how do most clubs go ' merit invento the rim ry, p ' arfr mowing. as business operadng.expettsew;leasing ~ about making such purchases? Unfortu- machines, utility trucksters, sprayers, may offer anot>!cr advan~agC~ However; nately tlre'majority wait until they have tractors and such? Many golf courses most leases are'establi$~ed ' on the to and this places an unexpected '(and can simply rebuild this cquipment..:~ ., economiclife:ofthemacliiAe''a~~opposed equally unpleasant) strain on the . during the off season and by doing so _ ~~;to the'tax-depreciable hfe.,:.CAnfusing club's cash flow or forces the club into often keep the equipment in service. ~ ' this issue further will be thdTaz Reform .borrowing the needed capital. Either well beyond the good sense of economics. Act of 1986. Leasing ;companies :will Way, a bruised and battered budget is There eventually comes a point at which" ' lose the advantage. of ',investrrlent .tax the precipitated result of poor planning time repairing a machine is no longer credits and will incur' loner depre- when it is announced that „We need a monetarily feasible. The superintendent . elation schedules.- This still does not ~~~ machine ...NOW! and club must evaluate the cost of antici- gated repairs, the cost of replacement diminish most of the arguments for !casing, such as conserving credit, shift- Fast-learning memberships will en- with new equipment, trade-in value, if ing unusable depreciation, and easing j- dure this unnerving situation only any, and the depreciation value of the cash flow requirements. A thorough once, after which they embark on some present equipment. One standard rule of check with an accountant would be in sort of a planned equipment replacement thumb often used is to replace the order, however. program. machine when the total repair cost, The continuation of lease programs One popular way of financing such a including parts and labor, equals 50 protects against obsolescence. This program is to develop a capital equip- percent of the initial purchase price. ensures that new and moreaophisticated merit. purchasing fund. This typically Another says to do so when the cost of equipment will always be at tha club's amounts to allocating a dollar amount all repairs since the purchase date exceeds disposal. Downtime and costly repairs equivalent to 10 percent of the current 30-40 percent of the new purchase price. O can be nearly eliminated while the club Year's operating budget. This practice ne method of acquiring these enjoys the benefit of the latest tech- can work quite effectively when applied more permanent types of equipment is nology used in the creation of superior to those pieces of equipment that may through leasing. Leasing is most playing conditions. ~ cost less than 510,000 to 515 000 How- appealing to municipalities or to those clubs that are profit-oriented organi- Like any piece of tape, leasing too has its sticky side. Whcie there is plenty , . ever, even if a club has an operating budget of 5350,000, !0 percent would zations. Private clubs generally have a of cash available, leasing would be an equal only 535,000. It quickly becomes better cash flow, or at least it can be uneconomical choice. Any club would evident. that it is difficult to replace created through assessments. However, be better off employing its working a,flect of triplexes or a pair of hydraulic leasing could be important to them as well if the budget is ti ht and the t capital to the fullest extent. Leasing ill i five-gangs used to mow fairways. The , g cos of borrowing money is high. w nvariably cost more than purchasing the equipment (the lessor needs to make 10 percent concept is better than nothing, but tt can have serious limitations Leasing offers many advantages, not the least of which is flexibility. The terms a living, too). Just as if the machine was purchased the maintenance unw . Many of the country's more exclusive l b , , ar- c u s and certain government facilities 8 USCA GREEN SECTION RECORD operate on equipment replacement pro- grams, which take into consideration depreciation schedules and anticipated equipment replacement dates. Accoun- tants and equipment distributors can help set up depreciation schedules that are based upon the tax-depreciable life of the equipment and correlate it to the useful life of the machine. The club can then pay itself the monthly depreciation earnings and deposit them in an interest-bearing escrow account, the funds of which are reserved for capital equipment pur- chasing. Then, as a particular piece of equipment comes due for replacement, sufficient funds will be readil~• available. The new machine is purchased, a new depreciation schedule developed, a replacement date is set and the scheduled pa~•ments to the escroH account start all over again. (Above) Cooperorive ejjorts produce positive results. Green Choi-man Tom Crolgheod and Superintendent Altura Moore sho-.•n N•irh recentlt• purchosed tractor. (l.ejr) Moving into the modern N•orid. Club leadership needs to realize that operating a golf course is a business proposition, and with it comes the responsibility of handling the club's financial resources intelligently. Assum- ing swell-conceived equipment replace- ment program, utilizing depreciation schedules and replacement dates can eliminate sharp peaks in the club's operating budget and stave off financiall~• troubling times without sacrificing turf quality or playing conditions. The Waccabuc Country Club, in Waccabuc, NeH• York, where Alton Moore and Tom Craighead are Super- intendentand Green Committee Chair- man, respectively, recentl~• adopted this type of equipment purchasing program. As it is at man~• clubs. AI and his creme did an excellent job of maintaining their equipment. In fact, too good of a jab. since many pieces of equipment had been in daily use since the 1940s. With the mechanic retiring, and many pare no longer available, it became apparent the club had to replace the old with new. An inventory was taken, and a wish list was compiled when it became time to catch up with modern technology. With facts and figures in hand and lots of persuasive conversation, the chair- man and the club agreed to a Tive-year program. During this time the most pressing equipment needs were addressed first, and by the end of five years nearly all of the old equipment will be replaced. Beginning in year six, thou machines purchased during the first year that have a five-year service life will be replaced with funds derived from the depreciation payments made to the escrow account. As AI and Tom wilt admit, this five- yeartransition into modern times repre- sents asizable pied of change to the membership. This was justified by com- paringinitiation fees, member dues and budgeted capital equipment expenses with comparable clubs in the area. All were found to be low. Initiation fees were raised 53,000 and member dues a modest 5300. These increased funds were the source used for the initial pur- chases being made. The plan calls for spending a little more than 550,000 for each of the five years, for a total of more than 5250,000. However, remember that the machines are being depreciated out 100 percent and the club is also making these payments to the escrow account. Even though they are experiencing cer- tain tax advantages, the five-year pro- gram is costing in excess of 5500,000. he good part is that the light is on at the end of the five-year tunnel. At that time, all the equipment will be re- placed, and a sufficient cash reserve in the escrow account will have accumu- lated, so that all future equipment re- placement can be done on time with the comforting knowledge that the money is available. The situation at the Waccabuc Country Club was quite immense, but the solution to the problem is one that could easily be mimicked b~• an~• other club currently without an effecti~~e equipment replacement program. While there are no clear-cut aa~•s to solve the equipment replacement prob- lem, it is good to know we have choices available. The ke~•s are to match the right equipment for the job, prepare a replacement schedule. develop a finan- ciall~• responsible attitude to the prob- lem. and remember, it ducstr7 last fore~•er. Jl'I.YiAI'Gl'S1 1987 4 1-Y l~ll~a~ ~ 1JV* 1~~~~~~~V:c~~~~ .<~~. _~ ~ ' ~;~, M•CO1~'NOLLY'''~. ,~~~~,~ zomst~ Northerstem Region, USGA;Green.Section FIRST golf courses in America n were constructed on farmland. Most had a fanmhouse. outbuildings. or a bam that s"erved to house golf coupe construction equipment. horses. and a fe~~• pieces of mowing equipment. In thz earl~• days. only a few pieces of equipment were needed for golf course maintenance. so hand tools and the fea• mo~~~ers were stored in the place affectionatel~• kno~~•n a~ "thc bam." Barn is still a term used b~• mam• people. as in "Can~you sive me directions to the bam?" or "He is probabl}' out in the bam ~.. Some golf courses were not so privileged even to have a bam. and had to make do with am' structure that was convenient and somewhat weather resistant. Old shed. aircraft hangars. militan• surplus buildings (Quonset huts. or evelt wooden lean-tos were used to store maintenance equipment. The basemrnt of the clubhouse. farmhouse. • ~: , or pro shop ma}.also have been used as the operation center. In fact. substandard main- tenance facilities predominated in golf up through recent years. There are still mam• inadequate maintenance facilities. but the rapidl~• changing golf course industn• is making it increasingl~• difricult to operate from outdated. archaic buildings. Even so. in the midst of this change. ~~~e frequentl~~ find ourseh•es refzrrinc to thz "bam" or "shed" as the place where H•e ~~~ork: These ate terms ~t~cE~tBER UECE>tBER 19v: that no longer belong rn the golf manage-., .: ,not errant ,hots! Sunc! hnukrr is the proper fessional and advanced golfeni found it V menc vernacular. ~ -., - "',~ ~ '~° a tc~, ~ M .. ~, . , more dit~cult to impart backspin on a golf Sherwood :looter ~ongumq~st~pengteq.!~, rr'y"A c•ttp'is for~holding,vour favorite Beyer- ball nestled in deep bluegatss fairway turf, deru arty rccipiegt of the,L=SG~~~err >:: ^' • t ~ .,~ a~ge!''Il~eproper term in golf is !