Strategic Planning Session Outcomes

July 29-31, 2003
Lawrence, Kansas

"Who we become together will always be different than who we were alone. Our range of creative expression increases as we join with others. New relationships create new capacities."
-- Margaret Wheatley and Myron Kellner-Rogers

The Environmental Institute for Golf/GCSAA staff members present:

1. WELCOME

Michael J. Hurdzan, Ph.D., representing both The Environmental Institute for Golf and the American Society of Golf Course Architects, welcomed the group and on behalf of The Institute's Board of Trustees expressed appreciation for their interest in advancing the discussion about golf and its compatibility with the environment. Hurdzan commented on the enormous diversity among the group, but considers that all present share the same passion for the love of life, family and nature. He encouraged everyone to speak freely, offer ideas and share issues because all comments are valuable and need to be shared.

Golf Course Superintendents Association of America (GCSAA) CEO and trustee of The Environmental Institute for Golf, Stephen F. Mona, CAE, also welcomed guests to Lawrence and GCSAA Headquarters.

Mona communicated to the attendees that The Institute is committed to a collaborative process and assured the group that there is a work plan in place to implement the recommended direction set forth from this meeting. He defined The Institute and GCSAA as action, results-oriented organizations.

2. DEVELOPMENT OF A SHARED VISION FOR THE FUTURE

Jeffrey Cufaude of Idea Architects, the session facilitator, explained that part of the work of the group was to discuss the strategic direction of The Institute. The idea presented was to stand in the future and connect back to the present in order to develop a list of tasks to be performed in the immediate future and develop the goals and visions that are more long-term.

In addition, the group shared thoughts on what makes a strong vision statement -- a good vision should change behavior, communicate value and a shared sense of purpose, and be concise and easy to understand.

Each table of four to five participants formed a discussion group to share their ideas for future accomplishments of The Institute in the year 2008. Participants were asked to review the various accomplishments the small groups identified and determine common themes and bold visionary ideas. These were combined by the facilitator into the following framework:

2008 Vision/Accomplishments Summary

The following are bold statements expressed by the group, which will continue to be reviewed and evaluated in a collaborative manner to ensure they are practical/achievable, but far-reaching for The Institute.

It is 2008 and through the collaborative work of The Environmental Institute for Golf, the game of golf is viewed …

…as a proven steward of environmental resources.

• Conservation driver
• Promoter of the efficient use of water resources
• Prominent user of effluent water
• Leader in waste management
• Protector, enhancer and creator habitat for native plants and animals
• Promoter of standard practices to minimize inputs on golf courses
• Innovator of strategies for golf course owners to maximize the environmental sustainability of their properties
• Coordinator of environmental commitment from all allied professionals in the golf industry (i.e. architects and builders)

…as proactively supporting the creation of appropriate standards and regulations; regularly exceeding the minimum expectations for compliance or performance.

• Institute is a prominent information resource on permitting issues
• Environmental management of golf courses will be based on the application of scientific principles and peer reviewed research
• Practical tools and guidance will be made available to implement best management practices
• Collaboratively develop certification criteria for golf courses and individuals
• Course rating system (scorecard) tied to eligibility to host Tour events
• Leader in self-measurement

…positively by stakeholders and the general public because of its record on issues related to the environment.

• Changed attitudes and actions of entire industry
• Positive public perception of golf and the environment
• Golfers support The Institute's goals
• TOUR stop that reflects maximum sustainability and environmental focus

It is 2008 and The Institute …

• Conducts an organized, collaborative effort to lead golf's environmental stewardship activities.
• Focuses on delivering programs and services that are targeted at maximizing the environmental sustainability of the game and golf courses.
• Operates as "the" organization that funds sound science and documentation on environmental issues that can be used in a practical manner by all stakeholders resulting in changes in behavior.
• Provides education in the formats appropriate to the various audiences (superintendents, owners, builders, architects, developers, golf professionals, club managers, policy makers, regulators, environmentalists and golfers).
• Serves as the clearinghouse of information in the environmental and golf arenas.
• Generates public awareness based upon the results of the environmental work of the golf industry.
• Operates with sufficient funding to conduct meaningful information collection, research, education and outreach programs.

