2010-03-16 6-E ExhibitDAVID A. SAMS
CONSULTANT TO CALIFORNIA MUNICIPAL GOLF
Report for the City of Alameda on
Executive and Par -3 Golf Courses
Operated by Non -Prot Corporations
DAVID A. SAMS
CONSULTANT TO CALIFORNIA MUNICIPAL GOLF
To: Dale Lillard
Director, Alameda Recreation and Parks
From: David Sams
Date: February 22, 2010
Re: Report on Executive and Par -3 Golf Courses Operated by Non Profit
Corporations
Overview
The City of Alameda (City) issued a Request for Proposals (RFP) for the
Renovation, Management, Operation, and Maintenance of the Chuck Corica Golf
Complex (Complex) on October 21, 2009. On November 19, 2009, the City
received two responses to the RFP. Included in the RFP were five proposed
options for the future operation of the complex. The five options are:
Option A: Present Course Configuration/Capital Renovation
Option B: Two regulation 18 -hole Courses /Close Executive Course /Capital
Renovation
Option C: Two regulation 18 -hole Courses /Close executive Course /Capital
Renovation/Restaurant Lease Buy -out
Option D: One regulation 18 -hole Course /One regulation 9 -hole and One Par -3
Course /Restaurant Lease Buy -out
2
Option E: Comprehensive Complex Replacement, Renovation and /or
Reconfiguration of all Courses
Due to increasing expenses and declining revenues at the complex, Option B, C,
and D propose to close a number of golf holes, specifically the Mif Albright (Mif)
9 -hole course. The City has requested that a report be prepared regarding the
feasibility of a non profit organization, such as the Alameda Junior Golf
Association, operate the Mif 9 -hole 3 par course in order to relieve the City of any
future financial losses due to keeping the Mif course open.
David Sams was retained by the City of Alameda to prepare a report on California
non regulation length golf courses that are operated by Non Profit agencies. This
report will focus primarily on The First Tee organization, which is involved in
programming and or operating at over 700 facilities in all 50 states. The report is
intended to assist the City in determining the feasibility of a non profit
organization operating the Mif course in the future.
Background
Declining National Golf Economy
Since 2000, golf participation, as well as the overall golf economy, has been
stagnant. In fact, since the financial crisis of October 2008, the golf industry has
declined dramatically. Two major reasons that contribute to the stagnation of the
golf industry is 1) the increase of supply of golf courses and 2) the stagnant growth
of golf participation. In 1988, the participation level per golf course peaked at
40,400 rounds per year. Since that time, almost 4,000 new courses have opened
which have far outpaced the growth of participation. In 2006, the participation
level had dropped to 33,500 rounds per course, per year, and it is anticipated that in
2009, the level will have dropped even further to less than 33,000 rounds per year.
This is a drop of more than 18% over the past 21 years. Not only has golf
participation declined, the expense to operate golf facilities continue to escalate.
Because of these two factors, the golf economy has never been this bleak since the
Great Depression.
Golf Industry experts agree that there is no certainty when golf participation will
improve. National Golf Foundation (NGF) stated in 2007 that their 20 -year
3
projection is for a gradual modest increase in golfers, facilities and rounds per
course. Unfortunately, due to the financial crisis in October 2008, NGF's
projection might be too aggressive.
Alameda's Golf Economy
Alameda's golf economy not only mirrors what is occurring around the country,
but is actually much worse. In FY 2000/01, Chuck Corica recorded a total of
198,113 rounds. In FY 2008/09, the rounds fell to 124,363, a decrease of 37 It
should be noted that the Mif course was closed for seven months. Even if the MIF
course were open for all of 2008/09, rounds would have been down over 30% since
FY 2000/01. Alameda has reported that rounds at Chuck Corica have exceeded
200,000 at its peak, which is almost 60% more than what is being played currently
at the complex. Rounds around the country have fallen just over 18% since the
peak years and at Alameda they have fallen nearly 40% from its peak.
One factor that should be explored to see why net income has fallen from
$2,559,002 in FY 2000/01 to $560,162 in FY 2008/09, is that there is a possible
over supply of public golf in Alameda. The City of Alameda has the luxury to
have 45 holes of public golf in its community. Included in the 45 holes of golf are
the Earl Fry and Jack Clark 18 -hole regulation courses and the Mif 9 -hole 3 par
course. According to NGF, Chuck Corica is only one of two, 45 -hole public
facilities in California (Appendix A). It should also be noted that Alameda is 1 of
only 13 municipalities around the country that have a 45 -hole facility (Appendix
B). Given Alameda's population of 75,000 residents, this equates to 1,667
residents per hole. The National Golf Foundation (NGF) 2009 State and Regional
Golf Accessibility report indicates that California provides 1 hole of public golf
per 3,389 residents (Appendix C). As you can see, the City has almost double the
supply of public golf holes than the remainder of the State. Some golf experts
believe that Chuck Corica can more than accommodate the current participation
demand with 36 holes of golf and be much more profitable.
