The economy has impacted all business the past couple of years. As a matter of fact, the golf business has been declining for the past decade due to the construction of too many new courses and the improvement in golf equipment. The improved technology in golf equipment helps hit the golf ball a lot farther than in the past. Golf courses can on 'fit' 75% of the rounds they used to play in the past because players are spread out farther apart on the course. When you add these 2 factors to the current economic crisis, it is not surprising to see many golf courses closing. The Village Links has done an excellent job of recognizing the decline in golf and adjusting expenses accordingly. The Village Links may be the only public run facility in the nation that does not receive tax subsidies.We routinely work with all our vendors to receive the lowest possible price on all purchases. While there are many golf courses that make purchases because of personal relationships, we make purchases using efficient business practices. We never pay more for a product or service unless it is done ultimately to save us money in the long run or to provide an improved product for our customers.
Our staff has demonstrated fiscal responsibility for decades. We routinely implement procedures to reduce expenses. One example of this is our long time practice of recycling all of the wood chips produced by our staff and the Village of Glen Ellyn Forestry Division to be used for landscape mulch. This effort saves up to $40,000 per year. We also have an excellent track record of project management. The 5 million dollar 2001-2003 renovation of the golf course and irrigation system was below budget and on time. Our staff also completed $500,000 of ‘grow-in’ work at a substantial savings to the project.
While we have performed well in the past, I realize it is necessary to always find areas to improve. Since I became Grounds Superintendent in 2007, I have continued to devise ways to reduce expenses and improve our product. The Grounds and Mechanical Maintenance Division budget for fiscal year 2010-2011 is 37.5% lower than our budget 5 years ago. The following are examples of progress we have made in this area the past few seasons. We will continue to strive to reduce our expenses going forward.
2007 – There is a triple basin sewer system in the storage building that captures dirt washed from turf maintenance equipment. The dirt includes grass clippings, sand, leaves and oil residue. The basin system removes the contaminants from the wash water before it enters the sanitary sewer system. Prior to 2007, we were paying $1,200 four times per season to have the build-up of contaminants removed from the triple basin system. We started using a bacteria that digests the grass clippings and leaves. This reduced the build-up of solids in the system reducing the waste removal cost to once per year. We also found a company that charges less for the removal process. We reduced our total expense from $4,800 per year to $450 per year. Annual saving is $4,350.
2007 – Many of the turf maintenance products are available in generic form at a significant savings. The generic products need to be tested for efficacy because even though they contain the identical Active Ingredients in the name brand products, the inert ingredients can differ. We have been testing and converting to generic turf care products resulting in saving $8,000 to $12,000 per year. Annual savings $10,000.
2007 – Prior to 2007, our fuel supplier would make weekly in season deliveries to top-off our 3 fuel tanks. An average of 25 deliveries would be made per year. It costs approximately $75 per delivery for us to be present during delivery, process the paper work and have the invoice paid. In 2007 we reduced the number of deliveries to 10 by adopting an on-demand order system. Annual savings $1,125.
2007 – The restaurant kitchen sewer drains empty into a grease trap. The grease trap prior to 2007 required annual clean out to remove accumulated grease. Every other year, the main drain line would require sewer rodding to keep the system flowing. In 2007, we began using a bacterial grease digester bi-monthly. We have not had to perform any additional maintenance on this system for the past 3 years. Annual savings $1,950.
2007 – Approximately 5-8 seasonal staff members per day purchase their lunch at the golf course restaurant. Individual employees were each placing their order and often had to wait 10 to 15 minutes for their order to be completed. In 2007, we assigned the daily supervisor to take lunch orders before the morning crew is assigned their duties. The supervisor drops off all the orders at the restaurant and the orders are all ready for pickup at 10:30 A.M. Annual savings $750.
2008 – Com-ed bills a monthly Demand Charge for the 3 electric meters that feed our well and 2 pumping stations. We time spring start-up and fall shut-down of these systems to avoid monthly demand charges. Annual savings $2,500.
2008 – We began using synthetic blended motor and hydraulic oil in our equipment fleet. We were able to increase our equipment service intervals. Annual savings $6,000.
2008 – We researched and found an improved bearing grease for our equipment fleet. The more effective grease reduced bearing failure and replacement especially on mowing reels and rollers. Annual savings $3,000.
2008 – We supplement our irrigation water supply with a deep well. Prior to 2008 the well would automatically turn on when the water level in our north irrigation pond would drop 6 inches. We now control the well with a manual switch. Before we turn the well on we factor in current and predicted weather. Annual savings $1,000.
2008 – We developed a program to reduce poa annua which is a weedy grass that has a negative impact on golf course turf. The program utilizes a turf growth regulator that in addition to reducing poa annua also slows the rate of growth of bentgrass turf. The slower growth of bentgrass turf which is used on our greens, tees and fairways allows us to reduce mowing frequency of these surfaces. Annual savings $24,000.
