For most young sports field managers, the word “budget” feels like a far-off concept. It’s the thing the boss stresses about in the office. It’s the reason your fertilizer rate got cut, or why your request for a new mower was met with a “Maybe next year.”
If you’re serious about becoming a leader in this industry, budgeting isn’t just your boss’s problem; it’s your warm-up. Budgeting in sports field management is more than just numbers on a spreadsheet. If you’re not paying attention to what things cost, then you’re missing half of the field management playbook.
In this profession — and in life — you don’t rise to the occasion; you fall to your level of preparation. If you want to be trusted with more responsibility, you need to show that you’re already paying attention, especially when it comes to dollars and cents.
During my first stint in Minor League Baseball, I noticed what was being bought and how often. I started asking questions like “How much did that cost?” and “How many times do we order that each year?” It became a mental exercise for me. Multiply the number of purchases by the cost, and suddenly I had a rough idea of what we were spending annually. I started doing this with anything we used regularly. I wasn’t managing the money, but I was learning its habits. And when the time came years later for me to take on a budget of my own, I wasn’t starting from scratch.
You don’t have to manage the budget to monitor the budget. Start with curiosity. Ask questions like:
What does this product cost per acre?
Is this a contracted service or internal labor?
Are we on a monthly, quarterly or annual budget cycle?
What’s the cost difference between this material and the one we used last year?
These questions won’t just make you smarter — they’ll help you become a trusted voice in your department. Supervisors remember people who show interest in the big picture.
Even something as simple as asking to see the invoice for the paint you’re using every week can change your perspective. It’s one thing to spray white lines; it’s another to know each can costs $7.95 and you’re using six cans per field per week. That’s $47.70 per field, per week — multiply that by the number of fields and the season length, and you’ve just uncovered a major line item.
If your department uses contractors, take note of how the contract is structured. Is it per service or per month? What are the deliverables? Is there a penalty for missed days? What’s the term length? Who inspects their work? If you don’t know, ask to sit in on one of the vendor walkthroughs or contract reviews. You’ll learn how decisions are made, what red flags to look for, and how to hold partners accountable.
This type of observation can build trust with leadership. When you’re already aware of what’s happening behind the curtain, it’s a much easier transition when it’s your turn to step behind the curtain.
Here’s a tip: leaders don’t just ask for money — they justify it. Need a new topdresser? Do not just say, “We need this machine.” Instead, try something like “We spent $2,000 on renting this unit three times last year. Purchasing it for $9,000 pays off in less than three seasons and gives us more flexibility in timing applications.”
That is budget language; and it starts with knowing what things cost and where they show up in the annual plan. Ask to review the current operating budget with your supervisor. They might not show you every detail, but they likely will walk you through the structure and help you understand what goes where. You don’t need full access to the budget. You need full interest.
A good budget is a tool that supports your standards, empowers your team, and helps you plan for growth. But if you don’t know how to use that tool, then you’re going to be stuck waiting for someone else to decide your limits.
Leadership isn’t about a title — it’s about alignment. Align your decisions with department goals; align your actions with your future responsibilities; and align your eyes with the money trail. Because someday, sooner than you think, the budget will be yours. And when it is, you’ll want to be the person who didn’t just watch how the game was played, but learned how to call the plays yourself.
Alpha Jones, CSFM, is athletic field specialist at Duke University. He also serves on the SFMA Board of Directors as President-Elect. He can be reached at morthangrass@gmail.com