THE TURF CARE CENTER

By Michael D. Vogt, CGCS

Poorly planned Turf Care Center

There are three basic components that make up the design of clubs that have associated golf courses as part of their member offerings: the golf course routing plan, the clubhouse location, and the golf course maintenance facility. However, in all too many cases, the golf course Turf Care Center is not given sufficient consideration in the professional planning and design process. The result of this has caused most maintenance facilities to be poorly located, poorly constructed, and too small to provide adequate space for the myriad of operations that take place within this important structure.

Over the past twenty five years, the technology of the golf turf industry has advanced far beyond the most liberal expectations. The developments of improved turf grass varieties, environmentally friendly insecticides, pesticides and fertilizers, irrigation technology, and design improvements in highly technical turf maintenance equipment have changed the profile of the Turf Care Center. However, the most important advancement has been in the quality level of the golf course superintendent and the supporting golf maintenance staff.

Although the science of design has been applied to create new innovations in machines and equipment, it has not been applied to the design of the support facilities and structures in which these machines are stored, maintained, and in which a multitude of daily activities occur.

Those in the golf course industry commonly recognize that the equipment and some operation activities need to be protected from the weather. For hundreds of years, farmers have used barns to serve this purpose. Since barns have served the agriculture community so well, some believe it is logical that the activities and equipment used to maintain a golf course should also be stored in barns. All they have to do is to add a small room for the telephone, a restroom, and a few items needed by the golf course superintendent. This thinking reveals an obvious lack of consideration for the expensive, high tech equipment (rolling inventories often costing more than $1,000.000) and a lack of understanding about the activities that are required to maintain a top golf course today.

The need for an enclosed, multipurpose structure goes well beyond protection from the weather. The equipment and golf course maintenance activities require a specially designed facility. A golf course Turf Care Center is a special purpose place. The structure is not going to change its use in the future. It will serve the golf course operations as long as there remains a golf course at the club.

Master Plan for a modern Turf Care Center

The operation activities cannot be properly and safely conducted in an old barn or in a contractor's generically designed metal building. To do so is to inflict a serious punishment on the overall golf operations. It contributes to the depreciation of the equipment, impairs the control of activities, wastes man-hours, and, most critical of all, demeans the status of the work place. The sum of these circumstances is directly reflected in a higher operating cost and often, poorer golf course conditions.

Early in the development of the industrial revolution, the resolution was reached that the application of the science of design in the planning of structures made an important contribution to the financial success of commerce and industry. Likewise, a comprehensive study of golf course operations has resulted in the establishment of minimum standards for the special spaces required for the administration, staff facilities, maintenance shop, equipment parking, and other activities necessary for properly maintaining a golf course. These minimum standards serve as a guide for the design and planning of a new Turf Care Center or the renovation of an existing facility.

Five Basic Elements
There are five basic elements that make up the design of a golf course maintenance facility:

1. Location of the Site
The location of the facility in relation to the golf course and outside services is critical to the efficiency of the operation. A facility buried deep within the golf course causes a number of serious problems. The same consideration should be given when selecting the location of the golf maintenance facility as was given when selecting the clubhouse location and course routing.

2. Traffic Flow
The traffic flow of equipment generated by daily maintenance can be a distraction and cause members to view the golf course operation in a negative light. Traffic flow across adjacent golf holes is not only a distraction, but it can be a serious safety hazard. Poorly located maintenance facilities can double the traffic flow and contribute to an increased operation cost.

3. Location of Special Areas
The special areas are those activities that are necessary to the golf course operation that require special planning and special supporting structures (gasoline tanks, equipment wash areas, pesticide structures, etc.).

4. Space Planning
The space planning process is divided into two types: exterior and interior spaces. The professional planning of these spaces is critical to the efficient and safe operation of the facility. When untrained personnel undertake this process, the results are usually quite costly.

5. Future Planning
When considering the future planning of the course facilities, we envision potential changes for the maintenance shop such as the enlargement of the site for the in house growing of ornamental plants and nursery stock. We also envision the need for new structures to support the new technology in the composting and recycling of waste materials.

The benefits of a professionally planned and designed golf course are well recognized. Just as important is the golf course Turf Care Center that protects the multi-million dollar golf course investment. Legal, environmental, safety, equipment, chemical, and staff issues are all affected by the design and location of the golf maintenance facility.

Michael Vogt, CGCS is a consultant for McMahon Group. He can be contacted at 800-365-2498 or mvogt@mcmahongroup.com .

