This is the fifth blog message within a series of six on the subject of multi-course contract companies.

Because I believe that the economy is not about to recover any time soon, but will likely get more severe because the current over-regulation of the oil, coal and natural gas industries will drive the cost of energy (i.e., electricity and fuels) “sky high” as promised – significant added pressure is about to directly impact golf course operating budgets and superintendents’ compensation packages like never before.

Accordingly, superintendents should anticipate this circumstance and promptly confirm/adopt the following job securing measures:

1. As previously suggested, voluntarily tie salaries to annual course revenue projections.
2. Expand family “rainy day” financial reserves.
3. Establish a job search network to stay abreast traditional job opportunities as they arise.
4. Begin to develop criteria for possible work outside golf.
5. Do the due diligence necessary (see below) to ensure they will be comfortable working within the multi-course contract environment.

Failing to include a multi-course job option within a job application wish list in this era is the equivalent of manufacturing a pressure cooker without a safety valve release.

Because superintendents are not familiar with the practice of applying for or inquiring about jobs within the multi-course environment, I offer the following:

Fact: There are roughly 150-plus multi-course contract companies that range in size from the low of 5 to 10 courses per company to upwards of 200 courses per company.

Observation: About one-third of the contract companies are well established; one-third are growing into maturity; and one-third are too young/small to judge. For further insight, Google “America’s Top 20 Largest Golf Management Companies.”

Fact: With so few contract companies operating, jobs are scarce; i.e., +/- 15% of the superintendent-work force. This percentage will grow in the coming years.

Fact: There are two types of multi-course contract companies: (i) contract “maintenance” companies that solely manage golf course acreages (20%); and (ii) contract “management” companies that manage everything within the property – including all clubhouse operations (80%). When available, superintendent jobs are worth pursuing within both
categories of companies.

Due Diligence Search Guidelines:

First – Make sure the contract company you may have an interest in operates in a region of the country where you are willing to work.

Second – due diligently look into the history of the contract company: years in business; the number of client courses; the financial worth of the company; the correlation of client course budget funding and superintendents’ compensation packages to the private sector; and the quality and timeliness of company support to client club/course operations and employees.

Third – Apply for a job with a contract company in the same manner as for a routine job – with solid personal web site preparation, etc. Look to get on a contract company’s candidate wait list early on.

Once superintendents (and assistants) begin to respect multi-course contract employment, they will be more effective and comfortable as they continue to manage their careers.