An Introduction to the Position, Values

and Benefits of Sustainability for the

Golf Facility

Sustainability is about ensuring profitable businesses while making decisions

that are in the long-term interest of the environment and communities. The
focus is on continual improvement, professionally managing and conserving
resources and inputs, and reducing waste while providing playing conditions
that satisfy golfers of today and tomorrow.

Page 1
Table of Contents
(hyperlinks)

Introduction 3-4

Golfs Drive Toward Sustainability

Sustainability is about the triple bottom line people, planet, and profit 5

Why Sustainability for Golf Facilities? 6-7

Opportunities for Improving the Triple Bottom line

Water Use: Efficiency and Conservation 7-8

Energy Use: Efficiency and Conservation 8-10

Pollution Prevention 10-11

Water Quality Protection 12

Environmental Programs

The Path to Success 13-14

Quick Reference 14

Golf Course Environmental Profile 15-18

Quick Start Points 19-21

Moving Forward 22-36

Example Environmental Policy Statements

Example Summaries of Sustainability Goals

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Values and Benefits of Sustainability for Golf
Introduction
Developing and understanding the business case for sustainability is critical for success in any
type of business. The typical business case revolves around expenses and revenues. Successful
environmental initiatives for the small business must incorporate tangible results due to ever
increasing economic pressures and limited resources including time, manpower, equipment,
materials, and funding. Progress is made by starting with small steps focusing on the low-
hanging fruit, building momentum, experiencing success and then working toward continuous
improvement.

Golf facilities are small businesses and should be considered valuable assets to any community.

Many initiatives within a small business are the result of a champion embracing them and
inspiring others to try something different. It is important to foster an environment where an
individual can engage their peers and encourage management to bring about change within
select areas that improve operations. In terms of sustainability, the most successful efforts are
through a team approach. When owners, managers, employees and ultimately, the clientele
are engaged in the process, then short-term successes are more likely to turn into long-term
benefits, including revenue generation and extended return on investments.

Generally recognized sustainability values and benefits include:

Realized direct cost savings

Increased customer loyalty and attraction
Reduced risk and increase positive returns
Improved relationships/image
Improved overall branding
Increased employee relations
New or enhanced innovation or technologies

What can this mean to a golf facility?

Many of these values are supported in part by Audubon Internationals publication, Golfs
Green Bottom Line: Uncovering the Hidden Business Value of Environmental Stewardship on
Golf Courses. Based upon its data, surveys and experience, Audubon International lists the
following corresponding values for golf courses within their report:

Enhanced image and reputation

Increased customer satisfaction
Reduced costs
Improved worker safety and reduced liabilities
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Many golf facilities currently participate in golf-centric environmental stewardship programs
that support the value and benefits of sustainability,

These include, but not limited to:

Audubon International
Michigan Environmental Stewardship Program
Golf Environment Organization
Southern Nevada Water Authoritys programs
Air Force GEM Program

In addition, many golf courses are incorporating recognized state (such as Georgia, Florida and
Oregon) best management practices (BMPs) and are realizing economic, agronomic and
environmental values.

Understanding these key values helps businesses adopt a sustainable business philosophy.
There are common operational areas that businesses focus on as well to benefit the bottom
line. These operational areas include water use, energy use, waste management, supply chain
improvements, efficient processing of materials, and more. The focus includes an operational
impact analysis as well as environmental impact analysis. In golf, environmental programs and
BMPs from multiple states focus on these areas as well. Together, these focus areas and
benefits help to create the sustainability business case for golf facilities.

This guide incorporates four key areas that a golf facility should focus on:

water use: efficiency and conservation

energy use: efficiency and conservation
pollution prevention
water quality protection

This guide highlights BMPs within each of these areas to help facilities set up their own
strategies for improving their bottom line, contributing to their communities, advancing their
image and protecting the environment. It offers practical tips on how to get started and offers
success stories from golf facilities.

Leaders at golf facilities can use this information in conjunction with other resources, including
access to BMPs and case studies from the Environmental Institute for Golf (EIFG) to develop
their business case and sustainability plan. These online resources, coupled with environmental
management programs or environmental management systems (EMS), are powerful tools for
success at the facility. These are key elements of golfs sustainability initiative, Golfs Drive
Toward Sustainability, which is geared toward success at the facility.

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Golfs Drive Toward Sustainability
Sustainability is about the triple bottom line people, planet, and profit

Golfs Drive Toward Sustainability was created to inspire a team approach at golf facilities,
focused on four key environmental areas and commitment to continual improvement. Golf
facilities can incorporate sustainable practices regardless of where they are with current
efforts. The effort should never lose sight of the fact that it is a never ending goal.
The term sustainability may be considered by some to be a vague and has been defined in a
variety of ways. However, one of the most recognized definitions is through efforts of the
United Nations. It has its roots in the 1987 World Commission on Environment and
Development report, Our Common Future, also known as the Brundtland Report, which defines
it as:

"Development that meets the needs of the present without compromising the ability of future
generations to meet their own needs."

This definition incorporates the economic, human and environmental protection elements of
sustainability.

Sustainability theories and models have been around for years, but unlike the term green,
sustainability focuses on the triple bottom line to ensure businesses are successful.
Regardless of which sustainability theory one adheres to, there are three key elements of a
sustainability definition/position:

(1) People: centered for people now and in the future

(2) Planet: ecologically viable
(3) Profit: economically feasible

Adopting a sustainable business philosophy is the incorporation of these three key elements
into the decision-making processes.

Through collaboration of the EIFG, Golf 20/20 Environmental Committee and GCSAAs
Environmental Programs Committee, a definition for the golf course industry was developed
and reflects the key elements:

The U.S. golf industry recognizes sustainability as the integration of environmental stewardship,
social responsibility and economic viability as a critical and never-ending goal. The golf industry
embraces sustainability as meeting the needs of the present without compromising the ability
of future generations to meet their own needs.

Sustainability is about ensuring profitable businesses while making decisions that are in the
long-term interest of the environment and communities. The focus is on continual

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improvement, professionally managing and conserving resources and inputs, and reducing
waste while providing playing conditions that satisfy golfers of today and tomorrow.

Why Sustainability for Golf Facilities?

Perhaps the biggest driver for the golf course industry to adopt sustainability centers on the
facilitys ability to do business. The golf course industry is in a state of change. Economic,
environmental and regulatory pressures continue to rise. Regulations pertaining to water
quality and water use are advancing. The costs of doing business are increasing. Resource
restrictions, such as land and water use, will certainly increase with the growing population.

Water use restrictions and regulations are already common to Arizona, Nevada and Southern
California. Water quality issues and regulations are prevalent in states like Wisconsin,
Michigan, Vermont, Florida, California, and all of the states along the Chesapeake Bay. News
headlines highlight environmental groups that are constantly filing law suits regarding the use
of fertilizers and pesticides. Carbon, energy, and water issues will continue to make headlines.
Sustainability experts label the business aspect of this pressure as the license to do business.
Social expectations for use of resources and regulatory actions are impacting golfs license to do
business.