Golf Course Over Supply
Golf Course: A tract of land containing at least 9, but not more than 18 holes of
golf.
4
Regulation Course: A course with a variety of par 3, par 4 and par 5 holes
with a par rating typically between 70 and 72 for 18 holes.
Executive Course: A shorter version of the regulation golf course with a par
rating typically between 60 and 66 for 18 holes. An executive course is
generally built on a more compact tract of land as compared to a regulation.
Par -3 Course: A course comprised solely of par -3 holes. An 18 -hole par -3
golf course has a par rating of 54.
Golf Facility: A business location where golf can be played on one or more golf
courses.
Daily Fee facility: A privately owned golf facility that provides public
access and may or may not offer memberships. Daily fee facilities that
provide only limited public access are sometime referred to as "semi-
private" golf facilities.
Municipal facility: A golf facility owned by atax- supported entity such as a
city, county or state and open to the public at all times.
Private: A golf facility where play is restricted to members and their guests.
Golf experts agree that due to the enormous golf course construction boom in the
1990's, there is an over supply of golf courses in the country. According to NGF,
there are 15,979 golf facilities around the country which have 14,979 18 -hole
equivalent golf courses (Appendix D). As stated earlier in the report, in 1988, an
18 -hole equivalent golf course produced 40,400 rounds and today it produces only
30,000 rounds, a decrease of 25 Using this analogy, 25 or 3,749 current 18-
hole equivalent courses would need to close in order to get to the same 1988
participation rate. It should be noted that 2009, marks the fourth consecutive year
where closures outnumbered openings. For the first eight months in 2009, 108
courses closed compared to only 34 course openings, for a net loss of 74 courses.
The majority of closures are low -end daily fee courses. Interesting as well is that
executive /par -3 courses account for 22% of the 2009 closures versus 9% of total
supply.
5
In NGF's 2009 Fall Golf Industry Report titled, The Future of Public Golf in
America, since the mid 1990's, there has been a growing imbalance between
supply and demand. Because of this, up to 15% of public courses are "at- risk
This extends to about 1,500 courses nationwide. Only 38% of the public courses
report they are doing well and less than 10% are doing excellent. Nearly 90% of
at -risk courses are experiencing operating losses. Many of these courses may be
trapped in a downward spiral -60% report they have lowered their maintenance
standards and almost 90% are deferring capital expenditures. The report estimates
that about 150 courses of the 1,500 courses will close per year until supply and
demand reach equilibrium. There could be even more closures if the economy,
golfer confidence and rounds played do not improve. Below is the summary of the
report:
There is plenty of available public golf.
This is good for golfers, but bad for facility operators (dilution has cut
their rounds about 20% over the past two decades).
Over supply has affected almost every facility- -but 15% very seriously.
500 -1,000 courses are likely to close within the next five years which
may help rebalance supply and demand.
Well- managed courses in populated areas are the most likely to thrive.
Existing demand is stable.
Latent demand exists.
As with past recessions, golf demand should not suffer very much during
the current economic slowdown.
Non Profit Operated Golf Facility
The majority of non profit operated facilities are government owned, such as a
city, county or state. NGF reports there are a total of 2,469, government owned
courses in the Country. Of these, 154 are Executive courses, and 115 Par -3
courses (Appendix B). A portion of these facilities are operated by the
0
government themselves (similar as to Chuck Corica in the past), another group is
operated by golf management companies, either by lease or management
agreement, and a very small percentage is operated by charitable 501 (c) 3
corporations such as State Golf Associations or The First Tee.
California has a total of 167 government agencies that own golf facilities, each
having 9 to 45 holes of golf. The majority of these facilities are self- operated by
the government entity or operated by a golf management company. Only a handful
is operated by 501 (c) 3 corporations. The following is a breakdown of types of
courses at these government agency golf facilities (Appendix E):
Regulation Courses: 123 (9, 27 or 36 holes)
Executive Courses: 25 (9 or 18 holes)
Par -3 Courses: 19 (9 or 18 holes)
Out of the 25 Executive Courses, 20 are stand -alone and not part of a larger
facility
Out of the 19 Par -3 Courses, 14 are stand -alone and not part of a larger
facility
Out of the 19 Par -3 Courses, 10 are 9 holes and stand -alone
Out of the 19 Par -3 Courses, 4 are 9 holes and part of a larger facility
The First Tee organization is involved at 100's of golf courses across the Country
with their programming, as well as operating many facilities as anon- profit
corporation.
