A non-refundable assessment entails an up-front payment from each member covering the total cost of a capital. The advantage of this payment method is that it covers the complete cost of the project and thereby doesn’t threaten the financial future of the club.
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Jan 15, 2019 · Financing future capital improvements mean facing the uphill challenge of acquiring loans from banks, or pushing membership assessments or dues increases. Over time, members who joined the club for a $600 monthly price tag originally find themselves paying over $1,000 for a fatigued product. Continuing this way means that the club has ...
Golf Courses and Tax Assessments: Just One Right Way? Th e value of golf course properties is almost exclusively driven by their income-generating potential; Golf course properties are typically bought and sold as going concerns and for ad valorem tax purposes; an allocation between real and personal property is required.
Oct 27, 2017 · October 27th, 2017. A golf course appraisal is a complex process that often means different things to different people. By definition, it is simply “the act or process of developing an opinion of value” or even simpler, “an opinion of value” . The appraisal of a golf course or golf club property is somewhat unique because unlike traditional investment real estate (office …
Oct 10, 2018 · Buyers of golf courses, especially the more active ones will often quote a gross revenue multiple that coincides with their investment objectives and desires. The Society of Golf Appraisers annually publishes an Investor Survey that provides information on gross revenue multipliers and other metrics that measure the pulse of the industry on certain benchmark …
Golf course maintenance work is demanding and the labor market is very competitive. Recruiting and retaining reliable maintenance staff is currently one of the biggest challenges at golf facilities across the country. Additionally, there are many hidden costs associated with hiring and training new maintenance employees.
Putting greens are the most frequently mowed area of golf courses and the associated costs are significant. Mower technology has improved to the point where triplex units can produce a quality of cut equivalent to that of walk-behind mowers.
Many courses have adjusted fertility, pest control, wetting agent and plant growth regulator (PGR) programs in an effort to cut costs. However, overzealous reductions to these programs is a double-edged sword. For example, timely applications of wetting agents can reduce the need for labor-intensive hand watering.
A common approach to save money during the recession was to suspend capital expenditures for course improvements, replacing turf maintenance equipment and upgrading infrastructure such as irrigation systems and maintenance facilities. In the short term, this tactic was reasonable and successful.
The “Aussie method” of bunker raking also gained popularity. Courses that use this approach rake the floors of bunkers by hand or with a mechanical bunker rake. The bunker faces are then groomed by hand with the smooth side of a rake, a paint roller or a squeegee.
Even though they usually are not maintained intensively, the mowing and equipment costs associated with roughs add up because of their large size. The cost of maintaining rough areas may be much higher in arid regions where rough requires irrigation and water costs are high. Out of necessity, many courses in the Southwest removed maintained rough in peripheral areas to cut down on water usage and save money.
Many golfers enjoy the presence of trees on a golf course, but trees also increase maintenance costs. Although the cost of planting a tree is a one-time expense that is easy to compute, few golf courses fully consider the long-term economic impact of trees.
Benchmarking standards are commonplace in most industries. These standards are set and updated based on defined and evolving business models and shared information. The core objectives for creating and using benchmark standards are performance measurement and improvement.
Public and semi-private golf course operations have a singular focus – maximizing the yield on a finite inventory of available tee times. As the market for golf continues to evolve, a focus on maximizing gross margin from non-golf related revenues will also become more important.
Private clubs sell and market more than just golf, they promote a lifestyle and social hub. Instinctively, not-for-profit private clubs focus on break-even operations, member satisfaction and maintaining assets.
A requirement for effectively using benchmark standards to improve your specific circumstances is the application of experience to compare and contrast your results with that of the standard, investigate discrepancies and develop focused improvement plans.
In summary, benchmarking standards help each operator remain competitive within their market segment. KPIs can also become a motivating influence for staff and management. Simply tracking your results compared to budget is not good enough.