Lobbyist Michael Dugan (left) worked with John Garcia (center) and Scott Ramsay of the Connecticut superintendents’ association to help gain exemptions from proposed regulations.

The Connecticut Association of Golf Course Superintendents has earned accolades for its tireless efforts in government advocacy.

This year, the Connecticut Association of Golf Course Superintendents (CAGCS) won the 2013 Excellence in Government Relations Award from the national Golf Course Superintendents Association of America (GCSAA) for its persistent advocacy on behalf of the golf industry.

In 2010, the association worked to prevent the Connecticut state legislature from passing stream-flow standards and regulations that would impose significant financial hardships on golf courses statewide. It then swung back into action after Connecticut’s Department of Energy and Environmental Protection (DEEP) proposed a ban on all fertilizers containing phosphorus to any established lawns, including golf courses.

By mobilizing its membership and forming alliances with other golf organizations in the state, the CAGCS showed in both cases how the proposed regulations could result in golf course closings and lost jobs. The chapter also benefited from the relationship it built with DEEP, when the two entities worked together to create “Best Management Practices (BMPs) for Golf Course Water Use.”

Certified Golf Course Superintendent Eric Morrison, Manager of Shennecossett Golf Course and Parks Maintenance in Groton, Conn., and CAGCS Secretary, nominated his chapter for the national GCSAA award.

“I just thought what we had accomplished deserved recognition,” says Morrison, who recently spoke with C&RB about the CAGCS’s lobbying actions.

Q: What would the new stream-flow standards and regulations have required golf courses to do?

A: The new regulations would have reclassified all of the waterways in the state, and they were going to require golf courses that used more than 50,000 gallons of water per day to apply for new diversion permits. The amount of information that golf courses would have to provide would have been a burden to some clubs.

Q: What kind of financial hardships would the standards have imposed on golf courses?

A: Clubs would have had to spend a lot of money hiring people such as hydrologists and lawyers. Some of these clubs might not have been able to afford it, and some clubs had already spent hundreds of thousands of dollars to try to meet the standards. We knew it would cost clubs a good amount of money, depending on which waterway they were drawing out of.

Q: How did the BMPs for Golf Course Water Use exempt golf courses from the standards?

The Connecticut Section PGA’s Morrison Award was named after Shennecossett GC Manager Eric Morrison, CGCS (right), to honor those who emulate the spirit of the Connecticut Senior Open, which has been held at Morrison’s course for 15 years. Morrison was presented with the inaugural award in 2012 by Tom Hantke of the Connecticut PGA.

A: We knew what was coming down the pipeline, so we tried to work with the DEEP to develop BMPs for water use. We wanted to come up with a manual or document about water usage, to show that we were already using water wisely before the state legislature came down with new legislation.

Q: How did you use your state golf association’s economic impact study to make your case?

A: The Connecticut State Golf Association (CSGA) worked closely with us. We formed a golf alliance in the state, and they came up with the numbers and the economic study for us to demonstrate to the legislature the importance of the golf industry in the state. The numbers showed how much money golf brings in and how many jobs it provides. Those are pretty powerful numbers, and the economic impact and jobs were good points for us.

Q: How did you mobilize the CAGCS membership to exempt golf courses from the new standards?

A: Our President at the time, John Garcia, and Government Relations Chair, Scott Ramsay, CGCS, did a lot of the legwork, along with Michael Dugan, our lobbyist. We e-mailed members and tried to get them to write letters to their representatives. I think 67 people submitted written testimony, and 28 members of our association went to the public hearing. At the hearing, 11 of them provided verbal testimony. We demonstrated that we were not going to just let the new regulations go through, and were going to fight for what we felt was in our best interests.

Q: What’s the key to lobbying successfully?

A: I think you have to have power in numbers. It was very eye-opening to the legislators when we showed up and had a lot of people behind us. But obviously, we couldn’t have done it without our lobbyist. We weren’t sure how long we would be able to afford to keep him, but the CSGA helped us with the finances.

Q: What kind of relationship does the CAGCS have with the state DEEP?

A: We have to do all of our reporting to them every year, so before all of this came down, we had a good working relationship with them. Going forward, I think they understand that golf in Connecticut provides big economic benefits in the state. They also see that we’re stewards of the environment, we have a proven track record, and we’re not trying to hide anything.

Q: What kind of testimony did you present about the use of fertilizers containing phosphorus?

A: As is often the case, the proposed legislation was targeted to homeowners, who are not trained in its use. We emphasized that we’re professional and are trained to know when to use phosphorus and how much to use. We described the importance of phosphorus when establishing new turf and stressed that we’re not just blowing it all over the place.

Q: What kind of concessions about fertilizer usage were you able to get from the state legislature?

A: The legislature tried to rewrite the legislation with the stipulations that we couldn’t apply fertilizers containing phosphorus between December 1 and March 15, and that we couldn’t apply any within 20 feet of a water body. But we showed up again to make our case, and ended up getting the full exemption for golf.

Shennecossett Golf Course, Groton, Conn.

Q: What does it mean that your chapter won the Excellence in Government Relations Award?

A: I think it’s a huge feather in our cap. It shows the work that we’ve done, and proves that we’re environmental stewards. It’s important for the public to know that we’re not trying to abuse the environment, and that we are probably meeting a lot of these requirements anyway.

Q: What advice would you give to other superintendents about effective government advocacy?

A: You really need to be proactive as an association. Talk to local reporters to get the word out about how golf courses enhance the environment, by providing wildlife habitats and as recreational spots where people can enjoy themselves for a few hours.

Q: How did you organize the first Connecticut Golf Day?

A:  We had our first Golf Day in the capital last year. The CAGCS, CSGA and other allied state golf associations worked together. We set up booths and had informal meetings with legislators. We didn’t have an agenda per se with the legislators that day. We hope to have our second annual Golf Day this year.

Q: What did it accomplish?

A: Overall, the legislators are aware of golf’s presence in the state now. If they’re trying to produce widespread legislation that affects our industry, we’re going to have a call to action that protects our industry. We know how to organize and be proactive, and we’re going to be. The golf industry has been unfairly targeted, and it has a bad reputation. But this served as a stepping stone for us.

Q: How important is it to present a united front to lawmakers about issues that affect the golf industry?

A:  I think it’s really important. Before we had the golf alliance, we had all of these little associations doing their own thing. Anything that affects the golf industry affects everyone involved, including golf course owners, golf pros, general managers and superintendents. It affects our livelihoods and our jobs. Together we can show that golf affects the economy in the state. We can also create more awareness to show how it trickles down to everyone who is employed in the industry. Superintendents are probably more aware than other people in the business, because we have to file documents such as annual pesticide-use reports and water-diversion reports with the state.

Radrick Farms Golf Course, Ann Arbor, Mich.

Since its inception, the University of Michigan’s Radrick Farms Golf Course has made environmental stewardship its priority—and the golf course has the accolades to prove it.

Sustainable golf course maintenance has always been a focal point at the University of Michigan’s Radrick Farms Golf Course in Ann Arbor, Mich.—and others have taken notice. The golf course has collected numerous awards in recent years, thanks to the hard work and dedication of its staff.

The Michigan Department of Agriculture certified the golf course through the Michigan Turfgrass Environmental Stewardship Program (MTESP), a nationally recognized program to advance environmental stewardship and increase compliance within Michigan’s turfgrass industry. The program organizes efforts of the industry, state agencies, Michigan State University and environmental advocacy groups, and was developed with support from the Michigan Turfgrass Foundation, Golf Association of Michigan, and two state of Michigan departments: Environmental Quality, and Agriculture & Rural Development.

Super in the Spotlight: Dan Mausolf Dan Mausolf, Superintendent Position: Superintendent Club: Radrick Farms Golf Course Website: www.radrick.umich.edu No. of Holes: 18 Designer: Pete Dye Type: Semi-Private No. of Members: 750 Annual Rounds: 30,000 Year Opened: 1965 Golf Season: April-November Fairways: Creeping Bentgrass Greens: Creeping Bentgrass Honors and Awards: Washtenaw County Excellence in Water Quality Protection Award, 2012; Audubon Cooperative Sanctuary Program certification, 2012; Michigan Turfgrass Environmental Stewardship Program certification, 2011; Groundwater Guardian Green Site Designation, 2011 (the only site in Michigan to achieve this); Community Partner for Clean Streams, Washtenaw County, 2011.

Golf Course Superintendent Dan Mausolf recently spoke to Club & Resort Business about the philosophies and efforts behind these accolades.

Q: How long have you been pursuing environmentally friendly golf course maintenance practices at Radrick Farms?

A: Getting involved with the environmental programs started in 2001, the first year the MTESP was introduced. But environmental stewardship goes back to the inception of Radrick Farms Golf Course, when Fredrick Matthaei Sr. donated the property to build the golf course. According to Pete Dye, Matthaei was “ahead of his time” when it came to environmental excellence.

Q: Radrick Farms has won environmental awards or earned certification from a number of organizations. What did you do to earn these accolades?

A: I’ve been involved with the recertification in the MTESP. I spearheaded the Audubon Cooperative Sanctuary Program (ACSP) at Radrick Farms, and I have worked with Washtenaw County Community Partners for Clean Streams. I discovered the Groundwater Guardian Green Site program by chance. After reviewing the programs, it made complete sense to join. Groundwater issues directly tie into the other programs, so it seemed like a natural fit for us to join that initiative as well.

I’ve worked through each module or portion of each of these programs. We’ve added buffer zones around all water features, reduced chemical and water usage, and used chemical and fertilizer products that are safer for the applicator and the environment. Each category within the ACSP has different expectations. They include Wildlife and Habitat Management, Chemical Use Reduction and Safety, Water Conservation, Water Quality Management, and Outreach and Education.

Q: What does it mean to be recognized by these organizations?

A: Environmental stewardship is very important to the staff of Radrick Farms, the University of Michigan, the City and Township of Ann Arbor, the State of Michigan, and to me. To be recognized by these groups, especially Audubon International, gives me a sense of pride and accomplishment. These accolades required a lot of time and dedication to achieve and to maintain, and they promote a positive culture and are a morale booster for the staff.

Q: How does this recognition affect your standing in the golf industry?

A: I think anytime a golf course can be recognized in this way benefits the entire golf industry. I hope that our recognition may help another golf course achieve the same kind of recognition. It shows that golf courses can achieve environmental success like we have at Radrick Farms—golf courses are a business, after all. The social and economic impact a facility can have on the surrounding community can be very beneficial. Golf courses give people the ability to relax and enjoy the outdoors, to get away from the everyday hustle and bustle. And it can help support the economy. I also believe the future of golf depends on turf managers acting as stewards of the environment.

Future Farmers of America Dundee Chapter at Radrick Farms Golf Course, Ann Arbor, Mich.

Q: How does it affect your image in the community?

A: We’ve had a positive effect on the community. The Washtenaw County Water Quality Protection Award that we earned is given to a different business within the county each year. State Representative Mark Ouimet just recently recognized Radrick Farms’ accomplishments in environmental excellence after winning the 15th annual Washtenaw County Environmental Excellence Award for Water Quality Protection. That award showed the community that a golf course can have a very positive effect on the environment. Environmental excellence is also very important to the University of Michigan.

Q: How does it affect the public’s view of golf courses as environmental stewards in general?

A: The efforts put forth to achieve this environmental excellence show the public that a golf course can have a positive effect and be environmentally sound despite the preconceived notions that a golf course overwaters, over-fertilizes, and applies too much pesticide. It also shows that amidst a challenging economy, a golf course can be a steward without breaking the bank, so to speak.

I think there is a responsibility from every professional turf manager, whether a public or private facility, to be eco-friendly. As a professional in the industry, it’s my obligation to be environmentally sound. I want my children to enjoy the environment that I grew up in, and I want to make it better for them.

Radrick Farms Golf Course, Ann Arbor, Mich.

Q: What kind of assistance have you gotten from other community members to help you achieve your environmental goals?

A: Community support is vital to the success of our environmental efforts. With the help of our season pass- holders, golf course staff, Future Farmers of America Dundee Chapter, and the University of Michigan Botanical Gardens staff, we have been able to complete or re-certify within each program. Each one of these groups has specific areas of expertise that we are able to use at anytime.

Q: How much overlap is there between the requirements and expectations of these organizations?

A: These organizations have a fair amount of overlap. Each has its own focus area though. ACSP and Groundwater Guardian Green Site are international programs. The MTESP program is state-specific while the Community Partners for Clean Streams Program is a local program for Washtenaw County.

The ACSP focuses on many areas with wildlife management being a highly focused area. The MTESP has the benefit of keeping golf courses up to date with governmental regulations and things that will happen in the future regarding the inputs to maintaining the golf course grounds. The Community Partners for Clean Streams and Groundwater Green Site focus on water use, water conservation and have a big focus on surface water impact to open water sources. We find that working with each group provides us an all-inclusive environmental excellence approach that keeps us up to date on every level of sustainability.

Radrick Farms Golf Course, Ann Arbor, Mich.

Q: How is your experience, along with the renewed emphasis on sustainability and eco-friendly maintenance practices, changing turf school curriculums?

