tag:blogger.com,1999:blog-74893216673226011312024-03-12T23:24:49.738-05:00Golf Course BusinessMichael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.comBlogger136125tag:blogger.com,1999:blog-7489321667322601131.post-73966928534206971262018-08-17T08:16:00.000-05:002018-08-17T08:16:32.245-05:00<div style="text-align: center;">
<strong><span style="font-size: large;">Weekly Golf Management Emails!</span></strong></div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://4.bp.blogspot.com/-365tElFQEDc/W3bJycw1JwI/AAAAAAAAB5s/eX12NPG--gMJfzDQOuPw5yJDPKHt-DjtwCLcBGAs/s1600/Old%2BGreens%2BMower%2BTriKing.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="294" data-original-width="474" height="198" src="https://4.bp.blogspot.com/-365tElFQEDc/W3bJycw1JwI/AAAAAAAAB5s/eX12NPG--gMJfzDQOuPw5yJDPKHt-DjtwCLcBGAs/s320/Old%2BGreens%2BMower%2BTriKing.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">1963 Jacobsen Greens King Changed how we mow greens and tees today</td></tr>
</tbody></table>
Sorry for not posting in SOOOOOO long. I have spent most of my free time composing and sending out a weekly email. To date I have 579 recipients. This is the ling to this years email achieves and the opportunity to sign-up for my weekly email, mostly on the topic of golf course business and golf course management.<br />
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<a href="https://bit.ly/2PiNNFp">https://bit.ly/2PiNNFp</a> by clicking on the link you may sign-up for golf related emails and view my sent emails for this year.<br />
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All my best, MikeMichael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-82679611265149740372016-11-04T11:24:00.001-05:002016-11-04T11:24:05.841-05:00Golf Course Business - Key Performance Indicators
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-size: 11pt; mso-ansi-language: EN; mso-bidi-font-size: 13.0pt;"><span style="font-family: Helvetica;">By Michael D. Vogt, CGCS, CGIA</span></span></i></b></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-size: 11pt; mso-ansi-language: EN; mso-bidi-font-size: 13.0pt;"><span style="font-family: Helvetica;"><br /></span></span></i></b></div>
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<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">Love em, hate em or never heard
of em, KPIs are everywhere. Sometimes we hear about KPIs in big businesses like
manufacturing or service industries. Indeed, many of us have KPI targets in our
jobs, others have to report on KPIs, but what really is a KPI?</span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-oucw1tO1i7w/WBy1OQgfRrI/AAAAAAAAB38/0U6dq98awVEr2y4QWICdCbmYpT9KVA69gCLcB/s1600/Spyglass%2B11th_green.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="240" src="https://1.bp.blogspot.com/-oucw1tO1i7w/WBy1OQgfRrI/AAAAAAAAB38/0U6dq98awVEr2y4QWICdCbmYpT9KVA69gCLcB/s320/Spyglass%2B11th_green.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Spyglass Hill #11</td></tr>
</tbody></table>
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-size: medium;"><span style="font-family: Helvetica;">In simple terms a KPI is a way of
measuring how well we as individuals or how well entire companies or business
units are performing. KPI is short for </span><strong><span style="font-family: "Helvetica",sans-serif;">K</span></strong></span><b style="mso-bidi-font-weight: normal;"><span style="font-size: medium;"><span style="font-family: Helvetica;">ey </span><strong><span style="font-family: "Helvetica",sans-serif;">P</span></strong></span><span style="font-family: Helvetica; font-size: medium;">erformance</span></b><span style="font-size: medium;"><strong><span style="font-family: "Helvetica",sans-serif; font-weight: normal; mso-bidi-font-weight: bold;"> </span></strong><strong><span style="font-family: "Helvetica",sans-serif;">I</span></strong><b style="mso-bidi-font-weight: normal;"><span style="font-family: Helvetica;">ndicator</span></b></span><span style="font-family: Helvetica; font-size: medium;">. A KPI should help us
understand how well our golf courses is performing compared to their strategic
goals and objectives.</span></span><br />
<br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">I often use an airliner analogy
to illustrate: Just think of an airplane trip from Chicago to Paris. Here, the
aim of the journey is to take passengers to the City of Lights - say, in 9 hours.
Once the ‘wheels are up’, the captain and co-pilot need navigation data to
understand where they are on the globe relative to their planned route. In this
case useful KPIs might include the radar and GPS location data, average speed,
fuel levels, weather information, etc. Together, these metrics (or KPIs) allow
the flight crew in to understand whether they are on track or veering off
route. This enables them to make decisions about where to guide the airliner
for the most expedite route.</span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">For golf courses or country clubs,
it is exactly the same. If a company's goal is to make more money through increased
golf rounds or added memberships, it might want to measure KPIs such as
rounds/membership growth, profit margins and operating costs. If a company
wants to attract new customers by creating a great brand, it might measure
brand equity and brand awareness. And if a company wants to ensure their
employees are engaged it might want to measure staff performance/advocacy as a
KPI. And if, like most companies, all of the above matter, then it needs a set
of KPIs.</span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica;"><span style="font-size: medium;">The trouble is that there are
thousands of KPIs to choose from and companies often struggle to select the
right ones for their golf business. The wrong KPIs bring the danger of pointing
people into the wrong direction and even encouraging them to deliver the wrong
things. Always remember, the reason why KPIs are so powerful is that <b style="mso-bidi-font-weight: normal;">'YOU GET WHAT YOU MEASURE'</b></span><span style="font-size: medium;">. If a
company measures and rewards the achievement of KPIs that are not in line with
their goals, then it basically asked the crew to sail into the wrong direction!</span></span></span><br />
<br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">Effective KPIs are closely tied
to strategic objectives (be it for the entire company, golf course maintenance,
golf shop management or even an individual on your team). When I help companies
select the right KPIs we first develop a performance management framework that
articulates the strategic priorities. We usually create a single-page diagram
of the key objectives and how they support each other to deliver the ultimate
goal (e.g. deliver value to players at your course).</span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://1.bp.blogspot.com/-S34u23yfRuk/WBy1Wh61PPI/AAAAAAAAB4A/gj5qVo77ie0g8MhQKC8ZwjGkoJKm2w23QCLcB/s1600/Spyglass%2B1.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="240" src="https://1.bp.blogspot.com/-S34u23yfRuk/WBy1Wh61PPI/AAAAAAAAB4A/gj5qVo77ie0g8MhQKC8ZwjGkoJKm2w23QCLcB/s320/Spyglass%2B1.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Spyglass Hill #1</td></tr>
</tbody></table>
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">Once the performance framework
represents the company objectives it is time to develop KPIs. But before anyone
jumps straight to the measures I make sure companies first identify the
questions they need to answer. Take the wildly successful company Google, their
executive team has identified a set of about 35 questions. They now make sure
that the KPIs they use are helping them answer their most critical business
questions. This way companies not only tie their KPIs to their strategy but
also ensure they are meaningful and informative (i.e. helping you to answer
critical business questions).</span></span><br />
<span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;"><br /></span></span><br />
<br />
<div align="center" style="text-align: center;">
<i style="mso-bidi-font-style: normal;"><span lang="EN" style="mso-ansi-language: EN;"><span style="font-family: Helvetica; font-size: medium;">How do you measure and adjust course to
achieve the ultimate success of your golf course operation?</span></span></i></div>
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<span style="font-family: Calibri;"> </span></div>
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-84732347167896072462016-09-20T13:35:00.003-05:002016-09-20T13:36:17.460-05:00Comprehensive Annual Golf Course Goal Directed / Zero Based Operational Budget Template<iframe frameborder="0" height="346" scrolling="no" src="https://onedrive.live.com/embed?cid=051213CF32492173&resid=51213CF32492173%219585&authkey=AHBpBOW2TUQ6pz4&em=2&wdAllowInteractivity=False&ActiveCell='Cover%20Page'!A1&wdHideGridlines=True&wdHideHeaders=True&wdDownloadButton=True" width="402"></iframe><br />Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-54566820400947761682016-09-20T13:21:00.000-05:002016-09-20T13:21:51.847-05:00Simple Labor Forecast Tool for Golf Course Superintendents<iframe width="402" height="346" frameborder="0" scrolling="no" src="https://onedrive.live.com/embed?cid=051213CF32492173&resid=51213CF32492173%219578&authkey=ALomHUp3JFyr6MU&em=2&wdAllowInteractivity=False&ActiveCell='Cover%20Sheet'!B10&wdHideGridlines=True&wdHideHeaders=True&wdDownloadButton=True"></iframe>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-23651082883461402742016-01-19T10:43:00.005-06:002016-01-19T10:43:59.334-06:00Employee Performance or the job related activities expected of a worker and how well those activities were executed<div style="text-align: center;">
<span style="color: orange; font-size: x-small;"><em>Michael D. Vogt</em></span></div>
<span style="font-family: Calibri;"><div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Maintaining healthy turf may be the easy part of being a
superintendent, managing healthy employee relations in an ever increasing sized
organization is a pre-requisite for golf course staff success.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Strong employee relations are required for high productivity
and more importantly, human satisfaction. Employee relations generally deal
with avoiding and/or resolving issues concerning individuals which might arise
out of or influence the work scenario. Strong employee relations depend upon
healthy and safe work environment, percent involvement and commitment of all
employees, incentives for employee motivation, and an effective communication
system in the organization. Healthy employee relations lead to more efficient,
motivated and productive employees which further lead to increase in overall productivity.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Good employee relation signifies that employees should feel
positive about their identity, their job as well as about being a part of such
a great organization. Despite the importance of strong and healthy employee
relations, there are circumstances in the life of every organization when
employee and management relations are hampered. Instances of such circumstances
may be as follows:</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">When the employees do not behave as per accepted norms of behavior,
it is known as employee indiscipline. Absenteeism, change in employee’s behavior,
slow performance and grievances are all forms of employee indiscipline. Thus,
when the employees fail to meet management expectations in terms of standard
performance and behavior, it is referred to as indiscipline. In such cases, it
must be ensured by the management that steps should be taken so that employee’s
behavior is in conformity with the managerial expectations.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Similarly, the employees also expect from the management to
provide them a safe working environment, fair treatment, proper incentives,
participation in decisions, and needs satisfaction. The failure on part of
management to meet these expectations is termed as employee grievance.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">When the employees fail to meet their own expectations
whether in terms of personal goals, career goals, performance, self-respect, etc.
it is referred to as employee stress. Excessive workload, insufficient
workload, peer pressure, excessive/unreasonable use of authority by the
management, lack of promotional opportunities, nature of job, etc. all again
lead to employee stress.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">All the above mentioned organizational factors influencing employee
relations must be carefully undertaken. An optimistic approach to strengthen
disciplinary culture rooted on shared norms of employees should be adopted. An
effective grievance corrective system should be there. Stress management
strategies should be followed in the organization.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span><b><span style="font-family: "Open Sans"; font-size: 15pt; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;"><br clear="all" style="page-break-before: always;" /><span style="color: orange;">
</span></span></b><span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Improving Employee Relations</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Employee relations must be strengthened in an organization.