The First Tee
The First Tee is recognized as the leading youth golf and life skills development
program in the Country. The First Tee, an initiative of the World Golf Foundation,
has as its mission To impact the lives of young people by providing learning
facilities and educational programs that promote character- development and
life- enhancing values through the game of golf. The First Tee's goal is to
provide learning facilities and the experience that will enable children from every
7
walk of life to partake of a game that teaches values for life and which can be
played for a lifetime.
In 1997, The World Golf Foundation received the support of golf's major
organizations to grow and promote The First Tee. The program is overseen and
has the active support of a committee comprised of members representing The
Masters Tournament, the LPGA, PGA of America, PGA TOUR, and the United
States Golf Association. In addition, former President George Bush serves as
Honorary Chairman.
The First Tee realized that there existed a larger opportunity than just teaching the
game of golf to youth. The primary objectives began to evolve around providing
young people (7 to 17) of all backgrounds an opportunity to develop, through golf
and character education, life- enhancing values such as honesty, integrity and
sportsmanship. This led to the development of The First Tee Life Skills
Experience.
The First Tee Life Skills Experience was formulated with the help of academic,
coaching and golf experts. The First Tee is unique in that it proactively teaches
these lessons for life as part of the basic instruction program.
Below are some statistics regarding The First Tee:
203 Chapters
711 Program Locations
50 States
4 International sites
Over 3,400 Schools
3,500,000 Participants
The First Tee Chapters
As mentioned above, The First Tee has 203 chapters in over 700 locations. The
nearest location to Alameda is The First Tee of San Francisco and the newly
formed The First Tee of Oakland. There are two types of The First Tee Chapters:
0
Stand Alone A Chapter that owns /leases the golf facility in addition to
conducting The First Tee programming. The Chapter is responsible for all
operations of the golf facility, accepts all revenue from any public play, and does
not share the financial burden of operations with another entity.
Integrated A chapter that partners with an existing facility or organization. The
existing facility retains the responsibility of all or most of the operating costs
attributed to the golf course and allows the Chapter to access the grounds on the
established use agreement in order to conduct The First Tee programming.
Out of 194 chapters in 2008, 70 chapters operated the facility they were
programming at, while 124 were considered integrated. The majority of the 70
chapters that operated the facility were operating Par -3 Courses or alternative
facilities that had less than 9 holes.
Operating revenues (green fees, cart fees, range fees, food and beverage,
merchandise, equipment rentals, etc.) were $8.8M at those 70 chapters and
expenses to operate them were $16M. This was a net loss of $7.2M. Fortunately,
through major fundraising efforts and grants, these chapters are able to cover their
operating and programming losses. (Appendix F)
In 2008, the total net revenues for the 194 The First Tee Chapters were almost
$2.3M or just under $12,000 per Chapter. This represents a 71% decrease from
2007. Below are the revenues and expenses for the 194 Chapters in 2008:
Operating Revenue $8.8M
Program Revenue $3.9M
Fundraising Revenue $42M
Total Revenue $54.7M
Operating Expense $16.OM
Program Expense $18.4M
Fundraising Expense 9.1M
Administrative Expense 9. OM
Total Expense $52.5M
In 2003, The First Tee Network Report, 1 St Edition, was released (Appendix G). In
that report the median revenue for Stand Alone and Integrated Chapters was
$120,000 and the median expense was $95,000. This resulted in a net income of
$25,000, almost double that was reported in 2008.
9
rnnpl»cinn
This decade has been very stressful for the golf industry due to the over building of
golf courses, stagnation in participation and the recent October 2008 financial
crisis. As mentioned earlier in the report, the golf economy has not been this bleak
since the Great Depression. In the first 8 months of 2009, 108 golf facilities closed
around the country, and many were low -end Par 3 Courses. NGF estimates
upwards of 1,500 public courses will close over the next several years, due to the
slumping golf economy.
The Chuck Corica Golf Complex is no exception to what is occurring around the
Country. Rounds at the Complex are down almost 50% from their peak, and gross
golf revenues (green fees, cart fees, range, monthly passes) are down almost 25%
since the beginning of the decade. Meanwhile, expenses to operate the Complex
continue to escalate.
