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10-17-2005 ITEM VIII-B-3
CITY OF --- u �tJ RV AGENDA BILL APPROVAL FORM -= WASHINGTON Agenda Subject: Acceptance of Golf Course Clubhouse Feasibility Date: September 27, 2005 Study Department: Parks and Attachments: Budget Impact: Recreation Resolution No. 3923 Administrative Recommendation: City Council adopt Resolution No. 3923. Background Summary: Since 1992, the City of Auburn has been discussing the need for a new golf course clubhouse. In 2005 the Mayor initiated a Citizen Advisory Committee to work in concert with David A. Clark Architects to perform a Clubhouse Feasibility Study. As part of the project, the study was to consider the following items: food serve joint venture, pro -shop services, golf cart storage and revenue, tournament meeting space, financial feasibility, estimate of costs, parking needs assessment, and a benefits analysis of selected course improvements. The Citizen Advisory Committee and the Consultant have completed their work on the feasibility study, and they are forwarding their recommendations on to the Auburn City Council. It is their recommendation that the Auburn City Council adopts the feasibility study and authorize the Mayor to implement such administrative procedures necessary to begin the design process for the improvements recommended in the study. R1017-1 04.4.7 Reviewed by Council & Committees: Reviewed by Departments & Divisions: [-]Arts Commission COUNCIL COMMITTEES: ❑Building ❑ M&O ❑ Airport ® Finance ❑ Cemetery ❑ Mayor ❑ Hearing Examiner ® Municipal Serv. ❑ Finance ❑ Parks ❑ Human Services ❑ Planning & CD ❑ Fire ❑ Planning ❑ Park Board ❑Public Works ❑ Legal ❑ Police ❑ Planning Comm. ❑ Other ❑ Public Works ❑ Human Resources Action: Committee Approval: ❑Yes ❑No Council Approval: ❑Yes []No Call for Public Hearing Referred to Until _I—I Tabled Until _/_/_ Councilmember: Norman Staff: Faber Meeting Date: October 17, 2005 Item Number: VIII.B.3 AUBURN* MORE THAN YOU IMAGINED RESOLUTION NO. 3 9 2 3 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, ADOPTING THE STUDY, RECOMMENDATIONS AND CONCLUSIONS AS OUTLINED IN THE CLUBHOUSE FEASIBILITY STUDY DATED AUGUST 22, 2005 WHEREAS, since 1992 the Auburn Golf Course Clubhouse has been identified as a city concern; and WHEREAS, the City of Auburn established a Citizen Advisory Committee as well as contracted with David A. Clark Architects to study the feasibility of a new clubhouse and other improvements at the Auburn Golf Course; and WHEREAS, the study, recommendations and conclusions are contained in the report entitled, "Clubhouse Feasibility Study, August 22, 2005; and WHEREAS, the Clubhouse Feasibility Study has been endorsed by the Auburn Parks Board. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, HEREBY RESOLVES as follows: Section 1. The study, recommendations and conclusions as outlined in the Clubhouse Feasibility Study attached hereto as Exhibit A are accepted and adopted herein by this reference. Section 2. That the Mayor is authorized to implement such administrative procedures as may be necessary to carry out the directives of this legislation. Resolution No. 3923 September 28, 2005 Page 1 of 2 Section 3. That this Resolution shall take effect and be in full force upon passage and signatures hereon. Dated and Signed this day of 2005. CITY OF AUBURN PETER B. LEWIS MAYOR ATTEST: Danielle E. Daskam, City Clerk APPROVED AS TO FORM:' riiel B. Heid, City Attorney Resolution No. 3923 September 28, 2005 Page 2 of 2 Clubhouse Feasibili August 22, 2005 A UBURN GOLF COURSE 29630 Green River Road, Auburn, WA 98092 Citv ofA uburn Parks and Recreation Department 910 9' Street SE, Auburn, WA 98002 CITY OF OBURN WASHINGTON A Washington Professional Limited Liability Company Licensed Architects in Arizona, California, Colorado, Hawaii, Texas and Washington Orr C// -y Cft � G4 "It /'o, 9 Table of Contents Cover Letter Executive Summary Project Scope Report Scope Course History Preliminary Analysis First Tab Site Analysis Site Plans Building Area Concept A Building Area Concept B Building Area Concept C Parking Study Summary Peak Parking Analysis, ConceptA Peak Parking Analysis, Concept Peak Parking Analysis, Concept C �' Business Plan Second Tab Revenue Third Tab Existing Rounds and Revenue Projected Rounds and Revenue Revenue Projections — Concept A Revenue Projections — Concept B Revenue Projections — Concept C Working Capital Budget -Feasibility Study —Concept A Projected Rounds Evaluation Driving Range Performa ' Final Analysis Fourth Tab Final Analysis Project Schedule Cost Estimates Fifth Tab Concept A Concept B Concept C David A. Clark Architects, PLLC Clubhouse Feasibility Study Auburn GolyCourse Executive Summary This report evaluates a program for a new golf course clubhouse at the Auburn Golf Course in Auburn, Washington. This executive summary offers an overview and a final recommendation, reflecting committee input, research, project team input, and other significant factors. Siting The project team recommends that if the City of Auburn builds a new clubhouse it should be located North of the I" and IOth tee box. The establishment of a clubhouse at this location would: Provide for maximum parking capacity i4 + Provides increased monitoring of the I" and 10th tee Maximize street appeal of the building Provides greater visibility to both the 18tb green and the signature 16th hole waterfall Restaurant/Proshop size The project team recommends a clubhouse of approximately 6,868 square feet. The clubhouse should provide the following. 2,000 square foot restaurant/lounge capable of hosting approximately 100 patrons. t� A pro shop space of 800 square feet. 1,200 square foot Kitchen space capable of catering onsite tournaments. Covered outdoor seating space for tournaments, with view of the course. ❑ 1,460 sf circulation 800 sf Pro Stop ■ 528 sf Mech ❑ 2,000 sf spaces Restaurant ❑ 880 sf Lobby, ❑ 1,200 sf Restrooms Kitchen Cart Barn The project team recommends that a separate cart barn be located between the 6th green and the new clubhouse. The cart barn would be approximately 2500 square feet. Provides covered storage for 50 golf carts Provides proximity to the clubhouse for ease of operation �w4 Provides distance from main road to protect against vandalism Parking Parking capacity is of primary concern as it relates to clubhouse/restaurant size. The preferred alternative requires the use of 182 paved stalls. This is the apparent maximum available space for parking. Additional parking could be secured but it would greatly affect the layout of the golf course. Costs The Architect evaluated the probable costs of Concept A, and recommends setting a project budget of $3,869,188 for the project. This includes inflation, soft costs and reserve amounts. David A. Clark Architects, PLLC I Clubhouse Feasibility Study Auburn Golf Course Recommendation - General Golf Operations While outside of the "Scope of Work" of the financial feasibility study, discussions into operations need occurred in an effort to provide consistent information. Currently the City of Auburn maintains the Auburn Golf Course and contracts out the Restaurant and ProShop. All revenue and expenditure forecasts in this study are based on the City of Auburn outsourcing the management of the restaurant/banquet/beverage operation through a renewable lease while controlling greens fees, cart rental and Pro Shop sales. The Lessee, or concessionaire, would work in concert with the City of Auburn to provide a "Themed or concept type Restaurant' that would meet the needs of the Auburn Golf Course as well as the greater Auburn community. Recommendation — Restaurant Operation There appears to be interest in the restaurant industry to cooperate on a restaurant lease at the Auburn Golf Course. It is recommended that the City of Auburn issue a Request for Proposals for Development of a Management Lease for a Golf Course Restaurant/Lounge and Banquet Operation. The RFP process should result is establishing a restaurant lease to provide facility planning assistance, operation and