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Plannin’ and preppin’
Save yourself major headaches by hammering out the nitty-gritty details of an irrigation renovation project before it begins.
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Whether it’s a simple project to improve water-use efficiency or a massive overhaul, an irrigation system renovation project potentially can be a defining moment in a superintendent’s career. Regardless of its size or complexity, a successful project requires a clearly defined scope and realistic, accurate budgets.
It’s also important to invest in detailed and thorough preparation, which you can divide into four major elements:
• Defining the scope of the project
• Justification for the renovation
• Developing the project budgets
• Selecting a contractor
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| If it’s cost-effective and the timing makes sense, streamline projects to save money and manpower. Just ensure the projects are necessary and the savings are real. Photos courtesy of Kurt K. Thompson |
Define the scope
Definition of a renovation project’s scope starts by identifying the renovation’s purpose. Once you agree on the purpose, clearly define the work to be done and identify all the stakeholders involved in meeting the job’s objectives and timetables. Taking the time to formally identify the scope of work and the stakeholders might seem unnecessary. However, hidden agendas and unstated expectations, if left undiscovered, complicate the approval process and can cripple the project during construction. Clearly defining the projected outcome leads to a better delineation of the work and identification of the group that can accomplish it.
To begin, meet with course leaders to define the purpose or motivations for the renovation project. Topics to discuss include:
• Water conservation and resource stewardship
• Coping with seasonal water restrictions
• Reducing power consumption
• Reducing manpower needs
• Becoming more competitive in the marketplace by improving playing conditions
• Reducing or stretching maintenance costs by improving turf health
• Potential problems such as: wet spots/dry spots, localized dry spots on greens, poor distribution uniformity, a too-low precipitation rate, not enough flow at the source, insufficient pressure, lack of sprinkler control, little or inaccurate data reporting and inadequate time to irrigate the course
Even seasoned superintendents benefit from the support of a third party, such as a professional irrigation consultant or water management consultant. A consultant works closely with the superintendent and staff to develop a detailed report, including documentation of the existing system’s components, the turf’s water needs, a hydraulic analysis of the existing pumping and piping, a study of incorporating the elements desired into the new system, a method to maximize efficient use of water and turf health, and cost estimates.
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| Before construction begins, calculate the payback period to know when you will start seeing returns on the investment. It can range from three to five years on small renovations to 10 to 15 years for new irrigation systems. |
Streamlining saves dollars
Streamlining individual projects tasks as much as possible saves money and manpower. For example, a renovation intended to give the superintendent more precise control over sprinklers means the main task is to change the control system and satellites. This includes pulling new power wire to the new satellite locations. If at some time in the future the course plans to add lake fountains or air circulation fans, it’s cost effective to install the wire during the renovation. Ensure that the tasks are necessities and the cost savings are real, no matter which board member suggests them.
The stakeholders’ role in a renovation project is a bit more elusive but every bit as important. It’s natural for the superintendent and other partners in the project (general manager, green committee chair, etc.) to define the stakeholders as the club members, board members, committees or various course colleagues, and these are key stakeholders in terms of defining the goals of the project. But stopping there omits many individuals critical to the project’s success.
Less obvious or hidden stakeholders might be the town council, which has an interest in the impact of water use, either from the consumption of ground, surface or potable water, or possibly the runoff. It also may be involved in the project’s permitting. If a course is in a residential area, the increase in construction traffic and noise and safety and material storage is important to them. The town’s involvement at an early stage avoids problems once the project is in progress. The power company may play a key role in a new electrical supply or reworking an electrical use strategy to get a better rate. Successful project planning considers all stakeholders and addresses their needs.
Justify the renovation
With the scope defined, secure a commitment to proceed with the project by justifying the needed expenditures. This process may take months, even years. During this time, ownership will test the reasons for the project over and over. Only a case built on solid facts and sound financials will survive such scrutiny.
This scrutiny involves balancing the costs and benefits in the form of a payback period or return-on-investment calculations. In general, an irrigation system investment should yield a return greater than or equal to the costs within a certain time period. This payback period typically varies — three to five years for small renovations, 10 to 15 years for new systems. In general, it’s considered a sound decision if the project’s cost can be covered within the desired payback period.
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| Preliminary budget numbers will be remembered by the board or committee members. Make them aware that revisions to the initial budget may occur once costs are assigned. |
It’s difficult when calculating the real-dollar payback of a renovation to conceptualize all the intangible cost benefits. The justifications are often based on the costs of not spending the money. For example, what would the costs be of not improving the uniformity of the sprinklers? If the answer is that turf quality and playing conditions will continue to decline, the costs might include: lost revenue because members are leaving or daily-fee players are going elsewhere; increases in the chemical and fertilizer budget to treat turf health; increased manpower costs to deal with escalating wet spot/dry spot syndrome; a loss of good employees (an assistant superintendent, for example) because the course is not progressive; and a continued fight against an image as a poor steward of water resources. Calculate the negative dollar value for each of these costs and compare it to the costs of making the changes.