The City of Alameda is in the process of selecting a Golf Management company to
operate the Chuck Corica Golf Complex. Included in the selection of a
management company is the feasibility of eliminating the supply of golf at the
Complex. Included in the City's discussion is the closure of the Mif Albright Par-
3, 9 -hole course. In FY 2000/01, the Mif reported income of almost $261,000. In
FY 2007/08, the last year Mif was open the entire year, revenues were had dropped
$121,000, which is a decrease of over 50
In 2008, there were 194 non profit The First Tee Chapters, of which 70 Chapters
operated golf facilities, some similar to the Mif course. The First Tee probably
operates the most non profit golf facilities in the Country. In 2008, total operating
revenues for those 70 Chapters were $8.8M and total operating expenses were
$16M. This represents a net operating loss of $7.2M for an average of over
$102,000 per facility. Fortunately, net fundraising revenues covered their losses
for operations and programming. Total net revenues for the 194 The First Tee
chapters in 2008 were $2.3M or an average of $11,855 per Chapter. It is
anticipated that net revenues in 2009, will not be as strong as in 2008, due to the
slumping economy.
IN
Based on the above information, it would be risky to have anon- profit act as a
Stand Alone facility and assume operational responsibility. If the Mif is to remain
open, anon- profit, similar to The First Tee, should enter into an Integrated use
agreement, with the City, or its designee, to provide programming for youth golf
and life skills. The non profit should be experienced in this area and focus on
youth programming and allow the Golf Management company to operate the Mif.
Appendix
Page 13 Appendix A -NGF State/Regional Public Facility Supply -2009
Page 14 Appendix B -NGF Facility Supply -2009
Page 15 Appendix C -NGF State and Regional Golf Accessibilty -2009
Page 16 -17 Appendix D -NGF State Regional Total Supply /Total Hole and 18-
hole Equivalent Supply
Page 18 -19 Appendix E -NGF California Municipal Golf Supply
Page 20 -21 Appendix F -The First Tee Network Report, 1 St Edition Summary
Page 22 Appendix G -The First Tee Network Report, 6 th Edition
12
Appendix A- State /Regional Public* Facility Supply 2009
11 11
13
A AM M-
45
am
Ow
m
1 1
m
Ow
1
m
9
is
COWACIM
851
116
34
161
1
104
Now
1116
117
3
3
16
7
m
52
3
1
a
us
4
207
16
16
31
23
95
134
18
4
a
343
73
77
7
a
a
11
41
43
a
3
a
Mirada 19M
27
27
1
1
5
8
1 5
1s
0
0
a
33
52
20
34
2.
0.
a
'm
NONYUk
we
622
so
68
29
36
1
18
1
4
4
31
14
33�
1J
1
5m
312
333
22
27
1a
38
85
20
20
a
1
ass
mclop 1
We
W
116
3D
116
31
143
4R
57
27
16
Cob
W
5116
41
40
2B
37
M
302
3T
116
2
309.
381
30
34
38
165
5
16
4
441
Iowa
314
321
12
14
16
14
234
00
a
1
a
Kos
1x16
151
0
9
2
4
IDS
53
2
1
0
m
393
30
414
a5
116
23
182
Z8
3D
7
3
43D
MOM
314
310
6
a
a
13
90
132
1O
3
a
N waft
156
156
11
13
18
11
116
58
5
0
a
i
Nardr Deleft
103
103
110
116
2
2
93
22
16
0
a
115
74
a
104
OMM of CO
1
3
1
3
1
0
1
0
3
0
1
a
3
FA*b
4W
515
a2
99
34
30
0
453
50
30
11
GKqM
2W
20
11
12
116
13
4B
1+93
116
4
2
rd
186
100
8
18
a
7
18
81
a
a
a
Nair C@Pd=
38B
312
6
a
16
20
44
321
13
11
5
304
90MCMFOOM
2H
227
4
5
15
116
30
1167
116
5
16
1k"
Iff
191
6
a
13
15
4+4
145
18
7
4
2w
a3
as
3
4
4
16
30
1
3
1
KrencM�r
VT
180
8
a
5
8
62
122
a
3
1
183
or
8B
3
3
0
1
38
62
1
2
a
1
1
Tanfr
1
192
16
a
7
7
1522
144
8
1
a
86
so
8
18
7
8
53
55
3
3
a
114
L
8
so
4
4
0
0
34
64
4
1
a
I
Im
1161
5
5
16
7
w
ez
1
9
a
m
T
SZ7
537
8
13
23
20
192
327
29
116
2
sm
Aih
181
188
38
42
13
13
39
1OD
W
31
1
235
Cu omo
160
m
14
17
7
16
54
11T
IT
3
1
1w
kkft
w
a2
16
16
3
3
37
49
5
0
a
91
0
72
4
4
5
8
47
2B
4
2
a
161
Nbaft
67
go
6
a
3
4
#3
54
a
3
3
77
Nawkifto
54
50
0
2
1
4
17
34
9
0
a
a niiqm N
43.