-ule. Prrhaps The cry was to lower thz cutting heights, • ~ ° ~e ~ ~cal>s t~Cat~ing~ t~tall tessed~~ f thle _ following definitions will help clarif}• C;nfortunatel~•, lower cutting hejghts on .Per ~s Shacl-. }Sherwood ` , tIx choice of Tray Curr Cr,trer as the tide of bluegrass fairways caused many problems, could Irve with the termgreen~leepe~ In fait ~ " ,this pcipec ~' ~~ including Poa aErnug, jh~estation, scalping. it has a romantic. ring to it, rcmrniscent of ~ ~-Turf Care -- To watch over, protect, and and significant': 3trcsg~and pest injury ' Old Tom MoRis and his distinguished pro- tend to turf. - fession of `kee • rof the .. - Management practices;changed iii response pe • green.' Bur the term Center-- a place at which.an activity or to the new demands f r ow-cut Y..aPP~Priate Sherw shack: was • oqd tom lex of activities is carried otit, ~ ` " R '~' ' ~~ tur£ . Promptly disposed'of the. letter ~d,all suet '~ • -:.;During' the 1960s• autornauc ; 'Vlsintenance barns became jammed with. lar cor;zs~ionderlce out of rcs t 'for hts ~,: ` - : i!'rtgation .new equipment treeded to" reduce marina! } P~ ~,~ bt~ugh~ rrodemization to golfcoutse maul-' •labor and meet` the ngw demands for prof ~{ - • • ,., :_ - . ~SU~ . ~ ~ _, ~' ° -.- tepance ~ and spurred dl'amaltC~ change; .in: irtiproved turf cordutor~ ~ The ham also Words Ste po~t!erful tools! Psyehiatnsu ~ 'the game of golf. Golf dunng:t~ie"~trst f,of r;bece the workshop *for thG~epair of modvaaonal experts. poachers; and: busi- ~ the??Och Century was played gr'i~is~~ pn -fir tncreasm lv co 1 ' '` Hess prvfessiorials know. the importance of . non=irrig ed round, wi ~' ' " g • ~?P ~~lui~ment: as weU as selectin ~. g n!. ~~~~ of , storage of ::the ever Increasing array of g nghcword, If the word ba~rr for :: ~ greens thaC may have recei~( ~. ~ ~ ~<"Y - exam 1e.4.` - 4d scln,~a'tm accessones,~feral flctdes, and olf p used to describe the place:whete ' ~' gation, A puff of dust after a falrwsjt't~hfe ` ' ' carts, AddidonaY stns e~bt-iildings sprang up Y~ worlt.?~ 'some may refer to Webster's .shot was a common sieht,'.`rhC instaUalion- 'to accommodate new hardware andsupplies. defutition,, "a farrlr building for sheltenng.: _ of "fairway irrigation sysie s'~fdtastically ' A`fevrgoif courses very few, constructed harvasfed crops." Vi/harconfusion there must - changed the way the name w~played' tuiTi-, , nevy.°ctisittitenance butldit~3;: that were spa- de whets you tell, them you art a golf cour~j •~: Ing ~tard soil ~ with thin turfgrass to thick. cio`us and bettercapable of housing equip- superintenderit! The USDA is a real_stickler ; : lus~t'grcen grass and moist soil. f: ' merit. The majoriry farled:4q-keep up, slip- forproperterminology because ofiuimpo~r ;° , Fvery golfer had to adjust to the new pingfunher.incoolisolesccnce. Lance in the interpretation of thc; Rules of ~''~ playing conditions. Some enjoyed the longer. A number of changes have'occuntd over Gol1~ A'tmp is a device for catching mice • ' : green grass, but others ~ particularlc• the pro- the years that ha~•e increased the cost of Clremica! sromge buildi,-gs can cost 5-iO.Opp a/one.' Funur re2u/arions nra~• i-rcrevse char cost. -.~~ - ~. = - ~_ ~ ~~ ~~ --"~_ ~ >• - .. ~ .... .' ~~. ... = CSG.4 GREED SECTIA~ REGARD - ~-fir ' rrtainuenarr~: facilities. I~iiglt-tech equipmen ~ tenagce. The day of reckoning his ved the Halite burning Fgllowigg are a few more . has become a big part of every golf course ~ ~ _ .for ~*.grea~ nutgber: of go~a~ ~ . teaso~ts ~;~., ' wr,`~- ; ~~ inventor: Millions of rrsearch and marlet America. ,~t~d" ithts.; time toy ,, . ~ ,`golf hole was redesigned and the old • ing dollars hAve 'gone toward developing ~ look =fit the` buildings `that '~,`: ` ~ ' main[enance bam W,~s in the way. As a result, "precise mowing equipment and sprayers than ~ ~ . ' :: baclctiotte of the golf cout~e~ ~ , . : a new:'iturf Care Center had ,to be built. "" can meter pesticides, at fractions of an ounce department ~ ~ ~. A ~~ `~, s ~~. ~K r ~. ~ x •'f~ie roof caved[ in on the adyacent golf " per acre. $OtAe ttrrfgrass,equipmrnl COSts aS are 'Se vetal reasot~s.~~~ :~; Tt~&re cart'stotage`factlity, w was the same s e g 'much;as.a Mercedes sedan! In factcthe aver t : pet~}tage of pvo~'Iitrf 1 : ag tenance'>~`~l7iat frightened ~ e value'for ~an 18-hole if course w a8 $~ eq P~: ,. ~ *to undentan how} , ^ ~ ; ~ . the ambership mto but7ding a new 'Iirrf " ~..~sY _ d f,. meat inventory is in excess of 5500,000. gt+ovnb' of golf and '; tha toti~d~~, o~ ,~ ~ Care Center:::: ; ; - " ~ Also, there msy~ be between s2o,00o-and new ~siritenance egrupmet}t ~ : ~. ; • Na~nual disasters such `as flood, Ste, S 100,000-worth "of goods that are stored and r ~ whelped "many pf extsti~~ ~ earthq}ralce.litmcane'torrtedo, etc., often ate': . used on the'golf course each season. ., i ~ ~Anot~er reason isd that ~m~iiy; ~a precursor to a new Turf Care ~ent~ ~• Modern irrigation systems requite a com r ~- chooK to; spend `money on tom', , .• ' , , • k- a The building was reaching•such a state purer terminal that must be stored in a clean r' duiui~:, room, locker rooms, r ' ~ ~; of dilap}elation that the membership feared dust-flee etivitvnmrnt. Government regula ~ swimmuig pools. and other. `~*,` * '" lawsuits tesulnng fiom~ injuryto the em- tions require that employees have areas to eat shower chan and receive e clothes en ~ activ es. Golfer-and other meaibtg~„ because ' thesG~ ,its priorities {; playees,. Oq rare occasions, a. government ven condemn the wait t ati e v~pa a . g , p . ' t ep c y e t~ ~: odic traini~ig doting the season. Mechanics .. the ma~pnty of their. time therti t~ ,qn .the :4 bur~ding • are now required to work on more than 100 , , , golf course.:Few golfers. bringiheir`gu~scs to not foresee a similar scenario If you do pieces of equipment.. some weighing as .. ~ ,the "ba4it" to sliow`ofl` the new.reeFgiinder ``:: happening at your golf corirse,..then you much as, 8A00 pounds with 100 feet of ,orpesticide storage building! It is"riow~er could begin with a professional,evaluation hydraulic hose.- and 40-horsepower diesel ~ , ahe old barn stays "the old barn"i~5t"• : :' of the entire golf course by a company engines. Usually 18-hole golf courses re- `,. ,_ in reality: the reasons for improvement specialising in golf course building arrhi• quire 8.OQ0 to ,12.000 square feet of area are not always spurred by the desire to have Lecture. A list of these companies is avail- under Cover to adequately store equipment an efficien[. modern Turf Carr Center Too able through the tiational Golf Foundation. , and provide the space for proper main- f open. condemnation is the spark that sets The evaluation includes a priority listing of ~c)~ E~iBF.R UF.CE~IBFR iw-: 3 ..._ bl~crrin¢ jnr ~rrrrrcn le¢rslanar hefrnr addressi~r c safcn• deeds is fonlislr a)rd daaQerous. the needs. of all buildings on the propem! Listing the needs of the maintenance facility along with the clubhouse, locker room. swimming pool. and other facilities will better help the membership to visualize the emits project. The merribershi t=rust view, ter?" If you are not prepared, you may lose the fast and most important baNe. An appropriate response might be. "We need a better Turf Care Center to ensure the safety of our employees. provide.,the area to fu1fU the ne ds d 'th th -•~' fessional`guidance: Yourresourcelistshould include: ., • Ten supetintertdents who have;ieacttly ,constructed-new maintcnance,facilities. ~' • An efficiency evaluation company or ` building ~ architect=-the National Golf "~: Foundapori~ can` supply's' list, of clubhouse `` `''architects` and consultants: ' ' , i~,f,.! . . ~ , . ~~ ~ ; • $;te engineer - TherySlte engineer will .handle the permitting necessary.tocottstruct ;~-the buildings:;Some golgcourses choose to do their, ow.n permigiltg~in hOpes:of saving -~ ~ money..This is a difficult task for, the ama- :. teat: and it is recommended that a prnfes- • ;sional be. paid to file: all: of: the. necessary . , permits.:. _..,. : }~_ • Govemtnent and town officials who will ''' be involved with the' project -Meet -with ' 'them, be polite, and make sure they know ;you are interested in doing everything properly and making the project tun, smoothly. ;Ask what you can do to help them and what information they requite. • Professional organizations - National Golf Foundation. Golf Course Superinten- dents ,association of America, liSGA Green Section. Club vlariagers Association. and other organizations that may be able to supply information needed for the project. p ~:,, a associate wi a maintenance, Step 3: Task Force the plan as~:affectirig thr entire club. not just ~ ~ '~f a golf course. and meet. or exc'ee~: future , the maintenance of the golf. courser.This ;Environmental regulations," : n ~;ixgin to' Key people at the golf course may in- conce t is . ve si ficanr it ma ~ elude the club mana et buildin committee, P rY.. gN Y. be the , ;describe the changes in the ggif,cour;e m ~ $ g factor chat leads to success. ~. ~ . • ?dtistry, and present the facts ~. ;. ~ ~ ;' ~ green chaittnan. presiders, t, and,other inter- Putting-the 'construcriop of a Turf Care ~;~tiers are different approaches ;that lead , , ested parties with decision-making power: Cencer;at the top of the priority list can be to"tI~ constivction of a new Turf Care ~erttet .' For municipal and public-fee golf courses, difficult to justify;' even though it` may be ~ ~ The``approach chosen at your.golf, club will ~' the list may include the city manager, select- badly needed. Many projecu are killed, be- `'~ depend on specific citt:umstances.and objet- men. park board, citizen'golf members. and fore they make it to the, drawing board be- av~;:The following is a "suggested prog~rnr ;, 'others. Some municipalities have a planning. cause of poor plantting and preparation on that can be used to help: develop a and organization deparnnent to evaluate the part,olr. the superintendent. Dreaming, at ar}y`golf coupe considering'the p~ ~~ the efficiency of the golf course. The import pl .'attd.lmowing the aced-for arnew a be Turf Cats Ce t ~" j.ti~K tart point is to have a different th groups of buiidtng ale nod eaougb. It still must be sold ~ ,~,~,a~~# '`~ ~° ' ;` ~ ~~', ~~ ,~ i*~3~ people working together to one ert¢. "` co the qlf t of suc,~i~ •'~'" '~ 4 p ., magnidgide ~ egiidou~s ~pieparatiii ~ `..Step 1!; Commitment ~~^~: ~` , `, J', : ~ t y,, ~: You sut}ply ca~ot sgoll into. a gtseni coin x 4~'~ Conitiit to the ho ' two ~ Step 4: The Presentation ~Yw ~ ,.. ~ mittee.meepa$atui'proclaicii,"tneedanew ~,~~~assoc}ated;;with tlus•;proJect.It-,~yr ;: Assumtrtg;:that a professional ashitect/ mantenance shop Fast of all. is is not ~ sev ral ears and an unbelievab ,. tt}tt of consultat}t ahead has "clone tip tvaluaaon, a . Your maintenance: ;sho ~Do not rise sses before the fast Sli~Yel or'ham~e~~ pcofessiotial presentation usi;~g mod4is `and :• '' P stye terms" stub as mine; out; or we. is ' argon.' Give this; , . w can:be; v f. ~. • ,, ,„ ;ptoJgcc ,t~ ,~ n V1SrJ81 :a}d,5 t}O ~t eA [o (hG:.