By Design - Winter 2019

17 Club in Westchester County, New York, he says one motivation for a phased approach was getting the membership to understand the value of investing money into their greatest asset, the golf course. “We began with some tee renovation work as the overall master plan was being developed,” he said. “Over the next four-to-five years we implemented many of the items contained within the master plan. Many of those items were the basic infrastructure of the course including tree and brush removal, drainage projects, and stream restoration.” Chris Wilczynski, ASGCA, approached the renovation of Wanakah Country Club near Buffalo, New York, by doing two-to-four holes a year. “The club moved forward with the first phase of the renovation in 2009,” he says. “This was the first test run with the goal of getting the membership to buy into the process and the improved course. “Most of the golf course was flat, and drained poorly. Our recommendation was to regrade the poorly draining holes and create a minimum slope gradient of three percent, and add underground drainage. We were also able to convince the membership that we should rebuild the tees and bunkers and expand the greens back to their original shapes and design intent. We also proposed to remove several hundred trees.” Such ambitious plans can make stakeholders nervous. But after the initial phase in 2009, members approved and Wilczynski completed five further phases over the following eight years, allowing play to continue at all times. Staying on track When changes are being implemented over a long timeframe, maintaining consistency and continuity can be challenging. “Throughout the entire process we have had many changes of club representatives including about seven or eight club presidents, about five or six greens chairmen, a couple of general managers and thankfully only one superintendent”, says Heatwole, of the Bonnie Briar project. “While each club representative has had slightly different priorities, we have managed to maintain a consistent focus on the club’s original goals and objectives for the overall facility.” Three different contractors were used in Wilczynski’s Wanakah renovation. “The continuity and cohesiveness of the work was challenging because of the different construction personnel doing the work,” says Wilczynski. “We also did not always know when the next phase would resume or how much work we could accomplish in each phase because the club had to approve the work from one phase to the next. “The fact that the project was carried out over a nine-year period was also a challenge. As an architect, my eye evolved and it was challenging to keep consistency with the finished work. “I am satisfied because the club is thrilled and the members love the renovated course. The course drains well and the membership gets to play more golf because of the improved drainage. We exceeded expectations and delivered a first-class project where each phase was completed on time and budget. “We proved that a multi-phased project could work.” PHASED PROJECTS Wilczynski’s work at Wanakah CC, where he completed two-to-four holes a year over a nine-year period, included addressing poorly-draining holes Photos: Chris Wilczynski, ASGCA We proved that a multi-phased project could work