North Palm Beach Country Club Studied submitted by National Golf Foundation 2-18-88NORTH PALM BEACH COUNTRY CLUB
STUDY
Prepared For
North Palm Beach Village Council
North Palm Beach
Florida
Submitted By
National Golf Foundation
1150 So. U.S. Highway One
Jupiter, Florida 33477
Prepared By
Joseph N. Noll
February 18, 1988
9 9 `IO$0
INDEX
Title
p_ aye
Summary of Report
1-8
Summary of Capital Requirements
9
Membership
11-14
Administration
14-16
Operations
Golf Operations
16-19
Starting Times
19-20
Golf Cars
20
Advertising and Promotion
20
Golf Course
21-22
Golf Course Budget
22
Productivity
23
Greens
24-25
Tees
25
Fairways
26
Roughs
26
Traps
26
Grooming
27
Equipment
28
Clubhouse & Tennis Courts Grounds Maintenance
29
Tennis Courts
29-31
Swimming Pool
32-33
Golf Driving Range
33-36
Clubhouse
36-37
Food and Beverage
37-39
Junior Programs
39-41
Adult Programs
41-42
Wages and Salaries
42
Senior Managers Privileges
43
Parking Lots and Road
43
Finances
44
Green Fees
44
Golf Cars
44-45
Golf Shop and Range
46
Dues
47
Food and Beverage
48
Golf Course Maintenance
48
Swimming Pool
48
Tennis
49
Administrative
49
Clubhouse
50
Capital Recommendations
Golf Course and Range
51-52
Tennis Courts
52-54
New Golf Shop
54-55
Clubhouse
55-56
Fitness Room
56
Driving Range Equipment
57
Golf Course Maintenance Equipment
57
Swimming Pool
58
Bonding
S8
Course Shutdown
59-60
Pro Forma Operatin Statement (Schedule I)
61
Green Fees Income Schedule II)
62
Title
p? �e
Golf Car Budget (Schedule III)
63
Golf ShoT &Driving Range Oper. Budget (Schedule IV)
Current
64
Projected Club Dues Schedule (Schedule V)
65
Tennis Budget (Schedule VI)
66
Pro Forma Swimming Pool Budget (Schedule VII)
Golf Course Operating Budget (§chedule VIII)
67
68
Administrative Budget (Schedule IX)
69
Clubhouse Budget (Schedule X)
70
Pro Forma Cash Flow Analysis (Schedule XI)
71
Golf Course Maint. Equip. Capital Requirements (Schedule XII)
72
Summary of Capital Requirements (Schedule XIII)
73
Cost of Golf Course Shutdown for Renovation (Schedule XIV)
74
Pro Forma Food &Beverage Oper. Statement (Schedule XV)
75
Organizational Chart
76
Summary of Survey
77-78
Blank Survey
79.82
Community Survey Results
83-109
Members Only Survey Results
110-120
Cross Tabs Survey Results
121-128
Bates Golf Course Report
Introduction
129
History of North Palm Beach Country Club
130-141
Course Routing/Flow/Driving Range location
141-145
Greens
145-147
Tees
147-148
Fairway Bunkers
148
Drainage
148-150
Drainage Map
149
Irrigation System
150
Irrigation System Proposal
151-152
Irrigation System Current Programming
153
Renovations & Cost Estimates Plan A
154-155
Renovations & Cost Estimates Plan B
156-157
Construction Schedule
158
Conclusion
158-159
Map Plan A
160
Map Plan B
161
Appendix
Tennis Court Lighting Proposal
162
Tennis Court Resurfacing Proposals
168-168
Information on Neighboring Tennis Facilities
169-174
LA1k]
MMM NNW
V TM
NATIONAL GOLF FOUNDATION
This report contains an operational study for the Village of North Palm Beach on
the North Palm Beach Country Club.
Our analysis is based on estimates, assumptions and other information developed
from our research and knowledge of the industry, and information furnished b you
y
and others. The information furnished to us is assumed to be true, correct and reli-
able. A reasonable effort was made to verify such information; however, no respon-
sibility for its accuracy is assumed.
We make no representation as to the legal, regulatory and accounting requirements
q
for this project.
1150 SOUTH U. S. HIGHWAY ONE, JUPITER, FLORIDA 33477, (305) 744-6006
Celebrating the Centennial of Golf 188-1988
SUMMARY OF THE REPORT ON
THE NATIONAL GOLF FOUNDATION'S STUDY
OF THE NORTH PALM BEACH COUNTRY CLUB
A study of the operations and facilities of the North Palm Beach Country Club has
been completed by the National Golf Foundation and the report p t submitted to the
Village Council.
Over the past 27 years, since the Club was purchased by the Village, , a great many
improvements and additions have been made to the facility.The 1
Cub has bask
attributes which are unsurpassed in the total arena of municipally o
p y p er
ated
recreational facilities. It is a complete complex with golf, swimming, tennis, and a
clubhouse that is larger than customary. The swimming facility rates the very top.
Tennis and golf facilities, although superior at one time have through ugh aging and
lack of adequate maintenance deteriorated till the the
y are now at best average.
The evolution of new technologies and the inabilityof the Club to keep eep abreast of
them has further produced obsolescence. This is somewhatical of most ost older
physical assets of any kind.
All the major changes that were made in the Club over theast almost st three
decades have been done extremely well and with great foresight of
thought.
However, due to the passing of time it is now necessary to once again contemplate
and implement major changes.
It is axiomatic that most people resist change. It is easier to evaluate to the known
than to contemplate the unknown that may brie changes . There ar
g y g are, of course,
those who relish the excitement of change and look forward to it with
g great
anticipation. It is probably safe to assume that the majority of the Villagers of
North Palm Beach are in this latter class and have lived their lives instigating and
implementing changes in a myriad of ventures and will appreciate pp to the present need
for extensive re-examination of NPBCC.
11
There is concern that NPBCC has been operated and perceived by many as auasi-
private club. The Cl q
Club is an asset of the Village and subsequently • •
g quently of all the citizens
of the Village and therefore b andefinition,•
y y is a public facile
Those who perceive that through the payment of annualized fees an entitlement to
special privileges or a disproportionately greater say relative to the uses and
operation of the Club negate the reality that, in fact, every member of the
community has equal access and input.
The equity in the Club is held in collective trust by the Village for each of its
citizens. This equity, rather than individual usage, mandatorily becomes the sole
determining factor in club policy and direction.
It is fortunate that these rather extensive sive recommended changes can be made
without the need for general funds. The income of the Club presently is well below
standard for those of similar establishments and therefore the income can bereatl
re g y
enhanced within the
present parameter of the Club's structure.
The National Golf Foundation has concentrated very heavily in two areas. First,
and perhaps foremost, is the opening up of the Club to more citizens of the
community with more and improved programming. Special emphasis is being
placed on the children of the community to allow them to partake in the benefits of
the Club at little or no cost but with greatly increased educational and recreational
programming. There has also been a concentrated effort to recommend services for
the adult community of all ages within the confines of the club.
Second, NGF has always seen the North orth Palm Beach Count Club as haven
�' g the
basis for
becoming a truly superior facile in •
p facility all its aspects. It can literally, �f the
recommendations arey'
implemented, become a showmun •
lace of
p municipal recreational
operations. It would become complimentary P ry to the people of the Village and their
lifestyles and the other g
Y er services of the Village, which ar
g � e exemplary.
2
Blatantly stated the choice is simply that of continued mediocrity versus potential
excellence. Certainly the North Palm Beach Country Club can continue on its
present track, but if that were the case in allr
p obability it would continue to show
degeneration.
A great array of recommendations
were made 1n the report for Council and the
following is merely a highlighted
summary of those recommendations.
Caution is
expressed that to fully understand the rationale and details of the recommendations
the full report should be consulted. These recommendations
are:
o A newly formed Commission appointed pp nted by the Village Council to have
complete control of the operations and
p policies of the club. The Council
would then be able to limit itself to major policy decisions and thea royal
of budgets. pp
o Administrative changes within the
g Club structure which would allow f
strong and viable Clubor a
Administrator to the daily manage g y operations of the
club.
o The Club would r acquire all the
q professional shops and convert the three
Professionals to employee status.
o Restructuring of the dues schedule into two classifications:
Summer (April 15 through November 30) and annual. The dues for the 7 1/2
months summer period would be 30% less than the current dues schedule
with the annual dues being approximately the same percentage greater than
present. The rates for single membership would be $475 (summer) and $950
(annual). Family rates would be $700 (summer) and $1,400 (annual).
o The eventual elimination of non-resident memberships.
3
o Increases in green fees income from non-member sources.
o Enhanced golf car income.
o Mandatory golf car usage in the mornings during the winter months except
P
for Tuesday and Wednesday.
o Junior summer programs involving all three of the athletic facilities.
o All year junior programs in golf, swimming and tennis.
o Accelerated adult recreational and social programs as an adjunct to those
currently available.
o Innovative adult athletic starter programs.
o Great relaxation on the assignment of starting times,rovidin for da
P g seven y
advanced reservations for members and improved conditions for non-
member residents of the Village.
o Elimination of shotgun starts during the winter months so as not to inhibit
the use of the first tee and the subsequent collection ofg reen fees.
o Appropriate at least one starting time per hour during the winter months for
non-members.
o A strong advertising and promotion program to encourage greater non-
member play.
o A service charge on credit card usage to equalize the administrative cost
between those using cards and those who do not.
11
o Change the service and attitudinal habits of the employees of the club,
especially as they relate to the golf operation.
o Hire an Assistant Golf Professional to replace one or more of the present
employees.
o Make changes in the golf shop record keeping for accuracy and convenience.
o Close off the present entrance to the first tee and the golf shop.
o Build a better and more service oriented bag drop in the vicinity of the new
golf shop.
o Restrict the use of the clubhouse for food service to the Grill Room.
o Improve the acoustics of the Grill Room.
o Add lockers to the men's locker room.
o Add a small fitness and health facility.
o Use the present dining room on Friday and Saturday nights only with a
strong concentration on social uses.
o Convert the dining room for adult and possible junior use Monday through
g
Friday.
o Move and improve the club offices.
o Provide for an additional card room for the use of the members.
5
o Install new'air conditioning at the east end of the clubhouse.
o Rebuild all 18 golf greens which have literally worn out.
o Rebuild or replace the existing tees on the golf course. Add additional tees
where required.
o Install new and better ladies tees.
o Refurbish the fairways and roughs of theg olf course.
o Re -define the golf course sand . traps and fill with new sand.
d
o Rebuild the 13th green and the 14th tee to provide room f
p for the new golA.
driving roved range. It is felt both these holes will be improved by these changes.
o Improve the 7th and 8th holes.
o Reverse the present 10th, 11th and 12th holes which will not only improve
the playability and enjoyment of these holes but will alleviate the serious
drainage problem in that area in the least expensive way.
o Build a new golf shop which will be proximate to both the golf course and
the range for singular management of both facilities in the approximate
vicinity of the present free tennis courts.
o Reverse the nines on the golf course with number 13 becoming the new
number 1 and the present number 1 becomingthe
new number 10. The 9th
hole will then become the 18th hole.
o Make acquisitions of additionalolf course maintenance ce equipment to bring
the equipment inventory up to average standards.
C
o Increase the golf course maintenance budget in order that necessary supplies
lies
can be purchased for the continued maintenance of the course.
o Include the clubhouse and tennis grounds maintenance budget in theg off
course maintenance budget to be managed by the Golf Course
Superintendent.
o Improve the productivity of the grounds crew.
o Rebuild the present golf driving range to accommodate moreg olfers who
would also be able to practice with their full compliment of clubs.
o Provide all new range balls initially and replace them as needed on an annual
basis.
o Replace the range equipment.
o Use tokens in the ball machine to ensure accurate fiscal control.
o Improve the range safety.
o Replace six of the present tennis court surfaces with either a fast dry or other
synthetic surface.
o Entirely replace the tennis court lighting to bring it up to at least minimal
standards for night play.
o Plant bushes at least 6 ft. high in a variety that can be planted very close
together to alleviate the problem of lights and sound from U.S.1 as they
affect tennis play.
o Make improvements in the women's washroom in the tennis building.
g
7
o Eliminate the two present free tennis courts and, if necessary, allow the use
of the existing ten courts in the formal facilityto be used for this purpose on
p p
a limited basis.
o Refinish the concrete lining of the swimming pool.
o Purchase new swimming pool deck furniture.
o Improve safety measures at the swimming pool.
o Open the use of the swimming pool to all resident childreny ear round at
negligible or no cost.
o Replace the present telephone system with one that is more universal and
efficient.
o Do all the course rebuilding in the summer of 1988 which will necessitate the
closing of the course for four or five months.
o Attempt, for the time of shutdown, to seek golfingprivileges at nearby
p g y
facilities which, for the most part, are unused during the summer months.
o The Village should bond for 20 years for the improvements recommended
which total $1,340,000. The debt service will be full accommodated for b
y y
the cash flow of the operations. If cash flow estimates are reasonably correct
the bond should be retired within a 10 yearP eriod.
o Operating projections and budgets by departments accommodating all the
p g
recommendations made have been incorporated into the report.
The schedule on the following page summarizes the recommended expenditures.
H
North Palm Beach Country Club
Summary of Capital Requirements
Golf Course &Range Incl. Irrigation (Plan A) $750,000
Golf Course Architectural &Engineering Costs $75,000
Tennis Courts -New Surface (6 courts) $73,000
New Lighting (All Courts) $75,000
Refurbish Women's Washroom $5,000
Planted Barrier $5,000
$158,000
Clubhouse
Air Conditioner $10,000
Partitions for Existing Dining Room $10,000
Partitions, Furniture & Equipment for
setting up new Offices in old Golf Shop $15,000
Acoustics for Grill Room $10,000
Additional Lockers $4,500
Total $1,340,000
9
$49,500
New Golf Shop
1,500 sq.ft. @ $50 per sq.ft.
$75,000
Architectural &Engineering
$7,500
Furniture, Fixtures &Equipment
$15,000
$97,500
Move existing Golf Car Shed to location proximate
to new Golf Shop (including Electrical Service)
$25po
Fitness Room Equipment
$25,000
Range Equipment
$17,000
Golf Course Maintenance Equipment
$128po
Swimming Pool
Relining
$12,500
Furniture
$2,500
$15,000
Total $1,340,000
9
STUDY OF THE NORTH PALM BEACH COUNTRY CLUB
The National Golf Foundation was commissioned by the Village Council of North Palm
Beach to make a complete and thorough operating and facility study of the North Palm
Beach Country Club. This report is a result of that study.
The village of North Palm Beach is an upper middle class community ty with a permanent
population of approximately 12,500 people which enlarges to approximately g pp y 1 8,000 people
during the winter season. It has per capita income ranking very close to the top of all
communities in Florida and considerably above the average of both Florida and h
g the United
States. Its land is very close to being total) and therefore the nature Y occupied p of the
Village can be assumed to be relative) static for man ears to come.
y many
The Village enjoys one of the most moderate climates in the State of Florida o ida due to its
very close proximity to the gulf stream. Its winters areuite moderate and its
q summers,
although warm, are refreshed by almost constant breezes off Lake Worthn
a d the nearby
ocean. There are very few, if any, golf days that are disrupted b
p y temperature and the only
loss would be occasioned by rain.
The services of the Village of North Palm Beach are commensurate with its stable and
affluent population. Its administration is able, efficient and courteous. Th.
e Public Safety
department provides exceptional fire andolice service. The Public Service ce department
has a reputation for prompt and efficient servicing of the infrastructure and utilities es which
are under the jurisdiction of the Village. The employees of all departments ar
p e quite well
paid and well selected and perform their duties to the citizens with cordiality a ty and
cooperativeness.
The North Palm Beach Country Club, which was built in the 1920's was purchased by the
Village in 1961. The Village, after this purchase, added a great many high
quality
amenities to the club operation among which were an Olympic size swimming g pool, a new
clubhouse, a tennis complex, a golf course maintenance equipment buil
ding, a golf car
storage building, and new parking lots. All of these facilities were built to the highest
standards and remain today as exceptionally good facilities.
M
In more recent time these facilities, through aging and in some respect through lack of
P g
adequate maintenance, have fallen below modern day standards and state of the art.
We are recommending in this report a very sizable capital investment to refurbish and
reconstruct the facilities to meet contemporary requirements. We believe this investment
to be a sound one for the Village and its citizens in bringing what is now a good basic
facility and changing it into one that is outstanding.
We very strongly recommend that this investment be paid entirelyout of operating
P g
revenues from the club and that in no instance should the taxes or surplus of the Village be
P g
used to fund these improvements. The present operating mode does notenou roduce h
P g
revenue to accomplish this amortization of debt and therefore in our report wero ose
P P
changes which, although not dramatic, will be sufficient toroduce revenues capable of
P p
handling both the debt service and the building up of surpluses within the enterprise fund
P p
to enable future capital expenditures.
It is our intent in this report to make recommendations that will, if implemented, make the
North Palm Beach Country Club one of the finest, if not the finest, facility of its kind in the
entire country. At the same time we will have further recommendations for g
enlar in its
enlarging
use to become even a greater communal asset with benefits to a higher proportion of the
g
residents of North Palm Beach and those now enjoying the use of the club.
Membership
The NPBCC is without equivocation a public, municipally owned facility, Yet its use is
heavily dominated by a membership which represents considerably less than 10% of the
populous. The survey which was taken within the community and the membership showed
that the majority of the present members would have, as theirP reference, that NPBCC be
operated and considered as a private club. This, of course, would be totally inconsistent
with this or any other publicly owned facility despite the fact that membership has become
ingrained into the fabric of the club's operation.
The dues structure is further inconsistent with that of aP rivate club. Private club dues
would run anywhere from from three to five times those paid b the current membership of
Y p
NPBCC. It would be unrealistic for the club to charge dues consistent with those ofP rivate
11
institutions. Candidly, the physical facilities of NPBCC are of a type and quality that would
not be parallel to those of private clubs.
The argument, however, becomes moot. NPBCC is a public asset and must, of necessity,
ty
remain public for its best use. The membership, in fact, is not a membership but merely is
a category of annual fees payment which allows individual or families to benefit from
reduced fees. Those reduced fees, however, contribute greatly to the lack of reasonable
profitability at the club. During the winter season when it would be very easy to fill the
course with non-members paying green fees of $20 and cart fees of $10 per person, the golf
course is primarily occupied by the membership therefore inhibiting the collection of non-
member fees.
We are recommending that there be a different dues schedule for the summer and winter.
Winter is assumed to be from Dec. 1 to April 15. The summer dues schedule would be
approximately 30% less than the current all -year dues schedule to enable those people who
feel that they want to spend less for their golf to have very low costs for 7.5 months of the
year. Those who would desire to have golfing privileges for the entire year would pay
double the summer schedule. It has been assumed that only one third of the members
would opt for annual memberships leaving a great many tee times available for the
purchase of regular daily fees. If a higher proportion of the membership does choose the
annual membership it will still reasonably off -set the loss of those daily fees.
We do not favor non-resident memberships. NPBCC is a facility purchased by the Village
g
for the primary use of its residents. We do, however, feel it would be eminently unfair to
ask those people who now hold non-resident memberships to terminate those
memberships. We therefore suggest that a moratorium be placed upon those memberships
with no new non-resident members accepted. Over the years, by attrition, there eventually
will be no non-resident memberships. From Dec -1, 1987 to Dec. 1, 1988 there was a gain in
the club category membership of 15. However, the residents memberships declined by 13
while the non-resident memberships increased by 28. This trend could continue with the
gradual closing of non-resident membership in the nearby private clubs.
12
There has been a concentration on the golf operation in this discussion of membership,
dues, and fees. The tennis and swimming fees will be discussed later in the report. The
lack of revenue from these two sources has not been due to a large membership or its
domination of the facilities and the subsequent inhibition of revenues. The loss of
revenues, especially in tennis, emanates from different sources.
It is somewhat disturbing to see the attitude of, what could very well be a minority, of the
members of the NPBCC. They, for reasons unknown, feel the club to be their sole and
exclusive domain, to the exclusion of others, and adopt the posture of equity holders. They
have very skillfully, albeit erroneously, attempted to use the club as a political lever to what
they deemed to be their advantage. In this process they have completely politicized the
club causing the Village Council to become involved in the most mundane and picayune
matters pertaining to the club and, on occasion, in the most ungentlemanly and unladylike
atmosphere have forced their individual desires upon the total membership and the
populous of the Village. They profess that their "rights" are pre-eminent in the club and
mistakenly feel that they, through their dues payments, are entitled to control and dictation
of the policies and operations of the club. They refuse to acknowledge that at very low cost
they have been granted the privilege of using the facilities of the club for their enjoyment.
Without equivocation, it is a privilege and not a right.
This very vocal group is almost exclusively made up of golfers who further profess that they
are subsidizing the other athletic departments. Even if this were so, they apparently are
unable to understand that the entire facility has been developed for the benefit of all those
residents of North Palm Beach who would care to use it and to give exclusivity to any
minority group would be in direct conflict with public policy.
The trend among municipal golf operations today is to do away with memberships where
possible and to open their use to the entire population of a community with fees paid
directly proportionate to the capital and maintenance cost of each of the individual
recreations. Both the North Palm Beach Country Club and the West Palm Beach Country
Club are notable as unique exceptions to this trend. Once again, we do understand that
membership has become so entrenched in NPBCC that it would probably not be politically
possible and necessarily justifiable in its termination. The very least the Village can expect
in return for these memberships is an understanding by the members that this privilege,
which is granted them at very reasonable prices, is costing both the club and the Village
13
income and we therefore feel that appreciation rather than criticism would be more to the
point.
The issuance and use of credit cards by the members for charges at the Club is a most
unusual practice at a public facility.
It would probably be best to do away with this practice but if this is not now possible then a
service charge of perhaps 5% should be levied against all monthly charges to defray the
disproportionate administrative burden of accounting for these transactions.
The members would then have the choice of paying cash or charging with a service charge
g
applied which in effect would equalize the Club's cost between the two modes of payment.
It has been expressed to us on several occasions that the Club is not very well used by the
working professionals of the community. For whatever reason, they feel alienated by the
Club and perhaps its membership. If this condition exists it should, if possible, be
immediately remedied.
It is just possible that this working group senses or actually has felt the members attitudes
expressed above. Should this be the case it only exacerbates the harm such attitudes can
cause.
ADMINISTRATION
It is unfortunate that criticism must be leveled at the administration of the country club or,
perhaps better stated, the lack of it. The Club runs without any central direction or
coordination. Each of the separate departments operates with almost total autonomy and
with a lack of coordination between them. Each department head operates his idio-
synchratically section almost without direction except for the budgetary control of the
Council and Village Manager. When something out of the ordinary is required to be
adjudicated by a higher level this duty apparently falls to the Village Manager. The club
administrator merely reacts to the demands and needs of each of these individual
department heads and therefore, for whatever reason, has become totally reactive and
rarely, if ever, proactive.
