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Considerations for Non-Profit, Alternative

Golf Facility Development

Researched and Compiled by P. MacKenzie Hurd, Fellow

United States Golf Association Foundation

January 2001


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Considerations for Non-Profit, Alternative Golf Facility Development

TABLE OF CONTENTS

1. The Purpose of this Document Page 3

2. About the Author Page 3

3. Introduction Page 3

4. Why Golf? Page 3-4

5. Why Alternative Facilities? Page 4-5

5a. Button Hole Short Course & Teaching Center One Example of Alternative Page 5

6. The Need for Visionary Leadership Page 5-6

7. Where to Begin Exploring Alternative Facility Development: Button Holes Process Page 6-8

8. Planning is Most Essential Page 8

9. Utilizing Committees to Plan Page 9

10. Different Sites, Different Requirements Page 9-10

11. Finding the Right Site Page 10-11

11a. Further Considerations in Researching Sites Page 11-13

12. Forming a 501 (c)(3) Tax Exempt Non-Profit Entity Page 13-14

13. Golf Course Design Page 14-17

14. Construction and Operation Costs: Existing Examples Page 17-19

15. Planning and Managing Construction Page 19-21

16. Physical Plant Requirements Page 21-23

17. Personnel Page 23-25

18. Golf Training and Education Page 25-29

19. Financing Page 29-33

20. Conclusion Page 33

21. Acknowledgements Page 33

22. Reference Information Page 34-35

23. Attachments Page 35+

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1. The Purpose Of This Document

Without any guidance alternative golf course development projects will inevitably encounter needless setbacks andproblems. The purpose of this document is to profile real-life examples of currently developed alternative facilities andtheir experiences, offering a resource of information for future alternative facility projects. This document has beendeveloped with the aim of decreasing potential for setbacks with future projects. In order to make this profile of non-profit, alternative golf facilities as comprehensive as possible, over 20 examples across the country have been surveyedabout their development and on-going operations, with a particular focus on the Button Holeshort course & teachingcenter in Providence, RI. No blueprint or exact science exists for creating an alternative facility. With some

introductory tools in-hand and the knowledge of what other communities have experienced, an alternative facility thatfulfills specific needs can be efficiently developed.

2. About the Author

MacKenzie Hurd researched and compiled this document in conjunction with his final Fellowship project with the UnitedStates Golf Association Foundation. Greater focus has been placed on the Button Holeshort course & teaching centerin Providence, Rhode Island, because Hurd spent eight months in 2000 working on the development of the non-profit golffacility which caters to beginners, primarily youth. Input from Button Hole staff, volunteers and supporters was vital tothe compilation of this document. Prior to working at Button Hole, Hurd spent two years as a Programs Associate withthe USGAs For the Good of the Game program. For the Good of the Game is a 10-year, $50 million grants initiativestarted in 1997, which supports grass-roots golf programs across the United States for populations that have nottraditionally enjoyed access to the game.

3. Introduction

The majority of youth in America are exposed to a variety of sports during their upbringing. Even in urban settings,

where recreation space is normally scarce, kids usually have access to a basketball court and oftentimes a multipurpose

field where anything from baseball, to football, to soccer can be experienced. Due to the barriers of cost and access, in the

past, the game of golf has been a difficult sport for all people to experience and enjoy. Furthermore, as most of Americas

core sports (football, basketball, baseball and the emerging sport of soccer) have been integrated over the past 25 years, up

until recently golf remained particularly inaccessible for the majority of young people, especially economicallydisadvantaged youth.

Through the 1990s and into the new millennium a young prodigy from a multiracial background named Tiger Woods

took the amateur and professional golf ranks by storm. His prowess in the game, coupled with his diverse background,

catapulted golf into the national scene. Increasingly, a wide variety of people are actively pursuing the game. From the

plains of the Mid-West to the concrete structures of urban America, people - particularly youth are becoming intrigued

about playing golf. In conjunction with this increased awareness and interest, the building of affordable, accessible golf

courses has been identified as a legitimate solution to break through the games barriers of inaccessibility and cost,transforming it into a game for the masses.

4. Why Golf?

If you ask your typical golfer what makes the game so alluring, you will receive a multitude of answers. From the

difficulty and the standardized rules to the setting and the camaraderie - golf has an infinite number of fascinating

elements to offer. Taken individually, these often-virtuous elements appear relatively unrelated. Considered together, as

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they are presented in the game, these elements tend to mirror the huge variety of highs and lows that life itself also offers.

From character and integrity to honesty, resiliency and perseverance, golf has the uncanny ability to expose a participants

true mettle. Supporters of the game even go so far as to state that a round of golf with someone can tell you all you need

to know about a person. The thought is that how someone reacts to the trials and tribulations experienced in golf will

reflect how they react to those same circumstances in grander, real-life situations.

