We invite you to join the discussion:
Responding to maintenance budget reductions, superintendents across the country are doing even more with less.
- How are the added responsibilities increasing superintendents’ value among members and management?
Comment Below and read what industry peers have to say.
Chuck Barber:
As a 27 hole, resort course we weren’t asked to reduce our budgets or our labor. However, we have a revenue goal and our labor and expenses need, to a certain degree, reflect the revenue the golf course and hotel generate. I was proactive in eliminating some seasonal labor this year and while my value to the company may not have increased, it certainly didn’t go down either as has been the case with other managers at the property. I serve at the leisure of my employer and it is my responsibility to serve the best interests of the business. I don’t feel I need special recognition for serving my employer’s best interests but the visibility I receive from doing more with what we have, not with less but what we have, has proven the real value.
Clark Bartholomew:We have been in the doing more with less mode for a number of years now and it seems so part of the job now that it’s just common practice. I have to say that I would lay the success of both of our 18 hole courses at the feet of my staff. They come through over and over. I have a core staff that can do it all. It seems they thrive on the challenge. I would say that the 30+ years in the business has given me a well rounded education that has certainly provided me with the experience to save money and still produce a good product. I would say that a good report from our profit margin and good comments from the golfers is the best slap on the back that I need.
Mike Hart:Like most clubs, we have been working with less for several years, but trying to keep the same standards. This past year the club took things another step and eliminated the two top management positions at the clubhouse in order to cut back even further. In the absence of management staff in the clubhouse, our golf pro and myself have had to assume the position as co-general managers. Now not only is the budget spread thin, so is our time. It is however making a significant difference to the bottom line.
Richard W:I happen to be in what is not the most ideal place. Where budget cuts have hit this club, it has hit my operation. I maintain a 18 hole course with 6 full time guys and one part time, and a budget of 185,000 that includes labor. No asst. No mech. ect. and no over time. So I have had to be real creative in how I schedule all that has to be done while I have to educate my bosses on the operation of golf course management, for I have to answer directly to a golf committee. There is no general manager so I answer to people that have no clue what it takes to run a course .So I wear many hats in one day—it makes for a fun filled day.
Clark Bartholomew:I agree with Richard. The hardest part of the job is communication with those that don’t have a clue about the cost or time involved with not only keeping a course in great shape but also improving. Because the golfers have short memories. Improvements that are made are often forgotten so it’s what have you done for me lately. I am lucky to have a good pro to work with but the committee can be trying.