HomeMy WebLinkAbout3923
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 \ 7'U'day of () c-\.a he y
PETER B. LEWIS
MAYOR
ATTEST:
~n d.
.01Z.~
Da' lie E. Daskam,
City Clerk
AP~VEDAS TO FO~M!
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dariiel B. H~id, ' /
City Attorney
Resolution No. 3923
September 28, 2005
Page 2 of 2
,2005.
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D.\\"ID .\. CL \RK .\RCHITLCI <:. l'LLC
Clubhouse Feasibili~v Stud}!
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AUBURN GOLF COURSE
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29630 Green River Road, Auburn, WA 98092
AUBURN
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Parks and Recreation Department
910 9'h Street SE, Auburn, WA 98002
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A Washington Professional Limited Liability Company
Licensed Architects in Arizona, California, Colorado, Hawaii, Texas and Washington
Table of Contents
Cover Letter
~ Executive Summary
Project Scope
Report Scope
Course History
Q Preliminary Analysis
Site Analysis
Site Plans
Building Area Concept A
Building Area Concept B
Building Area Concept C
Parking Study Summary
Peak Parking Analysis, Concept A
Peak Parking Analysis, Concept B
Peak Parking Analysis, Concept C
o Business Plan
~ Revenue
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
~I Final Analysis
Final Analysis
Project Schedule
o Cost Estimates
Concept A
Concept B
Concept C
David A. Clark Architects, PLLC
First Tab
Second Tab
Third Tab
Fourth Tab
Fifih Tab
Clubhouse Feasibility Study
Auburn GotjCourse
Q 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't and 10tb tee box. The establishment of a clubhouse at this location
would:
o Provide for maximum parking capacity
W Provides increased monitoring of the I st and 10th tee
l..,i Maximize street appeal of the building
o Provides greater visibility to both the 18th green and the signature 16th hole waterfall
RestaurantlProshop size
The project team recommends a clubhouse of approximately 6,868 square feet. The clubhouse
should provide the following.
W 2,000 square foot restaurantfJounge
capable of hosting approximately 100
patrons.
o A pro shop space of 800 square feet.
o 1,200 square foot Kitchen space capable
of catering onsite tournaments.
l..,i Covered outdoor seating space for
tournaments, with view of the course.
o 1,460 sf
Circulation
. 800 sf
Pro Shop
.528sf ~
Mech . ,,'~":':.t~:( 0 2,000 !of
'l;ace~80 ,r ,,1;/" Re"'lll"ant
Lobby, 0 I ,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.
o Provides covered storage for 50 golf carts
o Provides proximity to the clubhouse for ease of operation
l..,i 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
1
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/banquetlbeverage 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, 11 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, PUC
2
Clubhouse Feasibility Study
Auburn Golf Course
Q Project Scope
Q 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 Citizeus 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 of selected 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
Steve Calhoun
Bill Gates
Bill Luedke - Co-Chair
Fred Poe
Chuck Thrash
Consultants :
Architect:
Civil Engineer:
Interior Designer:
Electrical Engineer
Mechanical Engineer:
Site Design
David A. Clark Architects, PLLC
Sound Consultants, LLC
Alexa Milton Interior Design
j. Omega Engineering, Inc.
TEC Engineering, Inc.
The Berger Partnership
David A. Clark Architects, P LLC
3
Clubhouse Feasibility Study
Auburn Golf Course
~ Course History
l..i 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 acquiredfrom 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 ofJin 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 City of
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 dirtfioor. 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 unchangedfrom 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 8'h 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 Golfeourse
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 of fine 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 bad taste, so City water was brought infrom Dykstra Parkfor 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 fire hydrant for
future use, Presently the artesian well is a sufficient source for keeping the reservoirs fully
supplied.
There are two reservoirs on the course. They come into playas water hazards, primarily on
holes 9. 16, and 18.
The course utilizes about 130 acres of the 189 acres of golf 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 Golfeours.
~ Preliminary Analysis
~ Site Plan
The committee set forth criteria by which a potential site should be evaluated,
They included:
1. Relationship to key golfholes,
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 fmal selection indicates a new building pad located between the
existing clubhouse and the existing 191h hole.