For many - especially those who begin learning the game at a young age - golfs life lessons help define who and what

they become as human beings. The games ability to instill positive virtues and values in its participants has lead those

passionate about golf to find ways to make it available to everyone, regardless of economic stature or residence.

5. Why Alternative Facilities?

The barriers of affordability and accessibility in golf are being addressed through aptly named alternative facilities.

Alternative facilities are called such because they differ from the average 18-hole, regulation length golf course. For a

facility to be deemed alternative, it must provide the same experience as a regulation golf course, but offer a beginner-

friendly layout, and cost less money and take less time to play. The most effective alternative facilities are also the most

accessible; meaning they are in proximity to population centers. These population centers are typically comprised of

people who have not had an opportunity to learn the game.

Regulation courses are typically comprised of 18-holes, with the majority being par-4s. The yardage and par of

regulation courses varies with ones ability and selected tees, but generally, par runs between 68 and 74 with a length

between 4,500 and 7,000+ yards. An 18-hole round of golf on a regulation course normally takes between three and five

hours. Few other recreational sports are as time consuming or initially frustrating as golf, not to mention as expensive.

Average daily-fee courses charge anywhere from $10 to $75+ to play and cost from $2,000,000+ to develop. High-end

daily fee courses can cost several hundreds of dollars to play and many millions of dollars to build. Finally, private

courses typically require initiation fees and annual dues costing thousands of dollars. Even before you step onto the

course you must, at least, either purchase or rent golf clubs and a golf bag, as well as purchase balls.

Alternative golf courses address many of the above barriers to entry, including cost for the player and the developer. First

of all, alternative courses should be less expensive to build because they have shorter and (usually) fewer holes and

therefore require less land. Because they require less land, alternative facilities open a whole new realm of possibility in

terms of locations for a golf course, for example in the midst of densely populated communities (see Finding the Right

Site for more details).

Alternative facilities can have any number of holes, from one to eighteen. Normally though, in order to cut down on costs

and time of play, they are not more than nine-holes. As opposed to a regulation course, which consists of mostly par-4s,

alternative facilities consist mostly of shorter, par-3 holes, ranging anywhere from twenty-five to 250 yards. With less

acreage to build upon and consequently maintain, the operation costs associated with an alternative facility are also less.

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These savings are passed along to the players, who pay less to use the course. Additionally, the course takes less time to

play and is typically easier for the beginning golfer, increasing retention rates, which have forever plagued sustained

growth in the game.

5a. Button HoleShort Course & Teaching Center - One Example of Alternative

One such alternative facility named Button Hole is a 9-hole short course and learning center with a driving range andpractice areas, being developed (fully operational Spring 2001) close to downtown Providence, Rhode Island (population

150,000+). The mission of the facility is to offer golf to less fortunate populations, especially youth, who would not

normally have an opportunity to experience the game. According to estimates, 25,000 youths between the ages of seven

and seventeen live within a three-mile radius of the Button Hole site. The communities surrounding Button Hole include

a variety of socioeconomic populations, from low-income families who live in subsidized housing to middle-class

families who own their own homes and make a comfortable income. According to Providence school district records the

approximate ethnic breakdown of the population that Button Hole seeks to serve is: 41% Hispanic, 24% Caucasian, 23%

African-American, 11% Asian / Pacific Islander, and 1% Native American. According to the 1990 US Census, the

median income of households within three miles of Button Hole is $25,619. The Olneyville section of Providence, which

is one mile from Button Hole, is the citys second poorest neighborhood, with a median income of $16,857. Twenty

percent of the residential property in this neighborhood is vacant or abandoned and only 15% of the housing is owner-

occupied - the lowest of any Providence neighborhood.

Similar to many metropolitan areas in the United States, children growing up in urban Providence have little or no

opportunity to become exposed to the game of golf because of a lack of accessible facilities in the area and costs

associated with learning and playing the game. Triggs Memorial Golf Course is the only public facility within the city

limits, but it does not cater to beginners with its lack of practice facilities and relatively difficult traditional layout (par 72;

6,522 yards; 71.5 rating; 129 slope).

Button Hole and other such alternative facilities are an answer - an outlet for the economically disadvantaged, especially

youth, to become exposed to the game and eventually allow it to shape their dreams about who they want to become and

how they want to get there. Alternative facilities provide an exceptional entree into golf for any newcomer, youth or

otherwise, by providing a less intimidating playing field from which to begin ones experience of learning and playing the

game.

