1/20/2016 2:01 PM
This is something I started working on adding a second assistant position a couple of years ago, I never finished it, but there are probably some ideas in it that you can use:
Golf Course Maintenance quality improvement plan / optimization plan / cost reduction plan
The recommendation of the addition of an additional assistant superintendent for golf course maintenance is based on a current sub-optimal level of management for the golf operation. The current setup, with 2 supervisors results in a situation where the level of supervision and management leaves lots of room for improvement.
Currently we operate the golf maintenance operation 7 days per week. Assuming that both supervisors work an average of a 5 day week, there are 3 days per week where both supervisors are present and 4 days per week where only 1 supervisor is present. The result is that there is an average of 1.3 supervisors present per day.
Once other job duties and responsibilities are factored in that number decreases even further. Other tasks including member relations and interaction, planning, purchasing, education, meetings, training, record keeping, accounting, budgeting, agronomics, regulatory compliance, interaction with other departments, bird control--------, are included the actual average number of supervisors drops below 1 as these and other tasks consume up to 30 percent of management's time.
The result of this situation is that there simply is not enough supervision available to maximize productivity of resources. On days that there is a shotgun, or golfers starting on all 3 9s at 7:00, there simply is not enough time before the start of golf for a single supervisor to check on work, correct poor performance, document employee issues, check golf course setup, monitor playability of turf areas, and bunkers, and check agronomic concerns, in all areas in time, as up to 26 employees are spread out over the 400 acre property.
This staffing adjustment will result in cost savings, as well as improvements to conditions and consistency of the course.
Development of a culture of Excellence and Efficiency
The number one issue currently facing management is the need for constant training, re-training, follow up, encouragement, coaching, praise, and discipline aimed at developing a culture of excellence and efficiency. In order to develop this culture, management needs to be able to constantly reinforce standards and procedures needed to produce this culture. Additionally more time needs to be dedicated to documentation, so that when standards are not achieved consistently discipline can be applied.
We are currently not spending enough time on the development of this culture due to a lack of time available to do so. As team members make mistakes, or deviate from the plan, often times it goes unnoticed, and uncorrected within a timely manner, due to the lack of time available to do so.
We need to spend more time on developing our team, and developing their understanding of, and adherence to policies designed for efficiency, productivity, quality, and consistency.
Efficiency
With a current staff size of 26, a 3.8% improvement in efficiency would result in the realization of an amount of productivity equivalent to the addition of an additional employee. This would require an extra 14 minutes of productive time from each team member each day. This would be achieved through streamlining and standardization of tasks, proper routing, better real-time decision making, elimination of time wasted as a result of poor understanding, and a reduction in time intentionally wasted.
The Improvements to be realized in efficiency will pay for the salary of the new position. Overtime will be virtually eliminated, and further improvements in efficiency will allow for further future reduction in labor costs (possible elimination of an hourly position in 2014 once new system is running smoothly and labor contract term has expired. Possibly sooner through attrition)
Continuity
The clubs that consistently experience the best conditions are the ones that are able to establish and implement strong agronomic practices and programs, and continue to keep them in place. Any time a member of the management team is lost, course conditions are a casualty, as a new member comes in and works to learn the needs of the course. Adding another assistant superintendent to staff reduces the impact that this transition will have on the operations. Ideally, a situation is created in which the junior assistant superintendent is capable of moving into the role of the senior assistant superintendent when the time comes, and that the senior assistant superintendent is ready to move into the role of superintendent when the time comes. This progression insures a seamless transition, as local knowledge and experiences are preserved, successful practices are continued, and the learning curve that would be experienced with a new manager is all but removed.
Projects
Upcoming projects will place a number of new responsibilities on management, which must be met. The resulting condition will be a reduction in available time and attention to daily management of the golf course. The addition of a second assistant superintendent will fill that gap and ensure that essential maintenance practices and projects are carried out.
Recycled Water
As our recycled water transition comes closer the transition within the golf as well as community areas will need to be addressed. The transition of the HOA areas of the lakes will need to be managed by a member of The Lakes Management team, not Sunshine Landscape. This transition will need to be coordinated by Lakes management with the work being done in large part by Sunshine landscape. Ideally this role will be filled by a person who is familiar with irrigation. I see this role being filled by Golf Course Maintenance.
Improvements
Adding additional management to Golf course maintenance will allow for delegation of more administrative functions currently executed by the Superintendent. This will free the superintendent up to spend additional time on the golf course, developing additional efficiencies and areas for improvement of current practices. It will further allow for more time to be dedicated to research and experimentation of new products to improve conditions and efficiency. One example is testing of plant growth regulators on ornamental plantings to improve the appearance, and to reduce the need for regular pruning resulting in cost savings.
Improved documentation and communication- Currently there are deficiencies in recordkeeping. Keeping of more data in the areas of, water usage, irrigation schedules, fertilizer applications, and purchasing is needed. Also needed is he processing of this data for use in future decisions. Better decisions can be made based on better information, and better data recording and analysis is necessary for the improvement in efficiency of our operation. Better tracking of expenditures will provide for better data for planning of reserves, as well as better purchasing decisions.
Union Contract Negotiations
We expect our upcoming contract negotiation to be a taxing process. As we work to create a long term solution to create a sustainable operation from a labor standpoint, the process will require lengthy hours of research and planning. In order to give this process the attention that it is due, more hours will need to be available. Wage surveys will need to be conducted, research into other local clubs' situations and experiences, other union contracts, will need to be gathered. All avenues will need to be thoroughly investigated; contingency plans will need to be fashioned. These requirements will take time away from the golf course superintendent on the golf course.