2008 – We have more than 500 bunker rake with fiberglass handles that wear out and need to be replaced every 3 to 4 years. In 2008 we began using a shrink wrap coating on the worn out handles to eliminate replacement costs. We also began using the shrink wrap on the golf green pins to improve their appearance and prolong their life. Annual Savings $1,200.
2008 – Prior to 2008 we used disposable tee towels on the club and ball washers on the golf course. We began using washable, reusable towels. Annual Savings $2,400.
2008 – Some of the items we purchase from traditional golf vendors can be purchased at a lower price from alternate sources, ie. a cocoa drag mat used in baseball field maintenance is the same mat used to drag in top dressing sand on golf greens. The cost of the mat is 50% less if ordered from a baseball field vendor. Purchasing items from non-traditional golf vendors saves 20% to 50%. Annual savings $1,000.
2009 – Higher fuel costs in recent years has resulted in higher shipping costs for deliveries. Since 2009 we have combined multiple orders into a single delivery to reduce shipping costs. Annual savings $1,500.
2009 – Our 2 fire sprinkler systems at the maintenance facility require inspection once per year. The inspection has to be performed by a certified company to meet fire code regulations. In addition to the annual inspection, the dry systems need to be drained and reset for maintenance and in the event of a compressor failure. This maintenance was previously performed by the certification company. Our staff researched and began performing the additional, non-certified maintenance at a significant savings. Annual savings $2,000.
2009 – The equipment parts solvent washer used for equipment maintenance and repair cost $1,500 per year for rental and servicing. In 2009 we purchased our own solvent washer and reduced solvent recycling from 8 times per year to 4 times per year. Annual savings $950.
2009 – The fairway mowing pattern was altered to reduce the number of times the mowers would have to lift their units and turn around to complete a mowing pass. Annual savings $1,600.
2009 – The task of hand mowing around trees on the golf course is labor intensive. In 2009 we experimented with an application of growth regulator around trees to slow turf growth. Annual savings $2,000.
2010 – An electronic, self calculating time clock was purchased. The new time clock will reduce math errors and save the labor to calculate payroll and produce paper time cards and labels. Annual savings $1,500.
2010 – A 12 volt, 25 gallon self contained sprayer was purchased to apply growth regulator around trees and mowed lake banks and to apply chelated liquid copper to suppress pond weed and algae. These applications were previously made with a 3 gallon hand pressurized sprayer. Annual savings $1,200.
2011 - A 12 volt variable speed fertilizer spreader was purchased to apply granular fertilizer in 'tight' areas on the golf course. Two small 50 pound capacity push spreaders were previously used to fertilize these areas. The new spreader is mounted on a turf truckster and has a 250 pound capacity. One operator can finish the same task which used to be performed by 2 people in 1/3 the time. Annual savings $620.
2011 - Following core aeration of our greens each fall, we topdress the greens with sand to fill in the aeration holes. Prior to last year it would take up to 20 man hours per green to work the sand into the aeration holes. We purchased a 'Fill'n'Sweep' rotating brush attachment which performs the same job in 1.5 man hours per green. Annual savings $8,000.
2010 - 2011 - The grounds division operates 7 days per week. Our seasonal staff was scheduled to work 5, 8 hour days and 1, 4 hour day each week. This resulted in more than 600 overtime hours each year. Last year we changed the schedule to 5, 7 hour days and 1, 4 hour day each week for a total of 39 man hours. We now work less than 50 hours of overtime each year.
The operational changes we have implemented the past few seasons result in an annual savings of $80,000.
The golf market has gotten smaller each year for the past 10 years. Many golf courses have been slow to react to the reduction in revenue and find themselves in dire financial trouble. The Village Links has been fortunate to recognize the business trend and make appropriate cuts. During a time when golf courses are closing daily and virtually every municipal, county and park district run golf facility is subsidized by tax dollars, often to the tune of $500,000 to $1,000,000 per year, the Village Links still operates using no tax dollars. In addition to operating the golf course without tax money, Glen Ellyn Residents also benefit by receiving some of the largest resident discounts anywhere in the country. But perhaps the greatest benefit of our effort to be fiscally responsible is often not realized by our customers. Ten years ago the grounds crew worked 54,000 man hours to maintain the golf course. Due to our efforts to become more efficient over the last decade, we will work less than 30,000 man hours in 2011 to perform the same work and playing conditions are better than they were ten years ago. So next time you are playing golf, there is a good chance you won't see the grounds staff. Instead, you can concentrate on hitting that next great shot and having a fun, relaxing round at the beautiful Village Links of Glen Ellyn.