~Om better to`say,'"~lie golf course needs a new ~ ~ you would tt}g the"o ~ ' , o~~~ ~ mtttee itt ch a of a ~~`: t . ~8 Pp~ms the project. ' _ Turf CaiF Centel i I `have ttsearetted;'th w'tnerl~~erslup ~p1a~lc .~iurt~wp . ` ~+iE 4 ` Be prepared . to,;,~usnfy.'~e"° geed -for each ~ .r.~ r ~a w rt vaNv a subJeclt ~ found that : t d~ w~}i,• ~ ey~ earfiy, so;dq n bertgme ' ~f ~ , . area`of: the project: Facts and figures on the conceived'~plaq will addisss the ~eas~Qns~" ~,cr,one. seertu ,sted`uua~ly~ ~, . a necessity of a separate.grt~ditig room: for why the golf course needs a new 'Ifirf Ca~~ :~ottu~tted aattu and`eon~nu~;~v~ ;,example, should be available tf needed. Do Centel ~ ~ ~,~ +` ~, ; ~ ~' , ;: ,r t end pt~ent~iporu: """ ~ k ; not :become bogged ~ in~details unless down Make _sutz,~to' gain. tE~ ;support of tle` ~~ 4V ,,: , ~ .:,¢ ~ ,;` . '~ '~ ~} questioned. The obJective ts~to gain support green cott>rrtttte~ ~~'approptiate:.&oli• couise '~" ~" ~'' ` '^ ~'` ' ~~ ~# ;,r and, funding through the.use: of a profes-' officials,.and~~pproach :;the ;meeting as; a f'~ ~tep 2~ List of Expet~s ~ ~ ~. ~:'+~:'' .` sional;.convincing presentation.- , tears~i'~The':;ftrst'quesaon you will be asked . ~~ Fuld experienced people whom you will Hopefully. after several meetings abudget 1S. ~ltV l'10 WL•,need a new.~R1Tf Carle tars-r+'~ ~~eo.ec 'en ~nFn...,ar..,.. •.....o.~ ....d C...-'~w r.:..~ ...:u L- ---L-~ --~ ------- ~ -..- - : . 1 l.'SC~ (;REED SECTI()~ RECORD R crn,rrca sroroge area keeps topdressing ,noreriols d);- m(d free ojdebris.` ~ -. ~ , R .,- ~:~ ^ ~' (,9bove) The superintendenis o}gice should present a projessiona! appeamnce. Paul Miller, Nashawtuc Counrn• CJub. Concord. Massachuseas. lLefr/ A detailed mode! helps people i•isuali:e the finished product. construction will be granted. The superin- tendent and architect already will have met many times to discuss the presentation and develop specifications for the Turf Care Center. Aber approval. meetings will con- tinue and the drawings and specifications will be further refined. Visiting a mini- mum of ten new Turf Can: Center and thoroughly researching the subject are ver}• important steps, Most golf course super- intendents who have built a ne~~~ facilin• would do something differentl~• if giren another chance. After the plans are developed. a contractor is eho~en and the plans. are further refinrd. Somr cluh~ choo~c to. hire a pr~je~t man- a~zr because the construction of a n~~~ Turf Care Center can cost 5400,000 to 51.5 million. This is a huge responsibiliry•, and the superintendent may not have the time or abilir}• [o supervise a project of this mag- nitude. especially during the golfing season. Man;• communities are very sensitive to building activin• and development within their neighborhoods. and it may be wise to contact local residents to discuss your plans. One golf course project in Wisconsin spent thousands of dollars preparing and plan- ninc. onl~~ to ha~•e the toN•n residents file a petition which stopped the entire project. Im•olving the communin• shoH~s responci- bilit~. good ste~~•ardship. and indicates that the golf coupe is conezmed about the local community. Conclusion Golfers and club members ofren are willing to invest money in the construction of a new Turf Care Center if they are pre- sented with the facts in a professional man- ner. It is time that the Turf Cate Center at every golf course be viewed as the "nen e center." as 1Jc Beard describes it in his book on turfgrass management. Even' day on the golf course beginx and ends at the Turf Care Cenrer. and this place will always be the focal point of golf course mana:emenc. Special rhankc rn G+rc li~~iirk. supcrinu+rdc+rr. an+! Dun Dcvudn•. club u+anuecr. n(thc Gram+•irh Counr+~• Club. Gmemric•h. Cnnncc•ticut. \l)~~E~IaF.R DECE~iBF.R 19v: TURF CARE CENTERS: The Heartbeat of Golf Turf Conditioning! Like a stone thrown into a pond, course maintenance activities originate and ripple out from the maintenance facility. by KEITH HAPP GOLF COURSE maintenance involves many different disci- plines, from agronomy and business management to labor relations and equipment maintenance. While this list is by no means all inclusive, it does serve to illustrate the wide range of planning, scheduling, and instruction that takes place each day in the main- tenance of a golf course. The many facets of daily course preparation have one. thing in common; each strategy, cultural practice or management tech- nique begins at the maintenance facility. With the day's golf schedule and weather patterns in mind, crew assign- ments are posted, equipment is allo- cated, and turf conditioning begins. Quality conditioning does not just happen; it is the end result of sound agronomic principles applied in the field by well-prepared and educated employees. The maintenance facility, also known as the turf care center or maintenance building, is the hub of all golf course maintenance activity and is one of the most important components of course infrastructure. It is much more than just a building or buildings that house the turf maintenance equip- ment. Golfers typically do not see the behind-the-scenes operations at a golf course, and the purpose of this article is to examine the form, function, and importance of an organized and well- planned maintenance facility. Location As they say in real estate, you cannot overstate the importance of "location, location, location!" This is equally im- portant to a golf course turf care center. Unfortunately, many golf course super- intendents inherit their maintenance facilities and must make the best of what is sometimes a very bad location. Maintenance buildings that aze located away from the golf course can pose logistic challenges to the golf course superintendent and maintenance oper- ations. Maximizing the efficiency and effectiveness of course maintenance while minimizing golfer inconvenience and aggravation remains pazamount. However, when the building site is an afterthought, turf care operations suffer. Centrally located buildings may offer easier access to all areas of the course for turf maintenance but may pose obstacles for delivery trucks. If a new facility is to be built, this is one issue that must be considered. Large trucks need to have access to the maintenance compound without interfering with the play of the course. The turf manage- ment plan for the course should influ- ence the location as well as the size of the maintenance area. For example, if outing play is a main source of revenue, then the building should be positioned to facilitate rapid completion of all course preparation activities. Layout of the Facility The maintenance facility layout can influence the efficiency and effective- ness of course maintenance. Awell- planned layout has a positive effect on what can take place within the confines of the operation. While the entrance to the facility does not have to mirror the architecture of the clubhouse or pro- shop area, it should represent the operation's standards and goals. Subtle, low-maintenance landscaping allows the complex to fit into its surroundings while remaining functional. The building should have an ample entrance area, preferably 16' to 20' wide, with the capacity to accommo- date large tractor-trailer deliveries. Limited space restricts delivery options and can increase operating costs. For example, if only smaller trucks can be used to deliver sand or gravel, the cost of acquiring a specified quantity of product may be increased. Issues like this can be avoided with proper plan- ning when the facility is expanded, repositioned, or initially constructed. When lazge trucks can maneuver easily in and out of the facility, economies of scale can be achieved. Allocating generous space for em- ployee parking is important for an efficient and well-organized facility. Course employees should be able to park their vehicles safely where they do not block or interfere with work activities or deliveries and where they won't be competing for space with course patrons or members. The courtyard is an important stag- ing azea for daily operations. Each morning, equipment is prepazed and positioned for its eventual use on the course. Staging the equipment allows crew members to exit the compound in an efficient and orderly fashion. This orderly exit also coincides with equipment maintenance schedules. Regular preventive maintenance sched- ules are prepared according to equip- JULY/AUGUST 2001 gravel, and. mulch are examples of products frequently used during the _season. Providing easy access allows the biris to be serviced without inter- feringwith the golf course maintenance flow The storage bin concept keeps products in close proximity. to daily operations, which also aids inventory control. Product waste can be mini- mized as distribution and allocation of specific materials is monitored. Of particular importance is the fact that the storage bins eliminate the need to stockpile products in parking areas at the clubhouse, pool, or tennis court facilities. 