14
We are not sure how this condition came about but it has evolved into one that is
untenable. The Club, like any other organization must have a strong operating
administrator, one who can govern the operations of the Club on a daily basis combining
good supervisory management skills with the ability to work with the members and other
users of the Club in an amicable and cooperative fashion. The administrator must have
full authority over all these subordinate to him with the power to hire and fire. He should
be capable of building sound budgets which he can both explain and defend to the Village
Manager and the Village Council. The administrator should have the same level of
authority and responsibility as do the Public Safety and Public Service Directors. A large
portion of the deficiencies in the Club can be directly attributable to lack of administrative
leadership now evident.
The present Advisory Board, devoid of either policy or operating making decision, serves
with very little purpose. It was meant to be a buffer between the members and users of the
Club and the Village Manager and Council. Without authority or even responsibility it has
served no such purpose. It, as a matter of fact, is a very small voice intermingled with all
the other voices that appear before Council to express their opinions and wishes. It, as an
entity, unfortunately is not held in high respect by either those people to whom it reports
or for whom it reports.
We should like to respectfully recommend that a commission be set up to operate the
North Palm Beach Country Club. This Commission would be given full authority over the
operations of the enterprise with the exception of the approval of budgets and the making
of major policy which would remain a function of the Village Council. The Administrator
would receive orders and directions from the Commission, which would also approve a
selection of department heads and, if necessary, their dismissal. The Commission would
have full authority over any contractual obligations of the Club subject to the consent and
approval of the Village Manager and the Council.
It would be our recommendation that the Commission members be appointed for three
years and not have the opportunity to succeed themselves. This would be a way of taking
any social and political pressures from them and allow them to operate totally
independently and objectively. The Commissioners need not be members of the club but
should be representative of the community having capabilities in the business and
professional world which allows them to act as responsible members. If there need be
15
representation from the membership then the President of the Men's Association and the
President of the Women's Association could also act as Commissioners duringtheir e r tenure
of office. We would suggest that there be five council appointed members of the
Commission and that if the other two positions were to be added there would be a
total of
seven but that the majority of the commission be made up of people with totally objective
interests.
We feel the above suggestion would be a boon to the Village Council. It would for g , o the
most part, depoliticize the club and allow it to be operated on a rational and logical basis
p g s
rather than the emotional basis which, at least for the past year, seems to have been the
accepted methodology. From observation it appears that Council spends,if not the
majority of its time, certainly a disproportionate amount of time with matters of the club
which are really of an operating and. mundane nature. It is not a
p p ro er position for
elected officials to be placed and is totally unfair to them. This does notreclude
p Council,
upon its own initiation, getting involved in the affairs of the Club when they feel it is
necessary from a total community prospective. Council members could then become the
overseers of the bureaucracy and not part of it.
Golf operations
The golf operations at NPBCC are run in a fashion unique to public golf courses. The Golf
Professional is paid a small salary, has an employee of his own and supervises the other
p
employees who are related to golf. He also operates theolf shop and for which h
g p range g e
pays lease amounts and within which he operates entre reneureal enterprises. He really P p a y is
not an employee of the Village or of the Club except in the most remote sense and
therefore pretty much acts as any entrepreneur entrep might, ht, in his own best interest.
The Golf Professional is of high competence and fully understanding of the functions of a
golf operation. He understands the level of service required in such an operation.
q p Despite
the fact that he himself is service oriented anderforms in such a manner, it must
P be
candidly stated that the rest of the operation is one which is devoid of not only good
service but lacks congeniality and courtesy. It would be unfair toeneralize because
g there
are exceptions, but for the most part the employees involved in thep
olf operation are
g
impolite, uncooperative, and generally unknowledgeable of basic service requirements.
g q ements.
There is absolutely no excuse for this. If nothingelse at North Palm Beach Country try Club is
16
changed the attitude and performance of these employees must. It's highly likely that the
present employees are incapable of changing and it may necessary to make wholesale
rY
changes. This will add no cost to the operation and will assuredlyadd income. . We have
had reports of people who no longer care to play at North Palm Beach Country try Club
because they have been treated in such bad fashion. Beyond the loss of income ome is the
development of a reputation which is not consistent with the Village of North Palm alm Beach.
Inasmuch as the golf shop is independently owned and operated by the Golf Professional
ssional
we have no knowledge of the results produced from it. Therices charged are for th
p g e
most part, close to the suggested retail prices of the manufacturer. This is very uncommon
in the present retail posture of golf and golf related products and yet there
seems to be
reasonable volume produced in the shop. This volume could, conceivably,from
come two
sources. First, the members, out of loyalty to the Golf Professional or for convenience are
willing to pay the prices charged in the shop. Secondly, some of the revenue i
p y s mandator
through the issuing of credits for tournament victories. The womenolfers in
g particular,
complain that the inventory of women's goods is not large enough for them to make
g g proper
selection when they do receive these credits. This, of course would be unfair to them in
that they have paid entry fees and therefore are really being forced to receive as a return
products which they may not necessarily want.
The most common form of municipal golf shop operations today involves the club's
complete operation of the pro shop owning its inventory and running it purely as a
service
to the users of the facility showing some gross profit, usually about 25%, and
paying the
Golf Professional a commission on all sales that are made in that . sho I '
p n addition to the
commission it is necessary that the Golf Professional beve adequate aid a uate
P very q salary and
that he be given the right to do teaching and retain the revenue from those lessons. This
then makes the Golf Professional a bonafide employee of the club reporting to and being
directly responsible to the Club Administrator. The Professional becomesar
p t of the
entire team and is expected to work and cooperate with it.
We believe that the above system would be more beneficial to NPBCCh '-
t an the hi bred
system which is now in force. The Golf Professional is neither fish nor foul as it were, and
because of this unique operation has become extremelycynical regarding y g g the Club, his
fellow managers, and the membership. The Golf Professional because h
p e is seen and
17
known by more of the users of the Club than any other manager, is extremely pivotal in the
attitude of the users of the club. It is necessary that he be both energetic and enthusiastic
and, above all, be totally service oriented. Anything less than an extremely positive
attitude on the part of the Golf Professional is unacceptable. Any complaints or criticisms
which he may have, and which he is entitled to have, should be directed to the Club
Administrator for resolution and under no circumstances should be aired to either the
golfers or other employees of the Club.
In all fairness, it is not suggested that the Golf Professional is the only manager that has
become somewhat cynical. To lesser degrees other managers seem to embody this same
attitude and therefore all that has been said here relative to the Golf Professional applies
to some extent to other senior managers as well. These are service jobs and if one does
not feel capable of performing mandatory services he or she should probably obtain
employment elsewhere. We don't feel that, simply because the Club is governmentally
owned and governmentally run, that there is a need for attitudes less than those that would
be found at any golf facility of any kind. Certainly there are many, many municipally
operated recreational facilities that maintain the highest level of service and
accommodation.
The method of handling incoming green fees is, to say the least, sloppy. This does not
imply that there is any falsity in the record keeping but it would be impossible with this
system to have, even partially, accurate records. It is recommended that a new system be
installed which would not only immediately register all sales under the proper category at
the point of sale and immediately upon the sales having been made, which would transmit
this information directly to the computer in the accounting office. Not only would the
record keeping be greatly improved but this should, in turn, reduce the amount of
bookkeeping required each month to try and make statistical sense of these sales. What is
recommended is not avant garde but existing state of the art that most existing golf courses
have already incorporated into their operations and certainly new golf courses
automatically install.
Some method of checks and balances should be developed to assure that all who play the
golf course have properly registered and paid their fees if any are required.
MOA
Every golfer could perhaps receive a paid green fee slip from the golf shop even if it reads -
no charge. The number on the slip could then be entered on the starting sheet and
reconciled with the register reading at the end of each day.
This would also give a very accurate accounting of the number of rounds played.
Starting Times
The making of starting times is now limited to the day before actual play. It would be a
great convenience to all involved if they could be made considerably in advance of the
players requirement. There is no particular reason why starting times for both members
and other residents of North Palm Beach couldn't be made as far in advance as one week,
with the starting time for non-residents being allowed two days in advance if payment is
made at the time of the reservation.
It seems almost punitive that people have to get up in the middle of the night in order to
make a starting time for the next day. The bookkeeping involved in making starting times
for as long as a week in advance is not very great and most certainly adds no cost to the
operation. It is merely a matter of having seven days of starting time sheets available
rather than one day. The week in advance time reservation would be particularly
advantageous to those who work and therefore play on weekends only. They could snake a
reservation for the following Saturday, for example, if they play on Saturday or for Sunday
if they play on Sunday.
There is continued concern about the lack of availability of good starting times for non-
members of the club. The system that the West Palm Beach Country Club uses of one non-
member reservation every hour would make a great deal of sense for North Palm Beach as
well. These starting times would be held up until a few minutes before the actual time and
if not then used bynon-memberswould be made available to members should they choose
to use them.
The practice of shotgun starts for both the Men's Association and Women's Association at
8:30 in the morning is extremely costly to a club, especially during those winter months
when the tee times are most salable. By starting at 8:30 there is a loss of 11/2 hours of
19
salable tee times for a total of 44 such starts each of the two days or 88 per week. Over the
winter seasonal months the loss is approximately 1,700 starting times. Assuming a
mandatory car requirement for non -residence of North Palm Beach the loss of these tee
times could total approximately $50,000 a year in lost revenue to the Club. There is no
lack of appreciation for the fact that the members of each association want to start and
finish at the same time in order to have lunch or play cards or whatever they chose to do.
There are options available. They could start at 7:00 on the morning, which many of these
association members might find cumbersome, on the other hand they could do what many
of the private clubs do and play their shotguns after lunch, at 1:30 or 2:00 o'clock, which
should make the loss to the club considerably less. They, of course, could forego shotgun
starts during the winter months and take tee times starting at 7:00 o'clock, just as its done
on other days, and finish on a staggered basis. The same rationale applies to the
occasional Saturday and Sunday shotgun events. These should be discontinued during the
winter season and perhaps all year.
Golf Cars
North Palm Beach Country Club is almost the last bastion in the area permitting walking
during a round of golf. The National Golf Foundation strongly endorses walking as an
exercise and is certainly most supportive of it. It does, however, greatly cut into potential
revenues for any golf course.
We are not suggesting the elimination of walking but merely that cars become mandatory
until 1 pm during the winter season except for Tuesday and Wednesday. Those who care
to walk would still have the option to do so after 1 o'clock.
Golf car revenues are an intrinsic part of golf course income in today's economy. Those
who walk must understand if it were not for the riders of golf cars their cost of playing golf
would rise considerably. They are, in effect, being subsidized by the riders.
Advertising and Promotion
There is a prevalent feeling throughout the area that NPBCC is private and it is most
difficult, if not impossible, to play on its golf course. It will be necessary, through some sort
20
of advertising and public relations effort to dispel this feeling in order to gain the revenues
needed by the addition of non-member and non-resident green and car fees.
A great deal of this promotion could come with
a small appropriation, through the use of
press releases to the media and through advertising in th
g g e local newspapers. The monthly
Village Bulletin could al _
g so stress that non-members are cordially invited to
... y use all the
facilities of the North Palm Beach Count Club including ncluding the golf course.
It has been suggested that morerominent "open P p to the public signage might be
advantageous to attract more non-members to the'
club. This might be of some help but,
generally speaking, the above recommended methods of
newspaper promotion would be
better.
The opening of a first class drivinge which w
P range, , e are so sure will attract many people,
will also bring awareness to the fact that the NPBC
C is a public facility.
Golf Course
We had originally been informed, and as it turns out erroneously, that the golf course was
built by Donald Ross. From the research done by Gene Bates it seems reasonably
apparent that the golf course was built b C.D. McDonald who o is universally
acknowledged as the father of modernolf course se architecture which glues the golf course
even more historical prominence then if it had been built by Ross.
It is, however, a product of the 19207s when the state of the art and the requirement of
golfers were greatly different than that today. y golf course design still stands the test of
time but its construction is antiquated and in some e instances, poorly done. The 10th hole
as an excellent example, was built on unsatisfactorysoils '
and with inadequate preparation
and will be a constant source ofP roblems.
The green construction of the 1920's is totally inadequate for the heavy traffic of the 19801s
and beyond. There were no USGA standards for the'
construction of greens in the 1920's
and because the traffic loads were light and maintenance ance labor was very Inexpensive It was
possible to literally hand manicure eachg
. reenThe grasses asses that were available in those
days are considered inferior b toda 's technology.
y y
21
The tees were built very small because there was an anticipation of very little usage but are
incapable of accommodating today's traffic loads.
The accompanying Bates report goes into great detail as to the requirements of golf course
reconstruction and rehabilitation. We should like to state withp
g reat emphasis that Gene
Bates, without any cost to the Village and as a community service, has done extensive
research and development in the compilation of the enclosed report. We, at the National
Golf Foundation, should like to express our profoundratitude for this extraordinary
ry
service provided by him which, we are sure, also g e represents the feeling of the Village
g
Council, the members of the club, and others of the community. Gene Bates felt as a
resident of the Village that he would like to make a substantial contribution to this study
and certainly has done so.
Golf Course Budget
It will be noted that we have for the proposed golf course budget for fiscal year 1989 and
beyond, recommended an increase in non -labor items only.Y Basically this will enable the
Superintendent to purchase more chemicals such as insecticides and herbicides as well as
an increase in fertilizers, sand, seed, etc.
It might be well for the Village, prior to its next wage negotiations, to make a definitive
g
study of golf course maintenance wages throughout the northernp art of Palm Beach
County and from this study to make every effort to hold very minim
wage increases to a
g ry um.
The wage rates have risen to their present level because they have been lumped in with the
general Village wage levels and, because they are so attractive, the turnover in employment
has been negligible. The pyramiding of wage increases as well as longevity pay has caused
this disproportionment, which is not easily soluble and one unfortunately that has to be
rectified in somewhat larger budgets than would be normal forg olf courses such as this.
There will be some relief as the longer tenured employees reach retirement age and ar
g e
replaced by new and younger workers whose wage levels will be approximately 60%.
g pp y
Therefore it can be assumed, somewhere down the line, that may budgets have
g y not to be
increased to accommodate inflation, but rather will absorb this increase through lower
hourly average pay rates.
22
Productivity
The efficiency of the work crew has been less than that which might be expected. pected. This does
not necessarily reflect their unwillingness to produce but is more reflective of a
hodgepodge method of assigning work which might well have caused confusion usion among
workers as to what their responsibilities and work loads were and thereby causing s ng only a
portion of the work to be accomplished.
This is further complicated by what appears to be excessive absenteeism self
assignment of
work hours to accommodate personal or moonlighting schedules disproportionately long
rest periods due to everyone returning to the barn and upon completion of the r
p p est period
returning to their work area which cause the resteriods to be 45 minutes instead ad of 15,
Vacations, which are lengthy enough because of seniority, are taken at times during the
years when the full work crew is required rather than waitingtill the non -growing non- g g winter
season when fewer people can get the required work done.
People on the work crew of the golf course chose this line of work because they enjoy
outside work and correspondingly they must realize that the work loads varyn
o a seasonal
basis. There is just more work to be done duringthe growing season than h -
g g the growing
season, and vacations should be granted accordingly.
By observation it was noted that the crew, even duringlight and moderate g to rains, returns to
the maintenance barn to sit out the rain. This is indeed unusual in that
people who work
outside, although not expected to perform during inclement weather, certainly don't let
light rain showers drive them from their task.
In conclusion, it would seem obvious that if theseeo le demand and have p p e received by far
the highest wages in the area that the Country Club correspondingly can
expect
productivity at least average if not above. No one is askingone to die for
anyone dear old
NPBCC, but certainly the old adage can be reversed and aood day's work g y o k can be
demanded for a good day's pay. It is highly possible that most if not all
g Y p of the present
workers, would agree and woulderform most satisfactorily y if properly led.
23
Greens
The greens were found to be in highly thatched condition which caused great sponginess.
In addition to the thatchyness the greens were grainy and irregular. The putting speed was
way below normal and the roll of the ball was most erratic. No greens on any golf course
were meant to be a hazard and are not intended to penalize golfers. The putting skill of
the individual golfer should be the single determination of his ability to putt the ball into
the hole. At NPBCC there was about 25% skill and 75% luck on any putt of any distance.
There are many who say, with great justification, that the greens are by far the most
important part of a golf course.
In the month of October the greens were verticut in four directions and even with this
extravagant procedure not all the thatch was removed. In order to remove thatch it
probably would have been necessary to have verticut them in eight directions, but because
of the lateness of the season it was feared that there might not be enough time to properly
regrow the grass. This procedure will have to be totally repeated and perhaps enhanced
upon in May of next year. In the interim and over the winter months the greens will be in
reasonably good condition because of an overseeding program with rye grass which has
taken place.
The greens should be aerified at least three to four times a year. It may be necessary to
contract for a deep tine program in the early summer of 1989 to further enhance this
aerification. The greens were not aerified this fall because that would have been
counterproductive to the overseeding program.
Top dressing should take place with frequent applications of a consistent quality material.
Two moderate treatments of top dressing should be applied after each aerification and
light applications monthly between these aerifications.
Nematicides should be applied at least two times a year and possibly three times a year,
especially on those greens that show greater infestations of nematodes. Synthetic organics
should be programmed in as fertilizers to minimize the inorganic sources and to help
reduce further thatch build-ups. A complete soil test of all greens should be implemented
with at least two soil profiles analyzed. Special emphasis should be placed on pot ash
availability during the summer months. The greens should be mowed six to seven days a
24
week with 80% of the cuts being double and in some cases triple, especially in the early
stages of the program. The green mowers should be checked for adjustment and overall
physical conditions. The height of the greens will be adjusted periodically as needed from
5/32 inches to 8/32 inches. Minor -Nutrients should be applied at least once a month to
supply needed minors to the greens and to promote foliar activity and greening of the
plant.
The overall grooming of the greens has begun and should be repeated at great frequency
again next year as the growing season commences. If, however, our recommendation for
the rebuilding of the greens is implemented there will obviously be no need for the above
suggested spring work.
At this time it is hoped for, but not known, that with all the new type care to the greens as
to whether they will still be of sufficient quality. The greens have an unbelievable variety
of grass on them now, from common Bermuda to No. 419 bermuda and everything in
between. However, it is probable that it is necessary to literally dig up and replace all 18
greens. The cost of this program is not insignificant. It can be assumed that such
rebuilding at this time would cost $3.00 to $3.50 per sq. ft. and with over 100,000 sq. ft. of
greens it becomes obvious that the cost is approximately $350,000. Three or four years
from now the same cost, effected by inflation and the need for more extensive rebuilding,
could easily cost $500,000 to $600,000.
Greens in Florida are assumed to have a life of 15 - 20 years. NPBCC greens gave gone
beyond that time frame by 200%.
Tees
The overall condition of the tees is very bad. All that could be done to partially rectify the
situation is to fertilize the existing tees and perhaps to let the grass grow for the balance of
the growing season. In addition they have been heavily fertilized and top dressed this fall..
r r 1
The height of the grass on the tees should be raised to 3/4 inch until a dense surface exists
and the length of the grass can then be lowered to 3/8 inch to 1/2 inch.
Many of the tees will have to be better defined and shaped not only to give more teeing
area to prevent excessive damage but also to improve their overall appearance as well as
25
that of the course. Many of the procedures recommended for thereens to some varying
crying
degree will also have to be applied to the tees.
Most of the tees will have to be rebuilt, in some cases new ones built as outlined in our
golf course layout plan.
Fairways
The fairways are probably in the best condition of all areas of theg olf course. There are
nematode infestations which have been sprayed and will have to be probably sprayed robabl two
times a year. Those areas which the nematodes have destroyed will have to be
y plowed,
aerated and resprigged so that new grass will be grown.
The fairway cuts should be reshaped to add contour and definition to the fairways. The
fairways should be mowed three times a week with one being a cross mowing.
The fairways have been completely fertilized in October which should add to their density
and appearance. Next summer a complete renovationro ram for the fairways should be
P g y
implemented which would include spiking, sprigging, fertilizing, and an other procedures
g y p s
which would be considered necessary to bring the turf into first class condition.
Roughs
The roughs, as now constituted, are a major drawback to the appearance of the golf course.
A major fertility program in these areas would help considerably with greater irrigation
usage. Replanting should also be part of this program.
In some areas it will be necessary to destroy what's left of the existinggrass and starting all
g g
over again with the necessary procedures required forg new grass.
rass.
P
Traps
The traps or bunkers need a great deal of work some of which has begun this last fall. All
the traps need trimming and most of them need at least two inches of a better trap sand.
26
There has not been enough budgeted for sand for fiscalear 1988 and unless this s budget is
enhanced it is unlikely that this project could be completed in this fiscal year.
p y
The unsightly turf conditions around most of the bunkers can be greatly improved by a
consistent isolated fertility program and nematode treatments. There is also a necessity
for regular maintenance in these areas. Some of these traps could be made more
interesting and more pleasantly appearing if there was a system of capes and bays
established on the perimeter of these bunkers. This can all be accomplished in time.
Grooming
There has been almost no attention given to the grooming of the entire golf course. Detail
trimming around trees, benches, ball washers, tee signs, etc. will make a tremendous
g � endows
difference in the overall appearance of the course. After these areas have been
trimmed
and brought into reasonable maintenance conditions it would be beneficial to apply
pp Y
herbicides or growth retardents to minimize what could be very intensive hand work.
k.
An immediate effort, which should continue without abatement should be made to
pick up
all debris, to trim critical trees and deweed and trim in all areas of theolf course se even
even those who do not come into play. Obviously the grooming in non-playing areas does
not have to be as precise as that required in playing areas, however, it still should
be
intensified to the point where these areas are pleasant to the eye and generally neat.
Golf courses, historically, are the best maintained and mostleasant appearing ppearing of all parks.
There should be constant striving at NPBCC to maintain the conditions similar to fine golf
facilities.
Additional planting in the way of flower beds and strategically laced trees or bushes g y p will
greatly enhance the overall appearance of the golf course and would make it even a more
pleasant place on which to play.
Grooming is a matter of pride, not necessarily one of necessity. It is felt with new golf
course management, that the pride will be there and will begin to show in a very short time.
27
Equipment
There is a great disparity between the older equipment and newer equipment ui ment which the
Club possesses. During recent time some very fine new equipment has been purchased
which is in excellent shape and certainly requires no replacement at this time, but there is
still a great deal of old equipment that's aged beyond not only its normal use but its
reasonable use and should be replaced. In addition, there are a few ieces of equipment
p
that have never been owned by the club which are required toP erform maintenance
functions which heretofore have gone undone. We have included all equipment
requirements in the capital budget.
Equipment maintenance, from point of repair, has been quite
ood but the preventive
g
maintenance has been badly neglected. The equipment was not cleaned, oil was not
changed, etc. The new Superintendent will, undoubtedly, put in ap reventive maintenance
program which will not only improve the current usage of the equipment, butrolon its
p g
life as well.