Consider the cost of doing business and the reduction in revenue that golf has faced since 2008.
Efficiency has become more important than ever and will be in the future. How will golf handle
these challenges, be profitable and provide valuable services for our communities? Embracing
sustainability provides an answer to ensuring golfs future.

A golf facility can incorporate sustainable practices to help address the challenges that golf is
facing. The following statements summarize six reasons why golf facilities should embrace
sustainability:

I. The game of golf is a sport and business that is rich in tradition and value. Golf facilities
and their leaders should continue to hold high standards of performance as pillars
within their communities.

II. Golf facilities deliver significant values and benefits to their communities, including
social (recreational, social interaction, etc.), economic (jobs, revenues, etc.), and
environmental (greenspace values). These key values correspond directly with the key
elements of sustainability: people, planet and profit. Sustainability provides the
foundation to communicate golfs values.

III. Many golf facilities are executing sustainable practices and simply need to document,
report, and communicate those practices based upon an accepted and recognized
platform sustainability and continuous improvement. This will improve the image of
golf as well as the brand for the individual facility.

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IV. A sustainability philosophy will position facilities and industry proactively and will help
address environmental issues and regulatory pressures.

V. A sustainability philosophy will help with financial pressures including revenue

generation, efficiencies, and reduced costs.

VI. A sustainability philosophy will help golf compete with other entertainment, recreation,
and businesses that customers choose for leisure, hobby and sports interests.

Opportunities for Improving the Triple Bottom line

Water Use: Efficiency and Conservation
Water is a key resource for golf facility operations and is used for managing golf playing
surfaces for optimal performance and desired conditions to food and beverage services. It
directly impacts operating costs and the ability to generate revenues. It is also a key impact
area for the environment and community. Water management begins with measuring, tracking
and analyzing water use. A baseline is necessary in order to set goals and make improvements
in a manner that demonstrates efficiency and progressive water conservation.

Flexibility and innovation are important for all operations at the facility. Incorporating a range
of BMPs can help modify behavior and adapt to new technology. One facility may be able to
immediately incorporate a weather station and soil sensors, while another may only be able to
modify irrigation practices. Kitchens, clubhouses, and pro shops may be equipped with
technologically advanced equipment and staff may be trained to conserve water.

Short-term BMPs may range from hand watering, reducing watering times or volumes,
voluntarily not serving water in restaurants, or not letting water run unnecessarily. Long-term
practices may include the use of technology or converting to a different turf species. The
facility should plan for both short- and long-term best management practices to achieve
success. It should set water efficiency / conservation goals as initiatives in conjunction with
their business objectives and playability standards. Achieving customer satisfaction can be
accomplished in conjunction with sustainability initiatives through the use of BMPs and
innovation for all golf facility operations.

Examples of water use efficiency and conservation:

Barton Creek Resort and Spas Water & Energy Reduction

Barton Creek Club and Spa reported a savings of 20 to 40 percent in water/sewer costs
associated with their laundry departments ozone treatment process. In addition, this
sustainability practice resulted in a 30-percent reduction in natural gas usage and a reduction in
chemicals by 20 to 30 percent. Details of their environmental responsibility are provided at
www.bartoncreek.com/sustainability.

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Irrigation System Review and Maintenance
At the Rim Golf Club in Payson, Ariz., staff started with basic irrigation fundamentals
incorporating field equipment adjustments, analyzing the central controllers programming,
adjusting run times and reducing turfgrass areas. As a result, the facility reduced its average
annual water usage over the past 10 years by 3 million gallons annually and its electricity
consumption by an average of 250 kWh per year. It has realized a total estimated annual
savings of $17,000 associated with water conservation.

EIFG case study - Water Conservation at The Rim Golf Club can be found at www.eifg.org.

Water Savings Through Turfgrass Reduction

Pasatiempo Golf Club in Santa Cruz, Calif., was facing mandatory water reductions in 2009. It
was required to reduce their water consumption by 30 percent, which equated to a 17-millon
gallon reduction. The reduction would result in an annual savings of approximately $125,000.

Staff implemented a turfgrass reduction program to meet its water use goals. By the 2009
playing season, nearly 20 acres of previously irrigated turfgrass had been converted to non-
irrigated naturalized areas. Just over 13.5 million gallons of water were saved from mid-May to
mid-September in 2009. This reduction in water saved the club approximately $98,000 (during
that time period). The conversion of turfgrass to non-turfgrass natural areas saved the club an
additional amount of $26,000 in labor and expenses.

EIFG case study - Water Conservation in Response to Drought Has Many Positive Benefits by
GCSAA member Paul Chojnacky, golf course superintendent, can be found at www.eifg.org.

Implementing Irrigation and Cultural Best Management Practices

The Locust Hill Country Club worked to reduce inputs while providing conditions suitable for
one of golfs premier events, the LPGA Championship. During the first seven years of
implementation of BMPs, it reduced both water and pesticide use by 75 percent, which
resulted in a significant savings that was invested into seed and nutrients for turfgrass
maintenance.

EIFG case study Accomplishing Turfgrass Performance with Best Management Practices by
Rick Slattery, golf course superintendent, can be found at www.eifg.org

Energy Use: Efficiency and Conservation

Managing energy is an important element of sustainability from its generation and use, to the
social and environmental impacts. The costs associated with energy are on the rise directly
impacting personal finances and indirectly increasing the costs of products and services used
daily. Energy management begins with monitoring, recording and analyzing use. Energy
conservation and efficiency can be accomplished through multiple best management practices
that range from behavior modification to the use of technology. Energy audits help to identify
opportunities, assess sustainability, calculate return on investments and develop a plan. Most

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facilities may be able to immediately incorporate behavior modifications such as turning off
lights or not letting equipment idle, while others may be able to immediately invest in energy
efficient equipment.

Optimizing energy efficiency should be a primary goal of all departments at the golf facility.
Many resources exist to help develop energy use plans and make improvements. Conducting
an energy audit will identify short- and long-term items, but there are some simple techniques
such as changing to high efficiency lighting that are obvious improvements.

Examples of energy use efficiency and conservation:

Resort Implements a Green Team and a when not in use, cut the juice initiative
Maddens on Gull Lake in Brainerd, Minn., is a Golf Digests 2010 Green Star Award winner.
Ron Whitten reports in his article, Environmental Practices at Maddens on Gull Lake make
sense (and cents), that staff members were directed to turn off lights in unoccupied rooms as
part of the resorts environmental stewardship practices. Whitten quotes Brian Thuringer, co-
owner, Thuringers mantra, When not in use, cut the juice, resulted in a savings of $32,000 in
the first year. In addition, the resort experienced a $15,000 savings in the first year in natural
gas consumption by implementing an ozone system within the laundry facility.

Energy Audit and Lighting Improvements that Directly Impact the Bottom Line
GCSAA member David Phipps, superintendent at Stone Creek Golf Club in Oregon City, Ore.,
contacted the local power company, Portland General Electric, to request a free lighting audit.
The auditor determined that Stone Creek could save 38,875 kWh or 52 percent by converting to
more efficient lighting. In addition, the use of occupancy sensors would increase the savings to
56 percent. The club obtained local grant monies and completed the proposed project. During
June 2010, the clubhouse saved 11.4 percent in power costs and the maintenance facility
realized 26.8 percent savings. The savings associated with the cart barn was 29.8 percent in
June, as well. The club just purchased a new fleet of E-Z-GO golf cars which came with the new
48 VDC Powerwise chargers and contributed to this savings.