A: Although I am no longer enrolled in a formal turf program, I think it is important that turf programs instill eco-friendly practices within their curriculums. Just like technology, the environment is ever changing. Turf professionals have to be up to date with the current and future issues that we face. I truly believe golf course superintendents are some of the best problem solvers there are. We adjust to Mother Nature daily, balance a home-to-work life, and at the same time, do what’s right for the environment and the turf. The golf course superintendent wears many different hats at many different times. I hope curriculums teach the next generation of superintendents how to balance all the things that take place on any given day.

Q: How have your environmental initiatives affected golf course conditions?

A: I think the biggest positive change I’ve seen in playing conditions relates to moisture levels in putting surfaces. This has been a major win-win situation for our bottom line and for the environment. The use of moisture meters changes the amount and timing of water applied to turf. We can irrigate more effectively and more efficiently, creating a healthier stand of grass that benefits players and the environment. The meter gives us a firm number that we can use to make timely decisions on when to irrigate and with how much water.

Radrick Farms Golf Course, Ann Arbor, Mich.

Q: What kind of role has technology played in your sustainable maintenance practices?

A: Technology is a big component of turfgrass management. The introduction of Spectrum Technologies moisture meters, a live weather station on the property, and a smartphone have all been great additions to the maintenance practices used at Radrick Farms. Weather data is used to determine ET rates. The moisture meters can lead us to determining how much moisture has been lost during any given day. That combination of ET and hard numbers from the meters give us the data to make informed decisions about the nightly irrigation cycle.

The smartphone is used to look at weather forecasts as well as monitor irrigation pump stations. Since the phone can log into the irrigation computer remotely, I have the ability to monitor the pumps and shut them down if a problem exists, such as a pipe break or a sprinkler head that is stuck on. This technology enables us to conserve resources such as water.

Q: How have they affected the bottom line?

A: Our bottom line seems to have a mostly positive effect on being an environmental steward. In fact, course conditioning has gotten better and customer satisfaction is very high. Seventy-two percent of our customers feel environmental stewardship activities are important or very important. Being eco-friendly is a guiding principle in day-to-day management decisions. The environment is very important to the success at Radrick Farms Golf Course. There have not been any decisions made that negatively impact the environment.

Q: What kind of responsibility comes with being an environmental leader?

A: An environmental leader in my mind takes an individual that has the drive, dedication, and willingness to go above and beyond the norm. It’s not an easy undertaking to be involved with the programs that we are involved with. Hours of planning and execution go into the awards and recognition that we have won. It means doing the right thing all the time, whether or not people are watching.

The Irving Park course driving range at Greensboro (N.C.) Country Club

Rounds 4 Research, a highly successful initiative that was started by the Carolinas Golf Course Superintendents Association (CGCSA) in 2009, has taken its game to the next level.

This year the program, which raises funds for turfgrass research by auctioning donated rounds of golf at participating facilities online, has gone national. Significant demand led the CGCSA, which generated almost $350,000 in three years, to seek out an organization with a wider reach to oversee the program. The Environmental Institute for Golf, the philanthropic arm of the Golf Course Superintendents Association of America (GCSAA), answered the call, and two of the four auction periods began in October at biddingforgood.com. Subsequent auctions will run Nov. 12-26 and Dec. 3-17.

Funds generated by the auctions will be returned to participating GCSAA-affiliated chapters for agronomic research, education, advocacy and scholarships. Of course, golfers benefit from the initiative as well by gaining the opportunity to play courses they otherwise might not have a chance to play.

We recently spoke to Certified Golf Course Superintendent Doug Lowe, President of the CGCSA and Director of Golf and Grounds Maintenance at Greensboro (N.C.) Country Club, about the beginning of Rounds 4 Research and the reasons for taking it nationwide.

Q. How was Rounds 4 Research started?

A. Our Executive Director, Tim Kreger, came up with the idea one day driving down the road. Tim has a strong background in fundraising efforts, and the key to the whole concept was to ask golf facilities for a non-cash donation while at the same time getting the end user (the golfer) to have a more direct role in this funding initiative.

Q. Who administered the original program, and what did that involve?

A. The original program was largely administered by CGCSA staff. A few of the core responsibilities for our staff included, but were not limited to, communicating the program to our members, obtaining mailing lists for potential buyers, coordinating with the auction site, setting up the web hosting services, manually inputting donations, and mailing donation receipts. The Board and the Rounds 4 Research committee spent their time with a grassroots effort to sell the initiative to the membership and other regional golf industry associations to ensure maximum participation.

Q. Why did you decide to go national with the program?

A. The first few years of the program were extremely successful. So much so that we began to hear from other chapters that wanted to get involved. While we were able to work with a few local chapters, it eventually became obvious the program should not be limited to just the Carolinas and a few surrounding chapters because we knew the potential good that could come from this program on a national scale. Thus, we began to communicate with the GCSAA as to whether or not they would be willing to take on this project to benefit chapters all across the country.

Q. How did the Environmental Institute for Golf get involved?

A. The EIFG is the philanthropic organization within the GCSAA, whose mission it is to promote environmental awareness and support both research funding and scholarships. While the CGCSA was willing to expand this program in-house if need be, it was very clear to us the best organization to manage this program nationally was the GCSAA and the EIFG.

Q. Are you still involved, and if so, in what capacity?

A. Our Executive Director was retained as a program consultant for a small period of time to ensure the program got off to a good start. Other than that, the EIFG largely manages all aspects of the program. Each individual chapter still has the responsibility to get the member facilities involved by donating the actual rounds of golf. Here in the Carolinas, we have a committee set up to actively pursue involvement of our members on a local basis and are constantly reviewing participation updates sent to us by the EIFG.

Q. What are the benefits of the program?

A. The program was set up to raise funds for turfgrass research, which at one time was largely funded with state governmental funds. Today those funds have been minimized due to tight statewide budgets, which has put more pressure on the industry that most directly benefits from this research to provide those new funding measures. Benefits to the member facilities and the golf industry come in the form of up-to-date research on how to best manage turfgrass. Secondary benefits with this particular program are what I eluded to earlier—the golf facilities themselves get involved with a non-cash donation, which helps their budget, and the end user benefits by gaining access to hundreds, if not eventually thousands, of golf courses all at a reduced market price.

Greensboro (N.C.) Country Club

Q. Why has it been so successful?

A. Like so may things, it has been successful because it was a well-thought idea that fit the situation. Just as importantly to note, several people have worked hard to promote this program and to make it work. Courses are quicker to give away a tee time than the cash value of that donation, and the golfers like the access and discounted prices.

Q. How are the proceeds used?

A. In the CGCSA we have always used the proceeds to pay for the administration of the program and to fund turfgrass research. Other chapters are encouraged to use funds for turfgrass research, but to my knowledge, they can direct those funds to other needed areas such as environmental awareness, government relations, and so on.

Q. How are they distributed to various entities?

A. I believe the current process involves the EIFG sending out checks to each chapter once the final transactions for each auction are complete, with 80 percent of the funds raised going to the chapter and 20 percent going to the EIFG to support its core missions.

Q. Why is agronomic research important to the golf course maintenance business?

A. Golf Course Superintendents are always striving to conduct best management practices on their golf courses. Issues that frequently pop up such as turf disease, managing new turf varieties, fertilizers usage, etc., are best solved by research professions and ultimately communicated to the end user on a large scale, saving individual managers the need to conduct their own research.

Q. What areas of golf course maintenance have suffered the most because of lack of funding?

A. The first thing that comes to mind would be plant disease management. Nature has a way of quickly evolving to get around our current treatment strategies, so we find ourselves constantly needing to keep pace in order to minimize the negative impacts of turfgrass diseases.

Q. What kind of advantages have you gained by working with other golf industry stakeholders through Rounds 4 Research?

A. Many issues that are studied by the various university systems throughout the country not only benefit the region in which the studies are conducted, but can be used by turfgrass managers nationwide. For instance, research conducted on the West Coast definitely can have the potential to benefit managers on the East Coast and elsewhere.

Q. What kind of effect will Rounds 4 Research have on the golf course maintenance business in the future?

A. With the changes that have taken place this year with GCSAA now administering the program, everyone expects the success of the program will have a slower pace than maybe what we experienced here in the Carolinas. Once the program is up and fully running – and chapters everywhere begin to see the merits of this program – the potential rewards for the turfgrass and golf course industry are almost unlimited. While the program does include some time and energy that must be spent at the local level, the give back that is received is well worth the input. I for one hope this program continues to succeed on a much larger scale than was ever envisioned by Tim Kreger when he first began thinking about alternative ways to raise money for turfgrass research and how to support our land grant universities here in the Carolinas.

The harvest from the fruit and vegetable garden at Rocky Bayou Country Club.

The garden includes 10 plots that measure 10-feet-by-15-feet and walking paths. Maintenance Supervisor James Dann takes care of the garden, and the Food & Beverage staff incorporates the fresh fruits and vegetables into the dishes they prepare.

Super in the Spotlight: Wayne Phillips Wayne Phillips, Golf Course Superintendent, Rocky Bayou Country Club Position: Golf Course Superintendent Club Name: Rocky Bayou Country Club Website: www.rockybayoucc.com No. of Holes: 18 Designer: William W. Amick Type: Private No. of Members: 300 Annual Rounds: 24,000 Year Opened: 1973 Golf Season: Year-round Fairways: 419 Bermuda Greens: Tif-Dwarf Honors & Awards: Class A Superintendent, Gulf Coast Golf Course Superintendents Association Vice President

Phillips recently spoke to Club & Resort Business about the germination – and success – of the idea to plant the garden.

Q. What made you decide to plant the garden?

A. A couple of reasons. One, we wanted to take the initiative to turn the area into something useful. The spot was going from one hole to the next, between the third green and the fourth tee. It’s an area off to the side. There are no woods there, and it’s fairly wide open, so we wanted it to look appealing visually and we needed to do something with that spot. Our city water line also happens to come through that area and we wanted to do something to help out our kitchen staff.

Q. How did you select the location for it?

A. We purposely put it in a visual area to keep us accountable and to be sure we maintained it properly and cleanly. We wanted it to be noticeable. One of our members, who is an artist, painted a sign for the garden. We put up a split-rail fence, and we ground up pine stumps into mulch over the winter, and we used the mulch to make sidewalks and walking paths. We have 10 to 12 individual walking paths. People go by and see it. We hope the garden makes them happy – or gets them to the clubhouse to see what’s on the menu.

Q. How do you decide what to plant?

A. We just asked our chefs what would be the most popular and what people would have the most interest in. We started out doing herbs and we were looking for somewhere to put them in the ground instead of on the patios. Then we thought, “What if we had vegetables?” We have tried different things, and we’re getting better at trying to select things we can handle. It’s not as easy as it sounds. Now, we’re selecting things based on our success.

Q. Who takes care of the garden?

A. I have a person on staff that does it, James Dann, our Maintenance Supervisor. He had a garden at his house, and he would bring us things. I approached him to see if he would like to head the project.

Q. What does he do to tend to it?

A. He watches the water. We installed a misting system. It’s not an overhead system where the water will drift, it’s all tubing. He watches the misting system closely to be sure it’s working properly.

In the beginning it was just a weed field, basically, so we incorporated some compost into our soil. We had to amend the soil to get it ready for our garden and the vegetables, which he plants. He starts the seeds at his house and brings them to the garden.

Q. How much time does it take each week?

A.  It can take a lot of time. It takes a lot of time to start the initial plants, and then they roll on their own. And then it takes a lot of time to harvest. He also keeps the walking paths clear, so it varies from week to week depending on what we’re doing. Maybe eight hours one week, and two hours the next week. It’s not an extreme amount of time, but manpower and hours are pretty critical on a golf course. The golf course takes priority over anything else, so managing that and finding the time for the garden can be challenging.

Vegetable garden at Rocky Bayou Country Club

Q. How do you make sure the garden doesn’t interfere with other golf course maintenance duties?

A. We just set the golf course as a priority with careful planning. And sometimes the kitchen staff will pitch in and help out if we get behind, or if a storm rolls in and we’re getting other things back on track.

Q. How do the maintenance needs for the garden differ from your turfgrass maintenance needs?

A. We’re really concerned about keeping organics in the garden more than in the turf because the turf produces that on its own.

Q. How much does it cost to plant and maintain the garden?

A. The initial planting of the garden probably cost us almost $1,000 to $1,500. It’s not that expensive if you do it by seed. This year we probably spent $400 to $500. Taste-wise, it makes up for the cost. It’s more the thought of it than a huge money savings. We did it for the taste of fresh vegetables, and we wanted to do something original.

Q. What are the main expenses associated with the garden?

A. We have to do some weed control, but the expense of it is miniscule compared to the management of the golf course dollar-wise. We already have most of the things we need here anyway.  

Hole No. 4 at Rocky Bayou Country Club

Q. What kind of savings has Rocky Bayou gotten from having an on-site garden?

A. I can’t say that it’s saving us thousands of dollars, but it’s paying for itself.

Q. How has the garden influenced your relationship with the Food & Beverage staff?

A. We have a good team here, and our relationship was good already. But I would say it’s made it stronger. They’re obviously very appreciative that we’re doing this for them. It makes their job easier because their food tastes better

We are a small (but proud) club. Our kitchen is run very efficiently and produces some wonderful food, but no one in the kitchen wears tall chef hats and our kitchen is not that elegant, just a plain kitchen.