It has been necessary, this past fall, to buy or rent equipment in order tog et the
maintenance done. This borrowing, in particular, is good for one time, as it is difficult to
get the same supplier to continue to furnish something gratis which he normally sells. It
can be assumed that in the spring, when this type of equipment is again needed, it will not
be proffered for free usage.
As already demonstrated proper management will make a great deal of difference in the
condition of the golf course. Management will have an effect both on productivity and
better application of the existing funds. The ability of even an excellent manager does have
limitations if adequate funding is not provided.
A very substantial capital investment for the golf course is being recommended, as can be
seen from the Bates report. It should be noted that a large share of this recommendation
will be absorbed by the rebuilding of the greens. This is not a luxury recommendation but
one that, in the relatively near future, will have to be made under any circumstances. The
present greens are almost worn out and, in our estimation, within a maximum of fiveY ears
will require replacing at much higher cost if they are to be satisfactorily usable. This
decision then becomes one of timing rather than discretion.
OV
The golf course reconstruction, the balance of the recommendation, anon, is shared by the
redevelopment of the golf course and the drivinge and then '
range necessary refurbishing of
the irrigation system. The redevelopment will eliminate many y of the discrepancies and
poor playing conditions of the present golf course. This again can be seen en in detail from
the Bates report. The irrigation system, although it has been a great deal elaborated on
over the years, is inadequate to properly water theolf course. Some time e ago the Village
had the foresight to add two more water lines in order toive " wall "
g a 1 to wall coverage of
the entire course. Unfortunately the present configuration of the reservoirs and pumps
does not permit this procedure to be carried out. Approximated pp ed $100,000 has been
allocated for improving the watering system by using the pond
to the west of the tenth
fairway as a reservoir with an additional pumping station and
other modifications and
ramifications which will allow water pressure to be maintained at relatively constant levels
throughout the entire system. This will be especially beneficial to the rough areas of the
course as it will make it possible to grow grass throughout and keep the
g p entire t e course
green. Although some of these areas will not often come intola it will
p y greatly enhance
the total ambience of the golf course and make it so much moren'
e �oyable to play.
Clubhouse and Tennis Courts Grounds Maintenance
We have one further suggestion which is pertinent to golf course
maintenance. We would
recommend that the grounds maintenance of the clubhouse and tennis areas be returned to
the jurisdiction of the Golf Course Superintendent with its budget P g t transferred to the
general golf course maintenance budget. We believe that this would be m '
ore efficient and
cost effective. We do believe that the present maintenance is very satisfactory s actory but it would
just make more sense that all of therounds maintenance be localized ocalized in one place.
Tennis Courts
The present tennis facility no longer meets the demands of the '
g e broad tennis playing publico
Foremost is the fact that most tennis players, especially those of
middle and older ages,
now want to play on so called soft courts rather than the hard court varietywhich
NPB CC
now has. Some of the younger and better tennisers la still refer th
p y p e hard courts and we
certainly recommend that some of those remain. The lighting s
g g y stem installed on the
tennis courts is both totally inadequate for the night play of tennis as as being
29
encumbering to the surrounding areas. The fixtures installed were of the wrong type and
therefore can not be properly focused. The light varies tremendouslythe playing
over p Y g
surfaces of the courts with variances approaching 300% and even at the highest
illumination is below minimum standards for tennis play. It is not that the lighting isn't
Y g g
good, it frankly is bad and needs replacing. It is unfortunate that the installation is not very
old but there is no alternative, if proper lighting is required, but to scrap it.
There needs to be some barrier between the tennis courts and U.S.1. Obviously a solid
wall of some kind could be put up which would be most obtrusive and unattractive. The
matter can be resolved with the planting of ficus bushes at least 6 feet high and veryclose
together producing a thick and, for all practical purposes, light impenetrable wall. The
Grounds Superintendent assures us that he can make plantings of this kind. The would
g y
obliterate headlights and most of the noise from U.S.1.
The tennis shop building is not superb but is adequate and need not be replaced. it would
be advisable, however, to refurbish the women's washroom. We have allocated a sum in
order to do this.
We are recommending the replacement of six of the present asphalt courts with soft courts.
There are two types of soft courts, the so-called fast dry clay court, most commonly
referred to be the trade name "Har tru" or by the newer syntheticg rass court which is best
known by the trade name "Omni". There are other manufacturers of both thesetYp es of
courts who are of equal quality and there is no suggestion that the trade names listed are
necessarily preferential. They were merely cited so that there would be understanding of
the type of courts being discussed. The fast dry courts require ag reat deal more
maintenance than the synthetic grass courts. The rule of thumb for the maintenance of fast
clay courts is approximately one hour per day per court whereas the other courts require
almost minimal maintenance. The fast dry courts also require a watering stem and daily
q gsy y
watering wherein the synthetic grass courts do not. It is generally accepted that the two
p
courts play equally as well and there is no perceptible difference between them, therefore
we recommend that the "omni" type courts be installed as a matter of prudence and
practicability.
We believe that the membership and usage of the tennis courts will increase by no less than
100% upon the installation of the new courts and lighting. This will greatly enhance the
30
income of the tennis courts making it possible for them to pay their r share of the capital
requirement as well as showing at least a break-evenoint in continuing p n g operations. These
numbers are demonstrated on Schedule Vl.
The lighting recommended, as can be seen from thea appendix i
pp section on lighting, is that
which is totally unobtrusive beyond the tennis courts themselves. Therefore not only will
these lights provide most satisfactory lighting for the tennis courts but they will also
ameliorate any objection from nearby residents regarding the night lighting.
ting.
There needs to be improvement of the administration of the tennis court facility. This
could be easily accommodated for by the implementation of our recommendation of a
strong Club Administrator who would aid the Tennis Professional in the administrative
duties and otherwise supervising her as necessary. Programmaticly the Tennis Professional
seems to do an adequate job. She seems to be well accepted by the users of the tennis
courts and is generally well liked. There does appear to be somewhat of a lackadaisical
attitude in the operation of that facility demonstrated by the lack of attendance when it is
called for. We fully understand tennis professionals as well as golf professionals are
required to put in long and arduous hours but these are duty requirements of these
vocations. We find it difficult to understand why the tennis shop is closed from noon to 3
o'clock every day in the winter time when the weather is perfectly acceptable for playing
tennis. It is, however, understandable as to why it would close during that period in the
summer time when on most days the weather is too warm to play tennis from noon to mid-
afternoon.
The same situation exists with the Tennis Professional as with the Golf o Professional
relative to the employee -entrepreneur status. The tennis shopproduces p ces very little gross
volume, once again competing with outside sources who can sell for ar
g eat deal less and
therefore produces minimal income for the Tennis Professional. H '
Here too It is
recommended that the club take over the operation of the tennis shop,a the
pay Tennis
Professional a very adequate salary and a commission on shop sales as well as permitting
her to retain any income from lessons. She too then will be a full'
employee of the Village
subject to the supervision of the Club Administrator while benefiting from the benefits of
Village employment.
31
Swimming Pool
The swimming pool complex at NPBCC is indeed excellent t and unique. To the best of our
knowledge there is only one other facility of this size in all of South Florida. It not only is
a full size Olympic pool with 3, 5 and 10 meter boards, it also has a very large and well
maintained deck area.
There are some capital needs for the maintenance of theP ool. The surface has not been
refinished since the pool was installed. It is unique) cement pool and therefore requires
y a P q
special refinishing. This need not be done immediately but will have to be done within the
next two or three years. We have allocated $2,500 for new deck furniture which is badly
needed. Otherwise the normal maintenance, which has occurred, should continue on the
same basis.
The locker room facilities are more than adequate and the swim shop is also satisfactory
for the purpose.
This outstanding facility is very badly underutilized. Its usage, with the exception of a very
g P
few days, is very low. This is the only municipal swimmingpool in the Village and should
P g
be considered and used as such. It is generally g P accepted that swimming is primarily for
P Y
children. We don't mean to infer by this that it shouldn't be used by adults but adult usage
is generally minimal as is the case at the North Palm Beach Country Club. We therefore
recommend that the swimming pool be opened to all minor residents of the Village at a
very negligible fee, perhaps merely $5 for registration. It should be used as a community
ty
recreational resource and no attempt should be made to have it be financially self
sustaining. The fact is that swimming pools always require subsidizing, but if our
q g�
recommendations are implemented there should be more than adequate income from the
other sources of the Club to subsidize this pool operation.
Certainly some memberships will be lost by opening up the Club to children but this will
not be significant as the resident dues income is not thatg reat at this time. The loss should
not be more than $15,000 per year and, redundantly, it will be compensated b other
y P Y
sources of income. It is a shame not to have a facility of this sort used to its fullest.
32
In being consistent with our recommendations relative to'
golf and tennis it would make
sense that the Swimming Pool Manager also become a full employee p yee of the club with
adequate salary, a commission on the shopsales and the retention tendon of income from lessons.
The income from the swim team, mastersro ram and the 1
p g Ike should be retained by the
Club with a percentage of it as a commission to the Manager.
We have some concern relative to certain safety measures at the swimming pool. The high
diving board has ladders which are parallel to the board which means that anyone slipping
off the higher ladders could fall all the way to the bottom and suffer serious injury. There
have been some examples of this happening already. If these ladders were placed
perpendicular to the board then any fall from the ladder would only be for one elevation
and not the entire length of the tower. This should be changed as quickly as possible.
By observation it would appear that the lifeguards are not of as attentive as they might be.
There is a tendency, and this is not unique to NPBCC for
q young life guards to gather and
talk and listen to the radio and do all the things that teenagers g g enjoy doing. We don't want
to generalize in regard to this but, from several observations at no time did we see a life
guard sitting on one of the life guard stations. This is entirely a matter of supervision and
management and should be corrected immediately.
Golf Driving Range
The current driving range is substandard in everrespect. p ect. The range itself is shoddily
maintained especially regarding the teeing areas which are
not large enough or groomed in
any satisfactory manner. The golf balls are best described as terrible b e and probably do more
to keep people away from the range then does the range itself.
g g The golf ball dispensing
machine is either in poor repair or beyond repair and functions Y p o s not all the time. There
appears to be no ball washing equipment which contributes to the dispensing'
machine's
malfunction. The equipment used to pick up the balls from
the range is of antiquated and
inefficient design. The lighting, if it were to be used would ould be grossly insufficient. The
range is much too short for the use of wooden clubs by most golfers and long irons by
better golfers. It is, in fact, difficult to sayanything o
an yt g g od about the range.
33
The Bates report recommends making the rangeallowing for adequate
distance between golfers with adequate length. Th
q g e general appearance would be
amenable to the users of -the range.
The range at a well run golf operation has a profit
second only to that of golf cars. It can
with conservative estimates be extremelyprofitable if
p well organized and managed. The
equipment would have to be of modern and efficient design and the rented balls would
have to be of high quality. There are several manufacturers of excellent range balls which
feel, when hit, very proximate to regular balls. The
g cost of golf balls annually can be quite
high but the return is even higher. There should
g be golf clubs available for rental for those
people who come to the range and just want to hit some '
J e balls and don't have either their
own clubs with them or, in fact, don't own clubs.
The range should be lit as anywhere from 50% to
Y�' 67% of the business would come at night.
This is totallylogical g
g cal when consideration is given to the fact that man people y p p e work during
the day and want to come out andn ractice at night p g and even those who do not work during
the day are more likely
to practice in the evening and la their golf during g play g g the day when it
is possible to do so.
The possibilities of a successful N]PBCC range are exacerbated acerbated with the fact that there is no
decent range within the radius of many miles of the club's location. As a matter of fact,
there is only one public range within 10 miles of the
club and Its quality approximates that
of the present range at the Club.
We strongly recommend the construction of a new range with the Club itself operating it.
We understand that there have been all sorts of fiascoes and problems connected with the
range over the past several years but, this not withstanding,they i
e s no reason why, with
proper management, the range can not only be highly successful financially y but be a most
acceptable amenity to the entire Club operation. The figures p g es we have used are not pie in
the sky" but are rather representative of what well '
p run ranges are doing in Florida and
throughout the nation. Even in the North were the
season is short there are many people
operating driving ranges and making very handsome incomes, indeed, over that shortened
period. Our recommendation is neither unique nor unrealizable.
realizable.
34
With the proposed movement of thero shop, which r
P p, we are recommending, the range
could be managed from this location without the buildingf facility o a separate facility to do so.
This will not only reduce the burden of management for •
g o the range but it very well might
enhance the sales in the pro shop which would be openduring the evening hours for range
management.
Within our recommended capital equipment ac acquisitions q s for the range is a token operated
machine. The tokens would be purchased at thero shop. It i
p p sour recommendation that
only a single size basket with a much largerquantity of balls than that now being furnished
at a price of $2.50 be offered for sale at the range. The reason •
g we make this suggestion is
that the machine can only be set u for a sin le quantity •
p g q ty of balls with each token. There is
the alternative, however, that two tokens could be used'
and different size baskets could be
had. This can be cumbersome. This machine also has •
s a counter on it which will enable the
reconciliation between the number of tokens sold and those used in the machine. This
reconciliation can be made by the accountingde merely department p y by opening a locked
compartment each morning and reading the register. There will always be some
discrepancy in this reconciliation but it should be to the1
pus side. People will purchase
tokens and put them in their pocket anderha s not use them. p p em. There should never be a
minus count. Tokens can also be accounted for and allocated dust as if they were money
and the golf shop should make a nightly token count along with its cash.
By having the golf shop operate the range it can open in
g p the morning at the same time that
the shop does and it is our suggestion that it stay open until 9.30 or 10•
00 each evening..
Obviously during
inclement weather in the evening it
would close early.
The lighting proposed for the range would also be of the unobtrusive type and should have
little or no effect on neighboring residences. It would be lighting similar to that being
proposed for the tennis courts only of greater magnitude and will focus directly on the
range and not shine much beyond. Certainly some will be able to see that the range is lit
but the lights will not penetrate their residences or businesses.
We ask that you not take into consideration past experiences with the driving range at
NPBCC. The fact of the matter is were this range not to be built it would have a
very adverse effect on the income of the Club while at the same time not providing a
facility that would be most highly welcomed by a great many residents of the Village.
35
We do have some concern about the safety on the present range. There is only
approximately 7 feet between hitting positions and the opportunity for accidents of some
severity is truly great. The liability for these accidents would, we assume, eventually fall on
the Village and some attention should be given to these conditions. It is widely
recommended that at least 12 feet be assigned for each station allowing for the swinging of
a club at its full radius without approaching the next golfer.
Clubhouse
The clubhouse is relatively large for a public facility but does not necessarily accommodate
the needs of the community. The emphasis on the eating facilities causes preoccupation
for this purpose with the space utilization of the clubhouse.
At the same time the office facilities are dismal and dungeon like e without enough room to
accommodate the administrator and two clerks with their necessaryequipment, e q pm ent, f11es, etc.
If our recommendation for a new golf shop is accepted as a separate building away from
the present clubhouse, the current golf shop could be rebuilt into very adequate and
comfortable offices. The location would be excellent for the offices making them
accessible to the members, employees and others.
We will shortly discuss the entire diningoperations. In the interim p e m our survey showed that
there is a large demand for adult da yti e facilities in addition y
� to those now furnished by
the Village. It would seem logical thatart of the clubhouse be
p devoted to such uses such
as adult programs and junior summer programs which will also be discussed later.
The locker rooms are probably of adequate size for a municipal q pa golf course. There is,
however, a great demand for lockers ace in the men's locker room. oom. We are suggesting
that this be accommodated for b removing the resent full
Y g p lockers which have long ago
seen their best days and replace them with half lockers and shoe lockers which would
quadruple the number of lockers available. Theresent half lockers ers would be retained.
There is very little need for full lockers at a Southern Florida
golf course. As a matter of
fact, most private facilities only use half lockers. Man of
Many the people desiring lockers dust
want a place to keep their shoes and therefore we are recommendingthat t a great many
shoe lockers be put in for this purpose. With the replacement p p of lockers and the new
36
carpeting which has already been installed, the men's locker room certainly would not be
luxurious but it would be adequate for the needs of the members and other users.
The air conditioning in the dining room end of the clubhouse is not adequate for the
summer months and, although it is not an emergency, consideration should beg iven to
putting in a new modern air conditioning system which takes care of the entire east end of
the building, is of good design and handles the heat of the summer without aP roblem.
The acoustics in the Grill Room are not very good. When the room is full it is more like
eating in a boiler factory than a dining room. It would be relatively expensive to repair this
condition. If our recommendations are followed relative to the dining room the Grill
Room would remain as the only dining room facility of the Club and if so it would be
necessary to make acoustical adjustments to bring the room within reasonable noise
tolerances.
Generally the clubhouse is kept in good maintenance with necessary repairs airs being made on
a timely basis. There will, of course, be continuing maintenance costs relative to the
building as there is with all buildings.
Food and Beverage
Our survey shows that 58% of the current members wouldp refer that the North Palm
Beach Country Club be a private club. We have already discussed the impossibility of this
taking place. It does, however, lead to the understandingas to why the members f
y eel that a
dining room is so important. They are well aware that an private club has excellent dining
g
facilities and therefore if NPBCC were to be a private club it too should have excellent
dining facilities. The fact that's ignored is that dining rooms in private clubs without
exception, lose money and are subsidized by the high dues levels of those clubs.
There is absolutely no conceivable need for a dining facility at the club. There are more
eating places available in North Palm Beach than would be visited by most of the club
members in a year's time. It is very possible that no one in North Palm Beach lives outside
of walking distance to restaurant facilities of various types.
37
If the dining room is to be operated, two nights P � g is a week would be more than sufficient
those being Friday and Saturday. survey 1
Y y a so shows a great desire for more social
activities at the club. Those two nights should b - •
g e dust that social nights. Friday night
could be fish fries w' g
with a small band or other forms of music with very low cost meals and
with the emphasis on sociability. -
tY y nights g is would have a little more formal dining
also with music and a
gain with great emphasis on the society of the affair.
. tY We don t
believe that these are necessary adjuncts to the � •
ad'e Club but if that's what the community
desires, may be they ought to have it. These social nights should not be restricted to
members of the Club.
The kitchen is small and fairly inadequate nate to handle i
a die large affairs which, n allrobabili
P ty,
causes some quality problems. It follows then, with a small kitchen, the menus be
limited, highly specialized and of lowP rice.
During the balance of the weekrill service should '
g ould be available for lunch, s
weekend bre perhaps
breakfasts and until 6:00 or 6:30 in the eveningfor those -
ose people desiring to have
a late hamburger or hot dog. Thise of operation typ p on can be very profitable In that the cost
of sales drops tremendously as does that of labor.
The menu here too should be relatively
y
limited but broad enough i
g n scope so that every one may find something to their liking.
The bar could be very profitable and as a matter
of fact, ' �s now. Although a license
requirement mandates that at least 50% of the volume be in food, we think that there
would be no problem even with a reducedrill
g type operation in meeting this
proportionate ratio.
The Village will continue to have nothingbut r '
problems with the food operation if there xs
an insistence on serving dinners nightly,six time
s a week. It seems highly probable that
anybody running this operation will lose money on these dinner offerings. It must be
remembered that the location is off the street that the'
general ambience of the restaurant
is not up to the standards of neighboring g g res taurants and that restaurants in general, unless
very well run, have all sorts of problems. This is best exemplified empl �f1ed by the turnover of
restaurants on U.S. 1.
We think it makes no sense tot and force the '
try restaurant business at the Club. The
continuance of a full service restaurant has rationale based more on ego than logic. We
appreciate that the Village has a reluctance in operating the
p g food and beverage operation
W
but we think that it bears some investigation. g It may not be any more profitable to the
Village to be self operating but certainly they retain total control over the operation and
can vary it to suit the needs of the Village and the users sof the Club. Schedule XV shows a
likely financial projection for Village operation g p on of food and beverage.
If the Village prefers to lease out the restaurant then ' �t should be to s
omebod
who wantstooperate a "mom and pop" operation. Profitability of the restaurant
and bar would come
from reducing the size of the work force with•
the proprietor tending bar or actin as his
own chef and r g
educing his outside labor cost. With a scaled down-
operation consisting of a
grill and a bar there is no reason whyproprietor, -
a p p etor, who was willing to also be a worker,
couldn't make $50,000 to $60,000 aperatl
ear in the operation Y on after paying reasonable rent to
the Village.
Once again, we feel that the Village is pressing g p g the food operation trying to make
something out of that which, in allprobability doesn't and won't exist. On the present basis
there will be a relatively constant turnover of 1 '
lessees with each turnover producing trauma
to the Village Council and to the Club management. '
g nt. We don't present this as a prophecy
but merelya reiteration p y
tion of experiences which have Y taken place.
lace.
The snack bar which presentlyhas its rime
as p purpose the serving of the swimmers should
also become, in a more real sense the half -way house of the golf course. It well be
necessary to provide paths for golf cars andedestrians to the snack ack bar, to have open
hours to commensurate with the golfers' nee �� „
g ds and to improve the bill of fare to cater
more to adult tastes.
Junior Programs
The one area in which we feel that the Club has been most remiss is in catering to the
youngsters of the community. We appreciate that there are very able recreational program
being run by the Village now but do not see the Club being used for the purpose of
entertaining and educating the juniors of North Palm Beach.
We are therefore proposing that summer athletic camps be set up, perhaps on a two week
basis, four or five times a summer wherein the
children are given opportunities to become
involved in the golf, tennis, and swimmin ac i • •
g t vtes of the club. We suggest that there be
39
formal instruction in each of these disciplines with the ofacilities
p pportunity to use the as
well. This will probably mean it will be necessaryto close the e golf course for one morning
a week for the play of juniors which will probably irritate some of
the members but
inasmuch as there is no pressure on the tee duringthe
summer months, they'll dust have to
play at some other time.
This will also necessitate that the threerofessionals in charfacilities
P ge of the athletic will
also have to become involved with their assistance in the instruction nstruct�on and management of at
least part of these programs. There certainlywill have to •
be staff assigned on a full time
basis to the running of these programs. College students
g g home for the summer, at
relatively small cost, can be recruited for thisP
ur ose.
P
A small charge may have to be made for these summerram ro '
p g s which would include all
the instruction, the use of the facilities, and probably the serving of a modest lunch each
day. The program itself will be of,erha s, 4 to S hour duration P p on per day. This is an
excellent place for the involvement of the Assistant Golf Professional, o al, the Assistant Tennis
Professional and the Assistant Pool Manager as part of their proscribed du '
es.
We are not talking about training Professional golfers, tennis players or swimmers, but
rather in acclimating the children to each of these activities so
that they may, in later life,
enjoy them as recreational pursuits. At the same time the will '
y be occupied during the
summer for at least a portion of the time.
It would probably make sense that the classes be divided either e by age or, preferably, by
skill levels, which would enable a child to attend more than one session as he or she would
move from the lowest category to the middle category the highest g ry to gest category over a three
session period. The Village would probably want to have its recreational staff involved in
preparation of this program and might even want to have them supervise'
it entirely with
the cooperation of the professionalP ersonnel at the Club.