This final site was rated highest due to:
1, This site allowed for visual control of the pivotal golf tees 1 and 10 as
well as the g'h and 18th greens.
2. While re-construction of the practice putting green will be required,
this was anticipated in the master plan cost estimates.
3. The site is more central to the majority of the profosed parking lot.
4. The site provides clear circulation between the 6' 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,
allowingfor acceptable circulation and control.
Please see the next 2 pages for existing and proposed site plans.
David A. Clark Architects, PUC
6
Clubhouse Feasibility Study
Auburn Golf Course
Page 8 is intentionally left blank
Q Preliminary Analysis
Q 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 servc 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.
\,i 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
. gOOsf
Pro Shop
.Me~~:::"s L ~.~c,.~.,
-=-~ Res"='
[J 880 sf . ..-,
C t,460sf
Circulation
Lobby. Restrooms
C 1,200sf
Kitchen
David A. Clark Architects. PLLC
9
Clubhouse Feasibility Study
Auburn GolfConrse
C'
\\oJ Preliminary Analysis, Building Concepts, Continued
l..i 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
restaurantllounge and a larger kitchen.
Areas
Concept B (160 Seats)
8,628 Square Feet
o 1,834 sf
Circulation
. 800 sf
Pro Shop
11514sf
Mcch
o 3,040 sf
RestaurantIBar
o 880 sf
Lobby, Restrooms
o 1,560 sf
Kitchen
W 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 restaurantlbar and a small kitchen.
g 288 sf
Mech
'II
o 1140sf
Restaurant
C 622 sf
Accessory
a 840sf
Kitchen
Areas
Concept C (60 Seats)
4,686 Square Feet
David A, Clark Architects. PLLC
10
Clubhouse Feasibility Study
Auburn Golf Course
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
patrons, I 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,
requiring an additional 65 stalls.
Concept C, the smallest building,
had the smallest total number of
stalls required at 167 total, or an
additional 50 stalls. The cart
barn and the driving range were
not considered in the study.
~ 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.
David A. Clark Architects. PUC
Existing
Parkin):
Reqllired
Parkin!:
Existing
Parking
Required
I'urkiltr::
Rell,lirell
Pllrkin,t:
Parking - Concept A (100 seats)
50
100
200
150
Stalls
Parking - Concept 8 (160 seats)
50
150
200
250
100
Stall.
Parking - Concept C (60 seats)
Exisdng
Parking
50
100
ISO
200
Stalls
Il
Clubhouse Feasibility Study
Auburn Golf Course
DAYID '\. CLARK \RCIlITECTS, I'LI.C
Auburn Golf Course
F easibiJity Study - Concept A (100 Seats)
Created
Revised
12-0ct-03
15-Aug-05
Parking required per Sector
Existing parking
Total Stalls currently available on site
117 Stalls
Concept A, 100 seat Restaurant/Lounge
Area
Pkg Code
Ratio
Pkg per
Code Min
Demand
Parking
Golf
Golf Course
Pro Shop
18 H 1540cc
None Required - Accessory Use
72 154
Park off site during peak time
Hospitality
Restaurant
Staff
2000 SF
1000cc
30cc
1/100 sf
20
25
3
Totals
257 Occ
92
Additional
182
65
Provide 182 Parking stalls to satisify projected demand
David A. Clark Architects, PLLC
12
Printed 8/25/2005. 7:26 AM
DA YID A. CL\RK "\Rel I1TEC1 S. I'Ll C
Auburn Golf Course
Feasibility Study - Concept B (160 Seats)
Created
Revised
12-0ct-03
15-Aug-05
Parking required per Sector
Existing parking
Total Stalls currently available on site
117 Stalls
Concept B, 160 seat Restaurant/Lounge
Area
Pkg Code
Ratio
Pkg per
Code Min
Demand
Parking
Golf
Golf Course
Pro Shop
18 H 154 Occ
None Required - Accessory Use
72 154
Park off site during peak time
Hospitality
Restaurant
Staff
3040 SF
160 Occ
80cc
1/100 sf
30
40
6
Totals
322 Occ
102
Additional
200
83
Provide 200 Parking stalls to satisify projected demand
David A. Clark Architects, PLLC
13
Printed 8/25/2005, 7:24 AM
DAYID ,\. CL \RK \RCIIITECrS. PLLC
Auburn Golf Course
Feasibility Study - Concept C (60 Seats)
Created
Revised
12-0ct-03
15-Aug-05
Parking required per Sector
Existing parking
Total Stalls currently available on site
117 Stalls
Concept C, 60 seat Restaurant/Lounge
Area
Pkg Code
Ratio
Pkg per
Code Min
Demand
Parking
Golf
Golf Course
Pro Shop
18 H 154 Occ
None Required - Accessory Use
72 154
Park off site during peak time
Hospitality
Restaurant
Staff
60 Occ
30cc
1/100 sf
II
11
2
1140 SF
Totals
217 Oee
83
Additional
167
50
Provide 167 Parking stalls to satisify proj ected demand