Q. What kind of reaction to the garden have you gotten from the members and how is it beneficial to the property?

A. All positive – especially during harvest time.

It’s certainly making the best use of an area that was useless. If you can utilize your property more efficiently, it’s certainly going to be a benefit. We’re trying to utilize the property in the most effective and environmentally friendly way possible.

Q. What advice would you give to other superintendents that might consider planting a garden on their golf courses?

The vegetable garden at Rocky Bayou Country Club.

A. This is the key – choosing things that can take care of themselves. Some things grow a lot easier than others, but it depends on how involved you want to be. Green beans are very easy. We grew potatoes the first year, but there was a lot of work involved. Someone had to dig them up at harvest time, and it was very labor intensive. The kitchen staff also said they would like to have fresh peas, so they asked us to grow them. We did, but we’re not going to do that again, because you know what? Somebody has to shell those peas.

Green beans, okra, squash, tomatoes, cabbage, broccoli and greens are easy. Just choose things that are less time-consuming to grow and harvest.

Q. What kind of environmental message are you sending by planting the garden?

A. The golf course is owned by a big land company in this area, and we are on a 100-year lease. We want to show the landowners that we are caring for this piece of property to the best of our ability.

Q. What other environmental initiatives do you have in place at Rocky Bayou?

A. Our main environmental initiative is the buffer zones around the lakes. The lakes travel through the property, and they’re free flowing. They’re not stagnant or contained. We have three- to four-foot buffer zones around them, and they act as a filter to keep things from making their way to the water stream.

Q. Are there any other creative ideas that you’ve implemented at Rocky Bayou?

A. This year we started a lawn and landscape business through our facility for our members. A lot of them live around the perimeter of the club. We just prepare an invoice and bill it to the member’s account and any money that we make from it goes back into capital purchases. We also have a golf cart repair business. We’re a private club, and most of our members own their own golf carts.

Steve Kealy, Certified Golf Course Superintendent at Glendale Country Club in Bellevue, Wash.

“Community outreach coordinator” is one of the many roles that today’s golf course superintendents have added to their job descriptions. Some superintendents, such as Certified Golf Course Superintendent Steve Kealy at Glendale Country Club in Bellevue, Wash., are embracing this opportunity to serve as an ambassador for golf. Kealy is involved with the First Green Foundation, an environmental education outreach program that partners with local schools to use golf courses as learning labs.

Under the initiative, school students go on field trips to nearby golf courses, where they learn about the environmental and community benefits of golf courses, and maybe generate some interest in the game. Students participate in hands-on activities such as testing water quality, collecting soil samples, identifying plants, designing plantings, assisting in streambed restoration, and learning about the business side of golf course operations.

The First Green Foundation does more than promote golf courses as assets to their communities, however. In addition to introducing the game to potential new golfers, the program also exposes career possibilities to students who might consider future employment on the golf course.

Kealy recently spoke to Club & Resort Business about his involvement with First Green Foundation.

Q. How did you get involved in the program?
A. I inherited my involvement in First Green. Jeff Gullikson, who was a First Green co-founder, was formerly at Overlake Country Club in Medina, Wash. When Jeff took the position as golf course superintendent at Spokane (Wash.) Country Club, he handed off his role to me. At first I wasn’t sure that I would enjoy hosting field trips; however, I soon learned that sharing some of the science on the golf course with students is extremely rewarding.

Q.What did you do to help develop the curriculum?
A. In 2006 First Green had a grant from the United States Golf Association to develop the curriculum into a tool kit for use by golf course superintendents and teachers. I was involved in the focus groups, in creating an informational video for the First Green website, and in working with other golf course superintendents to help them host field trips. All of this activity was part of our curriculum development process. We continue to develop new resource materials for the website. We work on these materials as a team–with the program director, executive director, other board members, and myself.

Q. What kind of training do superintendents need to be able to have field trips at their properties?
A. The best possible training is to review our resource materials and then observe a field trip. However, many superintendents host field trips without ever observing one. They talk with the teachers and develop activities that work well for their locale. We often get phone calls or emails from superintendents who have scheduled field trips, giving specific tips for activities that are appropriate for the age of the kids and the environmental resources available on the golf course. An example would be lessons on soils or on bugs. These are topics that are taught in all grade levels, and soil and bugs are key to healthy soil on all golf courses. The superintendent just needs to adapt the materials to fit.

Q. How do you prepare for the students and coordinate with teachers?
A. The most important aspect of preparing for the students is to understand their age/grade level and to find out from the teacher what the students are covering in class. I fit our learning stations with the level of the students. For example, second-graders need to be moving and doing almost the entire time, whereas with a seventh-grade class, we can go more in-depth with some of the information before the hands-on portion.

Q. How do you plan the lessons?
A. I use the lesson plans that are available on our website, thefirstgreen.org, and make my own outline as well, based on input from the teacher.

Q. What kinds of materials are available for you to use?
A. First Green offers superintendents a tool kit – a duffel bag filled with soil and water testing kits. Plus, the online resources are key. Superintendents can download lesson plans, and follow a step-by-step checklist for pre-field trip planning, day of field trip, and post-field trip suggestions.

Q. How do you coordinate the field trips with the rest of the Glendale staff?
A. It is important to host field trips when the activities don’t interfere with what’s happening on the golf course. Monday is a good day for the golf course, so we try to do field trips then or earlier in the mornings. I check with the golf pro and the general manager to coordinate with what they have planned. We are always glad to have the golf pro and/or the general manager stop by the field trip so they know what is happening. Some of my staff help me when we are hosting the field trips. If we have four learning stations, they assist with the instruction, help set up and tear down the tables and learning materials, and are aware of what we’re doing.

First Green Foundation is an environmental education outreach program that partners with local schools to use golf courses as learning labs.

Q. How are club members involved?
A. Club members know about the field trips through my blogs, monthly newsletter, and from seeing the students on the golf course. The club’s Greens Committee chair is usually very interested in the field trips, as are club members who are or have been involved in teaching. It is helpful to have club members who are connected to local schools. One of the challenges of starting a new program is to get the school involved. Until they come to the golf course, they don’t realize how many learning opportunities happen there. Club members are key to connecting to the school where their children or grandchildren attend.

Q. What do you want the students to get out of the field trips?
A. We want the students to have fun with the hands-on science activities, as well as learn about the environmental and community benefits of golf courses. We love introducing potential new golfers to the game in this fun, educational manner

Q. What do you get out of it?
A. I really enjoy having the students come out to our course and see all of the positive benefits of golf and the environment. I see this program as an investment in golf’s future. It’s an opportunity to teach a new generation of kids that golf is good for the environment, and good for the community in which they live. Even if they never play the game, as they get older they will always remember that field trip they took as a kid to our course, the good time they had, and the positive things they learned about golf and the environment.

It is really a lot of fun to share what I do every day in managing the quality and healthiness of the golf course and in making it a challenging and enjoyable place to play golf. Until I started hosting field trips, I didn’t realize how much of what I do is similar to what teachers teach in the classroom. The golf course is or can be an exciting outdoor classroom.

Students participate in hands-on activities such as testing water quality, collecting soil samples, identifying plants, designing plantings, assisting in streambed restoration, and learning about the business side of golf course operations.

Q. Why is it important?
A. Golf courses matter. They are more than a place for golfers. Many of us consider urban golf courses to be “the lungs of the city.” That is, golf courses are significant to the environmental quality of cities. It is important for students, teachers, and communities to understand these benefits of having golf courses, along with the potential of playing a game that they can enjoy all of their lives.

Q. Do you have any other involvement with the First Green Foundation?
A. I have been on the board of directors for a number of years and am currently Secretary/Treasurer of the organization.

Q. First Green Foundation has heard from other superintendents nationwide seeking information about implementing similar programs in their areas. What have you done to help them?
A. We set up a section of our website (www.thefirstgreen.org) to help superintendents get their program started. They can use our online lesson plans and checklists as they plan their field trips. We are also available via phone and e-mail to provide coaching to superintendents who are new to First Green.

Sean O'Brien, Director of Grounds for Hawk’s Landing Golf Club at the Orlando (Fla.) World Center Marriott

Sean O’Brien, Director of Grounds for Hawk’s Landing Golf Club at the Orlando (Fla.) World Center Marriott, has always been goal-oriented. In fact, his personal scorecard, where he keeps track of his career achievements, is full of birdies.

He recently was named Marriott Golf’s Golf Grounds Manager of the Year. The award is based on performance excellence for current and previous years in various categories including maintaining turfgrass conditions, successful large-scale renovation or construction projects, loss-prevention efforts, personnel development, operating within a budget, and active pursuit of industry-wide certifications and education.

This recognition by Marriott Golf, which manages 61 golf courses at 44 locations in 12 countries, is just the latest award for O’Brien. He also was recognized recently as the Florida Chapter Award winner for Resorts by the Golf Course Superintendents Association of America and Golf Digest magazine as part of the Environmental Leaders in Golf Awards.

O’Brien recently spoke to Club & Resort Business about the award and his work at Hawk’s Landing.

Q. You have a list of professional goals that you want to achieve by a certain year listed on your website. How does being so goal-oriented help you in your career?

A. I firmly believe that you cannot be successful on your career path unless you know where you want to go. Knowing where you wish to end up gives you the foundation that is needed to improve as a professional and a person each day during your journey. I always say that keeping score in your career is very important. It drives you and keeps you competitive. It makes you want to put in the extra work to be successful. My career goals are my scoreboard, and how I am doing in accomplishing them tells me whether or not I am winning or losing. I believe that embracing competition and keeping score with your career goals in mind are essential to being highly successful.

Q. What type of environmental initiatives do you have in place at Hawk’s Landing?

A. We are making strong efforts to use more organic fertilizers for all of our applications. We are also adding more aquatic plant material to our lakes and expanding native bed areas to provide for wildlife habitat.

Q. Hawk’s Landing was one of the first facilities to use robotics greens mowers. Why were you wiling to try them on your course?

A. I believe that as turfgrass industry professionals, each one of us is responsible for doing everything that we can to make positive contributions and advancements to this industry. This technology is amazing. I do believe that it is going to have a big impact on our future and how we realize improved efficiencies. I got involved because I wanted to do everything that I could to help Precise Path Robotics advance their technology here at Hawk’s Landing Golf Club in hopes that it will make positive contributions to the turfgrass industry in the future.

Q. How do they work, and what kind of staff training was involved?

A. Each evening before leaving for the day, I will go into the Superintendent software that has been provided to me by Precise Path Robotics and set up the direction of cut and cleanup cut for the next day. Once I have established that, I save that information onto a thumb drive and take it out and stick it in the USB port on the robot. It downloads the saved information, and the RG3s are ready to go.

The next morning, four operators take the robots to their first greens, set up the four beacons around the green for communication purposes and hit the search button on the unit. Once the RG3 locates the beacons, it identifies where it is and begins the mowing process. It mows the direction and cleanup that was programmed for that day. While the robot is mowing, the operator is responsible for completing tee service, hand raking all greenside bunkers, and cutting and painting cups. The robot will finish mowing, return to an area off the green and wait to be picked up by the operator. Once the operator picks up the robot, they are off to their next green and the process is repeated.

The staff training is actually very simple. All of our guys know how to do tee service, hand rake bunkers, and cut and paint cups. All we had to do was get them familiar with loading and unloading the robot. It is a lot simpler than most would imagine.

Hole No. 3 at Hawk's Landing Golf Club at the Orlando (Fla.) World Center Marriott

Q. How do crew members keep an eye on the robotic mowers and still stay busy and productive at the same time?

A. The robot is very accurate and dependable, so operator confidence is developed very quickly. Also, most tasks that the operator is completing while the robot is mowing are close by and the robot is easily seen.

Q. What are the advantages of using a robotic greens mower?

A. I would say that the biggest advantage would be improved efficiencies. We have a lot of rough to mow here each week at Hawk’s Landing, and by utilizing the RG3s each morning, I don’t have to send out a tee service or cups guy, and I save one bunker guy. Because of this, I have three extra people freed up to do other tasks. It allows us to begin mowing rough two hours before the first tee time. This allows us to get more tasks completed and impact the golfer experience less.

Q. Any disadvantages?

A. The only disadvantage that I’ve seen is the price. This kind of technology is expensive, and not all clubs can afford it. Although, like all technology, when it first breaks onto the scene, it is expensive. But give it a couple years, and I’m sure you will see a drop in the price.

Q. How hard is it to maintain the mowers?

A. Maintaining the RG3s are not any more difficult than maintaining a walk mower. We have had some minor issues, but Precise Path’s support has been great. These guys understand how important the service aspect is, and they are dedicated to supporting our every need.

Hole No. 12 at Hawk's Landing Golf Club at Orlando (Fla.) World Center Marriott

Q. How commonplace do you think it will become to use robotic greens mowers in the industry?

A. I think that it will be several years before they catch on. We are not an industry that adapts to change very quickly. The technology has arrived though, and I do believe that this is going to be the wave of the future. It’s a big investment, so I don’t see the smaller clubs getting involved right away, nor do I see the majority of the public clubs getting involved. The higher-end clubs are where you will see the most involvement initially.