EIFG case study Improving the Bottom Line with Sustainable Practices; Cutting costs with
energy efficient upgrades by GCSAA member David Phipps, golf course superintendent, can be
found at www.eifg.org

Energy Audit and Alternative Energy Projects

The Island Golf Club in Plaquemine, La., performed an energy audit and worked on
implementing the low hanging fruit for energy conservation. The facility installed solar panels
and geothermal projects to improve savings. As of November 2009, there had been an
estimated 54 percent reduction in utility costs at the club house equating to approximately
$5,000 per month. The investment was approximately $252,000 for the solar panels and
$90,000 for the geothermal unit project. Many tax incentives exist for alternative projects like
these. The projected return on investment for these projects is less than eight years for the
solar project and six years for the geothermal unit.
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EIFG case study Improving the Bottom Line: Alternative Energy and Conservation at The
Island Golf Club by GCSAA member David McCallum, golf course superintendent, can be found
at www.eifg.org.

Review Turfgrass Areas and Mowing Practices

Crystal Mountain Resort and Spa in Thomsanville, Mich., reduced fuel consumption by using
walk mowers on the Mountain Ridge course rather than a tri-plex mower. They narrowed the
fairways on each golf course, which also helped reduce fuel consumption. This adjustment did
not adversely affect the courses playability or aesthetics. The estimated annual savings has
been $4,000 to $5,000, including fuel and other inputs.

EIFG case study Environmental Stewardship at Crystal Mountain Resort and Spa can be
found at www.eifg.org.

Golf Course Energy Use Series

Chiricachua Golf Course at The Desert Mountain Club in Scottsdale, Ariz., participated in an
energy conservation program. In 2006, energy costs on the Chiricachua Golf Course at the
Desert Mountain Club had risen 40 percent from 2004; an increase of $10,000.

Changes implemented included:

Instituted a kilowatt demand management plan for how and when the golf course
pumped its water
Reduced the kilowatt demand by taking some pumps completely offline during periods
of the year
Programmed system to stage pumping, minimizing multiple pumps running at the same
time
Increased the length of the golf course watering window

The efforts resulted in a reduction in energy use by 27 percent (billing rates increased 20
percent during the same period). (From Golf course energy use Part 2: Pump stations, GCM
July 2009)

Pollution Prevention
Pollution prevention incorporates many facets of golf facility operations from the products
used, waste materials generated, to processes like cooking, cleaning, and building operations.
Some golf operations and wastes are regulated and costly, but sustainable practices can be
implemented to improve the triple bottom line. The following section focuses on the
infrastructure, operations, and waste management and the water quality protection section
focuses on the golf course inputs.

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Like water and energy management BMPs, pollution prevention practices range from training
and behavioral practices to the incorporation of technology. Changing from wet cleaning
practices to dry cleaning practices or purchasing environmentally friendly products are
examples of the low hanging fruit of BMPs and short-term objectives. Installing a new
equipment washing station or updated kitchen equipment are examples of long-term planning
objectives.

Examples of pollution prevention:

Recycling and Waste Management as Part of Environmental Stewardship Practices

Crystal Springs Golf Course

Crystal Springs Golf Course is located within an environmentally sensitive area in Burlingame,
California and has set several environmental goals including recycling and waste reduction.
They are working to obtain their goals through the implementation of best management
practices. CSGC staff members actively recycle many materials, including cardboard, paper,
plastic and metals. They have altered their purchasing programs to seek products that
generate less waste. Their annual estimated savings associated with recycling and waste
reduction is $5,300. CSGC was recognized in 1998 through a Waste Reduction Awards Program
from the California Waste Management Board.

More details can be found within the EIFG case study Environmental Stewardship on the Golf
Course Doesnt Just Happen by GCSAA member Tim Powers, CGCS at www.eifg.org.

Little River Inn Golf and Tennis Resort

Maintenance staff at the Little River Inn Golf and Tennis Resort in Little River, Calif..,
implemented a waste recycling program. Staff recycles bottles, cans, oils, fluids, etc. and
composts materials from throughout the facility. Little Rivers combined and estimated annual
savings / net revenue from recycling and composting is $2,400.

EIFG case study Water Conservation, Environmental Stewardship, and Outreach Efforts at
Little River Inn Golf and Tennis Resort by GCSAA member Terry Stratton, golf course
superintendent, can be found at www.eifg.org.

Composting on the Golf Course

Saddle Rock Golf Course in Aurora, Colo., developed a composting process, and the materials
used included clipping compost material and other compostable green waste. Annually, the
composting process generated approximately 80 cubic yards of compost that is eventually used
to topdress tees, fairways and other areas on the golf course. Overall, it provided a quality
topdressing material for weak and healthy turf areas on the golf course when used at an
appropriate rate.

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EIFG case study Composting Case Study Saddle Rock Golf Course can be found at
www.eifg.org

Water Quality Protection

Key elements for water quality protection include, but are not limited to, IPM, nutrient
management, erosion control, and managing waste water. There are many resources and best
management practices available regarding water quality protection for the golf course,
impervious services, hospitality services, buildings, etc.

Golf facilities are faced with increasing regulatory and economic pressures directly related to
water quality protection and this trend will continue. Recognizing the sustainability business
case values in light of water quality protection is important for the golf facility and the industry.
Water quality protection is a primary focus of the license to do business and provide services
for the communities in which golf operates.

Examples of water quality protection:

Community, Collaboration, Watershed and Habitat Improvement, and Erosion Control

Crosswater Club in Sunriver, Ore., was an old homestead where cattle had grazed upon the
grounds for many years. The cattle caused considerable damage, including soil erosion and
destruction of native vegetation, to the meadow and especially to the banks of the Little
Deschutes River. Crosswater Club participated in a habitat improvement program that
consisted of three different bio-remediation techniques: river bank improvement and
stabilization, dead tree placements, and riffle restoration. The project provided a good
enhancement to the watershed and Crosswater is a valuable greenspace within the watershed.

EIFG case Study Little Deschutes River Restoration and Fish Habitat Enhancement at
Crosswater by GCSAA member Jim Ramey, CGCS, can be found at www.eifg.org.

Watershed Participation, Recognition, and Certification Best Management Practices

Quail Brook Golf Course, Somerset, N.J., was certified as the first river-friendly course in the
main stem Raritan River area. The certification process involved four major categories:
Water quality management
Water conservation techniques
Wildlife and habitat enhancement
Education and outreach
Part of its efforts included incorporating buffer areas and converting turfgrass areas into natural
areas. As a result, there was a 25-percent savings in fertilizer and only 45 percent of its annual
water allocation was used.

EIFG case study Quail Brook Golf Course: First River-Friendly Golf Course in the Main Stem of
the Raritan River Basin by GCSAA member Darrell Marcinek, CGCS, can be found at
www.eifg.org.

