Published monthly by the Metropolitan Golf Course Superintendents Association

June 1979

MEETING NOTICE:

Thursday, June 7, 1979
Mt. Kisco Country Club
Taylor Rd. Mt. Kisco, N.Y. 10549
Superintendent:
Host:
Superintendent: Fred Scheyhing
Return card or call
Hans Richter
Club Manager:
Golf Professional: Bob Johnson
Greens Chairman: Mr. Robert Bower
Mr. Dale Austin
Club President:
Superintendent: 914-666-2254
Telephones:
Clubhouse:
914-666-2116
Golf Shop:
914-666-7300
12:00 Noon Carts: $16.00
Golf:
Caddies: $10.00 includes tip
12:00 PM—3:00 PM
Lunch:
6:00—7:00 PM with Hors D’oeuvres
Cocktails:
Dinner:
7:00 PM $15.00 Steak cookout
Ann Reilly—“ Flowers-Roses-Annual
Program:
Beds, etc.”
North or south—exit Readers Digest exit
Directions:
on Saw' Mill River Parkway. Follow to
light on 117. Take a left onto 117. Club
is about one mile on right side (Sign
saying first right turn)
Date:
Place:

Vol. IX , No. 5

May 17th. Superintendent A1 Caravella had the course in
excellent condition and this is how the final scores looked:
First Place:
Apawamis Club, 56 net for Mike Cara­
vella and Ralph Hubbard.
Second Place: Rockrimmon Country Club, 59 net for
Bob Tosh and George Cohen.
Third Place:
Winged Foot Golf Club, 64 net for Ted
Horton and Hank Malfa.
Special Awards: Closest to the pin: George McCanless
Longest drive:
Mark Millett
Harry Auerbach, President of Brae Burn, and Gilbert
Koenig, Greens Chairman, gave us a warm welcome. Pet~r
Gogolak, a former Buffalo Bill and New York Giant, shared
with us some of his more interesting experiences as a player
for these two great teams. There may be a lesson to be learned
from Gogolak’s entry into football from soccer. His open
mind and belief in himself allowed him to see how United
States football could allow him the same opportunity for
success that his native Hungarian soccer had. Thank you,
Peter, for a most interesting experience.
Our area is beginning to feel the effects of the previous
truckers’ strike combined with the current tugboat strike. We
not only have the backlog of regular truck deliveries caused
by the strike, but we also have problems from the tugboat
strike. It seems that all available trucks are tied up hauling
items such as gravel normally taken care of by the tugs. The

COMING EVENTS:

May 29-June 3
June 7
June 20
July 9-15
July 19
July 25
August 16-19
August 20
August 22
September 20

Golden Lights Tournament, Wykagyl C.C.
MGCSA Monthly Meeting, Mt. Kisco C.C.
Rutger’s Field Day, Adelphia
1979 U.S. Women’s Open, Brooklawn C. C.
(for info, call 203-334-5116)
MGCSA Monthly Meeting, Innis Arden G. C.
Univ./Mass. Annual Turf Field Day
Westchester Classic
Family Picnic—Woodway C. C.
Univ/Rhode Island Turfgrass Field Day
MGCSA Invitational, Ridgeway C. C.
MGCSA NEWS

A beautiful spring day combined with a great golf course
made for a successful MGCSA Superintendent/G reen
Chairman Tournament at the Brae Burn Country Club on

May MGCSA meeting, Brae Burn Country Club. Left to
right: R.P. Korbobo, Rutgers University Extension Service;
Dr. Ralph Engel, Professor of Turfgrass Science, Rutgers
University; Al Caravella, Superintendent at Brae Burn and
Bob Alonzi, MGCSA President.