3. PRESENT REALITY: QUESTIONS/ISSUES TO ADDRESS

Based upon the vision themes outlined above, participants conducted small group discussions to address the most critical questions that need to be explored in order to realize The Institute's mission and shared vision. The five critical questions, including key components and desired results, were identified by the group as outlined below:

What steps are required to make The Institute the credible authority on golf and the environment? What needs to be overcome to create a positive environmental image for golf?

• Bridge the gap with golfers, non-golfers, governments/schools, regulatory groups, allied associations and environmental groups.
• In order to bridge the gaps with the aforementioned groups, The Institute will need to build and/or create stronger relationships and demonstrate results.
• Superintendents and other decision makers will need to use the information/research provided to make environmentally sound decisions and follow through with third party validation.
• Collaborate with environmental groups at the national and local levels.
• Use credible spokespeople.
• Build easy-to-access, web-based data resource.
• Work with the media to communicate environmental success stories

In the big picture, what is the real environmental issue(s) that we are trying to address? What are the desired results and goals of the industry?

Key Components:

• Environmental issues include minimizing pesticide, nutrient and water usage, water quality, wildlife habitat, endangered species, and golf on reclaimed land.
• Changing the perception ("tastes") of the golfer from green and lush to environmentally sound.
• The need for incentives to change behaviors of practitioners and decision-makers.
• Linking environmental stewardship for the industry to economic vitality of the game.

Desired results:

• Need support from the three tours (LPGA, PGA and Senior) to deliver the message.
• Quantified, positive results from all components identified as "environmental."
• Create a new definition of "good playing conditions."
• Develop environmental ethics statement for golfers and golf course facilities.
• Develop communication tools for superintendents to use with their members.

How does The Institute establish and objectively measure data that will convince stakeholders and the general public of golf's environmental performance? What do we already know about golf's impact on the environment and what do we still need to research?

Key components:

• Assemble and distill current research in an easy-to-use format for appropriate audiences.
• Determine what gaps of information exist.
• Gain understanding of concerns, issues and objectives that others have.
• Develop strategy for data collection.
• Develop strategy to get useable information into the right hands.

Desired results:

• Continuous process of improvement of Best Management Practices.
• EPA decisions are based on practical data.
• Behavior modifications/changes in practices.
• Environmental groups, golfers, public and policy makers understand that improvement is being made.

How can we ensure that all golf courses understand environmental issues and then how do we implement appropriate Best Management Practices and measure their environmental success?

Key components:

• Only 55% of all courses are represented by GCSAA members.
• Not all superintendents understand the message.
• Approximately 13% of all U.S. golf courses are members of Audubon International. Sixteen percent of that number has achieved Sanctuary status (roughly 2% of all golf courses in the U.S.).
• Not all allied associations are involved.
• Not enough current incentives for good performance, i.e. tax relief, insurance, etc.
• Not enough publicity about the positive environmental activity.

Desired results:

• Adversaries become advocates.
• Increase awareness and participation in the Audubon International program and other quality environmental stewardship programs.
• Development of a self-assessment kit.
• New products for "environmentally-correct" practices.
• Software to track inputs and produce reports.
• State specific BMPs required.
• More exposure from communications mediums, such as the Golf Channel.

How is funding generated to establish and sustain the programs administered by The Institute?

Key Components:

• Golf courses/owners
• Voluntary contribution from allied association groups
• Major gift operation
• Balls and sticks manufacturers
• EPA and other grant-making entities
• Partnerships (National Fish and Wildlife, for example)
• Large grant making foundations
• Golfers - collect on green fees
• Add-on donation to exhibit fee for all allied trade shows
• Congress through the appropriations process
• Work with PGA TOUR to host/benefit The Institute
• Develop fundraising model similar to the Jimmy Valvano Foundation
• Host Pro-am event where high profile golfers such as Greg Norman would participate

Desired results:

• Sustainable sources of revenue
• Provide simple message for fundraising purposes.