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Environmental Programs
The Path to Success
Environmental management programs, such as Audubon International, Golf Environment
Organization, Michigan Turfgrass Environmental Stewardship Program, and environmental
management systems (EMS) like ePar, are available to help plan and meet objectives. These
are golf-centric tools that incorporate most, if not all, of the key focus areas and BMPs. In
addition, these programs can provide a plan, an organized system for establishing objectives, a
method of measuring progress, and a system of accountability, as well as step-by-step
information to help facilities advance in sustainability. Many are based upon the successful
total quality managements plan-do-check-act model.

Incorporating both short- and long-term objectives are important, as well as determining the
return on investment for the facility. Utilizing a golf-centric environmental management
program and/or EMS in conjunction with recognized BMPs will help establish, manage and
achieve these objectives. Getting started usually begins with an environmental assessment
which is an important first step in determining risks and opportunities, as well as developing
the objectives.

Once the assessment has been completed, then the facility can progress toward establishing
specific objectives and initiatives. Short-term initiatives can include behavioral changes,
training, or a change in cultural practices. Long-term initiatives may have an initial cost or
extended return on investment (ROI), but the facility should consider those perceived
intangible values such as image, brand, member retention, competitiveness, and employee
relations as part of the ROI. Reviewing existing resources can help a facility plan and select
objectives that are compatible with its unique circumstances.

The Golf Course Superintendents Association of America through funding from the
Environmental Institute for Golf provides access to golf-centric environmental management
tools and additional materials, like case studies, BMPs and other sustainability resources for
businesses. Additional resources and information can supplement the environmental
management program for other aspects of the golf facility. These resources may have a specific
focus. Resources like the EPAs Portfolio Manager or the U.S. Green Building Councils LEED
program can help with energy management, efficiency, and conservation. Once a golf facility
has progressed with a golf-centric program, it may utilize other resources or a combination of
resources and programs to ensure continuous improvement. In addition, non-golf-centric
certification and/or recognition are valuable.

Participating in a golf centric program often establishes the foundation for other environmental
programs that a facility may find valuable. For example, a golf facility that has received
certification in Audubon Internationals Certified Cooperative Sanctuary Program will probably
have accomplished most of a local watershed programs requirements. Recognition and
certification by the local watershed helps to promote the facilitys value outside of the golf

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community. Watershed organizations can be easily identified through the EPAs watershed
tool, Surf Your Watershed.

Environmental Program Quick Reference

Golf Maintenance other Certification
Resource Course Building amenities* WC EC P2 WQP Available
Audubon
International
x x x x x x x x
Golf
Environment x x x x x x x x
Organization
Michigan
Turfgrass
Environmental x x x x x x
Stewardship
Program
Groundwater
Guardian x x x x x
Green Site
ePar ISO
14001 EMS
x x x x x x x x
Rhode Island
Golf Course
Green
x x x x x x x x
Certification
Vermont
Program
x x x x x x x x
USGBC LEED# x x x x x x x x
EPA Energy
Portfolio x x x
#
Manager
WC = Water Conservation, EC = Energy Conservation, P2 = Pollution Prevention and WQP =
Water Quality Protection
* Other amenities include clubhouse, pro-shop, etc.
#
Not golf-centric, but applicable

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Golf Course Environmental Profile

In 2006, the Golf Course Superintendents Association of America (GCSAA) conducted the first in
a series of five surveys to determine the physical features of golf courses, maintenance
practices used by superintendents, and inputs and outputs associated with golf course
management. The goal of the research is to develop an environmental profile of golf courses.

GCSAA and the golf industry need information specific to the environmental attributes of golf
courses, including natural resource inventories, management inputs and environmental
stewardship practices. This information will provide baseline data for documenting changes in
environmental practices over time and help set priorities for education, research, member
services and other environmental programs. The data will also help the golf industry respond
to governmental inquiries and answer the public's questions about environmental issues.
Existing environmental data are very limited, and not complete, uniform or centralized.

Using the results of the profile surveys, GCSAA identified the following conclusions for
continuous improvement within the golf course industry:

Environmental Improvements Environmental Programs

On average, over the last 10 years, an 18-hole golf course has made five
environmental improvements.
Approximately 29 percent of 18-hole golf courses are involved in a formal, voluntary
environmental stewardship program.
Facilities involved in formal, voluntary environmental programs have made an
average of seven improvements to enhance the golf course environment in that 10-
year period.
The data suggests that such programs are having a positive impact on the golf
course environment.

Non-Turfgrass Acreage
The non-turfgrass landscape on golf courses is substantial and can make an
important contribution to green space and wildlife habitats for local communities.
Non-turfgrass landscape of an average 18-hole golf course is 50 acres, including 35
acres of elements such as forests, wetlands, ponds, streams or other specialized
habitats.
Facilities have the opportunity and the responsibility to maintain these areas in a
sustainable manner to further enhance the environmental qualities of a golf facility.

Irrigation Water Management and Conservation

Superintendents at nearly all 18-hole golf facilities utilize information from multiple
sources as part of their decision-making process for scheduling irrigation. Most
facilities utilize direct observations of turfgrass and soil conditions.

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 Approximately 35 percent routinely utilize evapotranspiration data, and
approximately 3 percent use soil moisture sensors to aid in irrigation scheduling.
Golf course superintendents should take advantage of technology as part of the
irrigation decision-making process to conserve water.

Irrigation Water Sources

Golf facilities utilize multiple water sources for irrigation, and the most commonly
used water sources for 18-hole golf facilities are listed below.
Golf courses should maximize the use of non-potable water to irrigate golf courses
when economically and practically feasible.
Most golf course facilities utilize open water or on-site irrigation wells as a source for
water.
Approximately 12 percent of golf facilities utilize recycled water as a source for
irrigation water and 14 percent use potable water from a municipal source for
irrigation.
o 52% open water (lakes, ponds, etc.)
o 46% on-site wells
o 17% rivers, streams and creeks
o 14% municipal water systems
o 12% recycled water

Irrigation Systems and Audits

Golf facilities should utilize irrigation system audits as a means to increase the
effectiveness of the irrigation system and conserve water.
Approximately 8 percent of 18-hole golf facilities nationally have had their irrigation
systems audited by a certified irrigation auditor since 2001.
More golf course facilities should take advantage of an irrigation system audit to
become more responsible users of water.

Written Drought Management Plans

A written drought management plan provides a documented procedure to reduce
the use of irrigation water during drought. These written plans are a helpful tool for
individual golf facilities and are valuable for the golf industry in developing practical
public policy at the local and state level.
Approximately 28 percent of 18-hole golf facilities in the Northeast agronomic
region have written drought management plans, more than any other agronomic
region.
Written drought management plans should be adopted by golf facilities that are
subject to drought cycles.