Q. How did you get your start in golf course maintenance?

A. My father bought a nine-hole golf course in Ohio in 1990. I was ten years old at the time, and I began hanging out there after school and in the summers. Soon I was working on the course and playing every chance that I had. I graduated high school knowing that I wanted to be a golf course superintendent, but I knew that I wanted to do it on a high level. I decided that it would be more beneficial to go and get a degree in business first, so that is what I did.

I graduated from Kentucky Christian University with a business degree and then went on to The Ohio State University ATI to get my turf management degree. While getting my turf degree, I met a gentleman by the name of Lukus Harvey. At the time, Lukus was the Superintendent at The Ritz-Carlton Golf Club and Spa in Jupiter, Fla. Lukus later hired me as an intern at the Ritz-Carlton and it was then that I became a part of the Marriott Golf family. Since then, I have worked hard, learned under some great people, and been fortunate enough to grow with the company into my current role.

Q. How has the industry changed since you’ve been a part of it?

A. The most obvious change to me is that our maintenance budgets continue to decrease and expectations continue to increase. Eventually something is going to have to give. When I first started, expectations were on the rise, but so were the maintenance budgets. It’s not like that anymore.

Q. What other changes do you foresee in the golf course maintenance business?

A. I do think there will be a day soon when technology gets involved in almost every aspect of our daily maintenance. There are a lot of opportunities out there where technology could be added to existing equipment to make it easier to operate and to help the operator be more precise. We always put so much emphasis on detail, and we should. I think we will see some new tools coming down the line in the form of technology that will help us with our operator accuracy and attention to precise detail.

Q. You say your dream foursome is Jack Nicklaus, Harry Truman and your dad. Why did you select these people?

A. I chose Jack because of what he has meant to the game of golf. I chose President Truman because of what he meant to our country during one of our darkest times and the unbelievable courage he had in order to make some of the decisions that he had to make for the long-term good of mankind. I chose my dad because there is no one that I would rather spend 18 holes of golf with than him.

Q. What does it mean to you to be named the Marriott Golf’s Golf Grounds Manager of the Year?

A. It’s a tremendous honor. I have been with Marriott Golf now for six years and have had the opportunity to meet most of the Director of Grounds/Superintendents within our company. We have a very intelligent, hard working group of professionals, so to be honored with this award is very humbling.

Q. How closely do you work with your General Manager and Golf Professional?

A. Our General Manager, Doug Ridge, is a tremendous person. He is a golfer and knows the game well. He is the General Manager of the largest Marriott Hotel in the world, so he is an extremely busy person, but he does keep a close eye on our department and has been very supportive to our operation.

Our Director of Golf, Mike Hodgins, is with whom I work most closely. Mike and I have always viewed each other as a team working toward the same goals. He is great to work with and a big supporter of our operation.

Q. How has your relationship with them helped you achieve the recognition from Marriott as well as any other professional accolades?

A. It is comforting to have such strong support from our General Manager, Director of Golf and our Marriott Golf corporate team. The successes that have been realized here at Hawk’s Landing Golf Club are a direct result of teamwork and a strong partnership from everyone involved. Without these relationships, these successes would not be possible.

Bill Whatley, Golf Course Superintendent and Watermark Senior Agronomist

Going green to save green has many golf courses looking for eco-friendly ways to improve the bottom line. The Refuge, an upscale daily fee course in Flowood, Miss., near Jackson, is no exception. The golf course, which is managed by Watermark Golf Management, recently put its foot on the pedal to accelerate efforts to combat a spike in gas prices by converting its equipment and golf cars from gasoline to propane power.

The decision to make the change occurred after a discussion about rising gasoline prices between Bill Whatley, Golf Course Superintendent and Watermark Senior Agronomist, and Nathan Crace, Principal and Operating Manager of Watermark. A friend that worked at a propane company told Whatley that some commercial lawn companies were replacing gasoline-powered mowers with propane-powered mowers. He asked Whatley if that would be a possibility at The Refuge. As a matter of fact, it would.

The propane company converted the first greens mower at The Refuge to propane in March to compare its operation with the gasoline-powered mowers. Propane company personnel expected the converted engine to reduce carbon emissions and long-term wear and tear on the engine. However, they found that the propane-powered machine ran more efficiently as well. The propane mower was even quieter than the gasoline machines.

As a result, the management company immediately started working to convert the rest of The Refuge’s maintenance equipment and staff utility carts from gas to propane. Personnel also began discussions about switching the fleet of 60 golf cars from gasoline to propane power.

Whatley recently discussed the decision to convert the equipment and golf cars at The Refuge with Club & Resort Business.

Q. What prompted the change?

A. We were discussing the dramatic increase in gasoline prices and how we could combat it without sacrificing quality. The course is owned by a municipality, and one hallmark of Watermark Golf Management has always been great results within the budget–so we had to find alternatives to reduce costs.

Q. What did you have to do to convert your mowers from gasoline to propane?

A. Lampton Love, the propane company, proved to be a vital partner in the process. They performed all of the conversions for us and our mechanic didn’t have to do any of the work. When the lease ends, they will also switch all of the equipment back to gasoline before we return the equipment.

Q. What are the advantages?

A. Better efficiency, lower cost of fuel, cleaner burning engines, less maintenance on the engines and longer engine life.

Q. How much money have you, or do you expect, to save?

A. We could potentially save thousands of dollars on fuel cost alone, and the longer we run the equipment on propane, the better the savings will be in future years.

Q. How has it helped you run your maintenance operation more efficiently?

A. In addition to cutting carbon emissions by 75 percent, the propane is less expensive and more efficient. For example, we could cut 44 greens on one tank of gasoline with a greens mower. With propane, we can mow 76 greens and it’s nearly $1.50 per gallon cheaper!

Q. Why did you decide to convert the rest of your maintenance equipment and staff utility carts to propane, and what did you have to do?

A. Once we operated the converted greens mower against the gasoline greens mower and saw the immediate impact, Nathan Crace of Watermark Golf gave us the go ahead to begin converting all of the other gasoline-powered equipment. It didn’t take much to see the impact it would have.

Q. What kind of plans do you have to convert your fleet of golf cars to propane?

A. Nathan is still working with EZ-GO on that process because we have had to develop a different system since you can’t put a propane tank on the back of a cart where the bags go. We have a test model that we are running and they are studying it now. Hopefully by this summer we will have that underway.

Q. What kind of reaction do you expect to get from golfers about the change?

A. Everyone loves it. They like the publicity the course is getting, and they like the fact that the switch to propane fits in line with Watermark Golf’s overall concept of golf courses as conservation green spaces that can be supported by clean, beneficial recreation.

Q. How has the conversion changed your maintenance operations?

Benefits of gasoline-to-propane conversion include lower fuel costs, less maintenance and longer engine life.

A. We are still seeing changes every day. We are finding that things move a little quicker and the propane engines seem to run quicker. I don’t think we’ll be switching back to gasoline any time soon.

Q. How do you ensure that the propane-powered equipment is safe?

A. The propane industry is heavily regulated, and the systems that Lampton Love has installed on our equipment have a number of safeguards built in. Also, everyone on the staff has to attend a propane safety workshop. But when you think about it, the tanks of propane are probably safer than the plastic five-gallon gas can most people have sitting in their garages. The combination of propane, oxygen and spark to ignite propane has to be so exact, and anyone could start an explosion with gasoline and a cigarette–or even a static spark!

Q. What did you do to train your staff about using the propane-powered equipment?

A. They have to attend the propane safety class regarding proper handling, fueling, etc. But the equipment itself operates just like it did with gasoline. The only difference is that it’s more efficient, cleaner, and less expensive.

Q. What other environmentally friendly practices do you have in place at The Refuge?

A. Since Watermark Golf took over the course in 2002, the company has installed a number of conservation areas to reduce maintenance and promote additional wildlife. They also created lake buffers to stabilize banks and reduce runoff, and in the few years that I’ve been here, we have greatly expanded those efforts and reduced our nitrogen outputs without sacrificing quality of the turf. Watermark Golf is a family-owned business, and it takes conservation and promoting the game of golf as healthy and fun recreation very seriously–not only for today, but also for generations to come.

Certified Golf Course Superintendent Joseph Hubbard, Director of Golf Maintenance at Broken Sound Club, is a strong taskmaster when it comes to environmental stewardship.

Quick with a joke or a lighthearted comment, Certified Golf Course Superintendent Joseph Hubbard (nicknamed “Tater Joe” by Arnold Palmer because of his Idaho roots), the Director of Golf Maintenance at Broken Sound Club in Boca Raton, Fla., wears his sense of humor on his sleeve. However, environmental stewardship at the property is no laughing matter. When the property held the Allianz Championship, an official PGA Champions tournament, in February at its Old Course, and partnered with the International Green Energy Council (IGEC) and The Smart Group to make it one of the greenest golf tournaments in North America, Hubbard was all business.

Of course, as the first facility in Florida and only the second in the country to become GEO-certified, Broken Sound is no stranger to environmental stewardship. Green benchmarks for the tournament included powering the tournament with 100-percent renewable energy; developing a comprehensive carbon footprint analysis; implementing a zero waste program; and educating spectators, players and vendors about the benefits of going green in their daily business and personal lives.

Hubbard recently spoke to us about the property’s efforts to extend its eco-friendly practices to the tournament and its GEO certification.

Q: What was the maintenance department’s role in becoming a “Green Zone” at the Allianz Championship?

A: Our role was really one of coordination. We helped the main entities handle their zones of responsibility. We handled the food pickup for our composting operation and transported it to our other golf course where we processed it the week of the tournament.

Q: What did you do differently, if anything, for the tournament?

A: The main difference was to get an accurate count for our Green Initiative for the Allianz. We shut down food pickup on the Club Course and just worked on our pickup of the food from the Tournament clubhouse and vendor drop-offs for the Old Course.

Q: What kind of sustainable practices do you use in your everyday maintenance of the golf course?

A: All of our green waste from tree trimming to some extent grass clippings, and all the swept up debris, is picked up and taken to our one maintenance building for both courses for chipping and/or shredding to be used as mulch or grade “A” compost.

Q: What challenges did you face during the tournament to keep it “green?”

A: I think the onus was more on Pro Links Sports as the lead for their tournament to choreograph all their vendors, document data and do summaries for accuracy. For us in golf maintenance, we’ve done this for six years and have been environmentally conscience of our actions and fiscally responsible. There were only a couple of small glitches to hammer out for our participation. The hardest part I saw was for the people to read the signs on what items to put in each recycle bin and to keep the food bins as clean as possible from synthetic products such as plastic, paper plates, cans, etc.

Q: Tell us about your partnership with the International Green Energy Council during the tournament.

A: Ryan Dillon, Tournament Director, and Ralph Avallone, IGEC President, have been working on getting the word out about the Allianz Championship going green. Broken Sound Club has worked with Ralph before on our successful Green Fair that we have hosted the past couple of years. From talking with Mr. Avallone a few times, he very much would like to be involved in working with GCSAA and golf course superintendents in the future. The only thing I have reiterated with him is that we (golf course managers) all have mortgages to pay, so to make us superintendents vocal badgers to our members for the environment will not work. We are mindful of what we can do within our budgets and the lines our members establish, while educating them to be open to suggestions for the future that will make us more sustainable and environmentally conscience. Ralph, like our General Manager Mr. John Crean and myself, is a taskmaster. Give us a task and we’ll target it and attack to get it done.

Q. How did you collaborate with The Smart Group to make sound environmental decisions for the tournament?

A: That collaboration came about from the GEO certification. Talking with Russ Bodie from The Smart Group and Jonathan Smith, head of GEO, they wanted to have a PGA Tour-sanctioned event that was the greenest in the United States. We made the introductions, and Ryan Dillon of Pro Links Sports and Allianz Insurance made the deal to make it happen. Russ contacted and designated all assignments to the players in their operations for their fields of responsibility.

Q: How did the maintenance department work with other departments at Broken Sound to ensure that the tournament would be as “green” as possible?

A: When you take care of what you’re responsible for and communicate constantly, your goals will take care of the themselves.

Q: How successful were you in reaching your green benchmarks for the 2012 tournament?

A: It’s too early to tell so far until we have all of our data.

Q: What were the keys to your success?

A: Coordination and communication are the main ingredients for success in an operation such as this.

Q: Why was it important to reach a broader audience at the tournament, beyond your regular membership, with your environmental efforts?

A: We need to dispel the misconception held outside the golf world by the uninformed of what a golf course actually does and can do. We need to reach anyone with a yearn for true knowledge and not hysterical knowledge, like many so-called “environmentalists” that have preconceived opinions and not facts backed up with the science from universities and top scientists. We also don’t mind showing that there are better ways of doing things to help out the environment, take out the need for massive hauling costs and utilize what Mother Nature has yielded to us.

Q: What did you have to do to become GEO certified?

A: The GEO certification is a multi-layered document that took us many intense months of documentation, working with accounting on past data for three years, chemical and fertilizer conversion breakdowns with several key annual summaries installed on the GEO web site. We also had to document programs we are not just including in golf maintenance but for the entire club operation covering seven departments. From Broken Sound out to vendors, suppliers and community outreach all tying into our mission statement, we are paying it forward to everyone we touch, as is our pledge. The GEO person or persons selected for this certification process cannot start a half-hearted effort, because the attesting will put you behind the wood shed and beat you with a big stick. The GEO certification took me further into my own eye gate with my influences I touched everyday. It has become a great tool in the right way to do sustainability and shows, to an extent, the wrong way. It has to be fair to your members who pay the bills. But it also has to stay honest to the environment to hold the connections true to our word, and it must be fiscally responsible to all parties. Photo documentation with weekly updated logs helps the due process.