A reasonable effort is now made at theool and tennis courts for or Junior programming.
These programs should be enlarged to include resident non-members embers and non -swim team
participants at no or minimal cost to theartici ant. Attempts h
P p p have been made to have
Junior golf programs. They have not been well organized orpublicized. They should be
E1
reconstituted and reinstated. These too are subsidizedro rams with little p g the or no charge to
Village residents but rather supported b increases in income from
Y other Club fees and
charges.
Adult Programs
The survey shows that there apparentlyis great demand for
a g adult programs to be
instituted at the North Palm Beach Count Club. These could d supplement what Is already
being provided by the Village at its recreation center but perhaps, ps, take a somewhat
different twist.
It would be very interesting to replicate the Junior athletic programs recommended above
in a more sedate manner. Might not some of our older citizens want to become acquainted
with the possibility of their learningto la golf or tennis or even 1 '
play g earning to swim if they
hadn't done so in the past? Thesero rams could be set u
P g p on a regular bases with the
club professionals again being an intricateart of them. The driving grange is available
certainly during the morning hours to have people their hand at the 1
p p try playing of golf. The
tennis courts are also available the latter part of the morning and the swimming pool is
s
nearly always available. It would be a unique program and if successful
q p g � ,could bring very
positive publicity to North Palm Beach while at the same timereatl
g y enhancing the lives
of those who participate. It is our understanding that a very successful beginning golf
program for women had been run in the past which demonstrates the demand. a d. Equipment
for golf and tennis should be made available b the Club for these se programs. Again, no
income for the Club is envisioned for these endeavors.
If the dining room is not to be used for evening dining there is a strong possibility that it
could become a day time recreation center for adult citizens of the community. For
example, there is a need for an additional card room beyond that afforded by the Gold
Room, which would require some modest partitioning of the present dining room.
A suggestion has been made that the dining room could replace the present recreation
center. We don't believe that there is enough space available in that it is considerably
siderably
smaller than the present center. The diningroom could be at best, , a second center
probably offering programs that are not now available. If the Village wanted to move the
present shuffle board courts, there apparentlyis room to do so on th
enough g every large
41
deck of the swimming pool. Perhaps shuffle board should be a part of the innovative adult
athletic program.
There is the further possibility of using part of the dining room for a fitness and health
room, by making an investment in exercise equipment and other paraphernalia which could
be used by the adult community. This could also be a partitioned section of the current
dining room. Caution would have to be observed, however, in that users of a
fitness room would have to bring a certificate of health which warrants their ability to use
this equipment without harm to themselves.
There are all sorts of possibilities in the clubhouse that could be elaborated on by the
recreation department of by the citizens of the community. In our opinion the use of the
dining room for these types of activities on a five day a week basis would offer a great deal
more to North Palm Beach residents than the ability to have still another place to dine in
the evening.
If the Village were not to accept our recommendation for a new golf shop there would still
be a need for new offices in the clubhouse. Once again, if the dining room was not to be
used as a dining facility part of the dining room could be partitioned off for office space.
The dining room could in itself resolve a great many needs and problems.
Wages and Salaries
The wages and salaries of the employees of the Club have to be interlocked with those of
the Village as a whole and therefore are restricted within the pyramid established. There
are no constrictions within this pyramid that would apply to the personnel of the club
whether in management or at a lower level except for the disproportionate) high hourly
y
wages of the grounds crew.
We might suggest that as golf operation personnel is reviewed and,re, erha slaced, that
P P P
instead of having unskilled people at some of these levels there be one or two ass istantg off
professionals placed within this operation. The cost for an assistantP rofessional is rather
low in that they have to serve an apprenticeship to reach Class A status as a PGAg olf
42
professional. These are usually very "gung ho" and hard workingpeople who through
p p
their PGA schooling and their own personal desire are service oriented and appreciative
of
the opportunity. It is very difficult for many of these young men to get placed into positions
ons
of this sort so that they can begin their vocational pursuit and eventually become full
fledged club golf professionals.
This does place added responsibility on the Golf Professional in that there are certain
obligations that he has to these young people to train them and maneuver them through
their apprenticeship. It would require a someone who is dedicated to the system and
willing to work within it.
Senior Managers Privileges
There are certain conditions of employment andrantin of professional courtesies g g p s which
are universally accepted in the golf industry.
Managers, golf professionals and golf course superintendents are granted full and
unrestricted use of the golf course without payment for green fees or golf cars. In addition
tion
it is expected that at times visiting professionals who areuests of senior managers agers are
granted these same privileges.
North Palm Beach Country Club is our first experience where senior employees or their
professional guests are expected to pay fees for playing golf. To the contrary, most good
clubs insist on their top management employees periodically playing the course (if they
play golf) to better understand its condition and the members comments relative to it.
There need be no fear-ofthisprivilegebeing u d: It is assumed that the managers will
use great discretion in the exercise of this privilege.
Parking Lots and Roads
The parking lots and roads are in good maintenance, especially with the continuing
repaving program in place.
43
The parking lots, although occasionally crowded, seem adequate for most needs. The
e
congestion seems to come at times when dual or triple affairs are held on the same
morning or afternoon in the form of golf tournaments, swimming meets and tennis
tournaments. This, again, is due to lack of coordination on thep art of the administration
of the Club and can be controlled. On those rare occasions when there arearkin
p g
problems there still, by hook or crook, seems to be some eve h
space available for
p every car that
needs it. There would seem no point in enlarging the parking facilities beyond those now
available.
FINANCES
The pro forma operating statement (Schedule I) shows the results expected with the
recommendations which we propose enacted. The net operating income for fiscal year
1989 is projected to be approximately three times as great as that budgeted for fiscal year
1988. We believe all the projections are conservative and can be readily met with proper
management and controls.
The following is an explanation for each of the line items.
Green Fees
There is no record prior to October 1, 1987 for the number of rounds ofolf being la
g g p yed
at NPBCC. we estimate, without documentation, that between 45,000 and 50,000 were
played in fiscal year 1987. An estimate has been made for fiscalear 1989 of 56 303 rounds
ounds
with an attendant increase in income of approximately $118,000. This represents an
additional 7,000 rounds to be played, all of which would be y
accompanied b green fees.
P
Schedule II demonstrates the rationale behind the estimate ofreen fees income for g o fiscal
year 1989 of $277,872.
Golf Cars
Golf car gross income has been estimated to rise $98,000 in 1989 as compared to 1988.
The total gross income of $323,000 for 1989 maybe understated in that it is highly possible
that the $225,000 budgeted figure for 1988 will be surpassed. This winter it has been
ffI
necessary to bring in additional golf cars to take care of the demand which might well
imply that the budgeted gross will be exceeded.
The additional income from 1989 will be derived from additional rounds that are estimated
to be played as well as from the mandating of golf cars in the
mornings duringthe winter
season except for Tuesday and Wednesday. Golf car income is such an P
integral art of
todays golf course operations that it cannot be ignored and, whereP ossible, should be
enhanced. There will, of course, be those who will becry the inability to walk on the five
mornings but ample opportunity has been given to them to be able to walk each of the
seven days of the week. They should understand that their golf is being subsidized by those
who ride and that it is not unfair to ask some sacrifice of them in order to keep their cost
of golf to a minimum. From current records it would appear that over 60% of the
members now ride golf cars on a regular basis and therefore the number ofeo le who will
P P
be effected by such a ruling is relatively small.
There is also a possibility of enriching the income from golf cars by the club purchasing and
renting to members on a daily basis 2 wheel powered golf carts. It may a. be that there are
number of people who walk, not necessarily because of the economy, but because the feel
Y y
that it enriches their health. These carts could be rented to members for,erha s� $5 per
P P
18 hole round and can be purchased, depending on thetYP or e quality, an here from 'P500 q tY yw �
to $800. These 2 wheel carts would not be prohibited from use at any time and could be
used in lieu of 4 wheel cars at those times when golf cars are mandated.
The expenses have also been enlarged, although notP Pro ortionate to the increased
income. Another approximately $7,000 has been appropriated for additional wages,
g ,
benefits, and taxes for car handlers. The electricity for g
char in the batteries will increase
charging
proportionately. It will be necessary for the club to lease 20 additional cars, above the 60
that are now being leased, for a total of 80. If golf cars are mandated it will be necessary to
J
have golf cars available for everyone during those times. 80 cars is all an 18 holeg olf
course can normally accommodate. It will be further necessary to lease additional cars if
cars are continued to be used for other functions than that of carrying golfers. These other
uses should be restricted regardless of whether additional cars are leased and other
provisions made for transportation for those people g
re uirin it.
requiring
The additional $98,000 in gross income will produce $70,000 in net income.
45
Golf Shop and Range
We have previously in this report stated that theolf shop and e should be taken over
g P rang
entirely by the club and that we envisioned that this would be a single operation. For
administrative purposes we have produced a combinedJ ro'ected 1989 budget for this
P g
purpose. This budget is detailed in Schedule IV.
The Golf Professional and the new Assistant Golf Professional as well as all otherP ersons
working in this department would become employees of the Village, greatly increasing the
personnel cost for these functions. These costs are more than offset bYgross profit in the
shop and a very large increase in income from the range.
The range itself would produce a net profit after a portion of the wages and salaries paid
are assigned to its operation of approximately $100,000.
We have constructed a budget, as outlined above, differently than that which has been
done for the 1988 budget but after making direct comparable analysis there would be an
P Y
increase in income of $75,462 in excess of the 1988 budget.
The Golf Professional and the Assistant Golf Professional would be allowed to keep
whatever income they derived from lessons which should be greatly increased by a first
class range. The Golf Professional would also receive a 5% commission as an incentive for
golf shop sales. With the salary proposed for the golfP rofessional, his commission on sales
and his lessons he should have an income of approximately $45,000.
No provision has been made within these budgets for golf bag storage although, as will be
seen later, provision is being made for a golf bag storage room. Golf bag storage e can be
handled either as a direct payment to the club or as income to the
olf professional. In
g
either case most of the income from golf bag storage will bewa aid out in es for the
P g
cleaning and handling of clubs. There could perhaps be a profit of $3,000 to $4,000 for
either the club or the professional. This has been left as a matter of discretion and not
included in the pro forma operating statement.
Mel
Dues
Gross income from members dues are almost identical for 1988 and 1989. The details on
these dues are shown on Schedule V.
All club dues schedules are set u on the basis of two -
p o seasons summer and winter. The
rates for summer and winter are identical. Someone choosing to have an all year
membership would pay double that of someone choosing a summer only membership. It is
suggested that winter only memberships not be sold to anyone. '
p y e. These desiring golfing
privileges on a membership basis onlyfrom
Dec.. to April 15 would have to pay the total
annual dues required. For those desiring to play their golf more economically a substantial
al
dues reduction from the current annual schedule has been recommended for the 71/2
months summer season. Their month) cost for golf would
Y g be somewhat proportionate to
what the current schedule calls for. Those desiring to play golf all year would find that
their dues have increased approximate) 30%The
y . survey shows that members are
apparently divided between whether the dues shouldo u for g p o the winter season only or
for the entire year and certain) arguments can be
Y ar g made ether way. It would be our
recommendation, however, that the two tier dues schedule be accepted so that those
people who may find it necessary to economize on their
cost of golf may be helped rather
than hindered.
The projections for resident pool dues for the year 1
p y 989 has been reduced by
approximately 60% only because of our recommendationh r,nnl kp n % A + �
t at the lit/ l vYeneu Lu all
resident children at no cost. We assume therefore that
a great many resident families will
drop their membership as it will no longer be necessary. ary. Th1s loss of revenue does not, in
any way, discourage us from recommending that the swimming pool become a community
pool and not restricted to members only. There will be those with club memberships who
say that there should be a reduction for them in that they no longer need that portion of
the membership which involves . swimmin Realistically g stically such a minute percentage of the
Cub category members or their families use the
pool that this argument is not valid.
We have, we believe quite conservative) doubled the e dues projection for tennis for the
year 1989. If our recommendations are followed relative
to the development of the tennis
facility to one equal to the finest in the area we believe that these memberships will grow
almost exponentially especial) from residents who r
Y are now playing elsewhere. There has
47
been a very definite decline in the number of memberships for the tennis courts over the
recent past and continuing into the present. Soft courts and proper lighting will make this
facility very heavily utilized with a corresponding gain in income. We believe it advisable
for 1989 to keep tennis dues at their present levels.
Food and Beverage
At the time this report is written we are unaware what the new arrangements, if
g any, with
the new food and beverage lessee might be. We therefore arbitrarilyincluded d i ncome
which includes combined rent and utilitya ments of $24,000.
py
Golf Course Maintenance
Including the special assessment of $50 per member, which is assigned to golf course
g g ou se
maintenance, the current year's budget is $423,000. We are recommendingthat this t s be
increased by $46,000 for 1989, details for which -are shown in Schedule VIII.
It will be noted that the total personnel cost will remain constant with the entire additional
dd�tional
balance going toward operating supplies and other expenses. These increases can
be
primarily found in tree trimming, sand, seed and to soil fertilizers and insecticides,
p � c des,
pesticides and herbicides, and repair and maintenance of machinery equipment. ui q pm n
e t. This
latter item has been grossly underbud eted in previous years causing delays in repairs as
well as out -of -service equipment. This is an account that should not be stifled and, for all
practical purposes, is not wholly controllable. The worsta of economy y ima in
g able is
that of non service to the existing equipment.
Swimming Pool
Here, as with the golf shop budget, the 1989on J ro'ection has been based u h
P p the club
taking over the shop and making all persons, includingthe er, direct employees mana g p oyees of
the Village.
These additional personnel costs will be offset in part by the gross profit on sales of the
shop and the retention of the income of the swim team and masters programs. Therefore
the additional net cost to the club for this entire transference is less than $5,000.
A salary for the Pool Manager is suggested at $20,000. In addition to this it is anticipated
that he will receive $1,000 in commissions from the shop sales and $5,000 from
commissions on the programs. Combined with his ability to retain his own lessons income
his total income should be somewhere between $30,000 and $35,000 a year.
As previously stated dues income will reduce by approximately $16,000 producing total
additional cost of approximately $21,000.
The line item for propane gas has been increased
substantially. In the past there have been
occasions when the budget was expended and the temperature p p ature of the pool could not be
maintained at 78 - 79 F. The air temperature is beyond yond our control and therefore the use
of the gas cannot be accurately forecast.
Tennis
The same methodology has been applied to the tennis employees and to the tennis shop as
that used for golf and swimming. This would add approximately $7,000 in net cost for the
tennis operation to the Village.
The Tennis Pro's salary is being recommended at
$20,000 with another $3,000 anticipated
in commissions and with the retention of lesson income her total income should approach
approximately $30,000 a year.
It should be noted in expenses that the lawn maintenance which was budgeted for 1988 at
$4,800 is shown as zero in the 1989 budget. We have recommended that all grounds
maintenance be taken over by the golf course maintenance crew and therefore this amount
is included in the golf course maintenance budget.
Administrative
The administrative budget, as shown on Schedule
IX, for the most part reflects only
inflationary increases from thisy ear to next.
We have, however, raised the telephone budget P g by 67%. We are recommending that a new
telephone system be installed. It need not be extremely complex but it should be one
ELI
where transfers of phone calls between departments p tments of the Club can be made from one
phone to another. This is now true in some instances, but not all, and certainly it would
make for a more business like and efficient method for handling telephone
communications. It is assumed that a new telephone p system would be leased and therefore
an additional $1,000 has been added for thisur
p pose.
Clubhouse
The clubhouse budget shown is less for 1989'
than 1988 primarily because therounds
budget for the g
g e clubhouse has been included in the totaloff co '
g course maintenance budget
and therefore this item is dropped in the 1989 budget.
dget.
Wages for the clubhouse show the same for 1989 as 1988 because of a very long time
employee retiring this spring who will undoubtedly be replaced by someone at lesser cost.
It is possible that the figure of $33,000 for 1989 is overstated.
50
CAPITAL RECOMMENDATIONS
Golf Course and Range
The outstanding report by Gene Bates fully documents two plans for putting the golf
course back into top shape, include major improvements and layout,
pthe rebuilding or
refurbishing of the turf of the greens, fairways and tees and the '
y e el�mination of nagging and
troublesome drainage and irrigation problems.
Plan A, which is $110,000 less expensive than plan B, nevertheless seems to perform the
needed task better.
The rebuilding of the greens, which represents over half of the
P $750,000 recommended, is
something that, if not done now, will have to be done in the very near future. Of the
several knowledgeable people we consulted relative to the greens the '
�� g opinions varied from
they should be rebuilt immediately" to "it's possible with proper
care and expenditure the
greens could last for another four or five years". No one felt that thesere
g ens could go
beyond five years and still be reasonably usable. The longer this renovation is delayed the
more costly it will become. As of now it will require only the removal of 1 inches from
the top of the green in order to make thesereens of to quality. I i
g p q ty i s possible that �n a
few years, as more and more compacting and other conditions take place, that it will be
necessary to go deeper which will, of course, require more cost. It can be envisioned
where
the entire base green structure down to five or six feet below the surface may have to be
rebuilt. This type of renovation, if it were necessary,could costapproximately $600,000. It
could very likely be a frugal move to rework theg reens at this time.
The plan also includes either the rebuilding or replacing of all the tees on the golf course.
They are not a size or quality at this time were they could be remedied by simple
patchwork. Whether the entire rebuilding program takes place or not it will be necessary
to start the building of new tees as quickly as possible.
The reversing of the present 10th, 11th and 12th holes although quite g q to costly, apparently is
the least expensive way to resolve theroblem of flooding and lack
p g of drainage on the 10th
hole. There are other remedies, as the Bates report shows but they y would be at least as
51
expensive and possibly more expensive than that beingproposed. •
p p ed. The bonus in this plan 1s
that all three holes will be greatly improved.
The irrigation system should be reworked regardless of w •
g Nether the course is rebuilt. The
present irrigation system does not provide enough pressure at the '
g p e ends of the lines in order
to evenly and adequately water the entire golf course. The prime reason for the sad state
of the rough surrounding the fairways is that despite th
Y p e fact that water lines in the roughs
were added a few years back, there is not an adequate volume of
q water to use these lines
during these times when water is most badly needed. By increasing the size of the lake on
the present 10th hole and addinga pumping station to it n •
p P g and doing all the other things that
the irrigation technologists recommend, it will beossible
p to water the enure course.
Perhaps, more than improving the la ability, it will vastly i
mprove the appearance.
In addition the irrigation system has not been well maintain •
ed in recent years and the
price
for irrigation refurbishing includes areat deal of work
g on this deferred maintenance.
The Bates report very explicitly points out the concern form maintaining the nature and
history of the present course. Thelan calls for extensive, ,but certainly not radical,
improvement. The new course will still feel verymuch the •
same to those who know �t and
play it.
We feel that the Bates recommendations will produce both in character and in condition as
fine a public golf facility as there is in Florida, barring none. It is sure to give great pride
not only to the members and players of the course but to all the Villagers.
Tennis Courts
The Village has made very substantial investments in the tennis facility at the North Palm
Beach Country Club. Unfortunately, again a very large investment is required to make this
facility vital and contemporary.
The courts themselves, which are of the older asphalt variety, y, no longer are the type which
most tennis players care to use. Almost all the new facilities and many of the old which
have been converted, are now either clay courts orsynthetic grass courts which so closely
emulate the clay courts, that only the most sophisticated can tell them apart. These soft
52
courts are just much easier on the joints and limbs and f
J eet of middle aged and older tennis
players. The ball does not moveuite as fast and
q therefore they are easier for the less
proficient to play on.
The lighting, which was installed b The Village, not to
Y g , o long ago, is inadequate and
unremediable. It cannot be made to workro erl . It may r'
p p y y o iginally have been
purchased from "the lowest bidder" who either did not fully u ly understand tennis court
lighting or felt that they were meetingthe specifications p atpons at the lowest cost. Even the
electrical service is neither proper nor heavy enoughlighting.for ad
equate court
Everything has to be changed. The poles are too long and
therefore the lights are too high.
It is not possible to just light change the ht fixtures.
g
The fixtures being proposed, as can be seen b the literature ature in the appendix, are of the
newest variety which only throws light a few feet beyond the tennis s court itself and
therefore they become totally unobtrusive to anyone even en a few feet away from the playing
surface. They would absolutely have no impact on an of
p y the neighbors.
The women tennis players feel, with somejustification,
Jthat the women's wash room could
be improved. We concur with this but have made no'
specific recommendations. We have
merely alotted $5,000 for this refurbishing.
g
The lights and the noise of the cars on U.S. Highway 1 is disturbing the tennis players
because of the very close proximity of the tennis courts to the highway. The Golf Course
Superintendent has recommended planting bushes six feet high and of a variety that can be
planted very close one to the other to form a very tight barrier. It will not totally eliminate
the light and the noise but will reduce it to where it should not be at all annoying. We have
appropriated $5,000 for this purpose.
The total cost of bringing the tennis courts up to standard is $158,000, certainly not a
negligible figure. The debt service on this amount assuming a twenty year loan, would be
approximately $16,000 per year. We are very confident that memberships alone,
immediately upon the completion of the new courts
p and lighting, would produce
considerably more income than the debt service would require. Our investigation indicates
tennis players of the Village have been movingto other
more expensive facilities in order
to enjoy the better conditions. Man of them have assured u
Y s that they and others whom
53
they know would come back in droves were the North Palm Beach facility equal to those to
which they have moved.
We are recommending that the two free tennis courts be removed. They are unmanaged
and, frankly, no one is sure who uses them. They are, of course being used but are the
majority of people on them from North Palm Beach or elsewhere?'
In addition there are
courts available on Anchorage Drive for which no charge is made. If there i
g s enough hue
and cry about the removal of these free courts and there seems to bjustifiede enough
demand to retain them, it is possible that certain times duringthe '
week could be set aside
for free use of two courts in the major tennis complex which then
J p could be controlled and
monitored so that they would be open to Villagers only.
g Y
New Golf Shop
We are recommending that a new golf shopbe installed near what i
snow the 13th tee and
on the land that is now occupied by the free tennis courts. We have made abundantly clear
our strong recommendation for rejuvenating the driving range and its potential for profit
and cash flow to the Club. In order to properly manage this range some sort of building
will, have to be installed proximate to it. It seems to make areat
g deal more sense to
move the entire golf shop so that it can be the management hub for both the e golf course
and the range thereby reducing both supervisory and operating labor for
the range.
We have proposed a 1,500 sq.ft. golf shop which would be approximately divided as
follows:
Display and Counter Area 900
sq.ft.
Office Area 80 sq.ft.
Storage Area 120 sq.ft.
Bag Room and Maintenance 200
sq.ft.
Washrooms 200 s .f
q t.