6. The Need for Visionary Leadership

Examples of successful alternative non-profit facilities all have one particular thing in common: visionary leadership. A

visionary, as defined by Websters Dictionary, is a person or group with impractical or fantastic ideas or schemes. A

visionary leader is necessary with alternative course development simply because the process is not an easy one; the

energy level is critical. There will always be dissenters that will insist the project cannot be done or will not succeed.

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Alternative non-profit projects need leadership that will continually push forward no matter what obstacles are thrown

their way. Visionary leadership is necessary to recruit volunteers, fundraise, and keep the project headed in the right

direction.

In Button Holes case the visionary is Ed Mauro, Jr., a past president of the Rhode Island Golf Association and former RI

State Amateur Champion. Mauros idea to build a course primarily for youth in Providence was born after USGA

Executive Director, David Fay, brought him to a New Jersey short course in Summit. While walking past the first tee

Mauro saw two businessmen paired with two area youth. Mauro wondered which group learned more from each other, the

youth or the adults? Mauro was immediately enamored with the idea of bringing affordable, accessible golf to Rhode

Island; a small state in size with a rich golf history. The first US Amateur and US Open were played at Newport Country

Club in 1895 and the well-respected Northeast Amateur Tournament is held in Rumford, RI every summer. Longtime

home of the legendary, six-time womens amateur champion, Glenna Collett Vare, modern-day Rhode Island also has

claim to several high profile PGA Tour players including Brad Faxon and Billy Andrade (who eventually became Button

Holes honorary chairmen). Mauro used his knowledge of the community and his passion for the game to sell the idea to

everyone who would listen. In gauging Mauros vision, Brad Faxon puts it best when he states, Without him, there is no

way this would have happened. No one else in this state could have pulled this off.

Presumably, if you are reading this document, you have a vision in-mind for your particular community. That

compassion, enthusiasm and inner-drive will be required to ensure that the dream eventually meets a positive reality.

7. Where to Begin Exploring Alternative Facility Development: Button Holes Process

The most logical question you first need to ask is where do I begin?. Like any startup, a new business will succeed only

if it fulfills a need. The first step is to evaluate the need in your particular area.

There is little sense in building an affordable, accessible golf course if the need does not exist. Urban and rural centers are

the most likely targets when researching the need associated with affordable, accessible golf facilities. The more difficult

question surrounding need is from a business standpoint. Projects such as these are not designed to make money, but they

do need to break-even on an annual basis in order to survive. Different projects have addressed the economics of a non-

profit, alternative facility in a variety of ways. Some, such as Button Hole, are open to the public, with an emphasis on

youth that will pay nominal, and in some instances token, amounts for use of the facility. Others are youth-exclusive

and do not charge any youth at any time. In this instance, money needs to be raised annually and the project needs to be

of a relatively small scale to accommodate the economic issue of funding.

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During the development of Button Hole some tough questions needed to be answered. These questions may be applicable

to other projects as well. For example, can the paying customers of the surrounding communities support a driving range

and/or golf course to significantly offset the overhead costs of running a facility where at least half the participants will be

non-paying? Another question is, Do you want to attract any core, paying constituency? If indeed a need exists for a


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market priced driving range, then the facility must be built to attract paying customers. On the other hand, if no need

exists, less capital will be required on initial construction and subsequent maintenance, as you will not be striving to

attract a paying customer. In most cases a middle ground, in terms of need, will be required. The facility must be

accessible and affordable for those who normally would not have the opportunity to learn the game (that is who you are

serving, first and foremost) while also attracting the core, paying customer (to help offset continuing capital and operating

costs)

Building an accessible and affordable golf course exclusively for non-paying participants is feasible. If you do that,

annual fundraising will have to cover all operating expenses. Most social service agencies with no revenue stream beyond

fundraising face a similar situation. The advantage at non-profit, alternative facilities, is that there will usually be periods

when non-paying customers will not be using the facility. For example, during school hours, in-season, most youth will

not be able to utilize golf facilities except through the possibility of well-scheduled, physical education classes held at the

course and/or driving range. School hours during the season are therefore a prime opportunity for income generation

through general public usage, especially because you are not otherwise affecting your core constituents (non-paying

youth). This is the type of exploratory thinking required in order to create the most viable business plan for your project.

Again, Button Hole faced this very predicament in its initial development. In terms of golf, need in the area of Providence

was identified in two related, yet distinct, sectors. First, there were no beginner-friendly, affordable, accessible golf

facilities in the area for the golfing public to utilize as a training ground on which to learn the game. And second, there

were very few practice facilities close to the city for any golfer to utilize in honing their skills, whether or not they were

newcomers, seasoned players or affiliated with available golf facilities. Research showed a wealth of private golf courses

existed close to the city, but the closest suitable driving range (public or private) to downtown was at least five miles

away. In total, there were only six public driving ranges within ten miles of Providence. These kinds of statistics are

present in many urban settings, where city-based golf courses do not have adequate practice facilities because land is such

a scarce commodity. In Providence, for example, golfers with disposable income and a private club membership have

more opportunities to play than practice. On the other hand, golfers with disposable income and no private club

membership have limited opportunities to play or to practice.