Q: What does it mean to be the first property in Florida and only the second in the country to achieve this certification?

A: I really did not comprehend the GEO certification importance until I got into all the documentation needed to achieve it. It is vast and has a staunch amount of accountability to it globally as opposed to just in the United States. We are very proud of the recognition of our accomplishments in what we deem as our everyday routine.

Q: How important will sustainable golf course maintenance efforts be in the future?

A: I’m not a “Chicken Little” and don’t believe the sky is falling. But it needs to be said, we can do it better by utilizing our abilities that God bestowed upon us as stewards of the land. If an idea, such as the composting of the green waste and food waste together, enhances our operation while spending less money, it’s all a “win-win” solution that is sustainable for the future. We always will have green waste, especially in Florida with a 12-month growing season, and we will always have food waste. With more and more high costs in all of our chemical, fertilizer and mulch needs, we have to do something internally to stop the bleeding. I have seen this used successfully by my dad in his gardens around the U.S. composting with food waste, but until Environmentally Controlled Waste and Mr. Crean brought the concept to me, I never saw it coming. Not every club can do what we have done financially or with storage spacing or with the backing of the City of Boca Raton, but every club can do something for sustainability in our field no matter how small. It’s the old starfish on the beach story…if you don’t know it, call me.

It’s been anything but politics as usual at Highlands (N.C.) Country Club; the club’s Certified Golf Course Superintendent, Brian J. Stiehler, was recently elected to a seat on the town Board of Commissioners and the property became the first in the Carolinas to become Golf Environment Organization-certified.

Golf course superintendents often wear many hats during a day’s work, but not every superintendent is willing to throw his hat into the political arena. Then there is Certified Golf Course Superintendent Brian Stiehler of Highlands (N.C.) Country Club.

In the fall of 2011, he achieved a longtime goal when he was elected to the Town of Highlands Board of Commissioners.

“I am high-energy, and love challenges and learning,” he says. “I am very determined to represent the people of Highlands. That’s what politicians should do, but rarely do.”

Doing the right thing also is a matter of course at the golf property, particularly when it comes to environmental stewardship. Last summer, under the leadership of Stiehler’s First Assistant Golf Course Superintendent, Christian Drake, Highlands became the first property in the Carolinas – and only the third in the country – to receive the prestigious Golf Environment Organization Certified award.

Since its inception in 1928, Highlands CC has attracted a geographically wide membership that values the close connection between the property and the diverse flora and fauna of the surrounding temperate rain forest. As part of its mission statement, the property, like Stiehler, also “is a responsible and involved participant in the Town of Highlands.”

Stiehler recently spoke to us about the property’s GEO certification and his new political career.

Q. What does it mean for Highlands to be the first property in the Carolinas to earn the Golf Environment Organization award?

A. It means a tremendous amount to the club and the staff. The GEO program certification, led by my Assistant Superintendent, Christian Drake, was an effort that affected all operations of the club. It predominately dealt with golf maintenance but also included food and beverage, golf operations and building maintenance.

Highlands CC has always prided itself on being a leader in our community and a committed and responsible participant in town activities. We live in a very pristine environment in the Blue Ridge Mountains, enjoyed by thousands and thousands of visitors each year. Protecting our resources and doing what is right is a belief the club as a whole shares. We all want Highlands to be a special retreat for years to come.

Q. Tell us about your history of environmental stewardship at Highlands.

A. As I just mentioned, Highlands is a unique town in a special environment. We are one of a few temperate rain forests in the United States, averaging 90 inches of rain per year. We have a tremendous diversity of wildlife and plant material that make this a unique destination for folks from Atlanta, Birmingham and Florida. At an elevation of 4,000 feet above sea level, our average high temperatures in summer are in the upper 70s. When I served as Assistant Superintendent from 2001 – 2003, I completed the Audubon Cooperative Sanctuary Program certification. I worked for a supportive superintendent that saw the need for me to be challenged. I completed the program in seven months.

Since that time, I have always kept my eyes open for areas to improve the club. At the time, I had a great 35-year tenured employee, Rickey Holland, who had a love for wildlife. He and I worked together on numerous projects like native landscaping, wildlife enhancements, wildlife corridors and even started outreach programs to local schools and club summer camps. I like to think we have impacted a lot of children through the years who will always remember how golf can impact the environment positively. Rickey was a special person who passed away in 2010 from cancer. There is a huge void at HCC with him gone, and a void in my personal life. At times, members ask if I will replace Rickey in that position, but I am not ready to. He created it due to his love of HCC and the environment.

Q. What kind of changes did you have to make to qualify for the GEO award?

A. Most of the changes were in our thought process. It was a very eye-opening program that made us look at all aspects of club management. This ranged from recycling plans, energy efficiency, composting programs, supply chains and labor to all the things superintendents do on a daily basis. Under the leadership of Club Manager Gregory C. Crawford, CCM, our clubhouse was rebuilt in 2005 with state of the art equipment and quality materials. We reviewed several years worth of utility bills from each structure on our campus. We learned a 3,000-square-foot employee dormitory was utilizing more kilowatts of electricity annually than a 20,000-square-foot clubhouse! This allowed us to make adjustments with things like light switches, insulation and heat sources. Our kitchen staff began hauling off food waste to a local farm. A recycling program has been hugely successful despite no local ordinance requiring it. Our talented building maintenance personnel are always improving our facilities. For example, our on-course bathroom facilities were rebuilt in 2011 and motion-detection light switches were installed. Programmable thermostats are located in most of our buildings, allowing the heat to be turned down in off-times. Our grounds landscaping continues to evolve with only native landscape material used, ridding the property of any invasive species.

Highlands Country Club has a talented and supportive membership that gives its time and resources to help us complete these goals. It’s about doing “what’s right,” and we stay ahead of the curve at Highlands CC. It also involved showing how sustainable the club was. In our town, our membership and several staff members are involved with a number of nonprofit organizations that are vital to the community. It made us realize that environmental awareness goes far beyond chemicals and water quality. If you have something nice and great, how can you, and what are you going to do to keep it that way? That’s how we approach things now – How can we make all of our practices at HCC sustainable? That means financially and environmentally. It made me focus on using local labor rather than folks who have to drive long distances to work and back. We support as much local business as possible. Our chef continues to use locally grown produce and other ingredients, for example.

Q. Your assistant superintendent, Christian Drake, led the drive to secure the GEO certification. How important is it to give your assistant responsibility for projects like this?

A. Christian reminds me of myself at the age of 21. He is very energetic and positive, always looking for ways to improve professionally and personally. He came to HCC as an intern in 2009, then back fulltime as Second Assistant Superintendent in 2010 following his graduation. In 2011, my First Assistant moved on to a superintendent’s position in Mississippi, allowing Christian to move up. There was no doubt he was ready for the promotion, and he still impresses me each day. He will be a very successful superintendent in the future!

Christian recognized the importance of our environmental objectives and came to me in early 2011 asking if he could begin the program. On his own time, he compiled the 50-page report and projects, keeping us in tune every step of the way. His excitement for the program was contagious, and he was able to motivate employees club-wide.

In June of 2011, Christian and I spent three days with Tom Mead, one of GEO’s attesting consultants. By July, we officially became the first GEO-certified club in the Carolinas and the third in the U.S. Since then, Christian has gone on to certify HCC as a Groundwater Green site. He is always looking for new challenges and certainly dislikes any kind of stagnation. I am extremely proud of Christian and look forward to continuing to see him grow in his career.

Q. What was your role in the process?

A. Without a doubt, all credit for the project goes to Christian. I simply supported him through the process and gave him background information when needed. Greg Crawford, CCM, was also instrumental in the process in addition to a supportive Green Committee led by Wayne Beckner. The staff at HCC is fortunate to have a strong membership, all of which were successful in their own right. They understand the need for us to stay challenged and grow in our careers. You couldn’t ask for a better work environment and support team.

Q. What kind of changes, if any, to your environmental practices will you need to make before it is time for the property to earn GEO recertification in 2014?

A. Our primary goal is to continue to expand what we are already doing. A lot of these changes and programs are an education process to our membership. It involves the staff working together across department lines to realize areas we can help each other become more efficient. Unlike the Audubon program for golf courses, this is a club-wide program. I personally have a lot of objectives for the golf course including increased irrigation efficiencies. Ongoing tweaks to our agronomic programs and timing changes reduce other inputs required to our playing surfaces. As I said, it never ends. We are always striving to do better in all departments. That is what makes it so fun and rewarding.

Q. In addition to navigating country club politics, you entered another political realm when you successfully ran for Highlands Town Commissioner last fall. Why did you run for the seat?

A. I love Highlands and feel an obligation to the community I live in and am raising my daughter in. In addition to that, I felt like our town is lacking good leadership that represents the constituency. Lack of communication and transparency to the people of Highlands has been an ongoing issue, and I feel like I can be a voice of the people of Highlands.

In the short time I have served on the Board thus far, I feel like we have made strides in that direction. I am a positive, energetic person, something our town board was in need of. Finally, club politics has taught me a lot and allowed me to mature as a professional. Town politics has given me an avenue to enhance that skill set. I want to support our town employees and give them the tools they need just like HCC has supported me and given me the tools I need to succeed.

Club politics and town politics are so similar! In one, I deal with taxpayer money; the other deals with dues-paying members. The income is collected in similar fashion and requires conservative, open, transparent use that gives those folks the most benefit for their money.

Q. How can your background as a golf course superintendent help you in your role as a city commissioner?

A. I understand the needs of our town employees. I understand the nature of that business and how they can be placed in difficult positions at times, just like club politics. I realize the need for a strong town manager that can run the town efficiently, day to day. Every town needs a strong manager who can lead the employees and manage resources just like a club does. This makes the Board’s role an advisory one, rather than micro-managing department heads. I also feel I have a better understanding of the financial side of both industries. Both require responsible and transparent use.

Q. More and more, superintendents are becoming political advocates for their properties and their industry. Why is it important to have a say in the political process?

A. Superintendents are responsible for the largest asset that any club owns. We are also well versed on a number of subjects and have to be in order to be successful. Of course we are experts in the field of agronomy and have strong backgrounds in accounting. Superintendents typically have the largest staff of any club department and one of the largest operating budgets. The daily decisions made by superintendents can have a greater impact on the club than other department leaders. Who else knows the property better than the superintendent?

On top of that, a golf course in many cases is the largest or one of the largest parcels of land in a community. Our inputs can have a great impact on the environment. It is important for superintendents to educate the community on what goes on because we all have a vested interest in the town.

Q. As a representative of the golf industry, what do you hope to accomplish on the local level in your role as a town commissioner?

A. Again, my role as a town commissioner is to increase the transparency of the town board and promote the manager-council form of government in Highlands. I want to help create an environment where town department leaders are comfortable making decisions and doing what they feel is right. Currently, we are lacking that. There is too much micro-management that instills this paralysis in the decision-making process.

In regard to the golf industry, I realize we selected a very time-consuming but rewarding career. However, I have come to realize that there is more to life and being involved in something bigger certainly gives me more satisfaction. I feel like I am impacting something greater. I have been blessed with good organizational skills and finding the time isn’t an issue. Having a supportive membership at HCC is also very beneficial!

Q. What goals do you hope to achieve overall as a town commissioner?

A. In the past, the town operated by assigning various commissioners to the various town departments. This meant the department head that managed the electric department reported to a commissioner who, by training, was a veterinarian. That commissioner was responsible for performance reviews and mentoring. It was like running a club without a GM. It is hard for the older commissioners to let go of that. I am a strong proponent of the manager and have fought to give him full responsibility over all town employees. Just like clubs, I am a proponent of the Board’s role as being one to advise the management. Then, we hold the manager accountable and trust that position.

Highlands also has a disconnect between the people of the town and the Board. Several things have occurred over the past year that have given the residents of Highlands reason not to fully trust the Board. Dealing with taxpayer money, we have to be transparent. Like other communities, we are dealing with hard economic times. I believe good business leads to a vibrant town, and I fully support our business and merchants and want to do what is best for them. I have recently supported a way-finding signage program in town to help businesses located off of Main Street. I am opposed to the excessive regulations that hurt business. There is certainly a balance between keeping the small-town feel of Highlands and regulations.

Q. Besides your service as a town commissioner, is Highlands Country Club involved in community affairs in any other way?

A. Highlands CC is very involved in a number of community organizations. Our membership takes a very active role in the community and generously supports many of our local nonprofits. Bobby Jones was an early member at HCC and to this day, we host an event called the Bob Jones Tournament. It is a great event where former Walker Cup players are brought in to compete. Over the years, this event has raised more than $3 million dollars for our hospital. The club annually will host three Rotary Club events that raise money for our two local clubs. Finally, HCC will partner with the Highlands Chamber of Commerce each fall and host the annual Culinary Weekend kickoff event. During the off-season, HCC has proudly hosted Leadership Highlands networking events, Chamber of Commerce Board retreats and Highlands Literacy Council socials. Our mission statement clearly states, HCC will remain an active and responsible participant in the Town of Highlands.