Editorial Staff
Ted Horton, Co-Editor

Office: 914-698-2827
Home: 914-937-3613
Office: 203-637-3210
Home: 203-637-3939

Pat Lucas, Co-Editor

OFFICERS
Robert Alonzi, Fairview Country Club
Office 203-531-8910, Home 914-531-1930

President
Vice-President

Michael Maffei, Back of Beyond Golf Course
Office 914-279-7179, Home 914-279-7895

Secretary

Paul Caswell, Greenwich Country Club
Office 203-869-1000, Home 203-661-8949
Sherwood Moore, Woodway Country Club, Inc.
Office 203-329-8257, Home 203-322-0004

Treasurer

Not copyrighted. I f there is good here, we want to share it with
all chapters - unless author states otherwise.
combined result of this situation is very tight deliveries.
I’m wondering what result this will have on our fall
deliveries of lime, topdressing, etc. Last fall we had problems
getting adequate liming materials because many trucks were
tied up hauling salt for villages and towns. This is something
to be considered. Possibly one answer may be to have
materials that are normally brought in during fall be brought
in during summer this season. I guess a club’s storage
facilities and cash flow situation would probably enter into
the decisions.
Next month we will again visit Fred Scheyhing at The
Mount Kisco Country Club on Thursday, June 7th. Please
remember to mail your reply cards to Fred promptly upon
receipt.
—Pat Lucas

organizing projects. I have found certain methods which,
when applied to golf course projects definitely aided in their
completion.
“ Pert” (Program Evaluation and Review Technique) and
“ CPM” (Critical Path Method) have been used for many
years in the construction industry. While these methods have
been very successful on large scale construction projects, 1
believe their application can be just as beneficial to our
smaller, less complex golf course projects.
The early forerunner of these techniques, the Gnatt Chart,
dates back to World War I. At that time, the U.S. Army
Ordnance Bureau needed to keep informed about the
progress of the many and varied materials ordered for
munitions. To meet this need, Henry L. Gnatt displayed how
horizontal lines or bars could be used to show the progress of
a job towards completion. Since then the Gnatt or Bar Chart
has been used widely both in industry and government.
Additional charts have since been designed to refine the
Gnatt Chart and to provide better control for more complex
projects. “ CPM” was developed in 1957 by the duPont
Company to assist in the planning, scheduling and
coordination of new plant construction. Since that time the
U.S. Navy’s Special Projects Office developed network
scheduling systems now known as “ PERT” for use on the
Polaris Missile Project. At this time there are some ten dozen
variations of both “ CPM” and “ PERT” .
This article will deal with two systems, the Gnatt or Bar
Chart and the Critical Path. Where do these two systems fit
into the golf superintendent’s world? As 1 see it, we have two
distinct applications for these systems:
A. Planning, executing and completing any given project.
B. Communicating the various facets of project stages to
our superiors.
Let’s begin with “ A” , getting the job done. “ CPM” and
“ PER T” methods pave the way for SYSTEMATIC
PLANNING. Strategy for project completion can be planned
more logically when the sequence of activities are plotted out.
Organization can be established and procedures set up.
Possible problems can be identified and tentative solutions
analyzed. Starting and completion dates can be established.

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$150.00 or will swap for other equipment
contact: Pat Lucas (203) 637-3210
WHEN WILL IT BE READY?

How many times a season do we hear that question? Or,
“ When can we use it?” , or “ How come it takes so long?”
Questions like these and many others prompted me to in­
vestigate several concepts used by industry in planning and

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In short, a “ Road map” showing current and future progress
will be established.
And now to “ B” , communication, just as important as
“ A” if not more so. The mobilization work which goes on
behind the scenes of a project is seldom, if ever, recognized by
superiors. And the length of time for project completion,
whether it be construction of a tee or installation of an irriga­
tion or drainage system, is seldom understood.
“ PERT’’ and “ CPM” offer us an opportunity to comunicate our goals and objectives and the steps necessary to reach
them. Visualization helps make it possible for the various
steps necessary for project completion to be thoroughly ex­
plained. To have it graphically displayed on paper or on a flip
chart and easel make it more easily understood. Better pre­
sentations can be made to the various governing bodies before
the project begins.
THEGNATTCHART
Presented here is a Gnatt Chart similar to the one 1 used
this spring at Innis Arden. The left hand column lists activi­
ties in their planned sequence from top to bottom. Across the
right top of the page are time frames indicating the time
necessary for completion of the various projects or activities.
Horizontal bars drawn next to each activity and under the ap­
propriate time frame make it easy to visualize the planned
starting date, duration, and planned completion date. The
top bar across from the activities shows planned performance
time. The second bar below it shows actual performance time.
A vertical data line signifies that the project has been
updated.

