a. Site Plan
b. Staking Plan
c. Clearing and Erosion Control Plan
d. Haul Drawing (This is divided into sections of the site to allow the Golf Course Builder
to best determine Haul requirements.
e. Grading and Drainage Plan (This plan is produced in conjunction with the Project
Engineer to insure that all off-site drainage is handled appropriately)
f. Greens Plans (Produced in a 11"x17" book @ 20’ Scale for ease of use in the field)
g. Irrigation Plans (These are produced by a highly qualified Irrigation Specialists)
h. Planting Plan
i. Appropriate Details (To include Greens, Tees, Bunkers, Drainage, Walls, etc., as
a. General Conditions
d. Site Preparation
g. Structures (To include Cart Paths)
h. Greens, Tees and Sand Bunkers
Preliminary Planning Phase
a. Gather and Analyze Site Data
b. Determine Permitting Requirements
c. Determine and Explore Concept Ideas
d. Prepare Multiple Plans/Concept Devlopment
e. Finalize Concept Plan
f. Prepare Preliminary Budget and Schedule
Design Development Phase
a. Explore Local Material Sources
b. Prepare Schematic Feature Design
c. Develop Outline of Specifications
d. Explore and Contact Perspective Golf Course Builders
e. Begin Permitting Process
f. Revise Budget and Schedule
Preparation of Construction Documents
c. Prepare General Conditions for Construction
d. Obtain Permits
e. Revise Budget and Schedule
Bidding or Negotiation Phase
a. Marketing to Perspective Golf Course Builders
b. Conduct On-site Pre-bid with Select Golf Course Builders
c. Select Golf Course Builder
d. Determine Final Contract Sum and Issue Contracts for Construction
a. Conduct Pre-Construction Meeting On-site
b. Conduct On-site Observation 2 to 3 Days every Two Weeks
c. Conduct Bi-weekly meeting with the Golf Course Builder and Owner
d. Process Pay Applications per pre-determined schedule
e. Prepare Substantial Completion and Punch List
f. Prepare Final Completion Certificate
We take a very hands on approach to construction to ensure that the subtle details that will make the golf course great are accentuated. This is why we maintain a relatively small workload. We will make site visits, lasting 2 to 3 days at a time, every two weeks. During these visits, one day will be set a side to conduct formal meetings with the Owner and Golf Course Builder to ascertain the progress. Pay Applications from the Golf Course Builder typically come through our office and are reviewed and processed in a timely manner. Near the completion of construction, we will develop a "Punch List" for the Golf Course Builder and determine an appropriate time with which to complete these. Upon Final Completion, we will issue a Final Completion Certificate. After the Golf Course Builder is complete, we will visit the site at least once a month to evaluate the progress of Grow In. After opening, we will make one yearly site visit for a period of three years to evaluate the maturation of the golf course.
Many of the clubs we work with are quite storied and rich in history. Maintaining such a standing and building a story for the future requires keeping on top of how the golf course evolves, as it will. This evolution is driven by changes in the landscape, the infrastructure of the golf course, the perception of quality playing conditions, and changes in the way the game is played. The best approach to managing this evolution is to prepare, and occasionally update, a golf course Evaluation and Master Plan.
One of the more important things to understand about our Evaluations and Master Plans are that they are not necessarily vehicles for significant change. Most of the Clubs we work with have strong “foundations,” so our intent and our approach with Evaluations is to determine what is good and how to preserve it, what is a concern and how to enhance it, and determine where opportunities may exist and how to incorporate them, to then lead to a Master Plan that addresses what to do, how to do it and provides a road map of when it makes most sense to perform needed work, maintenance related or otherwise. In most cases, Master Planning is a tool to simply keep enhancing the finer details of the golf course in a planned and managed way.
To manage the Evaluation and Master Planning process, we have found it best to form a small working Committee - a Master Plan Committee, that will participate in most all planning meetings and assist with overseeing the Master Plan as it is being implemented. Being small, it helps to keep the process flowing, and being consistent in membership helps to keep a high level of continuity. We would recommend such a Committee to be made up of the current Greens Chairman, the Head Superintendent, the General Manager, the Club Professional, and two or three Members of the Club who would both be most valuable in the process and willing to be involved for at least five years.
During the Evaluation and Master Planning process we will listen to, and work with the Master Plan Committee and we will provide our professional golf course renovation expertise and experience. While we feel it is invaluable to have input from all involved, our committed objective is to help guide and lead the Club to the best long term solutions that are consistent with the Club’s self appointed ideals. We will not focus on telling you what you want to hear – we will focus on what you need to hear. You will find us very enjoyable to work with, but we will not sit on our hands and go with the flow when tough decisions need to be made or healthy debate is necessary. We will constantly work to be a part of the solution.
In having completed a significant number of Evaluations and Master Plans at Clubs all over the country during the last 16 years, we have developed a basic outline for the Evaluation and Master Planning process that leads to the most productive results. While we will often tailor the minute details of this outline to best fit the unique circumstances of each Club, the following is the basic makeup of our outline to the process.