44
3
3
16
1
34
116
5
0
16
47
AhAm
16
16
3
3
5
8
15
7
0
1
a
CdRwft
40
467
1
v
Is
56
88
182
374
36
40
3
HMM
55
56
2
2
1
2
16
43
2
16
a
50
O"m
U1
126
20
23
9
12
65
7T
5
5
3
1%
6
iT6
1 184
34
29.
13
10
125.
U
3
1
221
q VMW
w
Il
11 11
13
Appendix B NGF Facility Supply 2009
71
C*
1 7.933
2,1102
TOW
14�108
9 ITS
2 2
748
m
dt
JA a
i72
18 holm
5dw
1.4"
3. 110
I%
SIZE
27 hake
452
155
210
IN
36 hol
255
as
195
45 holm
65
13
46
124
1
m
71
C*
1 7.933
2,1102
4UN3
14�108
EaaoexiraOdr
998
1St
170
i72
Par-3"
433
175
96
04
14
Appendix C -NGF State and Regional Golf Accessibilty -2009
15
W FAM NO rte:
14
curamm
III
3�W�M
1 AMM
2j
1
M.M
1 4801
19
IJW3
37.olM
1986
41
5
1 1.2M
2115
1
19 9+14
44
NIONOMMO
4�=
%787
M
28
MW
31AR
32
Z IN
5k ml
12
NWHhmlpdde
1 AIT
1,
1 1
13
1.
17.
12
333
7'1,
27
FMoft klmd
Maw
ON
36
499
4 740
4mm
a
";Woo;
mmiw
8 158
5
a
zm
%AM
49
7
WAS
u
Neer VM
192841
13 15
1
m
OM
3%419
37
40H
Omm
37
1 17 8
11
1
7.32
23
3AM
63AR
1
I M
219M7
33
Un
2IL740
20
ZM
02JM
GAOW
7
15
14
4 6
18712
14
I
81:
a
MkMgm
1413
UPS
1
a
1zm
"v=
6
Zz"
79
cw
11AMW
1
I!km
1 s
%M
am
1 6
MW
W
vomandh
M
I
11
7,
UX4
9
1 1 M
KM
a
Im
Em
2,9 1
5
I %M
4
ON
AM
4
88"1
OD
18
K�
7 MI
3.3M
15.M
15
ZIM
X IN
19
Mm
46.707
Nowswu
5 1
7,5B
111
12
96OU
14
7
roe
194L132
43
MOM
5,,9 819
5X4
21
31
W9
3 434
38
IAN
OTAN
25
ift
1
2�=
Il
5
2214
14,,M
19
m
4um
7
N Ddob
WAII
I x:3
%W
I
1
*at
1
90
IMMM
49
of
PM
DbM d Cobb
801 "18
PON
81
IA7N
51
441
72
0+30
19D aM
51
9
1
4
so
1
18.57951
2I.TM
15
18
1ZI23
27.M
25
9Al2
31L783
1
GONO
7,3M
2MM
30
4
3UN
43
Z718
rNm
3AM
29 3
45
7
4ff6%.1
46
I=
Oz.---
HN commm
9AMM
I%Iff
166717
20
7918
23JB18
20
We
57
14
ammCOPOM
4AMM
6P8
1 3 7
9
4
17X3
13
2 w
3
Vb*b
?IBM
O�M
23
2
Ow
6 Vftd
1.79UN
IAV
1
23
1.422
2Z775
18
4 W
79JO
31
Ald
4ABW
4
19
27
ZW
X9'12
29
11413
so
15
VAMU J
4.3t U74
X473
17
22
3
X518
21
I AM
54wm
11
2AG5.ZM
Z475
21
34
IAN
3 453
4D
lim
51
10
1
4 6v
MAW
38
JM 2
A MC
38
I
2 =GU
Z W
17.+3'13
21
IAM
31.33
31
1,,341
3UN
LOW"
4X4AN
Z403
32�M
49
IA2
4kM
47
em
1%720
41
T
24
4
Cdbmft
A r
m
3. 2M
2UN
27
1. I
Iwo
I
I=
1852
19
I
2DJM
17
342
X383
35
M IM-M
9"0
1
Mm
7
1.1u
15r
11
387
41kAl2
8
NSO
2,7956'
1
I1M
3%
3U
1218
47
i*v
2AW
1
XW
40
IMB
35
38
441
IMM
33
i
tM
AM
I
A64
33
36D
131k
49
11457
6
8
M
55M
13
Almdm
71A
M�W
58
8
MR
MR
calkwft
36.744.50
1 841
3IL745
49
19
6%=
50
5.7W
114.291
45
HOM
1
IOW
15414
17
1.Tm
1UL883
15
324
71 78
840�M
3J
M
35
2439
low
42
1 734
Mn
MWF)