kitchen needs. David A. Clark Architects, PLLC 2 Clubhouse Feasibility Study Auburn Golf Course Project Scope scope David A. Clark Architects, PLLC was charged to perform a Clubhouse Feasibility Study for the Auburn Golf Course, owned and operated by the City of Auburn. The existing master plan was created in 1999, and the course has undergone major capital and normal maintenance improvements over the past ten years, as well as reconstruction due to a major pipeline project in 2003. Our scope, along with City staff, the Citizens Advisory Committee other consultants, included gathering existing data and conducting various interviews to consider the following items at the facility: 1. Food service joint venture 2. Pro Shop Services 3. Golf cart storage and revenue potential 4. Tournament Meeting Space 5. Financial Feasibility Review 6. Estimate of cost (for all options above) 7. Parking needs assessment based on outcome 8. Benefits analysis ofselected Course Improvements as part of project Our scope did not include any review of economic conditions, hospitality industry data or environmental impacts such as wetlands, flood plains, soils, topography, noise, wildlife or analysis of the existing clubhouse building. Q Project Team: The team for this report consisted of the following: Owner: City of Auburn Shelley Coleman, Finance Director Daryl Faber, Parks and Recreation Director Kevin Van, Greens Superintendent Dan Scamporlina, Landscape Architect, Park Planner & Dev. Manager Citizen Advisory Committee Joe Bauman Chuck Folsom — Co -Chair Kip Herren Mike Morrisette Mike Stevens Consultants: Architect: Civil Engineer: Interior Designer: Electrical Engineer Mechanical Engineer: Site Design David A. Clark Architects, PLLC Steve Calhoun Bill Gates Bill Luedke — Co -Chair Fred Poe Chuck Thrash David A. Clark Architects, PLLC Sound Consultants, LLC Alexa Milton Interior Design j. Omega Engineering, Inc. TEC Engineering, Inc. The Berger Partnership Clubhouse Feasibility Study Auburn Golf Course Course History General Description The following description was taken, edited for length, from the "CITY OF AUBURN GOLF COURSE - Master Remodeling Plan" written in 1999 by Kevin Van, Greens Superintendent, and was updated for the purposes of this report. "The Auburn Golf Course is owned and operated by the City of Auburn. The course is open year round, with most of the revenue generated between April and September. The course is patronized by daily green fees. Green fees in 2003 were: During the week: $22.00 (18 holes)/$19.00 (9 holes) regular $13.50/$10.00 junior; before 8:00 a.m., $18.00 after 6:00 p.m. (Sunset rate), $13.00; Weekends: $32.00/$26.00 regular after 3:00 p.m., $20.00 The present 18 -hole course was built in 1968 and 1969. The course opened in June, 1970. The City financed the present course with bonds. The south and east portions of the course were acquired from the County; the north portion was purchased from 250 stockholders in 1968. The course was designed by Proctor -Bauman and Goss; Glen Proctor supervised the $450,000 project. The bonds were paid off in 1986 The Auburn Golf Course replaced the Green River Golf Club, a nine -hole course located at the north end of the property. The Green River Golf Course was built in 1948. The Cityof Auburn took over the operation in 1986. During the first ten years the 1948 course operated out of a structure built on stilts and the maintenance building had a dirt floor. A new clubhouse was built in 1958 at its present site. An addition to the clubhouse was built in 1966 and now houses the pro -shop area. The parking lot was expanded in 1969 and a small maintenance building was constructed in 1970. The Auburn Golf Course remained unchanged from 1970 to 1987. Capital revenue increased, and a rebuilding program began in 1987. In the past 16 years a number of changes were made. Tees, greens and fairways on holes 6, 7, 9, 12 and 15 through 18 have been completely rebuilt, including irrigation. The tee and green on the 8h hole was rebuilt, including irrigation. All of the cart paths on the course have been paved. Five practice greens were added. A par three 19th hole was built to use during the construction periods. A new pumping station for the irrigation was built. A 3,500 square foot equipment storage building was added to the maintenance facility. A 3,600 square foot equipment storage building was constructed that included a future mechanics shop. The David A. Clark Architects, PLLC 4 Clubhouse Feasibility Study Auburn Golf Course lakes on 9 and 16 were enlarged for irrigation and storm water; and a five foot rock wall wraps both ponds. A 19 weir storm drainage system was added to the 17th hole. Other changes include planting trees, constructing landscape settings, a dozen bunkers, additional irrigation coverage, a wash area, and an above -ground fuel storage tank The present yardage is 6,231, 6024, and 5,531 from blue, white, and red tees respectively. The front nine is relatively flat and is located in a flood plain. The holes on 10, 15, 16, 17 and 18 are also flat and located in the same flood plain. There is an 18 -inch layer of heavy silt loam covering a 2 —10 foot layer offine to coarse sand on these holes. Holes 11-14 are hilly and the soils are clay — a rocky silt glacial "ooze ". The course has water rights to the river. This abandoned system was used in the 50's and most of the 60's to fill the irrigation reservoir on No. 9. In the late 1990's Cobble Creek was diverted to the river about two blocks south of the golf course property. This was done to prevent additional flooding during fall, winter and early spring. A 750 GPM artesian well, with a submersible pump was established in 1966 on the river at the south end of the course. This supplied irrigation and drinking water to the facility. The sulfur content in the water created a had taste, so City water was brought in from Dykstra Park for drinking. The artesian well still supplies the reservoirs on the course. A two inch domestic water line was brought across the river near the artesian well house in 1998. This now supplies the domestic water to Isaac Evans Park and to the Golf Course facility. An eight inch supply line was stubbed out near the well house by the f re hydrant for future use. Presently the artesian well is a sufficient source far keeping the reservoirs fully supplied. There are two reservoirs on the course. They come into play as water hazards, primarily on holes 9, 16, and 18. The course utilizes about 130 acres of the 189 acres ofgolf course property. The fairways are modestly wide. Many trees were planted on the course for safety and definition. The trees planted include Pine, Fir, Maple, Sequoia, Cypress, Cedar, Birch and Oak The course has views of the Olympic Mountains, Mount Rainier, and of the Auburn -Kent valley. " David A. Clark Architects, PLLC 5 Clubhouse Feasibility Study Auburn Golf Course Preliminary Analysis Site Plan The committee set forth criteria by which a potential site should be evaluated. They included: 1. Relationship to key golf holes, 2. Disruption to golf holes, 3. Adjacency to parking, 4. Access around the building by the golfing public, 5. Constructability. 6. Ability to operate during construction. Potential sites were reviewed and compared to the evaluation criteria. From that review, the team prepared a final site plan incorporating the concerns of the committee. The final selection indicates a new building pad located between the existing clubhouse and the existing 19`s hole. This final site was rated highest due to: 1. This site allowed for visual control of the pivotal golf tees I and 10 as well as the 9th and 18th greens. 2. While re -construction of the practice putting green will be required, this was anticipated in the masterplan cost estimates. 3. The site is more central to the majority of the prohposed parking lot. 4. The site provides clear circulation between the 6t green and the 7th Tee. 5. Locating the building southeast of the existing clubhouse will allow construction without disruption of the golf course operation. 