At Close House – Colt Course. Sept 2017. A prestigious European Tour Championship hosted by Lee Westwood.
Broadcast worldwide from Royal Wellington Golf Club, NZ. October 2017. WOW!
The legacy continues.
Co-hosted at the award-winning Millbrook Resort near Queenstown, NZ. 2014 – 2023.
The principles of golf course design must be such that they aim to produce a golf course that engages the golfer, affords a high level of entertainment, provides a pleasant journey and enriches the lives of those who play. The course should be able to accommodate large numbers of golfers safely, be manageable and maintainable within the budget and resources of the club, and be a positive contributor to the environment.
Research is clear that the majority of golfers who play the game only display an average ability, but continue to return due to the pleasantness of the social aspects, and the beauty of the outdoor surroundings. If the course has wide landing areas, ample greens area to permit a range of flag placements, and gentle flow to play it will almost certainly be conducive to enjoyable golf.
My principles for great golf course design are based on four corner stones:
1. Providing an interesting, exciting and expressive golf course.
2. Designing a course to meet the business needs of the client.
3. Satisfying the foreseen desires of the community now and into the future.
4. Improving the environment to provide viable ecosystems and habitat for wildlife.
The success of any golf course is reliant upon competent master planning. It is most ideal if the golf course architect is involved with the master planning from the initial stages of the project to ensure the area for the golf course is compatible with golf. If they are, even with an average landscape, it should be possible to produce a first rate golf course. If this is not possible, it is likely the quality of the golf course may be compromised.
Once the boundary’s of the property have been established, and the area for the golf course is finalised, the golf course architect must set to work identifying the best clubhouse and practice area location, and planning the journey the golf course will take around the property. Ideally the clubhouse will be in a reasonably central place that allows the first hole to play away from the morning sun, and the last hole to play away from the setting sun. There must also be good access to the building for the patrons and deliveries. If the practice range is located within a short walk from the Clubhouse, that is ideal. In addition, it is preferred if the last hole does not play up an excessive hill – this can be exhausting to golfers at the end of a round of golf.
The configuration of the holes may change. It is best if an 18-hole course is made up of two loops of nine holes with both starting close to and finishing nearby the clubhouse. This is especially important if the course is for a resort, where two tee starts are needed, or if golfers only want to play nine holes.
Practice Facility
Different clients have different requirements for their golf course. The project could be a
And within these design perimeters, the design brief could vary from high-end multi-course facility, to a9-hole pitch-and-putt course. The golf course could be private, semi-private or a public daily green fee course. Whatever the scope, it is important to understand the needs of the client.
Equally important is to understand the budget for the project. It may be that the client has not allowed sufficient funds to build the golf course they had required, but more likely that need advice on where the funds are required to ensure the golf course is of the quality desired. It is easy for money to be spent on the wrong things. And if money is tight, there are areas where money can be saved now, knowing future funding can
A failure to deliver a golf course on budget puts greater stress on the business to recoup the capital costs of construction.
Serious consideration must also be given to the design of the course in terms of the demands it will put on future maintenance. The consideration must extend from the tees with issues such as shading, to the fairway slopes, the design of the bunkers for edging, and sand splash and playability to the quality of the putting greens. Drainage will be one of the most important aspects too. No course will be suitable if it sits wet.
Failure by the architect to design a golf course that can be maintained within the budget may mean that either the design will not be maintain in a way that releases the full design characteristics of the course, of the quality of the playing conditions are sub-optimal. Neither scenario is good for the golf course owners business.
Turfgrass selection is a very important consideration. Turf growth is influenced by four factors; water, temperature, sun-light and nutrients (especially Nitrogen). Green keepers can only influence the water and nutrient components, so selecting a turf grass suitable to the prevailing temperature and sunlight conditions is very important. (NB- Cool season grasses have a lower light requirement, so this factor is rarely a consideration for them.)
There is an old Scottish saying that says ‘all people are equal when they stand over the ball’. Men, women, boys, girls, Kings, Knights, business and tradesmen, students etc. Golf is a game played by the greatest range of people and golf courses are the meeting grounds. At SMGD, it is believed that in considering a clients design brief, further thought should go into considering how different groups of the community might relate to and access the course. If we can create a golf course that encourages a wide spectrum of use and enjoyment for differing sectors of the community, there may be a greater opportunity for the success of the project.
Beyond the footprint of the course itself, there is often an opportunity to provide space for other pastimes such as cycling, walking, horse riding, boating, fishing etc. Master planning the property so the site may be utilised and enjoyed by various users provides the greatest flexibility for the project and the business.
Golf courses have an opportunity to improve the environment. Some times this can be on a grand scale. e.g If the site is transferred from a mining quarry or landfill to a golf course, the improvements are obvious. Often the change of use on a site is less extreme, but still benefits are readily attainable. A key focus is water. For example, any water leaving the site should be cleaner than that entering the property. But a focus is also on the creation of habitats and ecosystems. The planting of trees and wildflowers in out-of-play areas creates food and nesting locations. Corridor and island habitats help the migration of birds and provide areas for breeding.
The first step to improving the environment is taking a holistic view to the master planning stage. Identifying such things as the water corridors, the protected or valuable habitats early on allows the routing of the golf course to best include these areas to ensure their longterm survival, viability and value.
We like to practice cost conservatism during construction. We practice this in two ways;
Much thought goes into designing a golf course. Central to the design principles at SMGD is the desire to embrace the natural features of the property; to find the unique components to deliver the best golf course, improve the environment, and provide a facility that can be maintained and managed within the constraints of the business. If these principles are met, the result is almost certainly an attractive, interesting and successful golf course facility.
Winner
Excellence in Compliance Award
Royal Wellington Golf Club
Scott awarded by GEO as a Sustainable Golf Champion
St Andrews
The Evolution of the Old Course
by Scott Macpherson
"When I was looking for a golf architect I wanted someone who would understand the landscape and have the flair to design a course of the highest quality in terms of; aesthetics, a player's and playing perspective; being practical in terms of forward maintenance; and to bring the construction in on time and on budget. Scott is that man! And what's more he brings competence and professionalism and an easy management style and enthusiasm that is infectious and at no extra charge – a little bit of magic to it all!"
Derek Young, Chairman Kersewell Resort Group, Scotland, UK.