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Environmental Stewardship Nutrient Management
The results of the nutrient use survey indicate that golf course superintendents use a
variety of nutrient sources. Quick-release and slow-release nitrogen sources and
synthetic and organic nutrient sources are applied to most golf courses in the U.S.
No matter the nitrogen source (quick- or slow-release, synthetic or organic),
superintendents decide the rate applied, the frequency of application, the time of
year applications are made and the product used and are therefore responsible for
producing the desired affect on the turfgrass without negatively affecting the
environment.
GCSAA recommends that superintendents evaluate all sources of nutrients based on
their agronomic performance, cost, potential impact on water quality and other
environmental concerns and choose products that foster sustainability of the golf
facility.
By itself, the source of nutrients (quick-release, slow-release, synthetic, organic) is
not an indicator of the environmental stewardship of the golf facility.
The potential for nutrients to move from the application site is influenced by
application rate, frequency of application, time of year, product applied, soil type,
soil moisture content, temperature, turfgrass density and the intensity and amount
of rainfall/irrigation following application.
Understanding and adjusting to the influence of these factors is the responsibility of
a golf course superintendent.

Soil Testing
Since 2002, only 26 percent of 18-hole golf facilities have conducted soil tests on the
rough.
On an average 18-hole golf facility, the rough comprises 50 acres (4), more than any
other component of a golf course.
Since the greatest total amount of phosphate and potash are applied to rough,
GCSAA recommends that superintendents routinely conduct soil tests on the rough
to determine phosphorus and potassium fertilizer needs.
This practice has the potential to curtail costs and promote fertilizer programs that
meet, not exceed, the nutritional needs of the turfgrass.

Fertilizer Storage
In 2006, 50 percent of the 18-hole golf facilities that stored fertilizer for more than
three consecutive days used a dedicated storage area.
GCSAA recommends that all golf facilities that store fertilizer do so in an area that is
specifically designed for that purpose.

Nutrient Management Plans

Approximately 50 percent of golf facilities nationally use a written nutrient
management plan or a written fertilizer program.

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 A written nutrient management plan or a written fertilizer program provides the
means to achieve goals and should be used by all golf facilities.
GCSAA recommends that all golf facilities use guidelines developed by university
scientists to develop written nutrient management plans based on the
characteristics and expectations unique to each facility.

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Quick Start Points
General Facility Practices
1. Identify a champion: Build an effective team across departments. Task an employee
who desires to make a difference and is motivated by sustainability initiatives as the
team leader, project manager, or simply, the go to person to ensure success. This is
an important aspect in the beginning, as well as throughout the process. The champions
need to be supported by management and be able to build green teams within all
facility operations.

2. Establish an environmental/sustainability policy: Develop and implement a written

policy to support the initiative and to help communicate the sincerity, importance and
commitment of management toward sustainability. It drives change.

3. Implement the means to measure key metrics: Collect and monitor data or other
quantifiable information in order to establish a baseline of resource use or waste
generation. This is vital to setting goals, measure change, calculate savings/costs and to
report results.
a. Track inputs such as water, energy, and quantifiable resources, expenses and
labor.
b. Incorporate the purchasing/supply system and waste stream materials for all
operations within reviews and tracking processes.

4. Establish written sustainability goals: Identify and quantify desired change through
goals and action plans in order to provide the road map to success, as well as the means
to document and communicate the facilitys sustainability efforts.

Basic Risk Management

1. Ensure regulatory compliance: Identify all operational requirements and ensure
compliance throughout the facility. Key items include chemical storage, spill response,
waste management, employee protection, and permitting requirements.

2. Train employees to meet and exceed requirements: Ensure employees are properly
trained to meet any regulatory requirements, proper equipment operations, and safety
related practices. Implement awareness training for environmental and personal
protection for all operations.

3. Utilize risk management assessment and practices: Review operations for all human
and environmental risks or impacts. Implement BMPs to resolve significant issues in a
timely manner.

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Water Use
1. Audit and maintain plumbing and irrigation system: Ensure efficient irrigation
operations by incorporating an irrigation audit and daily irrigation system maintenance
program. Adopt similar maintenance schedules and programs for the entire facilitys
plumbing and water utilities.

2. Optimize irrigated turfgrass areas: Review all areas that are currently irrigated,
including out-of-play areas, and implement steps to optimize irrigated and/or turfgrass
acreage for performance and play at the golf facility. Consider that turfgrass areas may
be reduced and provide a quality and enjoyable experience.

3. Incorporate technology into irrigation decision making: Implement short-term goals and
utilize long-term planning to incorporate the use of technology; weather stations, rain
sensors, soil sensors, irrigation fixtures, nozzles, quick couplers, control systems etc. to
improve efficiency, enhance playing conditions, and conserve water.

4. Utilize water efficient technology and equipment: Implement short-term goals and
utilize long-term planning to incorporate the use of water efficient equipment, controls,
pumps, etc. throughout the facility and not just the irrigation system.

5. Manage the existing golf course conditions and golfer expectations to drive and
implement change toward firm and fast conditions: Review current agronomic and
irrigation practices and begin to implement change through both short-term and long-
term planning to ensure more sustainable performance and healthy turfgrass.

Water Quality Protection

1. Develop and use a written IPM plan: Implement a written Integrated Pest Management
(IPM) Plan that establishes the pest thresholds, as well as the scouting, cultural, and
pest management practices to help ensure healthy turfgrass as well as efficient
operations and environmental protection.

2. Develop and use a written nutrient management plan: Implement a written nutrient
management plan that incorporates university recommendations, soil/tissue testing,
and BMPs to help ensure healthy turfgrass, as well as efficient operations and
environmental protection.

3. Implement BMPs for cleaning equipment and impervious surfaces: Change wet cleaning
processes to dry cleaning processes wherever possible and implement the use of
technology and BMPs as standard operating practices for washing / cleaning all
equipment and surfaces as well as processing the resulting wastes and wastewater
throughout the facility to minimize environmental impacts and reduce expenses.

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4. Protect surface and groundwater with vegetative buffers and agronomic BMPs: Plan
and implement vegetative buffers adjacent to surface waters and wells in addition to
no-spray zones to prevent contamination.

Energy Use
1. Conduct an energy audit: Use an energy audit to identify areas in need of improvement
and establish goals to effectively use or reduce energy and the facilitys carbon
footprint.

2. Improve irrigation pump efficiency: Irrigation pumps can account for the most energy
used at a golf facility and can be one of the largest opportunities to save money and
protect the environment. Review pumps, controllers, run times and irrigation needs for
more efficient operations and implement necessary changes.

3. Conserve energy or improve efficiency by reviewing equipment, operations, and human

behavior to implement change: Review all operations at the golf facility to identify
where equipment can be better maintained, upgraded, replaced or eliminated as well as
where behavioral or operational aspects can save energy.

Pollution Prevention
1. Evaluate supplies and suppliers for opportunities to reduce pollution: Investigate the
supply chain; products, materials, suppliers, manufacturing processes, wastes,
packaging, transportation etc. and implement practical changes to minimize greenhouse
gas impacts, reduce pollution and conserve resources.

2. Professionally manage wastes at the golf facility: Track the generation and disposal of
all wastes; organic, inorganic, wastewater, equipment washing, etc. Implement
recycling, reduction and reuse BMPs as standard operating practices. Set goals to
minimize waste volumes and pollution to save money and protect the environment.