6. More central location to the parking lot will provide a drop off area and easier access to the parking lot. 7. This site had no advantage due to soil or other constructability issues. Fill of two to three feet would likely be required.. 8. This site would allow temporary facilities located due north of the site, allowing for acceptable circulation and control. Please see the next 2 pages for existing and proposed site plans. David A. Clark Architects, PLLC 6 Clubhouse Feasibility Study Auburn Golf Course G 13 10 /1, I I i LU O m Z =� Q J J u Q W ,v^^ z D m a i Page 8 is intentionally left blank Preliminary Analysis Building Concepts & Alternates After a review of the programmed information, interviews with the staff, committee and users, we are presenting three building concepts that we feel will best serve the City's needs and budgetary constraints. Each concept is analyzed for parking needs, revenue projections and construction cost. The three concepts range between 8,628 square feet and 4,686 square feet. They will all have a separate cart barn large enough for 50 carts, a detached separate concrete slab for a future banquet tent and a simple covered driving range. Concept A (100 seats) The area of Concept A is the mid range of the recommended plans at 6,868 SF. Areas include an 800 square foot pro shop with a sales floor of 600 square feet, a one hundred plus seat restaurant/bar and a medium sized kitchen. The 2,500 cart storage area would be contained in a separate building, and will hold 50 golf cars. Areas Concept A (100 Seats) 6,868 Square Feet 0 1,460 sf Circulation ■ 800 sf Pro Shop ■ 528 sf Mech spaces O 2,000 sf Restaurant 0 880 sf Lobby, Restrooms 0 1,200 sf Kitchen David A. Clark Architects, PLLC 9 Clubhouse Feasibility Study Auburn Golf Course Preliminary Analysis, Building Concepts, Continued i.o Concept B (160 seats) Concept B is the largest version of all the concepts. With a total square footage of 8,628 sf, this concept includes a small pro shop with a 600 sf sales floor and a one hundred and sixty seat restaurant/lounge and a larger kitchen. Areas Concept B (160 Seats) 8,628 Square Feet ❑ 1,834 sf Circulation ■ 800 sf Pro Shop ■ 514 sf Mech ❑ 3,040 sf RestaurantBar 0 880 sf Lobby, Re arcoats ❑ 1,560 sf Kitchen €, Concept C (60 seats) This concept is the smallest of the recommended plans at 4,686 SF. Areas are limited to a pro shop, a sixty seat restaurantibar and a small kitchen. 0 996 sf ■ 288 sf Mech 0 622 Acces—, ■ 900 sf Pro Shop 0 840 sf Kitchen 13 1140sf Restaurant Areas Concept C (60 Seats) 4,686 Square Feet David A. Clark Architects, PLLC 10 Clubhouse Feasibility Study Auburn Golf Course ii a Parking Summary Staff asked that the consultant team perform a limited parking review to determine to identify the extent the parking demand loads exceed zoning code minimums. To that end, different scenarios were studied to identify the maximum potential parking demand. Existing Parking Required Parking Parking - Concept A (100 seats) 50 100 150 200 Stalls The scenario that created the greatest demand had a full Friday evening restaurant and lounge crowd and a 1 PM shotgun start golf tournament. Parking at the golf complex is currently striped for 117 stalls, with some overflow on the practice hole along the road. All parking counts were generated by a study of demand loads rather than minimums set by the City zoning codes. For golfing patrons, it was assumed that four parking stalls would be required for every foursome. The course load was calculated at 8 golfers per hole for all 18 holes, plus 10 more. For the hospitality Existing Parking Required Parking Parking - Concept B (160 seats) 50 100 150 200 250 Stalls patrons, 1 car for each 4 seats was assumed, which is above code minimums. As indicated above, Concept B would require the largest increase of required parking, or 83 additional stalls. Concept A had the second greatest increase, Parking -Concept C (60 seats) requiring an additional 65 stalls. Concept C, the smallest building, had the smallest total number of 117 stalls required at 167 total, or an 50 100 150 200 Stalls David A. Clark Architects, PLLC // Clubhouse Feasibility Study Auburn Golf Course Existing Parking additional 50 stalls. The cart Required barn and the driving range were Parking not considered in the study. 50 100 150 200 Stalls David A. Clark Architects, PLLC // Clubhouse Feasibility Study Auburn Golf Course DAVID A. CLARK ARCI IITECTS, PLLC Auburn Golf Course Feasibility Study -Concept A (100 Seats) Created 12 -Oct -03 Revised 15 -Aug -05 Parldng required per Sector Existing parking Total Stalls currently available on site Concept A, 100 seat Restaurant/Lounge Golf Golf Course Pro Shop Hospitality Restaurant Staff Totals 117 Stalls Area Pkg Code Pkg per Demand Ratio Code Min Parking 18 H 154 Occ None Required - Accessory Use 2000 SF 100 Occ 3 Occ 257 Occ Provide 182 Parking stalls to satisify projected demand 72 154 Park off site during peak time 1/100 sf 20 25 3 92 182 Additional 65 David A Clark Architects, PLLC 12 Printed 8/25/2005, 7:26 AM Auburn Golf Course Feasibility Study - Concept B (160 Seats) Created 12 -Oct -03 Revised 15 -Aug -05 Parking required per Sector Existing parking Total Stalls currently available on site Concept B, 160 seat Restaurant/Lounge Golf Golf Course Pro Shop Hospitality Restaurant Staff Totals 117 Stalls Area Pkg Code Pkg per Demand Ratio Code Min Parking 18 H 154 Occ None Required - Accessory Use 3040 SF 160 Occ 8 Occ 322 Occ Provide 200 Parking stalls to satisify projected demand 72 154 Park off site during peak time 1/100 sf 30 40 6 102 200 Additional 83 David A. Clark Architects, PLLC 13 Printed 8/25/2005, 7:24 AM DAVID A. CLARKARCIIII'LCl'S, PLLC Auburn Golf Course Feasibility Study - Concept C (60 Seats) Created 12 -Oct -03 Revised 15 -Aug -05 Parking required per Sector Existing parking Total Stalls currently available on site Concept C, 60 seat Restaurant/Lounge Golf Golf Course Pro Shop Hospitality Restaurant Staff Totals 117 Stalls Area Pkg Code Pkg per Demand Ratio Code Min Parking 18 H 154 Occ None Required - Accessory Use 1140 SF 60 Oce 3 Oce 217 Oce Provide 167 Parking stalls to satisify projected demand 72 154 Park off site during peak time 1/100sf 11 11 2 83 167 Additional 50 David A. Clark Architects, PLLC 14 Printed 8/2512005, 7:26 AM Auburn Golf Course Business Plan Presented to CITY OF UBURN WASHINGTON August 15, 2005 15 Introduction Recommendations Vision Statement Mission Statement Product and Service Mix Core Services Capital Needs User Survey Conclusion -Table of Contents - 16 0 4 0 The Auburn Golf Business Plan was developed with the intent to provide The City of Auburn with an overall golf management philosophy and business approach for the next five years. The business plan is a management guide that provides a history of past operations, recommendations to manage the golf course to maximize revenue, and identifies efficiencies in the operations of each cost center. The business plan is made up of two key components. The business plan itself evaluates each of the cost centers that frame the golf course and includes recommendations that can be made over a five-year period. Second is a five-year pro -forma, which is an outcome benchmark to manage to, as it applies to revenue and expenses, associated with each cost center. The six cost centers include park maintenance, pro -shop operations, the restaurant and concessions operations, the driving range, golf programs and golf outing events. Ideally, staff should create a third element of the business plan, the Annual Work Plan, and incorporate six or seven key recommendations into the operations of the golf course. These goals would then be made a part of the budget each year. In addition, the golf course business plan should be reviewed and updated on an annual basis to make adjustments as economic and market conditions change. As they fully recognize the golf course as a government business, the City of Auburn Clubhouse Committee and the golf staff have established a set of guiding principles to frame the