WINSTONuniversity_MaySeminar by WINSTONuniversity

An Invitation Only Seminar Event for Invited Golf Club Owners and Club Managers of Europe Date: 15th – 16th May 2013 Speakers: Ken Siems, Fintan Brennan, Ian Butcher Credits: GMVD Costs: €190 WINSTONuniversity aims to prepare current and future Course Managers for the challenges ahead in golf. We believe there is a key requirement to establish the Course Manager as part of a management team, who can contribute to the business as a whole. This, we believe as golf operators ourselves, is critically important as the golf course remains the most significant resource for generating income, and improving financial efficiency. Our speakers, who have a world of experience behind them, look forward during this Seminar to show individual Clubs how they can improve their business through a greater understanding of their course, the way the game is played and the role a modern Course Manager can play. Ken Siems – managerial experience includes Director of Agronomy at Loch Lomond (Scotland), Project Manager at Tanto International (Dubai), General Manager at Jinhai Lake (Beijing), and now Director of Pestovo Golf & Yacht Club (Moscow). Ken´s handicap is 14. Ken will describe how the golf business needs a Course Manager who has:  understanding of team leadership and organisation skills  understanding of budgets and financial controls  communication skills; both internally and externally on behalf of the club operations Fintan Brennan – Links Superintendent and Past Captain, Portmarnock Hotel and Golf Links. Fintan has been supervising the redevelopment and consistent high conditioning of Portmarnock Links for over 15 years, a European Tour venue that has hosted the Irish Ladies Open. His keen golfing skills and appreciation of the game meant he was invited to lead his Club as Captain through the 2011/12 season. His handicap is 4. Ian Butcher – Director, WINSTONuniversity Ian is designing and coordinating the development of the WINSTONuniversity program , and has 20 years of experience within golf as course manager, lecturer and the development of international education programs. He has an MBA from University of Liverpool, and plays off a handicap of 8.

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The Modern Day Golf Course Superintendent – “Measuring up for success” Presented by: Ken Siems CGCS,MG Email - kjsiems@aol.com

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Glasgow

Moscow Toronto

London Beijing

Dubai

ALMOST ONE FULL LAP AROUND THE WORLD

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Augusta National Management Take Home Lesson #1 ď Ž

Spend wisely- Although a club like Augusta National has unlimited resources at their disposal; however this is one company that does not waste money. Every dollar spent is based on detailed preliminary study and on the return on investment

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Augusta National Management Take Home Lesson #2 ď Ž

Hire well and look after themâ&#x20AC;&#x201C; I have yet to work at a facility where the staff are treated with such dignity, importance and trust. There is nothing overly scientific nor do they use one of the latest fad management systems..

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• SUPERINTENDENT ROLE – Dr Joe Duich, Professer Emeritus. 20% growing the grass – easier part of the job 80% Management and communication – The hardest part of the job. Managing staff, members, finances, projects, health and safety, environment, government legislation and so forth. How good one becomes at managing will have big influence on career success or failure

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The modern day Superintendent must be a measurable Superintendent 1.

Agronomics - are the maintenance programs working to ensure the long term health of the turf -

Financial management – is the company getting the maximum benefit for the money spent

Man management – How does management and staff rate – Is the team efficient?

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1. Agronomics â&#x20AC;&#x201C; are the maintenance programs working to ensure the long term health of the turf. How do we measure success?

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Organic Matter (Thatch) test

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Laboratory test result

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MOISTURE SENSORS

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Tissue testing

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STIMPMETER ď Ž

ď Ž

One of the best and worst tools ever invented and in the wrong hands, can be very dangerous and has caused many a golf course to lose grass Designed by golfer Edward S. Stimpson, Sr. in 1935. After witnessing a putt by a top professional (Gene Sarazen) roll off a green, Stimpson was convinced the greens were unreasonably fast, but wondered how he could prove it.

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Green firmness Scale

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Financial management – 



More than ever, the Modern day Superintendent is under great pressure to produce more for less, Much the same as most other industries. The time of luxury consumption is over. Many GC Maintenance budgets have been reduced or stayed at same since 2008 and Managers need to improve how they purchase. The Superintendent more than ever, must have the skills to be able to logically justify expenses.

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Zero Base budgeting  



Establish maintenance objectives Review historical information and current site conditions Formulate maintenance plan justifying all proposed expenditure (zero-based budget)

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Programming and costing activities to achieve desired objective

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Programming and costing activities to achieve desired objective (Insert Correct Price)

MARCH

JOB DESCRIPTION 1

APRIL 4

MAY 4

JUNE 5

JULY 4

AUG 3

SEPT 4

OCT 3

NOV 4

DEC 4

Price

total cost

GREENS - 1.3Ha

Verti Cutting Light Top Dressing Verti Draining CORE AERATION Heavy Top Dressing venting

X 13

greens fertiliser Fertiliser A 21-3-21 multicote Fertilizer B - 20-10-20 LQ Fertilizer C -0-0-50 Fertilizer D - STEM micro Gypsum

X 13

13 X

1,900

222,300 0 0

1,900

228,000

2,000

88,000

1,300

36,400

6,422

12 4

4 7 6.5

7 6.5

6.5

4 6.5

4 7 6.5

6.5

0 0

greens fungicide Heritage (Amistar) Banner Maxx (Tilt) Bayleton Subdue maxx Daconil Rovral thiophenate methyl greens insecticide chloropyrifos Meridian Merit Greens Other Moddus growth reg PDF Wetting Agentcompression, - H2O scotts Install covers X X

3 6.5

6.5

2 26

26 13 16 2.6

0.13

2.6

0.13

2.6

26 13

1,750

10,500

1,250

16,250

1,200

2,400

130

600

46,800

2,800

72,800

512

484

1,180

100

2,200

2,574

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Financial Forecasting

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Man Management 



The employees are the most important asset an organization has and failure to measure performance can negatively impact the finances of the company Failure to effectively man manage leads to: Lower productivity  Greater staff turnover  Reduced quality product  Greater manager stress  Greater cost. 

