THE TEN MOST COMMON GREEN COMMITTEE MISTAKES

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THE TEN MOST COMMONGREEN COMMITTEE MISTAKESGreen Committees serve a vital role in the management of a golf course,but there is a great disparity in their relative effectiveness.BY DAVIDGA. OATISreen Section agronomists make nearly2,000 Turf Advisory Service visits tomore than 1,500 different golf coursesduring the course of each season.Visits are madeto every type of course imaginable, from elitechampionship sites to public and municipalcourses, to low-budget nine-hole facilities, andthe structure and relative effectiveness of thevarious committees that oversee the operation ofthese courses vary nearly as much as the facilitiesthemselves. N everthe1ess, most of these variedcourses have a few things in common. They alltake pride in their facility and have a strong desireto improve it. And yes, most of the committeesthat guide them have the propensity to makemistakes. Just as each course has its strengths andweaknesses, so do their committees. Some areremarkably effective, while others squander fundsand/or are ineffective.You might be surprised tolearn that the mistakes made by Green Committees often are quite similar, both from courseto course and decade to decade. World-renownedarchitect Alister Mackenzie apparently had littleregard for committees. In his 1930s manuscript,The Spirit if St. Andrews, he wrote, "The history ofmost golf clubs is that a committee is appointed,, they make mistakes, and just as they are beginningto learn from their mistakes, they resign office andare replaced by others who make still greatermistakes, and so it goes on."So, Green Committee mistakes are not new,nor are the mistakes they make very original.Most have been made countless times before bycountless committees at countless golf courses.Upon surveying the Green Section staff (whoseresume includes a combined total of 250 years ofservice and approximately 30,000 Turf AdvisoryService visits), it became quite clear that there is adistinct pattern to the mistakes most commonlymade by Green Committees. Although it hasbeen said that" a wise man learns from hismistakes," the author prefers the adage "Only aA Green Committeeshould have a workablenumber of members(7-1 I) to promotediscussion and to reachtimely decisions.Committeesshould becomprised of golfers ofall playing abilities andboth genders to takeinto account differentperspectives andto keep lines ofcommunicationopen.SEPTEMBER-OCTOBER2003

fool learns from his own mistakes. A wise manlearns from the mistakes of others." It is hopedthat this effort to identify common Green Committee mistakes will help your committee avoidthem.THE ROLE OFTHEGREEN COMMITTEENo discussion of Green Committee mistakeswould be complete without first discussing therole of the committee. Much has been written onthis subject, and a good discussion is contained inA Guide for Green Committee Members by theUSGA Green Section, available from the USGAorder department (Publication #PG 1715, 2.00each, 800-336-4446).Youcan also contact yourregional Green Section office for a copy.Green Committees have the responsibility ofoverseeing the management of the golf course,but they must not be involved in its day-to-daymanagement. Rather, they are an advisory boardwhose role should be to hire a golf course superintendent and make broad-based decisions onbudget and policy. They need not have specificknowledge of turfgrass management, but theymust understand the game of golf, have a desire tolearn, and have time to devote to the process.Effective participation on a Green Committeerequires a significant commitment of time andenergy, and it is not a commitment to be takenlightly.In charge of the committee is the green chairman. His task is to organize and hold regularmeetings of the committee and to develop andmaintain a close relationship with the golf coursesuperintendent. At courses with problems or conflicts, this can be a most unenviable role, yet it alsohas the potential to be extraordinarily rewarding.An effective chairman and committee workingwith a competent superintendent can develop andimplement plans to maintain and make improvements in a golf course that can be enjoyed bygolfers for generations. Conversely, when anineffectual committee and a superintendent cannot cultivate a constructive relationship, it candrag the course down, creating or adding toproblems, the effects of which will be suffered foryears. Perhaps the simplest description of thecommittee's role is that" . they must protectthe golf course from the golfers!" If theaverage golfer had his way, the greens wouldnever be aerified, pesticides and fertilizers wouldnever be applied, and trees would only be planted2GREENSECTIONRECORDand never removed. In truth, chaos would reign,turf would fail, and playability would be abysmal!Being a chairman or member of the GreenCommittee is not a popularity contest. Toughdecisions frequently must be made regardingdisruptive and expensive programs and projects,and thick skin and an ample dose of convictionare required. Green Committees serve a vital rolein the operation of the golf course. In this role,committees have many opportunities to makemistakes, so now let us review what the GreenSection staffbelieves are the ten most commonones.TOP TENGREEN COMMITTEEMISTAKESNo. 10:Shopping for the Right Opinion"Their minds are made up and they do not wishto be confused by the facts," describes the committee that falls into this trap. Some committeeslook for a superintendent or consultant who willgive them the answers and corresponding recommendations they desire. "Sure, we can keep thegreens in championship condition all season!" ."Heck no, you don't need to aerify!" . or "Wedon't need to close the course for maintenance!"might be some of them. Sadly, there are superintendents and consultants who will give committees the answers they are looking for. GreenSection agronomists occasionally have beenlabeled as "the superintendent's mouthpiece" bysuch committees. Realistically, however, if theopinions of the USGA agronomist happen to bein concert with the superintendent's, it just maybe because the superintendent has it right in thefirst place.Turfgrass and golf course maladies often requirecomplex, expensive, and/or disruptive solutionsthat every golfer would choose to avoid if giventhe option. It is the mission of the USGA GreenSection to help courses devise the most reasonable and effective solutions to their problems, butcheap and easy are of little value if the solution isnot effective. Sometimes, courses need to take astep back in terms of conditioning in order totake several steps forward. For instance, coursesthat want top-notch putting greens usually needto put up with the disruption of aerification,verticutting, topdressing, and pest managementprograms. All of these programs are disruptive tothe golf schedule, but failure to follow throughwith sound management programs will produceturf problems that will be even more disruptive.