business plan. These principles are: The golf course needs to be affordable. The golf course needs to be family and youth friendly. The golf course must be a self-sufficient operation. The golf course must be top quality in all aspects of operation. The golf course must provide top quality service. The golf course must cover capital improvements. The following recommendations are forwarded as they relate to the general operations of the course. These recommendations reflect committee input, research, project team input, and other important factors. General Operations While outside of the Scope of Work' of the financial feasibility study, discussions into operations needed to occur in an effort to provide consistent information. Currently the City of Auburn maintains the Auburn Golf Course and contracts out the Restaurant and Pro -Shop. All revenue and expenditure forecasts in this study are based on the City of Auburn outsourcing 17 the management of the restaurant/banquet/beverage operation through a renewable lease, while controlling greens fees, cart rental and Pro -Shop sales. The Lessee, or concessionaire, would work in concert with the City of Auburn to provide a "themed or concept -type restaurant" that would meet the needs of the Auburn Golf Course as well as the greater Auburn community. Alternatively, in 2006 the City could maintain the existing management structure and issue a RFP for Restaurant/Pro-shop operations to begin in 2007. There appears to be interest from the restaurant industry to cooperate on a restaurant lease at the Auburn Golf Course. It is recommended that the City of Auburn enter into a Management Lease for a Golf Course Restaurant, Lounge and Banquet Operation. The selected concessionaire should provide facility planning assistance, operation and kitchen needs. The Committee desired to view the golf operation from different operational model views. The operational model would provide the City with the greatest efficiency and largest amount of revenue. After discussing models with staff and the Committee members, it is recommended that self -operation of the golf maintenance and the pro -shop, while contracting out the restaurant operation, is the preferred option. Within each golf model are pros and cons that the City will need to manage. In the recommended model (which is self -operation of golf maintenance and pro -shop, with the restaurant contracted) they are: Pros Cons • The City will have control and will be able to view firsthand what the revenue potential of the golf course is or can be. • The consultant estimates the golf course is capable of netting $50,000 - $150,000 per year above operational and capital costs. • Golf rounds will increase through greater marketing and programming efforts. • The City manages all risks. • Capital improvements can be made sooner because of access to cash. • The City can gain greater advocacy if managed correctly. • There will be greater coordination between the restaurant and golf outings, which will improve customer retention. • Customer service standards can be established and evaluated. • The City has to be fully committed to be in the golf business. • Challenges faced working with union employees. • Growing entitlement and lessened willingness to accept change by long-time players, if the City self -operates. • The City has to make all capital improvements. • Monetary incentives are hard to give to public employees • The City will incur the initial start up costs. • The employees will need a 24/7 mind -set. • More indirect staff time from support divisions would be required. 18 Clark Architects and the Committee believe that the self -operated model would best be suited for the City. This model demonstrates all golf course operations management by the City, with the exception of the restaurant. The following are key issues that need to be addressed in adopting this model: • Outstanding coordination between the pro -shop and concessions on tournaments and outings. • Accountability of counter staff regarding customer service and money handling. • Improved customer service standards. • Performance measures need to be made part of the business plan. • A new purchasing policy regarding equipment and merchandising of retail items to increase salability. • Purchasing a point-of-sale system and cash registers. • An appropriate number of purchased or leased carts need to be determined to maximize revenue. • The restaurant needs to appeal to golfers, but still attract outside customers who work or live near the golf course. • Address and determine who will supply furnishings and fixtures for the pro -shop and restaurant. • The length of the restaurant management contract needs to be addressed. City staff is committed to being in the golf business. They understand they must manage the course as a business and recognize that they will have to operate and evaluate it differently from other provided services. The Committee is in support of the City managing the course, provided components of the business plan are strictly adhered to. These areas would include performance measures regarding customer service and course maintenance. With this recommendation in mind, the City should develop a transition plan for the current operator. The City must recruit key management staff who have golf facility management experience and a business background. Management of customer service standards, knowledge of maintenance standards, driving range standards, programming standards, and marketing and promotional efforts will also be necessary. Performance measures will be outlined in this business plan to meet the outcome of the players and for the success of the golf course. Vision Clark Architects and the Committee recommend the following vision statement for Auburn Golf Course: 'Auburn Golf Course will provide an outstanding experience for community members of all ages through effective management of pro- shop services, course maintenance, programs, and events that will make Auburn the public golf course of choice. a Clark Architects and the Committee recommend the following mission statement for Auburn Golf Course: 'Auburn Golf Course will provide extraordinary customer service at each point of contact, therefore generating long term relationships with participants " The goal of the product and service mix at Auburn Golf Course is to provide the best products and services at appropriate prices to create an extraordinary experience for each golfer. Products that should be offered include: • Well-maintained 18 -hole golf course that is beautifully landscaped • Pro -shop with a variety of retail merchandise offered in the golfers' price range • Certified golf pro(s) teaching on-site • Customer -focused staff that are knowledgeable of the game • Practice driving range facility that supports all skill levels • Restaurant and concession facility that provides excellent food at affordable prices Service provided by the facility should be customer focused and enhance the products offered. Those services that should continue to be offered or improved upon are: • Customer service plan that relates to each age segment that plays the course. • Easy ways for customers to access the golf course for general play or programs such as an automated tee time system or online registration for golf programs, tee times, and events • Programs, clinics, and events that support the needs of the golfer such as junior programs, skill clinics, camps, leagues, tournaments, and social events • Flexible pricing tailored to target market segments and their price sensitivity • Maintenance staff that understand the expectations of golfers who play at Auburn • All demographic groups are catered to and equally important • Full service restaurant and concessions that support golfer needs before, during and after play • Clean, well maintained carts • Tournament and golf outings for players of all ages and skill levels Core Services The core services provided by Auburn Golf Course can be divided into six major cost centers. Each cost center plays a significant