To do so, following points must be taken care of:</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<ul style="direction: ltr; list-style-type: disc;">
<li style="font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Employee has expectation of fair and just
treatment by the management. Thus, management must treat all employees as
individuals and must treat them in a fair manner. Employee favoritism should be
avoided. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Do not make the employees’ job monotonous. Keep
it interesting. Make it more challenging. This can be done by assigning employees
greater responsibilities or indulging them in training programs. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Maintain a continuous interaction with the
employees. Keep them updated about company’s policies, procedures and
decisions. Keep the employees well-informed. Informed employees will make sound
decisions and will remain motivated and productive. Also, they will feel as a
member of organizational family in this manner. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Employees must be rewarded and appreciated for a
well-done job or for achieving/over-meeting their targets. This will boost them
and they will work together as a team. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Encourage employee feedback. This feedback will
make the employers aware of the concerns of employees, and their views about
“you” as an employer. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Give the employees competitive salary. They
should be fairly paid for their talents, skills and competencies. </span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 8pt; margin-top: 0in; mso-list: l1 level1 lfo1;">
<span style="color: orange;">Be friendly but not over-friendly with the
employees. Build a good rapport with the employee. The employee should feel
comfortable with the manager/supervisor rather than feeling scared. </span></div>
</li>
</ul>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Performance Management—The Key to Fostering Over-Preforming Employees</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">What’s the secret to achieving greater organizational
success? Strong Performance Management—the processes you put in place to
measure and reward the abilities of your workforce to meet and exceed goals.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Improving morale, creating loyalty and increasing overall
productivity in your employees through performance management is the key to
your company outperforming the competition. An effective performance management
system is at its best when it establishes a true pay-for-performance culture
which, in turn, develops employee engagement. The process for linking a
company’s compensation plan to individual or team performance includes setting,
measuring and rewarding achievable performance expectations.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">There are many ways to approach the task of creating a
performance management process, but most are organized something like this:</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<ul style="direction: ltr; list-style-type: disc;">
<li style="font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo2;">
<span style="color: orange;">Individual goals and corporate strategy are
defined and communicated company-wide.</span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 0pt; margin-top: 0in; mso-list: l0 level1 lfo2;">
<span style="color: orange;">Progress on goals is monitored, and management
provides coaching on performance.</span></div>
</li>
<li style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal;"><div style="font-family: "Calibri",sans-serif; font-size: 11pt; font-style: normal; font-weight: normal; margin-bottom: 8pt; margin-top: 0in; mso-list: l0 level1 lfo2;">
<span style="color: orange;">Individual performance is appraised with
feedback and formal documentation.</span></div>
</li>
</ul>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Compensation is given based upon performance. If performance
meets or exceeds the desired standard, a reward is given. If performance does
not meet the desired standards, a performance development plan is created to
address the gap, and a new performance date is scheduled.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Defining Goals</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">The first step in performance management is setting the
stage correctly—defining individual goals and aligning them with the corporate
strategy. The process of setting goals should be a collaborative process
between a manager and his or her employees. Once the company-wide strategy is
established, individual goals should be created that support the “big picture”.
Major job functions and responsibilities, both shared and individual, should be
addressed within a SMART (Specific, Measurable, Achievable, Relevant, Timely) goal
framework.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;"><b style="mso-bidi-font-weight: normal;">Specific:</b>
Well-defined to inform employees exactly what is expected, when, and how much. </span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;"><b style="mso-bidi-font-weight: normal;">Measurable:</b>
Provide milestones to track progress and motivate employees toward achievement.
</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;"><b style="mso-bidi-font-weight: normal;">Achievable:</b>
Success needs to be attainable with effort by an average employee, with a bit
of a stretch.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;"><b style="mso-bidi-font-weight: normal;">Relevant: </b>The
goals should focus on the greatest impact to the overall corporate strategy.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;"><b style="mso-bidi-font-weight: normal;">Timely:</b> A goal
should be grounded within a time frame to create a sense of urgency for
completion.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Monitoring Progress on Goals</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">Managers need to be aware of their employees’ progress on
goals in order to step in with coaching assistance or resources when it appears
that goal targets may be missed or, even better, to acknowledge successes with
appropriate monetary or non-monetary rewards. In addition to the need for
managers to review the employees’ productivity, it’s also important for the
employees to track their own progress on goals. Having this information handy
is helpful during the all-important appraisal process to inform management of
the steps involved in reaching a goal or to highlight successes from earlier in
the year. The secret to high performance: review individual and team goals at
least once a week or month to clarify your focus and use this information as a
basis for performance discussions. You can use the opportunity to review the
progress and adjust timelines, request additional resources if necessary, or
even broaden the goal once more information is gathered from other sources.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Appraisal Process</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">In order to get the most out of their employees, the
appraisal process should include listening, observing, giving constructive
feedback, and providing recognition. Most performance management solutions include
writing assistants and coaching tools to help managers find just the “right
words” to give constructive analysis of the employee’s performance. The most
important part of the appraisal is to provide feedback about what the employee
has successfully learned and still needs to learn and create a plan to provide
the opportunity for the employee to develop those necessary skills. This can be
an important factor not only in the employee's growth, but also in the health
of the entire organization since employees have a greater sense of loyalty to
companies that develop talent from within and thus become more engaged in their
work. These development plans also allow the company to create a pool of talent
for strategic succession planning.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span><span style="font-family: "Calibri",sans-serif; font-size: 11pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br clear="all" style="mso-special-character: line-break; page-break-before: always;" /><span style="color: orange;">
</span></span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Pay-for-Performance Compensation</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">A successful pay-for-performance compensation strategy can
be the key to retaining your top talent and driving organizational performance
that exceeds all expectations. At its core, pay-for-performance serves to align
your people with the goals and objectives of the company and motivate and
reward your top performers, while continuing to develop the under performers to
become greater assets to your organization.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">It is important for an employee to know that if his or her
work performance meets or exceeds expectations that he or she will be rewarded
for the hard work appropriately through pay raises, bonuses or other rewards
(flexible schedule or time-off, gifts, recognition through awards, etc.) Pay
for performance compensation structures not only account for the individual,
but also for the working environment and performance of the team as well,
encouraging the employees to band together to reach the common goal.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<h3 style="margin: 0in 0in 0pt;">
<span style="color: orange; font-family: Times New Roman; font-size: large;">Conclusion</span></h3>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="color: orange; font-family: Times New Roman;">
</span></div>
<div style="margin: 0in 0in 8pt;">
<span style="color: orange;">With golf maintenance staffs getting larger in number and especially
multi-cultural, a first-rate performance management plan is the key to creating
an engaged and aligned workforce—the hallmark of all successful businesses.
Without one, your course or club could lose more than just time and money – you
could lose knowledge, employees and, in the end, your competitive edge in your
local marketplace.</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<span style="font-family: Times New Roman;">
</span></div>
</span><div align="center" style="line-height: normal; margin: 0in 0in 0pt; mso-outline-level: 3; text-align: center;">
<br /></div>
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-89849079870292031532015-11-13T14:06:00.001-06:002015-11-13T14:06:46.108-06:00The McMahon Report:<br />
<br />
It's a bi-monthly newsletter with information about the private club industry. See it at <a href="http://www.mcmahongroup.com/custom/flipbooks/McM_report_v10/html/files/assets/basic-html/page-1.html" target="_blank">Current McMahon Report</a>#<br />
<br />
Or for more information on McMahon Group please visit <span style="color: #388222;"><a href="http://www.mcmahongroup.com/">www.<strong>mcmahongroup</strong>.com</a></span>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-79406253574518443282015-11-13T13:58:00.001-06:002015-11-13T13:58:19.266-06:00<br />
<div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 14pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Miller/Dodson and Associates, Reserve
Specialist, are the Gold Standard for Country Clubs, Golf Clubs and Gated
Communities</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">A reserve study is an in-depth
evaluation of a property's physical features and components and an analysis of
its needed reserve funds to replace and renew current features and components.
Based on a thorough on-site inspection, a custom, detailed reserve study specifies
and anticipates replacements or repairs to the clubs’ buildings, sites and
feature components and recommends annual reserve funding to cover capital
expenditures for a specified time.</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Miller/Dodson and Associates creates a
custom reserve study that enables club managers, board members and golf
facility owners the assurance that future, major property expenses are
identified early and that a unique funding plan is in place to cover those
expenses.</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Simply put - a well-prepared reserve
study can help avert special assessments and supports a well-managed club
environment. Frank Vain, President of McMahon Group, emphasized in his 2013
presentation to the Club Managers Association of America that an asset reserve
study should be a cornerstone of a well-managed club.</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">The most accurate reserve studies are
conducted by an engineer and/or architect who knows building construction. In
addition to a degree, top-tier reserve-study professionals typically hold an
industry accreditation based on experience and advanced education.
