Golf Course Management

AUG 2019

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

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Page 61 of 107

dents well-schooled in architecture who are capable of leading a bun- ker renovation in-house. So does Clarke. "A lot of clubs do in-house projects, and they hire us to come in and do the specialty stuff," Clarke says. "But their (crew members) do a lot of the heavy lifting beforehand — and they do it well and efficiently. But a lot of courses just don't have the staff." Staffing matters Ah, the staff. If courses are contemplating doing a bunker project in-house, they had better keep in mind that they'll be spreading their crew members a bit thin during the project. If four workers are as- signed to a bunker renovation project, that's four fewer members mow- ing greens and fairways, setting cups and performing other normal daily maintenance tasks on the course. "Something could suffer," Matthews says. So communication is vital. e superintendent must inform the powers that be — whether that's the owner, the greens committee and/ or the members — that balancing a bunker renovation project along with day-to-day maintenance can come at a price. And it's a price a golf course has to pay in order to save money by doing construction in-house. Sometimes, a superintendent might be put in the unenviable posi- tion of being told by superiors that a bunker renovation will be done in-house, even if the superintendent knows that it's not the best idea. Clarke realizes it's difficult for superintendents to say "no" when faced with such a predicament. The bunker renovation project that architect W. Bruce Matthews III oversaw at Cascade Hills CC included this work on the greenside bunkers on the club's first hole.

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