OUTLINE OF THE PROCESS
The first step in our Master Planning process is to conduct a comprehensive Evaluation of the golf course to look at things such as existing strategic intent for all player, landscape character and its impact on aesthetic quality and playing character of the course, the current condition of golf course “infrastructure” elements (greens growing medium, surface and subsurface drainage, turf grass quality relative to playing condition consistency with design and strategic intent, irrigation system, sand bunker form and structure, and other as may apply), and other as may uniquely apply. This Evaluation serves to both provide insight to what elements of the course need work and to provide rationale for why these activities are necessary.
Finding answers is most often the product of asking good questions, so we embrace the importance of encouraging the Club Staff and Club Leadership to prepare questions, as will we, as a part of the golf course Evaluation process. These questions will not be answered with solutions at first, as we have found that it is best to find what makes the question worth posing in the first place, which usually results in other questions. Some of these questions may have obvious answers, but they are important to ask to help gain complete confirmation of the best solution and to possibly help to “sell” the idea.
If the Membership is to be involved, we have found that the involvement of the Membership during the Golf Course Evaluation can be valuable in two important ways. First, their input can add to the completeness of the Golf Course Evaluation because they play the golf course daily. Secondly, their involvement gives them a sense of being involved in the process instead of being asked, eventually, to pay for something they had no involvement with. By involving them in the Evaluation process we are asking them to communicate their likes and dislikes and to ask questions regarding specific elements of the course. We prefer to then not involve them in the design or planning process, as this can lead to debate that is hard to manage and to potential splintering of the Membership over details it is best they are not involved with. Please note that we are not suggesting the involvement of the Membership in any form is vital, but it should be considered.
The process to develop the Evaluation will proceed, generally, as follows, being adjusted as necessary to meet the needs of the Master Plan Committee:
· Accumulation of Base Map information.
· Two to three days on site to gather information. During this site visit, we will spend a great deal of time with the Golf
Course Superintendent and the Club Professional, along with other Members of the Master Plan Committee as available, to
gain their perspectives.
· Development of a Preliminary Evaluation prepared graphically on a hole by hole basis.
· Meetings with the Master Plan Committee to review and discuss. Refinement as necessary.
· Optional meeting with the General Membership to discuss the Evaluation. In substitution of this meeting, the refined
Preliminary Evaluation can be mailed or emailed to the Membership, or copies can placed in strategic locations around
the Club, with a request to provide further input or to ask questions. Upon receipt of input and questions, we will further
refine the Evaluation.
· Prepare a Final Evaluation, in written and graphic form, and present to the Master Plan Committee. In some cases,
additional refinement may be necessary, noting that this document is a tool going forward that is used in the development
of the Master Plan and we will likely continue to add to it as we move through the Master Plan process.
The result of the Evaluation process will be a written report that:
· Defines the Ideals the Club has set forth in broad terms.
· Outlines our collective thoughts on the existing Strategic and Stylistic Intent of each Hole.
· Outlines the desired Functional Intent of the Practice Facilities.
· Outlines the general condition of the golf course “infrastructure” - identifying the condition of greens growing medium,
surface and subsurface drainage, turf grass quality relative to playing condition consistency with design and strategic
intent, irrigation system, sand bunker form and structure, and other as may apply, with the possibility of providing a
“life cycle” evaluation - or how long will this infrastructure will remain effective.
· Outlines the general condition of the landscape relative to Ideals that have been discussed and defined.
· Specifically notes in detail, as compared to the Ideals, existing Strategic Intent and existing Stylistic Intent, where there
are strong points, areas of concern, or opportunities with each Hole.
· Specifically notes in detail the strong points, areas of concern, or opportunities with each Hole as it relates to the golf
course infrastructure and the landscape.
The Evaluation will also be presented graphically on a Hole by Hole basis.
The result of our Master Plan process will be a plan that is based not just on what to do, but why to do it and how to best implement each detail. Our plan will be based on developing future projects that will continually compliment the ultimate objectives and we will be committed to working with the Club long term to uphold not only the objectives, but the methodology that most efficiently achieves the objectives so they are sustainable over as long a period as possible. The Master Plan is not just about design and placement of features, as it will involve a great deal of discussion and resolution related to the specifications and details of how features will be built and maintained. For instance, during Master Planning we will go into detail as to the style of bunkers, how the Golf Course Superintendent feels they can best be maintained long term, how they will be built, what type of materials we might use, and sourcing the best sand for the situation.
We will include a list of options of how to implement the Master Plan, beginning with elements that we collectively see are of greatest priority from a functional perspective and those that will have the best immediate impact to either or both the strategic character and the aesthetic character. We have found that in setting a list of priorities, it is best to not get too specific beyond three years, as things can change. These priorities will be re-evaluated after year three, or a new three year set of priorities will be developed. Note that a re-evaluation of the priorities does not mean re-evaluating the design and methodology principals set forth in the Master Plan, unless there is very sound reason to do so.