In conjunction with this we recommend moving the present golf car
storage shed, which is
located next to the golf course maintenance building,to a location 1
close to the new golf
shop. There are two or three choices which are basicallynorthwest f
o the present 13th tee.
54
The building should not be too difficult to move in that it is of bolted construction which is
merely fastened to plates or the ground. The new shed i loca
ton will probably require some
sort of electrical service and we have included this in the estimated cost of this change.
It is quite possible that by moving the golf shop and the golf car storage shed, as being
proposed, there will be a considerable savings in labor, reducing g that shown on the budget.
Running the cars back and forth thereat length that i
g g snow necessary may require an
additional attendant. Much of the movement especially p y in slower Mmes, could be totally
accomplished by pro shop personnel who would onlyhave
to walk a few feet to obtain cars
for golfers.
As part of the equipment appropriation for the golf shop is a point of sale register with
some computing capability to enable the club to keep and retain better records of the
shop's transactions.
If the golf shop is moved then it would make areat deal al of sense to reverse the nines. In
other words what is being proposed at the new 10th tee would ould be the 1st tee and the
present 1st tee would become the 10th tee. The 18th hole would be the present 9th hole.
This being the case, the entrance area to theresent first st tee from the parking lot should
be blocked off and no traffic should beP ermitted.
The location of the new golf shop is not quite as proximate to the parking lot as is the
present shop although the distance would not be areat deal more. g e Amore adequate and
better serviced golf bag dropwould be laced at the
p new entrance to the golf course for the
convenience of golfers. In addition, by taking down the tennis courts there would be
additional parking provided forolfers and for the driving grange.
Clubhouse
The clubhouse remains an enigma because of the dominance of eating facilities within its
perimeter. We have previously stated quite emphatically that we believe that the dining
room should be converted to a community room to be used by all those citizens of North
Palm Beach who would care to do so. If this were to take place we have allocated $10,000
for partitioning and other remedial work in what is now the dining room in order that it
might be converted to leisure time activities.
55
The air conditioning in that part of the clubhouse which involves the present dining room
has had its day and is very inefficient. It is of a type that is no longer commonly used. The
balance of the building gradually has had its air conditioning replaced and is in excellent
shape. To the best of our knowledge the duct work is adequate and therefore only the air
conditioning unit would have to be changed. We have allocated $10,000 for this purpose.
We previously mentioned the need for better acoustics in the Grill Room. Without
obtaining professional input we have allocated $10,000 for this purpose.
The present office, as Previously discussed, is really quite bad. We offer this solution.
When the golf shop moves to its new location that area be used for the general offices of
the Club. Very little would have to bed
one except for putting up some partitions,
obtaining coverings for the window and i �
t wouldn't hurt to upgrade the furniture. We have
added $15,000 for this relocation.
Something will still have to be done with the offices one way or another if this solution is
not satisfactory. They will have to be moved to somewhere else in the clubhouse. The
office personnel is workingunder condition •
s which are totally unsatisfactory and in
addition the Cl �
Club Administrator now has his office at the Village'
Hall which may be one of
the major. problems in administration. There should be not only good workingconditions
�
for the employees
p yees with adequate space, but the offices should bei inviting for members and
other Villagers to come in and hold discussions.• •
The present condition is shameful and not
at all in the mode of North Palm Beach.
We are recommendingthe addition of 40 additional additional half lockers and 75 shoe lockers.
the lock '
• 1
lockers will be 12" wide. These will replace the 28 full 1 i
p lockers currently n the locker
room and will produce a net gain of 87 lockers and
a grand total of 159 lockers.
The configuration between half and shoe 10 •
lockers can be altered at a rano of 2.5 shoe
lockers to each half locker.
Fitness Room
One of our recommendations for the use of
the present dining room is top artition off part
of it and make a small health club. There seems to be considerable demand for this sort of
56
facility. We therefore have made an
appropriation for the equipment for this room. The
partitioning is accommodated for in the
clubhouse recommendations.
This fitness room would solve a problem that the North Palm Beach Country Club
apparently has. We have discussed before that there seems to be no attraction for the
Young professional family to the club. They don't feel that they fit in for whatever reason.
This would be something that they might very well like and use. There is no reason why
some sort of charge can't be made for this, either under a membership or daily use plan. It
is also probable that those no longer middle aged would like to have a room with
equipment of this sort. Some of the better condominium complexes in North Palm Beach
have this facility but the majority of the citizens either have to go to a private health club or
do not have a facility available to them.
Driving Range Equipment
We had discussed earlier the inadequacy q y of the range equipment and have appropriated
$17,000 for a new
ball dispensing machine, a washer, and a
small used tractor to pull the
ball pick-up unit as well as other smaller tools and paraphernalia need to run the range.
Golf Course Maintenance Equipment
Up until the past couple of ears there •
P y has been a woeful neglect in the replacement g p ment as
well as the maintenance of thecours olf '
g e equipment and although great strides have
recently been made there is still a long way to go. Schedule XII shows the detail on the
equipment needed for both fiscalear 198
y 8 and fiscal year 1989. We have included both
years in the capital recommendations inasmuch as we believe that the total amount is of
such significance that it should be included in
the total new bonding requirement.
This is nota "pie in the s request. It would sky" q onlybrie the
g equipment at NPBCC up to
standard without being elaborate.
The average life of golf course equipment,
depending on its nature and its use is from
four
to seven years. It should be noted that in our cash flow analysis we have appropriated
considerable fun
ds each year for capital improvements. Somewhere ewhere from 50% to 67% of
57
these funds should be expended for constant h replacement of
p the grounds maintenance
equipment.
Swimming Pool
We have had several discussions with the Pool Manager relative to the needs of relining
the present swimming pool which has not been done since it has been built. We agree the
time is approaching when this should be done. We have estimated that this will cost
$12,500-
In
addition we are recommending that there be $2,500 allocated for the replacement of
pool deck furniture which has just worn out over time.
Bonding
Schedule XI shows an estimatedro forma cash flow analysis p y what would take place if all
the recommendations of the National Golf Foundation were implemented both in
operations and capital acquisitions.
Some assumptions have been made as to what the cost of bonding might be and what
reserve might be necessary. It is possible that North Palm Beach will not have to carry a
one year reserve for debt service which would reduce the size of the bonds b$150,000y to
$200,000. The reserve, however, reallydoesn't costa r •
great deal inasmuch as interest is
earned on the money at approximately the same rate as the interest charged. a ged. If a reserve is
required and all our other estimated costs are reasonablyaccurate the '
e total bond issue w111
have to be for $1,600,000 carryingan annual debt service of$165,000.. That w111, of course,
vary depending on what the bond market and the interest rates are at the time of the
issuance.
We have assumed a 10% annual increase in income from operations
almost solely gained
by increased use of the facilities for each year after fiscal year 1989.
As can be seen
estimated accumulative cash flow in a fiveear period will be over
Y P $400,000. If these
estimates are correct the bond could beuite readily aid off within
q y p a ten year period.
W
The inventories have been assumed to be $30,000 for the golf shop and $15,000 each for
the swim and tennis shops. These amounts may vary somewhat between the individual
shops but the total inventory investment should not exceed the figure stated.
Course Shutdown
If the changes recommended for the golf course are made this could be done over a single
four to six months period this coming summer or over two summers rebuilding one nine
hole section each year. We recommend that it would be less costly and be less upsetting to
do the job all at one time. We calculated the cost of shutting down for that period would
be approximately $65,000 with some savings and some costs balancing out to a net deficit.
This is detailed on Schedule XIV.
We would highly suggest that, if this recommendation is followed, either neighboring
public courses or even private courses be contacted
to accommodate the membership of
NPBCC during that period of shut down. We have not investigated and therefore do not
know but think it highly possible that even some of'
the private courses such as JDM might
be more than happy to take a single payment of f
g p y or example, $100,000 and allow the
NPBCC members to play their three fine coursed '
during the time of the year when they are,
for the most part, idle. The drawback here could•
be that all the private courses mandate
golf cars at all times and thoseeo le who normally p P y walk would have to suffer additional
cost because of this mandate. This might well be offset set by the opportunity to play other
golf courses as a change oface in an exiting g new environment.
vironment.
The savings in labor are relativelysubstantial if the
course is done all at one time. It may
not be necessary to lay off the grounds workers during the period when the course is bung
rebuilt as it is very possible that the contractor for course rebuilding might be more than
willing to hire these people or as another recourse, the Village can furnish a great deal of
its own labor and substitute some of the cost that would have normally gone to the
contractor, with its own. Figures quoted for golf course renovation and rebuilding include
all that is necessary to return the course tola able
p y condition and therefore labor will not
accrue to the club until a very short time before the course is reopened.
59
The entire cost of new capitalization seems very lar '
large and, in fact, is. We would, however,
like to point out that the present replacement value ue of the North Palm Beach Count Club
is considerable. �
Rough estimates of its replacements costs are as follows:
Golf Course (incl. maintenance equipment, maintenance
building and golf car shed)
Clubhouse
Swimming Facility
Tennis Facility
Parking, Roads, etc.
Other Equipment
$3,000,000
$800,000
$750,000
$300,000
$100,000
$75,000
Total $5,025,000
We wouldn't be presumptuous enough to even attempt '
g pt to estimate what the land is worth.
Whatever its value it would certainlymake the rest f •
o the investment look insignificant.
We have, throughout this report and in oral presentations at various Mmes, talked about
making the North Pam Beach Count Club an outstanding
ry ding and unique public
The investment of these funds and the continued mfacilities
aintenance of the at ai
high
level will do just that.
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Income
Assumptions
NORTH PALM BEACH COUNTRY CLUB
Green Fees Income
FY 1988
Budgeted
$160,000
FY 1989
Projected
$277,872
Schedule II
Average member and spouse, where appropriate, will 1
week in winter season. pay an average of 3 times pe.r
There will then be 12,952 18 hole equivalent round _ •
for non -mem q s available Dec.l April 15
hers.
Green fees will be $16 for residents and $20 for non-residents
Dec.Decl April 150
Green fees will be $12 April 16 - Nov. 30.
50% of non-member rounds in winter will be resident- •
and 50% non-resident.
Green fees will average 16 people per da from April- 1 -
f r PPP Y _6 Nov.30
(3,728 o summer).
Total guest rounds - 16,680.
Total Rounds (18 hole equivalent)
q )
Available in winter (Dec.1 - April 15
P )
248 per day times 131 days = 32,488 times 90%
weather
factor - -29,239
Available in summer (April 16 - Nov.30 )
2 86 per day times 233 days = 66,638 times 9 -
y 0%weather factor - 59,974
Total
89,213
Rounds anticipated in winter
26,316 90% of potential
Rounds anticipated in summer
29,987 50% of potential
Total
56,303 63% ofP otential
62
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North Palm Beach Country Club
Golf Course Maintenance Equipment Capital p p Requirements
FY 1988
Spray Tank (200 gal.)
Truckster
$2,500
Pick -Up Truck
5,500
Fertilizer Spreader
102300
Fertigation System
L500
Top Dresser
57300
72" Rotating Mower
61700
Triplex Greens Mower
10,000
Spray Tank (300 gal.)
9,500
3,700
$55,000
FY 1989
Green Aerifiers
7 - Gang Rough Unit
$13,000
Power Take Off Tractor
12,000
Loader/Back Hoe
10,000
Truckster
18,000
Triplex Greens Mower
51500
Greens Spiker
9,500
Sod Cutter
33000
2,000
Total for FY 1988 and 1989
$73,000
Note: All items for eachare ear in prioritized Y p oritized order°
72
Schedule XII
$128,000
North Palm Country y CIuh Beach Schedule XIII
Summary of Capital Requirements
Golf Course &Range Incl. Irrigation (Plan A) $750,000
Golf Course Architectural &Engineering Costs $75,000
Tennis Courts -New Surface (6 courts) $73,000
New Lighting (Ail Courts) $75,000
Refurbish Women's Washroom
$5,000
Planted Barrier $5,000
Clubhouse
$158,000
Air Conditioner
$10,000
Partitions for Existing DiningRoom$10,000
Partitions, Furniture & Equipment for
setting up new Offices in old Golf Shop15
00
$ 0
Acoustics for Grill Room1
$ 0,000
Additional Lockers
4
$ ,500
New Golf Shop $49,500
1,500 sq.ft. @ $50 per sq -ft. $75,000
Architectural &Engineering $7,500
Furniture, Fixtures &Equipment $15,000
$97,500
Move existing Golf Car Shed to location proximate
to new Golf Shop (including Electrical Service) $252000
Fitness Room Equipment
$25,000
Range Equipment $17,000
Golf Course Maintenance Equipment $128,000
Swimming Pool
Relining $12,500
Furniture $2,500
$15,000
Total $1,340,000
73
Schedule XIV
Palm Beach Country Club
Cost of Golf Course Shutdown for Renovation
Grounds Crew Labor Savings7S
$ ,000
Materials and other Savings 40000
00
Dues Transfer (100,000)
Loss of Golf Car Revenue (80,000)
Net Operating Loss to Club $65,000
74
4.1
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C.7
Summary of the National Golf Foundation Survey
made for the North Palm Beach Country Club
There were over one thousand survey questionaires mailed to both members and non-members
who are residents of North Palm Beach. Members and non-members were about equally
surveyed. 44% or 449 responses were received from the mailing. This is considered an excellent
response to any mail inquiry.
Percentages are based on only those who definitively answered the specific questions
commented on in the following:
37% reported household incomes of $60,000 or more and 63% reported incomes of $40,000 and
above. Only 8% reported incomes of under $20,000.
36% of the respondents are employed full time with another 7% having part time employment.
89% of the households had two or more persons. Without any substantiating documentation it
would seem apparent that North Palm Beach, in reality, has a greater percentage of single
person households which implies that there was less willingness to fill in the questionaire by
those people living alone.
Non-members reported that 44% of them used the facilities of the Club, primarily the restaurant
and bar. Another 39% reported that they use golf and tennis facilities other than those of
NPBCC. A very large percentage (37%) had been Club members in the past but were not now.
This latter suggests a high turnover in membership.
Avery high percentage expressed the desire that the Club be used for more activities (61%). Of
those close to half expressed the desire for more social functions with approximately a quarter
requesting increased adult day time activities and another quarter requesting more junior
programs.
There was almost a unanimous opinion that the Country Club is an enhancement to the Village
g
and to its real estate values with 95% so stating.
77
76% of the members perceive NPBCC as being a public course with an annual fee structure for
membership. Conversely a surprising 24% perceive the Club to be private with some outside
daily fee income. When the members were asked for their preference, 58% opted for it to be
private with 42% preferring its retaining its public status.
The members were asked what type of dues increase they would prefer if there were an increase.
The members were almost equally divided in the type of dues increase preferred with 45%
stating a preference for an increase in winter dues and 42% in total dues. 13% would choose to
see the Club changed totally to a daily fee operation in lieu of any dues increase.
When asked to rate the physical facilities, the condition and maintenance of the facilities and the
level of service and employee attitudes only the swimming pool and tennis courts in each
category were rated above average.
85% of the respondents believe the Country Club should be self-sustaining.
It is interesting to note that 95% of those replying stated that they lived in North Palm Beach for
the majority of the year and assumedly consider the Village their permanent residence.
Only 19% of the households have children living within them and 60% are adult only households
with residents over 60 years -f age.
The population of North Palm Beach is older, more affluent, plays a considerably greater
amount of golf and has fewer children living at home than does the average community in either
Florida or the United States.
The membership of the Country Club perceives the facilities and service to be generally of
average quality. The majority of the members acknowledge that the Club is now a public facility
but would prefer it being private. There were no questions in the survey which would lead to a
conclusion as to how they would expect to finance a private club.
M
i
I
,/e—% Iff dA Ah
rM
NATIONAL GOLFFOUNDATION
i
NORTH PALM BEACH COUNTRY CLUB SURVEY
Dear Village Resident:
As you probably know, the National Golf Foundation has been retained by the Village of
North Palm Beach to do a complete study of the North Palm. Beach Country Club.
The purpose of this survey is to help NGF to better ascertain the views of the residents of
North Palm Beach in regard to the Country Club.
We would very much appreciate your filling in this form and returning it to North Palm
Beach Village Hall 501 US Highway One, North Palm Beach, FL 33408.
The results of this survey will become a matter of public record for your review.
First we should like to know a little about you, if we may.
How long have you lived in North Palm Beach?
Do you live in North Palm Beach for the majority of the year? Yes. No
How many live in your household?
Adu is Children Malmo r..die
What are the ages of the above?
Adults Children
What is your family income?
Under $20,000 $20,000-$40,000
$403,000-$607000 $60,000 and above
What is your employment status?
Employed full-time part-time retired
(Please turn page)
79
NORTH PALM BEACH COUNTRY CLUB SURVEY (continued) Page 2
Are you a club member? Yes No How many years?
If you are a member, what category?
Family Single
Golf Swimming Tennis Social
If you are not a club member, do you or other members of your
family use the facilities of the club?
Yes No If yes, which?
Golf Pool Tennis Restaurant
How many in your household play golf tennis
If these sports." --ire played, but hot at North Palm Beach C.C.;
which of the following types of facilities are used?
Private Semi -private Other public than NPBCC
If you are not now a club member, were you in the past?
Yes No . If your answer is yes, why did you leave?
Approximately how many times a year do you, or other members of
your family use the facilities of NPBCC?
Would you like to see the facilities of the club opened to more
activities for the community? Yes No
What activities would you like to see?
Adult daytime Description
Summer Junior Description
Year-round Junior Description
Social affairs Description
Others
Do you believe the North Palm Beach Country Club is an
enhancement to the Village and its real estate values?
Yes No No opinion
Should the Country Club continue to be self-sustaining (no use of general funds)?
Yes No No opinion
:1
NORTH PALM BEACH COUNTRY CLUB SURVEY (continued) Page 3
If you or other members of your family have used the club in the past twelve months,
please check the following on a scale of 1 to S: 1- Excellent, 2 - Good, 3 - Average,
4 - Fair, 5 - Poor:
How would you rate the basic physical facilities without regard to
condition and maintenance?
Golf Course
Driving Range
Swimming Pool
Tennis Courts
Clubhouse
Restaurant & Bar
1
2
3.
1
2_
3
1
2
3
1
2
3
1
2
3
1
2
3
4 .S
4 S
4 S
4 S
4 5
4 S
How would you rate the condition and maintenance of the facilities?
Golf course
Driving Range
Swimming Pool
Tennis Courts
Clubhouse
Restaurant & Bar
Parking Lots &
Grounds
1 2
3
1 2
3
1 2
3
1 2
3
1 2
3
1 2
3
1 2
3
4 S
4 S
4 S-
4 S
4 S
4 S
4 S
How would you rate the level of service and employee attitudes?
Golf
Driving Range
Pool'
Tennis Courts
Restaurant & Bar
1 2
3
1 2
3
1 2
3
1 2
3
1 2
3
How would you rate the management?
Administrative
1
2
3
Golf Shop
1
2
3
Golf Course
1
2
3
Pool
1
2
3
Tennis
1
2
3
4 S
4 ✓
4 S
4 S
4 5
4 S
4 S
4 S
4 S
4 S
Thank you for cooperation. Please use the back page for any other commentsou m -ay
have. Your sip -nature is or)tional.
y
M
NORTH PALM BEACH COUNTRY CLUB SURVEY (continued) Page 4
Please use this space to explain any of your previous responses, or to provide your opinion
on any other matters that concern you about the North Palm Beach Country Club. -
OPTIONAL
NAME:
ADDRESS:
TELEPHONE:
National Golf Foundation
North Palm Beach Country Club Survey
. '
' December 1987
Total Surveys : 449
83
`
. ..
'
��
.
How long have you lived
.
in North.
Palm Beach?
Absolute
Percent '
Base'
44g
100.0
One Year
9
'
.
2.0
' Two Yea�-s
19
4.2
Three Years
22
4.9
Four Years
�2
~ '
2.7
Five Years
15
3.3
Six Years
15
3.3
Seven Years'
17
3.8
Eight Years
_
12
2.7
Nine Years
19
4.2
Ten Years
26
5.8
Eleven Years
_
23
5.1
Twelve Years
16
^
3.6
Thirteen Years
13
'
2~9
Fourteen Years
--
9
'
2.0
'
Fifteen Year�
�� _
34
7.6
Sixteen Years
11
2.4
Seventeen Years
16
3~6
Eighteen Years
16
�.6
Nineteen Years
12
2.7
Twenty Years or More
99
No Response
34 \
'
7.6
Do you live in NPB the majority of the year?
Absolute Percent '
Base
449 100.0
Yes
401.
' No`
14 3_1
No Response 34 -7.4 C6
~
85 .�
'
How many live in your household?
Absolute
Base
449
One
46
. ,
Two
279
Three
38
Four
44
Five
10
Six
1
Seven
2
.
Eight
0
Nine
0
Ten or More
0
No Response
'
29
`
`
'
,
' 86
Percent
100.0
10.2
62.1
8.5
9.8
2.�
0.2
0.4
0.0
0.0
0.0
6.5
HOUsehold Type
Fuse
60+ with Children
s
6C-)+ no Children
40 to 59 with Children
4(-) to 59 no Children
20 to -79 with Children
i`-� to 39 no Children
No RPepon se
Abeolute
449
1-1.
d"
236
60
64
15
9
53
87
Percent
1ci0.o
�.7
. 6
1 .4
14.3-
0
11.8
Age of Children
Absolute
Base
.
449
Ages
'
i to 5
13
Ages
6 to 12
30
Ages
13 to 18
23
Ages
Over 18
44
No Children
360
Note:
Multiple Response
Percent
100.0
2.9
6.7
5.1
9.8
80.2
What is your family income?
Absolute
Base 449
Under $20,000 29
,
�20,000-$40,000 109
$40,000-$60,000 96
:t.60,000 and above 140
No Response 75
Percent
100.0
6.5
24.3
21.4
A-
16,7
16.7
What is your employment status?
Absolute
Base - 449
Employed Full-time 145*
,
Part-time 27
Retired 228
No Response 48
90
Percent
100.0
32.3
6.0
50.8
10.7
Are you a club member?
Base
Yes
. "
No
No Response
Absolute
449
273
149
26
91
.� .
Percent
100.0
60.8
33.2
5.8
`
If yes, how many yearshave
you been a
member? .
'
Absolute
Percent
Base
273
1O0.0
. One Year
12
4.4
Two Years
20
7.3
Three Years
20
7.3
Four Years
18
6.6
Five Years
11
4.0
Si... Years
6
2.2
Seven Years
11
4.0
Eight Years
9
3.3
Nine Years
4
1.5
Ten Years
16
5.9
Eleven Years
9
3.3
Twelve Years
12
4.4
Thirteen Years
9
3.3
Fourteen Years
7
2.6
Fifteen Years
9
Sixteen Years
5
1.B
Seventeen Years
Eighteen Years
4
1.5
Nineteen Years
4
1.5
Twenty Years or More
36
. 13.2
No Response
48
17.6
...
