Not just a game of one

Budgets are never completely about the numbers. A “budget” is a compilation of many smaller decisions. Some places have substantial resources for course conditioning, while others heavily consider every financial transaction. The budget can be a tricky discussion for assistants and superintendents, but budget work is too important to ignore.

Assistants benefit from learning about budgets to better understand the necessity to take care of equipment, comprehending labor expenditures and managing inputs. Understanding budgets helps prepare assistants for a future with more responsibility, and an assistant who understands the budget can help the superintendent with support across the organization. Whether initiated by the assistant or the superintendent, here is one useful approach.  

1. Have an honest discussion

What is the current understanding the assistant has of budget work, from formal schooling, budget workshops or seminars, and previous experience? Is the assistant ready to learn about a property’s budget or is more of a theoretical start appropriate? Take the emotion out of it. Don’t think about “saving” or “spending” money, stick to discussing an objective and responsible allocation of resources. If an assistant asks, share what you can and be as transparent as possible. Assistants don’t wait to have the topic introduced. If necessary, take a guess at what things cost and start working the numbers. There is plenty of information publicly available for salaries, equipment and raw materials to get started. 

2. Explore micro components

The overall budget is comprised of labor, equipment, inputs, outsourced work (irrigation and tree work, consulting architects, etc.) and other expenditures. Maybe the assistant can be in charge of parts ordering to get the feel for handling inventory costs and procedures for payments. Maybe the assistant can be involved in estimating labor costs of mowing for a particular month or the bid process for an upcoming project. Analyze small puzzle pieces to work up to the big picture and don’t hesitate to look ahead. Are any equipment leases turning over? What renovation or capital expenditures are upcoming?

3. Think like the decision-makers

Who has final approval for the budget? What information keeps them comfortable? Avoid talking about a specific brand or model if “fairway mowing unit” does the job. Maybe the decision-maker wants the big numbers and doesn’t need the line-item details but be ready with the details if they help. For comparison, last year’s budget and the following year’s projections may provide more context but be prepared to explain changes. If graphs and photos provide visual support, include them. Part of presenting and adhering to a budget is being prepared – anticipate questions. Care for the budget of the course as carefully as you would your personal budget, and that will resonate.

Tyler Robb, an assistant superintendent since 2014 and member of the Treasure Coast GCSA board of directors and the FGCSA Assistants Group, has asked to learn more about the budget at every property he has been a part of. “If you don’t ask, you will never know,” Robb says. “A lot of assistants feel uneasy enquiring about finances. Don’t be timid but don’t ask about salaries, as that can be inappropriate. It’s difficult to attract enough people who are driven and it’s hard to find people with passion who want to learn.”

Embrace the education. Robb laughs that he wishes he paid more attention to a budget project he remembers from his time at Rutgers. Assistants should ask and learn about the budget, even if it’s only with certain components to start with. An assistant’s skillset – and the industry – will be stronger for it.

Lee Carr is a northeast Ohio-based writer and senior Golf Course Industry contributor.