David A. Clark Architects, PLLC
14
Printed 8/25/2005. 7:26 AM
Auburn Golf Course
Business Plan
Presented to
AUBURN
WASHINGTON
August 15, 2005
/5
Introduction
Recommendations
Vision Statement
Mission Statement
Product and Service Mix
Core Services
Capital Needs
User Survey
Conclusion
-Table of Contents-
1
1
3
4
4
4
8
8
8
16
Introduction
The Auburn Golf Business Plan was develOped with the intent to provide The aty 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 indude 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.
Recommendations
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
o The City will have control and will be able to view firsthand what the revenue
potential of the golf course is or can be.
o The consultant estimates the golf course is capable of netting $50,000 -
$150,000 per year above operational and capital costs.
o Golf rounds will increase through greater marketing and programming efforts.
o The City manages all risks.
o Capital improvements can be made sooner because of access to cash.
o The City can gain greater advocacy if managed correctly.
o There will be greater coordination between the restaurant and golf outings,
which will improve customer retention.
o Customer service standards can be established and evaluated,
Cons
o The City has to be fully committed to be in the golf business.
o Challenges faced working with union employees.
o Growing entitlement and lessened willingness to accept change by long-time
players, if the City self-operates.
o The City has to make all capital improvements.
o Monetary incentives are hard to give to publiC employees
o The City will incur the initial start up costs.
o The employees will need a 24/7 mind-set.
o 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 Oty. 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.
o Performance measures need to be made part of the business plan.
o A new purchasing policy regarding equipment and merchandising of retail items to
increase salability.
. Purchasing a point-of-sale system and cash registers.
o An appropriate number of purchased or leased carts need to be determined to maximize
revenue.
o The restaurant needs to appeal to golfers, but still attract outside customers who work
or live near the golf course.
o 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 membefS of
all ages through effective management of pro- shop services, COUfSe
maintenance, programs, and events that will make Auburn the publiC golf course
of choice. H
19
Mission
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. "
Product
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 lS-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 Rangel 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 19111 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 18111 Hole and part of the
golf course. Oar!< 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 SelVices
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 Oty 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 nonmal amount committed for this purpose.
Capital Needs
The Oty 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.
Conclusion
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 Oty
Council authorize the sale of the appropriate bonds to fund the clubhouse, driving range and
Hole #11 improvements.
24
o 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 ofthe 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 carl rentals. 53,967
Hospitality projections 48,125
show 2% total increase
from revenue from
2006 to 2008 from
restaurant
concessionaire
payments. All the
projections are
primarily due to the low
estimates of revenues
during construction.
W 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.
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 I ,9%
$1,063,925
'-~
2000
2001
David A. Clark Architects, PLLC
2002
2003
2004
Revenue 2000 - 2004
25
Clubhouse Feasibility Study
. Auburn Gal/Course
o Projected Revenue
o 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
completed in 2007, with
the renovated golf holes
opening in April, 2007.
The percentage increase in
rounds played varies from
3% to 4% from the
previous year, skipping
the years of construction.
2008 should see a 10.6%
increase from 2005 due to
the interest generated in
the new clubhouse and
restaurant.