A Tool to Manage Golf Course Maintenance Labor

By Michael D. Vogt, CGCS

If you can effectively manage labor you most likely will have better cost controls of your golf course maintenance budget. Moreover, labor expenses account for more than 50% of most annual golf maintenance budgets. Superintendents should regard labor as the "Low Hanging Fruit" when it comes time to curtail annual maintenance costs. Simple changes in scheduling labor can be very effective in business cost control in most cases.

I have studied labor hour allocations and believe controls can be added to give the superintendent a practical tool to better assign those valuable labor hours more precisely. A weekly labor planner, if applied, could save as much as 15% in labor over the entire year, maybe more!

The schedule tool below has a low time commitment and is a great training tool for assistant superintendents looking to sharpen their management skills. Only the finest managed clubs will thrive during this rocky economic environment. Remember, even in good economies saving operating dollars is the right thing to do. These savings may be deferred to make needed additions to equipment inventories and improve facilities, making your golf course maintenance business even more efficient. With club revenues generally down from recent years a club must count on teamwork from all its managers to keep an eye on expenses. A careful eye on labor is a "Win-Win" in any economy.

McMahon Hourly Scheduler v2.6
Email or call with your ideas or interests, mvogt@mcmahongroup.com or (800)365-2498

THE OFTEN FORGOTTEN WAY TO INSURE A PROPERLY MAINTAINED GOLF COURSE

By Michael D. Vogt, CGCS, CGIA

The three fundamental components impacting the golf offering at private clubs are: the golf course design / course routing plan in relation to clubhouse location, golf course conditioning, and the most often forgotten, the Turf Care Center (maintenance facility). In most clubs, the golf course Turf Care Center, otherwise known as the Maintenance Facility, is not given sufficient consideration in its planning, location, and the essential purpose it provides. The result is inefficient, costly to operate, poorly constructed and morale issues affecting course maintenance. There are a myriad of operations that take place within the Turf Care Center’s complex of structures and outdoor spaces.
A Turf Care Center for today’s club is really an industrial engineering facility that is essentially for properly maintaining the golf course. Over the past twenty-five years, the technology in the golf turf industry has advanced far beyond the most forward thinking expectations. The developments of improved turfgrass varieties, more environmentally friendly insecticides / pesticides / fertilizers, new irrigation technology, environmental concerns, and design improvements for the highly technical turf maintenance equipment have changed the profile of the modern Turf Care Center. There is also a people issue that requires an important advancement in the education and dedication level of the golf course superintendent, the supporting golf maintenance staff and the golf club member.
Although the science of industrial design has been applied to create new innovations in course machines and equipment, it has not been applied to the design of the Turf Care Center facilities and structures in which these machines are stored, maintained, and in which a multitude of daily maintenance activities occur.
It is common sense that millions of dollars in course maintenance equipment and certain operation activities need to be protected from the weather. For hundreds of years, farmers used barns to store equipment and material. Since barns served the agricultural community adequately, it was logical that the course maintenance facility started as barns to house maintenance activities and equipment. All they added to the golf barn was a room for the telephone, a restroom, a floor and a few tools needed by the golf course superintendent. This thinking reveals an obvious lack of understanding especially for what must happen behind the scenes in golf course maintenance today; where expensive, high-tech equipment (rolling inventories often costing more than $1,000,000) must be maintained and protected to keep everything in top condition.
The need for an enclosed, heated, multipurpose Turf Care Center goes well beyond just protection from the weather. The equipment and golf course maintenance activities require a specially designed facility. A golf course Turf Care Center has a unique purpose; although, is essentially a group of industrial buildings with large service yard.
The operating activities involved in maintaining a good golf course cannot be efficiently and safely conducted in an old, makeshift barn or for that matter an off-the-shelf metal building. To do so is to inflict a serious injury to the overall golf operations. A poor Turf Care Center contributes to the accelerated depreciation of the equipment, impairs the control of activities, wastes man-hour dollars and most critical of all, hurts the quality of the course. The net result for having an outdated facility is higher operating costs and often, poor golf course conditions.
Early in the development of the industrial revolution, the resolution was reached that the application of the science of design in the planning of structures made an important contribution to the financial success of commerce and industry. With the goal to have improved golf course conditions, the design of a new or renovated Turf Care Center is critical with the establishment of minimum standards for the special spaces required for the administration, staff facilities, maintenance shop, equipment parking, and other activities necessary for properly supporting a golf course. These minimum standards serve as a guide for the design and planning of any Turf Care Center.