Miller/Dodson’s bench is deep with such accreditations as Reserve Specialist
(RS), earned through the Community Associations Institute, or Professional
Reserve Analyst (PRA), awarded by the Association of Professional Reserve
Analysts.</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">When you work with Miller/Dodson and
Associates, you can be confident an engineer or architect will conduct your
on-site inspection and develop your detailed custom reserve study. All
Miller/Dodson advisors have also earned their RS or PRA designation or are
working toward it.</span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Additionally, Miller/Dodson and
Associates offers an accredited professional from the golf course industry to
evaluated the important features and components associated with your club’s
golf course. No other reserve analysis company offers this level of service as
a specialty to the golf and club industry. </span></div>
<div style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Michael D. Vogt, CGCS, CGIA* has
cooperated in many Miller/Dodson reserve studies, being an extra measure of
expertise in the evaluation of golf course features and components, including:</span><span lang="EN" style="font-family: "times new roman" , serif; font-size: 11pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;"><br clear="all" style="mso-break-type: section-break; page-break-before: auto;" />
</span></div>
</div>
<div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Irrigation Systems</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Sand Bunkers</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Greens</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Tees</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Fairways</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Cart Paths</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Water Features</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Drainage Systems</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Practice Facilities</span></div>
<div align="center" style="line-height: normal; margin: 0in 0in 8pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: center;">
<span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Bridges, Retaining Walls and Fences</span><span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;"><br clear="all" style="mso-break-type: section-break; page-break-before: always;" />
</span><span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"> </span></div>
</div>
<br />
<div align="center" style="margin: 0in 0in 8pt; text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN" style="font-family: "times new roman" , serif; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Contact Miller/Dodson for all your vital club asset
reserve studies 800-850-2835 or </span></b><a href="http://mdareserves.com/"><b style="mso-bidi-font-weight: normal;"><span lang="EN" style="font-family: "times new roman" , serif; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><span style="color: blue;">http://mdareserves.com/</span></span></b></a><i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"> </span></i></div>
<i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-family: "times new roman" , serif; font-size: 10pt; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"> </span></i><br />
<i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-family: "times new roman" , serif; font-size: 9pt; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-bidi-language: AR-SA; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US;">*Michael is also affiliated with Golf Convergence
and McMahon Group - <span style="mso-spacerun: yes;"> </span>these fine companies
also specialize in the golf and private club industry. Michael may be reached
at 800-365-2498or </span></i><span style="font-family: "calibri" , sans-serif; font-size: 11pt; line-height: 107%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><a href="mailto:mvogt@mcmahongroup.com"><i style="mso-bidi-font-style: normal;"><span lang="EN" style="font-family: "times new roman" , serif; font-size: 9pt; line-height: 107%; mso-ansi-language: EN; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><span style="color: blue;">mvogt@mcmahongroup.com</span></span></i></a></span>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-40070985178701179922015-05-27T08:43:00.000-05:002015-06-12T11:31:29.647-05:00New Website<br />
<span style="color: black;"><span style="font-size: large;"><span style="color: orange;">Please Visit</span> <span style="color: orange;">- </span></span><a href="http://miketurf.com/"><span style="font-size: large;">miketurf.com</span></a><br />
<span class="firstword">
<br />
<span style="color: orange;"><span class="firstword">Sometimes</span> the craziest things happen at the worst times for the best
reasons. Sorry for the lapse in posting, it's been some time!<o:p></o:p></span><br />
<br />
</span></span><br />
<div class="separator" style="clear: both; text-align: center;">
<span style="color: black;"><span class="firstword"><a href="http://1.bp.blogspot.com/-PTzz9gK9Xuw/VWXJaxJXanI/AAAAAAAAB1c/kWUtxO5DedU/s1600/Cypress_point_15.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="http://1.bp.blogspot.com/-PTzz9gK9Xuw/VWXJaxJXanI/AAAAAAAAB1c/kWUtxO5DedU/s320/Cypress_point_15.jpg" width="320" /></a></span></span></div>
<span style="color: black;"><span class="firstword">
<o:p></o:p><br />
<br /><span style="color: orange;">
I have been busy cultivating my business and low and behold I have made a
go-of-it.<o:p></o:p><br />
<br />
<o:p></o:p><br />
So I will now offer up my new website for your perusal. Take a look and send
me a note when you get an opportunity.<br />
<br />
Who knows the golf course's name in the photo above?</span><br />
</span> </span>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-14204434229820429692013-12-10T07:16:00.000-06:002013-12-10T07:16:23.932-06:00Are You a Golf Superintendent and a Businessperson or a Businessperson that’s a Golf Superintendent?
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></b> </div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You have expended a lot of time and
money to earn your degree and labored extensively as an assistant
superintendent. Now you are representing a well-respected club that has not
only weathered the economic firestorm of the past several years but has managed
to add membership and increase club usage. Your golf course is impeccably cared
for and of course, you are putting in long hours and hopefully earning a good
salary in return. <o:p></o:p></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">However, to be successful in golf business
today, you must have more than a great education and a pedigreed employment
history. If you desire to move up the ladder of success in the golf management
field, that means being <u>thoughtful</u> and <u>engaging</u> with those around
you. In fact, the attention you pay to detail is the main ingredient that
differentiates you from evolving from a golf businessperson to a golf business
professional.<o:p></o:p></span></div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Where are you in your evolution from
business person to business professional? Picture yourself in the following 16
situations to find out:</span></div>
<ol start="1" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You’ve been invited to a prearranged luncheon to give a
presentation on golf course conditions by the Tuesday morning ladies golf
group, only to find that you are allergic to the main course being served.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person asks the server if the meal can be replaced. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional plans ahead by making mention of foods that he can eat due to his
allergic reaction when accepting the invitation.</span></div>
<ol start="2" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You sent an e-mail message to a club board member only
to realize that you have transposed two letters in a word.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person hopes the board member realizes that keyboarding is
not their best strength. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional sends a revised message correcting the error.</span></div>
<ol start="3" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are invited to the annual club Christmas Party with
your spouse who feels uncomfortable since she will not know anyone there.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person approaches the members making sure that his spouse
is next to him/her. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional briefs his spouse about members that may have interests similar to
her and then makes a point of introducing.</span></div>
<ol start="4" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are meeting with a long range planning committee
member with whom you spoke by phone one week ago.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person goes to the meeting at the appointed time. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional confirms the meeting details 24 hours in advance.</span></div>
<ol start="5" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You have a 3:00 p.m. conference call scheduled with a
golf course architect and a golf course builder for an important sand
bunker project.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person dials into the conference call at 3:00 p.m. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional dials into the call a few minutes prior to the designated time.</span></div>
<ol start="6" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Saturday morning on the first tee, while performing
your usual PR, you meet a new member whose name is difficult to pronounce.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person avoids using the name in conversation. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional asks for assistance to correctly pronounce the name.</span></div>
<ol start="7" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You receive a telephone call from the general manager
who asks you to join him and the Board of Directors for lunch to discuss
important changes that may impact the golf course. You are wearing khakis
and a golf shirt. You know the rest of the meeting participants will be
wearing coats and perhaps even neck ties.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person declines the invitation due to lack of required
attire and asks the GM to just send the info discussed.<o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional keeps a back-up set of appropriate clothes for just this occasion.</span></div>
<ol start="8" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are attending a meal event welcoming new members
from India and have been seated at the new members table. You would like
to order beef as your entrée.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person orders the beef dish. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional honors the culture of his new member by also choosing a vegetarian
meal.</span></div>
<ol start="9" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are invited to your manager’s home for a casual
gathering.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person verbally thanks his manager for being included in
the get-together at the end of the evening. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional recognizes that a verbal thank you does not take the place of a
written note.</span></div>
<ol start="10" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You believe it’s important that you to send holiday
cards to your board members, committee members, employees and other
business contacts that help you during the busy season.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
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A Golf Business Person signs his name on each card. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional adds a short personal note with each card.</span></div>
<ol start="11" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Your assistant is on vacation and you are going to be on
the course all day.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person checks voice-mail at the end of the day to
prioritize which calls need to be returned. <o:p></o:p></span></li>
</ol>
<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"></span><br />
<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"> A Golf Business
Professional updates his voice-mail message to reflect his schedule.</span><br />
<ol start="12" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are invited to an early Monday morning meeting at
the club.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person picks up a Starbucks’ cup of coffee and takes it
into the meeting. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional drinks the coffee before leaving Starbucks rather than walking
into meeting with the cup in hand.</span></div>
<ol start="13" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You are at a member reception and are handed a bottle
of beer from the bartender.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person thanks the bartender and moves on. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional requests a glass for the beer.</span></div>
<ol start="14" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You drop by club’s accountants’ office that makes time
to talk with you.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person gets the colleagues’ feedback and then continues to
make idle conversation. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional gets the answer to the questions and then leaves unless he/she is
encouraged to engage in further conversation.</span></div>
<ol start="15" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You have been asked to participate in a 10:00 a.m.