It’s difficult to support those intangibles with factual justification. Inevitably, there will be differing opinions on what a “real” cost savings justification is and what is not. Use a tangible method to determine the cost savings rather than relying on opinion. Examples of factual, documentable processes that a superintendent can use include:
• Irrigation audits
• Soil analysis (using an independent lab)
• Soil moisture measurements
• Plant, soil and water relationship study
• USGA agronomist reports
• Historical records of maintenance man hours
• Electrical costs analysis
• Historical water use and cost records
• Time and motion studies of daily job functions
Manage the budget
A successful project relies not only on the accurate development of a budget but also on refining those numbers before the work starts. Budgets change as options are discovered and choices made. If you don’t provide for this in the budgeting process, reconciling the budget at the end will result in conflict and blame. Make the budgeting process adaptable to prevent major items from being forgotten and to ensure contingency costs are included. Also, include costs through to the end of the contractor’s warranty period.
A progressive budgetary process includes:
• Preliminary budget
• Bidding budget
• Comparison budget
• Approved budget
• In-progress budget
Analysis of the preliminary budget allows a “move forward” decision to be made, creation of bid documents and the soliciting of bids. But there is an inherent danger associated with this budget. Preliminary budget numbers are the first that the board or committee members see and are therefore remembered for the life of the project. Inform those who have access to the preliminary budget that revisions may be made to the scope of work once costs are assigned. A budget will evolve through several iterations before it’s submitted for final approval. The degree of difference between this and the approved budget depends on fluctuations in materials and transportation costs during the project.
Once the preliminary budget is approved, the next step is to draw up the bid documents and start the competitive bidding process. After the bids have been collected and a contractor has been selected, you can create the bidding budget. The bidding budget uses input from the bidding process and evolves the budgeting process into real time. In this step, incorporate the “value engineering” from the contractors, which helps minimize the omission of critical costs.
Use a comparison budget to analyze different options for the project. Compare the cost of a system that only irrigates the fairways to one that also irrigates the rough; or compare the inclusion of power supplies to all greens for air-circulation fans to drinking fountains and potable water supply throughout the course.
Develop the approved budget when the installation and material purchase contracts are signed. The final form of the budget prior to the start of construction, the approved budget can be used to judge the financial success of the project. Financial rewards are commonly offered to the contractor, project manager, and/or the superintendent to come in under the approved budget.
The in-progress budget is the documentation of actual project costs. It shows where the cost savings or overruns occur. Updated at regular calendar intervals or when scheduled payments are made, it’s the superintendent’s tool for keeping club management informed during the project.
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| Selecting your contractor may seem like the simplest part of the process, but don’t be hasty in your selection.
Do your homework to ensure the most qualified pick. |
Select a contractor
Deciding on which contractor to hire may appear to be the most straightforward part of the entire irrigation renovation process. However, the decision can’t be based on unverified credentials or a lack of thoroughness. The following list of qualifying criteria will change with the scope of the project:
• Reputation/qualifications
• Relevant work experience
• Equipment capabilities
• Familiarity with local conditions
• Financial viability
Some examples of the elements that make up a contractor’s reputation or qualifications are customer referrals, ability to communicate well, industry recognition and designations, certifications, number of change orders, staying on schedule, job-site security, relationship with superintendents and familiarity with all or most of the work within the entire project scope.
The contractor needs substantial experience with projects of the same scope, unless the course is willing to allow the contractor to learn on the job. This includes subcontractors.
A minimum qualifier might be for the contractor to demonstrate a successful history with three to five projects of equal scope and complexity within the last three years. The contractor should own or have the means to rent equipment suitable for the project, be reliable and not cause delays, and submit proof that equipment operators have the proper experience and training. This avoids safety-related liabilities and delays because of poor production rates. The contractor should submit a list of equipment models and age.
Other qualifications include a familiarity with the local conditions, including weather patterns, union regulations and municipal ordinances. Look for a contractor with local knowledge on where to get rental equipment and ties with material suppliers to streamline the project.
Verify the contractor’s financial viability through reference letters from equipment and material suppliers (the contractor pays his bills), the contractor’s bank, insurance certificates (directly from the insurance company), bond performance and existing liens (public records).
Project planning and execution is a dynamic set of processes. The project’s daily evolution will require adaptability by all of management. But through the development of thorough project definition, detailed budgets and suitable contractor selection, your undertaking will lead to a positive experience for the superintendent and golfers.