' 93
. .�
If you are a member, what category?
Absolute
Base 273
Family , 117
'Single 121
No Response 35
~
93
Percent
100.0
42.9
44.3
12.8
What membership type?
' Base ,
Golf
Swimming
Tennis
Social
No Response
Note: Multiple Response
Absolute
273
127
53
48
37
76
Percent
100.0
46.5
19.4
17.6
13.6
27.8
If you are not a club member, do you or other members of your
family use the facilities of the club?
Absolute Percent
Base 149 100.0
' Yes ` 57 38.3
No 72 48.3
No Response20 13.4
' 95
If yes, which?
' Base "
Golf
Pool
Tennis
Restaurant
No Response
Note: Multiple Response
Absolute
57
21
12
11
33
1
"
Percent
100.0
36.8
21.1
19.3
57.9
1.8
How many in your
household play golf?
Absolute
Percent
Base
449
100.0
One'
161
35.9
Two
111
24.7
Three
7
1.6
Four
1
0.2
Five
2
0.4
Six
0
0.0
Seven
0
0.0
Eight
0
0.0
Nine
0
0.0
Ten or more
0
0.0
None
167
37.2
^
97
...
. `
How many in
your household play tennis?
Absolute
Percent
Base
449
100.0
One '
35
7.8
Two
53
11.8
Three
6
1.3
Four
--
7
1.6
Five
1
02 .
Six
0
0.0
Seven
0
0.0
Eight
0
0.0
Nine
0
0.0
Ten or more
0 -
.`
0.0
None'
347 '
-
77.3
If these sports are played, but not at NPBCC, which
of the following types of facilities are used?
Absolute
Base 449
Private 69
Semi -private 42
Other public 64
No Response 309
Note: Multiple Response
~
99
'.
Percent
100.0
15.4
9.4
14.3
68.8
'
If YOU are not a club member, were you in the past?
-
Absolute Percent
Base
149 100.0
. ,
Yes
53 35.6
No
89 59.7
No Response 7 4.7
lQO
`
. / .. . .
'
'
Approximately how
'
many times a year do
you or other
members of your
family use the NPBCC
facilities?
Absolute
Percent
Base
. '
449
100.0
1 to 10 Times
53
11.8
11 to 20 Times
20
4.5
21 to 30 Times
15
3.3
31 to 40 Times
7
1.6
41 to 50 Times
22
4.9
More than 50 Times
194
43.2
Never/No Response
138
30.7
101
Would you like to see the facilities of the club
opened to more activities for the community?
Absolute Percent
Base 449 100.0
'
Yes 206 45.9
No 129 28.7
No Response 114 25.4
`
102
What activities would you like to see?
. ,
Absolute
Base
449
Adult Daytime
52
Summer Junior
36
Year-round Junior
32
Social Affairs
112
Other
17
No Response
283
Note: Multiple Response
-
`
'
_
. .
Percent
100.0
11.6
8.0
7.1
24.9
3.8
63.0
Do you believe the NPBCC is an enhancement to the
Village and its real estate values?
Absolute Percent
Base
449
. . 100.0
Yes
396
88.2
No
13
2.9
No Opinion
10
2.2
No Response 30 ' '
6.7
.
104
Should the Country Club continue to be self -sustaining?
105
' ..
Absolute
Percent
Base
. AT449
100.0
Yes
' 297
66.1
No
51
11.4
No Opinion
47
10.5
No Response
54
12.0
105
' ..
How would you rate the basic physical facilities?
�v .
Base=449
Percentages
shown with 0=No
Response
Golf Course
Driving Range
Swimming Pool
Tennis Courts
Clubhouse
Restaurant &
A,4 E3A, n,
=m^
��"��
Bar 5.0
1
1D9
,
7.�3
19,
9!1
�
-1-1
5. 1
,_'
6.9
2
2'-2
�,
13.6
~
14.
1/~�-
L}
13.4
-
17. 1
3
1./. 6
l
7
/)
U`^
17.8
20..»
4
a� 1
u.
3�7
0.9
24
/� ')
14.(T
14.7
5
��
".
0.�
2//�
'-J/-
���
5
7.1
0
'~ ~
41.9
/� �
106
How would you rate the condition
and maintenance
of the facilities?
'
Base=449
Percentages shown with 0 -No
Response
AQ C,, 6-b
2
4/-'
5
0
Golf Course
4x7
14.7
.7
1 8 . 0
Driving ,Range w�~
3,v
0
1
15/ ^
�.
1 C)
1 �.��
47. 2
7 ��
Swimming Pool V�"*�_
��\
9 '1
,
1- '
^�
~
7.1
''
2.4
^
,� °�� ��
Tennis Courts C�
14,5
~-e-7
-'.~
4. 7
11
6, 4,D
Clubhouse
.
-� -
66 6
.
~
�. /9,07
.
Restauraht & Bar
6.
5 -
Parking Lots/Grounds" �-
�v
9^�\
. � �~�/~u
�U./
9.6
^
Z.4
36.3
107 .
' .. .
.'� '
How would you rate the level
employee attitudes?
of service and
'
Base=449
0
Percentage's shown
with (--)=No
response
^
Golf
��
��*-!
l
8.0
2
16.5
^�. �8
Driving Range o;r u^
Pool �� ��-
��"~�-'
Tennis Courts^~5.8
°� :� .
Restaurant & Bar ��= ��
5.8
���� 3
--
7.
�� �(
8.5
^~ '
12.0
u
FO.
1 8
�
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108
3
4
5
0
14.0
��'��
9.6
7.6
44.3
12.98.0
4.2
55.7
_ ~
.
5.6
_/
��.4
0.7
71.9
/_
5.8
-7-7
. '
1
1.3
73.7
17.1
12.7
5.6
38.3
How would you
rate the management?
Base=449
Percentages
shown with 0 -No Response
' l
2
3
-'
�� q
4
Administrative
��4.2
1',. 0
1��
' Golf Shop
/.� �
~.0
15 ' '
l�../
11.6
Course
2.00Golf 5- 6
12. 7
~
15ft6
1. 1
Pool
��
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en,
-(
6,5
1
, 8
, 4
Tennis
4..q 62
6
5 0
11.4 45.�
/7
6.0 47'(
`�' /
6.9 48.�
��
1~8 71.65)
North Palm Beach Country Club
Members Only Questions
Total Surveys -, 273
How many in
'
your family use the golf
facilities?
Absolute
Percent
Base'
273
100.0
One
120
44.0
Two
64
23.4
' Three =
7
2.6
Four
0
0.0
Five
�
0.4
Six
0
' 0.0
Seven
0
0.0
Eight
0 ^
0.0
Nine
0
0.0
Ten or More
()
0.0
None'
81
29.7 .
How many in
your family use the tennis
facilities?
Absolute
Percent
Ease
27 •,
10i �. c��
One
16
5.9
Two
22
8.1
Three
1
C).4
Four
4
1.5
Five
0-4
Seven
C). c_)
Eight
0
C),cap
Nine
0
Ci, C)
Ten or More
0
C). C)
None
112
How many in your
'
family use the swimming
facilities?
Absolute
Percent
Base
273
100.0
One
14
5.1
Two
.
21
7.7
"
Three
4
1.5
Four
6
2.2
Five
4
1.5
Six
1
0.4
Seven
0
0.0
Eight
0
0.0
Nine
0
0.0
Ten or More
0
0.0
None
2 23
81.7
~
113
'
How do you perceive the NPBCC?`
Absolute
Base 273
Public with annual fees 173
Private with daily fees 56
No Response 43
114
Percent
100.0
63.4
20.5
15.8
Which do you prefer?
Absolute
Base 273
Public facility 95
Private facility 133
,
No Response 45
IF.
115
Percent
100.0
34.8
48.7
5
16.
'
If a large increase in club income is required,
which of the follow*
ng methods do you prefer?
Absolute
Base
273
Increase in current due's
,
75
Restrict membership hours
27
Higher winter dues
80.
Daily fee basis only
2�
No Response
97
Note: Multiple Response
~
116
Percent
100.0
27.5
9.9
29.3
8.1
35.5
How many times a month do you or members of your
family eat lunch at the Club':-
Absolute Percent
Base 273 100.0
1 to 5 Times 96 35.2
6 to 10 Times 29
10.6
. ,
More than 10 Times 9 3.3
Never/NoResponse 139 50.9 `
117
How many times a month do you or members of your
family eat dinner at the club?
Absolute Percent
Base 273 100.0
1 to 5 Times 67 24.5
6 to 10 Times 9 3.3
' '
More than 10 Times 2 07
Never/No Response 195 71.4
, 118
.'
Under what conditions would your family use the
restaurant facilities more often?
Base
. Better Quality
Better Service
Better Selection
Lower Prices
Better Furnishings
More Hours
Other
None
No Response
Note: Multiple Response
Absolute
273
111
80
68
80
42
19
29
22
63
119 '
Percent
100.0
40.7
29.3
24.9
29.3
15.4
7.0
10.6
8.1
23.1
How do you believe the existing dining room is best uLilized?
Absolute Percent
Base 273 100.0
Restaurant 138 50.5
Community Center 40 14.7
Both 20 7.3
No Response 74 27.1
'
120
North Palm Beach Country Club
Crosstabs
Total Surveys : 449
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CROSS—TAB: TYPE OF MEMBERSHIP BY FAMILY USAGE OF CLUB
FACILITIES.
Use Golf Use Tennis Use Swimming
Facilities Facilities Facilities
Base 177 42 69
Golf Membership 63.8% 9.5% 17.4%
Pool Membership 14.1% 9.5% 50.7%
Tennis Membership 11.3% 66.7% 15.9%
Social Membership 10.7% 14.3% 15.9%
NOTE: Multiple Response
128
Report for the
National Golf Foundation
on the
North Palm Beach Country Club
Prepared By
Gene Bates
INTRODUCTION
As a community service to the Village of North Palm Beach, Florida I agreed to a request
by the National Golf Fns y n ri a t; nn to rPvi pw the ri j rrPn t gnl f rn» rc P l ay n» t n n d p hv6 ra l
L 1 V x.111\,L L4 V1V11 VV A. %W T iV TT x.11 �/ �/�,L11 V11{. V11 VV %L1 "V AL1 V %,&%, %�a �i*.L to Ua VKi
conditions. My mission was to examine various existing conditions, to identify problems
and solutions which would be suggested to the National Golf Foundation, the Country
Club Study Committee, the Village Council, club members and other residents of the
Village. Initially, the questions and solutions appeared to be somewhat easy and straight
forward but as the research into the golf course expanded the questions expanded. I
stepped up my search for solutions by calling on many knowledgeable individuals in the
golfing industry. The information suggested and the conclusions within this report are the
efforts of many companies, and individuals which will be identified throughout the report.
As author of the report, I want to acknowledge my personal gratitude and sincere thanks to
those who contributed their personal time and expertise. A special thank you to Joe Noll
of the National Golf Foundation for his special dedication to this project and the help he
has given me, and Peter Finnlensen has taken valuable time out of his already busy
schedule to add assistance to my efforts.
Respectfully,
Gene D. Bates
129
HISTORY OF NORTH PALM BEACH COUNTRY CLUB
The exact history of the golf course has been very difficult to trace. The first bit of
information which was provided by rumor was that Donald J. Ross, the renowned golf
course architect had a hand in laying out the course. Ross who designed such famous golf
courses as Pinehurst #1 and 2, Pinehurst, North Carolina; Seminole Country Club, North
Palm Beach, Florida; Scioto Country Club, Columbus, Ohio; Salem Country Club, Salem,
Massachusetts; Gulf Stream Country Club, Delray Beach, Florida; and many more
outstanding courses was extremely active in Southern Florida during the period when The
Winter Club was originated and the rumor was well founded. After numerous calls to
Donald Ross historians especially Geoffrey Cornish, past President of the American
Society of Golf Course Architects and Ron Whitten, author of the most comprehensive
work published on golf courses and their architects, I have concluded that Mr. Ross was
not involvedin the design and development of the golf course.
My other efforts to trace the golf course architect for the course included Mr. Al Collins
retired P.G.A. professional of Palm Beach, Florida, who was the head professional at
Bahamas Country Club in Nassau and the Duke of Windsor's golf instructor. Mr. Collins
memory is rapidly failing due to age (91 years old) but he did recall conversations with Sir
Harry Oakes about his fondness of The Winter Club and club facility. Otherwise, Mr.
Collins was not much help in tracing the original designers of The Winter Club. I also
spoke with both Bill Young, the Village historian and Gary Wiren of the P.G.A. of
America but neither were able to shed any light on the original designers of the golf
course. Mr. Young did suggest a review of the Village historical records and with the help
of Karen White, Librarian at the Village Library, I spent several days digesting local
history.
The Winter Club was designed sometime around 1924 and 1925 during the "Golden Age of
Golf Course Architecture in America". As stated in Cornish and Whitten's publication,
"There had been some 742 course in the United States in 1916. By 1923 there were 1903.
130
By 1929 there would be 5,648! That was an average increase of approximately 600 new
courses per year from 1923 to 1929. Such a rapid growth rate would not be approached
again until 1967."
Harry Kelsey, local land baron and developer of the Lake Park area during the teens and
early 20's, already had one golf course constructed, the Kelsey City Golf Course, which was
partly located in the area of "where the present library and school of North Palm Beach
now located". This golf course was designed by William B. Langford and Theodore J.
Moreau. They teamed together after World War I in a golf course design and construction
business based in Chicago. The firm Langford & Moreau Ltd. was among the busiest in
the Midwest and South during the 1920's and 30's. Langford provided most of the design
plans while Moreau handled the construction aspects of their projects. Kelsey was the
original developer of the North Palm Beach Country Club and the following is an account
of history provided by Mr. Charles A. Branch of West Palm Beach who was directly
involved in many of Harry Kelsey's business dealings.
"Mr. Kelsey constructed the Kelsey City Golf Course on the North side of
Palmetto Drive with a Chicago golf architect drawing the designs for an 18
hole course. Mr. Kelsey had Mr. Austin do much of the grading work in and
about Kelsey City and he built the first 9 holes. The fairways of the 2nd, 3rd,
4th and part of the 5th fairways lay north of the Earman River, where the
present library and school of North Palm Beach is now located.
When Paris Singer began the construction of his Blue Heron Hotel on the
oceanfront, he contacted Mr. Kelsey about the construction of an 18 hole
golf course just south of the Intracoastal Canal and an 18 story hotel at the
foot of Palmetto Drive at the edge of Lake Worth.
Mr. Singer had a French friend who was an architect in Paris and Mr. Kelsey
had this friend, Louis De Puyseger, draw up plans for a golf clubhouse and
the hotel. Mr. Kelsey began buying back some of the land he had sold that
would interfere with this new venture, as it was planned to construct another
18 hole golf course between the Kelsey City Golf Course and the new one
which would be called The Palm Beach Winter Club. At that time, the Palm
Beach area had only the Palm Beach Country Club and the short holes
around the Breakers Hotel. Only the old established residents of Palm
131
Beach were welcome on this course and Mr. Singer desired to have a more
open membership for his Everglades Club.
Mr. Kelsey directed Mr. Anderson use his dredge to dig a channel from the
Intracoastal Canal to the proposed site of a new clubhouse, using the soil to
elevate the land for that purpose. Mr. Singer and Mr. Kelsey entered into a
road construction contract with the Florida State Road Department to give
them a right-of-way from Kelsey City to the Intracoastal Canal, which not
interfere with the two golf courses and construct the new 24 foot wide road
pavement.
Herman and J.Y. Arnold from Elberton, Ga., had entered into a contract
with Mr. Kelsey to build 100 homes in Kelsey City. There were assigned the
construction of the clubhouse, using local subcontractors for lighting,
plumbing, etc. Lumber was delivered from the Drake Lumber Company
through the Prosperity Farms Road and through the Canal. Mr. Anderson
would dredge to a slip about 100 feet east of the site of the
clubhouse.
The Kelsey City Nursery was to furnish the plantings and shrubbery. A golf
archiect from New England designed the course layout, but because of his
death later, the Canadian Champion finished the final draft and supervised
the construction. At this time, the only road north and south through Kelsey
City between Jacksonville to Miami, was the Old Dixie Highway, laying
either side of the FBG R/R tracks.
I spent most of 1925 in Melbourne, Florida with the Houghton -Elliott
Company, directing and designing the construction of Melbourne Heights.
Mr. Elliott had been an Auditor for James F. Welch Realtors, in Flint,
Michigan in 1916. The Welch firm had been appointed by General Motors
to handle sales of a new building project made necessary by the expansion of
General Motors increased production of Buick and Chevrolet.
At that time, I had an Engineering and Surveying Office in Flint and was
doing most of the work for the Welch firm and General Motors. The only
132
orders I received from C.S. Mott, GM Vice President, was "How soon can
you build 10,000 houses?" After WW I was over, and General Motors had
been acquired from Mr. Durant by the DuPont interests, they brought in
their own organizations to finish the construction of the civic building project
for GM. Mr. Welch went back to his own real estate business, Oscar Elliott
came to Florida for real estate speculation and Mr. Charles Burr, who
worked with all of us, came to Florida and joined Mr. Kelsey as an assistant
to the operation of the East Coast Finance Corporation, (ECFC).
In August, 1926, I had completed the work asked for by Mr. Elliott in
Melbourne. On September 30th, I received a call from Mr. Charles Burr,
requesting me to come at once and to be General Manager of all his
holdings. Accordingly, I contacted Mr. Kelsey November 1st, found out that
his past manager, Mr. Morrison, had resigned to build houses for his own
firm and accepted his proposition. On November 5th, I moved my family
from Melbourne, Florida to a home furnished by the ECFC in Kelsey City. I
found out the condition of what was necessary to keep up with the present
payrolls for all the ECFC projects and the contacts with the City of Lake
Park. I was busy settling contracts for work being done. I also found out that
the state road contract was about to be cancelled with Singer and Kelsey. On
November 22nd I went to Tallahassee and got the Road Department to
place this contract in my hands returning November 25th, Thanksgiving Day.
I ordered Mr. Langston of Orlando to finish the rock road with Ocala Rock,
Reynolds of WPB to oil and surface the road, Mr. Austin to finish up the
grading and get it all finished by the end of the year.
The golf fairways were not responding to the growing of grass, so I had 25
cars of marble shipped up from Odjus to be spread over the fairway surface.
I directed the inside work on the clubhouse be finished and the last of the
side steps from the back to the front on the building be completed with
ornamental cement blocks furnished by our own plant being made by Mr.
Torno.
On January 5, 1927, Mr. Kelsey was able to open the clubhouse and golf
course of The Palm Beach Winter Club for the first time. A Summer Pro
133
from Winenkee, Illinois was hired to be our Winter Pro. Miss Falconer, who
operated a lunch club in Kelsey City, was placed in charge of the dining
room. We had bought a large bus which operated between the Palm Beach
hotels and the new clubhouse, traveling up the newly completed highway.
Our opening was blessed by many of the old Palm Beach Winter Society,
among whom was the Phipps, Harrimans, Woolworth, Bosche, et al. The
records of this opening was later lost in the 1928 hurricane, although it was
covered by the news media of West Palm Beach and Palm Beach.
Many of the winter visitors, who were not welcome at the Palm Beach
courses, came to The Palm Beach Winter Club during the next few years. I
remember when Al Jolson, Ben Burnery and his wife and many show people
attended our club along with their many friends. As many of the golf pros
came to Florida each winter, we had many tournaments at The Winter Club
and the Kelsey City Golf Course. In fact, the Kelsey City course was written
up in Golf s Red Book as being the best 9 hole sporting course of that year.
The golf course had many lockers in the basement, a fine dining room that
could be used for dancing, good meals but only three bedrooms in the south
wing of the Towers. Everything was maintained at the best.
The picture most shown today of The Palm Beach Winter Club when first
opened to the public, was taken January 18, 1927 and shows Mrs. Charles
Burr and daughter, Mr. & Mrs. Charles Branch and son Merrill, in front of
the west side of the clubhouse.
Although the dining room was closed during the summer, the course was
kept open for any visitors from Palm Beach. It was a struggle to meet the
costs of keeping the course in fair shape during the summer and fall.
However, on March 26, 1927, Mr. Kelsey was honored on his 39th birthday,
with a golf tournament and dinner.
In December 1927 I was introduced to Mr. Smiley who had a small airport in
Tennessee. Under his direction I had constructed an air strip just north of
the Earman River and west of the Prosperity Farms Road on our land,
134
known as the Kelsey City Dairy. When we reopened The Palm Beach
Winter Club January 12, 1928, Mr. Smiley gave aerial expeditions over the
fairways, driving many of the players to run for cover. His Fairchild plane
acted correctly and no damage was done.
The clubhouse was again under the direction of Miss Falconer and the local
girls who acted as cooks and waitresses, many who I see about us today. The
winter season was well attended by the Palm Beach residents and visitors,
but, because of the Florida Land Bust, much of the glamour was absent.
Mr. Kelsey was meeting with financial difficulties enhanced by the IRS who
were looking into his reported profits and losses of his personal dealings and
the East Coast Finance Corporation. All resulting charges were found to be
in error against him, but it was years later. During this time his ability to
raise funds or sell properties was limited by government action.
February 20, 1928, Mr. Charles Burr resigned and returned to Flint,
Michigan, for employment there. Soon afterwards, Mr. J.C. Bills an attorney
from Sanford, Florida and Boston, Massachusetts was called in. Mr. Bert
Winters turned his legal advice over to Mr. Bills and the East Coast Finance
Corporation went under a trusteeship to the J.C. Bills Trusteeship. On
March 26th Mr. Kelsey came to my office and requested me to act in all
capacities for the J.C. Bills Trusteeship as I had for the East Coast Finance
Corporation. With Florida's Land Bust, it became an added burden to keep
all field operations funded. In spite of the fact that the banks of West Palm
Beach had closed March 14th, 1927, we had been able to keep the two golf
courses operating, although much of the East Coast Finance Corporation's
money was in them. On April 1st, under the J.C. Bills Trusteeship, we closed
The Palm Beach Winter Club for the summer. The former officers of the
ECFC went to other locations. The Kelsey City Water Works had been
transferred to the Town of Kelsey City for back taxes. The Kelsey City
Nursery had been incorporated into a Florida company with Mr. & Mrs. (?)
owning all the stock with the exception of that given to Mr. & Mrs. Blakely
for past services. Mr. Bills and myself were left to salvage out any value left
in the East Coast Finance Corporation for Mr. Kelsey.