Webinar.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person downloads the webinar as he/she dials into the
call. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional does a test download the day before to avoid any unexpected delays
at the time of the meeting.</span></div>
<ol start="16" type="1">
<li class="MsoNormal" style="line-height: normal; margin: 0in 0in 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">You have promised a return telephone call to a Green
Committee Member by noon and are waiting for a document from a company
that supplies bunker sand who cannot be reached.</span></b><span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><br />
<br />
A Golf Business Person returns the call to the committee member as soon as
he has all of the information and explains the delay. <o:p></o:p></span></li>
</ol>
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">A Golf Business
Professional keeps his word by getting back to the committee member a few
minutes before noon and updates the member with the information he does have.<o:p></o:p></span></div>
<br />
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";">Mostly,
the above Golf Business Professional behaviors have to do with going the extra
mile and showing your business colleagues and patrons that you’re the
consummate professional. <o:p></o:p></span></div>
<br />
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<span style="font-family: "Times New Roman","serif"; font-size: 12pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";">Society
has discarded many of the traditions and business etiquette of years past,
aforementioned forward thinking behaviors separated the truly class leaders in
business from the “ME FIRST” business leaders.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "Times New Roman","serif"; font-size: 12pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";">Dale
Carnegie said, “When dealing with people, remember you are not dealing with
creatures of logic, but creatures of emotion.”<br />
</span><br style="mso-special-character: line-break;" /><span style="font-family: Calibri;">
<!--[if !supportLineBreakNewLine]--><br style="mso-special-character: line-break;" />
<!--[endif]--><o:p></o:p></span></div>
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-63318893299447028462013-02-25T11:10:00.002-06:002013-02-25T11:10:54.392-06:00Private Club Capital Campaigning<br />
<br />
Is your cousre feeling a little rough around the edges? Are you spending too much money on maintaining tried sand bunkers, irrigation system or overused practice facilities? Are your maintenance and repair costs rising to accomplish the same level of maintenance just years ago? If you answer "yes" to any or all of these questions, it's time to begin thinking seriously about mounting a capital campaign. Especially after the economic downturn and the resulting deferred investments in capital now may be the time to embark on a needed capital project.<br />
<br />
If the thought of raising a lot of money in a relatively short time for capital improvements gives you pause, here's a word of encouragement: it is easier to raise money for capital campaigns than for annual operational funds. That's right: capital campaigns are "money magnets!" Why? First, capital improvements are tangible: imagine your club members and their families marveling at the all new practice facility and thinking to themselves: "My $2,500 helped pay for this!" It's easier for a donor to get his or her mind around a capital gift than a one-time, member-wide, large assessment.<br />
<br />
Second, capital campaigns offer tangible opportunities to truly change the face of the golf course. While some donors prefer to give anonymously, most love to be honored and feted. Capital campaigns afford the opportunity to honor donors by naming buildings, wings, rooms, even golf course renovations after them. How about naming a new greens construction project after the club members of 2013 on a commemorative plaque in the clubs trophy room!<br />
<br />
By the same token, the decision to initiate a capital campaign should not be made lightly. Your readiness to undertake steps one, two and three below will help you assess your readiness to mount a capital campaign. If you are indeed prepared, steps four through ten will help ensure your success.<br />
<br />
<strong>Step 1: Make the Case for Capital Improvements</strong><br />
<br />
The fact that your staff would like a new maintenance facility is no justification for a capital campaign. Successful capital campaigns depend on convincing members will be better served as a result of the capital improvements. Don't succumb to the "edifice complex:" I.e. "We've been around for a long time and we deserve a bigger and better maintenance facility and a staff Jacuzzi." Donors will not be impressed by your proposed capital improvements unless you can demonstrate that your clients will benefit or your business will benefit with improved safety and efficiencies. Additional under-roof storage areas, better equipped equipment shop an expanded employee locker room, space for lodging interns. The bottom line, fundraising is an emotional business every bit as much as a logical one; your job is therefore to create "emotional resonance" by showing how member’s facilities will be improved by the proposed capital improvements. <br />
<br />
At this stage, the "case" need only be a couple of sentences. An example might read, "The Happy Members Country Club has a 35% increase in members and a 45% increase in play in the past five years. New equipment to help make the course playable sooner with less player interference has paid dividends towards an overall increase in golf membership and better maintained course. This new equipment purchased in 2012 needs to be stored and maintained properly to ensure its long life; a new maintenance facility will house all equipment. In addition an intern housing facility will save the club labor expenses and attract the brightest minds studying to be golf course superintendents. These additions will elevate Happy Members country to truly the best club in the metro area.”<br />
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Later in the capital campaign process, the case will serve as the basis for a "case statement," which is a handsome document designed to convince donors to make significant contributions to your campaign.<br />
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<strong>Step 2: Locate a Site, Prepare Architectural Plans and Draft a Campaign Budget</strong><br />
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Once you have determined that you do indeed have a saleable "case" for the campaign, the next step is to develop conceptual architectural plans. If your capital improvements will occur on your present site, you still need to prepare these plans. Donors will not buy "a pig in a poke;" they will insist on knowing what the improvements will be. <br />
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Do not fall victim to the assumption that, because you can make the case for the importance of the improvements, donors will fall in line whether you have the architectural plans or not. For example, it is one thing to demonstrate that your club has added play and membership because of course improvements. It is something else entirely to show donors that you have a new maintenance facility in mind, and that you have detailed architectural plans and a drawing of the new facility in hand.<br />
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<strong>Step 3: Determine the Financial and Organizational Feasibility of Proceeding with the Campaign</strong><br />
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You are now ready to conduct a feasibility study to determine whether to go forward with the campaign. Some companies hire consulting firms to conduct feasibility studies, though there are certainly instances in which the study has been done by a staff person familiar with a member that will act as a flag bearer. The principal value of hiring a firm is that the folks who are interviewed for the study will often be more comfortable and forthright in talking with an "objective third party" than with a staff member.<br />
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The typical feasibility study involves 30 to 40 interviews of current and past board members, current club staff, committee members and a cross-section of members at large from differing age groups and membership categories." The person leading the study will also conduct formal research on those focus groups that are the "best bets" to make the largest impact to the campaign.<br />
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The purpose of the interviews is five-fold:<br />
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• To determine how your organization is viewed in the eyes of supportive members;<br />
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• To determine whether your club understands the importance of the proposed capital improvements with regard to member service, other capital investments and overall staff safety;<br />
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• To determine whether you have access to financial resources sufficient to reach your campaign goal;<br />
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• To "light a fire" under prospective membership categories by inviting their input about your proposed campaign;<br />
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• To assess your organizational infrastructure and its ability to handle all the particulars of a capital campaign, as well as membership volunteers and committee member’s capacity to solicit contributions.<br />
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Feasibility study "passing grade" means that your membership appreciates the work of you and your golf maintenance team, understands the value of the proposed capital improvements, and has the financial resources to put the campaign over the top, and that your organizational infrastructure is sufficient to handle the rigors of a capital campaign. An example would be, "In preparing the feasibility study for the proposed new Golf Course Maintenance Facility, McMahon Group interviewed 38 men and women, including past and present board and current staff members as well as current membership in the equity class. We also identified the golf committee and green committee members that we believe would be interested in making additional funds available through an annual benefit golf tournament. It is our considered opinion that the Happy Member Country Club can indeed support the $1.7 million that it will require to build the new golf maintenance facility through individual member pledge, the annual golf tournament and a slight capital dues increase."<br />
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<strong>Step 4: Assemble a Capital Campaign Committee</strong><br />
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Assuming that your board of directors has concurred with the feasibility study recommendation to proceed, the next step is to put together a well-connected, hard-working campaign committee. The committee should include members of your board, appropriate staff, and other volunteer members who care about your golf maintenance operation, understand the importance of the campaign and have the time and willingness to see the campaign to a successful conclusion. Don't worry about having too many people serving on the committee, but do make sure that everyone who is invited to join is committed.<br />
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The chair of the campaign committee should not be someone who is currently a board or green committee member. Rather, the chair should be a person of means who is comfortable both serving as the "point person" for the campaign (e.g. - addressing the membership at gatherings after golf, in the club at special events and on the course, on behalf of the campaign) and soliciting significant contributions from member colleagues and friends. The committee is responsible for overseeing the entire campaign. It is common to break the full committee into subcommittees to handle much of the campaign detail work. <br />
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The full committee should meet every two or three months for the duration of the campaign; the subcommittees should meet as appropriate, though it’s advisable to encourage regularly scheduled meetings.<br />
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<strong>Step 5: Plot Your Fundraising Course</strong><br />
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Capital campaigns may depend on as many sources of funds: additional capital dues, direct donations from members, tournament proceeds, etc. The capital campaign committee must decide early in the campaign whether or not to include a capital dues proponent in the funding scheme. In either case, the committee must review the sources of funds above and determine which offer the most significant opportunities.<br />
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A word of advice: most private club capital campaigns depend more on capital dues increases than individual gifts for funding. The determination of people of means who are close to the campaign to “bear the flag” is the key to the huge majority of successful private club campaigns.<br />
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All fundraising campaigns have three phases: research, implementation and follow-up. It is commonly accepted that the most important is research. When pursuing a contribution from a membership, your club must conduct research to amass all relevant information. Research is the responsibility of the campaign consultant or staff.<br />