The process to develop the Master Plan will proceed, generally, as follows, being adjusted as necessary to meet the needs of the Master Plan Committee:
· Round table work session with the Master Plan Committee to brainstorm about design and planning ideas.
· Two to three days on site to use results of the work session to develop ideas further. We will expect the Golf Course
Superintendent and the Club Professional, and other Members of the Master Plan Committee as available, to spend time
with us during this site visit to provide input.
· We will then develop a Preliminary Master Plan in a graphic form (again showing every Hole with applicable notes and
· We will conduct a meeting with the Master Plan Committee to review and discuss the Preliminary Master Plan. Refine
Preliminary Master Plan as necessary. We then expect to meet with the Master Plan Committee as often as is determined
necessary so that we are resolved in having considered all reasonable options and the solutions are in the best long term
interest of the Club (note that we do not establish a time frame for this part of the process, as it should take as long as
· Prepare Cost Estimates for the entirety of the Master Plan.
· Meet with the Master Plan Committee to discuss priorities and a three year plan, to include cost estimates for each of the
first three years. This meeting will typically be followed up by distributing documents via e-mail until there is resolution
relative to priorities.
· Prepare the Final Master Plan Report and Graphics.
· Present to the Master Plan Committee. Present to the Membership as deemed necessary.
The result of the Master Plan process will be a written report that:
· Includes the written Evaluation.
· Includes descriptions of the plan for each hole in detail.
· Includes a three year plan of priorities with cost estimates for each year.
The Master Plan will also be prepared graphically on a hole by hole basis. We will also include perspective sketches, construction details, outline specifications, and other as deemed necessary. Note that the Master Plan will not be presented in such detail that it could serve to guide any construction.
The Evaluation process will typically take us 45 to 60 days to complete, subject to the availability of the Master Plan Committee and the timing of getting responses from the Membership, if applicable.
Once the Evaluation is approved, the next step will be to work with the Master Plan Committee to determine the specific needs of a Master Plan and to develop the scope of the Master Plan. Once we have approval to begin the Master Plan, we will begin with the preparation of a Preliminary Master Plan. To get the Preliminary Master Plan ready to discuss with the Master Plan Committee will typically take approximately 30 days, subject to the availability of the Master Plan Committee to conduct our initial round table discussion. Once we begin to discuss the Preliminary Master Plan, the timing is subject to the complexity of the issues we are dealing with and the availability of the Master Plan Committee to meet. We typically recommend allowing at least 60 days to work through this process. Once we have a Master Plan approved, it will typically take us approximately three weeks to prepare the final documents.
It is possible to complete this Evaluation and Master Planning process in as little as 140 days, but it is more important to spend the time necessary to make sure the results are the best they can be. We would suggest 160-170 days is typically more realistic.
Implementing the Master Plan
Once it is decided that the Club is ready to implement elements of the Master Plan, we will meet with the Master Plan Committee to confirm the scope and discuss timing. We will then prepare a report that outlines the scope, the amount of design work and construction observation we may need to provide along with the cost of these services (which are typically based as a percentage of the estimated cost of the work or as a matter of the estimated time we will be involved), details the schedule for the work, and provides a current cost estimate for the specific scope of work. This report may serve as a “Letter of Agreement” for the services we will provide during such work. Note that it is not atypical to begin performing certain portions of a Master Plan, especially widely agreed to “maintenance related” work, before the Master Plan is completely done.
We would prefer to meet with the Master Plan Committee to confirm scope and discuss timing no later than two months before any work would start, as possible.
Plans and/or sketches, specifications and construction details, as necessary, will be prepared in conjunction with Club Staff and shared for comment with the remainder of the Master Plan Committee.
Prior to the start date for the work, we will conduct a “Pre Construction” meeting with Club Staff and a golf course builder (if applicable) to begin project coordination. Depending on the scope and/or complexity of the work, Tripp Davis will be on site as often as weekly, or as determined necessary. We typically develop and maintain a spreadsheet of all details that are being addressed during the course of the work, which is distributed weekly.
Of note, we have a Construction Specialist/Shaper as a full time employee of Tripp Davis and Associates. Jason Gold has worked with Tripp Davis for seven years and has been a member of our Staff for almost four years now. Mr. Gold moves around to our projects to either shape new courses, or to assist Clients with in-house projects as small as the renovation of one tee. While the Golf Course Superintendent may be very capable with managing and conducting very high quality work in-house, there may be times when we can assist with doing work that will free up Staff to address other maintenance related needs of the course. While it is not too difficult to bring a Shaper to a project, the value in Jason Gold is that this assistance comes from a TDA Staff Member who is very familiar with this type of work, our standards, and our approach.
Tripp Davis and Associates will be available to participate actively in the Marketing of future golf course projects.
As the Golf Architect, we are best able to "Tell the Story" of the Golf Course. As a result, we will be available to participate as needed in any marketing programs and be present for any on-site media, membership and public relations events. We are committed to assisting you to make the golf course a financial success.
We do not maintain a "Standard Fee" for our services. We base our fees principally on the scope of work and the level of involvement requested. We will be happy to discuss the Project with you and give you a Formal Proposal.