role in providing the customer a complete golfing experience. The cost centers include: the pro -shop, driving range, restaurant and concessions, maintenance operations, golf outings, and programs and services 20 Pro -shop The pro -shop serves as a starting point for the customer's golfing experience. This is the first point of contact with staff. Therefore, it needs to have high appeal and customer service standards in place. The pro -shop staff is responsible for collecting green fees, setting tee times, and cart rental. The pro -shop staff is also responsible for promoting golf events and services, such as outings, lessons, clinics, tournaments, junior golf, leagues, and camps. With the proposed new clubhouse, Clark Architects and the Committee believe major efforts need to be made to improve operations. The areas of focus include: • Golf outings need to be promoted and recruited to increase numbers. • A well-designed golf outing package needs to be created that includes descriptions of costs, services, food, and benefits. • Sales calls need to be made on local businesses and organizations to bring their golf outings to Auburn. • A minimum of 15 outings, with over 100 golfers, per year should be the goal in the next three years. • The golf course needs a minimum of 55 carts on-site to promote more golf outing experiences that incorporate a cart rental and to encourage golfers to ride who don't enjoy walking. Currently, of the 52,000 plus rounds of golf played, CLARKE and the Committee suggest a goal is to reach 20% ridership in the first year, and up to 35% over three years. This will require soliciting more outings and promoting ride and play. The City should lease the carts and turn them over every three to four years, depending on the quality of the cart. Cart storage needs to be developed. The pro -shop staff must coordinate with the restaurant to market food services for the golfers. More on -course concession sales are needed, as well as vending services. The current facility is not conducive to merchandise sales. The City will need to increase performance in this area. An updated purchasing policy needs to be established for non-competitive bidding for resale or consumption items to maximize the creativity of merchandising. Also necessary will be a point-of-sale system to track customers. This will allow staff to track shopping frequency, merchandise purchased, player demographics, and time of play by individual golfer. Consequently, the staff will be able to develop programs and services that target customer needs. The pro -shop staff must develop a program plan for each age segment that plays the course to encourage and retain players. This applies to both men and women. The plan needs to focus on youth ages 6-12, teens 13-18, adults 19 - 54, and seniors 60 and above. Target programs should include leagues, outings, tournaments, clinics, and workshops to these age segments. Pro -shop staff must also promote plans through direct mail, email, coupons, newsletters, and development programs. 21 The Driving Range/ Practice Area It is strongly recommended that a driving range be developed to provide players the opportunity to focus on skill development. A PGA professional, or several teaching professionals should be hired on a part-time basis. They must be on duty regularly to give lessons and technique consultations for golfers of all ages. The City must acquire at least 1500 dozen balls at a minimum, for the driving range. Tokens, to operate the machine, should be sold in the pro -shop. A driving range season pass should be sold to promote more play on a monthly, quarterly, or yearly basis. Driving range standards should be put into place that meet the same level as on - course standards. A full service program should to be developed for the driving range. A separate area for teaching professionals should be established at the current 19"' Hole. Restaurant and Concessions The Auburn Golf Course food and beverage operation would provide the potential to become a popular restaurant destination for golfers, area business luncheons, retreats, golf outings and wedding receptions. The clubhouse features a picturesque view of the 18"' Hole and part of the golf course. Clark Architects and the Committee believe the restaurant needs to be privately managed. Goals Include: $800,000 in Restaurant Revenue 50% of restaurant revenue from non -golf customers $6 average ticket sales for golfers • Expand catering opportunities to 25 events annually • Integrate food and beverage sales into all tournament packages Market restaurant to entire Auburn community through joint efforts with the concessionaire Maintenance Operations The Maintenance Operations is responsible for maintaining the 18 -hole golf course, the practice range, and all landscaping. Maintenance activities include mowing, aerification, fertilization, weed control, maintaining greens and managing irrigation systems. Overall, the golf course is well maintained, which helps retain golfers and creates added value. The City will need to update the irrigation system, improve the playability on holes 1, 2, 10, and 11. The City has a good maintenance plan in place and needs to continue this practice. 22 Golf Outings, Programs and Services This is the area of the golf course that needs attention. The current golf course has an over- abundance of mature, older golfers. A balance of younger players, women, and families are needed. Developing programs to meet their needs can accomplish. This specific areas to develop include targeting programs for women, beginners and experienced players. Two types of men's and women associations are needed, one for 25 to 50 years old and the other for 50 plus. More leagues are needed. Both family and single events are needed to promote socialization and fun. Recruitment of golf outings is also needed. To expand the customer base, Auburn should pursue the following key market segments: Parents and Children Almost all public golf courses across the United States provide junior golf programs. These programs introduce youth to the game; however, they typically lose their appeal at age16 to age 23. Contributing factors to this loss of appeal are that youth have difficulty making the high school team and that the price of golf increases after age 18. Youth in this age range have to start making choices on where to spend their money. New programs would create opportunities for parents and children to learn the game together. These programs could include the opportunity for parents to play with their children at reduced prices during non- prime days and times to create or increase those special bonds shared between them. Women Women today make up the fastest growing group of golfers in the United States. The City needs to recruit women players and should consider hiring a part-time female golf pro at Auburn. This pro should focus on increasing women's leagues and clinics, establishing women's tournaments, and hosting professional women's group golf outings. The pro -shop should also create golf leagues for professional women that are more formal. The concession food menu should better represent women's tastes. Singles Singles today are looking for ways to balance their lives, develop new hobbies, and meet new friends. In this environment, they can enjoy each other without the stress of a "date." The City should create "singles" golf activities by working with local singles clubs, both in the secular and faith based communities. These activities could include "choose -up" events, handicap tournaments, best ball tournaments, clinics, and social events. Corporate Golf Outings The Committee feels that the Auburn Golf Course staff will need to aggressively recruit corporate golf outings. Corporate golf outings continue to be very popular. Pursuing corporate customers to fill in Monday through Thursday golf tee times between 10:00 AM and 4:00 PM 23 can make a major revenue impact. A staff person should focus on recruiting corporate customers for golf outings. The Committee's observation is that the City is doing a good job in keeping up with equipment replacement for the golf course. Based on best practices in the industry, the equipment on the golf course should be turned over every ten years. Part of each player's fee in each cost center needs to be committed to an equipment and infrastructure replacement fund. Typically, 7% is the normal amount committed for this purpose. The City has a well -organized plan for capital improvements at the golf course. The proposed improvements will continue support the golf course enterprise fund, which will continue to support capital course improvements. The lack of a quality clubhouse continues to be a limiting factor related to the Auburn Golf Course reaching its potential in the community. A new clubhouse and driving range would provide the revenue streams needed to fund its debt. It is recommended that the Auburn City Council authorize the sale of the appropriate bonds to fund the clubhouse, driving range and Hole #11 improvements. 