A chart of this type is very effective for presentation at
committee meetings. Again, each person is afforded visual­
ization of what is to be explained and therefore develops a
greater understanding. These charts are good for minor
projects where relationships between activities are evident.
However, they do lose their effectiveness as the interrelation­
ship between activities becomes more complex.
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THE NETWORK CHART WITH CRITICAL PATH
The first step involved in this process is bringing together

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all persons involved in the project, i.e. the contractor and his
subs, carpenters, excavators, plumbers, electricians, land­
scapers, etc. The next step is to list all activities necessary to
project completion. It’s not necessary at this point to have
activities in proper time or priority sequence. It’s only im­
portant to have all activities listed.
The next step is to plot the activities on the chart based on
priority sequence of events which must take place in an
orderly fashion to complete the project.
Each major activity is place in a “ node” on the chart in
priority sequence beginning with the activity which must be
done first. Following from left to right each activity is place in
its own “ node” in priority sequence. In certain instances one
will find that some activities can be performed simultaneous­
ly with others. In this case, the simultaneous activities will be
paralleled on the network chart as presented.
The next step is to determine from the person responsibile
for the work how much time is required to complete specific
activities. 1 believe you will find the following “ CPM”
formula for estimating time very interesting.
Four distinct times are determined. The first is called
“ pessimistic time” (P.T.) which is an estimate of the longest
period of time it would take to complete the project if every­
thing conceivable were to go wrong. The second time is called
“ optimistic time” (O.T.) and, as the name indicates, is the
amount of time it would take to complete the project if everthing were to go smoothly and be completed in the quickest
time possible. The third is called “ most likely time” (M.L.T.)
and obviously refers to the best estimate of time required.
Using the following formula, “ realistic time” (R.T.) is
calculated: (chart on opposite page)
“ Realistic times” are indicated between each activity on the
“ PERT” chart. This process is followed for each activity
until all are joined by arrows and times indicating the amount
of time to complete each activity.
The next step is to construct the “ CRITICAL PATH”
which is a broken line that connects each activity based on
the longest sequence of activities that when totaled will give
the entire amount of time it will take to complete the entire

project (days, weeks, etc.) This path is called the
“ CRITICAL PATH” because, as the name indicates, it is
critical to the project in terms of its completion.
When drawing a network, be sure to allow plenty of room
to clearly display adequate activity description, dates and
duration times.
Thorough texts on “ CFM” for planning are available at
most libraries. Try it; it may help you see where you are,
where you are going and how you are going to get there.
—Pat Lucas

Something to think about.

. .
Human nature being as it is, the average person’s thoughts
turn to God only when he is in some trouble, seriously ill,
financially despondent, suffering the loss of a loved one, lost
in the mountains, buckling on a life preserver or worshipping
in a church service.
Alfred Armand Montapert

SIEF

F. Sun. Being restricted from
syringing greens & tees
during the day, and the course
being about 120% Poa. we
relied on a SURF-SIDE #30
drench application to hold the
turfgrass. The greens, collars,
and approaches couldn’t have
been better!

wetting
agent

JOE
FELUS
Golf Course Superintendent
Whitemarsh valley CC

IVB CLASSIC

Controls
Foam

Golf Tournament 7 8
Ran through a week of no rain
with temperatures steadily
climbing to 96° F. Sat. and 98°

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BOX 404 AMBLER, PA. 19002

GREENHOUSE

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IRRIGATION EQUIPMENT
PUMPS, VALVES, CONTROLLERS
FUNGICIDES
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FERTILIZER

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1170 U S. ROUTE 22
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Sales Representative —
Brian Makar
(914) 969-5932

