Tom Tokarski’s ability to handle anything that comes his way—on and off the golf course—has not gone unnoticed by Billy Casper Golf, which named him the company’s 2012 Superintendent of the Year.
It’s the nature of the job for golf course superintendents to deal with daunting challenges on a day-to-day basis. Some, such as the predictably unpredictable whims of Mother Nature, are expected. Others, including turnover in a key leadership position in a short time span, are not always anticipated.
After Tom Tokarski assumed his post in 2011 as Golf Course Superintendent at Butler’s Golf Course in Elizabeth, Pa., the course underwent changes at the General Manager’s position, heaping extra responsibilities onto Tokarski. He was asked to serve as interim manager for all aspects of the property, adding the pro shop, food and beverage operations, marketing, human resources and client relations to his golf course maintenance duties.
“With the support of the Billy Casper Golf (BCG) team, we were able to keep the business growing and financially successful during these times, until there was some stability again at the GM position,” Tokarski says.
As a result of his unprecedented efforts, Tokarski earned BCG’s 2012 Superintendent of the Year award. That also made it two years in a row that the management firm rewarded Tokarski for his above-and-beyond work ethic. In 2011, he earned BCG’s Agronomic Rookie of the Year, which goes to a golf course superintendent who is new to the company (Tokarski had worked for BCG from 2005-2008 before leaving the company and returning in 2011 to his position at Butler’s Golf Course). The “rookie” award honored Tokarski for how he was able to improve course conditions, while staying well under budget, during his first year at Butler’s.
Tokarski recently spoke to C&RB about the reasons behind the recognition of his success not only in golf course maintenance, but also broader aspects of the club business.
Q: How would you describe your philosophy as a golf course superintendent?
A: I try to give our guests the best value for the money they are spending. I believe we are in an age that some call “Golf 2.0.” Golf is in a little bit of a recession due to a lot of factors. I try to exceed the expectations that our guests have every day, so they have an exciting and memorable experience at our facility.
Q: What are the biggest challenges of maintaining the two 18-hole layouts at Butler’s Golf Course?
A: The biggest challenge for a superintendent is Mother Nature. Between the difficulties of working around her schedule and maintaining 36 holes, plus a four-hole practice course, on a 660-acre property, there are a lot of things that can go wrong. If you have one bad green out of the 40, it could ruin your season.
Q: How has the golf course maintenance business changed through your 25 years?
A: It has changed a lot. I started before the golfing boom and the popularity of daily-fee upscale facilities of the ’90s. Before the boom, we were mowing fairways with pull-behind gang mowers to stripe fairways, and walk-mowing greens at public courses with lower mowing heights. Now we have faster green speeds with IPM programs and newer grass pest-resistant cultivars.
Q: How important is professional development to you, and what do you do to ensure that you are staying on top of the latest trends and developments in golf course maintenance?
Butler’s Golf CourseWebsite: www.butlersgolf.com Golf Holes: 36, plus four practice holes Designer: Multiple, most recently Tom Fox on the newest nine holes Property Type: Public Year Opened: 1985 Golf Season: March-December Annual Rounds: 66,000 Fairways: Bent, rye Greens: Bent, poa |
A: Professional development is extremely important in the golf course industry. This business has gone through a paradigm shift in the last 10-15 years. At one time you just had to open up the front door and golfers would come in. Now we are in an age where conditions, and especially service and the overall experience of our guests, are very important. This is mostly due to the fact that golfers have a lot more choices about where to play.
To adjust to the changing times, it is vital that superintendents are up-to-date with current maintenance practices, tools, equipment, environmental issues, plant protectants and human resources laws. If there is a new tool, fertilizer or piece of equipment that can save you money, you must consider changing your routine to help improve the overall bottom line of your facility’s financial performance. To keep up with these always-changing issues, I attend regional seminars as well as the national Golf Course Superintendents Association of America’s seminars and workshops
Q: How does being part of a management group help you in your profession?
A: The management group members at Billy Casper Golf provide a lot of tools to make their managers successful. They provide national account discounts for our clients, a support team in all facets of management, and most of all, a great network of experts in the golf course management field that I can turn to for advice and help if things start to get off track.
Q: What type of staff development opportunities do you offer to your maintenance crew?
A: Most of our maintenance crews consist of retired professionals, but we do have a core group of people who either love the game of golf, like working outside, or have the desire to become a professional in the turf industry. I recommend to a lot of individuals to explore turf school programs to provide education to help them become professionals. BCG has an aggressive internship program, and I have had eight assistant superintendents and interns move on to become superintendents and professionals in the turf industry. I take great pride in these people, and I always try to add more to that number.
Q: What type of course conditions do the golfers at Butler’s expect?
A: Golf on TV makes everything tough for superintendents. Our guests at Butler’s Golf Course expect good conditions, good pace of play and an enjoyable day.
Q: How do you ensure that your maintenance practices are meeting their expectations?
A: One of the main concerns at Butler’s Golf Course is the 200 acres of rough we have to maintain. Again, as another part of “Golf 2.0,” I want golfers to be able to find their balls and keep moving. Golfers don’t want to play five- or six-hour rounds or spend their time looking for golf balls. I’m not the type of superintendent to make the course hard for golfers—even though that can be fun, too! My job is to find the balance between easy for beginners, fast pace-of-play for frequent golfers, and challenging for more proficient golfers.
Golf Course Operations ProfileAnnual Budget: $565,000 Staff: 3 full-time; 18 part-time and seasonal, combined Key Staff Members: Foreman Frank Tekavec; Mechanic Ken “Scooter” Jarmon Irrigation System: Toro; 681 heads Water Source and Usage: Run-off Equipment: Mostly Toro Aerating and Overseeding Schedules: Solid aerating weekly all season long; hollow aerating in the early fall. No overseeding. Upcoming Capital Projects: Rebuilding a green or two; bunker renovations; newer equipment fleet. |
Q: How closely do you work with your golf pro, General Manager and other members of the management team?
A: I talk to my General Manager, Cliff Easum, and golf pro every day. We are currently in the world of instant communication, and I use all of the communications tools that are available to me to the fullest. The GM and I also usually tour the course once a week, and sometimes we get away and check out the competition and play some golf at other facilities in the area. All three of us are constantly trying to give our guests a better experience.
Q: What advice would you give to superintendents who are just starting out in the business?
A: To be successful in this business, you must have a passion for working outside with Mother Nature—even while environmental conditions are always changing! We constantly get different, unexpected challenges every day from Mother Nature. And it’s not only growing grass—it’s also being able to run a business and to motivate and educate employees so the entire team can be successful. Most of all, have a passion for the game of golf!
Q: What does it mean to you to be named the Billy Casper Golf Superintendent of the Year?
A: Wow! It was unbelievable. To be named BCG Super of the Year out of 150 talented superintendents means a lot. There are superintendents who have better course conditions than I provide, but I guess I had some different challenges in 2012 that are not normal to the superintendent profession. We made it through those challenges while improving course conditions, and it was a great feeling to be recognized for that accomplishment. I would not have been able to achieve this award without the support of the Billy Casper Golf management team.
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