135
On August, 8, 1928, we had a small storm which did some damage to the
Kelsey City area. On September 13, 1928, a second storm was reported in
the Atlantic. I followed this with the Naval Officer at the weather station at
the Jupiter Lighthouse. As the storm continued in our direction, on
September 15th I had the entire payroll begin boarding up The Palm Beach
Winter Club and our properties in Kelsey City. Mr. J.C. Bills came to my
office for a conference and then took Mrs. Kelsey and most of the children
and my family in their car to his home near Sanford. I left at 9PM for his
home after doing all I could to protect the Kelsey holdings. After the
hurricane struck this area on the 16th, Mr. Bills and I returned to Kelsey City
at 9:30PM, September 17th just as Marshall Law was being declared. Most
all property had damages, but Mr. Bills and I managed to stay in our wrecked
home that night. Mrs. Kelsey and Mrs. Branch with the children returned on
September 21st, after we had partially made their homes livable. This storm
finished the downfall of property values which the Florida Land Bust and the
general depression had started. Land and buildings could not be given away
and everyone ceased paying taxes on any property. All bond payments and
bond interest ceased to have any value. But somehow, people lived, had fun
and enjoyed meeting at the golf courses, community clubs, churches, etc as
they had more time to work out their destiny. However, the clubhouse of
The Palm Beach Winter Club was repaired, the course maintained and on
January 12th, 1929 was again reopened for the Winter Season.
As working with the J.C. Bills Trusteeship became less demanding, I was
elected to the Board of Education of Palm Beach County for 1929-1930,
took part time work with the Palm Beach County Engineering Office and on
April 1st, 1936, was appointed to a Chief Engineer Inspector for the U.S.
Department of Interior in the Construction of the Overseas Highway,
between Lower Matcumbe and Big Pine Keys, worked in Dade County and
later, on a Mississippi River barge at Greenville, Mississippi.
Mr. Bills as Trustee, was attempting to dispose of the East Coast Finance
Corporations holdings. The IRS matter with Mr. Kelsey had been settled,
the State of Florida had passed laws to have properties acquired at discount
tax redemption prices and to guarantee defaulted bonds and interest
payments due. The Intracoastal Canal properties had been transferred to
136
the Federal Department of War, who were busy in deepening and widening
them to improve shipping between Jacksonville and Miami.
Mr. Foskett was an attorney who became associated with Mr. Bert Winters.
Mr. J.C. Bills interested Mr. Foskett in the acquisition of the properties of
the East Coast Finance Corporation by buying up the unpaid tax certificates
of its and nearby parcels from the State of Florida. Also, in buying up the
defaulted bonds of Kelsey City. Mr. Foskett interested Mr. Harry Oakes in
this deal and the date of the special Quick Claim Deed to the Tesdem, Inc.
Company from the East Coast Finance Corporation will establish the date
when Mr. Oakes took over these holdings deeded to him. Among these
properties was the two golf courses along with about 35% of the Kelsey City
lots.
It is believed that the Oakes family lived a short time at the clubhouse of The
Palm Beach Winter Club. However, they soon bought a home in Palm
Beach and the Oakes family began living there. They seemed to be more
interested in the ponies and polo than in golf and the Kelsey City golf course
was entirely destroyed and the irrigation system, pumps, etc. were removed
to the south end of The Palm Beach Winter Club to begin a field for riding
horses. The golf course was made over to accommodate riding paths for Mr.
Oakes and his children. After they took up residence in Palm Beach the
clubhouse seemed to have less maintenance.
Mrs. Oakes and family moved to London when Mr. Oakes began to acquire
holdings in the Bahamas and all became English subjects, before the King of
England granted them the title of Sir and Lady Oakes. They became less
interested in the properties near and around Kelsey City and left most of the
activities to be determined by Mr. Foskett. While Mr. or Sir Harry Oakes
spent most of his time in the Bahamas, Lady Oakes and family divided their
time between London and Palm Beach.
Mr. Foskett had the name of Kelsey City changed to Lake Park and half of
the streets changed in name. While promising to sell lots and improve the
conditions of the town and golf course, little was done. Sir Harry Oakes
137
drew a Will designating Mr. Foskett the Administrator and Executor of his
Estate and Mrs. J.C. Bills advised me later that he had been a witness to the
g
sig nin of this Will. The date of this signing and the date of the murder of
Sir Harry Oakes are matters of public record.
Mrs. Oakes could not demand that the Lake Park or other properties be
disposed of until her youngest son had reached the age of 21, so I have been
advised. When that time did come, Mr. Foskett disposed of all the Oakes
holdings acquired from the East Coast Finance Corporation to the
MacArthur interests.
It was then that the City of North Palm Beach was formed, who in turn,
acquired the old Palm Beach Winter Club renaming it the North Palm Beach
Country Club.
I trust that this information may be placed in the records of the North Palm
Beach Library to be used for educational purposes, relative to the early
history of this area. After all, it is a vast change of the land known as
Rattlesnake Ridge, where the quail hunting used to be good and the duck
hunting in Lake Worth was fine where now many high rises provide taxes for
the Municipality. Pompano no longer jump into boats at night nor are any
oysters picked to provide a meal for the people who struggled through the
y
leany ears of the depression of 1925 - 1933. A few of us wonder if the price
ofro ress is warranted for what we used to know and enjoy and the reality
P g
of thep resent. I hope that, while many of us will soon pass away, what can
be saved of past history will. be maintained. In spite of the misuse the Palm
Beach clubhouse, erected about 1926, will be allowed to stand. What has
happened to the oil . paintings made by Mr. Torno and presented to Mr.
Kelsey before Mr. Torno became a Hollywood artist? I had placed it so
carefully on the north wall of the dining room the day before we met to
celebrate Mr. Kelsey's 99th birthday."
(Provided by Mr. Charles A. Branch, 12/18/78)
138
Mr. Branch's information is extremely valuable and very accurate as I have discovered. As
stated by Mr. Branch, "A golf course architect from New England designed the course
layout, but because of his death later, the Canadian Champion finished the final draft and
supervised the construction." It is possible that Mr. Seth Reynor from Southamption, New
York, was involved in the original design of The Winter Club. "Reynor joined Charles B.
MacDonald, a golf course architect, in 1915 as a partner. MacDonald and Reynor did do
some work in South Florida including the first 9 holes at the Everglades Club in Palm
Beach in 1919 and added the second 9 holes in 1925 - 1926. In 1926 Reynor died of
pneumonia in West Palm Beach." It is probable that Mr. MacDonald continued with the
work. He was Canadian by birth but spent most of his life in the United States. "Golf and
golf design were C.B.'s abiding possessions. MacDonald won the first U.S. Amateur
Championship Golf Association of the United States, which evolved into the United States
Golf Association. He conceived the Walker Cup Series, coined the title "golf architect" in
1902 and was considered by golf historians as the "Father of American Golf Course
Architecture".
I did find, in the historical information at the Village library, a copy of a Master Plan
labeled "Palm Beach Winter Club, Kelsey City, Florida" by Langford & Moreau, Ltd.
Initially, I suspected that Langford and Moreau were the golf course architects but the
layout of the plan has no resemblance to early photographs of the golf course or the
existing layout. In fact, the plan by Langford and Moreau and the comments by Mr.
Branch indicate that the golf course is the layout for the Kelsey City Golf course. This
information allied with Mr. Branch's comments about "a golf course architect from New
England" adds strength to the possibility that the course was designed by Reynor and
MacDonald. The Master Plan with Langford and Moreau's name apparently is mislabeled.
Since Paris Singer was involved in the project, it would make sense that he would make
strong suggestions to Harry Kelsey, that Kelsey use the same golf course architect that
designed Singer's Everglades Club. Kelsey had already taken Singers advice to use Louis
De Puyseger as the clubhouse architect because of his recent falling out with his previous
architect Addison Mizner. Still there is no documentation yet of the golf course architect
for The Winter Club.
139
Finally, around 1954-55, the property was purchased by John D. MacArthur from the Sir
Harry Oakes Estate and developed by two brothers, Richard E. and Herbert A. Ross.
They developed a total master plan and community which was designed by Steward H.
Mott and Associates of Washington, D.C. With a special session of the Florida legislature,
which was held on October 24, 1956, the Village Of North Palm Beach was chartered. As
stated in the Christian Science Monthly dated May 24th, 1957, "In acquiring the property
from the Estate of Sir Harry Oakes, the builders also acquired for the Village a ready-
made country club built in 1925". Photographs of this period (1958) show that the golf
course was different than it is presently. The golf course that had been in place for so
many years was now in store for some major rerouting. The new routing was created to
accommodate the proposed Master planned community development suggested by Mott
and Associates which would ultimately become, in part, the country club development.
Since the early 60's, there have been some improvements made to the golf course. In the
early 70's a new irrigation system was designed and installed and in the early 80's the
irrigation system was again modified.
Construction techniques during the 1920's were very primitive compared to today's
methods. Even construction specifications and techniques through the 1960's were subject
to substantial changes. Therefore the original design and construction of The Winter Club
and subsequent revisions prior to the 1970's were done without the innovation of current
design and constuction techniques. The Winter Club was probably built with the use of
mules and slip or Fresno scrapers to contour the golf course and the lakes were probably
created by either dredging or by early draglines.
The construction of the greens was done by piling up native sandy soil, contouring the soil
and planting the surface with the most desirable species available. During the early 60's
the United States Golf Association, through research, developed suggested specifications
for the construction of golf greens, which revolutionized the specifications for building and
maintaining golf courses.
An indepth analysis of the existing conditions of the golf course has been completed. We
began our review of the course concurrently with the hiring of the new golf course
superintendent, John Majewski. At that time, October 1st, 1987, the general conditions of
140
the course were marginal, to say the best. John has had an opportunity to apply his
professional expertise of agronomy care and personnel administration and the results
speak for themselves. John has cleaned up the course and gotten to the basics of
conditioning the course for play. With his knowledge of fertilizers, pesticides, herbicides
and mowing techniques, he has done wonders in such a short period time but John has
many obstacles which will hamper his ability to continue improving conditions. The
following is a summary of the evaluation process which I have conducted in reviewing all
areas of the course. I have studied the following:
A. Golf Course Routing/Flow/Driving Range location
B. Greens
C. Tees
D. Drainage
E. Irrigation System
F. Construction cost estimated for revisions and renovations
G. Schedules
GOLF COURSE ROUTING/FLOW/DRIVING RANGE LOCATION
The current routing or flow of the course is very good if we exclude the influence of the
driving range. As shown by the existing course configuration, the front nine is very
acceptable except for a problem with the 7th and 8th holes relationship. 4n the back nine
the configuration is fine except for the length of the par 3, 11th, which is too long for the
average players. In the study I explored two approaches to solve the flow problems.
141
1. Leave the driving range in its current location.
2. Change the driving range location.
Enclosed are the best alternatives for each solution. The best solution is yet to be resolved
because of other influences which have recently been discovered. Due to the historical
significance which has been recently identified, the creation of The Palm Beach Winter
Club, now North Palm Beach Country Club, should be studied in more depth to determine
its future direction. Because of the probable involvement of golf course architect C.B.
MacDonald and Seth Reynor and the affiliation of such people as Harry Kelsey, Paris
Singer, Sir Harry Oakes and John D. MacArthur, the overall historical significance and
value of the golf course is greatly enhanced.
As shown by our drawing, "Plan A", I have suggested changing the direction of the 7th hole
to a more southerly direction and maintaining the present length of approximately 190
yards. The 8th hole would slide forward approximately 50 yards becoming a dogleg left
rather than a dogleg right. The length of #8 would remain about the same. On holes 10
through 18 we have suggested reversing the direction of play on holes 10, 11 and 12. This
change is necessary due to the drainage problem in front of #10 green. There is virtually
no surface drainage and the underlying soil strata is organic muck, therefore causing a very
saturated strata in an already close to the surface water table. This problem will be altered
under the review of drainage problems. The current 12th hole would play as a 510 yard,
par 5, the current 11th hole would play as a 170 yard, par 3, and the current 10th hole
would play back to the clubhouse as a slightly uphill 390 yard, par 4. The current 14th hole
would be shortened with the tees moved to the right and play as a 155 yard, par 3. The
flow of "Plan A" suggests a substantial alteration as compared to the existing flow. The
10th tee would now be located at the present 13th tee and the 18th green would be located
near the present 10th tee.
142
The following is a suggestion to renumbering of the holes:
CURRENT HOLE #: NEW HOLE #:
13 10
14 11
15
12
16
13
17
14
18
15
12
16
11
17
10
18
There is a need for a better driving range facility with proper management and control. It
would be very feasible to relocate the pro shop to the area of the present free tennis. This
would provide for adequate control for both the driving range and the proposed new flow
of the golf course. The free tennis could be eliminated and expanded into more parking
for the additional demand on the driving range. There are three (3) free tennis courts at
Anchorage Park which can absorb the loss of the country club free tennis. In fact, the free
tennis does not conform with North Palm Beach Country Club structure. Therefore the
present location of the driving range would be maintained.
The following is the relationship between the driving range, the new 10th hole, the new
15th green and the new 16th tee area.
The approximate present location of the driving range would be maintained.
The 10th tee (present 13th hole) would move approximately 15-20 yards west of its present
location and change the angle of the drive to the landing area of the hole and this distance
would more or less remain the same. Anew green location to the west of its present
location would be created, and the new green site would move about 67 yards to the west
and forward by approximately 40 yards. The golf hole would then be played as a dogleg
143
right rather than a dogleg left. This would allow for more space and separation between
the 10th hole (present 13th hole) and the driving range.
By moving the #10th tee (present 13th tee) west, or right, space would be created for a new
proposed pro shop. This would also allow for a pro shop, driving range control, bag
storage, restrooms and the pros office.
The adjustments would allow the driving range to expand in size and secure additional
control and offer a more attractive facility. The range could be expanded to between 250
to 300 yards in length and approximately 100 yards in width. The practice chipping and
putting green would be located adjacent to the new pro shop.
The adjustment to the present routing of the golf course appears to be the most logical
solution to modifying the flow of play as dictated by the current problems.
Solution #2 or "Plan B" suggests that the location of the driving range be changed. The
space available in the area of the present location of the driving range and the present 13th
and 18th holes would allow for a more efficient use of this area. Therefore I have
readjusted this entire area. The driving range would move to the approximate location of
the present 13th hole, utilizing some of the vacant land betweenP resent #13 and #18. A
new golf hole would be created in the general area of the present driving range. It would
play from the current gazebo through the range, to short of the existing 14thg reen
location. All the other suggested changes of "Plan A" would remain including #7 and #8
and reversal of the #10, 11 and 12 holes and the tee adjustment to the present 14th hole.
C.B. MacDonald's original golf course routing and design has already been changed.
During the period between 1957 and 1963, as evidenced by ra photog P hs on the walls of the
North Palm Beach library, holes 10 through 18 were substantially modified due to the
planning of the newly created Village of North Palm Beach. The masterP lan for the
proposed Village and Country Club addition of North Palm Beach dictated that some
144
adjustments be made. The following is a summary of the changes which were made during
the golf course revisions:
#10 remained the same
# 11 changed from a par 4 to a par 3
#12 was removed
#13 changed to present #12
#14 changed to present #13
#15 changed to present #14
#16 changed to present #15
#17 changed to #16
#18 was removed
Two (2) new holes #17 and #18 were added to complete the modification of the golf
course routing to its present configuration.
GREENS
As a result of the historical investigation and conclusions regarding the original golf course
architect of The Palm Beach Winter Club, now North Palm Beach Country Club, there is
substantial evidence to suggest that there is historical value to a major portion of the
present golf course. Many of the greens exhibit a character of design that should not be
changed. Only those greens which were relocated during the 1957 through 1963 housing
development period, appear to be out of character and they include #11, 12, 16, 17, and 18.
In general, it is my recommendation to renovate or rejuvenate all the greens which were
not affected by the late 50's, early 60's rerouting process to the United States Golf
Association standards. Those greens, which were relocated during that period should be
returned, as closely as possible, to their original character and built to the same United
States Golf Association standards. I am also suggesting relocation of greens #7, 8, and 10
and their character would move with the greens to their new locations.
The process of renovation or rejuvenation for the greens consist of removing the existing
Putting surface area to a depth of 18" below the present surface. This excavated material
145
IP�I_III
TYPICAL
GREEN
SECTI011T
bin. Topsoil
Maximum lateral line spacing-
is 20 ft.
Constant grade not less than
0.5%. 1
Undisturbed
soil
T -
i
Plastic Interface
- 1mm thickness
- 2f t. in width
- staked in place at 10ft. intervals
not to scale
`--
12
would be used during the golf course face lifting process to help improve the tees. After
the excavation of the existing putting surfaces, a herringbone drainage pattern of ditches
would be cut into the floor of the putting surface cavity and 4" perforated drain pipes
would be placed in the drainage ditches and covered with 1/4" to 3/8" clean gravel. After
the drainlines are completed, a 4" layer of 1/4" to 3/8" clean gravel (the same gravel used
to complete the drainlines) is then placed over the floor of the excavated putting surface
cavity. After the gravel is in place, the balance of the cavity, 14" is then filled with a
mixture of sand and peat moss. This sand/peat moss mixture is the growing media for the
putting surface grass. The green will then be planted with the hybrid bermuda, Tiftdwarf.
This entire process will allow the Golf Course Superintendent to have better control over
the growing conditions of the greens which will result in more uniform putting surfaces,
more consistent putting speeds, a healthier and more attractive stand of grass. As a bonus
to the previous results the cost of maintaining the greens should be less.
The greens renovation process will also include a face lifting of all the greenside bunkers.
These bunkers will be redefined, as closely as possible, to their original configuration. Also
drainlines will be installed to allow for quick evacuation of any accumulation of water in
the bunkers. The drainage installation will also potentially reduce maintenance
requirements.
The renovation process will also include relocation of irrigation heads around the greens
to improve irrigation control by the golf course superintendent for proper turf grass
management. This will be further discussed under the Irrigation Section.
TEES
The tees on a golf course take more punishment per square foot then any other area -of the
course and so is the case at North Palm Beach Country Club. It does not require a
particularly trained eye to determine that the tees are very tired and in desperate need of
upgrading. I suggest an in-depth analysis of all the tee locations and their sizes, but in
general, the tees are too small and need to have their surfaces leveled. The soil which will
come from the excavation of the greens putting surfaces will be used to level and expand
the tee surfaces. In special need of attention are the ladies tees which are virtually non -
147
existant or so small and poorly located that they provide no help to the ladiesg ame.
All the tees should be replanted after they have been graded with the Bermuda hybrid
Tiftway II grass to establish a durable and consistent playing surface. Thisg rass will also
provide quick recovery for tees which carry a high amount of concentrated traffic.
Also during the tees renovation the Irrigation System would be improved toP rovide
sufficient coverage to properly maintain the tees.
FAIRWAY BUNKERS
Some of the fairway bunkers have been closed and many are poorly defined. All the
fairway bunkers need the same attention as the greenside bunkers. They should be
redefined as closely as possible to their original size and character, resculP tured with
proper drainage installed. The 1957 photograph of the golf course hanging g in the Village
library indicates that approximately 7 fairway bunkers were present. Today there are only
5 fairway bunkers. It is difficult to determine if Sir Harry Oakes "bulldozed" away any
bunkers which he did not like (during his ownership of the course). He was famous for this
activity both in Canada and in Nassau, Bahamas, on the golf courses which he owned.
DRAINAGE
Surface and storm water drainage significantly influences the evaluation and
recommendations for improvements of the golf course. Most areas of the course drain
adequately with the exception of a few low points as identified by the drawing page of a e 41.
Two (2) large poorly drained areas have the largest impact on the interruption of 1a
p play
during rainy periods. In general, the approach to #1 green, a common area at #6 landing
area, #8 driving area, #10 approach to the green and the approach to #11p
reen resent
g
the biggest problems. The second landing area and the approach to thear on reen the 5
g p 9
10th hole is the worst wet area on the golf course. Withstandingthe reasons why it drains
y
so poorly, it is the most difficult and expensive to remedy. Suggestions have been
considered to elevate this area 2 to 4 feet to get above the water table, but this suggestion
has the potential of increasing the problem and narrowing the landing area and the
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approach. The best solution is to excavate the entire approach to the green, creating a
water feature. By removing this organic muck the process will hopefully improve drainage.
The "problem" with this solution is that the hole would become much to difficult for the
average golfer playing North Palm Beach Country Club. The second solution is to remove
the muck which is promoting the poor drainage and replace it with a stabilizing shellrock
fill material and provide for good surface and subsurface drainage. This second approach
is extremely expensive and probably impractical. A good compromise is to reverse the play
of the three (3) holes in this area, as discussed in the Routing Section. The current 10th
hole will play as a par 4 with the tee shot playing over an enlargement of the lake, as shown
by Plan A on page 29 and would help solve the drainage problems. Additionally, an
enlargement of the lake would provide for additional water storage for irrigation purposes.
IRRIGATION SYSTEM
Even though the Irrigation System has been upgraded since its initial installation, the Golf
Course Superintendent is watering 15 1/2 hours per day. This lengthy watering time plus
the lack of good water application control suggests the need for review and modification of
the system. Auto Flow, irrigation consultants from Oneco, Florida has provided us with a
review of the present system plus suggestions for correcting the problems. This review is
found on pages 151- 153.
During the greens renovation process the irrigation around all the greens will be upgraded.
In most instances 4 to 5 smaller sized irrigation heads will be provided for each green. This
will allow for a more precise irrigation application.
150
autoflow
A DIVISION OF DRI-TECH INC.
November 20, 1987
Mr. Gene Bates
Jack Nicklaus Golf Services
11 700 US Highway #1
N. Palm Beach, FL. 33408
Dear Gene,
I -0. I10X 1525 O.�; EC0, IZ. 34264-1525
(8 13) 747 -6W -j
Just a note of thanks for inviting us to help with the renovation project
at North Palm Beach Country Club. You can be assured we will do our very
best to provide expert advice and keep you totally informed at all phases
of design.
As we discussed last week, we were successful in acquiring a recent print
of the irrigation design. From this print we calculated the theoretical
programming and gallonage requirement for each clock and station. The
resulting values, shown on the enclosed programming chart, assumes 100 PSI
at the base of each head. However, under current conditions 80 PSI might
be a more realistic figure which would reduce the GPM rates by 10%.
The current irrigation design utilizes five clocks; one for greens and
tees ( 7 satellites) , two for fairways (11 satellites) and two for roughs
(18 satellites). Assuming 15 minutes per station and 30 minutes between
clocks, the total irrigation time is 15 hours and 30 minutes. In order to
reduce this time my suggestion is to combine fairway clock #1 with rough
clock 41 and fairway clock #2 with rough.clock #2. This will reduce
watering time to 9 hours and 15 minutes but will increase maximum demand
to 1839 GPM at 125 PSI.
Our first thought was to add additional pumping capacity to each of the
two existing pump sights. However, this method would probably overtax the
mainline piping resulting in insufficient pressure at the far ends of the
course. A more viable solution is to locate another two pumps at lake
closest to #10 green. This pump station, comprised of a 25HP jockey and
75HP main, would add another 1000 GPM to the overall system capacity.
Coupled with the two existing 50HP pumps, we would certainly achieve the
optimum in system operating characteristics at minimum piping changes and
friction loss.
The system design and estimated costs are as follows:
1. Furnish and install a 48" diameter wet well, flume, intake screen
and concrete slab at lake #10.
