Business is boomin’

The current golf course construction industry is operating at an unimaginable pace. Although there might not be as many new golf courses being built as there were in the ’90s and early 2000s, it feels as if every facility is doing renovation work. Undoubtedly, the post-COVID golf renaissance was a much-needed boost to fuel the domestic and regional golf economic landscape. This is something all of us likely have benefited from — and hopefully will continue to do so.

Despite the unparalleled positive influence created by the meteoric trajectory of the golf course construction industry, it’s apparent that the corresponding rules of engagement are rapidly evolving. The mechanics of how a club and superintendent navigate the planning stages of an upcoming project have shifted significantly. Material prices are at record highs and extremely volatile. Although it’s recovering, material supply and availability are at all-time lows. Contractors are scheduling projects years in advance. Labor rates seem to increase weekly.

Clubs are now pressured into making massive decisions and entering financially, or otherwise, binding agreements years in advance of project commencement. Therefore, the qualitative and quantitative risks of undertaking any project are higher than our industry has ever experienced.The intensified demands, responsibility and time commitment are far too often delegated to an already overloaded club leadership/governance structure and, most importantly, the superintendent.

How can a club and, better yet, a superintendent, best position themselves to mitigate financial and legal risk, build in appropriate checks and balances, and develop a critical path to ensure success?

“The key is not the will to win. Everybody has that. It is the will to win that is important.” — late basketball coach Bobby Knight

Through our project-related engagements, we have experienced instances where improper preparation has led to anywhere from undesirable outcomes to litigious disputes, broken relationships and other unfavorable outcomes.

Most of the negative situations we encounter could have been avoided with the proper pre-project preparation and planning. Without clearly defined roles, responsibilities, procedures and sequential club approvals at various stages in the planning process, the likelihood of success can quickly diminish, relationships can devolve and blame can be undeservedly rendered. In the end, poor outcomes, whether related to financial overruns or issues with workmanship, can have serious career-defining consequences for the superintendent.

What steps can a superintendent take to skillfully navigate this process? Here are a few items for consideration:

Build a cohesive team of independent experts with defined roles and responsibilities — architect, irrigation consultant, regionally located engineers with golf industry experience (if needed), project managers and appropriate club leadership.

Help clearly delegate tasks, responsibilities, timelines, deadlines, action items and deliverables through an open, direct communication pathway.

Comprehensively vet, source, negotiate, test, test, test, (and re-test) material sources and suppliers.

Dig into the project specifications — revise as necessary, reach out to peers, engage with individuals possessing scope-specific expertise — soil hydraulics, soil fertility, project managers, drainage consultants and turfgrass breeders. Don’t be afraid to ask questions or challenge the status quo. And don’t rely on anyone’s advice if it is thinly rooted in generalities. Be wary of anyone who is not willing to question their own processes and specifications. Statements such as, “I’ve been doing it this way for 25 years,” or “We always do it this way,” should immediately facilitate concern.

Conduct an open honest bid process with quality, reputable, established contractors with a track record of proven success. Create an environment where preferred contractors feel comfortable with business discussions regarding schedule, manpower, value-engineering, price, terms and conditions.

Build a team to develop, review and negotiate an AIA contract that is adequate for the scope and expense of the project. These documents can be intimidating and overwhelming. But when properly explained, reviewed and negotiated, they should provide the required protection not only for the club, but also the architect and the contractor.

Drill into the detail of staging, sequencing, timing, deliveries and operational impacts.

With a dedicated team of experienced, successful, goal-aligned parties, the planning and preparation phase of any project should be rewarding and enjoyable. When done properly, the club will proceed with confidence and credibility, all while positioning themselves and the superintendent to achieve ultimate success.

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