SometimesMedicine doesn't always taste very good, but westill have to take it!Second opinions are valuable, but solutionsshould be selected based on whether or not theyare logical and will be effective as opposed towhether or not they will inconvenience thegolfers. Motives always should be consideredwhen reviewing the recommendations.cheapesttheroute is notthe best decision.The Green Chairmanat this golf courseowned a sand supplybusiness and offeredthe courseaninexpensivesandsource. Unfortunately,in less than two years,No.9: Not Enough Time to Participate FullyAn effective Green Committee member mustput in the time! This means attending as many ofthe regular meetings as possible. It also meanseducating oneself on the subject of turf grassmanagement and learning specifically about issuesthat might be facing their individual course.Prospective committee members should notunderestimate the time commitment or the effortit takes to attend meetings, seminars, and TurfAdvisory Service visits, or the time it takes toeducate oneself. Reading textbooks, articles, tradepublications, and the Green Section Record are partof the process. It also is essential to spend timewith the superintendent, both on the course andat conferences and seminars. Chairmen and committees also must take the time to develop open,honest relationships with the golf course superintendent. The committee member who doesn'thave time to participate fully generally is notcapable of making informed decisions.No.8: Figurehead ChairmanThe green chairman should be a duly electedcourse official and a voting member of the Boardof Directors. The green chairman in that capacityhas far more leverage and influence on theoutcome of controversial issues and is a muchmore persuasive advocate of the golf coursemanagement operation.Conversely, the structure at some courses is forthe green chairman to serve "at the will (read'whim') of the president."While this arrangementcan function acceptably in some cases, it can failmiserably when personalities clash and/or difficultdecisions have to be made. It also sets the stage forthe green chairman to effectively become the"puppet" of the president. When personalities oragendas clash, the green chairman can easily beremoved from office and replaced with a moreagreeable candidate. Frequent turnover in'theleadership position of the Green Committee isnever a good idea, but it can be especiallydisastrous when it happens in mid-season!the sand had to beremovedin slabs dueto contaminantsthis riverbedNo.7: MicromanagementGreen Committee members and chairmen musthave a basic understanding of and a strong interestin course management programs. It is a steeplearning curve indeed for Green Committeeofficials, and armed with plenty of newfoundknowledge, it is easy to become a backseat driver.It is uncomfortable and inhibiting to have one'severy move scrutinized, and that should not bethe role of the Green Committee. Rather, thecommittee should make broad-based policydecisions and should not be involved in the dayto-day maintenance of the golf course.In some instances, strong-willed green chairmen have begun directing maintenance personnel,and this jump in the chain of command can onlycause chaos and confusion. If a course officialbelieves that additional direction is needed orpriorities should be shifted, he or she shoulddiscuss it with the superintendent face to faceand never in front of the maintenance staff. Thecommittee member also must realize that thecompetent superintendent has a better appreciation of the "big picture" and may have othermaintenance issues to deal with that have higherpriorities.No.6: Unrealistic DemandsJust about every committee wants more in termsof turf quality and playing conditions than theycan afford, and some want more than is humanlypossible. Perhaps it is just basic human nature, butplacing unrealistic demands on the golf coursesuperintendent, maintenance personnel, and turf-SEPTEMBER-OCTOBERinsand.2003