24 Revenue This section reviews the existing and estimated projections for the green fee revenue, golf related revenue (merchandise and cart rentals) and hospitality operations for the course after construction of the new clubhouse. With the exclusion of the green fee estimates, the revenue projections are based on the preliminary analysis discussed in Preliminary Analysis section of the report. From 2005 to 2009, revenue projections for green fees show a 2.96 % annualized gain with a 2.85% annualized increase in the number of rounds played. From 2006 to 2008, revenues from Concept A, golf related areas show an annualized increase of 2.2% in merchandise --- — and cart rentals. ' 56,527 53y67 53,864 51,995 Hospitality projections r 48,125 j show 2% total increase from revenue from 2006 to 2008 from —�--i restaurant concessionaire payments. All the projections are primarily due to the low estimates of revenues during construction. i.;,' Existing Rounds and Revenue 2000 2001 2002 2003 2004 Since 2000, total number of rounds played has declined from the mid 50's in Rounds Played 2000 - 2004 2000 to the high 40's in 2004, mainly due to the poor weather, newer golf facilities opening in the region and construction related activities on the course. y 2000 2001 David A. Clark Architects, PLLC As the overall equivalent rounds played have not increased over the past six years, the revenue from green fees has decreased 8.4% over the same period. This decrease is mainly due to the course construction in 2003 and 2004. However, revenues per round did increase; with 2000 revenues per round were $17.69, climbing to $19.04 in 2004, an annualized gain of 1.9% 2002 2003 2004 Revenue 2000 - 2004 25 Clubhouse Feasibility Study Auburn Golf Course Projected Revenue Revenue Projections — Green Fees The projections of rounds played assumes the building construction, parking and golf course changes related to the building _ _ ____ _ _ _ -.-------- commence in 2006 and are 57,237 completed in 2007, with 70,000 55,570 ' the renovated golf holes j opening in April, 2007. 60,000 50,238 45,754 The percentage increase in --_ rounds played varies from' 3% to 4% from the 50,000 previous year, skipping the years of construction. 40,000 - 2008 should see a 10.6% increase from 2005 due to 30,000 the interest generated in the new clubhouse and 20,000 restaurant. Projected Rounds 10,000 2005 2006 2007 2008 2009 Revenue was also projected for greens fees, taking into account increase in the number of rounds played. Merchandise sales, cart rentals and other golf related profit income estimates are not included in these numbers. Revenue projections from 2005 to 2009 show an average annualized growth of 4.6% 2005 2006 2007 2008 2009 Projected Revenue David A. Clark Architects, PLLC 26 Clubhouse Feasibility Study Auburn Golf Course v '.i d 5 w O o o W n W a w T 4+ � N � a O o C S N N gypp,� O p N r ��ll V V > N Ol O V m d M W N W N n w Wo- y (� o d o � e v e CA O N N bal qp ?yy N r V �\ V V 1 p r N VJ b on N N Q On N m tO0 n O+ w w w O ti ti CIO waoo CD CD 0 0 m 00 voi o N N r l:l v Vi 69 59 m p O O O IT M y T O G. a n O v V1 b 0 U pT b � T Q � .V • o a h Vl o '" Y ami ami b Y m Y Ca �o o °000 c000 C a U cL a F- d N a U 9 Z 0 N d 00 C O T N b N � N Fir Q r 00 r r o id O w � OMi oho N U cn w ^ W ON T 'n N Q 0 N r M Q\ N N T ^ N � rp N .+ .-• �O M 0 0 p o0U T b N Ri Q N U iCr4 m M Cl) ^ h M Vw] O O 7 O O m a� m y m oo Wi N M w C� O vi O O O 00 w r r � M T 0 a c4 y C U T U b i o � c p FG�yy SZ 0 a bo o ug x o x w a W a �Ua 'u 04 o r 06 am C oCG oOo C� mc°O o H W a U w 0 N \\ / . o}_ } 7Cliclr )a En r4 as OCL C4\ § Z k\� �o Go \En )f Clt ON rA rn En ) o §\ / � }f ■ �En a § � a ■ 0 k� §tto % =k© as m r � �j \j 5 )o ) § 10 o \Q / B 's OO a N J m bVIW�O��h i M � � �osgas�m,: e^cR7am" E m NO -MN -Pa OP Q O O Q h P M h 0W NO-NPOP N O1� POPI�1�'nM M Ob VIVNVIh V'N V hP I�0b 0`Oh0 ^ O M P b b� o O P O m000cvoo F N O O O V O O M O O O O O N O 4] -O PI�CVP-OO [7 NON M _ b (V h rl h (V N [V N CI 00 ' S � SSo N O O O o h O h 0 0 M N = [-1 vI p n01'O o S ooS P 1�On M W OP N Q P P ISN N M Q P P M P ^ N b• O O O OO O P O W P l Om b OJ < N h O� o 10, W h h b h O O M o N O D VSNP Cl C l7 vl W Q d P -O M - N b (V h rl h (V N [V N CI 00 ' O ' NOOOJ Cl! N '/QIS ONO p n01'O W VIn NM O Y) b• C P O P P O O M O N O hm OJ ^OI�N oomW " oQo 000 OHO D VSNP No N P- PN('I ON O=nm OQ N.00O f\ O10 N"O � QdbP Qhm O N � N �mn NCQ)n N d O W m c'on^n c ..¢Q"Som 3�^3 ym 5 oc'cmou Wms a3E a�nmd 'm�R°c��m�mmmi �oV03U0 °o °�OE ° ga�m emoQu o o 6a ° a° oc� ZNc ,-� wvu �`ysm6oa° cd0 a. �n`m a90 ��O yEQ�°z Ewmi o0�00�o OVcc c.ccd-1°-zm�5i 0 c90L'- aWN F 02,F ; ry U U U U U o m ON Udp UQO Zcccccpp m1 U`F u 0O co 0 0 0 0 00ro _ a aoQ 0-o tONMQ,O oMooW oo ol.W 000 0 o noon SSoS00 S O aO OOO O OtoO lhN `O bO `O bO P \Um m 1mQ�Nbm n`en0 `�`Obbb Qa�n 0PPPo C3 PP 0 n 1 1 n n H m PyP% %% 0' Zmmm a GOLF COURSE FUND WORKING CAPITAL BUDGET -FEASIBILITY STUDY -CONCEPT A (100 Seats) NOTES: (11 Reduced 2006 Greens Fees by 21%, per Clark Architects. Changed to 10% per year for 2006 & 10% 2007 by Daryl (2) Estimated revenue to fund project at $3.65 million. This could be more if construction is more costly than projected. (3) 2006 Debt Interest Includes $100,000 in Bond Issue Costs (4) Revenue based on reachinq budqeted Greens Fees 2004-2010. City of Auburn 31 8/25/2005 - -TOTAL NUMBER OF ROUNDS Projected Growth ROUNDS OF GOLF AVERAGE ROUND 2001 53,864 $20 1,077,280 2002 53,967 $20 1,079,340 2,003 51,995 $20 1,039,900' 2004 48,125 $20 962,500 2005 PROJECTION 50,238 $21 1,054,998 2006 PROJECTION 44,090 $22 969,980 2007 PROJECTION 45,754 $23 1,052,342 2008 PROJECTION 55,570- 5,5702009 1,242,000 2010 PROJECTION 2009PROJECTION 57,237 $23 1,316,451 2010PROJECTION 58,954 $23 1,335,942 AGC will raise fees $1 per round in 06 and 07 -: TOTAL NUMBER OF ROUNDS Zero growth ROUNDS OF GOLF AVERAGE ROUND 2004 ESTIMATE 51,500 $20 1,030,000 2005 PROJECTION 50,238 $21 1,054,998 2006 PROJECTION - 44,090 $22 r 969,980 2007 PROJECTION 45,754 $23 1,052,342 2008 PROJECTION 54,000 $23 1,742,000 2009 PROJECTION 54,000 $23 1,242,000 2010 PROJECTION 54D00 $23 - 1,242,000 The Golf Course will raise fees $1 per round in 06 and 07 City of Aubum 32 8/25/2005 Auburn Golf Course Driving Range Performa Data based on National Trends as well as information provided by local courses operating driving ranges. Driving Range activity will create both direct and indirect revenue/use at the Auburn Golf Course. Below is an estimate of anticipated revenues that would be received as a result of developing of a 12 stall driving range. Direct Benefits Revenue Driving Range Sales $65,000 Lessons (70/30 split w/Pro) $60,000 Net Annual Replacement Fund Indirect benefits: Expenditure Net $11,000 $54,000 $42,000 $18,000 $72,000 $ 7,200 New Net $64,800 Debt on Construction $28.000 Available for Debt Reduction $36,800 • Increase # of course rounds slightly due to the fact that some players prefer to play at courses having a warm up area. • Increase Tournament Play. AGC could attract quality High School and USGA tournaments to our course. • Better opportunity to hire qualified Class "A" Teaching Pro as He/She would receive 70% of lesson revenue. Cost Analysis A 12 stall driving range constructed at a cost of $427,044 would add $28,000 per year to the proposed debt on the project. Net Revenue would be approximately $64,800 as a result of the Driving Range. Revenues as a result of the Driving Range available for Debt Reduction would be $36,800. 