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At the beginning implantation stage with reference to modest individual donors, it is recommended that possibly the green committee conduct a campaign via mail, e-mail or telephone to solicit smaller gifts to begin the research stage. These gifts are valuable in two ways: they are campaign revenue and they are "good advertising" in the effort to secure a capital dues increases. It is powerful evidence of membership and committee support for your capital campaign to demonstrate that, say, 100 people responded to your direct mail effort with an average gift of $250. This may represent only a fraction of your campaign goal, but it will show other donors that the membership "means business" about the campaign.<br />
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<strong>Step 6: Prepare a Campaign Case Statement</strong><br />
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If your campaign is to succeed, you must prepare a handsome document that communicates the case for the campaign. The case statement contains four elements:<br />
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a. A description of your maintenance team and committee members, including important past accomplishments and plans for the next three years.<br />
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b. Architectural plans and a drawing of the completed/renovated facility.<br />
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c. An explanation of how services to your members will be improved as a result of the capital improvements.<br />
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d. Information on how people can make individual contributions, what capital dues might become and the individual and group recognition opportunities that await them.<br />
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One of the most noxious myths in the private club world is "If our written collateral looks too good, members will think we're spending too much money on these materials and not enough on membership programs." If you are to make headway with your capital campaign, you must convince all members that your organization is a serious about this capital plan. Nothing communicates this seriousness like a case statement on high-quality paper that boasts attractive photographs and imaginative design. Scrimping on the case statement is a classic case of "penny-wise, pound-foolish."<br />
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With regard to recognition opportunities, capital campaigns provide a marvelous opportunity to honor donors by naming buildings, rooms, even golf features after them or their group. Do not take this lightly: some donors will be at least as interested in having their names emblazoned in a handsome plaque as they will be in supporting your worthy cause. Give donor recognition the time and imagination it deserves.<br />
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<strong>Step 7: Ask Campaign Committee Members for Their Gifts; Train Them in Major Gift Solicitation and Schedule Meetings with Major Gift Prospects</strong><br />
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The "engine" of most capital campaigns is major individual gifts. Capital campaigns should be "front-loaded;" that is, you will succeed if you get an impressive number of large donations early in the campaign. Also, more modest individual donors-solicited by mail or e-mail-will make contributions once they see that their "big brothers and sisters" have made large gifts.<br />
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The capital campaign committee must therefore hold a brainstorming session to locate those men and women who might make major gifts. Categories of prospective donors include:<br />
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• People who have given to your organization previously and who have the capacity to make larger gifts;<br />
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• Member friends, and colleagues of committee members;<br />
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• Vendors to the organization;<br />
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Remember: "Charity begins at home." Prior to soliciting major individual gifts, each member of the capital campaign committee must make a capacity gift. Obviously, "capacity" means different things to different people: for some folks, $500 is a stretch, while others can comfortably give $10,000. The chair of the committee must visit or telephone each committee member and ask for a donation. The more the committee gives, the easier it will be to convince other donors to make sizeable contributions. A corollary: be sure to recruit people to the capital campaign committee who have the wherewithal to make significant gifts. We don't expect that everyone on the committee will be wealthy, but the more money that can be generated by the committee itself the better.<br />
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It cannot emphasize too strongly the importance of training committee members in the art and science of major gift solicitation. It would be foolhardy simply to send committee members out on major gift "asks" without training them first. Capital campaign committee members must focus on four things in their preliminary training:<br />
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• Vitally important fundraising concepts, including "People give money to people;" "fundraising is done from the donor's perspective, not the applicant's;" and "success breeds success." These concepts provide the theoretical underpinning for the balance of the training;<br />
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• Exercises to help committee members overcome their fears of fundraising and to help them deal with the criticisms and concerns that may be voiced by prospective donors;<br />
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• Specific instruction in how to make the "ask;"<br />
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• A role-playing exercise to give committee members a concrete sense of how it feels to make these solicitations.<br />
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Once the training is over, committee members must get on the phone or on e-mail to schedule meetings with prospective donor members. The committee chair has an important role in "nudging" committee members to make these calls.<br />
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<strong>Step 8: Hold a Kick-Off Event and Solicit Modest Individual Donations</strong><br />
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Once you've raised approximately 15% of your capital campaign goal, it's time to move from "the quiet phase" to "the public phase." It is recommended that you hold a splashy kick-off event to announce to the world that you have exciting plans to erect a new maintenance building or renovate an existing one. You may wish to have the event at the building site; the upside is that members can see exactly what you need to replace and what you have in mind. If, however, the site is too dirty, dangerous or otherwise undesirable, there is nothing wrong with holding the event at the club, or even at the home of a board member or major donor.<br />
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The reason to hold a kick-off event is not to raise money on the spot, but to give your campaign a broad member profile. It is therefore imperative that you begin to make notice through the clubs newsletter and website. Be certain to have copies of your case statement handy. You certainly should have a formal program, but keep it short. Likely presenters include your board president, golf professional, club manager and architect or planner. Make sure, too, that you display detained conceptual plans, as well as a drawing and perhaps even several views of an artist’s rendering of the completed facility. <br />
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Following the event, begin to solicit modest individual gifts via direct mail, e-mail or telephone. While these gifts will not be large, they have great advertising value. Major donors are impressed when they see that other members have "stepped up" and made contributions to your campaign. This will smooth the way in securing those major gifts.<br />
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<strong>Step 9: Capital Dues Increase</strong><br />
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Now that you have acquired seed money and proved to the membership at large the merits of your project; introduce a monthly capital dues increase. A polling of the membership to acquire an amount that would be likely acceptable would be wise prior to the formal vote to increase capital dues.<br />
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If you have raised $150,000 in steps 1 through 8 and the total project cost is $1.5 million you will need to secure a commercial loan for $1.35 million, these are the costs:<br />
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• Assume a 15 year note for $1.35 million;<br />
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• 350 dues paying members;<br />
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• 5.5% interest rate;<br />
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• $31.52 per month dues increase would fund the loan.<br />
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With capital projects that have a direct impact on increasing the value of the club’s property often times other member categories are ask to contribute a small percentage. Senior and junior members may add a 5% capital dues increase which would have a positive impact on a full member dues increase.<br />
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Other fund raising ideas are ongoing annual charity tournaments can also have an impact on funds needed. Some clubs use a check-off system on golf cart rentals and guest fees.<br />
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<strong>Step 10: Celebrate and Acknowledge Your Donors</strong><br />
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Once you've successfully completed your campaign-on time and in full, we assume!-bring capital campaign committee members, donors, and other "organizational intimates" together at the site to party the night away. Be sure to have a short formal program in which you thank everyone who was instrumental to the campaign's success. Remember: today's capital campaign donor is tomorrow's annual fund supporter, so view this as a link in a long chain.<br />
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There are many more moving parts to the process than described above. But seeing a new irrigation project or maintenance building completed is the goal. These hard sell capital projects may take years to complete but they all begin somewhere, it just might have to start with you. <br />
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Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-40862520269389072872013-01-24T07:43:00.000-06:002015-11-13T14:01:59.981-06:00McMahon Report NewsletterThe McMahon Report:<br />
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It's a bi-monthly newsletter with information about the private club industry. See it at <a href="http://www.mcmahongroup.com/custom/flipbooks/McM_report_v10/html/files/assets/basic-html/page-1.html" target="_blank">Current McMahon Report</a>#<br />
<br />
Or for more information on McMahon Group please visit <span style="color: #388222;"><a href="http://www.mcmahongroup.com/">www.<strong>mcmahongroup</strong>.com</a></span>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-27017856644624931672013-01-16T08:19:00.000-06:002013-01-16T08:20:39.467-06:00A Quick Primer on Golf Course Maintenance Operating Costs<br />
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I truly believe most people understand there are two basic ingredients to running a successful and profitable business of any kind, be it golf or widget manufacturing - income and expense. The golf owner/operator has much less control over income, yet there’s generally more emphasis geared towards increasing income. Controlling expenses is equally important as increasing income, as far as profitability’s concerned. After all the basic equation for profit (or loss) is income minus expenses.<br />
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<strong>Controlling Operating and Fixed Expense</strong><br />
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There are two categories of expenses generally associated with any business, fixed and operating expense. Fixed expenses remain somewhat constant overtime, (insurance, utilities, leases, taxes, etc.). Since they don’t fluctuate, the focus of this article will be on operating expense or more exact - variable expenses. Operating costs generally fluctuate with operating activities to some extent (it takes longer to maintain a course with heavy play). Golf course maintenance is generally a production environment, expenses change along with an increase or decrease in production.<br />
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<em>Examples of Operating Expense:</em></div>
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<em>• Hourly wages</em></div>
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<em>• Chemical and fertilizers</em></div>
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<em>• Equipment maintenance</em></div>
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<em>• Supplies</em></div>
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<em>• Rentals</em></div>
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<em>• Services</em></div>
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<em>• Training</em></div>
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<strong>Operating Expense as a Percent of Gross Profit </strong><br />
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Since operating costs are directly related to operating activities, they should be analyzed as a percentage of gross profit. The equation for the percentage is to divide gross profit into each individual operating expense. At the end of each month, calculate the percentage of operating expense to gross profit from the income statement. Once the percentage is calculated, these percentages can be compared to historical data and budget figures.<br />