'lYaffic flow through the maintenance complex should also be considered. Establishing directional flow helps re- duce the risk of accidents and disrup- tions. Directional flow also helps estab- lish apattern for equipment service. When a project or task is completed, a standardized process for rehousing the equipment can be put into action. For example, some operations have em- ployed acleaning process that involves both pressurized air and water. The first phase of the cleaning process uses pressurized air to remove grass clip- pings. The dry clippings then can be collected and deposited in a compost- ingsite ordispersed over a selected area of the course. The odor associated with the handling and disposal of clipping debris is greatly reduced when moisture is minimized, and grease seals and wheel or axle bearings are less apt to experience accelerated wear. After cleaning with air, the machine is then exposed to a second cleaning process using high-volume, low-pressure water. The machine is washed to remove the remainder of the debris and clipping residue before it is refueled and re- turned to the storage area. Maintenance facility designers offer the option of installing a washdown pad that collects all rinsate and debris. Dave Alexdrowicz, superintendent at St. Clair C,C. in Pittsburgh, Pa., had considerable input into the design of the turf center at his course. Dave insisted that air lines be installed in the courtyard area to facilitate machinery cleaning. He also installed a washdown pad to collect the remaining debris from mowers and other equipment used on the course. Their containment feature recycles the water used to wash machinery. Particulates are collected and then deposited in the compost pile. Rinse water is filtered, treated, and re- usedwhen the next piece of machinery must be cleaned. The washdown facility ensures that equipment is properly cleaned before it is stored. Life expectancy of the equipment is maximized, and equally important is the fact that dirt, debris, and other trash are not tracked into the maintenance building. Once the equipment is cleaned, it is fueled and positioned for the mechanic to adjust and prepare for the next use. Maintenance Building Features The components of a maintenance building include but are not limited to the following: • Administrative offices for the super- intendent, assistant superintendent, mechanic, irrigation specialist, and horticulturist. • A lunch break room that offers sufficient capacity to accommodate the entire crew • Locker room/restroom facilities for male and female employees. • Parts room for the most frequently used repair items. • Grinding room to properly prepare cutting equipment. • Paint room with proper ventilation. • Fertilizer storage room. • Pesticide storage and containment unit. • Heated work area for mechanic and equipment maintenance activities. • Unheated equipment storage area. • Hand tools storage room area. While the pesticide and fertilizer storage areas are components of the turf care center, they are often designed and positioned as stand-alone struc- tures. Regulatory guidelines govern these storage units. Environmental and worker safety concerns must be high priority issues when the maintenance facility is designed, renovated, updated, or expanded. The building or building complex should be large enough to house all of the equipment necessary to meet agro- nomic and playability demands of the golfers. Undersized buildings only serve to frustrate operational efficiency and can lead to a more frequent need to replace equipment. Expensive equip- ment that has to be stored outside and exposed to the weather will wear much more rapidly. Additionally, an under- sized building makes it much more difficult to stage equipment for daily JULY/AUGUST 2001 The lunchroom serves marry purposes. In addition to functioning as a break room, this area can be used for meetings, providing instructions to the creu.~ and posting work assignments. E~dt W Course Figure 1 An example layout of a golf course turf care center weather Satelilte Compost Storage Employee Parking Entrance Topsoil Road Bunker Sand Topdressing Courtyard Mulch Dnunage Gravel Employee Parking use. For example, it is not uncommon to heaz complaints about having to move equipment in and out just to get at the required machinery, which is blocked in. This bogs down the flow of maintenance procedures and hampers the mechanic when regularly scheduled preventive service is needed. The maintenance building has several things in common with the clubhouse facility. The clubhouse exists to meet the needs of the golfers, while the maintenance building exists to meet the needs of the course. The clubhouse can be a valuable recruiting tool to attract golfers, and the maintenance building should serve a similaz role. Ultimately, course conditioning, which is directly impacted by the maintenance facility, is what keeps the golfers coming back. When a professional atmosphere is per- petuated, the goals of the maintenance program can be attained and in many cases surpassed. The environment in which employees work is a critical part of the work experience, and a profes- sional work environment is a public relations tool for employee recruiting efforts. The environment should pro- mote asense of responsibility and pride in the place of employment, and meeting employee needs signals that their work is appreciated and will be rewazded. Office Space The superintendent's and assistant superintendent's offices should be located away from the equipment stor- age area to insure a quiet workspace. There is anever-increasing need to have an office with a secretary to handle daily business and record keep- ing, and office size should reflect this need. Invoices must be processed and maintenance logs must be kept up to date. Business meetings with suppliers, for example, can be conducted in a setting that minimizes intemtptions. Computers are often used for record keeping and planning procedures. These machines need to be stored in an environment that does not jeopardize life expectancy. Dust and heat do not mix well with computer components. Air conditioning may be looked upon as a luxury by some, but it serves a valuable role with the increased use of computers to operate irrigation sys- tems. Acomputer malfunction could jeopardize turf health and playing performance. It is not uncommon to provide sepa- rate office space for a horticulturist, irrigation technician, and mechanic. The golf course mechanic, in particular, has many duties in addition to the up- keep of equipment. Parts must be in- ventoriedand acomplete maintenance history of each piece of equipment must be kept. This allows repair and main- tenance costs to be tracked, which in turn helps to manage future capital equipment expenditures. Machinery can be replaced before repair costs be- come burdensome. Mechanic's Office and Work Area The mechanic's area varies depend- ing upon the scope of the equipment used to maintain the course. A well- USGA GREEN SECTION RECORD organized repair shop offering sufficient space for work on multiple pieces of equipment enhances the efficiency of the operation. Breakdowns will occur, and often at the worst times. With suf- ficient space, preventive maintenance can be performed and, when necessary, unscheduled repairs can be completed. Equipment of all sizes should be able to fit into the shop area. A hydraulic lift is an excellent investment, and attach- ments can be purchased so that even the smallest of machines can be posi- tioned, lifted, and serviced Locker Room The locker room should offer ade- quate personal storage space for full- time and part-time employees. The design should provide sufficient space to change clothes before work begins and, if desired, clean up after the work- day is complete. Locker rooms often are placed next to or are incorporated into male and female restrooms. The size of the locker rooms can ,vary depending upon the crew size, but there should be locker space for full-time, part-time, and seasonal employees. LunchBreak Room The lunch break room is an essential component of the building design and should be a clean area, away from the equipment storage sector of the build- ing. Employees should be able to prepare warm or cold food. A sink, coffee pot, vending machine, and re- frigerator are needed components. A television and VCR often are found in this area of the maintenance building to facilitate training and instruction of new employees. Videos can be used to provide basic instruction and guidance on new procedures and the operation of new equipment. There are videos available that detail all elements of golf course maintenance, including basic language skills. Diverse crews have diverse needs, and no need is more important than communication. Other educational and planning sessions also can be conducted in this area of the building. It is not uncom- mon to host a Green Committee meet- ing in the lunch break room. After turf care programs are discussed, committee members can tour other areas of the turf care center. Fertilizer Storage Fertilizers and pesticides should be stored separately and housed away from employees and maintenance equipment. This minimizes the chance of spills or waste while inventory con- trol is easily facilitated and safety is maintained. Pesticide Storage Pesticides should be housed in a stand-alone storage unit to minimize environmental impact and help ensure worker safety. Regulatory agencies can provide input on the standards and specifications for these containment buildings. Conclusion What used to be known as the main- tenance barn or maintenance shed is now an active center for learning and teaching. A turf care center evolves into a facility that meets the demands of the course, satisfies the desires of the golfers, and fulfills the needs of the golf course maintenance crew Developing and sustaining a good work environ- ment is critical to the inner workings of the maintenance operation. Employee welfare and safety cannot be over- looked and are issues that are vital to a successful operation. A clean working environment allows the total invest- ment in golf course maintenance to be sustained. The turf care center, as the heart of the operation, protects the operation's primary asset, the golf course. KEITH A HAPP is an agronomist in the Mid-Atlantic Region, visiting courses in the states of Delaware, Pennsylvania, Mary- land, Virginia, and West Ylrginia. Keith has asub-regional office located in Pittsburgh, Pa., bringing him closer to courses in the western portion of the Mid-Atlantic Region. JULY/AUGUSC 2001 w £,vy YVM/JG ,,.~..~~~.