Projected Rounds
70,000
55,570
57;1.37
60,000
45,754
50,000
40,000
30,000
20,000
10,000
2008
2009
2005
2006
2007
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 arc not
included in these numbers. Revenue projections from 2005 to 2009 show an average annualized
growth of 4.6%
2005
David A. Clark Architects. PLLC
2006
2007
2008
2009
Projected Revenue
26
Clubhouse Feasibility Study
Auburn Golf Course
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GOLF COURSE FUND
WORKING CAPITAL BUDGET-FEASIBILITY STUDY-CONCEPT A (100 Seals)
NOTES:
[I) Reduced 2006 Greens Fees by 21% per Clark Architects. ChanQed 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.
131 2006 Debt Interest Includes $100.000 in Bond Issue Costs
141 Revenue based on reachlnq 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
2002 53.967 $20
2003 51,995 $20
2004 48.125 $20
2005 PROJECTION 5O.23B $21
2006 PROJECTION. 44.090 $22
2007 PROJECTION 45.754 $23
2008 PROJECTION 55.570 $23
2009 PROJECTION 57.237 . $23
2010 PROJECTION $,954. $23
AGC will raise fees $1 per round in 06 and 07
TOTAl NUMBEll OF ROUNDS
zero growth
- _'~ . ROUNDS OF GOLF AVERAGE ROUND.
2004 ESTIMATE 51.500 $20
2005 PROJECTION 50.238 $21
2006 PROJECTION 44.090 $22
2007 PROJECTION 45.754 $23
200B PROJECTION 54,000 $23
2009 PROJECTION 54.000 $23
2010 PROJECTION 54.000 $23
The Golf Course wili raise fees $1 per round in 06 and 07
City of Auburn
32
1.077.280
1.079.340
1.039.900
962.500
1,054.998
969.980
1 ,052,342
1.278,110
1.316.451
1.355,942
1 ,030.000
L054.998
969.980
1.052.342
1.242.000
1.242.UOO
1.242.000
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 revenueluse 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
Expenditure
Net
Driving Range Sales
$65,000
$11,000
$54,000
Lessons (70/30 split wlPro) $60,000
$42,000
$18,000
Net
Annual Replacement Fund
New Net
Debt on Construction
Available for Debt Reduction
$72,000
$ 7.200
$64,800
$28.000
$36,800
Indirect benefits:
. 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 HelShe would
receive 70% oflesson 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 ofthe Driving Range. Revenues as a result of the Driving Range available for
Debt Reduction would be $36,800.
33
Q 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:
/oJ Foster Golf Links (City ofTukwila)
l..;J Maplewood Golf Course (City of Renton)
l..;J Druids Glen (Kent area)
Y Washington National (Auburn area)
Q Golf Mountain Golf Complex (City ofBremerton)
Y Newcastle Golf Club (Newcastle area)
(;;i Trilogy Golf Club (Redmond area)
After the City ofTukwila 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 first 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 golfmg public well,
with poor ADA access, poor HV AC 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 golfmg 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 I st and lOth tees and the 9th and 18th greens. It must be
located between the 9th and 18th 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 foIlowing evaluation factors:
U Providing for maximum parking capacity
\,; Providing greater visibility from the restaurant and lounge to both the 18th green and
the signature 16th hole waterfall
W Increased monitoring of the I't and 10th tee
W Street appeal for the building
\,; Circulation of carts and pedestrians
\,; Proximity to the 9th and 18th greens
The project team recommends the treed area located between the J(th tee box and the tjh
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 restaurantlbar
and a medium sized kitchen. The
project team feels that a this mediwn
sized facility would allow for the
greatest flexibility of concessionaire
operation.
The project team recommends concept A, with a 100-seat restaurant and bar.
[] 1,460sf
Circulation
. 800sf
Pro Shop
· M'~~::'" ~. ' D 2,QOO,f
~Restaurant
C 880 sf
Lobby, [] 1,200 sf
Restrooms Kitchen
Concept A
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 6th green and the new clubhouse.
David A. Clark Architects. PLLC
35
Clubhouse Feasibility Study
Auburn Golfeourse
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
The estimated costs (in 2006 dollars) t2
include golf course construction costs,
work, parkinb g lots, clu~housef' driving ..'u_
range, cart am, demolition 0
existing clubhouse and project costs Concepl A (JOO)
(WSST, design fees, printing, bond
costs and inflation). The costs estimates are:
~_.~~....,-~----,-_..,...-...~-.-- -.-
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.
