Pests & Diseases


“ Firmness meter


Using a combination of stimp; smoothness meter; firmness meter; moisture meter and an NDVI turf health monitor, results have already been transformational


from GreenCast historical data, and planned key dates for turf management operations and club competitions. The focus was firmly on prevention.


The plan also included alternating fungicide


modes of action as good practice to maintain optimum control of the range of diseases and minimise the risk of any resistance developing. As a result, and even through the intensive


remedial works, the measured differences - using a combination of stimp; smoothness meter; firmness meter; moisture meter and an NDVI turf health monitor - have already been transformational. From December 2015, when 86% of greens


would have been rated below average or poor compared to industry competition standards, by the end of 2016 just 17% were poor and 27% below average. Now 33% were rated ideal or best, compared to no greens reaching the best standard and only 7% ideal a year earlier.


Furthermore, a review of the fungicide


programme and the experience gained for specific disease threats has seen the planned usage for the coming year reduced to six applications, and the potential to further refine recommendations and timings in the future. For Lee, the key points from the initiative


have been:


• A fungicide strategy is part of a structured ITM strategy


• The fungicide programme has enabled the ITM approach to happen


• The importance in identifying how changes in the environment influence disease pressure


• Understanding how the chemicals work and where they are most appropriate to use


• The importance of application timing Moisture meter reading 120 I PC FEBRUARY/MARCH 2017


“Clearly, turf quality and playability are inextricably linked to player satisfaction,” said Lee. “Ultimately, our actions have a huge influence on the financial performance of the club.”


“Our aim is to keep the course open and


playable 365-days a year, which means the club should never have to lose income from a booking, or dissatisfied member who doesn’t think they have had value for money.” “No one element of the ITM strategy works


in isolation,” he added, “so we have to look at all the points and decide which bit we can influence and how we can use the approach to develop the most effective solution that works for us.” “Throughout the process, the repeated


mantra is ‘high quality’, which the whole club ethos strives to attain; now we can measure and demonstrate the contribution that the greenkeeeping team has made.”


Our aim is to keep the course open and playable 365-days a year, which means the club should never have to lose income from a booking, or dissatisfied member who doesn’t think they have had value for money


”


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