3. Implement spill prevention and response practices across the entire facility: Identify all
activities with spill potential and implement awareness, response training, and BMPs
as standard operating procedures for spill prevention and response for all employees.
Utilize a written spill prevention and response plan.

4. Ensure proper storage and inventory control: Store chemicals and hazardous materials
in an area that is specifically designed for that purpose.

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Moving Forward

Adopting a sustainability business philosophy shouldnt be awkward or troubling. It may help

to first identify a champion and identify how this philosophy could be embraced throughout all
aspects of the golf facility. Next, investigate how a sustainable philosophy could be aligned
with the existing core business values and customer expectations for performance and quality.

Once you have committed to making progress, a key step is to establish an environmental
policy statement. It helps to demonstrate managements commitment to sustainability and
continuous improvement. Environmental policies should be simple and easy to understand.
There are three primary elements that should be part of an environmental policy. They include
compliance, continuous improvement, and pollution prevention. Many golf facilities probably
have unwritten policies or are already supporting what a formal policy would describe. Some
example environmental policies are included below.

This document provides a basic introduction, understanding, business case foundation and
starting points for adopting a sustainability philosophy. It also provides some examples and
additional resources to evaluate your existing stewardship practices.

This information is intended to help facility staff get started and begin with small steps
working from where you are and with what you have. It is always a good idea to begin with the
low-hanging fruit in any operation. Use the quick start points in this document as a means to
evaluate your operation. You can easily identify areas where you are already active and where
you could expand your efforts. Be sure to measure what you are currently doing so you can
track progress. The old adage that you cant manage what you cant measure applies directly to
sustainability efforts.

After the initial evaluation, staff should set goals and develop an action plan. Sustainability
goals should be realistic and easy to understand. Be sure to incorporate plenty of flexibility in
your plan, monitor progress and continuously evaluate the plan and processes. Finally,
consider a voluntary environmental stewardship program to help you with your efforts. There
are several available within the golf sector. Information within this document can help to
identify which one might be best suited to your operation.

The following are pages examples of environmental policies and goals. These are intended to
help you get started or to supplement your existing efforts.

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Example #1: Vermont Business Environmental Partnership Green Links

The Vermont Department of Environmental Conservation and Small Business Development

Center offer a Vermont Business Environmental Partnership (VBEP) program for golf facilities
and it is called the Green Links program. The program incorporates an environmental policy
statement. Here is a draft statement for the VBEP program:

Sample Vermont Business Environmental Partner Policy Statement

(Business name here), is committed to protecting the environment, the health and safety
of our employees, and the community in which we conduct our business. It is our policy to
seek improvements throughout our business operations to lessen our impact on the local
and global environment by conserving energy, water, and other natural resources; reducing
waste generation; recycling and purchasing recycled products; and, reducing our use of toxic
products. We are committed to pollution prevention, continual improvement and meeting
or exceeding environmental all regulatory requirements.
Note: You may adopt this policy statement verbatim or modify it to reflect your unique
business situation and philosophy. Any modification should, however, include at minimum
the 3 core commitments of ISO-14001 EMS to: pollution prevention, continual
improvement, and compliance with all state and federal regulations.

Vermont Business Environmental Partnership, Standards, Sample Vermont Business

Environmental Partner Policy Statement, viewed on September 19, 2011,
http://www.vbep.org/standards.html Note: VBEP provides this service to golf facilities, hotels,
and restaurants within Vermont.

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Example #2: Stone Creek Golf Club - Policy Statement

STONE CREEK GOLF CLUB

ENVIRONMENTAL POLICY

Stone Creek Golf Club operates, manages and maintains a 18 hole championship golf course
and club house facilities for the enjoyment of its guests. Located in Oregon City, the course
covers over 140 acres of open grassland and wooded coniferous forest. Stone Creek Golf club
provides a challenge for players of all levels and ability and has established itself as a central
and vital part of the local community offering a peaceful, social and recreational experience.
Stone Creek Golf Club is committed to further improve the environment through education and
stewardship action. Staff, guests, and the public as well as the environment will benefit from
such actions.

To achieve this we will:-

Identify and manage environmental aspects within our operations and apply best practice
principles to ensure pollution prevention and the conservation of natural resources;
Constantly strive to achieve continual improvement in our environmental performance by
making business decisions that work towards sustainable outcomes;
Meet and, where appropriate, exceed the requirements of all relevant legislation,
regulations and other requirements to which we subscribe;
Utilize an environmental management system framework to plan, document, measure
and monitor environmental performance including setting and assessing environmental
objectives and targets and conducting periodic reviews to report on progress;
Continue to recognize the environmental, recreational, educational and social significance
of golf;
Openly communicate this policy to all employees, contractors, regulators and other
stakeholders and make this policy available to the general public and local community;
Foster an environmentally responsible attitude within our organization by providing
appropriate training and competent assessments
Ensure all those who work for or on behalf of Stone Creek Golf Club aspire to our
expected standards of environmental performance and behavior.

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Stone Creek Golf Club Example Goals

STONE CREEK GOLF CLUB

ENVIRONMENTAL OBJECTIVES AND TARGETS REGISTER

ENVIRONMENTAL OBJECTIVES AND TARGETS REGISTER

ASPECT OBJECTIVE TARGET
Environmental Induction of To ensure staff are aware of clubs commitment to the Review staff Position Descriptions to include environmental
Staff environment and their individual environmental responsibility.
responsibilities.
Develop and issue an Environmental Induction Handbook
to all staff by _____________.
Reporting of Environmental To ensure all environmental incidents are reported and Develop SOP for incident reporting and incident report form
Incidents appropriate corrective actions documented. by _____________.
Management of Hazardous To prevent environmental harm as a result of a spill event. Develop and implement SOP for spill response by
Material Spills _____________.
Operational Controls SOPs Operational control procedures (SOPs) for activities that cause or Train staff to ensure they understand all the clubs relevant
have the potential to cause significant environmental impact will SOPs. Training session to be conducted by
be developed. Ensure that standard operating procedures for _____________.
significant activities are conducted under controlled conditions
are implemented.
Reporting of Weekly and To monitor and document environmental performance on a To commence a Weekly Environmental Reporting Checklist
Monthly Environmental weekly and monthly basis. by _____________.
Performance
To commence a Monthly Environmental Summary
Reporting System by _____________.
Environmental Training To train staff on potential environmental events. Conduct 4 TEE simulated training for an environmental
event and 1 simulated spill response drill by
_____________.

Page 25
Example #3: Mirimichi Golf Course GEO Certified Environmental Policy Statement

Page 26
Example #4: Rockland Country Club Policy Statement

Rockland Country Clubs

ENVIRONMENTAL POLICY

Rockland Country Club operates, manages and maintains an 18 hole championship golf course
with a club house, Swimming pool, and tennis Courts for the enjoyment of its members and
guests. We are Located in Sparkill, New York only seven miles Northeast of Manhattan. The
course encompasses 150 acres of rolling hills, wood lands, natural areas and ponds. Our 18
hole championship golf course provides a challenge for players of all levels and ability.
Rockland has established itself as a central and vital part of the local community offering both
passive and active recreation. Rockland Country Club is committed to further improve the
environment through educational and stewardship programs. Our Staff, members, guests, the
public and the environment will benefit from such programs.