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<strong>Expense Control Budget and Forecast</strong><br />
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In order to create a budget, the forecast must be created first. The budget is simply a tool that helps control operating expense. The expense budget forecast, oddly enough, is basically a prediction of future income. Once the income forecast is created, the historical percentage of operating expense to gross profit is used to create the overall golf course operating budget in conjunction with a standard of maintenance. The calculation or percentage of gross income for each individual expense account should be used for creation of the budget.<br />
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Once the budget is created, expenses should be monitored by the superintendent so that expenditures are kept within the budgetary limits. If any specific areas of expenditures are exceeded, further analysis to determine the root cause should be undertaken. For further analysis of root cause, look at the general ledger expense accounts.<br />
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<strong>General Ledger Analysis of Expense Accounts </strong><br />
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If an operating expense exceeds the budgetary limits, researching the general ledger for the offending expense account should provide the root cause. The majority of the postings to an expense general ledger account comes from the purchase journal. Analyze the purchase journal and look for postings out of the ordinary (miscoded expenses are often a culprit). Also look for dollar amounts that seem unusually high. Often the root cause will stick out like a sore thumb.<br />
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In conclusion; it’s best to concentrate on controlling operating expense. Operating savings dollars move without related expenses directly to the bottom line, (no advertising, or cost associated with legitimate savings that do not influence or add to deferred golf course maintenance). A budget should be created and expenses should be contained within the limits of the budget. If expenditures exceed the budgetary limits, further analysis should be conducted to determine the root cause. Following these simple guidelines should help to increase the profitability and financial health of your golf facility.<br />
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<br />Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-13675235642564014612012-12-18T11:59:00.000-06:002012-12-18T11:59:14.676-06:00TO ALL READERS, MERRY CHRISTMAS!<br />
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I am in the business of golf; specifically helping superintendents work as well as they can under some of the most critical of situations. I share my information with all - on these blog pages, and I welcome any questions or comments by phone or email (the button on the right for email). <br />
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If there is a question or comment you wish to send me, please feel free, no cost, no obligation, no sales pitch. I will once again be presenting a half day seminar on Turf Care Center Planning and Programming at the 2013 GCSAA Education Conference and Golf Industry Show in San Diego, February 4th from 1:00 pm – 5:30 pm. If you have the opportunity I would welcome any contact during week at the conference with specific ideas, comments or questions.<br />
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All my best for a great holiday season,<br />
<br />
Mike<br />
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Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-53801799421590355192012-10-22T07:55:00.001-05:002012-10-22T07:55:45.022-05:00One of Three BeautiesLast week I found myself on a little spring fed stream in southwest Missouri at daylight. I found three rainbow trout, introduced myself, and sent them back to the cold pure water.<br />
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It can't aways be about the grass!</div>
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Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-90337952444701621422012-10-09T09:58:00.001-05:002012-10-09T09:58:05.006-05:00How's Your Business?<br />
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For years there have been many shots in the dark on how to craft the best business plan for golf course maintenance operations. The only way to get to the bottom of the deep, dark, murky mess of how much do we do and how much will it cost is very simple:<br />
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Craft a basic survey and have your players spend some time filling out the questions, ask what they want in terms of improvements, satisfaction and importance.<br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-fGKTc-7iC7Y/UHQ4Zt0IW3I/AAAAAAAABng/TzXq6dl3CDQ/s1600/Value+Boundry.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="381" nea="true" src="http://2.bp.blogspot.com/-fGKTc-7iC7Y/UHQ4Zt0IW3I/AAAAAAAABng/TzXq6dl3CDQ/s400/Value+Boundry.JPG" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Surveys can help define direction of your business-it's simple!</td></tr>
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From these comments, as scary as they may be, draft a standard of maintenance. This document should include heights of cut and all routine maintenance that affects conditioning and playability. Don't forget to budget projects and improvements based on the comments, in the example above fairways would be an area to focus on.<br />
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Figure what all of this costs based on the standards of maintenance and labor that’s required, that will be your budget. Present these documents to the decision makers. The proof this system works is dramatic in terms of increased play and player satisfaction.<br />
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• Survey<br />
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• Standards of Maintenance<br />
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• Budget<br />
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I find it very troubling that so many golf businesses operate without a sound business plan. Once these basic truisms of business are applied to the golf maintenance operation it’s just amazing how well the golf course can be improved, and player satisfaction can be increased.<br />
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If your in the golf business and what to know more-click the "email Mike" button to the right.Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-69498916729812073362012-09-13T08:37:00.000-05:002012-09-13T08:37:32.070-05:00Congress finally gets something right!<br />
Golfing legend Arnold Palmer became just the sixth athlete to receive the Congressional Gold Medal during a ceremony in his honor Wednesday in the Rotunda of the Capitol Building in Washington, D.C.<br />
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"Arnold Palmer was the everyday man's hero," Nicklaus said. "From the modest upbringing, Arnold embodied the hard-working strength of America ... The game has given so much to Arnold Palmer but he has given back so much more."<br />
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The Congressional Gold Medal and the Presidential Medal of Freedom -- which Palmer received in 2004 -- are the highest civilian awards in the United States. The Congressional Gold Medal dates back to the American Revolution. Each medal is created by the U.S. Mint individually to honor the individual and achievements for which the medal is awarded.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://4.bp.blogspot.com/-awkmoDIINaQ/UFHdulELciI/AAAAAAAABlk/F0XHDqrmTEo/s1600/AP+gets+medal.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" hea="true" src="http://4.bp.blogspot.com/-awkmoDIINaQ/UFHdulELciI/AAAAAAAABlk/F0XHDqrmTEo/s1600/AP+gets+medal.JPG" /></a></div><br />
"I'm particularly proud of anything the House and the Senate agree on," Palmer joked.<br />
<br />
Of the more than 200 people who have received the Congressional Gold Medal, the other athletes include: baseball's Roberto Clemente and Jackie Robinson, track and field's Jesse Owens, boxing's Joe Louis and another golf legend, Byron Nelson.<br />
<br />
Noting that two of those six were golfers, Palmer said, "I like to think and truly believe golf and golfers promote human values."<br />
<br />
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-12363467088324598402012-09-12T08:30:00.001-05:002012-09-12T08:31:57.739-05:00Chemical Storage and Mix/Load Facilities, What are Your Options?<div style="text-align: center;"><span style="font-size: x-small;">By Michael D. Vogt, CGCS, CGIA</span></div><br />
There are several options that we recommend when building a new facility or renovating an older chemical storage area.<br />
<br />
<em>• Have a containment area where the chemicals are stored, a curb of concrete around the base of the room or building. A water tight seal should be incorporated in the concrete placement at all concrete control, expansion and construction joints; the rubberized, PVC or neoprene seals at the concrete joints are known as water stops. After concrete cures a concrete sealer and elastomeric joint filler should be applied.</em><br />
<br />
<em>• Be sure to install a controlled temperature system and adequate ventilation system. Many chemicals need to be protected from freezing as well as extreme high temperatures. We normally recommend storing chemicals in the temperature range of 40°F to 90°F, with low humidity.</em><br />
<br />
<em>• A building away from the main drainage of water and surface water is always recommended. Most all of our plans have the chemical storage and mix and load building separate from any other structure by at least 200 feet, 400 is best.</em><br />
<br />
<em>• The most desirable construction materials for walls are concrete masonry units and placed concrete. These materials are durable and if treated with sealers are resistant to the absorption of chemicals.</em><br />
<br />
<em>• A floor sump system should be considered to retain, reuse or dispose of chemical rinsates and unintended releases in storage areas.</em><br />
<br />
<em>• Dry and liquids should be stored away from each other; most of our plans have two separate rooms to keep these two types away from each other. And within these rooms herbicides, insecticides and fungicides should be segregated as well.</em><br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-x2CvPMujVfo/UFCL3N8jGJI/AAAAAAAABlE/dYUzdCqtid8/s1600/DSCN4732.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" hea="true" height="239" src="http://1.bp.blogspot.com/-x2CvPMujVfo/UFCL3N8jGJI/AAAAAAAABlE/dYUzdCqtid8/s320/DSCN4732.JPG" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: x-small;">Poorly stored chemicals with no </span><br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;"><span style="font-size: x-small;">rhyme or reason </span></div></td></tr>
</tbody></table><br />
<em>• All shelving should be made of a non-absorbing material, commercial grade kitchen chrome plated round stock steel shelving works best. </em><br />
<br />
<br />
<strong>We normally design storage and mix and load facilities in the same building. The reasoning is:</strong><br />
<strong><br />
</strong><em>• Security; everything that encompasses storage and application of chemicals is under one roof.</em><br />
<em><br />
</em><em>• Safety; the chemical concentrate products are in an area that they will be mixed to dilution. Ventilation is already installed, the building designed to be large enough to clean, maintain and store sprayers and chemicals.</em><br />
<em><br />
</em><em>• Safety; if an uncontrolled release occurred; the clean-up site is removed from other working areas and buildings. If a fire was to involve the chemical building a separate type of protocol is required from fire fighters.</em><br />
<br />
<em>• The storage of chemicals and filling of equipment to prepare sprays is very controlled, water source is backflow protected, spills are contained, ventilation is good, chemicals are in close proximity, sprayers can calibrated, cleaned, maintained and stored in the chemical building away from all other golf course maintenance functions. </em><br />
<br />
<strong>These are some of the latest greatest products out there for chemical storage, and how they ensuring more safety and compliance than ever before</strong><br />
<br />
I believe that when superintendents consider the storage and application of chemicals they should try to segregate as much of the process from the rest of the operation as possible. By storing all things related to chemical application in a separate area it’s much safer and the superintendent is in a position to be able to control all of the moving parts of the chemical application process.<br />
<br />
The many golf course maintenance facilities I have seen over the years all too often have chemicals, fertilizers, shovels, equipment and coffee makers all stored under the same roof. This is no fault to the superintendent; it was not until recently a maintenance facility was considered a steel “building-in-a-box” with a concrete floor and several rooms in one end of the building. These cheap metal buildings soon began rusting and getting dented by machinery and subsequently after ten years the building was starting to fall apart and busting at the seams with every maintenance item in one big lump under a metal roof. The biggest reason these metal building become popular in the 60s through the 80s is they where a giant step up from the “old barn” and cheap at less than $15 per square foot in many cases.<br />
<br />