~~,.,,~ ~~.,.,«„s ca.vnpus~ra many wmpanenrs, wn:cn ucnmatecy Impacts the e/ficiency and effectiveness of the operation. CHECKUP FOR THE NEW MII,LENNIL7M: woes Your E i meet Fleet 11 Make . ? ~ p the Cut. Meeting player expectations requires the right tools. by MATT NELSON F YOU'RE A GOLF COURSE Iofficial or course owner who has been tnvolved m purchastng golf course maintenance equipment, you might think that the Starship Enterprise is docked at the maintenance facility. The cost of golf course maintenance equipment is high, but when consider- ing present maintenance standards and player expectations at many golf courses, the cost of various equipment items really is not so surprising. Putting greens commonly are mowed at'/e inch or below Tees and fairways are being cut at '~: inch or lower. Bunkers (once known as hazards) are raked with un- believable regularity, topdressing sand is applied every week or two at rates so light that golfers can't notice, special- ized products are applied at rates of a few fluid ounces per acre or less, and cultivation is performed in a manner intended to minimize disruption to play. Has golf course conditioning gone haywire? Regardless, the cost of meet- ing today's player expectations is high and if the course maintenance staff does not have the tools to get 'the job done, players should stop malting un- founded comparisons to other golf courses. There are several essential aspects of remaining competitive in the golf market. Customer service, location, golf course design, and conditioning likely top the list. Service and mainte- nanceare the two that matter every day, and it is the latter that this article addresses. Proper conditioning of the golf course depends upon the skill and expertise of the golf course superinten- dent, awell-funded budget, and the necessary tools to get the job done (3). Given the exacting specifications of present-day playing standards, having the ,fight tools for the task at hand separates the good, the bad, and the ugly (6). Following is a sample equip- ment inventory for an 18-hole golf course, designed to provide high quality playing conditions. This list may iden- tify shortcomings in your equipment inventory that could be a major limiting factor in realizing the desired playing conditions at your golf course. Regional differences and special circumstances will necessitate some variation from this sample. Mowing Equipment Mowing is the most routinely per- formed cultural practice on the golf course. The quality of cut cleazly has a major influence on the playing surface, and it also can significantly affect the health of the turf. A dull mower can increase disease incidence, adversely affect the plant physiologically, and increase water use. Heavy mowing equipment imparts wear injury to the turf and causes soil compaction, both of which are commonly observed prob- lems. Properly selected, dependable mowers are a must for good turf. Greens: Six to eight walk-behind putting green mowers are most com- mon. Ifyou donot wallcmowthe putt- ing greens -strike one. Walk mowing has consistently demonstrated the best playing conditions and the healthiest turf (5). Grooming units should be included to lightly vertical mow when conditions are favorable (16). At least two triplex mowers for greens are necessary for verticutting, weekend, or special occasion mowing, and for mowing following topdressing appli- cations. Three or four triplex mowers are needed for the greens if you cannot walls mow Collars: Two walls-behind mowers for the collars should suffice. A distant second is mowing collars with a triplex mower that also can be used to mow tees and approaches. Fairway mowers should not be used to mow collars. Remember, the heavier the machine. the more the turf is damaged. Tees: Two or three triplex putting green mowers should be part of the inventory for tee mowing. Tee mowers also are commonly used to mow approaches. This strategy prevents heavier fairway units from turning in this critical play area. Some of the best courses go one step further. Tees, col- lars, and approaches at these courses are walk mowed with wider walk- behindmowers, usually up to 26 inches NOVEMBER/DECEMBER 2001 ~as~s~c~y isc~uccvit Cyu~fJmerlG 1S a ]r!llSt. t1aU1rlg the proper equipment al1AwS the necessary practices to 6e completed in a short time and with the least amount of disruption to play. in width. Four to six of these walk mowers would be necessary. Fairways: The advent of lightweight fairway mowers over the past 10 to 15 years truly revolutionized the manage- ment and playabilty of fairways at golf courses across the country. In fact, many golf courses with bentgrass fair- ways mow with triplex. putting green mowers. More realistic, however, is an inventory of three or four fiveplex mowers. Within this class of mower, many different models are available to suit the specific conditions at your golf course -type of turfgrass, topography, soil conditions, etc. Your course has just one or two fairway mowers? Strike two. What happens when one unit breaks down and there is no backup? Can your crew stay ahead of the golfers? Pencil out the cost of these inefficiencies and it will be apparent that the cost of an additional unit can be recovered in a short time. Roughs: Articulating rotary rough mowers with five to nine mower blades have significantly improved the mow- ing quality of turf in the roughs and streamlined maintenance efficiency. Smaller rotary and reel trim mowers allow mowing of areas that formerly could only be cut with walls-behind mowers or string trimmers. Significant scalping has all but disappeared at golf courses with an updated rough mow- ingfleet. Specific requirements depend largely on rough acreage and design, but generally one or two large rotary mowers and three to five trim mowers are needed. Don't forget that at least one machine will have to be set up to mow intermediate rough if this is a feature at the golf course. Advances in mower technology are, in fact, a huge reason that the roughs at many golf courses really aren't that rough any- more (17). Cultivation Equipment Proper cultivation cannot be over- stated. High maintenance standards, traffic, poor construction, bad soil con- ditions, overseeding, renovation, and/ or basic agronomic sense underscore the need for a good cultivation pro- gram. And, since golfers generally abhor most of the practices mentioned in this section, it is extremely helpful to have the proper equipment so that cul- tivation work can be completed in a short amount of time with the least amount of disruption to play as is possible. Aerators: At least two walking putt- ing green aerators are needed. Be sure that the machines have the necessary adapters to be equipped with tines of all sizes. The ability to perform specialized cultivation, including small-diameter solid-tine aeration, can .make a big difference in plant health and overall success of greens. One or two tow-be- hind piston-driven aerators are neces- sary to aerate fairways and tees. No fairway aeration equipment in the fleet? Strike three. Next batter. Unless your course is located in a metropolitan area where contract aeration is avail- able, the lack of fairway aeration equip- mentusually results in the development of agronomic problems and lousy play- ing quality. If rocks in the soil are a big problem, you may need to utilize a drum-type aerator in lieu of cam-driven units. The holes will not be as crisp or as deep, but at least gas exchange and water infiltration will be improved, soil compaction relieved somewhat, and an opportunity to overseed created. Specialized aeration equipment, in- cluding deep-tine units and high-pres- sure water injectors, may also serve a useful niche, depending on soil condi- tions, water quality, and other factors. In many parts of the country, indepen- dent contractors perform this type of cultivation (14). Obviously, you will be limited by the schedule of the con- tractor. Timing problems and fickle weather conditions may warrant the purchase of such equipment. Seek the advice of a Green Section agronomist. university extension specialist, or other consultant to determine the best tool for the job and to justify the purchase. Core Harvester: A core harvester certainly pays for itself fairly rapidly. The crew also will be glad to take another step away from the Stone Age. Dethatching Machines; Once again, independent dethatching services have gained popularity in the turfgrass arena. USGA GREEN SECTION RECORD • • --•-r~•~»»~w ~~~ ~~ «s«~wG~s~« ~uirwuy mowers is neeaea for a good turf surface. The development of new creeping bentgrass and bennudagrass cultivars for putting greens has prompted a . refinement of management techniques, most importantly the control of organic matter deposition in the upper soil profile. if managing putting greens with the newer grasses, take a close look at available dethatching equipment. 