Personally, I serve as President of Leadership Highlands, President-Elect of the Rotary Club of Highlands and the Highlands Chamber of Commerce. I am Vice President of the Highlands Literacy Council and VP of the Western NC Turfgrass Association. I was appointed in 2010 to the Macon County Economic Development Commission.

Certified Golf Course Superintendent Mark Jordan

Certified Golf Course Superintendent Mark Jordan has worn many hats during his turfgrass career, much to the benefit of his Ohio golf course property and his profession.

Professional advocacy is nothing new for Mark Jordan, CGCS, the Natural Resources Leader at Westfield Group Country Club in Westfield Center, Ohio. The Certified Golf Course Superintendent has worked in various positions during a turfgrass career at Westfield that has spanned almost 22 years, and the entire golf industry has benefited from his willingness to get involved and his understanding of all aspects of club operations.

As the Natural Resources Leader of Westfield Group CC, he manages the human, financial, natural and mechanical resources that are associated with the golf course and clubhouse grounds operations. He also served as the property’s General Manager from 2002 until 2006, and he was a member of the Club Managers Association of America and the Golf Course Superintendents Association of America during that time.

Jordan, who earned his associate’s degree in applied science and turfgrass management, and a bachelor’s degree in agriculture and agronomy, from The Ohio State University, has served on state boards and national committees to advance the profession of golf course superintendent. He has served as a board member of the Northern Ohio Superintendent’s Association and the Ohio Turfgrass Foundation. In addition, he has participated in the GCSAA Governmental Relations and Strategic Communications committees. He also is running for the GCSAA Board of Directors this year.

In honor of his commitment to the golf industry, he was named the winner of the Ohio Turfgrass Foundation 2011 Professional of the Year Award. Jordan recently spoke to Club & Resort Business about the award and his commitment to government advocacy.

Q: What do your duties as the Natural Resources Leader of Westfield Group Country Club include?

A: I oversee our 36-hole golf facility, which covers approximately 282 acres of manicured turf, naturalized areas, ponds and woodlands. I also assisted in providing feedback on some of our (Westfield Group Insurance) golf course-related insurance programs and have been involved with the development and execution of companywide safety programs.

Q: What kind of role did you play in the passage of Senate Bill 51, which designated the last week in May as Ohio Turfgrass Week?

A: I was on the Ohio Turfgrass Foundation Board of Directors when we first thought of the concept, and fortunately, we were in a position to have a legislative sponsor, Senator Sue Morano, who was able to get bipartisan support and move it forward as Senate Bill 51. Mr. Bill Hoops (Ohio Lawn Care Association), Dr. Mike Beohm (Ohio State University) and myself, were able to testify in front of the Senate Ag. Committee to educate and provide economical, environmental, recreational and historical insight of turfgrass and the turfgrass industry in the state of Ohio.

Q: What is the significance of Ohio Turfgrass Week?

A: It creates an awareness of the economical, environmental and recreational impact of the turf and the turfgrass industry in the state. It also provides an opportunity of familiarity of the industry for issues concerning any type of future legislation that may impact the turf industry.

Q: How important is government advocacy to the golf industry?

A: Very important. I have had the privilege of being on the Golf Course Superintendents Association of America (GCSAA) Governmental Relations Committee the past two years, and I’ve seen firsthand the growing activity in legislative issues across the country regarding the golf course and turf industry. It’s very important to have advocates for our industry around the country to help educate our members on current trends in national, state and local legislation.

Q: As a Certified Golf Course Superintendent, what kind of knowledge and skill sets can you bring to the discussion with various stakeholders in the business?

A: Although certification is important, I think it’s the passion behind wanting the industry to succeed, and that comes from personal drive. Part of that personal drive was to become certified. Working in a corporate environment like Westfield, as well as being a former general manager, has provided me an opportunity to understand the business from the inside out. As far as a skill set, I think customer service communication, financial acumen and having perspective of many different jobs allows me to anticipate member needs and be proactive in communicating thoughts, activities and needs to members, employees and the leadership at Westfield.

Q: Tell us about your involvement with the Ohio Turfgrass Foundation.

A: Graduating from Ohio State in 1986, OTF had a direct impact on me as a student through scholarship (OTF Scholarship winner 1986) and networking opportunities. Prior to being on the OTF Board of Directors, I was involved in The Northern Ohio GCSA Chapter and was President in 1999 and 2000. I had the opportunity to work for some individuals who were very passionate and active in professional organizations. Most notably Rick Kucharski and John Spodnik (Past GCSAA President, 1969). John is still a good friend and mentor of mine.

I was involved with OTF for nine years  from 1999 to 2008 and was chair of the membership committee, golf and legislative committee and was active on a number of other committees.

When I was first elected to the board of NOGCSA in 1996, I realized what a unique opportunity it was to help lead our profession. I remember Jim Hippley, retired Salem Country Club Superintendent, congratulating me and then he said, “You need to be an active board member.” I didn’t realize what he meant until I became more involved with the association activities, but I quickly formulated a vision of becoming involved at the state and national level, trying to help and learn each step along the way.

Q: Tell us about your involvement with the national We Are Golf campaign.

A: It’s been a great opportunity to meet and rekindle acquaintances from the CMAA and the PGA to promote the industry at a national level. One of my platforms for running for national office is the viability of the golf industry, and we must collectively move ahead to continue to promote the game from an economical, environmental, recreational and personal wellness perspective. From a state level, being on the Play Golf Ohio Board provided experiences of working with the PGA, CMAA, GCSAA and Ohio Golf Course Owners Association. We have had the opportunity to promote the industry at the state level through discussions with the Department of Economic Development as well as the Division of Tourism in 2008.

Q: Tell us about your work on the GCSAA’s Governmental Relations Committee.

A: Being a part of the Governmental Relations Committee has helped broaden my knowledge and perspective on legislative issues around the country. We have many challenges facing us around the country regarding fertilizer/pesticide regulations, water quality and conservation labor, and facility accessibility, and it is important to have continuous monitoring of these issues. The GCSAA GR Committee, as well as GCSAA staff – Chava McKeel in particular – do a fantastic job of keeping the committee as well as the general membership aware of specific issues as they take shape. If it were not for Chava, Carrie Riordon and the other GCSAA staff members involved, it would be very difficult to keep our finger on the pulse.

Q: How receptive are state and national lawmakers to the concerns of golf industry stakeholders, and have their attitudes changed at all in recent years?

A: I feel they are becoming more aware of the economical, environmental, recreational and wellness benefits that golf and other turf-related industries have. Advocacy groups at both levels have positively influenced the industry by promoting the industry through a balanced, educated approach that includes science-based research.

From a national level, spreading the word regarding economic impact is very important and there have been pockets of environmental success stories, most notably the superintendents who have engaged the Chesapeake Bay Watershed Commission. Also, several state associations are in the midst of or have completed the development of Golf Course Best Management Practices, which proactively communicates to legislators that the industry has practices in place that recognize environmental awareness and importance.

In Ohio legislators are now realizing the impact of both the golf and general turf industries. As an industry that has an indirect economic impact of $4.8 million and creates 60,000 jobs, it typically catches their eye. There is also an advocacy group called OPARR (Ohio Pesticide Applicators for Responsible Regulations) consisting of many industries involved with pesticide applications in the state. I was recently appointed to the board and attended my first board meeting in November. I appreciate the opportunity to be on this board, as there are many crossover issues between the agriculture, structural pest control, nursery, landscape and turf industries. There is truly strength in numbers with this group.

Q: What kind of benefits have you received by taking an active role in statewide and national advocacy initiatives?

A: I have had the benefit of promoting our profession to legislators, so they have a better understanding of what our industry is about and the positive influence we have economically, environmentally and recreationally. It has also expanded the network of not only myself, but of the industry.

Q: What are the main issues that the golf industry will face from regulators in the near future as well as for the long term?

A: Many of the issues are the same throughout the country, but based on the region, priorities are different. Water conservation and quality, fertilizer and pesticide regulations, immigration labor are all on the forefront, and more studies such as the Chesapeake Bay Watershed study will become more prevalent.

Q: What does it mean to you to win the Ohio Turfgrass Foundation 2011 Professional of the Year Award?

A: I truly appreciate the award, but consider it a team award with the staff at Westfield. We have a tremendously talented staff that allows me to be involved with the association. Kyle Smith, Todd Underwood, Billy Christian, Bill Thomas, Brent Cherry and the rest of the staff, I appreciate your hard work and efforts!

Classes and internships can go a long way toward preparing someone for a job, but there is no substitute for hands-on experience.

Just ask Brian Gallagher, who became Golf Course Superintendent at Putnam National Golf Club, a Mahopac, N.Y., daily-fee, 18-hole championship golf course, in May. Gallagher spent nine years as Assistant Golf Course Superintendent at Brae Burn Country Club in Purchase, N.Y., and at Tamarack Country Club in Greenwich, Conn., before being tapped to lead the golf course maintenance team at Putnam National.

His responsibilities include preserving and enhancing the property’s fairways and greens, supervising the maintenance staff, maintaining annual operating budgets, planning long-range course improvements, and overseeing clubhouse landscaping.

However, Gallagher, who earned a B.S. in turfgrass science from Penn State University, has found that the job description is not limited to these daily duties. He recently talked to Club & Resort Business about making the transition from assistant to head golf course superintendent.

Q: How did working as an assistant superintendent help you prepare for a head superintendent’s position?

A: Working as an assistant is hands-on so you learn all the practices personally, which allows you to teach your new crew once you become a superintendent. In my previous position, I was fortunate enough to work for a superintendent who gave me a lot of responsibility so the transition of managing the crew as well as the golf course was fairly easy. Having years of experience at private golf courses gave me the opportunity to learn first-class maintenance practices so I could implement them in this setting.

Q: What is the biggest adjustment you have had to make?

A: The biggest adjustment is diagnosing day-to-day issues and deciding how we are going to address them. As an assistant, you identify potential hazards, provide input and follow instructions. Timing is critical, especially for when disease pressure is high. You have to really be on your toes, or it can cause issues later. Now being the superintendent, you have to prioritize issues, then decide how to proceed and, if preventative measures are necessary, what to use and when to use them. It is also important to be environmentally friendly with all maintenance practices and only use spraying when needed.

Q: How have you applied what you learned in your turfgrass classes to your everyday duties?

A: Turfgrass classes give you a great background, but nothing can prepare you like working in the field. Experience trumps all textbooks in my opinion. Universities require internships for a reason, and that is so students gain experience on the golf course. You can read and study all you want, but you will remember things much better when you do them firsthand and see the results.

Q: How much of your training has been on-the-job?

A: I worked as assistant for nine years before becoming a superintendent. Along the way I have had continuing education courses and seminars to stay certified as a pesticide applicator. The majority of my training has been on the job. Working with RDC Golf Group, I work within an organization that provides resources in all areas including a Director of Agronomy in case I need to bounce ideas off of someone.

Q: How important has continuing education been to your career development?

A: The continuing education courses and classes help keep you up-to-date on the new trends and university research trials. They also help with networking. You have the opportunity to meet with and talk to other superintendents at these meetings, share ideas and best practices.

Q: What are the advantages of being new to a job?

A: The advantage is having the ability to establish a precedent from day one with your staff and bring energy and enthusiasm to the entire operation.

Q: What kind of duties have you delegated to your assistant?

A: My assistant helps me with spraying, irrigation repair, and syringing greens on hot summer days. Along with those duties I am trying to develop my assistant by asking him his opinion and valuing his observations. I make the final decisions, but together as a team, we work to manage the golf course. I want to prepare him for the next step in his career just as I was prepared by my former superintendent, Blake Halderman at Brae Burn Country Club.

Q: What advice would you give to assistants that are making the transition to a head superintendent position?

A: Take a little from each job and apply it in your new position. Remember how you were treated as intern all the way up to first assistant. Apply the strengths and avoid the weaknesses of your prior managers to develop your own management style.

Q: What kind of long-range maintenance plans do you have for the golf course and for the maintenance department?

A: Currently we are working on a master plan for the course with Golf Course Architect Stephen Kay that would enhance drainage and restore the bunkers, among other things. We are currently finalizing a comprehensive plan that will be presented to the course’s ownership for their final approval.

Q: What is the difference between working at a daily fee course and at a private club?

A: There are many similarities from a superintendent’s perspective. Golfers’ expectations don’t waiver much; they expect a good value and good conditions. Daily fee golfers see many different courses to compare you to, whereas at private clubs, you see the same golfers day after day. Either way, they want a well-manicured course and good greens.

Q: How do the expectations of the golfers differ at the two types of facilities?

A: Private club members tend to expect lightning-fast greens on a daily basis. They expect everything to be manicured and all details to be buttoned up. Daily fee golfers are more concerned with value for dollar spent. They do want a smooth putting surface that rolls true, but tend to be a bit more lenient when it comes to the non-playable areas.

Q: What have you learned since you became a head superintendent that has surprised you?

A: It’s not as easy as it looks. Everyone wants to be the boss, but you don’t realize all the responsibility that is on that side of the desk.

Q: What are your personal goals as a superintendent?

A: My goal is to take the golf course to the next level. I want to leave a positive mark at the course and turn it into something better than it was prior to me getting here. The feedback from our regular golfers has been outstanding, so that makes me feel proud of the job we are doing here. The greens are now rolling smooth, and I want to get the speeds up without compromising the health of the plant.