Considering the fact that most maintenance facilities should last fifty years or more, industrial architecture is being used to plan and program buildings to specifically fit the needs of golf course maintenance rather than a steel building; being configured to make-due for a cheap maintenance facility. <br />
<br />
As for products supplied to the superintendent for chemical dispersal; the best single item is the chemical manufactures selling their products in large format packages, like LinksPaks™. This packaging makes it easy to safely store large quantities of product. The empties are easily recycled, and ten gallon quantities are slightly cheaper than small format packages.<br />
<br />
<strong>Standard operating procedures when it comes to storing chemicals</strong><br />
<br />
These are the several of the best management practices when considering common sense storage of turf care chemicals:<br />
<br />
<em>• Ideally, store liquids away from dry chemicals, if that’s not possible, store liquids below dry chemicals</em><br />
<em><br />
</em><em>• Have some type of containment; even cheap plastic bins can be used to store chemicals on the shelves.</em><br />
<em><br />
</em><em>• Make every effort to keep chemical packages dry and in their original containers with a legible label.</em><br />
<em><br />
</em><em>• Look for old chemicals and get rid of them! I can’t tell you how many superintendents have old chemicals stashed in the dark corners of the building. Many municipalities have programs to dispose of these products.</em><br />
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://1.bp.blogspot.com/-4wKXlcYY5eQ/UFCM14_X7gI/AAAAAAAABlM/8vUDihRHi8k/s1600/MB20.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" hea="true" height="240" src="http://1.bp.blogspot.com/-4wKXlcYY5eQ/UFCM14_X7gI/AAAAAAAABlM/8vUDihRHi8k/s320/MB20.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Get the old chemicals out of your storage facility</td></tr>
</tbody></table><br />
<em>• Get rid of the wood shelves, the wood can become contaminated with chemical overtime; toxic waste.</em><br />
<em><br />
</em><em>• Be vigilant and keep chemicals locked when not using the specific storage area.</em><br />
<em><br />
</em><em>• Have a ventilation system in chemical storage areas.</em><br />
<em><br />
</em><em>• Have an emergency plan in place in case of fire, flood or uncontrolled release of chemicals and be sure to educate all employees on that plan.</em><br />
<em><br />
</em><em>• Keep a separate file or a three ring binder of labels that you have or have used in a separate place for reference.</em><br />
<em><br />
</em><em>• Keep personal protection devices (PPE) away from chemical storage areas (goggles, safety glasses, respirators, dust masks, gloves, face shields, ear protection, etc.)</em><br />
<em><br />
</em><em>• Install good lighting in chemical storage areas.</em><br />
<br />
<br />
<br />
<div style="text-align: center;"><em><span style="font-size: x-small;">For more information on tips and ideas to incorporate into your chemical storage areas and mix load facilities contact me any time at the button to the right.</span></em></div><br />
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-41240574308957024542012-09-06T11:11:00.001-05:002012-09-06T12:44:24.381-05:00Technicians, Assistants and Superintendents, Keep Grinding<br />
<div style="text-align: center;"><span style="font-size: x-small;">By Michael Vogt, CGCS</span></div><br />
<br />
<strong>HELP WANTED:</strong><br />
<br />
<em><strong>Experienced Turf Equipment Technician for local golf course</strong></em><br />
<br />
Must possess advanced knowledge of:<br />
• Gasoline engines of all sizes<br />
• Diesel engines of all sizes<br />
• Highly complex hydraulic circuits<br />
• Computer operated switching and controls<br />
• The game of golf<br />
• Recordkeeping<br />
• Safety in the workplace<br />
• Theory and application of reel mower grinding<br />
<br />
<em>Under the direction supervision of the golf course superintendent the incumbent will be asked to read the mind of co-workers on a daily basis and respond the all equipment needs no sooner than yesterday. In addition to the requisite skills listed above the successful candidates will be expected to work in 100° plus heat and below freezing temperatures; often laying on the ground, and be able to withstand the ripe aroma of decaying, moist turfgrass clippings. Do to the extremely unique equipment used to maintain a golf course, no training will be available. If this sounds like a position for you, you will be compensated slightly more than an oil monkey at the local quick lube. Also, you must supply your own tools that will often be pilfered by co-workers to perform equipment repairs without your approval or knowledge.</em><br />
<br />
<em>Apply in person at - Slightly Dysfunctional Country Club, Dollar Spot Drive, Grinding Wheel, MN </em><br />
<br />
Should the superintendent know how to grind reels and bedknives? Since turf technicians aren’t hanging out on street corners looking for work, superintendents should have at least a cursory knowledge of reel grinding and sharpening. Perhaps part of, on-the-job assistant superintendent training, a period of time spent with a journeyman turf technician to learn the finer points in reel mower grinding and sharpening would be wise. Perhaps mower sharpening should a prerequisite to becoming the head superintendent. It’s always comforting to know a “Plan B” is in place, if for some reason your equipment technician leaves, gets sick or is on vacation a reel sharpening can take place in his absence. <br />
<br />
<strong>WHAT WAS</strong><br />
<br />
Not too long ago it was a difficult proposition to grind a reel and bedknife to factory specifications. Some readers may recall names of grinders like Peerless and Ideal in the late 1960’s and early 1970’s these grinders were known as “Hook Grinders” because of the hook that guided the grinding stone along the reel blade, one laborious blade at a time. This process of single reel blade grinding was time consuming and produced average results. The finished results and the accuracy of grinding the units rested in the experience and patience of the individual who was operating the grinder. These technicians often taught themselves how to grind by trial and error or by a superintendent that learned from another superintendent and pass the information along.<br />
<br />
Backlapping was the final stage of this process and often needed to be conducted for an hour or more to mate the reel with the bedknife. Fast forward to the late 1970’s, manufacturers of grinders with names like Neary, Foley and Atterton & Ellis raced to the industry with the spin grinder. Now a novice turf technician could produce a great grind in less time and be certain that the reel was close to a true cylinder. Gone were the days of long backlapping procedures to make-up for average grinding results that relied on the experienced touch of an experienced turf technician.<br />
<br />
During the rapid expansion of the golf industry of the late 1980’s and 1990’s turf mangers were required to lower the height of cut on turfgrass areas in response to better turf varieties and better overall turf management techniques. Superintendents and the turf technicians were challenged to repair, maintain and keep sharp a new generation of turf equipment that delivered much lower and better quality of cut. Greens that were maintained at a height of cut of 3/16 of an inch in the 1970’s are now maintained at 1/8 of an inch. Not only that, we don’t even use fractions to illustrate what heights of cut we maintain. With lower cuts the nomenclature most often used is a decimal equivalent, 1/8 = .125.<br />
<br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-aZiPs6Y3Uzk/UEjIIADiqeI/AAAAAAAABkU/qLv0Gwp0Ysw/s1600/Bedknife+8.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" hea="true" height="239" src="http://2.bp.blogspot.com/-aZiPs6Y3Uzk/UEjIIADiqeI/AAAAAAAABkU/qLv0Gwp0Ysw/s320/Bedknife+8.JPG" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Bedknife Grinding</td></tr>
</tbody></table><strong>WHAT IS</strong> <br />
Most every golf course maintenance shop is equipped with a measuring device known as an ACCU-GAGE®. The ACCU-GAGE® can measure height of cut on reel mowers to the ten thousands of an inch. Terms that were being used to describe distances and spaces are now expressed routinely in thousandths of an inch. The ACCU-GAGE® uses a machine shop type dial indicator to measure the distances between the bottom of the rollers and the top face of the bedknife. <br />
<br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-ih2VHEo6Awc/UEjgluWNXbI/AAAAAAAABks/aiww6ZAfWGw/s1600/height+of+cut.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" hea="true" height="320" src="http://2.bp.blogspot.com/-ih2VHEo6Awc/UEjgluWNXbI/AAAAAAAABks/aiww6ZAfWGw/s320/height+of+cut.JPG" width="246" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Height of cut conversions</td></tr>
</tbody></table><br />
Today’s reel sharpener manufacturers responded with advances in technology, making it possible to return a reel to Original Equipment Manufacturers specifications with the “touch of a button.”<br />
<br />
Even though these high tech machines that sharpen reels and bedknives are much less reliant on touch the superintendent and equipment technician must have a thorough understanding of how the relationship between reel and bedknife work to keep turf healthy and maintained at desirable heights of cut.<br />
<br />
<strong>THE GREAT DEBATE</strong><br />
<br />
To subvert the simplicity gained from modern machines to enable technicians to prefect the grinding process efforts confusing the issues rage on. Following, is just a sampling of controversial issues relating to the fine art and science of sharpening mowers:<br />
<br />
• Relief grinds on reels, <br />
• Light contact vs. no contact, <br />
• Pinch paper flat – cut paper perpendicular, <br />
• Two pieces of paper, cut one pinch one,<br />
• Back lap or no backlap, <br />
• Light touch-ups of bedknife front face,<br />
• Scissor cut vs. scythe cut,<br />
• Hard back relief on bedknife top face. <br />
<br />
There exists many ways to condition reel mowers to perform and accomplish an after-cut appearance the superintendent and most importantly the golfer desires. Each reel mower manufacturer has recommendations to maintain. Only though a clear understanding of the theory of reel mower mechanics can a superintendent and turf technician decide on what’s the best method of grinding and sharpening. <br />
<br />
<strong>TRUE TODAY AS IT WAS IN 1943</strong><br />
<br />
<em>Here’s an excerpt from The Greenkeepers’ Reporter, November-December, 1943</em><br />
<br />
EMERY WHEEL GRINDING<br />
<em>“If you are inexperienced do not attempt sharpening with an emery wheel in times like these. Wait until after the war-as there are no new mowers available now.</em><br />
<em><br />
</em><em>…no unskilled man should be given the job sharpening mowers with an emery wheel grinder. Anyone doing this work should have a thorough knowledge of what he’s doing.”</em><br />
<br />
Whether superintendent, assistant, or turf technician, each day you are being judged on the quality of turf you maintain. It is to your advantage to have a working knowledge of grinding and sharpening reel type mowers.<br />
<br />
<strong>“You have to be patient and keep grinding”</strong><br />
<br />
Davis Love III<br />
<br />
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-23099444680823411972012-08-31T11:52:00.000-05:002012-08-31T11:52:49.220-05:00A Good Bye to a Great Man, My friend, Stan<div class="separator" style="clear: both; text-align: center;"><a href="http://3.bp.blogspot.com/-uzxwagbl7LM/UEDri8ZqneI/AAAAAAAABjE/HwkBALco-1k/s1600/Stan.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" fea="true" height="216" src="http://3.bp.blogspot.com/-uzxwagbl7LM/UEDri8ZqneI/AAAAAAAABjE/HwkBALco-1k/s320/Stan.jpg" width="320" /></a></div>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-49651829667269360422012-08-29T10:10:00.000-05:002012-08-29T10:10:54.674-05:00Golf Course Irrigation<br />
<div style="text-align: center;"><em><span style="font-size: x-small;">By Michael D. Vogt, CGCS, CGIA</span></em></div><div style="text-align: center;"><em><span style="font-size: x-small;"><br />
</span></em></div>There remains no simple way or shortcut to arrive at a method to manage irrigation water, especially given the inherent inefficiencies or water application with a circular pattern with designed overlaps along with single head coverage. However, the increase use of handheld moisture meters and in-ground moisture sensors have brought about many changes in water management and hand water applications particularly on greens surfaces. The superintendent must quantify the use of the current irrigation system by using the steps above and making adjustments to time at individual heads on a constant basis, which remains our best practice of today. Without the baseline numbers from an audit it remains a guessing game on what areas of the course are receiving quality coverage. Out of all information attained from irrigation audits the most important number to attain remains Distribution Uniformity; that percentage is the broad report card of the irrigation systems ability to apply water evenly over a give area.<br />
<br />
When a superintendent designs a schedule for water distribution that schedule must be modified to accommodate changes in weather or evapotranspiration (ET0) which can change the turfs need for water. An audit provides the tools necessary to meet these requirements. <br />
<br />
Our modern irrigation systems become less efficient with time and even the most advanced systems were never designed or intended to be a “set it and forget it” water distribution tool. The recommended schedule resulting from an audit is based on the field results; inspections, distribution uniformity, precipitation rate, soil intake amounts, turf water use, root zone depth and soil water holding capacity. Further adjustments to scheduling must be made to accommodate the limits of the control system used to operate the system. <br />
