Golf Course Management

OCT 2017

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

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Item 52 GOLF COURSE MANAGEMENT 10.17 So, when you get the call on a Wednesday that says, "We need your budget for next year and we need it by Friday," all you have to do is hit print. Just keep the zero-based budgets up- to-date each month, and you'll be good to go. There's no reason to get stressed out every year at budget time unless you're not well prepared. With most budget-related matters, you can let the numbers do the talking. When prepar - ing the budget summary, we often include notes on any major changes in the golf facil - ity management's philosophy or direction that would account for an increase or decrease in the budget from the year before. That way we're ready to answer any questions about our num - bers before we're asked. Monthly expenses Monthly expenses Monthly expenses Monthly expenses Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Payroll Golf grounds management Four seasons staff Contract labor Overtime Bonuses and incentives Payroll taxes Supplemental pay Total expenses Operating expenses Contract services Deep drill Equipment rental Lake management Fountain management Tree service Total expenses Dues and subscriptions Dues Subscriptions Total expenses Maintenance and repair Turf equipment Golf expenses Total expenses Tracking actuals Assembling a meticulous budget is great, but how do you know whether the num - bers in your budget equal the dollars you end up spending? We make duplicate copies of the spread - sheets in the two tables shown here, and we use these to track our actual expenses in each cat - egory. Once a month, the department sits down and goes through our expenses for the previous month. This is probably one of the most impor - tant things we do. Budget planning, preparation and follow- up take much time and effort, but there's a big upside to having all the data to back up your requests for the things you need to do your job successfully — whether it's new equipment, additional labor or other benefits. When the people you work for can't see the numbers, it makes them uncomfortable. When you're able to instill confidence in them by exhibiting that you know how to run your business, they tend to stay out of it, and you get the tools you need. Stephen Tucker ( is the equip- ment operations manager at Tranquilo Golf Club at the Four Seasons Resort in Orlando, a 17-year member of GCSAA, and a longtime activist for the turf equipment technician profession. Master budget, 2017

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