7bpabessing Applicators: Sand top- dressingcan beone of the most impor- tant practices used to improve agro- nomic conditions and playability. Soil modification with sand can improve compaction resistance and drainage. Sand applications help control thatch and smooth and fine the playing sur- face. One tow-behind drop spreading applicator is needed to fill holes com- pletelyfollowing core aeration of putt- ing greens. For light and frequent top- dressing, however, stow-behind rotary applicator greatly facilitates this prac- tice. Many of the best golf courses lightly topdress putting greens on seven- to 14day intervals throughout the growing season. Tow-behind rotary applicators enable superintendents to complete light topdressing of 18 greens in about two hours or less, at rates light enough that brushing or dragging is not required and golfers do not notice the practice has been done. And, if you are not toydressing the approaches, weave likely lust retired the next batter. In some areas of the country, fairway topdressing is performed to improve drainage and footing and reduce com- paction effects. Have you ever seen earthworms on golf course fairways? Research conducted at Washington State University has shown sand top- dressing to be the most promising (and legal!) means of reducing earthworm casting problems in fairway turf. Obviously, alarge-volume materials handler is needed to perform this task. But these also are useful for many other tasks around the golf course, including bunker and cart path work and com- post and fertilizer applications. Rollers: Rolling putting greens, when conducted with moderation, can im- prove playing conditions without jeop- ardizing the health of the turf: Rolling can be used to save a mowing and provide a little more leaf area without losing noticeable green speed. Rollers also can help prepare a seedbed and smooth newly laid sod. Select a type that best suits the needs at your course. Labor availability and operator exper- tise should be considered. Slice Seeders: A slice seeder is a must for golf courses that overseed annually. A slice seeder also is very useful when renovation is needed followingwinter- kill, vandalism, pest damage, etc. Turf- gigiaassss species conversion can be en- hancedwith agood slice seeder. Spiker: Atow-behind spiker/tip seeder or spiking attachment for a tri- plexmower also is a useful component of the equipment fleet. Slims' is a good means of maintaining good has ex- change and improving water infiltra- tion in the upper soil profile. Sprayers and Spreaders Advancement in sprayer technology has enabled application equipment to keep pace with product innovation. Many of the available products cur- rentlylabeled for turfgrass use contain amazingly low amounts of active ingredient, requiring precise calibration to accurately. apply mere ounces of product per acre. These applications must also be made over vaned terrain, in closed or tight locations, and on windy sites. Coupled with the associ- ated costs of the various products, the need for accurate application control is critical. Computerized control systems match flow with ground speed and/or pressure to maintain a uniform appli- cation rate. A dependable, modern sprayer makes economic, agronomic, and environmental sense. Sprayers: A lightweight ~ (approxi- mately 150-gallon tank) sprayer with sophisticated control is, a must for maintaining optimal putting green Specialized equfpmen~ includktg large material handlers, can improve maintenance e/ficiency and make possible programs like fairway topdressing. health and playing conditions. Foliar fertilization, plant growth regulator use, and accurate pest control applications are integral parts of many putting green management programs. A larger (300- gallon) sprayer for fairways and other large turf areas also should be included, along with two backpack sprayers and two hand-held sprayers for spot appli- cations and edge applications. Spreaders: Four to six walk-behind rotary fertilizer spreaders are needed at any golf course. TWo drop spreaders (one small and one large) will also serve a useful purpose. One large-volume fertilizer spreader is also a necessity. Utility Vehicles Dependable transportation/work vehicles are needed to move employees around the course and complete tasks. On average, four to six heavy-duty vehicles and three to four light-duty vehicles should suffice. These numbers may need adjustments if the labor force is large. TYactors and Tlvcks The inventory should include at least two utility tractors with PTO, one loader with backhoe, one dump truck, and at least one pickup truck Miscellaneous Equipment Most golf courses need one or two riding mechanical bunker rakes (even though hand raking is preferred). One or two sweepers, atractor-mounted blower, a dump trailer, and a sod cutter should be on hand. Equipment includ- ingtrenchers, chippers, stump grinders, and augers can usually be rented if use will be limited. An absolute must, how- ever, are the proper grinding tools to grind both reels and bedknives and a hydraulic lift to service equipment (9). The shop also will require a steam cleaner, air compressors, a table saw, and a drill press. Small Equipment Plan on the need for five to seven walk-behind rotary mowers, five to seven string trimmers, at least two backpack blowers, two edgers, two chain saws, a pole saw, shovels, rakes, picks, cup cutters, sod knives, pitch- forks, and any other necessary hand tools. Protect the Investment Based upon this list, the approximate inventory value based on initial pur- chase price could easily approach or exceed $1,000,000. Safeguarding this NOVEMBER/DECEMBER 2001 . egqtipment would seem to be common seitse, but all too often golf course equipment is improperly stored and protected. Various components degrade rapidly when left exposed to the weather: Preventative maintenance commonly is not performed on regular basis. Machinery hours shou~d be tracked so that regular maintenance can be per- formed. Failing to protect the equip- mentfleetdiminishes its useful life span substantially, resulting in significant additional expense to the operation. The value of the equipment fleet and its importance to a high quality golf course underscore the need for a full-time equipment manager. Mowers should be inspected on a daily basis (13). Preventative maintenance sched- ulesneed to bedeveloped and followed (1, 10). Awell-designed maintenance facility, with plenty of storage space and the proper work area for the equipment manager and technicians, is the comer- stone of well-run golf course mainte- nance operations. Finally, operators should be thor- oughly trained on every piece of equipment to prevent unnecessary wear and abuse, and they should be able to recognize the first sign of a problem so that the equipment man- agercan service the machine in a timely manner (2, 5). Maintaining the Fleet: The Replacement Schedule Maintaining an efficient, dependable, and current golf course equipment fleet requires a thorough and committed plan (7, 8). Without one, unwelcome surprises and a financial crisis are sure to arise (3). The golf course quality and competitive status may suffer for years as a result. Although there are no exact rules or formulas that can apply to all equipment or sites, there are some basic procedures and guidelines. The golf course superintendent and equipment manager should review and update the status of each piece of equipment every year. This enables a prioritization of needed items during the budgeting process (3). Hours of operation and the total cost of repair, including parts and labor, should be tracked for every equipment item. Repair costs then can be compared to the replacement cost and current value of the equipment item to determine diminishing returns (15). Hours of operation missed due to breakdown, when the equipment item should have been on the golf course, should also be tracked to evaluate maintenance effi- USGA GREEN SECTION RECORD ciency and any negative effects on playing quality. Many golf courses' that purchase their' equipment allocate a for annual equipment replacement that represents approximately 10-15% of the total replacement value of the fleet. This is perhaps a useful beginning point, but fine tuning the budgeting process is only possible by trac ' use and re- pairs as descnbedabove.Again, service, storage, and operation hugely impact the optimum replacement schedule. While purchasing is usually the most cost-effective approach long-term, leasing is an attractive and effective method of managing equipment for many golf facilities (12). A shortage of capital is a compelling reason to con- sider alease option. Clubs that have fallen significantly behind in equipment replacement may not lie able to afford to catch up, but a lease could be an option that allows them to take advan- tage of modernization and dependa- bility. Another advantage to leasing is the lack of turnover costs when items are due for replacement.. Any golf operation should work closely with an accountant to deter- mine the best fit for equipment re- placement (4). Tax advantages and dis- advantages can be compared between purchasing, financing, and leasing. Golf course superintendentsshould provide details on the status of every equipment item and also present as many options as possible for replacement. When con- sidering models from different manu- facturers, be sure to include all cost factors, including the operational statistics, maintenance requirements, and any special benefits associated with each model (4). Available service should be considered strongly. You need to know that parts, answers, and/or backup items will be available when needed. Conclusion The intent of this article has been to outline the requirements of a golf course equipment fleet necessary to meet the demands of most golfers. Obviously, this proposed inventory is but a framework, and individual re- quirements will depend upon regional differences, expectations, and special circumstances. The other important message is that this fleet needs proper care, protection, and regular replace- ment tomaintain efficiency and quality, and keep up with technological ad- vances (11). A primary limitation of many golf operations is a lack of the necessary tools to get the job done. Too much money is spent on repairs, and the corresponding downtime results in reduced playing quality. Deficiencies in the equipment fleet will 'limit the attraction of new golfers or members and compromise competitiveness inthe market. How does your course rate following this checkup? Literature Cited 1. Barauskas, A 197E You can do some- thing about the "whether." USDA Green Section Record 9(2):35-4L 2. Bengeyfield, W. H. 1977. Great golf courses of America -their maintenance crews and equipment. USGA Green Section Record 15(2):18-20. 3. Carson, C. 1999. Your budget is a sales tool! USGA Green Section Record 37(2): 1415. 4. Cleveland, C. 2001. Financial essentials for the superintendent. GCSAA Continuing Education Seminar, Dallas, Tkxas 5. Eichner, R H.1981. (luality playing con- ditionsand proper equipment USGA Green Section Record 19(2):16-17. 6. Gilhuly, L. W. 1987. Getting your house in order - an equipment list update. USGA Green Section Record 25(5):8-10. 7. Gilhuly, L. W. 1988. Golf house manage- ment philosophy - it's a matter of quality. USGA Green Section Record 26(4):1-6. 8. Gross, P. 1993. What do club managers need to know about golf course manage- ment? USGA Green Section Record 31(5): 8-10. 9. Happ, K 1996. Keep your edge. USGA Green Section Record 34(6):8-9. 10. Happ, K 1996. Preventative mainte- nance at a glance. USGA Green Section Record 34(3):18. 11. Happ, K 1996. Don't be shortsighted. USGA Green Section Record 34(6):17. 