<br />
An added benefit to an irrigation audit or multiple audits is to identify trends in system maintenance or other system needs. Typical maintenance activities that may be identified by an audit include:<br />
<br />
• Adjusting sprinkler heads to level;<br />
<br />
• Adjusting arcs for proper pattern coverage;<br />
<br />
• Ensuring that there is nozzle and sprinkler uniformity;<br />
<br />
• Clearing clogged nozzles;<br />
<br />
• Replacing drive mechanisms or irregular rotating heads.<br />
<br />
Also, an audit may alert superintendents to more significant problems, such as:<br />
<br />
• Moving heads to more appropriate spacing;<br />
<br />
• Adjusting pressures at pumping source;<br />
<br />
• Adding pressure regulating devises in field;<br />
<br />
• Upgrading to different system components (sprinklers, valves, pressure regulating valves, screens, filters, etc.).<br />
<br />
<strong>Money Savings</strong><br />
<br />
Money saving examples of a properly maintained and scheduled system (an irrigation audit will supply these numbers to calculate your savings):<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://2.bp.blogspot.com/-UGem5_sMHXY/UD4v0MeJ0HI/AAAAAAAABis/Ga9quFX9480/s1600/Water+savings.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" fea="true" height="128" src="http://2.bp.blogspot.com/-UGem5_sMHXY/UD4v0MeJ0HI/AAAAAAAABis/Ga9quFX9480/s640/Water+savings.JPG" width="640" /></a></div><br />
Once field data is gathered an illustration of saving can become clear and a return on investment can be communicated to club or course leaders. <br />
<br />
<strong>Water savings will look like this:</strong><br />
<br />
Water will always have a cost, whether its cost is just pumping or you must actually purchase water. In the example above Distribution Uniformity (DQLQ) was collected for a golf course in the east that purchased water by the unit (1,000 gallons) which costs $1.40. Simple math tells us that saving 10% in DQLQ will yield a savings of 4,236,024 gallons per year. The equation would look like this, 4,236,024 / 1,000 = 4,236, 4,236 X $1.40 = $5,930.40.<br />
<br />
<strong>Power savings would look like this: </strong><br />
<br />
Pump station pumps 1,000 gallons per minute, we save 4,236,024 gallons per year or 4,236 minutes of pumping time or 70.6 hours. If your course irrigation power bill was $21,000 per year based on 55,910,086 gallons at 60% DULQ that number would be 0.000376 (55,910,086 / $21,000 = 0.000376) per gallon in electricity or electricity savings of $1,592.00. In addition, saving 70.6 hours over the life of the pump system, that would equate to at least one free year added to the life of the pump station. <br />
<br />
Combined savings of $5,930.40 water + $1,592.00 electricity = Total yearly savings $7,522.40. <br />
<br />
Audit, $3,000.00 + new nozzles $3,000.00 + labor $1,522.40 = payback - one year<br />
<br />
To locate a Golf Irrigation Auditor near you look to the Irrigation Association website;<br />
<br />
<br />
<br />
<a href="http://www.irrigation.org/hirecertified/">http://www.irrigation.org/hirecertified/</a><br />
<br />
Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-23370181552326586732012-07-24T08:11:00.000-05:002012-07-24T08:11:10.663-05:00Golfdom Hits Home on Latest Issue, Must Read for Older Supers5.9% of superintendents are age 60 or above. <br />
<br />
Mark Woodward said it best, "It seems our industry sometimes eats its own" Read the whole issue here <a href="http://www.golfdom-digital.com/golfdom/201207#pg1" target="_blank">Golfdom</a> .Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-15090614898866878842012-05-31T13:59:00.000-05:002012-05-31T13:59:10.259-05:00Is your golf facility psychologically ready for change?About every ten or fifteen years the economy thumps everyone on the side of the head to remind them to shape up; shoving many golf businesses into a state of shock. 2008 showed us a perfect example of a good thumping with a major collapse in the housing and financial markets. Okay, enough of that, fast forward to today, the shock has (mostly) worn off and it’s time to shake off the cobwebs and move ahead. For many golf facilities, this is the time to reevaluate the course of action, reposition the business, or even reconfigure the whole facility. <br />
<br />
For most golf course businesses it’s so much easier to go back to the way things used to be. The funny thing about change is that it mostly strikes the psychological part of the system, and the majority of golf business leaders that charts the course of the facility, must expect and properly handle the emotional ups and downs of the customer / member and most importantly the staff throughout the transition. <br />
<br />
Just over the past few years, I’ve have witnessed the firing of key golf business staff, rebirth of entire organizations, layoffs, and repositioning of companies (wow, those management companies are spending money like the 112th Congress!). Although I personally enjoy the prospects of change, years of dealing with various golf business and their organizational changes has taught me a lesson or two about dealing with the unsettling factors involved with major change within the golf management business. Here’s what I think: <br />
<br />
<strong>Deal with the fear of change.</strong> Your other option is stagnation which is really much more frightening. The way you can help the business and staff overcome the fear of change is to provide as many facts and analyses as is possible. The more knowledge everyone has, the less emotionally reactive they become. <br />
<br />
<strong>Don’t act out of panic.</strong> You’re almost sure to make the absolutely wrong decision. Need I say more? <br />
<br />
<strong>Take things one step at a time.</strong> Keep a long term, strategic view, make your plans, and then act accordingly. Break the change process into steps. The longest journey begins with the first step. <br />
<br />
<strong>Remove yourself from the situation.</strong> Pretend like you’re giving advice to someone else (that’s funny, coming from a consultant). I’m saying this from experience. Something happens when you’re removed from the situation – you become more rational and less impetuous in your decisions.<br />
<br />
<strong>Get your staff on board during the planning process.</strong> You need the affected staff and organization leaders to make successful transitions happen. They need to understand why the change needs to occur, where the organization is ultimately headed, and how you will get there in order to transmit the ideas throughout their respective departments and staff members. The more time you spend with them laying out the groundwork before the change occurs, the easier the transition. <br />
<br />
<strong>Communicate, communicate, and communicate.</strong> Engage the group throughout the change process both by talking and listening. This is no time to hide in your office, behind your computer screen. Pay particular attention to the quiet ones. They’re the ones listening to everyone else and can provide a wealth of information about the general morale and other on-goings within the club. <br />
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<strong>Expect problems.</strong> Know that things will go wrong. Your staff will inevitably get cold feet, the markets will change, and your finances won’t go as planned (at least until December 21). It’s OK. Your plan should have wiggle room, but also, don’t beat yourself (or anyone else) up if things go slightly off course. Regroup and pull things back on course. You never know, you might even decide to change the intended course halfway through the process based on the new information. <br />
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<strong>Not everyone will be unhappy.</strong> Whenever I’m presenting to a group about a particular subject I always notice a few quietly nodding their heads. By tuning into the “Head Nodders” know that some of your staff is already on board to make these changes happen. Use them to help you in the change process. If they’re already nodding they most likely share your vision, and can help you during the transition.<br />
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<strong>The ending is just as important as the beginning.</strong> Once you’ve gone through some type of change process, don’t let the organization fall back into the old patterns otherwise your efforts will go to waste. Everything associated with the change process will feel a little shaky for a while. Make sure all the processes, new systems, and new positions are solidly in place before you relax and grab that cold frosty to celebrate. Don’t let the opportunity to celebrate with your fellow change agents; the staff and the patient golfers should be included in the Hoop-La!<br />
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Change, whatever it may be, is one thing that’s inevitable, the better we prepare to be agents of change the better and more valuable of a manager and a leader we become. It easy after the first ten big changes, honest.Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-47009166667764034052012-05-30T14:18:00.000-05:002012-05-30T14:18:41.942-05:00Interview with Bruce Williams<object height="270" width="480"><param name='allowFullScreen' value='true' /><param name='allowScriptAccess' value='always' /><param name='movie' value='http://mediaserver.gie.net/v/3546/s/15' /><embed src='http://mediaserver.gie.net/v/3546/s/15' type='application/x-shockwave-flash' allowscriptaccess='always' allowfullscreen='true' width='480' height='270' /></object>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-3879936960112625532012-05-01T13:56:00.000-05:002012-05-01T13:59:18.768-05:00Golf Irrigation Audit<br />
The summer irrigation season is almost here. That means golf course superintendents will soon be applying valuable water resources to the course. It is the responsibility of all in the golf industry to ensure that water is used wisely. An audit of the irrigation system has been shown to be the most effective tool for maximizing water use efficiency. Irrigation audits consist of three main activities: <br />
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• Site inspection<br />
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• Performance testing <br />
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• Irrigation scheduling<br />
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Each activity in itself can result in significant water and cost savings. Together, these activities provide valuable information based on site specific conditions and irrigation system performance.<br />
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Special Offer - May Only</h3>
If you book an irrigation audit during the month of May I will be offering a special price; one acre (greens, tees or fairways) for $1,500, two acres for $2,000, plus travel expenses from Saint Louis, Missouri. Included in your audit report is a complete distribution uniformity test, pressure test at each sprinkler head, precipitation rate, irrigation scheduling worksheet and an evaluation of control system and pump station. <br />
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If you’re considering irrigation system upgrades or a new system in the future - now will be the time to save on parts and installation. I can work for you to secure the best in installation and products for the best negotiated price. I do not work with or for any irrigation manufacturer, distributor or installation company. My recommendations are not bias to any brand or irrigation company.<br />
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I have been a certified golf irrigation auditor for twelve years and a certified golf course superintendent for twenty five years; I know how to help superintendents maximize system components. <br />
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In this climate of public opinion a golf irrigation audit is the perfect way to document that your club is conscientious about conserving valuable resources. Call or email for more information on this valuable service. <br />
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<em><span style="font-size: x-small;">Certified Golf Irrigation Auditor: Michael Vogt, CGCS, CGIA mvogt@mcmahongroup.com / 800-365-2498</span></em></div>
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<span style="font-size: x-small;"></span>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0tag:blogger.com,1999:blog-7489321667322601131.post-53047823480168214732012-04-20T08:05:00.000-05:002012-04-20T08:05:57.434-05:00Equipment Wash System from ClearwaterThis equipment wash system is the most revolutionary system I have seen in the industry. All tanks and pumps are below ground saving space and keeping vandalism and equipment incursions to a minimum. Simple care and cleaning of the system and installation can be handled by the superintendent and crew or local contractor. Best feature-value, you get a get product for a great price.<br />
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<a href="http://www.highspeed.co.uk/water-recycling/index.html" target="_blank">ClearWater Systems</a><br />
Check out the video, it will change the way you think of smelly equipment washing!<br />
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<div class="separator" style="clear: both; text-align: center;"><iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.blogger.com/video.g?token=AD6v5dw83HsteJR1gMM-Wf8J0aY2Rz5EPiXq5E8zdiny8SjKclOTNP47OGfEJC98YHBYHgdNxeV3Il_tbBAFNRhHZQ' class='b-hbp-video b-uploaded' frameborder='0'></iframe></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><br />
</div><div class="MsoNormal" style="margin: 0in 0in 0pt; text-align: center;"><span style="font-family: Calibri;"><em>I have no financial stake in this company and bring this information to the golf industry because I feel it to be a superior product.</em></span></div>Michael Vogt, CGCShttp://www.blogger.com/profile/01105362472523401017noreply@blogger.com0