Plotting a golf course agronomic plan: Why? How? What?

On the doorstep of 2026, golf course superintendents face renewed challenges, demands and higher expectations from their golfers. Among the numerous tools that top-performing superintendents will use to navigate the coming year, a thorough and proactive agronomic plan will be one they keep at their fingertips.

Three questions arise when considering the necessity and time commitment for creating an effective plan: Why? How? What?

Why is an agronomic plan needed?

Rising expectations, strongly held differences of opinion and escalating costs require clarity in mission and process for golf course leaders. Your agronomic plan will set the stage for multiple mission-critical requirements:

Standards of care: The golf course plan addresses cultural practices, shows images of cutting heights, and describes the fit and finish golfers can expect on a consistent basis.

Scope of operations: In setting the standards, the superintendent describes what will be done … and not done. The plan articulates the scale of operations and extends literally to the metes and bounds of the property and figuratively to the extent of care dictated by the plan. Will the course be kept to the highest standards of major events? Or kept more modestly?

Costs required: Rising costs for labor, benefits, fertility and water dictate that projected expenses be thoughtfully and comprehensively identified, described and justified. The agronomic plan is where superintendents make their argument for the standards being set.

Organization of management: Rising labor costs are the largest component of every budget, and they require explanation and justification. These costs must be described precisely and simply to ensure understanding by all stakeholders, especially those whose support you need to execute your plan.

How to develop an agronomic plan?

A basic table of contents looks something like this:

Executive summary: Written last, this section of the plan succinctly states your goals and objectives and covers one or two key points of the overall plan. It does not introduce content not covered in the plan. Keep it to one page.

Purpose and values: What do you consider the reason you come to work every day? This could be both internally and externally focused. What are the benefits you and your team provide golfers who play your course, and what satisfaction does the job provide you personally? In stating your purpose, you will also highlight the values for which you stand.

Scale of operations: Projecting your intended accomplishments and the costs to deliver those results require a plan that describes the scale and scope of operations, including number of acres, crew headcount and the projected number of hours they will work, use of contractors, and time and seasonality impacts. Maps and visuals bring additional clarity to these considerations.

Cultural practices: Here you describe how you will approach best standards, based on available budget and resources.

Fertility plan: State which fertility issues are relevant to your course and how these were incorporated into the plan. Summarize your intended fertilization schedule and how it contributes to the conditions you have established as your goal.

Water-taking and use plan: Your plan should convey an understanding of current and potentially changing local guidelines and ordinances that affect water availability and use.

Arboreal plan: Show that you recognize the significance of the trees on your golf course while helping your stakeholders understand that some of those same trees — and the shade they produce — are often at odds with excellent turf conditions.

Pesticide plan: Keeping your facility safe and prosperous requires proactive pest management practices. State them and show your intended schedule, noting that while preemptive pesticide use is part of the plan, changing weather and turf conditions often call for reactive measures as well.

Labor scale, scope and costs: In addition to stating how you will manage, train and encourage your crew, this is where you show how your team is organized and will be deployed. If your team is fortunate enough to have longstanding members with extensive experience and expertise, make note of their value. If you enter the year at risk of not meeting your goals because of labor shortages, that caveat should also be stipulated.

What results should you expect from your plan?

This part of the document represents your promise to your stakeholders. As precisely as possible, and in quantifiable terms where appropriate, state the results that can be expected. Don’t hedge your bet. State your ambitions boldly and clearly.