By Design - Summer 2018

14 | By Design THE PLANNING PROCESS There is not a single formula applied by all golf course architects to all projects, and there will be significant differences between planning for new builds versus renovations, but the process typically includes: DEFINITION OF OBJECTIVES Æ Æ Æ starts and the overall theme of the property helps me understand how to develop the best plan.” “I try to listen more than talk on that initial visit, so I can find out what they want to achieve. I’ll take dozens of pictures and make copious amounts of notes,” says Nathan Crace, ASGCA. For renovation projects, site visits are an opportunity to see how the course plays. “I’ll play the course, then monitor different groups, to get a feel for how very low handicap, mid- range and high handicap golfers approach the course. I’ll spend a lot of time walking the site, measuring distances, examining holes from back to front,” says Hearn. “I need to really get to know your property,” says Chris Wilczynski, ASGCA. I walk the golf course several times, play it and really get to fully understand it.” Defining project goals Site reconnaissance provides an opportunity for the architect and client to define and develop goals for the project. “The architect must discover the issues to be addressed, and work with the client to set a particular scope-of-work,” says James Cervone, ASGCA. “I don’t think this should be done in a vacuum,” says Wilczynski. “If there’s a single owner, it can work that way. But most of my clients have been private clubs, so we put together a committee that’s a well- rounded representation of the entire golf club—eight-to-ten people, maybe half women, half men, including seniors, younger members, middle- aged people, and different handicap demographics. I use them throughout the process to help develop the vision. If we all work together then the final vision represents the entire facility.” “In renovations, there is also great reliance on one, key voice, someone with tough skin who is not swayed by isolated negativity and will represent the future of the facility. It also helps to have a very strong, experienced superintendent in place who will advocate, educate and implement, as well as a seasoned, trusting general manager,” says Drew Rogers, ASGCA. Wilczynski agrees: “Leadership on their part is really important. If you have a few leaders who are go-getters and will help sell the thing it really drives the project forward. Once the plan is developed, I’m relying on them to push it forward and keep it top of mind.” “As is the case with many sports, a team is only as strong as its weakest member. It’s really important to have total buy-in by all who are closely involved. Projects are only successful when this is the case. A single weakness causes the house to fall. So assembling a strong team is always vital,” says Rogers. Developing a plan “With an existing golf course, it’s really important to get everyone to understand the ‘why?’ Why we need a master plan, why we need to improve the golf course. It’s key to educate people, and continue that throughout the whole process,” says Wilczynski. “A part of the communication process is providing visual materials that everyone can understand and help clarify ideas. There is a multitude of plans, drawings, and other materials we use to depict our proposed concepts. These materials must be persuasive and descriptive to help allow the client to ask questions and make decisions on how best to proceed,” says Cervone. “I draw my thoughts over an image of the existing hole on tracing paper. I visit the site, work with the committee and staff to understand the problems before I finalize a The first critical step in the planning process is to have a complete understanding of the site PERMITTING CONSIDERATIONS PRELIMINARY DESIGN FIELD STUDY HISTORICAL RESEARCH PRESENTATION AND REVIEW FINALIZE PLANS AND SUPPORTING MATERIALS FINALIZE BUDGET MOBILIZATION FOR CONSTRUCTION REFINE CONCEPTS BIDDING AND SELECTION ASSEMBLE TEAM Æ Æ Æ Æ Æ Æ Æ Æ PLANNING