33 w Final Analysis This report evaluates a program for a new golf course clubhouse at the Auburn Golf Course in Auburn, Washington. The final analysis summary reflects project team consensus, research, committee input and other factors. Clubhouse A new clubhouse is essential to allow the Auburn Golf Course to compete with other municipal and other local public use golf courses. Local courses with newer significant clubhouses include: Foster Golf Links (City of Tukwila) t v Maplewood Golf Course (City of Renton) 6� Druids Glen (Kent area) C. Washington National (Auburn area) t� Golf Mountain Golf Complex (City of Bremerton) Newcastle Golf Club (Newcastle area) Er` Trilogy Golf Club (Redmond area) After the City of Tukwila replaced its 50 -year-old clubhouse in 2004, Auburn now has the oldest clubhouse in south King County for comparable courses. The committee agrees that having this will have a downward effect on rounds played. The draw of a new clubhouse with an attractive restaurant or lounge tends to increase play during the fust few years, as interest peaks. Players will then stay based on the merits and the playability of the course. A new clubhouse will also add to the overall positive image of the City. The project team feels that the existing clubhouse does not serve the golfing public well, with poor ADA access, poor HVAC systems, minimal restaurant operation & menu, no public outdoor lounge. A new clubhouse will enable the City to take full advantage of new profit centers, including cart rentals, percentage of restaurant & lounge, retail sales and driving range. The Project Team recommends that a new clubhouse be constructed to better serve the citizens of Auburn and to maintain the viability of the Auburn Golf Course. Clubhouse Siting The project team studied the possible locations of a new clubhouse. The building should be located close to parking to serve both golfing and restaurant patrons alike. It must allow room for staging and separation of circulation from carts and pedestrians. It must allow for visual control of the 1 s` and 10t' tees and the 9`h and I e greens. It must be located between the 9`h and 18t1 greens and the parking lot. David A. Clark Architects, PLLC 34 Clubhouse Feasibility Study Auburn Golf Course After reviewing all the criteria, the committee ranked the following evaluation factors: i,.; Providing for maximum parking capacity €e' Providing greater visibility from the restaurant and lounge to both the 181h green and the signature 16th hole waterfall Increased monitoring of the 1st and 10th tee Street appeal for the building Circulation of carts and pedestrians Proximity to the 96h and 18th greens The project team recommends the treed area located between the 10`" tee box and the 91" green for a new clubhouse site. Restaurant/Pro Shop size After a review of the facility needs, interviews with the staff, committee and users, we developed three building concepts that we feel will best serve the City's needs and budgetary constraints. Each concept was analyzed for parking needs, revenue projections and construction cost. The three concepts range between 8,628 square feet and 4,686 square feet. They will all have a separate cart barn large enough for 50 carts, a detached separate concrete slab for a future banquet tent and a simple covered driving range. The primary variable was the size of the restaurant and the lounge. The Pro Shop area, at 800 SF, is consistent for all three concepts. Recommended Concept Concept A is the mid range of the recommended plans at 6,868 SF, and includes an 800 square foot pro shop with a sales floor of 600 square feet, a one hundred plus seat restaurant/bar and a medium sized kitchen. The project team feels that a this medium sized facility would allow for the greatest flexibility of concessionaire 0 1,460 sf Circulation 0 800 sf Pro Shop ■ 528 sf p 2,000 sf Mech spaces - - Restaurant 13 880 sf Lobby, ❑ 1,200 sf Rest ms Kitchen Concept A operation. The project team recommends concept A, with a 100 -seat restaurant and bar. Cart Barn As one of the major profit centers of golf course, the golf carts must be stored inside to maintain the quality of the operation. Allocating 2,500 square feet to a cart storage building will provide for the storage of up to 50 carts and a small repair and storage area. The project team recommends that a 2,500 SF cart barn be constructed, located between the 6t" green and the new clubhouse. David A. Clark Architects, PLLC 35 Clubhouse Feasibility Study Auburn Golf Course Driving Range Driving Range activity will create both direct and indirect revenue/use at the Auburn Golf Course. Having an onsite driving range will increase rounds played as many players prefer to play at courses having a warm up area. It will increase tournament play and may attract quality High School and USGA tournaments. It would also improve the opportunity to hire qualified Class "A" Teaching Pro. The driving range is a major profit center, and will provide $36,800 per year for bond debt reduction. The project team recommends constructing a 12 station, covered driving range with range netting to better serve the golfing public and increase revenue. Parking Parking capacity is of primary concern as it relates to clubhouse/restaurant size. A mini parking study was completed, showing required parking for each of the three concepts. The preferred alternative requires the use of 180 paved stalls with overflow capacity of 27 stalls. This is the apparent maximum available space for parking. Additional parking could be secured but it would greatly affect the layout of the golf course. Design of the parking lot should separate the vehicular and pedestrian traffic by providing clear pedestrian pathways providing direct access to the building. Costs for the parking lots are included in the building cost estimates. The project team recommends constructing a 182 -car parking lot to support the recommended concept A. Project Costs by Concept Costs The Architect evaluated the probable cost impacts of all three concepts, based on his experience with other local municipal projects and specific municipal golf course clubhouse projects. The estimated costs (in 2006 dollars) include golf course construction costs, work, parking lots, clubhouse, driving range, cart barn, demolition of existing clubhouse and project costs (WSST, design fees, printing, bond costs and inflation). The costs estimates are: $4,515,833 _ Total Costs Concept A (100 seats): $ 3,869,188 Concept B: (160 seats) $ 4,515,833 Concept C: (60 Seats) $ 3,194,504 Concept A 000) Concept B 060) Concept C (60) The project team recommends setting a project budget of 53,869,188 for the construction of Concept A. David A. Clark Architects, PLLC 36 Clubhouse Feasibility Study Auburn Golf Course Recommendation - General Golf Operations While outside of the "Scope of Work" of the financial feasibility study, discussions into operations need occurred in an effort to provide consistent information. Currently the City of Auburn maintains the Auburn Golf Course and contracts out the Restaurant and ProShop. All revenue and expenditure forecasts in this study are based on the City of Auburn outsourcing the management of the restaurant/banquet/beverage operation through a renewable lease while controlling greens fees, cart rental and Pro Shop sales. The Lessee, or concessionaire, would work in concert with the City of Auburn to provide a "Themed or concept type Restaurant" that would meet the needs of the Auburn Golf Course as well as the greater Auburn community. The project team recommends that the City take over operation of the pro shop & obtain a concessionaire to operate the restaurant & lounge. Recommendation — Restaurant Operation There appears to be interest in the restaurant industry to cooperate on a restaurant lease at the Auburn Golf Course. It is recommended that the City of Auburn issue a Request for Proposals for Development of a Management Lease for a Golf Course Restaurant/Lounge and Banquet Operation. The RFP process should result is establishing a restaurant lease to provide facility planning assistance, operation and kitchen needs. The project team recommends that the City take the first step in obtaining a concessionaire via RFP that will assist the City in the design of the restaurant David A. Clark Architects, PLLC 37 Clubhouse Feasibility Study Auburn Golf Course 0 Q U 0 N N A Q n O � � N D IL c e.:�. fD Q _____________ -------------- N N > 7 ZO N N m � � I d N N N t0 N m LL d� o N > O {y Y Z O « O v) V1 V'1 kn. V1 O O O O O O O O O O O O O O O en M eMn O_ .