12. Manuel, G. B. 1994. Equipment re- placement: choosing a path of "leased" resistance. USGA Green Section Record 32(2):1-5. 13. Moraghan, T.199L Greensmower main- tenance. USGA ~ Green Section Record 29(3):9-11. 14. Vermeulen, P. 1998. Bringing in the hired guns. USGA Green Section Record 36(2):10-12. 15. Watschke, G. A 1987. Gee, I thought it ran forever. USGA Green Section Record 25(4):7-9. 16. Zontek, 5.1989. T1~rf groomers: good for the grass, good for the game. USGA Green Section Record 27(2):18. 17. Zontek, S. Smoothing out the roughs. USGA Green Section Record 38(2):36. MATT NELSON is an agronomist in the Green Sections Northwest Region. `}. CO MON E E . ~VI S NS... CART PATHS by DAVID A. OATLS ' Director, Northeastern Region, USGA Green Section ~ --,. ,~ ., S A GREEN SECTION agronomist who-sees mote than 150 golf, courses ~ :; .each.: year, I believe ,that the vast-,` majority of.'cart path;,projects "do ,not . accomplish their-most basic object;ves,'; which are to minimize wear problems. and ` improve aesthetics. This truly is one of the . most overlooked areas in golf course main- ,, tenance. Although there are"more than a few ugly,., cart paths in existence, I contend that they all have one or more of several characteristics in common: poor design, construction, .or location. Traffic from'golfers and their carts can make it impossible to grow.l~althy turd,... and the resulting wom turf and tutt~d.or bate soil is unattractive and"provides a poor play- ing sttrface. Rules problems also can tt±sult. Under the Rules Hof Golf, relief canngt`be granted unless the area is marked "ground under repair"'or is deemed to be a part of the road'or path and is so marked. When'these situations occur inhigh-play areas, definition and marking complications ensue. i . Aside from the remedial cultural programs that can be employed to minimize the effects of traffic'on turf, there are two basic ways of handing traffic successfully: channel the traffic on hard, impervious surfaces or spread it out over.'as large an area as possible. Al- though these concepts may seem elementary, it is mgre complicated when the prospect of making a transition front one method to the other is considered. Somewhere along the :line, concentrated wear usually occurs. If a continuous system of paths is not to be installed, or if golfers will be allowed to, venture off the paths, `.provisions must be made fQr getting the carts Fu»»nfad Imfl4r rncul-e i» rmmn»noanAL wan. i ~ ~ "We Have Met accessories should be easy to move so that the Enemy and traffic patterns can be adjusted frequently. t ,Figure 1 . -~ ~ ,r... _ 't'hey Are _ ~~nyy ,,... Ic also may be possible to locate cart paths- . ~ Y _. ~w. . '~ ~.ti' : ~.-.. ~. ~~ ~~ y "" t,. `~ Some~f~e mostt~, farther layatcotuses~wheregolfezsate :, `t' ~' intelligent ~°peopk . ta~. more coo~ave mAlttlottg~,it may flow PAY , . ~ _ , - .the .world. oli sli tl , kee in aths farther ..from la .- -. _.. _ p~ .g 8h Y P g P P Y Multiple entry/exit yet when these same can reduce-their impact-on playand course points for golfers p~pre ~~ golf carts, aesthetics. Entry and exit .opportunities intelligence often, is should be provided onIy'where appropriate. . conspicuous by its Planing ' absence. Simply put: golfers : sometimes It is essential to avoid safety problems '' commit .incredibly regardless of the nature ~of the ~ golfers. ~tng ~ .. , foolish acts of.thought- Serious accidents can result in disability or - i~ ~;~ . , f ~ lessness death,' and expensive'-lawsuits area possi- 12-foot-wide , ... ~ > ~ wl~sel ~ bill 'teat must be planned f~~ Wheie pos- . of a' go~;~arG,;;C~en ,' ~ sable avoid dangerous design features such P~mg area ~ . , erall are ;con- as stee slo sands im ro banked ... y ,they , P Pe ~P~ P PAY centrating on ,th'eir'` turns. For particularly difficult.projects it is `locate wise to involve a qualified engineer in the g~e~ ~; design phase and to research local coastruc- Multiple , . ~ their golf pa~,,q~ t~}k= ~, ~~ ~ . ing to : other,,,~o~fer's lion- codes. It is also a good idea to discuss for carts `, , .when operapn$ golf proposed cart path projects with your insur- ^ ~ carts.; Little tttpuglit is ante agent. Golfers are our for fun and com- given to how their petition;` while safery:may not be uppermost carts should be oper- in their thoughts, liability and safety should ated. Since it is not be uppermost in yours. like driving anauto- Whether or not there are immediate plans mobile, where the to install a system of tee-to-green cart paths, threat of personal a comprehensive plan to do so should be danger tends to keep developed. A qualified golf course architect .~ t,_~ , t r ' . ~ , ~ ?` re an'be. an invaluable, atd,i{t planning a cart . :' e s t{} . 't „. ~ , . `~ On ~. u ie~nented hap, h ~ , j ~: - ~ ~ ~ ~, ~ •i'ocuse ~~i off? ~ S~ ~ ~ on ~ ' ~;., ~ C: ` °`' man}r:..~q'4 ~ a' ve~.at penod;of years~to spread dtstuptt , " ~ ~ ~" , thtttk :wz,~t~F ,~~ptit ~ ' and•aost and reduce tl}~ pos~hility of waste.. ` ` obeyit gQ~f a Instutg a :syste'm:of .paths m piecemeal ' ~ ' ~ ~ ~ ~ ': ~ ;.araffic~'~; .~' ~ us, ~ ~ fin wttl}out a sound plaq" is' likely.. to ' ~ • '~ + traffio`° "and ~~ as many problems as it corrects. -t- ~~ r , ~. ,pa d , , y,~ ~. _. .. .., ~ , ~.h4 r' camp ~. ~,T Av ;lding Wear A,roupd-Cart Paths + .~ - ~ ~~.$t ^i t ~`r `~ t Abe. LS aSYty„ r,. '., Y .. to - ..:... ., :~ ' ,'1' :~ ~ ,~pr, ~ ` ~ ~ s ~r ~i ~ f ` ~itlce the reason fgr establishing cart Paths ~,7~v~~^'irv"'r~~'~ "~~~~' ~ ~. tqG~ d y{ ~ ~~~~ ~~ t4Wµ ~. ;,first place ;s~}y:y,-7I^T~^e W~•,~, .pr~1r ~, ,~~~ ~ ~ ~ ; ~~ ~~ .; ~ N, _' rt~.~ ~ not mike. sense yta tns them ~• , 5 J "~ t ~~' ' N ! ~l r ~ Y ~Y.c 41:x.. 1 i Y~ `~' ;~~ , ~ .F '' } „ r `' ~-_;alsox`~ s 3 `'~ on-°~" ~ s ~at~goal cannot ~'~accomplished. ~;~ ~ ° ',~~' si,'~ :~ ~~ ;; stde '" o ~e~ at ° `Unbelievably, that ig~'' y what is done ~ sq "" ¢ rni~ay courses. With rn~t~,y cart paths. wear Effectipr cart path: design fnr green comp/ex~ °, `~, , ~ cQ ~ ~ < < ;:a~ '~~~ ~." ~~~~ ~ fayorably~ ~` on; problems ate comu}ott, entry ''and exit . ~ • "` ~~ and a~eited'" points, around the feature area~,($teens, tees. , "" " ' ; ; ~'~ ~ }, ,; ~, effort td carts and `primary landin `zones), `hnd at , mts , ~` -. M . _ safely:, and art;` non- where carts frequently Have to Bass each . ~:`•, destrue~IY~~tnanner. other. . , .: On tli4 p~~ hand, One key to avoiding.weararound-paths . golfers at~~~utses is to maximize the number of entry and exit are pI~G y impos- points for the carts. Thts may sound._basic, on and off the paths without causing excess sable to control. -For courses"'.difficult but it is overlooked more oPtea than not. rive .wear at those., locations ._.The,_, paths , ~ ~cleptele, directional accesso ea~~i(signs, Forcing carts to enter and ejcit u- just a few themselves marl lie wide enough and datable ~ "~ : stakes, ropes, ,t;arxiers, etc.) sloulc} be sturdy restricted areas ;causes unmanageable wear enough to withstand traffic. and t~tain ~fint ~ ~; ,: and resistant to damage Thgy,;a[so sho`iiid be, ..' Problems. The soludon;tisually is "to extend . , tlonwtthoutbemg a:burden to the matnte ~ ruorE obvtous For tnstance~ *a~utgle stake cart to ,.Provide ,20 4to;,40 linear yards of mace staff and the.'bud et. The also must ,~ an arrow or rim le m' , r . be.. area paths well out' is front of the feature g y ~ ~ ~.~~~` P . ~A,~Y be designed m.~such a way, as to be.°easlly ; ~~.sufiiatnt to'duect,carts,tq~` 'extt a,.., potential entry andexitpoints.Ifttielocation " used by the golfers, but they muscnot.be so :' ',.path a cout~e wlth cQCtsc ,~npu~;~Qlfers. -, ~ oaf the path. is along; the perimeter of the obtivslve.a~ to affec[,playability adversely .,:~ Brit even sturdy stakes and'tiyl~~~oPe'may hole; the`extensions,tnay start-or end in a 'The.project is getting'a bit more complicated tot be entirely -effective at; courses where straightline parallel- to`thp, lirre`of play (see now; isn't it? "; golfers are less .mindful. c~ directional Figure I). Unfortunately,. the presence of r.4" - , 2 ~ USGA GREEN SECTION RECORD ~. - ~`•'' ~ ~ b mounding or bunkering (particularly in an r approach) may make this difficult or impos- -~:ble. If that is the case, the cart path can be e~c~nded beyond the. obstacle,. o;, tkte,,, ,~,. enirypoine at least cans be located it~,a;~e~s: ;,:: j iml±ortant play arts. If tlre_;location;is more,,; .. towards the center o£ the: hale ~(in, fr_ont of ~a ': tee), the path should end in t} widd,~,(seef,,. `~.~ Theshading'and.rootpompetitop,~f'fectS.;, of of trees,are.magniS,ed in.high-traffic areasL~,:rcl Thus, entry aad exit, points. should ,not bg located in heavily. l areas., Furrier; ~YQI¢'~ ~~ cart path locations that place trees bety~;oen :..,y the entry and..exit,-points, an, d. the.Prtctta~'7 aaffic:tlow.,'1;}ees form irntnovable.lrar{iers, ..,. that ~futrnel; traffic in addition tq,. competing ,~ .` t; is It is . a comrnon ,practice ~ to build. wide, fan-: or ball-shaped, entry/exit pads for ~ cart `~ ~ ~ .,Y '.~ i paths:: Often this is helpful, but ruely ~ is ~it, _ .;, sufficient by, itself: Combining the extensions ~,: ~ with-the:,;widened startitlgyac}~ .stoFpin~ ~L points is much more_effectiYe. Regardless of ., ",1 which method(s); are used, some;;type.,gf.~~;,, ' barrier•usually is needed to;indicate where,., j carts should enter and exit the paths. Again, ; keep it as simple as possible when,selectin~ ~ ; ~ ! signs and/or barriCrs.; ,r; I Topography must be carefully considered , ; ' when the location arld .length, of, the exten- .'; sions are determined. Paths should never~.~ start or stop Qa or freer slopes., Aside, from obvious.safety concerns, the slopes }xill tend , to channel:.traffic. More friction and slip- ' page. between .fifes and. turf result when , ; carts change speeds on slopes, and this will cause even more wear damage. , ~. Location, . ,.... .. ~ _ ~. ;.. TheVloca4ons'chosen i'or cart paths-have, a bigiinpact on playability, weal; and safety, but they.