$4,515,833
c<
-
~
Concept B (J 60) Concepl C (60)
l.) Concept A (100 seats):
W Concept B: (160 seats)
W Concept C: (60 Seats)
Total Costs
$ 3,869,188
$ 4,5 J 5,833
$ 3,194,504
The project team recommends setting a project budget of $3,869,188 for the construction of
Concept A.
David A. Clark Archilecls, 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 restaurantlbanquetlbeverage 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
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D\\[[) \ CI \RI, \RCIIIJI:Cl';, PI] C
Auburn Golf Course
Feasibility Study - Concept II (100 Seats)
Statement of Probable Cost
Total Project Costs
Created
Revised
12-0ct-03
22-Aug-05
Construction Costs
Demolition/Removal (from City
Building & Site Construction Budget (See Breakdown
Golf Course Hole #11 Constructior
Cart Storage Building
Driving Range Building
Driving Range Net:>
Separate Banquet Slab
2,500
1,584
120,000
3,000
Related (Soft) Costs
Permits (Estimate)
AlE
WSST
Insurance
Advertising, Bidding Cost:>
Printing, Reimbursable,
Testing
Utility Connectiom
Project Manage!
Soils Engineering
Asbestos Survey & Removal
Speciality Equipment (range balls, mats, dispensing machines
Telephone System, pas systerr
Furniture, Fixtures and Equipment, kitchen equipmen
Archeologist
0.3%
13.8%
8.8%
0.0%
0.3%
0,9%
1.1%
$ 30,000
$ 1,650,018
$ 202,017
$ 76.21 $ 190,525
$ 53.69 $ 85,044
$ 2.85 $ 342,000
$ 9.00 $ 27,000
$ 2,526,604
1,925,587 $
1,925,587 $
2,526,604 $
2,526,604 $
2,526,604 $
2,526,604 $
1,650,018 $
$
$
$
$
$
$
$
$
5,777
265,731
222,341
7,580
22,739
18,150
150,000
50,000
3,000
16,000
20,000
20,000
55,000
5,500
$
861,818
Construction Related Inflation 2006 (estimated: 4.5% 2,546,928 $
Subtotal,................ ....,............... ........., ........................ ........................... $
Owner's Contingenc}
Reserve Bond Amounts, Bond Cos~
114,612
3,503,034
10% $ 2,661,540 $
$
266,154
100,000
!Total Project Costs ........................................................................................ $ 3,869,188 I
David A. Clark Architects, PLLC
39
T 5~1 Pre-designeE (100) A 082205.xls
D\\'I1)"" CL\RK \RCllIlTCrS, PLLC
Auburn Golf Course
Feasibility Study - Concept A (100 seats) Created 12-0ct-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 880 sf
Mech, E1ec, Ian 528 sf
Circulation, Walls 1,460 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 Coustruction 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 08220S.xls
D \ YIJ) ,\. CLARK \RCHll LeTS. PLLC
Auburn Golf Course
Feasibility Study - Concept A (100 seats)
Statement of Probable Cost
Building Construction Cost Snmmary
ITEM QUAN.