FIVE IMPORTANT TURF CARE CENTER CONSIDERATIONS FOR ANY CLUB ARE:
1. Location of the Site
The location of the facility in relation to the golf course and outside services is critical to the efficiency of the operation. A facility buried deep within the golf course with limited access for trucks and staff causes a number of serious problems. Ideally for locating a new Turf Care Center, it should be given as much thought as when selecting the clubhouse location and course routing; however, most clubs have Turf Care Centers that cannot be relocated. An existing location may be modified to enhance restricted spaces by moving bulk storage areas away from main building areas. Also, space can be created and relocated for better use. The Turf Care Center planner is routinely called upon to redesign existing facilities and to add square footage to create a better facility.
2. Traffic Flow
The traffic flow of equipment generated by daily maintenance can be a distraction and cause members to view the golf course operation in a negative light. Traffic flow across adjacent golf holes is not only a distraction, but it can be a serious safety hazard. Poorly located maintenance facilities can double the traffic flow and contribute to increased operation costs. Also, within the confines of the Turf Care Center land area, traffic flow is critical. It is essential to keep labor and machine movement to a minimum. The ultimate design solution of a facility should achieve a smooth efficient traffic flow from employee parking to job task to end of day routine.
3. Location of Special Areas
Special areas house those activities which are necessary to the golf course operation that require special planning and special supporting structures (gasoline tanks, equipment wash areas, pesticide structures, bulk material storage areas, etc.). Many golf courses now have greenhouse facilities, and tree and shrub nurseries to replace special specimen varieties on the course and clubhouse grounds. Literally, every golf course maintains a turf nursery that needs to be properly sized. Special maintenance activities need facilities properly designed and located.
4. Space Planning
The space planning for the Turf Care Center is divided into two areas: exterior site areas and interior building spaces. The professional planning of these spaces is critical to the efficient and safe operation of the facility. A structurally sound building is essential with proper utilities and adequate paved areas around it. Most upgrades of Turf Care Centers renovate and add to existing buildings. Environmental issues must be considered when improving or building a new Turf Care Center.
Space planning must consider a variety of factors, some of which are; size of staff, equipment fleet size and models, management style, etc. After these factors are identified the planning process can begin. At the minimum, 12,000 square feet is recommended for a modern Turf Care Center serving a typical 18-hole golf course.
5. Future Planning
When considering the future planning of the course facilities, envision potential changes for the maintenance shop such as the enlargement of the site for the in-house growing of ornamental plants and nursery stock. Envision the need for new structures to support the new technology in the composting and recycling of waste materials. Green building or LEED® Certified will have an increasing impact on future building, including the Turf Care Center. Who better to carry the environmental “torch” for a club than the golf course and the superintendent? By using green building products and procedures, the club makes a statement to the community that it is investing in the future and cares about natural resources.
The benefits of a professionally planned and designed golf course are well recognized. Just as important is the golf course Turf Care Center that protects the multi-million dollar golf course investment. Legal, environmental, safety, equipment, chemical, and staff issues are all ultimately affected by the Turf Care Center and its operation.


Michael Vogt, CGCS, CGIA, is a Golf Course Consultant for McMahon Group. He can be contacted at 800-365-2498 or mvogt@mcmahongroup.com .

Golf Course Satisfaction Survey

Template Survey Golf Course 09

Only the Finest Prepared Golf Course Budget is Defendable

By Michael Vogt, CGCS

Does the bullet proof, no cut, anti-slash budget exist? No, probably not. However, you can be proactive and build the golf maintenance budget from the bottom – up. The steps are simple but can be time intensive. A reason the golf course maintenance budget often is targeted for reduction is that golf course maintenance may be viewed as a total expense department rather than a revenue generator. The reality is; the golf course operating budget maintains the club's greatest asset, the golf course. Conditioning and playability of the golf course is directly related to and significantly influences revenue and total club value. Dramatically reducing the golf course operating budget over an extended period of time only should be implemented following many careful considerations. The quality, conditioning, aesthetics and playability of the golf course are tied directly to revenue generation for all departments of the club.

Discover the Desires of the Membership
Begin your budget formulation system by polling the membership. A comprehensive survey of the golfing membership will serve as a guide for the clubs goals. Subsequent yearly surveys will reinforce progress, assure the need for important procedures and measure the programs and procedures that are effective. Survey information is a powerful source for continued, measurable improvement. The survey information will be a cornerstone to the clubs “Maintenance Standards”.

Labor and Standards
Labor, being the largest single line item is the first area at risk of being reduced. To justify and defend these expenses develop a list of “Maintenance Standards”, set standards BEFORE allocations of funding. Standards protect the golf course from any one member or any group of members from becoming a self appointed authority on the golf course maintenance regime. The Golf Maintenance Standards spell out what is to be expected pertaining to golf course maintenance. Be as specific as possible detailing every operation from daily greens mowing to aerification practices.