44
WN
W4W
W
1
117
Ol
W T om" ffi ft
1
15
Appendix D -NGF State Regional Total Supply /Total Hole and 18 -hole Equivalent
Supply
9ONLr mha b bcMnmtft Ion a or ammm In Sm bWknd lei cmbWy a*. OALL' oft lo bcM1w Md ham cm or �rroa�
IF
I
I
a 5 FAM MORM
m
m
m
91
is
ZY
w
Ormus
F
Cow i m
1
1$2
7
10
11D
19
lie
10
3
1
1
it"
go
130
4
4
6
7
74
62
3
1
6
1'
19
Im
2m
2l
1 'I
m
U
9
6
374
95
8
8
8
U
40
a
6
2
6
113
mmo lewd
0
88
1
1
5
6
20
35
1
6
6
98
ift Ira I A
61
61
4
4
4
4
21
45
2
1
a
NM
74T
54
63
3'1
46
37
19
9
M2
au
wr
2299
34
3D
1
W
2
as
lire
ms
m
43
29
25
48
33
102
16
4
2
447
1
1
33
3
I
e3
35
6
833
Ohb
613
02
45
55
37
181
SU
21
3
!M F. 1 1
1 430
30
34
31
41
1
2
34
15
4
5M
m
13
16
9
14
V4
1z
9
2
a
41 0
235
23F
11
11
3
5
141
185
2
2
6
251
419
46
a
17
25
1
188
254
31
7
3
403
Nbmm
305
314
8
8
1D
15
121
183
13
5
6
332
M fm Amm
188
w
11
13
112
13
130
83
9
6
6
zm
Hai Dom
w
108
10
19
2
3
84
25
1
6
0
1m
113
115
5
6
2
3
04
34
4
6
6
In
OdMOD
35
37
3
4
5
5
4
35
1
2
0
45
Dhrl afCdkmdb
2
3
1
2
6
1
1
2
6
1
6
4
FbW
OR
so
lie
136
46
es
W
I
GOMM
372
379
12
13
10
19
0
ZU
27
9
5
401
�Vmrd
we
171
a
OR
9
0
is
m
an
in
1
I
ifti C
5
a
9
7
a3
somc*cwm
3w
330
4
s
Is
19
45
251
23
U
9
351
1k
315
8
11
IS
19
6T
me
16
12
6
339
war
w
116
3
4
4
6
46
65
1
3
2
117
l M*
262
287
a
9
5
9
81
187
9
3
1
155
4
4
6
1
2
2
6
183
Tai■r
M
8
8
9
'0
m
9
9
1
5
m
W5
8
12
7
9
74
w
5
4
1
10'1
Luubbm
154
154
4
4
6
0
5Y
95
4
2
9
15e
MOM
1
202
5
5
5
7
85
115
2
11
0
213
9
U
29
35
263
405
49
30
s
am
293
262
50
5T
13
15
45
22B
1B
32
2
ra b
214
229
14
17
9
2f
55
1"
25
5
2
2 I
Edw
97
109
7
9
3
4
30
64
If
6
0
116
WAM
91
94
4
4
5
a
so
46
4
3
0
1m
Nona
86
88
5
6
3
5
14
09
7
5
2
97
N= Nko iw
77
82
1
3
2
5
34
4B
11
2
0
95
Uto
in
w
4
s
2
4
24
02
5
4
a
115
st
55
3
3
6
1
27
25
5
6
0
55
ANda
15
16
2
2
5
5
15
7
6
1
6
23
rrda
128
753
121
73
80
217
800
55
so
5
OR
Hm"
73
75
2
3
1
2
6
55
3
s
o
Ong oft
156
1m
23
20
10
1'4
73
for
7
5
3
m
vmm 0
235
243
20
30
Is
22
99
171
13
3
1
2V
N
1 KiN
I 14oM
I M
I 1XV
1 04
1 854
1 QM
I iWM
1 6171
M9
1 124
1 15,mM
9ONLr mha b bcMnmtft Ion a or ammm In Sm bWknd lei cmbWy a*. OALL' oft lo bcM1w Md ham cm or �rroa�
IF
Appendix D -NGF State Regional Total Supply /Total Hole and 18 -hole Equivalent
Supply (Continued)
17
WFA'M AM FOR
%soft
mw
ISAM
m"
I"Oft
c"Mocam
151S
IV
10B
2
16"
mmm
9
I"
w
a
as
lim
1W5.5
whessawoft
5 9
aw
2M
13.0
IM
1
W
321
MW Hw11Pddm
I ffl2
au
go
W
IDS
U
1
9
183
837
4"
"M
NOWYOR
4.
