Know the level of detail and conditioning required to compete with other area golf courses and sell rounds within your market segment. In other words, what are the expectations? Are your expectations in line with what is achievable considering your overall revenue? Determine the material and supply costs based on your acreage and the quality level you have established. Again, expectations of golfers and their desires for things like fast greens or firm bunker sand play a role. Assess your equipment fleet and infrastructure, such as your irrigation system. How much repair and maintenance work is required? When will you need to replace your fleet of mowers and equipment? Consider if you need to upgrade greens or redesign bunkers.

Just like a golf course, sustainability requires a delicate balance between cost and quality. At Surprise Someone, we optimize resources by sourcing upcycled materials, reducing production waste, and engaging rural women artisans. By being innovative yet budget-conscious, we maintain high product quality while ensuring customer satisfaction. The best part? Every product sold contributes to environmental restoration and women empowerment.

My rule of thumb is to try and allocate 25% of total income received to grounds maintenance. Regardless of your total budget this math works well. You need an energetic and hands on superintendent who can work within your budget at whatever level your at and produce a vision. Focusing on the most playable areas starting from green and centerline of course and moving out to edges. Using part time employees and other creative hiring practices can be achieved to provide a great golf experience. You must have the right team in place as I find this essential for success.

Having lived this for several years, I whole heartedly believe in getting members involved. Devolving information to the membership about all of the things that go on behind the scenes when it comes to finances, budgets restraints and operational needs. A high percentage of members have this pre conceived notion, that the dues they pay should cover all upgrades and frills that clubs down the road have. In the last several years I have watched a membership come together and contribute financially and hands on physically to accomplish great strides in renovations and new amenities. Stay positive with statements and work towards solutions that betters the club as a whole, not just a certain group.

to balance maintenance and member satisfaction on a tight budget: Prioritize essential tasks and use efficient tools to optimize resources. Gather member feedback regularly to align improvements with their needs. Schedule maintenance seasonally and use cost-effective local materials. Offer affordable membership plans and additional services to enhance value. Leverage technology for better management and negotiate with suppliers for savings.