To achieve this we will:

Identify and manage environmental aspects within our operations and apply best practice
principles to ensure pollution prevention and the conservation of natural resources;
Constantly strive to achieve continual improvement in our environmental performance by
making business decisions that work towards sustainable outcomes;
Meet and, where appropriate, exceed the requirements of all relevant legislation,
regulations and other requirements to which we subscribe;
Utilize the Audubon Cooperative Sanctuary program and the e-par environmental
management system framework to plan, document, measure and monitor environmental
performance including setting and assessing environmental objectives and targets and
conducting periodic reviews to report on progress;
Continue to recognize the environmental, recreational, educational and social significance
of golf.
Openly communicate this policy to all employees, contractors, regulators and other
stakeholders and make this policy available to the general public and local community;
Foster an environmentally responsible attitude within our organization by providing
appropriate training and competent assessments
Ensure all those who work for or on behalf of Rockland Country Club aspire to our
expected standards of environmental performance and behavior.

Page 27
Example #5: Alpine Country Club Policy Statement

Environmental Policy: Mission Statement

A commitment to strengthening the compatibility of the game of golf with the natural
environment.
EIFG Mission Statement
To provide a good environment for recreation.
To coexist and provide a habitat for nature.
To responsibly manage water, energy, and wastes to prevent waste and pollution.

Environmental Policy:
Efficient water usage on golf course
a. VFD installed in pump house
b. Computerized irrigation control
c. Use of soil moisture meter to determine physical irrigation needs
d. Wetting agent technology
e. Buffer zones around bodies of water
f. Raised mowing heights in fairways and rough
g. Use of low flow heads in landscape
Integrated Plant Management
a. Scouting for pests
b. Use of composts and natural fertilizer sources
c. Reduction of salt based fertilizers
d. Reduction in pesticide usage
e. Cultural practices
1. Mowing height adjustments
2. Water management
f. Use of native perennial plantings requiring less inputs
g. Use of composted mulch to feed landscape
3. Wildlife and Habitat Management
a. Last of green belt areas
b. Perennials draw in pollinators
c. Perimeters allowed to naturalize, use of native vegetation
d. Buffer areas around ponds
4. Energy and Waste Management
a. Energy audit on property, changes in lighting clubhouse and shop
b. Installation of VFD controls for irrigation pumps
c. Composting of grass clippings and leaves, brush shredded for mulch
d. Pesticide tank rinsate used on course
e. Motor oil recycled to waste furnace

Page 28
Example #6 Heritage Hills Golf Course

HERITAGE HILLS GOLF COURSE

ENVIRONMENTAL POLICY

Heritage Hills Golf Course operates, manages and maintains an 18 hole championship golf
course and club house facility for the enjoyment of its members and guests. Located in
southwest Nebraska, Heritage Hills offers a golfing experience that replicates layouts from
golfs European origins. Untamed, wild prairie grasses occupy much of the 192 acre property.
Yucca, wildflowers and other diverse flora complement a visual splendor that partners with a
challenging layout to provide a true test of golf. Heritage Hills has established itself as a
central and vital part of the McCook community offering a peaceful, social and recreational
experience. Heritage Hills is committed to further improve the environment through
education and stewardship action. Staff, members, guests, the public and the environment
will benefit from such actions.

To achieve this we will:

Identify and manage environmental aspects within our operations and apply best practice
principles to ensure pollution prevention and the conservation of natural resources;
Constantly strive to achieve continual improvement in our environmental performance by
making business decisions that work towards sustainable outcomes;
Meet and, where appropriate, exceed the requirements of all relevant legislation,
regulations and other requirements to which we subscribe;
Utilize the e-par environmental management system framework to plan, document,
measure and monitor environmental performance including setting and assessing
environmental objectives and targets and conducting periodic reviews to report on
progress;
Continue to recognize the environmental, recreational, educational and social significance
of golf;
Openly communicate this policy to all employees, contractors, regulators and other
stakeholders and make this policy available to the general public and local community;
Foster an environmentally responsible attitude within our organization by providing
appropriate training and competent assessments;
Ensure all those who work for or on behalf of Heritage Hills Golf Course aspire to our
expected standards of environmental performance and behavior.

Page 29
 HERITAGE HILLS GOLF COURSE

ENVIRONMENTAL OBJECTIVES AND TARGETS REGISTER

ENVIRONMENTAL OBJECTIVES AND TARGETS REGISTER

ASPECT OBJECTIVE TARGET
Environmental Induction of To ensure staff are aware of clubs commitment to the Review staff Position Descriptions to include environmental
Staff environment and their individual environmental responsibility.
responsibilities.
Develop and issue an Environmental Induction Handbook
to all staff by 10/1/11.
Reporting of Environmental To ensure all environmental incidents are reported and Develop SOP for incident reporting and incident report form
Incidents appropriate corrective actions documented. by 7/1/11.
Management of Hazardous To prevent environmental harm as a result of a spill event. Develop and implement SOP for spill response by 7/1/11.
Material Spills
Operational Controls SOPs Operational control procedures (SOPs) for activities that cause or Train staff to ensure they understand all the clubs relevant
have the potential to cause significant environmental impact will SOPs. Training session to be conducted by 7/1/11.
be developed. Ensure that standard operating procedures for
significant activities are conducted under controlled conditions
are implemented.
Reporting of Monthly and To monitor and document environmental performance on a To commence a Monthly Environmental Reporting
Annual Environmental monthly and annual basis. Checklist by 7/1/11.
Performance
To commence an Annual Environmental Summary
Reporting System by 1/1/12.
Environmental Training To train staff on potential environmental events. Conduct 4 TEE or similar environmental training event and
1 simulated spill response drill by 1/1/12.
Water Conservation Set a goal of 10% water usage reduction dependent on Become more efficient is water usage dependent on
weather patterns. weather patterns by 1/1/12

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 ENVIRONMENTAL OBJECTIVES AND TARGETS REGISTER
ASPECT OBJECTIVE TARGET
Energy Conservation Set a goal of 10% energy use reduction dependent on Become more efficient in energy use dependent on weather
weather patterns. patterns by 1/1/12
Bring Fuel Storage Area up To secure and provide containment measures in storage To provide an adequate fuel storage area by 1/1/12
to Acceptable Standards area.
Delivery and Storage of To review the current storage area and make the necessary To develop a SOP for delivery and safe storage of fertilizers
Fertilizers and Pesticides changes and SOP to ensure proper and safe storage. and pesticides by 7/1/11
Waste Management To reduce waste going to the landfill and provide a secure To develop and specifically labeled area for waste and
and specifically designated storage area for recyclable other recyclables by 1/1/12
waste products.

ISSUE DATE DEVELOPED BY (Name) APPROVED BY (Name) PROPOSED REVISION DATE

10/16/10 William K. Bieck, CGCS William K. Bieck, CGCS 7/1/11

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Example #7: Stowe Mountain Golf Club - Environmental Charter

Environmental Charter
for
Spruce Peak at Stowe

"Great things are done when men and mountains meet."