I would like to continue to enhance the condition of the fairways and tees. After improving the short-cut grass, I want to move out into the rough.

Certified Golf Course Superintendent Tommy Witt, Director of Golf Course Operations at Northmoor Country Club in Highland Park, Ill.

Certified Golf Course Superintendent Tommy Witt, Director of Golf Course Operations at Northmoor Country Club in Highland Park, Ill., is all business when it comes to his profession.

With all of the skills required to run a successful golf course operation, a superintendent might sometimes feel it takes a super-human effort to keep the course and grounds department running smoothly. Certainly, it takes much more today than a firm grasp of agronomy to stay on top of the game. Because a superintendent often oversees the largest budget at a golf course facility, financial skills are vital. Relating to people from all walks of life is another essential skill. However, many superintendents enter the field with little experience in these areas.

Certified Golf Course Superintendent Tommy Witt, Director of Golf Course Operations at Northmoor Country Club in Highland Park, Ill., felt that he had a limited background outside of agronomics when he started his career, so he took matters into his own hands. He started giving presentations on topics beyond agronomics 25 years ago and teaching seminars on similar subjects 15 years ago.

Witt, who earned a B.S. degree in Turfgrass Science from Texas A&M University, says any number of qualified scientists, researchers and fellow superintendents can educate golf course managers about agronomic topics.

“What I found lacking for my own continuing education were subjects on negotiating, evaluating career opportunities, communicating with employers, building relationships, etc.,” he says. “Local, state and the national GCSAA conferences just didn’t offer the type of education that I felt I needed to be successful in my career.”

With the help of Certified Golf Course Superintendent Bruce Williams, he developed materials and seminars on a variety of non-agronomic topics for fellow superintendents and other industry stakeholders. The presentations include “Negotiating Strategies for Today’s Golf Course Manager,” “Blueprint for Career Success,” a workshop for assistant superintendents and students, and “How to Hire a Golf Course Superintendent.” (For a full list of presentation topics, click here.)

“I wanted to offer ideas and share information with superintendents on how to become more valuable to their employers. I have always felt the superintendent is a key individual in generating revenue and managing and protecting the most valuable asset of a facility – the golf course,” Witt explains. “My intent is to help non-superintendents better understand the challenges, responsibilities and factors involved in managing a golf course.”

He recently spoke to Club & Resort Business about the importance of developing business and other non-agronomic skill sets so that golf course superintendents can increase their value to their employers, enhance their career opportunities and achieve personal satisfaction with their jobs.

Q: What kind of business skills do superintendents need?

A: Let me ask you, what skill sets does any department head or executive staff member need in most any other business? The golf course superintendent is not much different. In most cases, today’s golf course superintendent needs a full complement of personal and business skills in addition to his or her agronomic skill set. A better question might be, “What skills does the superintendent not need to be successful?” Valuable skills include, but are not limited to: dealing with conflict, dealing with difficult people, leading change, managing reducing budgets, communicating with numerous audiences, managing major projects, public speaking, building positive relationships, mastering computers, formulating long-range capital budgets, etc.

There are also a number of personal skills that can enhance our chance for success in the workplace. Learning the ability to practice restraint, developing a broad professional network, implementing patience and acquiring the ability to read people and personalities bode well to becoming an overall success. There will be situations throughout our careers where we must be able to compromise and exhibit restraint. Remaining removed from workplace politics is a must. As a friend of mine has said, “Hold your tongue and keep your job.” Meeting schedules and timelines demonstrates responsibility and exhibits credibility.

Q: What kind of management skills do they need?

A: What price and value can a facility or business place on the person who can lead and manage at a high level? I am not sure the majority of golf course employers place a high priority or recognition on this area of the daily performance of their golf course superintendent. The better skilled a manager and a leader is, the better the performance of the operation. There are too many management skills to mention. Recruiting and hiring the right people – and giving them the responsibility and resources to feel good about their work and to be able to succeed at it – is paramount. Getting the staff to buy in to the manager’s or leader’s philosophy will get more and better results.

The superintendent has to have the personality and skills to successfully manage up and down the organizational structure of the facility. We deal with a broad spectrum of individuals, from the most affluent and successful people in the world to a staff member that might barely have a high school education. It takes a degree of wisdom and training for us to meet, encourage, lead, and communicate with people on their individual level. Leading by example is always a positive. Character and integrity are essential. Great leaders always give others credit and let others shine.

Q: How does the development of these skills help superintendents better relate to their staffs?

A: While it does not take a master’s degree in management to know how to treat people right and fairly, it is not a simple task to lead a golf course management operation. Learning from successful people that have gone before us only makes common sense. Whether it is via seminars, books, magazine articles, or a mentoring program, there are beneficial things we can learn to make ourselves better leaders of our operations. I place a priority on getting ideas on how to be a better manager and leader.

Q: How does it help them improve their interaction with management, board and committee members, and owners?

A: I was promoted to my first golf course superintendent position at age 24. I was from a small town in south Texas. The owners of the private club were two of the wealthiest men in Texas. What did we have in common? They owned a golf course, and they hired me to manage it. That is all. Then, a sudden change of general managers after my first year brought a four-star Air Force general to that position.

What did I know about boardrooms, finances, making presentations to a Board, or knowing how to deal with someone who gave orders all their life? How could I possibly meet the expectation of these high-powered individuals? What skill sets, other than common sense, did I have to survive in this position? I didn’t have those skills, and many superintendents do not enter the profession armed with these necessary skills. That is why exploring continuing education in non-agronomic courses is vital for us. How can we be viewed as valuable if we aren’t competent or proficient in a multitude of business and professional skills?

Q: How does this skill set help superintendents develop better relationships with vendors?

A: Building positive relationships is a key to doing productive business. Who wants to do business with someone they do not like? The better the superintendent understands the business philosophies and the responsibilities of the vendor, the better both can work together for a common goal as seller and buyer. Every business, turf vendors included, must make some degree of profit or they cannot service an account and stay in business. Understanding business concepts and people are just two of the skill sets that help to achieve a win-win transaction benefiting both parties.

Q: How has the need for these skills changed during your career?

A: They have escalated significantly as they have for all superintendents. The stakes are higher now. Any job-referral notice or search committee is stipulating numerous professional skills for new hires. Our salaries have increased; operating budgets are higher, and golfer expectations are through the roof. Golf course managers cannot just grow grass and get by any more.

Q: Do you feel like turf schools do enough to teach these skills, or are they better addressed in continuing education classes?

A: I think most turf schools naturally concentrate on agronomic and turf studies. In truth and fairness, I am not sure the advisors, instructors and scientists can have a full understanding of the full scope of work that challenges golf course superintendents on a daily basis. Managing declining operating budgets, meeting aggressive tournament schedules, leading committee meetings, and attracting and retaining a quality staff are but a few of the nuances that individuals must learn on their own, by trial and error.

Q: How does the development of these skills enhance your career as a whole?

A: The more highly skilled anyone is in his or her profession can only be a good thing. There are some very talented professionals in the golf course superintendent ranks. Acquiring additional professional skills not only improves our chances of success in our current positions. But the more complete your total skill set is, the more attractive a candidate you become in the interview process for a new position.

Q: How does the demonstration of these skills help superintendents earn better compensation and advance their careers, if they choose, into other club or course management positions or other areas?

A: The vast majority of golf course superintendent job referrals today stipulate the need for a candidate to possess a matrix of skills beyond grass-growing. The more complete skill set a candidate has, the better the chance of getting the job. The same goes for receiving increased compensation at one’s current place of employment. The more skills you possess, the more valuable you are to your employer.

The statement below is taken from several different superintendent job referrals. It gives an idea of what skills employers are looking for:

Qualifications, Experience and Skill Requirements: Substantial on-the-course experience, minimum of 3 – 5 years turfgrass experience. Must possess excellent interpersonal and communication skills. Must be highly organized, efficient and detail oriented. Must possess basic computer skills – Word and Excel. Must have supervisory, coaching and staff development experience. Must have a strong business aptitude and passion for the golf business. Must have a basic knowledge of budgeting and expense management. Experience with formulating and executing operating and capital budgets. Coordinate projects and long-range planning with the Greens and Grounds Committee. Capable of prioritizing and problem solving quickly and efficiently. Ability to multi-task.

Q: How does the demonstration of these skills affect the image of superintendents as professionals?

A: The movie Caddy Shack was hilarious. We all got a few laughs from Carl Spackler. But that is the movies, and that may have been the image of superintendents decades ago. There is a newer image that is associated with the new breed of golf course manager. While growing and providing premier playing surfaces will always be tops on our priorities, our jobs and responsibilities have far exceeded simply mowing and watering grass.

We only have to look at the visibility of Atlanta Athletic Club’s Director of Agronomy, Ken Mangum. Think of the skill set he has, to have been able to successfully handle the organization of the PGA Championship and all the media interviews and scheduling of events. We now see many of our peers who have obtained a wide range of skills. These superintendents are at the top of our field in compensation, reputation, and image.

Q: How much do you depend on your staff to take care of agronomic issues so you can focus more attention on the business aspects of your job?

A: The staff that I work with is invaluable. I could not make it without them. I try to put the most qualified managers in place that I can possibly find. Then I give them the resources and responsibility to do what they came to do. Golfers and employers have a huge “need to know.” I spend so much of my time preparing and delivering numerous communication mediums to my members and employers.

Q: What kind of advice would you give new superintendents about the importance of these skills?

A: Today, providing quality golfing conditions is a given. Developing as many business skills – handling people, managerial tasks, leadership – as you can will never hurt you. When you have prepared yourself as a leader, a quality manager, a relationship builder, a team player who is competent at playing the game of golf and growing great turf, then you have placed yourself in a position for success. When there are 100 to 300 applicants for many jobs, what is going to make you stand out? The competition is fierce. Position yourself for success.

Q: What do you know now that you wish you knew when you started your career?

A: My university advisor and major professor stressed the turf science classes. I wish I had taken more classes that dealt with business and psychology. Financial issues and discussions are always an issue at every facility. Understanding personalities and knowing how to work with different people is valuable to the golf course manager.

John Kotoski, Certified Golf Course Superintendent at River Run Golf Club in Berlin, Md.

Certified Golf Course Superintendent John Kotoski of Maryland has earned an environmental appointment to a statewide commission.

To the uninitiated, golf courses and the environment aren’t a good mix. Those in the know, however, realize that nothing could be further from the truth. Many golf course superintendents are taking active roles in their communities to promote golf courses as environmental stewards, and others are turning to superintendents for the knowledge that they can bring to the discussion.

John Kotoski, Certified Golf Course Superintendent at River Run Golf Club in Berlin, Md., has accepted a statewide role that will take full advantage of his environmental expertise. In August, Maryland Gov. Martin O’Malley appointed him to the state’s Commission on Environmental Justice and Sustainable Communities.

The Commission advises state agencies on issues related to environmental justice and sustainable communities, and it coordinates recommendations on these issues with the Children’s Environmental Health and Protection Advisory Council. The commission analyzes and reviews the effect of current state laws, regulations, and policies on the equitable treatment and protection of communities threatened by development or environmental pollution, and determines the areas that need immediate attention. The group also assesses the adequacy of current statutes to ensure environmental justice, and develops criteria to pinpoint communities that need sustaining.

Kotoski recently spoke to Club & Resort Business about his role on the commission.

Q: What is the purpose of the Commission on Environmental Justice and Sustainable Communities?

A: The Commission on Environmental Justice and Sustainable Communities was previously established by executive order on January 1, 2001, and statutorily signed into law on May 22, 2003. The Commission examines environmental justice and community sustainability issues that may be associated with creating healthy, safe, economically vibrant, environmentally sound communities for all Marylanders in a manner that allows for democratic processes and community involvement. Maryland’s approach to environmental justice is consistent with the approach advocated by the United States Environmental Protection Agency. The EPA calls for states to address environmental justice issues as appropriate and for improvements in efficiency and sustainability in the use of resources and production processes.

The EPA defines E.J. as: “The fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies.”

Fair treatment means that no group of people including a racial, ethnic, or socio-economic group should bear a disproportionate share of the negative environmental consequences resulting from industrial, municipal, and commercial operations or the execution of federal, state, local, and tribal programs and policies.

Additionally, Maryland’s definition, which builds on the EPA’s definition, specifically notes that all citizens of the state should expect (1) to be protected from public health hazards and (2) to have access to the socio-economic resources necessary to address concerns about their livelihood and health.

Q: What is your role on the commission, and what kind of expertise do you bring to the table as a golf course superintendent?

A: As a commissioner we would review any complaints that come from the community when they feel that one of the charges listed above are happening. I represent the business community as an operator of a golf course and housing community. I also build homes here at River Run.

Q: What is the biggest challenge that golf courses face when it comes to environmental justice?

A: Being new to the board, I have not seen or been exposed to any issues yet that affect golf. But I believe that if a course construction either was proposed in a community or was transformed into home sites, local community activists would have concerns about the environment based on old notions that golf course pollute.

Q: What effect have current state laws, regulations and policies had on golf courses in Maryland?

A: The current Maryland Watershed Implementation Plan (WHIP) for Bay restoration has a section that affects fertilization use and resale in the state.

Q: What areas need immediate attention from the commission?

A: The commission currently deals with commercial operations in mix-zoned communities. Things like recycling plants, etc., that are mixed in with residential housing.

Q: What other groups are represented on the commission?

A: There are state agencies like the Maryland Department of the Environment (MDE), local politicians, local activists, lawyers, environmentalists, and commercial business managers.

Q: What type of involvement have you had with environmental advocacy issues in the past?

A: Early in my golf career I served on the conservation commission for the town of Oxford, Massachusetts. That commission was charged with reviewing and approving building permits that had any activity that may be in a wetland. We would issue guidelines from the state on how an applicant could proceed with their activity.

Q: What is the biggest misconception that the general public has about golf courses and the environment, and what is the best way to change it?

A: Most people think we use too much fertilizer and pesticides and therefore, we must pollute the soil and nearby streams. I found that by educating the membership or the general public or by serving on local committees, one can change that perception.

Q: How would you describe the application of state environmental laws to the golf industry?

A: In most cases it is based on old farming data that does not correlate to growing turf.

Q: How do golf courses enhance the quality of life in their communities?

A: They provide open space, recreation space and less noise; they clean water entering and crossing the course, and harbor wildlife. They also cool the surrounding air with no blacktop heating up.

Q: Where do the main environmental improvements need to be made in the state, and how can the golf industry and the commission help?

A: The only thing I see for the golf industry is providing scientific information for the current WHIP policy that would adversely affect how courses operate. The commission is currently coming up with an outreach program to businesses, and I am part of that sub-committee.

Q: How has River Run Golf Club contributed to sustainability in the community?

A: Since we have housing around the course, the course has seven storm water management ponds that store and filter runoff from the roads and home sites located here. Three ponds are used as irrigation, and the others allow water to slowly drain to the local St. Martins River.

Certified Golf Course Superintendent Josh Mahar was one of several speakers at a fall symposium that focused on affordable golf.

Whether economic issues, time constraints or other reasons are to blame, the golf industry has seen participation in the game decline in recent years. However, some stakeholders are trying to reverse that trend.

Last fall, 75 people attended a Symposium on Affordable Golf in Southern Pines, N.C., to raise awareness and understanding of the industry challenges through open discussion, the exchange of ideas and highlighting the successes that promote the health and sustainability of the game. The common denominators among the people who attended the event were a passion for the game and a stake in the business.

Certified Golf Course Superintendent Josh Mahar, of Wild Horse Golf Club in Gothenburg, Neb., was one of 14 speakers at the event, which will be held again in November to once again explore new ways to look at golf in a different light. Mahar recently shared some of his insights with Club & Resort Business about how to grow the game and make it more affordable.

Q: What does the golf industry need to do to make the game more affordable?

A: To begin with, the golf industry has to run efficient facilities. Bloated staffs, unnecessary extras, and overindulgent maintenance practices are hopefully things of the past. Does that mean quality needs to be sacrificed? No—but each and every practice needs to be analyzed for its cost-benefit to the operation and to the golfer.

Q: In addition to making the game more affordable, what else needs to be done to grow the game?

A: The industry needs to overcome the intimidation factor that seems to be ingrained into the game. People need to feel welcome and comfortable on a golf course. Many newcomers to the game don’t know where they should be heading from the moment they arrive in the parking lot. We have to remember that everything we are familiar with as longtime golfers is brand new to the first-timer. Help them get acclimated to everything on the golf course, and they will feel more comfortable with the game. We need to keep inviting people to play, whether it be through traditional advertising, special promotions, or word of mouth. People won’t take up the game if they aren’t asked to do so.

Q: What is the golf course superintendent’s role in making golf more affordable and in growing the game?

A: We must learn to prioritize the maintenance practices that are most important to the game and golfer. We cannot expect to provide perfect conditions because that drives up costs, so the superintendent must choose how to spend his or her resources wisely for their particular facility.

Q: How can superintendents work with other industry stakeholders to make golf more affordable?

A: Superintendents, club pros, managers, and all other industry stakeholders must all be on the same page about what their facilities are providing to their clientele. If each manager understands the culture of their facility, they can maximize efficiencies within it to provide a valuable golf experience.

Q: Is time or money more of an impediment to getting people on the course?

A: Time is a huge impediment to getting people on the golf course. Unfortunately, golf is a game that takes time, and that will always be the case. But golf must be able to compete well with other recreational activities that people participate in. Golf needs to be a priority, in order to get people to allocate their free time to the sport.

Q: What kind of sustainable practices do you use at Wild Horse Golf Club?

A: Sustainability is the new buzzword in the golf course industry, mainly due to the economic times we are in. But I think most well-run facilities have always practiced sustainability, which really is just a realization that resources are not endless, and they must be used wisely and in a manner that best suits your particular golf course.

At Wild Horse Golf Club, our focus has been on providing great playing surfaces and “forgetting” about the extras. There are no flowerbeds to maintain; signage is limited, and out-of-play areas are left unmaintained and natural.

Q: How do these practices help make the game more affordable?

A: All of these extras cost money to maintain, so limiting those things will make the game more affordable. By focusing resources on greens, tees, and fairways, you can provide a great playing field, which ultimately is what the golfer is looking for. Most golfers come out to golf, not to look at flowers. Give them great greens and fairways, and they will be back. Sustainability is a balancing act of using resources wisely, providing a valuable golf experience, and still making a necessary profit for your facility.

Q: Wild Horse was built 13 years ago for less than $2 million, including land acquisition, and some people have called it a model for the future. Can you elaborate on that?

A: Wild Horse Golf Club was built for a very modest fee in the late 1990s. We had several “built-in” advantages that helped us along the way. The land acquired for the course has great natural features on a sandy soil. This allowed the architects to move very little dirt in the building process, and push-up greens were utilized. Our irrigation system is adequate but not overdone, and that was at a time before oil prices had jumped, which has increased irrigation component costs considerably. Also, the architects Dan Proctor and Dave Axland handled the shaping and “worked cheap,” as they like to say. Affordable golf cannot be had with million-dollar architect fees. At Wild Horse, we have always strived to keep the course affordable to the local golfer, and low construction costs have allowed us to do so.

Q: How successful has the industry been in promoting the “Brown is Beautiful” philosophy?

A: The “Brown is Beautiful” philosophy is a noble approach by the industry to try to temper golfers’ expectations. The problem with expectations is once they are at a certain level, it is very difficult to moderate them. That being said, hopefully some progress can be made concerning golfers’ expectations. We as superintendents can reduce our inputs and still provide very good conditions for the golfer, and that should be the main goal of the “brown is beautiful “ initiative. Whether or not the golfers embrace the idea remains to be seen.

Q: How have environmental issues such as water usage and more government regulations affected golf course maintenance?

A: Water restrictions and government regulations are definitely causes for concern in our industry. We need to continue to be proactive in representing our industry as the authorities on water and pesticide usage. We are the experts in that regard, and we must sell that fact to lawmakers and to the general public.

Q: Is it a bigger concern to bring new people to the game, or to bring back golfers that may have given up the game or cut back on the number of rounds they play?

A: Growing the game of golf centers on either bringing new people to the game or encouraging the occasional player to play more rounds. Both of these ideals should be embraced. Golf facilities need rounds from wherever they can get them. Targeting multiple sources is the best solution to getting more people on the course.

Q: What can properties do to make golf more family-friendly?

A: The industry needs to focus on getting families to golf together. If it can do so, the industry will have really succeeded in overcoming many problems golf is having. Young people will have started the game; women golfers will be added to the ranks, and golf will have competed well for the time set aside for family activities.

Q: Do public courses have any added pressures to make the game more affordable that private or resort properties don’t have?

A: Public golf courses probably have more of an obligation to make the game affordable than private facilities do. But in either case, the market will determine what affordable means to that particular golfer.

Certified Golf Course Superintendent Pat Gradoville joins efforts to launch a new turfgrass research foundation in California.

California was one of the few states in the nation that had no statewide organization to support turf and landscape research.

Until now, that is.

Certified Golf Course Superintendent Pat Gradoville, Director of Golf Course and Grounds at Palos Verdes (Calif.) Golf Club, is one of the industry leaders in the state who is helping to launch the California Turfgrass & Landscape Foundation. The nonprofit organization is designed to unify efforts to support and fund research efforts in the Golden State.

“Everyone with a lawn or garden should be a member of this organization,” Gradoville says.

The new foundation will raise funds and support vital research projects that will benefit industry-wide stakeholders throughout California in the areas of turfgrass, landscape, and related water usage.

As a member of the Board of Directors, Gradoville will be instrumental in ensuring that the organization succeeds. He recently talked to us about his efforts to help launch the foundation.

Q. How did the California Turfgrass & Landscape Foundation get started?

A. The University Of California Riverside had a wing called UCTRAC, which stood for University of California Turfgrass Research Advisory Committee. With budget cuts, UCTRAC was no longer funded. Several people in California saw the need for research, as well as groups such as the United States Golf Association, the Professional Golfers Association, the Northern California Golf Association, the Southern California Golf Association, and the Los Angeles Department of Water and Power (DWP).

Q. What is the purpose of the organization?

A. The mission of the California Turf and Landscape Foundation is to fund and support focused research and educational outreach in the areas of turfgrass, landscape, and related water use for the betterment of the stakeholders, conservation of resources, and sustainability of the environment.

Q. How many members do you have?

A. The Foundation is in its infancy, but we hope that some day every golfer in the state would become a member.

Q. How are the members of the organization expected to contribute to its overall goals?

A. The first step is financial support, which so far has been very good. Once we get up and running, involvement by the members on committees and fundraising will be key.

Q. What kind of research will be funded, and how will it be carried out?

A. The research will vary as requests are reviewed. The Board of Directors will evaluate each proposal to determine which ones have the greatest needs. Obviously, it is driven by the funds available. Bruce Williams [former Director of Golf Courses and Grounds at Los Angeles Country Club] is our Executive Director, and he has been working to contact the various organizations from around the state. We have been successful in the early going in raising funds.

Q. What are some of the challenges that the California turfgrass industry faces as a whole?

A. Water will always be a challenge. We just emerged from a drought, and not many people are thinking about water right now. But it is important to take measures today to become better water users. We need to lead the conservation efforts. There are great tools available that measure moisture content, and with the continued advancement of these tools, we all can benefit from increasing our water conservation efforts.

Another big challenge is to get golfers back to the courses following the economic downturn. The industry is waiting for conditions to improve, as we all are anxious for the recovery to be complete. Play continues to be down compared to five years ago. Many golf courses are cutting expenses to keep the doors open. Those courses will be in a good position once the economy improves and golfers return to play the great game of golf.

Q. What are kind of issues are more prevalent in northern California than in southern California, and vice versa?

A. We share many similar issues, such as increasingly difficult pesticide regulations, water restrictions, and diminishing rounds of golf.  Issues in the north often come down this way, as well as go in the other direction.

Q. How can members in the different parts of the state help each other?

A. With a state as large as California, there are great resources to draw from. The Foundation can tap those resources to create something special.

Q. What is the specific role that golf courses play in the Foundation?

A. We will be establishing a Rounds for Research program to raise funds for the organization, and we will hope all of the members will donate rounds of golf at their facilities.

Q. Will the Foundation get involved in government advocacy, or is it strictly set up to support research?

A. Our primary focus will be on research at this point.

Q. What can golf courses learn from other industry stakeholders?

A. There is a lot of information that can be shared. It is valuable to sit at the same table with the air-quality resource boards and the water districts. At the same time, developing the relationships will go a long way for long-term partnerships.

Q. Tell us about some of the research projects that are underway, such as the study at UC Riverside.

A. The turfgrass research program at the University of California, Riverside (UCR) focuses on three major areas: water, salinity, and pest management. Where possible and practical, Californians are being urged to convert from cool-season to warm-season turf for water conservation. UCR research has demonstrated that eradication of the existing stand of cool-season turf is critical for establishment of warm-season grasses that, on average, require 20 percent less water.

Weed management is another important aspect of successful transition. Several new herbicides are being evaluated for weed control in newly established warm-season turf.

Use of drought-tolerant, warm-season grasses is largely limited by their winter dormancy. A long-term goal of the UCR turfgrass program is to develop a warm-season turfgrass that stays green year-round. In the meantime, UCR is also taking the approach to keep cool-season turfgrasses green in the summer months with less water. Hybrids between fescue and ryegrass are under development by UCR for improved drought and heat tolerance. Benefitting from cutting-edge cell biology research ongoing at UCR, researchers are moving toward engineering turfgrass whereby abiotic stress tolerance mechanisms can be triggered using commonly used protectants for biotic pests.

Q. How will your research efforts unify the turfgrass industry?

A. Anything that affects turf usually affects the landscape, and vice versa. It is the hope of the Foundation that the research will benefit both the turfgrass industry as well as the landscape industry.

Q. What will it take for golf courses to comply with the state mandate to reduce water usage by 20 percent by 2020?

A. This is already being done by the 35 golf courses within the DWP area in the city of Los Angeles. This program will be a model for everyone to follow, as there has been great success.

Q. What is your role as a member of the Board of Directors?

A. Initially, the role is to get the organization up and running. That is nearly complete, and the next step will be to raise funds. That will never be completed! Lastly, the role would be to determine which research projects to support.