grass is an all too common pitfall. Examples include trying to maintain championship conditionsevery day of the year or requiring that the greensbe a specific speed every day.These are problemsoften fueled by televised golf coverage. Most ofthe courses portrayed each week on television arein nearly flawless condition, and this one-sidedview of course conditioning gives golfers everywhere the unrealistic notion that the courses aremaintained in this condition every day of theyear.This golf course allowsthe club president toselect and plant a treeof his choice in thelocation of hischoosing! Planting thewrong type of tree inthe wrong locationcreates a problemthat can last forgenerations.-4GREENSECTIONThe extraordinary playing conditions achievedfor the United States Open Championship frequently are cited by golfers who never realize thatthe courses hosting national championships areselected years ahead of time and then may gothrough a lengthy (and often very expensive anddisruptive) period of intense conditioning toachieve those remarkable conditions, which, bythe way, are maintained for a single week in June.Rarely do normal courses have access to thehundreds of volunteers U.S. Open course superintendents have. Let there be no mistake, extraordinary conditions are achieved during the UnitedStates Open Championship and other televisedevents. However, these conditions cannot bemaintained on a regular basis throughout the year.Turfgrass has its limits, even if the budget doesnot, and golfers everywhere need to keep in mindthat there usually is a direct relationship betweenfast putting green speeds and dead grass.Interestingly, noted architect Dr. AlisterMackenzie also had something to say aboutperfection: "It is possible to have too high adegree of perfection. If we have never had a badlie, we are not likely to appreciate a good one,and moreover, the ability to play from a bad lieRECORDdifferentiates between a good player and a badone."No.5: The LegacyAccording to Freud, all humans have egos. Basedon personal experience, some egos are muchlarger than others, and a committee or chairmanwith a large ego can be easily transformed intosomeone who wants to "leave their mark on thecourse."To that end, peculiar and impracticaldesigns are sometimes contrived and perpetratedon the course, squandering labor and funds andwreaking havoc on the course. Low priority, petprojects are sometimes funded, even when thereare not enough funds to purchase much-neededsupplies or equipment, and this freqently occursto the detriment of the golf course and the maintenance budget. It may also hurt the superintendent's credibility if he is forced to "go along" withan inappropriate project.Green Committees can avoid this pitfall byutilizing and listening to competent consultantsand by developing master plans for long-rangeimprovemeht. Such plans often address proposedarchitectural changes for the golf course, but alsoshould include the more mundane infrastructurenecessities such as irrigation and drainage systems,maintenance facilities, cart paths, tree managementprograms, etc. The plans should be updated andre-prioritized regularly and adhered to as closelyas possible. This is the way to keep focused and ontrack.No.4: The Inability to Make Tough DecisionsThe duties of a green chairman and Green Committee are not for the fainthearted. Issues oftenarise that require tough decisions that may raisethe ire of an entire golfmg membership. It shouldalways be the goal of the superintendent and thecourse officials to avoid disruption of the golfcourse and golf schedule, but the solutions tosome problems require just that. Severe soil problems may require aggressive cultivation programs.Badly deteriorated bunkers may require total reconstruction. An antiquated irrigation system mayrequire an expensive replacement project, andplayability problems and poor turf performancemay require tree removal programs. Issues suchas these can be emotionally charged, and thedecisions will have far-reaching impacts on theviability of the course.There are many undesirable consequences ofnot following through with the necessary cor-