William Blake

INTRODUCTION

To the many people who love Stowe, the natural environment of Mt. Mansfield, Spruce Peak
and the surrounding area is precious. This is a refreshing, clean, beautiful place and we want to
keep it that way. Please join me in celebrating and protecting the tremendous natural
bounty of this landscape.

FOREWARD

When Spruce Peak at Stowe was just a glimmer in this communitys collective eye, preservation
of the environment was a primary consideration. An award-winning collaborative planning
effort then established a strong and clear future vision for the resort. This plan, based on the
concepts of sustainability and environmental stewardship, has been endorsed by Vermonts
environmental organizations, local and state government and the business community. The
heart of this plan is focused on Spruce Peak at Stowe, a residential and commercial alpine
recreation community located at the base of Spruce Peak. This charter establishes the
principles and guidelines that are the foundation for environmental stewardship at Spruce Peak
at Stowe.

MISSION STATEMENT

Spruce Peak at Stowe will be a leader in environmental responsibility through the creation of a
sustainable community that is respectful of existing natural resources and protects the future of
the Stowe environment. Green development construction and design techniques will be used
to enhance the quality of life, to maximize energy efficiency and to connect people to the
natural environment and their community.

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PRINCIPLES

1. Collaborative Planning

The vision of Spruce Peak at Stowe belongs to no one person. It is the collective
dream of many thoughtful people, each deserving to be heard. The concerns,
ideas and inspirations of all stakeholders will continue to be actively considered.
Positive working partnerships with environmental groups, state and local
government and the business community will continue to be cultivated. As
Spruce Peak at Stowe moves through construction and beyond completion,
healthy partnerships between customers, investors, managers and employees
will be a model for future collaborations.

2. Water Conservation

Water is a precious resource that will not be wasted. For example:

Water use will be conserved through the installation of water efficient

fixtures in all buildings.
Native plant species requiring limited irrigation will be used for all
landscaping.
The Spruce Peak Golf Course irrigation system will make maximum use
of recycled storm water for irrigation.

3. Energy Conservation and Green Building Design

With every building, a tread lightly upon the earth approach will be taken. For
example:

All lighting, heating, ventilation and air conditioning systems are

designed to achieve maximum energy efficiency.
Energy systems have been engineered in coordination with Efficiency
Vermont, an innovative Vermont program created to insure energy
efficient development.
EPA Energy Star Guidelines will be used for all construction and, in
certain cases, certification under the national green building program;
LEED (Leadership in Energy and Environmental Design) will be obtained.

4. Chemical Use Management

No doubt about it: golf courses are beautiful places. The Spruce Peak at Stowe
vision is to achieve that beauty with natural materials. The altitude of this site,
combined with sophisticated drainage systems and disease resistant grass types,

Page 33
 will help achieve that goal. The Spruce Peak Golf Course Management Plan has
been prepared with the assistance of environmental organizations and will
significantly limit the use of pesticides or herbicides. It is our objective to create
the most environmentally sensitive golf course within Vermont.

5. Waste Management

The principles of Reduce / Reuse / Recycle must be embraced in order to

manage societys growing landfill needs. Spruce Peak at Stowe will minimize
waste production through the use of convenient recycling opportunities, in turn
minimizing its contribution to growing landfills. All new construction will be
managed under a Solid Waste Management Plan, prepared in coordination with
both the State and the County Solid Waste Authority, that requires recycling of
both construction and demolition material.

6. Transportation

Public transportation is an important tool for improving air quality and

decreasing dependence on petroleum fuels. It helps maintain a level of traffic
consistent with the expectations that people have for rural Vermont. Spruce
Peak at Stowe is served by the Stowe Trolley system, allowing residents and
visitors to leave their cars parked while staying at the resort and still visit Stowe
Village and the Mountain Road for shopping or dinner.

Spruce Peak at Stowe is designed to encourage pedestrian access; a parking

garage and underground parking will house cars. Pedestrian paths will connect
all activities and a heated plaza and walkways will serve the core area. A transfer
lift will connect the Spruce and Mansfield base areas. Convenience and
environmental protection go together nicely.

7. Stormwater Management

The protection of streams and wetlands has been incorporated into all facets of
the Spruce Peak at Stowe design. For instance:

Sidewalks will be heated to eliminate snow and ice without the use of
salt and gravel.
Two new snowmaking ponds will allow the resort to take less water
from the river at critical times, increasing stream flows during the
winter snowmaking season.
Innovative stormwater collection systems have been engineered
throughout Spruce Peak at Stowe and a comprehensive Water Quality
Management Plan will guide all future activities at both Stowe
Mountain Resort and Spruce Peak at Stowe.
Page 34
 A strict erosion and sediment control plan has been implemented for all
phases of construction, and significant wetland areas have been
preserved and protected.
Native grasses and grassy swales will be utilized to filter stormwater
before it is discharged through a large settling pond that will also store
snowmaking water.

8. Environmental Education

Can we go beyond responsible stewardship of the environment? Absolutely!

Visitors to Spruce Peak at Stowe will have abundant opportunities to learn and be
inspired by nature.

In cooperation with the University of Vermont and other environmental

organizations, we will pursue the establishment of an environmental
education center to promote research and educational opportunities.
We will continue to coordinate with the Smugglers Notch Scenic
Highway Partners to protect and preserve the Smugglers Notch Scenic
Corridor, one of only two federally designated scenic highways in
Vermont.
Continued participation in Mt. Mansfield Summit Management
Partnership will ensure the future quality and management of the
mountains backcountry and summit hiking system.

9. Natural Habitat

Spruce Peak at Stowe embraces the principles of compact, clustered

development; land management that deters non-native plant species, and
protection of habitat for rare animals.

Over 2,000 acres surrounding Spruce Peak at Stowe has been

permanently protected through either state ownership or the use of
conservation easements.
Only naturalized native vegetation will be used for all landscaping and,
whenever possible, existing mature vegetation will be maintained
throughout the project site.
The summit of Spruce Peak will be allowed to naturally re-vegetate
after the Big Spruce lifts top terminal has been relocated. This will
increase habitat of the Bicknells Thrush, an important high altitude bird
species.

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 10. Landscape Aesthetics

Thoughtful development should consider whether man-made structures are in

conflict or harmony with their surroundings. Spruce Peak at Stowes clustered
design employs state-of-the-art community planning principles combined with
rustic mountain architecture that compliments the historic and natural elements
of the site. Local business participation in future retail development will be
encouraged. Spruce Peak at Stowe has been derived from the context of its
surrounding setting. The dramatic terrain and spectacular natural setting will be
reflected in the architecture. The natural use of materials and forms will allow
the blending of man-made structures into nature. This style will convey the
luxury of the resort within both the history and natural environment of Mt.
Mansfield and Spruce Peak.

" Climb the mountains and get their good tidings. Nature's peace will flow into you as sunshine
flows into trees. The winds will blow their own freshness into you... while cares will drop off
like autumn leaves.
John Muir

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