Routine Tasks: (Mowing, Hole-Cup rotation, Sand Bunker Maintenance, etc)

1. Study all tasks your team performs daily
2. Time those tasks over several days to get an average “Cycle Time”
3. Apply those hours to a spreadsheet or grid to account for “hours” needed to make the course ready for play.

Non-Routine Tasks: (Topdressing, Aerification, Seeding, Sodding, etc)

1. Special equipment needed to make-ready before the task begins
2. Special supplies needed
3. Actual time to perform task
4. Clean-up
5. Post project equipment care

Apply those hours to a spreadsheet to account for “hours”

These tasks are grouped into what’s called a “Decision Packages”. If resources are to be curtailed, explaining the consequences of postponing or not performing these tasks are much easier if you can describe what each operation costs to perform, how much time will be saved, and what the ultimate outcome will be, pros and cons.

Hours translate into dollars, if it takes three men three hours to hand rake bunkers six day per week that operation translates to 54 hours. If you decide to “cut” to three men, three hours and just four days per week you would save 18 hours per week. In an eight month season that’s a total of 576 hours per season.

Arbitrary, across the board cuts without focus applies unfair decisions on the Superintendent, often resulting in unintended consequences, and membership disappointments.

What to Cut
With information in-hand all systems can be presented before the management (GM, Committee or Board) for appropriate study. Routine operations, special programs, long range plans should all be evaluated through a “Decision Package” system. All operations should be considered for effectiveness on the total operation and impact on membership value. Long range impact should also be identified, for example, what would be the consequences if the procedure was not preformed for one year, two years, etc. Only until these “Decision Packages” are presented can club leaders decide on what and where to curtail resources.

Pay Me Now or Pay Me Latter
Cutting fat is okay, cut muscle and bone, not-so-much. The meaning, don’t skimp on important practices:

Aerification
Soil tests
Water tests
Safety supplies
Equipment preventative maintenance
Pump station maintenance
Member communication programs
Self education programs
Careful hiring practices
Team rewards
Good recordkeeping

These above items are not huge dollar amounts but seemingly simple missteps can be catastrophic. The cost to repair and / or make-right in the future may be too great to neglect or ignore most of these above items.

The Zero-Based Budget
I have used the Zero-Based Budget and found that construction of a budget from the bottom-up each year based on goals, membership surveys and accomplishments to conform to standards is the best way to manage the courses resources. The Zero-Based format is easily defendable and can be understood by general managers, committees and board members. In explanations to decision makers a Zero-Based Budget makes sense and is view as a friendly, and responsible forecast method in these trying economic times. The Zero-Based system starts fresh each budget period, from zero, each procedure and program is evaluated on its successes, ultimate goals and merits each year.

I can illustrate how to assemble an operational forecast based on solid facts and empirical data. No fluff, no hidden numbers, just the absolute best case budget for course maintenance.

The Whole System
· Start with the "Golf Satisfaction Survey", it’s the member’s club, find out what the members want
· Build a set of “Maintenance Standards”; the standards will guide your financial plan, processes and programs
· Create the financial plan that translates your membership desires and maintenance standards in a numerical expression of your operational maintenance plan
· Commit to use resources wisely and manage your business properly
· Set-up a designated time each month to discuss budget variances with the appropriate designate (GM, manager, committee, board)
· Adjust priorities at seasons end and begin again.

This system protects all concerned and the clubs number one asset, the golf course. It measures success, and the system is designed for continued improvement. As with any budget forecast conditions can change and the plan may need to be altered, no different than any other forecast.


At the end of the day everyone interested in the clubs success is in the same boat. Membership value, exceptional service, cost constraints, hiring and retaining a highly productive work-force all will add to the success of your club. The tools are available, the need is critical and the smartest managers will prevail.

Superintendent Designed System
Golf Course Satisfaction Survey, Guideline for Golf Course Standards and Zero-Based Budgeting System has been refined and redesigned by me to take the guesswork and complexities out of membership satisfaction and budgeting for golf course maintenance. As a McMahon Group staff member and system designer I can bring your golf operation up-to-speed before budget time. Call me at (800) 365-2498. Your yearly savings will more than pay for the program, guaranteed.

Michael is head of McMahon Group's Golf Division. He consults with private clubs on Turf Care Center Master Plans, Existing Conditions Reports, Golf Course Asset Reserve Studies, Golf Irrigation System Audits/Studies and Zero Based Budgeting.

Mike has 28 years of golf course construction and maintenance experience, serving 26 years as a Golf Course Superintendent. He also served as a General Manager at a private club in Illinois.