I
7m
251
TA
K5
41.0
423
m
13)m
WS
11 MI
814.5
308
4W
M
11
"MR
m
W5
109M
%W
3"
m
SO
Im
1&5
7mr
421
Km
mw
378
M .0
1w
ms
Usm
1AM
7A
412.0
387
21S
414
2&0
&217
4510
4,734
I B M
ILD
135
7-5
5
27113
KONN
2141
174.5
IV
W
45
18
kft I I Fm
Gem
385
7m
31LD
234
na
7AB
417J0
QM
288
go
5.6
102
ma
"Waft
2API
145.5
128
7JD
135
75
1
H Ddmb
Lm
ma
on
so
2T
Is
1=
73L5
9 f
X5
63
is
3B
20
9
8 0
DdMm
am
38.0
03
15
72
4.0
8
DhMd atCakmida
45
25
27
is
B
71 90
0-5
81
1w
1
zw
1315
11
3
21,735
1107b
am
399
171
R5
71
7
408JD
mwwww
3
17"
153
X485
INS
545
IN
7.0
38B
17-0
SkNMCwdft
a
365.E
54
0
M4
I"
on
3M JD
%724
3180
135
7,5
189
1"
8,088
%%%d
1
2-5
80
50
1
101-5
4„041
2M
99
&5
189
lam
4
KeAft
4
-5
99
5S
go
U
4.4
2 8
412
134A
54
3..0
9
G.S
Z475
1373
TM
5
89
�5
117
.5
m m
Umftwm
1,1m
zm
13"
In
64
30
0
&0
0a
4w
133
Ommm
Im
45
25
80
69
3;M
1
Tee
1
74"
144
361
1
AM
TM
Afa
w
so
819
45►5
189
I"
VMS
CMDOWD
%M
2M
w
11.5
19B
11-0
4M
288.5
M"
1
0
53
35
zo
1
MM m
1,368
75.5
45
25
80
50
1
Hunk
9 m
1M.0
90
as
45
25
9 X38
Ion
Mew mmft
1
m
20
4m
25
1
an
Um
1, 3
10
72
4A
38
2
1AR
10
809
".5
38
3~ 0
9
06
on
47.0
caffooft
KIM
M4.5
I=
83.5
1
18.881
r5
Harm
Idol
38
1S
1
n
z m
Sm
m
17.0
171
X106
172
1"
333
1"
11.5
4
2+"
"t"Tam
zamz
A73
7
M
17
Appendix E -NGF California Municipal Golf Supply
F aCmIq Swch lemdb
Return to Facility Search
State /Province: CA
Facility Type: Municipal
Facility Just Golf
Category:
Executive Yes
Holes Only:
In
m
Appendix E -NGF California Municipal Golf Supply (Continued)
F aCmIq Swch lemdb
Return to Facility Search
State /Province: CA
Facility Type: Municipal
Facility Just Golf
Category:
Par 3 Holes Yes
Only:
20
Appendix F-The First Tee Network, Report, 6 t 1 Edition
"WS Kc-v Lift Ain
The
CA1.1ork Rep. o-f I Gk I'dit 1'4)fl
F�sc Tot-
q C*19*11 'd Ja 0200 1 E 6WI 4 N& 9KZI r GLI Z Cd IW U-4 L
'W
c4AWnn" P"q -:1 JL PL-
Ab-mwpr The First T,--e Netwo-rk. Keoor
'�41 F k- ra x--z 4 �a m w -3414ffM d--- lF 7? -3- h I
f4W
Cb"* ft-.4 1 4 "W
&t J -j 1 4L leg —.A r 11 -VZ tirc. ElL h 1 7' V r
-0 MW-l'J*3t*7
jn: tu I J. r 7 vu 7 i icrdi j Y itz i i A W.