Approximate Cost $121000.00
PUMPING SYSTEMS DESIG-ISI, SALES & SERVICE
MANUFACTURERS REPRESENTATIVE FOR "PSI" OF DALLAS, TEXAS
PAGE 2
2. Furnish a pump station similar to PSI model 1�1TP-900-2-1800 at lake
#10.
Approximate Cost $351000.00
3. Connect 480V, 3 phase power to pump station.
Approximate Cost $ 81000.00
4. Furnish and install roughly 600' of 8" mainline from new pump
station to connect to existing 6" mainline.
Approximate Cost
$10,000.00
5. Relocate wet well and slab at pump station closest to the
maintenance building. This pump currently sits too close to the water
level, thus in danger of damage due to flooding.
Approximate Cost
i 111 11
6. Remove pump at above site, lengthen column and shaft and relocate
in new well.
Approximate Cost
$ 1,000.00
7. Furnish and install one pump control package with tanks, valves
and appropriate piping at each existing pump site.
Approximate Cost
$20,000.00
8. Install two pair of #12 direct burial cable from each existing
pump to the new pump station to facilitate automatic control.
Approximate Cost
$ 3,000.00
Gene, I hope this information will prove helpful. We'll be happy to
provide more detailed specifications and pricing whenever you so desire.
Once again, thanks for allowing us to work with you on this project and we
look forward to helping in any way possible.
Sincerely,
Rick L. Dring, MSE
President/Auto Flow
NORTH PALM BEACH COUNTRY CLUB
CURRENT PROGRAMMING
STATION #
G & T
Fl
F2
Rl
R2
SAT. 1-7
SAT. 1-5
SAT. 6-11
SAT. 1-9
SAT. 10-18
1
592.4
636.8
770.4
1137.6
1015.2
2
740.1
668.0
868.4
1171.2
1163.8
3
719.3
668.0
801.6
1073.2
1239.6
4
767.6
668.0
801.6
1155.6
1166.2
5
968.6
668.0
734.8
1120.0
1168.6
6
995.0
668.0
668.0
970.8
1215.6
7
1014.4
668.0
601.2
921.6
1184.4
8
848.2
668.0
534.4
917.2
1148.8
9
835.0
467.6
467.6
710.2
1108.6
10
685.1
267.2
400.8
538.8
1019.6
11
261.0
133.6
267.2
525.4
CONSTRUCTION COST ESTIMATES FOR REVISIONS AND
RENOVATIONS
I have developed cost estimates for the work which has been discussed throughout this
report. I have asked golf course contractors to provide us with cost information on a unit
price basis for various parts of the work, especially greens construction, tee construction
and irrigation installation. The following is the information which we have tabulated.
PLAN A ESTIMATES:
1. Renovation of 10 greens which includes the excavation of the present putting
surfaces to a depth of 18" and rebuilt them to U.S.G.A. specifications. The work
also includes the resculpturing of the greenside bunkers, bunker drainage and the
placement of sand in the bunkers. The work does not include the purchase of
bunker sand. The average area for each green, for estimating purposes is 6,500
square feet. This work includes the practice putting green. Grassing of the
putting surface and collar with Tiftdwarf hybrid bermuda is included:
$175,000.
2. The relocation and reconstruction of seven (7) greens and the reshaping and
reconstruction of two (2) other greens. The scope of the work is the same as the
above 10greens except that the character of these nine (91 greens will he restored to
C.B. MacDonald and Seth Reynor's original style, which is exhibited especially by
greens 1 through 9 of the golf course:
$165,000.
I New irrigation around all the greens as discussed in the Irrigation Section of this
report:
154
4. Rework of all the tees and the tee complexes including the expansion of many of the
tees. The work includes special attention to the construction of proper tees for the
ladies and the enlargement and reconstruction of the driving range tee area. This
work also includes grassing of the tee surfaces and surround with Tiftway II hybrid
bermuda grass:
$85,000.
5. New irrigation around all the tee areas, which consist of approximately two (2)
irrigation heads per tee complex and the driving range tee area:
$25,000.
6. Fairway grading and drainage work for existing holes #6, 7, 8, 10, 11 and 12. This
would include the expansion of the lake located near #10 green area, to enhance
the use for irrigation purposes and to improve the drainage in that area:
$85,000.
7. All fairway bunkers to be reworked which would include reshaping, drainage,
installation and sand placement and spreading within the bunker:
$10,000.
S. Allowance for sod to place around greens and tees:
$25,000.
155
9. Irrigation upgrading as suggested by Auto Flow's as described in the review found
on pages 151-153:
$97,000.
Total Estimated Cost of Improvements: $715,000.00
5% contingency for unknown: 354000.00
TOTAL ESTIMATED COST: $750,000.00
PLAN B ESTIMATES:
SCOPE OF WORK:
1. Reconstruct all 18 greens to specifications as suggested by the United States Golf
Association. The average size of the greens used for calculation is 6,500 square
feet. The materials, which were priced, are the same as used during recent golf
course construction projects in the area. For pricing purposes I used an 80%/20%
ratio between sand and peatmoss:
$405,500.
2. Reconstruction of all 18 tees. The tee complexes will average 6,000 square feet and
will consist of more than one (1) teeing area:
$95,000.
3. Rebuild completely holes # 10, 11 and 12. The holes have been reversed in
direction of play. The work is to improve drainage, especially on #10 fairway,
y
enhance playability, and create additional water storage area by enlarging and
156
deepening the lake. Fairways on #6 and 8 will be regarded to improve drainage and
visibility:
$135,000-
4.
All areas affected by construction, including all greens tees and the driving range
fairways on holes #6, 8, 10 and 11, will have new irrigation installed:
$128,000.
S. Grassing of all affected areas using hybrid bermuda grasses:
(included above)
6. Irrigation upgrading as suggested in Auto Flow's report found on pages 44 - 46:
X97,000.
"Total Estimated Cost
of Improvements: $860,500.00
5% contingency for
unknown: 43,000.00
TOTAL ESTIMATED COST: $903,500.00
BOTH OF THE ESTIMATES FOR COST OF CONSTRUCTION, DO NOT
INCLUDE ANY TAXES OR ANY OTHER SPECIAL REQUIREMENTS
SUCH AS PERMITS, DEPARTMENT OF NATURAL RESOURCE
REQUIREMENTS, ETC.
157
CONSTRUCTION SCHEDULE:
The ideal schedule of construction for implementing the work a '
p g s described within this
report is as follows:
The best overall method for the golf course itself is to take the1
go f course out of play
completely beginning May 1, 1988 and to have all the workerforme
p d and completed and
ready for play by November 15, 1988.
The next best method is to space the work over a two (2) year period, dividing each nine
holes for a particular year. The method will have the benefit of allowing partial play
during the renovation process. This method, in the long run will cost more to perform and
will inconvenience the players longer.
CONCLUSION:
The North Palm Beach Country Club is a very valuable asset to the Village of North Palm
Beach and its residents. It would be wise to further increase the value of the property by
devoting attention to upgrading and enhancing the facility. The unique historical past of
the property lends additional value to the facility. Now is the time to enhance the golf
course. As is the case for most durable goods, they need both normal maintenance and
necessary repairs and parts replacement of the working components to remain as a viable
tool for the purpose of their creation. The same is true for the golf course.
The golf course is 60 years old and not very healthy. Many ofwhich make
the golf course run are worn out. Especially the greens and
p y g tees. The necessary
maintenance practices on these components are not producing h '
P p g t e best results. There is no
sense in wasting money on bad or worn out components!
Therefore for the golf course torovide the service for which i
P tis intended, it needs to be
rebuilt and rejuvenated using the most modern technologyand
parts available. Of course,
a "patch job" could be done on the problems but that would only be a delay to the already
inevitable.
158
It is understood that there are many different opinions and views about the country club
and the golf course and how to approach the problems of structure, facilities, management
and finances, but from a purely technical standpoint there are not many solutions to the
existing problems on the golf course. Sooner or later they will need to be dealt with.
159
Appendix
jr 4 a' tJ1 4.■ ,wA u i
RECREATIONAL LIGHTING SYSTEMS
413 S. 21st AVENUE
HOLLYWOOD, FLORIDA 33020
(305) 944-6628
I ROPOSAL SUBMITTED TO
"TREET
1.150 SOU']
CITY, STATE AND ZIP CODE
JUPITER,
RCHITECT
We hereby submit specifications and estimates for:
DATE OF PLANS
PHONE
(305) 744-6006
JOA NAME
JOB LOCATION
JOSEPH N. NOLL
DATE
1-19-88
JOB PHONE
Proposal to relight ten (10) tennis courts to a tournament illumination
Ievel.— ---"--
RLS will furnish and install the following lighting equipment:
s-,-
2) 30 RLS -A -C fixture mounting brackets.
U lixture mounting bracke s. _
vrs-i-
5) 2 RLS -B -C fixture mounting brackets.
-7--R light poles.
I.-7-)--4R.LS -2Q-EX—-I-ig-.h_t--p.o-l.-es,-._.__
Contractor wiII-install`an elecirica-1 panel ---o accomodate tennis ghting. -�
Contractor will focus lights to provide maximum even illumination of
p ay-ing sur ace .._.within she �capabi7-iti.es of -1-igh Ing- system.
This lighting system guaranteed against hurricane strength winds as per
sou or l�a�b -TE --Ic_En- g- - code .
All electrical work will be -.in -.-conformance with national electrical code
an s o u_ t_ _F o r id a cone s-i� -
All workmanship and materials guaranteed for one (1) year excluding lamps,
�v ic�i are pro�raked:--------
Wr 11ropmw hereby to furnish material and labor — complete in accordance with above specifications , for the sum of:
SEVENTY FIVE THOUSAND AND NO/100's-------------------- 75,000.00
Payment to be made as follows: dollars ($ ) .
All material is guaranteed to be as specified. All work to be completed in a workmanlike
manner according to standard practices. Any alteration or deviation from above specifica.
tins involving extra costs will be executed only upon written orders, and will become an
extra charge over and above the estimate. All agreements contingent upon strikes, accidents
or delays beyond our control. Owner to carry fire, tornado and other necessary, insurance.
Our workers are fully covered by Workmen's Compensation Insurance.
Authorized
Signature
Note: This proposal may be
withdrawn by us if not accepted within
Ar-miturr of 11rojimid-The above prices, specifications
and conditions are satisfactory and are hereby accepted. You are authorized Signature
to do the work as specified. Payment will be made as outlined above.
Date of Acceptance: Signature
FORM 25103 RAPIDFORMS, INC.. BELLMAWR. N.J. 08031
uoraon hoimes
President
30
days.
CUSTOM COURTS
Design • Construction
Lighting • Maintenance
Resurface • Supplies
Tennis Equipment
Submitted to:
frogh lin9
championship tennis courts
A Division of PCI
Licensed and Insured
CGC 028735 CGC 013683
PROPOSAL
North Palm Beach Tennis Club
951 U.S. Hwy 1
DIVERSIFIED RECREATION
Products • Services
Athletic, Fitness, Exercise
Playground Equipment
Site Amenities
i2ri&A'�
Attn: Joseph N. Noll
North Palm Beach, Florida Tel 1t: 626-6515
W 't ci i ti •
TENNIS COURTS TO FAST DRY.
1) DIMENSIONS: 108' x 120' X 3.
2) Froehling's to remove existing fence wire and asphalt.
Fence wire shall be reinstalled and conform to surface
elevations.
D
3) Regrade sub -base to plus or minus 1" properly graded and
compacted utilizing existing base rock material_
4) Owner to provide water for sprinkler system with sufficient
volume and pressure at courtside
5) Furnish and install brick curbing around perimeter of
courts, embedded in mortar, set end to end_
6) Furnish and install interior sprinkler lines (schedule 40
pvc) and 6 Hunter heads per court with an individual shut
off valve at each head including cellunoid valve for each
circuit.
7) Furnish and hand screed approx. 3" rock screening base.
8) Furnish and hand screed 1 1/4" (before compaction) Fast Dry
material. (i after compaction using 1,000 1b. roller)
9) Furnish and install "Lee Designer" tapes and 2 1/2" aluminum
nails to USTA Regulations.
10). Elevate net posts to conform to proper elevations. Please
add $1800 for new posts, nets, straps, and anchors.
NOTE: Not responsible for damage due to necessary access
route to courtside.
12 Month guarantee on workmanship and materials
We hereby propose to furnish labor and materials complete in accordance with the above specifications, for the sum of:
Ninty Two Thousand Eight Hundred Fifty 927850_00
dollars ($ with payment
to be made as follows:
50% upon delivery of materials
50% upon completion of job
All material is guaranteed to be as specified. All work to be completed in a workmanlike manner according to standard practices.
Any alteration or deviation from above specifications involving extra costs, will be executed only upon written orders, and will be-
come an extra charge over and above the estimate. All agreements contingent upon strikes, accidents, weather nr riPlnvr, hPvnnri
CUSTOM COURTS
Design • Construction
Lighting . Maintenance
Resurface • Supplies
Tennis Equipment
Submitted to:
frowhlirlg% HURM
% z
MIN -Mm V
championship tennis courts
A Division of PCI
Licensed and Insured
CGC 028735 CGC 013683
PROPOSAL
North Palm Beach Tennis Club
DIVERSIFIED RECREATION
Products • Services
Athletic, Fitness, Exercise
Playground Equipment
Site Amenities
Date:
12-18--07
951 U.S_ Highway 1 Tel: 626-6515
6 6515
North Palm .Beach, F1_ ATTN:
Joseph h N _ Noll
We hereby submit specifications for:
RESURFACING OF (6) ACRYLIC TENNIS CO
SANI�F I LLED , !-SEAT LJELI)ED T ORTS WITH SYNTHETIC
TENNIS SURFACE.
1) Dimensions: 108' X 1201 X 6.
2) Color: Green with white lines.,
3) Flood court with water andatch d -
f� epret.�s x ons to provide r3
smooth, level surface .
4) Furnish and install non directiona �- -
1 �ynthetYc grass carpet
with- specially st�ched heat welded backing
5) Furnish and install approximatel 16 -
y too tr�nri l s turf slow
granulated sand mi X to fart i fy grass and - -
p l ayab l i l i t y. enhance ar�ce s l z d i ng
6) Furnish and install white lines;o
meet LISTA regal l a t i o ns,
including 2" baselines.
7) Paint net pasts green and re instal l
net. ( new net= $125)
Alternate #1: Convert foilr (4) addition
through 4 for a rice of$40,600.
al tennis courts #t's i
P �4�f3 , 600
NOTE: Not responsible for damage g dui' to necessary
access route to coilr is � de -
12 Month guarantee on workmanshi andmaterials
7 Year guarantee on car P
pet
We hereby propose to furnish labor and materials complete i
P e n accordance with the above specifications, for the sum of:
Seventy Two Thousand Nine Hundred
($ 727900-00
to be mode as follows: dollars) with payment
50% upon delivery of materials ,
50% upon comp let ion of job
All n,ntarc„�
---• •�� yuulunreeo to be as specified. All work to be completed in o workmanlike mon
Any alteration or deviation from above specifications involving manner according to stun
come on extra charge over and above the estimate, Allextra costs, will be executed only upon written orders
practices.
- agreements contingent upon strikes. occirqPnfr wPnti�Pr �,5� and will be.,
5211 Deerhurst Crescent Circle
Boca Raton, Florida 33432
392-7016 368-7016
February 11, 1988
Mr. Joseph Noll
National Golf Foundation
1150 South U. S. #1
Jupiter, Florida 33477
Re: Conversion of six (6) asphalt tennis courts to Fast Dry, located at
North Palm Beach Country Club.
The following is a proposal for the conversion of the six (6) asphalt
tennis courts located on the South end of the complex. They are three
(3) batteries of two (2), to be converted to Fast -Dry Tennis Surface.
1. Saw -cut perimeter area one foot1'
( ) inside existing fence line to
maintain a stable area around the fence.
2• Remove asphalt within the remaining area of each court battery and
discard at dump. A credit of $1,500.00 will ,r' '
be allowed if a dump
site is available for this purpose. Remove net posts and nets.
fence fabric on the South end of the two court '
for access. batteries
4• Furnish and install a poured curb around'
the perimeter of each court
battery. Curbing shall reflect change in -r '
�� � g grade elevation from asphalt
(III in 10' ) to Fast -Dry (11, in 30
5• Re -grade existing rock base and add f' '
111 to build In proper drain
slope.
6• Furnish and install a sprinkler system under nder the courts using Sch 40
PVC pipe underground (galvanized risers above
ground). There will
be eight (8) #35 Rainbird (knocker) sprinkler p r heads per court, each
with a ball shut-off valve. Coverage guaranteed when wind not a
factor. Note: Owner to supply feed line 2"
tion of system to the ed e - 3 minimum, for opera -
g of each two court battery.
7. Furnish and install a 3" nominal thickness concrete screenings base,
fine -graded by the hand method.
8. Construct a 1-1/4" (compacted to 1" '
Tennis Court) nominal thickness Fast -Dr
Surface, fine -graded by the hand method y
with a steel wheel roller. and compacted
9. Furnish and install 3" O.D. tennis net
posts set In concrete,
3' X 3' X 2', and center strapanchor e '
10. Furnish and install Lee Designer Tennis Tapes, anchored b aluminum
nails. Y m
11. Replace nets and net straps.
TOTAL PRICE: $81,876.00
MEMBER
N0S COURT AN
BUILDERS ASSOCIATION
North Palm Beach Country Club
Page 2.
The following are fence replacement options for your consideration:
1. Remove fence fabric and replace with like fabric. 1,044 LF Total.
TOTAL PRICE: $7,075.00
2. Remove fence fabric and replace with green or black vinyl -clad
mesh. 1,044 LF Total.
TOTAL PRICE: $6,000.00
3. Remove all posts and fence fabric and replace with the following:
a. 1,044 LF of black or green vinyl -clad mesh (1-3/411
, 9 gauge).
b. 3" O.D. galvanized terminal and gate posts, fully braced,
with three (3) walk gates.
C. 2-1/2" O.D. line posts on 10' centers.
d. 1-5/8" top rail.
e. 7 gauge bottom tension wire.
f. All materials to be Sch 40 full weight galvanized pipe.
TOTAL PRICE: $10,830.00
4. Remove all posts and fence fabric and replace with specifications
listed in Item 3. Add the following:
g. All terminal and line posts will be green or black vinyl -
clad.
TOTAL PRICE: $13,665.00
Prices good for 60 days.
Upon signature acceptance of proposal, a formal contract will be sub-
mitted for approval.
ICAL TE IS
�I
J1ams S. Reynolds, III
President
NORTH PALM BEACH COUNTRY CLUB
Title:
5211 Deerhurst Crescent Circle
Boca Raton, Florida 33432
392-7016 368-7016
February 11, 1988
Mr. Joseph Noll
National Golf Foundation
1150 South U. S. #1
Jupiter, Florida 33477
Re: Conversion of six (6) asphalt tennis courts to OMNICOURT surface,
located at North Palm Beach Country Club.
The following is a proposal for the conversion of the six (6) asphalt
tennis courts located on the South end of the complex. They are three
3) batteries of two (2), to be converted to OMNICOURT surface.
1. Patch any birdbaths, cracks or holes in asphalt surface which would
interfere with level of OMNICOURT surface.
2. Furnish and install OMNICOURT #10,000 Fiber carpet in the amount
of 4,320 sq. yd. (approximately) in Verde Green color.
3. Furnish and install ONMI SILICA Top Dressing in specially formulated
mixture and color. Approximately 32 to 34 tons will be applied to
each court battery. Any silica not used will be left at job site
for Owner's use.
4. Furnish and install yellow or whi.te,(2" all around or 2" with 3"
base lines
playing lines according to U.S.T.A. specifications.
5. Replace net posts, nets and net straps.
TOTAL PRICE: $77,760 plus tax
Price good for 60 days.
Upon signature acceptance of proposal, a formal contract will be sub-
mitted for approval.
MEMBER
,�k1S COURT ANO
o Now
BUILDERS ASSOCIATION
EASTPOINTE TENNIS CLUB
Phone 622-1681
Pro Itamar Macedo
Jaime Sudy
Membership Rates Single $400
Family $450
Annual
Facilities 10 clay
6 clay, 2 hard
2 courts lighted
Hours of Operation 8:30 a.m. - dark
Pro Shop Pro owned
JONATHAN'S LANDING
Phone 747-2003 or 747-7600 (Gene Marshall)
Pro Kerby Glenn
Membership Rates Non Members - $7.00/hour/person
Dining Members - $5.00/hour/person
Seasonal Passes
Nov 1 -Apr 30 - $40
May 1 -Oct 31- $30
Membership Resident and Non Resident
Single $320
Family $440
Facilities 9 Har -Tru Courts
Ali lighted
Hours of Operation 8:00 am - 10:00 pm
Pro Shop Club owned
JUPITER BAY RESORT CLUB
Phone
744-0210
Pro
Rick Smoliak
Membership Rates
Annual
Local Resident of Jupiter
Single $375
Family $550
Junior $250
Resort guest -Long period guest
Single $300
Family $450
Junior $300
Property Owner
Single $250
Family $250
Junior $200
Facilities
7 Har -Tru Courts
3 lighted
Hours of Operation
8:00 am - 10:00 pm -Courts
8:00 am - 5:00 pm -Pro Shop
Pro Shop
Pro owned
JUPITER OCEAIN RACQUET CLUB
Phone
747-1500
Pro
Gui Pytout
Bud Savarese
Membership Rates
Annual
Membership includes access to swimming pool
5% sales tax not added yet
Single $350
Couple $500
Family $600
Junior $150
One time initiation fee of $300 except for juniors
Faculties
9 clay courts
2 hard courts
2 Omni courts
Lights - $5.00 extra
Hou: s of Operation
8:00 am - 7:00 pm
As long as player is checked in by 7:00 pm, play may go on '
until 9:00 pm.
Pro Shop
Club owned
PGA NATIONAL
Phone 627-4444
Pro Tennis Director
Ruth Barnett
Head Pro Chuck Willliams
Other Pros Mike Linville
Debbie Pescitelli
Jeff Adler
Membership Rates Junior membership given only to certain juniors
Property Owners
Single $600
Family $780
Non -Property Owners
Single $780
Family $1100
Facilities
Hours of Operation
19 Har -Tru Courts
10 lighted
8:00 am - 10:00 pm
Pro Shop Club owned
BALM BEACH GARDENS 'TENNIS CLUB
Phone
626-4774
Pro
Alyce Marshall
Membership Rates
Annual Resident of Palm Beach Gardens
Single $50
Family $80
Junior $60
Non -Resident of Palm Beach Gardens
Single $150
Family $240
Junior $90
Facilities
8 hard courts
All lighted
Hours of Operation
Monday -Friday 8 am -1 pm, 2pm-9 pm
Saturday -Sunday 8 am - 5 pm
Pro Shop
Club owned