• EVERGREENS
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1081 KING STREET, BOX 64, GLENVILLE STATION
GREENWICH, CONNECTICUT06830
(203) 531-7352

(914) 937-4644

Editor's Note: The following article is taken from the May
issue o f Fore-Front. It has a lot to offer and much o f what is
said dates back some 2,000 years to the Golden Rule.
It's ironic how some firms refuse to pay fringe benefits to
their employees because they “can't afford it. "Basic benefits
like sick pay, hospitalization, vacation, etc. But suddenly
when unionization takes place, it's affordable. It's like the
club that couldn't afford to do a project right the first time,
but did do it right when it had to be done over the second
time.
The recent movies “Norma Rae" and “FIST" illustrate
very well that employees are going to be treated decently,
whether management does it on its own, or by a union.
Again, Fore-Front's article reprinted below has a lot o f
sound advice fo r management and supervisors.
WHAT UNION ORGANIZERS LOOK FOR
What do union organizers look for when they begin select­
ing an organizing target?
A recent published study suggests that unfair and harsh
treatment by supervisors is a primary condition of this
selection process.
The study—the Dartnell Management R eport—also
suggests that employees believe they can get even with man­
agement for real or imaginary wrongs by joining a union.
Here are some of the items, according to the report, that
union organizers look for: a) Little, if any, personal recog­
nition. Employees believe they could at least get forced recog­
nition from the company; b) Lack of firm and fair discipline;
c) Fear of job security. Employees feel they would have
greater safety and job security numbers; d) Failure of man­
agement to exercise confident leadership; e) “ Open-door”
complaint procedures that do not open doors; 0 Failure of
management to help employees identify themselves with their
employers. Employees believe they would have the opportun­
ity to achieve a personal need satisfaction through a union;
0 Favoritism; g) Lack of standard or inadequate employee
benefits; h) Substandard wages; i) Failure to put company

Sterilized Top Dressing

301-335-3700

personnel policies and employee benefits in writing.
—Fore-Front, May 1979

Host Superintendent:
Al Caravella of Brae
Burn Country Club.

DON’T DIG YET!!! CALL FIRST!!!
This article is being reprinted as a reminder. REMEMBER, if
you live in Connecticut, it’s the law. For everyone else, it’s a
good idea.
CALL BEFORE YOU DIG
One break you don’t need while digging with power equip­
ment in your yard is breaking utility equipment that’s under­
ground. Breaks disrupt service, and they’re costly to repair.
Also, electrical voltage and gas in broken lines can injure you
and others.
Thousands of miles of cable, pipe, conduit, gas and water
mains are under streets, sidewalks and lawns in cities. In
suburban and rural areas, they parallel main roads and run
along rights-of-way through private property. In many cases,
they’re buried only 30 inches or less below the surface.
A state law in Connecticut, which went into effect in 1977,
makes it mandatory to notify utilities before digging with
power equipment. Whether you’re a homeowner or
contractor, remember to call 1-800-922-4455 toll free 7 a.m.
to 6 p.m. Monday through Friday at least 48 hours before you
plan to start digging.
Once you call, it’s the utility’s responsibility to analyze the
site, and identify and mark any underground facilities. If
there are none, you’ll get the go ahead to start your project.
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for a completely homogenous mixture that
will not separate during handling and spread­
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Egypt Farms top dressing is formulated especially for the transition
zone to specifications recommended by the United States Golf Associ­
ation, Texas A&M , Penn State, North Carolina, and the University of
Maryland.
Many years of research and testing by these leading universities have
produced a soil mixture for superior growth; to maintain the best bal­
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the retention of usable water and nutrients in the growing medium.*
*Green and tee construction materials and mixes conforming to
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THE REICHERT COMPANY

D ISTR IB U TED BY:
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(914) 769-7600

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(201 ) 843-6655

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MAIL P.O. BOX 273
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This free one-call service is provided by all owners and
operators of telephone, electric, gas, telegraph, pipeline,
drainage, sewage, water, community television antenna,
steam pipes and traffic signals.
You insure your own health and safety, as well as help us
prevent service disruptions, when you call before you dig.

