Bill Bieck didn’t think he’d stay too long after helping to establish Heritage Hills in 1981—but 34 years later, he’s directed a renovation to reinforce the strong reputation of the popular semi-private Nebraska property.
While the golf courses in the U.S. that host major events or grace the pages of consumer magazines are certainly worthy of the recognition they receive, there are also many courses with lower profiles that quietly draw rave reviews for their playability, aesthetics and/or conditioning.
Such is the case for Heritage Hills Golf Course in McCook, Neb. (population 8,000). Located in the southwest region of the state, 15 miles north of the Kansas border and 80 miles east of the Colorado state line, the Heritage Hills course, cut out of rolling hills and plateaus with an abundance of native vegetation, offers a links-type feel with plenty of options for all playing levels.
Super in the Spotlight
Bill Bieck, CGCS
Position: Golf Course Operations Manager, Heritage Hills Golf Course
Location: McCook, Neb.
Education & Training: B.S. in Agriculture (cum laude), Kansas State University, Manhattan, Kan.
Years at Heritage Hills Golf Course: 34
Years in Golf Course Maintenance Business: 47 (began working on golf courses at age 15)
Previous Employment: Golf Course Superintendent, Riverside Golf Club, Grand Island, Neb. (1979-80); Golf Course Superintendent, Lakeshore Country Club, Council Bluffs, Iowa (1976-79); Assistant Golf Course Superintendent, Oak Hills Country Club, Omaha, Neb. (1974-75)
Certifications: Certified Golf Course Superintendent (Golf Course Superintendents Association of America)
Honors and Awards: Two-time selection as Superintendent of the Year, Nebraska Golf Course Superintendents Association; President, Nebraska GCSA; Distinguished Service Award, Nebraska Turfgrass Association; Selected for pilot program for Groundwater Foundation’s Green Sites program
The course’s strong reputation, facilitated by a renovation completed in time for the 2014 spring season, has helped it develop a steady stream of devoted and repeat customers from not only throughout Nebraska, but also Kansas, Colorado, Wyoming and even Canada. Since its inception in 1981, in fact, Heritage Hills has hosted guests from every state, reports Bill Bieck, CGCS, who has served as the property’s Golf Course Operations Director since the first shovel of dirt was turned for construction in 1980.
What’s been the secret to the course’s under-the-radar success? Bieck says its design, conditioning and reasonable rates play a key role—but his humble nature hides the impact that he himself has had (and that his peers quickly acknowledge).
C&RB recently caught up with Bieck to get him to reflect on all that he’s seen not only during his 34 years at Heritage Hills, but throughout a career that began at age 15 and is now close to spanning a half-century.
Q What is the genesis of Heritage Hills?
A There used to be a nine-hole course owned by the Elks Club in McCook prior to 1980. A group of golfers wanted an 18-hole course that would be maintained to a higher standard and offer a unique golfing experience. So, they bought a rugged piece of land west of town and applied for a government grant for public recreation use.
Golf Course Profile
Heritage Hills Golf Course
Website: www.heritagehillsmccook.com
No. of Holes: 18
Type: Semi-private (nine holes owned by the city and nine holes owned by the club)
Designer: Original – Dick Phelps and Bradford Benz (1981); Redesign/Renovation – Kevin Atkinson and Rick Phelps (2013)
Year Opened: 1981
Golf Season: Open year-round, although season is largely 10 months (no carts allowed in January and February)
Annual Rounds: Average between 14,000 – 15,000
Tees, Fairways, Roughs: Bluegrass/ryegrass mixture (roughs also include a transition to buffalograss and other warm-season natives)
Greens: Penncross bentgrass
To get the grant, the public had to have access to the course, so that is why it is a semi-private facility. Actually, the city owns the front nine and the club owns the back nine. But the city leaves the management of the entire course to the club.
That was in 1980, and I was hired to serve as the construction superintendent and as the liaison between Dick Phelps, the architect, and the Board. I was actually managing the project, paying the bills, making a variety of decisions and so on. I believe it was Landscapes Unlimited’s first major construction experience. Bill Kubly, LU’s President, and I were down on our hands and knees putting down markers and flags. We were very hands-on. I learned so much that summer.
Q Did you ever think you’d be there for 34 years?
A Heavens, no! I thought I would get it built, get the operations going and then move on to another course with greater financial resources. There were a few times, when funds were low and I did not get paid for a while, that I felt I owed it to my family to look around. I did interview at a few other places over the years and had opportunities, but it kept coming back to what made us happy.
Then, after a family tragedy left me as a single parent with three young boys, ages 6, 9, and 14, I realized that McCook was home. What is the saying—it takes a village to raise a child? The community, my church family, and most notably the Heritage Hills family, reinforced my belief in this community.
As younger superintendents look to move up that ladder of success, it is important to look at all the intangibles that will affect your family as well as your career. In this business we see a lot of green grass, but it is not always greener elsewhere.
Q What has changed most in your time there?
A When I first got here, the superintendent was meant to not be seen and not be heard. But all of that has changed. Superintendents must now be visible and be good communicators. I present budgets, go to Board meetings, speak to different groups and engage with golfers.
The other thing I have had to become more involved in, especially as the competition grows, is marketing. We are constantly looking for means to attract golfers and retain the ones we have. That is one of the main reasons we did the renovation in 2013.