rective programs, and one of the most commonit wind up penalizing shorter hitters and/oroutcomes is continued poor turf performance.higher handicappers. Green Committees shouldThe ever-popular band-aid approach rarely is mprisedof golfers of both genders and alleffective, yet it continues to be selected in lieu ofabilities. This helps to take different perspectivesmore expensive and/or more disruptive solutions.into account, and it helps to keep lines of comWhile a band-aid approach might be needed on amunication open with other golfers.short-term basis, consistent reliance on this typeNo.2: Short Tenureof approach winds up wasting money and perIndividual committee members spend a tremenpetuating problems. At some courses, "it seemsdous amount of time learning about the sciencethere is never enough money to do the projectof golf course management, and the experiencedright the first time, yet there always seems to becommittee member becomes an extremely valuenough money to do it over!"able resource. Superintendents typically spend atremendous amount of time helping to educateNo.3: Unbalanced Representationcommittee members, as this is an important partor Fails to Represent All Golfersof their duty. Frequent turnover in Green ComCommittees can be too large; of that there can bemittee members produces duplication of thisno doubt. Large committees (more than 12-15effort, is wasteful of the superintendent's valuablemembers) often have difficulty staYing focusedtime,and can be extremely frustrating. Frequentand on track. They tend to have too much disturnover also wastes the time and expense incussion and have trouble reaching decisions.curred in each committee member's educationalSome have suggested that the most effectiveprocess, and it greatly increases the odds ofcommittee size is an odd number less than three,making those rookie mistakes. Frequent turnoverbut there is risk involved in having such a commakes continuity an impossibility.mittee and it is not common. A workable committee size usually is between seven and 11No. I: Poor ectline of communiCommittees that are unbalanced often fail tocation between the superintendent and the Greenconsider the effects their actions will have onCommittee is essential, and it can be difficult togolfers of different abilities. It should be no surachieve. After all, committee personnel usuallyprise that many of the changes made in the namechange on a regular basis, so the committee thatof "toughening up the course" or "modernizing"Some committeesexpect the world interms of conditioning,yet fail to provide thenecessary tools to getthe job done right. Apoor irrigation systemor worn-out maintenance equipment canprevent the turfmanagement programfrom achieving its fullpotential.SEPTEMBER-OCTOBER20035

Being a GreenChairman or GreenCommitteemembercan be a tough job.Someone is alwayshires the golf course superintendent is likely notto be the committee the superintendent answersto just a few years later. Taking into considerationthat individuals often volunteer for differentcommittees to effect change, it is to be expectedthat the goals of the committee will changeaccording to the personnel who make them up.When these changing goals are not df'arly communicated to the superintendent, problems areguaranteed to arise.One of the more effective means of keepingcommittees and superintendents on the samepage is specifying maintenance guidelines (see"When in Doubt, Spec It Out," March-April1997 Green Section Record).This should be mandatory reading for all Green Committee members.Assuming effective communication is maintainedbetween committee and superintendent, the nextstep is to ensure that the committee communicates effectively with the Board of Directors andthe golfers.The old adage" a little knowledge is a dangerousthing" certainly applies here. Frequently, committee members try to answer complex agronomic questions and wind up giving inaccurateinformation that just confuses the process. Eventhe most experienced Green Committee membershould be quick to say,"I don't know the answerout to get you!to that question, but I'll check with our superintendent and get back to you." Doing so can savea tremendous amount of embarrassment,confusion, and grief!One could argue that many of the world'sproblems are the result of poor communication,and this is certainly true of the realm of turfgrassmanagement. Golf course superintendents rarelyconsider themselves salespeople, yet sales is a bigpart of their job. Successful superintendents mustsell their management programs and philosophiesto the golfers and to the various committees theyanswer to. The same can be said of Green Committees. Together with the superintendent, theymust sell their programs to the golfers. Whilegood playing conditions alone help sell theprograms, an ample amount of written and oralcommunication must also be provided. Committees need to communicate effectively with thegolf course superintendent and with the golfers,particularly when major projects or expendituresare being considered.Some programs are hard to sell, but GreenCommittees that try to educate the golfers,schedule town meetings, and provide writtendocumentation and access to their consultants toexplain why the programs are needed, generallyfare the best. Conversely, committees that take anarrogant approach and assume the golfers willsimply take their word for it, frequently experiencevehement opposition and fail to gain the supportof the golfers.CONCLUSIONUnderstanding some of the most common pitfallswill help committees and superintendents avoidthem, so the next step is to put all of these ideasto work. Discussing the many pitfalls at the boardand committee level is an excellent idea. Committees might even give themselves a grade ineach category as a means of assessing their relativeeffectiveness. But the acid test is to get outsideinput, and this is only for Green Committeeswith extremely thick skin. The ultimate challengeis to have a few golfers give the Green Committeea grade in each of the categories. An unbiasedopinion from the outside will assuredly providesome useful information, and for less-effectivecommittees, it might just be an awakening.joined the USGA Green Section in1988 as an agronomist in the Mid-Atlantic Region andhas been directoroj the Northeast Region since 1990.DAVID OATIS6GREENSECTIONRECORD

resume includes a combined total of250 years service and approximately 30,000 Turf Advisory . step back in terms of conditioning in order to take several steps forward. For instance, courses . selected years ahead of time and then may go

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