Guest Speaker at Brae
Burn—Pete Gogolak,
formerly with the
Buffalo Bills and the
New York Giants.

HANDLING, MIXING PESTICIDES
Points to observe for safely handling and mixing pesticides
include:
• Personnel who mix, handle or apply pesticides should wear
proper protective gear, including—as called for—impervious
gloves and apron, respirator, eye protection and fully
covering attire (long sleeve shirt, long pants, boots and hat).
• Whenever possible, personnel should not work alone; mix­
ing and handling have a high degree of hazard due to poten­
tial exposure to splashes and spills of concentrated material.
• Have sufficient clean measuring and transfer containers
ready before opening pesticide containers.
• Read the label; mixing precedures may have changed since
last use of a compound.
• Mentally review weighing, measuring and mixing steps
beforehand.
• Open pesticide containers and pour materials slowly and
carefully to avoid splash and contamination. Keep the con­
tainer’s seal or pouring spout directed away from one’s body,
particularly one’s face. Open sacks and bags with a knife,

ATAEN1US
A new white grub problem
that is spreading rapidly.

rroxoi
80 SP insecticide.

rather than tearing, to avoid billow-up of dust or powder;
clean the knife.
• Treat all pesticide containers as full; an “ Empty container
may still hold a lethal amount of toxic material.
• Do not mix higher concentrations of pesticides than recom­
mended on the label.
• NEVER USE MOUTH SUCTION to draw liquids into a
pipette or siphon during measuring.
• Use accurate measuring devices—an easily read graduated
container or an accurate scale.
• Use a squeeze wash bottle and suitable solvent for rinsing
small containers.
• Follow recommended rinse procedures, such as the triple
rinse—30 second drain method.
• When filling a tank by hose, keep the discharge end of the
hose above the tank’s highest liquid level to avoid back
siphoning.
• Whenever possible, stand upwind from material being
handled so that any fumes or dust are blown away and not
inhaled.
• After use, be sure all pesticide containers are tightly closed,
externally free of spilled or dripped material and returned to
the proper storage spot.
• Thoroughly clean all measuring, weighing, mixing and
transfer apparatus after use.
• Clean up spilled materials immediately.
• Do not eat, drink or smoke while handling pesticides,mor
afterward until having thoroughly washed face and hands
with soap and water.
• Wash protective gloves with soap and water before
removing them from hands. Gloves should be replaced
frequently, even though they do not appear to be worn out.
• Clothing worn during mixing and handling pesticides
should be washed with detergent before being worn again.
• Personnel should shower/bathe with soap as soon as
possible after mixing and handling pesticides.
—International Plant Protection Center,
Oregon State University,
Infoletter No. 39—February, 1979

P A R T A C
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DISTRIBUTE D BY:

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516-265-3580
O N LONG ISLAND

DAVID J. SYLVESTER
AR E A S A LE S R E P R E S E N T A T IV E
HOME

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'■ 'S a r d

COLLECTION

Pat Lucas, Editor
87 Tomac Avenue
Old Greenwich, Conn. 06870
First Class

B LUCAS JR
PIPING ROCK CLUB
LOCUST VALLEY NY

A

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BLUE RIDGE PEAT FARMS, INC.

Bob Lippman

WHITE HAVEN, PA. 18661

Golf Course Topdressing
Peat-Humus

Gene Evans, Owner
Professional Engineer
(717)443-9596

W ESTCHESTER TURF SUPPLY, IN C.
Chemicals, Fertilizer, Seed, Supplies, Irrigation
“SERVING THE FINE TURF PROFESSION”

We supply over 400 golf courses in a six state
area with topdressing and related products.
Call or write to find out how we can supply your
requirements.

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(914) 937-6523

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for reconditioned or new
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Open: 8:00-5:00 Mon.-Thur.
8:00-4:30 Friday
Closed Saturday