Technology has obviously changed, too. Not only from the turf management perspective, but also in terms of communications. We have so many more options to communicate with staff, management and golfers. Lastly, there is the sensitivity to the environment that the industry did not have in 1980.
Q What has been the key to your own longevity?
A Being consistent, being progressive, and having a little luck along the way. We have always strived to have consistent conditions on the course. Whether it be green speed or height of cut, I think it is always important to deliver a quality product.
Course & Grounds Operations Profile
Heritage Hills Golf Course
Annual Course Maintenance Budget: $270,000 (includes water and labor)
Staff Size: Seven during late spring, summer, early fall; two at other times
Other Managers: Clint Coleman, Assistant Golf Course Superintendent
Water Source and Usage: Water wells located adjacent to the Republican River, 1.75 miles from facility. No restrictions at present unless electric utility reduces load control, thus impacting pumping ability. Usage is monitored and subject to control during “water-short” years.
Aerating and Overseeding Schedules: Overseeding only on areas of turf damage/loss to desiccation. Aerating in the spring and the fall due to heavy clay soils.
Being progressive and keeping up with technology and not being afraid to try a new approach is also critical. I consider our facility to be low-budget. So it is often difficult to be progressive, which usually requires a financial commitment. I have always had a major influence in the financial management at Heritage Hills. Thus, it is of utmost importance to understand what the club can achieve without putting it in financial jeopardy.
You also have to stay on top of things and not let small problems become big problems. I am not talking about having perfect conditions, but having a keen eye and not becoming lackadaisical. You need to have quality agronomic programs that keep your turf healthy. I don’t like to leave things to chance. In our case, we have heavy clay soils, so the water does not move well through the profile. That is why we have to be diligent with our water management.
It is also important to be a good communicator and be in front of the issues and not behind them. I report to the Board of Directors, mainly the President, so I keep them apprised of everything so there are no surprises. I also believe it’s important for any professional to stay current. Networking with your peers and participating in continuing educational opportunities are pivotal for the advancement of our professional development. Too many people rely on what they learned years ago and do not change. Change is constant, and we all must change to be successful.
Q You have taken on water as an environmental focus at Heritage Hills. Why is that?
A You hear all of the discussion about the lack of water, especially in the West. Golf needs to be responsible, informed and proactive. First, we must advocate for ourselves as an industry and have the data to support it. Second, we must demonstrate what we are doing to protect the quality of our water and to conserve it.
At Heritage Hills, we do not irrigate wall-to-wall. We believe we will decrease our water usage after the renovation because of the updated irrigation system and use of drought-tolerant grasses and expanded habitat areas.
I have also become heavily involved in the Groundwater Foundation, to help educate others on how to protect our groundwater supplies. Heritage Hills was selected to be a participant in the foundation’s Green Site program, to demonstrate how water could be conserved and protected. I have also done webinars on the subject and serve on the GCSAA Environmental Task Force, so you could say it is a passion. I truly believe it won’t be the cost of water that will be the biggest challenge of golf in the future, but rather its availability.
Q Why the renovation in 2013?
A The Board had originally decided to appropriate $5,000 and upgrade a few tee boxes. But I felt that if we were going to make a substantial impact, we needed to do more than just some work on tee boxes. The course was more than 30 years old and it was time to look at making some bigger changes.
So I approached the Board and we agreed that a more extensive plan was needed. We were facing increased competition, so we needed an upgrade to stay competitive. Next, I think we needed to make it more inviting for the various skill levels.
All of the sudden we are raising money and as it grew, we were able to do more. We sold signage sponsorship for each tee box, businesses began to donate money, and several members provided materials and labor. We did it all in-house—21 tee boxes were modified, bunkers were reshaped, and all fairways were addressed.
As the project grew, it became more difficult to coordinate all of the volunteers and construction activity. I must credit Kevin Atkinson, the architect, for all of his support and input. It was a project that was constantly expanding as we were able to generate more funding.
We ended up investing $250,000. It would have cost more than twice as much had we gone outside. From the new tee areas, the course is longer at about 7,000 yards. But from the new forward tees, the course actually plays shorter. We made the course more playable, but we also improved the look with a renewed links feel. The feedback has been great.
Q Could this be replicated elsewhere?
A It would be difficult. I think you need the perfect set-up where the community is behind the project and willing to contribute to the effort. I see this working for small-community municipal, public or semi-private facilities, where it is seen as a vital part of the community’s fabric. Also, you need to have a patient architect who is willing to work with a dynamic, ever-changing project.
One thing we were able to do was keep the course open during the renovation. I am proud of that. It took some planning on our part and some flexibility on the part of the golfer. As a superintendent it was a great experience. I got to do something new and be challenged.
Q How much longer do you want to work, and what advice do you have for others in the business?
A I am 62, so I think three more years would be great. We are grooming my assistant, Clint Coleman, to take over. He’s been here nine years, so he has a good understanding of the club. He grew up with my son, so I have known him since he was a little kid. He will be great.
For young superintendents, I suggest they have an open mind, carry a positive attitude, and keep on learning. I had three different mentors. They were all well-respected, but did not do everything the same. There’s more than one way to skin a cat.
You also want to work for good people, be observant, and ask questions. Seek out people who are not only technically good, but who have good character. Integrity is important in this business.
Tell Us What You Think!
You must be logged in to post a comment.