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Man management – what the top Superintendent do    

Hire Staff with great attitude Have great internal training programs Help staff to succeed with there goals Lead by example – Most GC Superintendents have high work ethic and demand the same from their team.

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Staff efficiency time in motion study â&#x20AC;&#x201C; knowing exactly how much time each task takes to complete, tracking and recording. Task/Labor rquirement Typical work week - May - Oct

Task

# hours

#men

TRANSPORT Tansport #

Monday

Tuesday

Wednesday

Thursday Friday

Saturday

Sunday

Greens Cut greens

EZ go 1200

Roll Greens

EZ go 1200

Hole care

EZ go 1200

Remove dew

EZ go 1200

Ball mark/Poa removal

EZ go 1200

Cut tees

Ezgo 1200

Divoting

Ezgo 1200

5 5

Tees 16 8

Fairways fairways 3 24 24 PDFCut compression, OCR, web8 optimization using a watermarked evaluation copy of CVISION PDFCompressor

Dew removal

Ezgo

The Performance Management System is designed to meet the following aims The Performance Management System is designed to meet the following aims:  To encourage individual contribution towards meeting the Club’s objectives  To ensure all staff understand what is required of them  To identify training and development needs  To improve job performance and job satisfaction  To enable individuals to achieve their maximum potential  Provide feedback on Management performance PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor

Summary - The modern day Superintendent must be a measurable Superintendent 1.

Agronomics - are the maintenance programs working to ensure the long term health of the turf -

Financial management – is the company getting the maximum benefit for the money spent

Man management – How does management and staff rate – Is the team efficient?

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How important is the Superintendent???? ď Ž

Survey says - Who is the most important person at a golf facility? According to a 1997 survey of 500 Golf Digest subscribers, the golf course superintendent was listed the most (48 percent). Other responses included the course/club professional 25 percent, club/course manager 14 percent, beverage cart or halfway house person 11 percent.

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An ownerâ&#x20AC;&#x2122;s solution for owners

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WINSTONlinks

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Leadership

Highly Educated Useful Person

Highly Educated Useless Person PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor

WINSTONgolf

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Curriculum Structure of Studies International

First term Turf Enviornment

Second term Management

Post Graduate Pre-study internship

Internship International golf courses

Professional life/ studies/ further education

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Full-Time Executive Program Turfgrass Management

Technical Competence

  

 Improving golf course operations  Maximizing irrigation efficiency  Designing, constructing and refurbishing golf



Understanding turfgrasses Understanding the turfgrass environment Implementing sustainable turf management practices Finding solutions through turfgrass case studies



course features Selecting, managing and maintaining machinery

Management

Extra Curricula

 Optimizing financial planning and reporting  Managing the golf experience profitably  Developing communication and team



leadership skills Finding solutions through management case studies

  

Improving English for golf Planning and executing events and projects Learning to use IT and social media Playing and honoring the game

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Bloomâ&#x20AC;&#x2122;s Taxonomy

Evaluation

Level of Learning

Synthesis

Analysis Application Comprehension Knowledge

Acquisition PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor

Case Study Teaching    

Scenario Analysis Solution Evaluation

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Scenario: Understanding Roots and Root Development Case Study Process     

Define the Problem Analysis, research and trials conducted through STERF Design the Solution with visiting Speakers Focus on solutions and strategies at a specific golf club Improved real world situation.

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Cycle of Inquiry Improve Situation

Implement

Explore & Describe Scenario

Accommodation

Divergence

REAL WORLD CONCEPTUAL WORLD Propose Strategies Convergence

Identify Issues

Assimilation

Analysis & Interpret

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Evaluation     

Time Management Project Management Research Project Design Teamwork

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Discussion Issues

Ethical

Social Economic Technical PDF compression, OCR, web optimization using a watermarked evaluation copy of CVISION PDFCompressor

WINSTONopen

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We look forward to working with you!

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Kaminabend

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Turfgrass Studies

Management Studies

Technical Studies

Extra Curriculum

Term 1

Term 2

The Turfgrass

Sustainable Management Practice

Term 3

Term 4

Turfgrass Environment

Turfgrass Case Studies, Problems and Solutions

Marketing and Innovation

Communication and Leadership

Financial Planning

Management Case Studies, Problems and Solutions

Golf Course Operations

Design and Construction

Machinery Selection and Management

Irrigation Practices

Study Tour

Event Management & Golf Tournament Preparation

Study Tour

English for Golf & Playing the Game

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Scenario: Preventive Strategies to Minimise Winter Stress The Case Study Process

    

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Analysis     

Real world expertise Provide context and experience Discussions and interviews are focused Limited time and access Conclusions

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John Grant

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