4. HOW CAN THE INSTITUTE ADDRESS THE ISSUES AND CONTINUE THE COLLABORATION/COMMITMENTS AND ACTIONS?

The final day of discussion was focused on addressing the issues and concerns raised from the first day. Individuals were asked to share what they perceive to be key topics or priorities that should be addressed and to prioritize them.

The following recommended major content areas were identified and recommended as key issues:

• Water management (unanimously voted as the number one priority)
• Integrated plant management
• Wildlife and habitat management
• Site, design and construction
• Energy and waste management
• In addition, participants were asked to identify sub-categories within each of the five major content areas. View the complete list of suggestions.

In order to proceed with addressing the major content areas, participants were asked to indicate their desire to volunteer, as well as their expertise and interest in regard to the content areas. The participants provided names of other individuals and organizations that they recommend should be involved in this initiative. Those identified include, but are not limited to the following:

• Environmental communities interested in the impact of golf
• Golf course designers
• High profile, professional golfers
• Sportscasters at televised golf championships
• Celebrities who play golf
• Other professional athletes
• Hunting and fishing organizations
• American Planning Association
• Sustained Development International
• Men and women's sports organizations
• Urban Land Institute
• International City/County Managers Association, National Conference of State Legislatures, etc.
• Earth Summit
• Water purveyors, American Water Works Association, etc.
• Society of Landscape Architects
• International Association of Golf Administrators

Additionally -

• Other countries interested in research
• Global golf environmental movements
• Include international members, as well as representatives from the environmental community on the Board of Trustees

Other industries The Institute can learn from include:

• Fertilizer Institute
• Sugar industry
• Citrus growers
• Wine industry
• Forestry
• Ski industry

5. NEXT STEPS

Julian M. Arredondo, CAE, COO, presented the following next steps for The Institute for discussion by the participants:

• Distribute the session outcomes to the attendees on August 18. Upon their review/comment, make the outcomes available to the audiences, including invitees unable to attend.
• Implement post-session communication plan.
• Identify individuals who are experts and/or have interest in the specific topics.
• Establish task groups to begin work in the specific areas.
• Begin the information collection process for the prioritized topics to identify existing information and where there are gaps to be filled.
• By February 2004 at the GCSAA International Golf Course Conference and Show, announce the major topical centers, members of the task groups, and charges for each task group, as well as highlight the status of the work completed to date and the next short and long-term steps for The Institute.

6. CLOSING REMARKS

Each attendee was given the opportunity to make closing remarks and summarize their recommendations for The Institute. The comments were summarized as follows:

• Build on the success of the work that has been done in this area, including the research work of the USGA and GCSAA, as well as the existing work of Audubon International and Center for Resource Management.
• Be bold and ambitious.
• Take action quickly and achieve some immediate successes.
• Remember that golf is a global sport. Work with international organizations.
• Set a model for future education. Package sound, scientific information appropriate for all audiences.
• Ensure that we add value with all of the work conducted by The Institute.
• We must have measurable results.
• Concentrate on getting buy-in from all golf organizations.
• Golf is part of a larger community.
• This is not about public relations. Let the results and work speak for themselves and the appropriate and positive public relations will follow.

Mona thanked the participants for their open and candid discussions. He congratulated the group on the successful sharing of ideas and addressing the tough issues. Mona reiterated The Institute operates under three principles:

• Collaboration
• Accountability
• Responsibility

Jeffrey Cufaude thanked the participants for their collaboration on this effort. Much was accomplished in a short amount of time and he commended the group for coming together to share their vision for The Institute.

"Infinite gratitude toward all things past.
Infinite service toward all things present.
Infinite responsibility toward all things future."
-- philosopher Huston Smith