AWW31t: a -as. WE Y Ift4ml W.m. 0 3:-c
J r l M pt_, F' I I r Mw -rm
1 U 'L k" ML I J. :.I I k li: IM l=CrA4 c1l LA I :wt
4P r 4 v L; lk b V r
tjfi�l vra.;LL
r w 1, 0 e 6: 4.. I An a 4
N r I j +_-t; di jrdw IZ, F c4p M'1 it IL M &,K ru W2 UH P c
7 -RC Ie
j f JLAE d% nNIECI if I lm-m- &A r-, -A I I 1.10 V I
A I it htb wu I
L.'a -W9
-I r PF3 di V P: 411 F
'CM-ArftZLM Wil UN RAW t4 P V -d U Z*; d1A 1)
rl qr -L 'k
4: qr-j e! 6
IL vdl woo I_:- 4:1' IIC4 -j n si -2. „Aj Vdr 'Am va Pm r t A
4 P P .1 r 30 r M f! L 1.� Ir %1.
'*4 P k a, W -i ru v 4 r
r; F' -r. M fy i- A.
d
4P
Ag LL.
'Pq
J,
DOCImm of 71 k fta.3 V
r I 'J 7 3 d. a L.* A 3.0 L LL
3R4r
m
OP
va tm Im &Sol k 0 demmu k3& Ob" Imucill
r
14202 ME tumm qs# am driv �vm
21
Appendix F-The First Tee Network- Report, 6 Ih Edition (Continued)
Rcvcnuc�
3 -1, ir 4--T3Lr 7 t a L 4 r cpmx;rA m I bt
P zw-a,m ir 3 P 7 -J I 1 3.- 1 1
Am S Al I Ld Ir v! N I r r
1bg U J#-M U t Ch nM ONS '-7, 'P 4* IL J rut i=&fILrZ4Ufidk',.'
i I At 4U if I I. L f'Z% A41LM 11'.: 4- �J CCkj 01-* &IM" 0 M .-7 h
Ir j�jj= J" L r L 1 b A NJ i a IL3 jL4 f ft4 tZ i 1.
I*vd
fm W
Mod
-wo
Mi ism MI I"
rt 4. M04*
g Wq
Sol"
J�w
AM 5IIA Jm d ILM
—4� pfqmrbqp *FM wo IF
4%
A* P
VA"
64"
qj
MR
7 :AS .1 3L ino =i
0&0 '-Wsvp
son
V X
c- I I I -AV r) L •Y A X i: L I F! I &M qr
?*A --;Zl 13 'k k L wi�41 A Fp I. I n I. ;j dm
41PAL IN h 1: j 4 $]v I
ro2ke W 11 L J
IRS MW 1rL -C.- M I IW &41 rd f fW'Wf, j E 1 j I7 V 1 S
w
AN" ir a Cbjpw- 1w I %'Sr f* At:;L.7?- %OTL TWL L e I I I
ftipm pr. ir I r a m KiL c.4 h Lbzd F rc v an i ir—i -'L
UA&I uwmim�4 *"Con
big
mom
I LI
Bi
LM
Bm )mb Aw 4Z It
k
JOLM
%KG IJL4
14
kb t rh d.
I.A
4 ["1
0-4
Om P.1 ILL
1P 7:N.
3m 14" RX 119if
ow l
22
Appendix G- The First Tee Network Report, 1 St Edition Summary
Overall
Median revenue:
$120,000
Median expense:
$95,000
Fund raising
revenue /total revenue:
75%
Stand Alone Chapters
Percent of stand alone
Chapters: 25%
Median revenue:
$400,000
Total revenue range:
$270
Median expense:
$380,000
Total expense range:
$105,000 1,400,000
Fund raising
revenue /total revenue:
64%
Integrated Chapters
75%: Percent of
integrated Chapters
Median revenue:
$80,000
Revenue range:
$3,250 $595,000
Median expense:
$65,000
Expense range: $750-
350,000
Fund raising
Overall
Central
Plains
Midwest
Mountain
Northeast
Southeast
West
TARGET
CERTIFIED
6
34
54%
46%
72%
28%
60%
40%
82%
18%
57%
43%
54%
46%
Overall Programming
Participants "New to
Golf" 70%
Programming
conducted in summer:
62%
Chapters using SNAG
equipment: 70%
Chapters offering free
programs: 50%
Overall Staffing
Average paid, full -time
staff: 2
Average paid, part -time
staff: 5
Average active
volunteers: 25
TARGET participant to
staff ratio: 1 1:1
Certifying participant to
staff ratio: 7:1
Teaching professionals
involved: 425
Touring professionals
involved: 1 15
23
revenue /total revenue:
89%
24