-also greatly. affect aesthehcs.,:Uq~, , fortunately,; their, ~ locations .sometimes are chosen; by; default.. T~lat is, the, path is. in-~ stalled wherever the wear spots develop. Titus„ amounts to taking the path of least resistance, and it falsely assumes that paths:,should necessarily.. be;. located where the , golfers currently driveicarls.: ;r,` Assutning.:that the ,carts have multiple.' entry and exit pointg, g4tting golfers to, d~Y from.the: featuie;,areas must now be cq -, sidered. RQUting a cart pith to',the edge ofa green ,and off, to the _g¢ge-,of .the 'next. tee' guarantees ,wear, pr~Qblagtias. because it prq-' vides a very limited number of'entry an~ exit points for the golfers~,This is made wove, , by the presen~p; of immovable obstructions between tile~path, sad green or tee. ,Trees,, shrubs, severe mounding, bunkers, etc. ,all serve to funnel traffic. Wherever possible, wrap paths: around tees and greens so that multiple entry and s exit;points;pare provided for., the golfers e Simple directional aids often work best '~ • `'• for/~c control. n JJ ____ i ~4 ..z .. Y, ... -. (Figure 1). Aside from logistical obstacles (hole design, topography, etc.), safety issues may be the biggest limiting factor with this type of installation, Cart piths should not be located '~ ~ "'-~ `' "~ In areas where golfers,might be subject to shots from : -... , <a adjacent holes. Golfer safety ~~ """"` •"` is of paramount importance itf cart path design. :.In situations where wrap- .... . around design is not pos- sible, be sate that the area between the path and feature area is as wide and unob- ~ strucfkd as ~possible..Rede .. ~x ~If.~::Fi~ f; sign of ' greenside ~ btitlkers ` - J ,c1 •~~: ~~.: and ~`mo.unding, may be~'~'=~ .2~r< t,:?n:.,: necessary''to' widen the ' '' "T~~ ~sz~r~~ Passageway' Removal or `= , •~~~~" ~. relocation of trees, shrubs;'-s-" ^ ~'~+~!:-~ ornamental 'plantings; or"` ~~ ~~:, even `ball washers'arid ttYish - ° ~'°~*~, receptacles' also may im- ° ., ~" •-. provp~~traffic flow: ~As men- ~~ ~ ~ ~ ~ ~ .. tinned earligr, traffircontrol' ~ ~ t r • ~..~ agcessories'~~should~`be'de ~`~ ~1 ~ ,I ~_:~~:. igned to be effective! and- asily.`movable. "` ' ' ` i ` ~ Wtpp.o~vund design ~. ; ~, , .. . , el$~~t,:., Nothing is more aesthetically disruptive _ , than an exposed view of a art path in an otherwise naiural setting. Depending on the " architectural design of the golf hole and its topography, it often is possible to hide,cart .,, : paths fror~} view. Fast, identify tale intended line of play and the'ateas'wheie golfers are most likely to congregate. Tees and landing .. zone are obvious choices, but there may be others. Next, consider how the existing topography might be used to obscure the b' ,. carcpat~ormake Gles~:obvious. Ut}lization C` " "of mounding or curbing or performing ie- grading work all can be effective means of blocking the view of a path. However, mounding or use of curbing must not be so severe as to adversely affect traffic flow. One of the easiest ways to hide paths is to pay close attention to the angle at which `~ ~ they are installed. Installation at an angle away from the primary view can make them practically invisible (see Figure 3). On ~~`reIadvely'~flat terrain,; this may have little impact on the cost of installation and re- quires only careful planning. This method also is effective when paths cross areas in play or are routed up steep slopes. Routing the path across the slope and tilting it inward is an especially good ploy. Winding cart paths tend to look more stars!, but the turns should be properly x,. ... Figure 2 Path ends diagonally to play, producing multiple exit points 12-foot-wide passing area •~ ... , ` ~, ` .~ :: r ..., • ,, ... ~~ Curbing nedgees wear near thisaet~,, . 1•JANUARY/FEBRUARY 1994 3 ~, r _ ~ .~.~ r' ., ~• ~•. 1,t; ~ rf,: , ~.. ~ , ~ ~w' ... _. _ . ~ ~~ ~ ° ~, x" _. ~{ :, . ~` _ by both foot and cart traffic. carts and turf Hidutg path through angle of Installation or a sa of mounding out curbing ~ ~~?~~ ~4 ~ egwpment may dislodge coarser ~.1 • : .• ~ . ~ ~ r4 , = ~ ~,~ ?' ^' . ~ ~ - ;; ~ • : ,:,materials' (stones especially), ,which .may . - ' ' ' ~ ~. ~ ; Ir. ~ ,~ ~ ~ ' ~' ~'`~ ' ` ~ ~,present a hazard or cause'costly damage to ' ~ ,~ ' -; M°~ng :xr ~ ,; ~ `~, ~ ~^' : , T ...~ °~_mowing equipment: - ,,~: ~ bl+; . t In adc~idon, path defuiition problems tend ' ` `; , .. ~ ~ ~ "${ ~ ;; ~ ~ , k y 4~~ ,~ ' `. : y~'to arise when less-stable'materials are used. • Primary view -> ~'~ =- ' ° ~ # ~ ran, r -' ~ , ~' s Installation of forms is suggested, and pro- _ , . ~~ ;visions should be made in the budget to per- ' ~ .:;: ~ , <~ `'~' + ~ y~y~~ ' "' ` -~ ~ b~ _~ ~ 'C 1?S ~. r"W- y..f rJ~ ~ mit the' necessary maintenance, which may ~ ~ . ' ,~, ~; ~' ~ ~' be substantial. .: .:.:: , ~: ~ . . ` _ _ .. ~' ~v't :; •~ Y e !b 5.1 ~ ? Cllrbmg IS CSSent181 aTOlitld feaRliL 8rea3 ~ ' - ~~. ~ '~.k ~~~5~~ ' w preventpaths from growing wideL Golfers ' ;t t" :, :,: ,.. .... ~~,;. ~ ~ ~ ~;; ~ ';~' ~ . ° have a 'subconscious urge to 'pull carts off , , . ' .. ~ ' ~ ' ,". ~ ~ ,, ~ Y the paths by just a foot or so unless they are ~. ; ... ... , Curbing ,. ' physically prevented from doing so. Regard- ` ' - , , ~ i ''' ~ i ~ ~{ ` - ' • Iess ~of the material utilized, the curbing ' ~ ,<" ` ° ; '~-~ ` ~ e~n " `'= ~ ti/ ~ . should' be ~ installed with- the soil and turf ~..u-iu ~w~fG.ri1Wll /.:,t a I ,W,In ., ~ „ , Primary view -> ~ ~ ~ a ~ ~ flush with the top of the curb. This makes " ' r~ ~ ~ ~ ~~ trimming easier Materials that can be used ,. ~'." ~ ~ ~'".~ ~' for curbing vary widety`and include, but . .. (r :°:1:' .. ,, are norlimited to, the followin :•steel, con- g ` , : ~ "~'~ ~ ,~ ~;~ Crete of concrete fabricated products, asphalt, ~~'~~ :- ~;~ ~ Belgian block;' landscape timbers, and rail- ~, ~ ~' ~ '~ ~ °.~ .' .. ~ road'ties:'Just be sure`to install curbing only ?-ngled Away ~ ~,.' " - ~ in areas where the carts are not to be given . , , , options for exiting 'or entering the path + ,tc Provisions for disabled golfers also should Primary view -.-~ be given full consideration: _ Adequate width is anessential component _ _ _ . r , . ; ; I , ~ :.. , ~ of a. 'successful' cart path project, -and a ' ,.-' `, • • 1 + ` comtlon''°failing is to install- paths that are ~ _ .. ~ r less han eight feet'wide. Narrow paths are ` ~ more difficult for golfers and maintenance r, r , ` ~ ~ • equipment to negotiate, 'hence this - recom- mendation. Installing paths less than eight Path made more obvious by angling towards primary view ~ ` . ,. . , , , feet wide leads to wear along the edges and ; ~ ~:7 ~, ~ ~ - ; ~ ~ ~ more `rapid deterioration of ~ the path .Paths ~ view ~; ... ,}, musf, be'even wider''in areas where carts r congregate or pass one another and in areas" _ ~ ~ ~ ~ heavily used by the' maintenance staff. fir , . •, f ~` Widths ut these areas should be 12 feet or y ~ : , .. , : more:' ~ . .. . . ~ : ~~, s ±:~ ,~.:~ 1Jtalnage...... ;;, ,, t ; ; Cart paths can have a significant effect ,, , . , ' i _ a ~ ~ _. a ~ ~ on surface draina e. Installed above , g .grade ,~ :r.: ; ~ .: banked; and gentle. Since golfers are not typically require much less;long tertnnc}atn-, ' ; .. , . paths'can liloc& surface'drainage and cause paying close attention to where they are tenance. Due to differing :tastes., b udgetary`, water"to` collect`in adjacent turf areas. In- diiving sharp trends are one of the first areas constraints, and; potential effects','on ,play,- stalledbelow grade; the paths may remain where golfers -will have a difficult time courses often use less stable materials-.such ~ wet. They can, be used`in a positive way to keeping carts on the path. Locating a path in as gravel, rock or, brick dusk, dec~t~ippsed' urtercept water and channel it to appropriate a dense grove of trees may do a good job of granite, crushed shells, puie~ st;aw,+.~+ood= `collection 'points ' Drainage swales can be hiding it, but entry and exit areas "should be chipsr mulch, etc. Unfortunately, t~ .leis-' designed into cart paths:"Keep in mind that free of trees. stable matcrials,are sublectto,a numpe~,.pf tliere'may'lie environmental factors to con- problems, most .oi' ,which are ~lalgd to un- sidez; the most important being the potential Materials , ~~ wanted movement. For. instance.,roost are ~ A unpact on course nmoff into streams or subject to erosion,,which can ' be e,~pecially other'waterbodies.` ~~ Any number of different ,materials can troublesome with paths located.on slopes: be used to build cart paths, and they can be. Many tend. to be dusty when dry, and muddy Conclusion organized into the two basic categories - • , and prone to splashing when wet, .Woodchips Cart path installation can be expensive and loose and stable. Concrete and asphalt are the may stick to golf spikes, and the dustier disruptive, and since most golfers' find them most comnionljr used stable materials and materials may be tracked onto turf areas distasteful, there is a strong tendency to do - 4 --s'i t1SGA GREEN SECTION RECORD .... ru; . -:.. s.,:. _:...: __._ ! •- e the minimum. 'Rte shortest routings possi~ ate often chosen, and widths are made as narrow as possible. This is a false economy. Cart path systems can be installed in phases to spread the cost over,.a period of time, but the urge to skimp on design and materials should be avoided at atl costs. When considering a cart path project. it is imperative to start with a good plan and to make a firm commitment to quality. The common excuses of "it's the best we could do." "you should have seen it before," or "it's all we could afford" don't wash. Poorly planned and installed can paths are a waste of money because they are no more attrac- tive or useful than the bare. eroded soil they replace. Cart paths are along-term invest- ment. so take the time and effort to design and install them properly. A Checklist Por Developing a Cart Path System • Have applicable safety guidelines been met? • Have multiple entrykzit points been created for cans? • Have multiple entry/exit points been created for golfers? • Are the paths of adequate width? • Has curbing been installed where appropriate? • Has disabled golfer access been included in the design? • Has surface drainage been considered? • Has environmental consideration been given to storm water disposal? • Have stable materials been chosen for paths subject to erosion? • Will the new paths be clearly and cleanly defined? • Have tree root interference problems been avoided in high-traffic areas? hear around earl paths inhigh-play arras results in poor playa6ilir-: