Golf Course Management

JUN 2019

Golf Course Management magazine is dedicated to advancing the golf course superintendent profession and helping GCSAA members achieve career success.

Issue link:

Contents of this Issue


Page 59 of 139

58 GOLF COURSE MANAGEMENT 06.19 but this is a critical first step in management of any set of resources. A typical example in the PHC world would be admitting that there is a lack of adequate root zone to sup- port a signature tree. 2. Analyze facts and feelings. •is is very im- portant here considering the politics. For example, is it OK for these seven trees to be removed rather than treated, or does their importance, function and appeal justify modification of the environment and con- trol of the recurring pest population? 3. Define goals and objectives. •e purpose of the trees is of the highest importance with this step. 4. Generate ideas to achieve goals and objectives. •is brainstorming action should take place without judgment or restriction. Advisors from outside the management structure can be helpful in idea generation. 5. Select the best ideas or combination of ideas. •is might be one action step (simple or complicated) or several that can be inte- grated to achieve the desired result. 6. Implement. Pull the trigger. Just do it. Take the action. Ready, aim, fire. 7. Evaluate, then back to step 1. Ask the ques- tion: Did it work, or is it working? You'll know you've hired the right com- pany when one or more of the arborists, a fore- man or manager, or the owner is willing and able to evaluate the success of their practices. While it requires a certain level of vulner- ability and transparency on their part, it is also refreshing when it actually happens. •e ap- propriate response from the superintendent is to match the level of transparency with accep- tance and honest reactions. John C. Fech is a horticulturist and Extension educator with the University of Nebraska-Lincoln. He is a frequent and award-winning contributor to GCM. Trees that are integrated into areas of frequent human traffic must be cared for with stability in mind. cused on removing and treating trees than caring for trees. A good manifestation of this is that, when it's time for pesticide and fertility decisions to be made, are they con- sidered on the basis of plant need rather than predetermined protocols? • A continuing service agreement can benefit both parties, but is it open-ended enough to satisfy the superintendent and green com- mittee? • Pricing must be reasonable — enough to cover the costs of the time, labor and equip- ment of the company without gouging the golf course. • Mapping, tracking and adjustments should be an option so that communications with stakeholders is easier. • Finally, PHC must be a guiding tenet at all times. Classic guidance model Whether it's picking up the pieces after being robbed, losing your job or moving your parents into an assisted-living complex, the fol- lowing seven-step process is a helpful guide. It's relevant to the process of caring for trees on a golf course as well. •is approach originated with Steve Rodie, ASLA, and has been modi- fied and adapted several times over the years. 1. Accept the situation. Many factors influence acceptance, from finances to expectations,

Articles in this issue

Archives of this issue

view archives of Golf Course Management - JUN 2019