Created
Revised
12-0ct-03
22-Aug-05
UNIT COST
TOTAL
Concept A
Full Service Pro Shop & Counter
Office
Storage
100 seat Restaurant & Bar
Kitchen
Beverage Cart Supply Area
600 sf
120 sf
80 sf
2,000 sf
1,200 sf
sf
sf In Separate building
sf
sf
sf
sf
Cart Rentals
Meeting Rooms
Storage
Sales Office
Kitchen Storage
Accessory Square Footage
Lobby, Restrooms
Mech, Elec, Jan
Circulation, Walls
Sub Total Building Costs
General Conditions
Contractor's Contingency
Overhead & Profit
880 sf
528 sf
1,460 sf
6,868 sf
1,247,650 10%
1,247,650 5%
1,434,798 15%
ITotal Building Construction Costs
6,868 sf
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
D.\ \'ID \. CL \RK \RCIIlTl. C r". PLI.C
Auburn Golf Course
Feasibility Study - Concept B (160 Seats) Created 12-0ct-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 600 sf
Office 120 sf
Storage 80 sf
Cart Rentals sf In Separate building
160 seat Restaurant/Lounge (No FF &E) 3,040 sf
Kitchen (No FF&E) 1,560 sf
Beverage Cart Supply Area sf
Meeting Rooms sf
Storage sf
Sales Office sf
Kitchen Storage sf
Accessory Square Footage
Lobby, Restrooms 880 sf
Mech, Elec, Jan 514 sf
Circulation Space 1,834 sf
ISub Total Building Costs 8,628 sf $ 181.66 $ 1,567,315 I
General Conditions 1,567,315 10% 156,731
Contractor's Contingency 1,567,315 5% 78,366
Overhead & Profit 1,802,412 15% 270,362
$ 505,459
ITota) Building Construction Costs 8,628 sf $ 240.24 $ 2,072,7741
Estimate includes all site costs, excludes all FF &E
David A. Clark Architects, PLLC
42
T 5-2 Pre-design CE (160) B 082205.xls
D\\'ID \. U AI{K \HClIITECI~. PI Ie
Auburn Golf Course
Feasibility Study - Concept C (60 Seats)
Statement of Probable Cost
Total Project Costs
Construction Costs
DemolitionlRemoval (from City)
Building & Site Construction Budget (See Breakdown)
Golf Course Hole #1] Construction
Cart Storage Building
Driving Range Building
Driving Range Nets
Separate Banquet Slab
2,500 $
1,584 $
]20,000 $
3,000 $
Related (Soft) Costs
Permits (Estimate)
AlE
WSST
Insurance
Advertising, Bidding Costs
Printing, Reimbursables
Testing
Utility Connections
Proj ect Manager
Soils Engineering
Asbestos Survey & Removal
Speciality Equipment (range balls, mats, dispensing machines)
Telephone System, POS system
Furniture, Fixtures and Equipment, kitchen equipment
Archeo]ogist
0.3%
13.8%
8.8%
0.0%
0.3%
0.9%
1.1%
Created
Revised
l2-Oct-03
22-Aug-05
$ 62,000
$ ],125,692
$ 202,017
76.21 $ 190,525
53.69 $ 85,044
2.85 $ 342,000
9.00 $ 27,000
$ 2,034,278
6,103
238,976
179,016
6,103
]8,308
12,383
150,000
50,000
3,000
]6,000
20,000
20,000
55,000
5,500
$
780,389
2,034,278 $
],731,709 $
2,034,278 $
2,034,278 $
2,034,278 $
2,034,278 $
1,125,692 $
$
$
$
$
$
$
$
$
Construction Related Inflation 2006 (estimated) 4,5% 2,011,277 $
Subtotal.... ,............................,.... .... .........,....,........ ........... .......,....... ,... ,.. $
Owner's Contingency
Reserve Bond Amounts, Bond Costs
90,507
2,905,174
10% $ 2,213,294 $
$
22],329
100,000
ITotal Project Costs ......................................................................................... $ 3,226,5041
David A. Clark Architects, PLLC
43
T 5~3 Pre-design CE (60) C 082205.xls
DAVID A. CL\RK .\RClllTn:]~, PLLC
Auburn Golf Course
Feasibility Study - Concept C (60 Seats) Created 12-0ct-03
Statement of Probable Cost Revised 22-Aug-05
Bunding CODStructiOD Cost Summary
ITEM QUAN. UNIT COST TOTAL
Concept C
Full Service Pro Shop & COWlter 600 sf
Office 120 sf
Storage 80 sf
Cart Barn sf In Separate Building
60 seat Restaurant/Bar (No FF &E) 1,140 sf
Kitchen (No FF&E) 840 sf
Beverage Carl Supply Area sf
Meeting Rooms sf
Storage sf
Sales Office sf
Kitchen Storage sf
Accessory Square Footage
Lobby, Restrooms 622 sf
Mech, Elec, Ian 288 sf
Circulation Space 996 sf
[Sub Total Building Costs 4,686 sf $ 181.66 $ 851,185 I
General Conditions 851,185 10% 85,118
Contractor's Contingency 851,185 5% 42,559
Overhead & Profit 978,862 15% 146,829
$ 274,507
Total Building Constructiou 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.x1s