--� N_ N N M M n 00 vl .Qav .hc � w w w w O O O O O O O O O O O O O O O M ao vi N � y O O O O ms L7 L'i 1-9 b w w w w w o v �O 00 5UC Cgo � N 4(4 a, o 5 > r4 to a���' U U Z U V] a bA A ~ rE U A U U C4 W m U U O � N m V �O f0 1 oD Ol O N m < �O T. Auburn Golf Course Feasibility Study - Concept A (100 Seats) Statement of Probable Cost Total Proiect Costs Created 12 -Oct -03 Revised 22 -Aug -05 Construction Costs Demolition/Removal (from City: $ 30,000 Building & Site Construction Budget (See Breakdown $ 1,650,018 Golf Course Hole #I 1 Constructior $ 202,017 Cart Storage Building 2,500 $ 76.21 $ 190,525 Driving Range Building 1,584 $ 53.69 $ 85,044 Driving Range Net, 120,000 $ 2.85 $ 342,000 Separate Banquet Slab 3,000 $ 9.00 $ 27,000 $ 2,526,604 Related (Soft) Costs Permits (Estimate) 0.3% 1,925,587 $ 5,777 A/E 13.8% 1,925,587 $ 265,731 WSST 8.8% 2,526,604 $ 222,341 Insurance 0.0% 2,526,604 $ - Advertising, Bidding Costs 0.3% 2,526,604 $ 7,580 Printing, Reimbursables 0.9% 2,526,604 $ 22,739 Testing 1.1% 1,650,018 $ 18,150 Utility Connections $ 150,000 Project Manager $ 50,000 Soils Engineering $ 3,000 Asbestos Survey & Removal $ 16,000 Speciality Equipment (range balls, mats, dispensing machines $ 20,000 Telephone System, POS systen $ 20,000 Furniture, Fixtures and Equipment, kitchen equipmen $ 55,000 Archeologist $ 5,500 $ 861,818 Construction Related Inflation 2006 (estimated; 4.5% 2,546,928 $ 114,612 Subtotal.................................................................................................. $ 3,503,034 Owner's Contingenc) Reserve Bond Amounts, Bond Cost, 10% $ 2,661,540 $ 266,154 $ 100,000 TotalProject Costs........................................................................................ $ 3,869,188 David A. Clark Architects, PLLC 39 T 5-1 Pre -design CE (100) A 082205.xls Auburn Golf Course Feasibility Study -Concept A (100 seats) Created 12 -Oct -03 Statement of Probable Cost Revised 22 -Aug -05 Building Construction Cost Summary ITEM QUAN. UNIT COST TOTAL Concept A Full Service Pro Shop & Counter 600 sf Office 120 sf Storage 80 sf 100 seat Restaurant & Bar Kitchen Beverage Cart Supply Area Cart Rentals Meeting Rooms Storage Sales Office Kitchen Storage 2,000 sf 1,200 sf - sf sf In Separate building - sf - sf - sf - sf Accessory Square Footage Lobby, Restrooms 880 sf Mech, Elec, Jan 528 sf Circulation, Walls 1,460 sf Sub Total Building Costs 6,868 sf $ 181.66 $ 1,247,650 General Conditions Contractor's Contingency Overhead & Profit 1,247,650 10% 124,765 1,247,650 5% 62,383 1,434,798 15% 215,220 $ 402,367 Total Building Construction Costs 6,868 sf $ 240.24 $ 1,650,018 Estimate includes all site costs, excludes all FF&E David A. Clark Architects, PLLC 40 T 5-1 Pre -design CE (100) A 082205.xls Auburn Golf Course Feasibility Study - ConceptA (100 seats) Created 12 -Oct -03 Statement of Probable Cost Revised 22 -Aug -05 Building Construction Cost Summary ITEM QUAN. UNIT COST TOTAL Concept A Full Service Pro Shop & Counter 600 sf Office 120 sf Storage 80 sf 100 seat Restaurant & Bar 2,000 sf Kitchen 1,200 sf Beverage Cart Supply Area - sf Cart Rentals sf In Separate building Meeting Rooms - sf Storage - sf Sales Office - sf Kitchen Storage - sf Accessory Square Footage Lobby, Restrooms Mech, Elec, Jan Circulation, Walls 880 sf 528 sf 460 sf Sub Total Building Costs 6,868 sf $ 181.66 $ 1,247,650 General Conditions 1,247,650 10% 124,765 Contractor's Contingency 1,247,650 5% 62,383 Overhead & Profit 1,434,798 15% 215,220 $ 402,367 Total Building Construction Costs 6,868 sf $ 240.24 $ 1,650,018 Estimate includes all site costs, excludes all FF&E David A. Clark Architects, PLLC 41 T 5-1 Pre -design CE (100) A 082205.xls Auburn Golf Course Feasibility Study - Concept B (160 Seats) Created 12 -Oct -03 Statement of Probable Cost Revised 22 -Aug -05 Building Construction Cost Summary ITEM QUAN. UNIT COST TOTAL Concept B Full Service Pro Shop & Counter Office Storage Cart Rentals 160 seat Restaurant/Lounge (No FF&E) Kitchen (No FF&E) Beverage Cart Supply Area Meeting Rooms Storage Sales Office Kitchen Storage 600 sf 120 sf 80 sf sf In Separate building 3,040 sf 1,560 sf - sf - sf - sf - sf - sf Accessory Square Footage Lobby, Restrooms 880 sf Mech, Elec, Jan 514 sf Circulation Space 1,834 sf Sub Total Building Costs 8,628 sf $ 181.66 $ 1,567,315 General Conditions Contractor's Contingency Overhead & Profit 1,567,315 10% 156,731 1,567,315 5% 78,366 1,802,412 15% 270,362 $ 505,459 Total Building Construction Costs 8,628 sf S 240.24 $ 2,072,774 Estimate includes all site costs, excludes all FF&E David A. Clark Architects, PLLC 42 T 5-2 Pre -design CE (160) B 082205.xis Auburn Golf Course Feasibility Study - Concept C (60 Seats) Statement of Probable Cost Total Proiect Costs Created 12 -Oct -03 Revised 22 -Aug -05 Construction Costs Demolition/Removal (from City) $ 62,000 Building & Site Construction Budget (See Breakdown) $ 1,125,692 Golf Course Hole #11 Construction $ 202,017 Cart Storage Building 2,500 $ 76.21 $ 190,525 Driving Range Building 1,584 $ 53.69 $ 85,044 Driving Range Nets 120,000 $ 2.85 $ 342,000 Separate Banquet Slab 3,000 $ 9.00 $ 27,000 $ 2,034,278 Related (Soft) Costs Permits (Estimate) 0.3% 2,034,278 $ 6,103 A/E 13.8% 1,731,709 $ 238,976 WSST 8.8% 2,034,278 $ 179,016 Insurance 0.0% 2,034,278 $ - Advertising, Bidding Costs 0.3% 2,034,278 $ 6,103 Printing, Reimbursables 0.9% 2,034,278 $ 18,308 Testing 1.1% 1,125,692 $ 12,383 Utility Connections $ 150,000 Project Manager $ 50,000 Soils Engineering $ 3,000 Asbestos Survey & Removal $ 16,000 Speciality Equipment (range balls, mats, dispensing machines) $ 20,000 Telephone System, POS system $ 20,000 Furniture, Fixtures and Equipment, kitchen equipment $ 55,000 Archeologist $ 5,500 $ 780,389 Construction Related Inflation 2006 (estimated) 4.5% 2,011,277 $ 90,507 Subtotal.................................................................................................. $ 2,905,174 Owner's Contingency Reserve Bond Amounts, Bond Costs 10% $ 2,213,294 $ 221,329 $ 100,000 Total Project Costs......................................................................................... $ 3,226,504 David A. Clark Architects, PLLC 43 T 5-3 Pre -design CE (60) C 082205.,ds D:AV1D n. C1.SRKARCItlTECI'S, PLLC Auburn Golf Course Feasibility Study - Coneept C (60 Seats) Created 12 -Oct -03 Statement of Probable Cost Revised 22 -Aug -05 Building Construction Cost Summary ITEM QUAN. UNIT COST TOTAL Concept C Full Service Pro Shop & Counter Office Storage Cart Barn 60 seat Restaurant/Bar (No FF&E) Kitchen (No FF&E) Beverage Cart Supply Area Meeting Rooms Storage Sales Office Kitchen Storage 600 sf 120 sf 80 sf sf In Separate Building 1,140 sf 840 sf - sf - sf - sf - sf - sf Accessory Square Footage Lobby, Restrooms 622 sf Mech, Elec, Jan 288 sf Circulation Space 996 sf Sub Total Building Costs 4,686 sf $ 181.66 $ 851,185 General Conditions Contractor's Contingency Overhead & Profit 851,185 10% 85,118 851,185 5% 42,559 978,862 15% 146,829 $ 274,507 Total Building Construction Costs 4,686 sf $ 240.24 $ 1,125,692 Estimate includes all site costs, excludes all FF&E David A. Clark Architects, PLLC 44 T 5-3 Pre -design CE (60) C 082205.xts