Once these needs / issues were identified, it became clear that the ideal facility in Providence would consist of a public

driving range and a beginner-friendly golf course in the heart of the city. The result was unusual because it met the needs

of the urban population that would not have to travel far or be asked to pay exorbitant prices for the facility, while also

providing a well-located public driving range that was desperately needed for the areas more avid golfers.

Upon first glance, Button Holes proposal seemed ideal because anticipated revenues from the public driving range and

golf course would cover some of the revenues lost from discounted youth usage, leaving a smaller annual giving burden

on the project. Additionally, a lack of available driving ranges in the area assured some order of success.

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Unfortunately, the situation is not so simple for Button Hole or other facilities. In order to attract paying customers, a

positive commercial atmosphere must be designed, constructed and maintained. Essentially, a certain amount of money

must be expended to guarantee income on the back end from commercial customers. Spending excess dollars to meet

consumer demands does not necessarily agree with the notion of affordable, accessible facilities, especially if these

dollars could be used in more immediately effective ways, such as golf programs for the economically disadvantaged. If

commercial golf is a part of your non-profit facility, then a balance must be reached between attracting paying customers

through capital spending and staying true to the notion of an affordable facility.

Across the country examples of both junior exclusive and commercial facilities exist. In every instance, need drove the

final outcome. Some junior exclusive courses are immediately adjacent to regulation golf courses and therefore did not

need to be open to the public. Other facilities, like Button Hole, have a balance of public golf and junior exclusivity.

These facilities tend to be stand-alone, in areas where golf is simply not an affordable recreational option.

8. Planning is Most Essential

Without question, planning is the most important aspect of building a non-profit, affordable, accessible golf course.

Without a clear goal and plan of action towards achieving that goal, your project will be filled with inefficiencies and

frustrations. Once you have initially addressed the need for an affordable, accessible, beginner-friendly golf facility in

your particular community, the feasibility and details for each phase of the project (which are outlined in this document)

need to be explored individually.

At this point, it is appropriate to assemble a general planning board that will explore the various aspects outlined in the

profile of Button Hole and other similar projects. The planning board should, at the very least, include representatives

from the local golfing community (state / regional golf association and local PGA of America Section), local government

(for securing possible sites, permitting, environmental issues, etc.), local social service agencies (your partners in reaching

the youth), the legal profession (incorporating non-profit status, by-laws, land negotiations, etc.), and local corporate

interests (corporate citizens). From there, subcommittees will need to be formed to address the multitude of other areas,

including fundraising, construction and public relations.

At Button Hole, the initial project committee was comprised of many action-oriented, responsible people who wanted to

give something back to golf through the gift of an affordable, accessible golf facility. They included, in addition to the

visionary, a representation from the Rhode Island Golf Association, a local driving range owner / operator, a retired

advertising / public relations executive, a former city councilman knowledgeable about the state and local government, a

former executive director of the Providence Chamber of Commerce and several successful business entrepreneurs.

Meeting a minimum of once per month, the goal of this initial committee was first to identify potential pieces of land

(public or private) and then to develop a plan of action towards the funding and building of a cost-effective, beginner-

friendly golf facility open to the public. Their ability to take on assignments and deliver reasonable, timely results made

this initial committee a success.

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9. Utilizing Committees to Plan

As your individual project progresses, separate committees will need to be formed (and subsequently dissolved) to address

needs and eventually to provide staff support towards the developed plan of action. For example, during its infant stages

of development, Button Hole considered forming each of the following subcommittees from the initial project committee:

Volunteer Committee to evaluate and develop in-kind human resource needs.Fundraising Committee to focus on the economics of building and operating the facility (see Financing for details).

Equipment Committee to spearhead the gathering of donated golf clubs, balls, bags, etc.

Communications Committee to maintain continuous and positive public relations.

Operations Committee to coordinate the running of the facility, once completed.

In actuality, at Button Hole, only the Project, Volunteer and Fundraising Committees materialized out of the preceding

considerations. The other segments were dealt with either by staff, individual volunteers or special events. Equipment

was obtained through a donation system with local country clubs (see Golf Education and Training: The Details) while

the communications and operations were dealt with by a combination of individual volunteers and staff.

Committees are crucial in the success of any social service program. Non-profit, alternative facilities are no different.

Tangible goals must be initially agreed upon and communicated to every committee member in order to achieve

maximum productivity and success. Also keep in mind that too many different committees can be detrimental to

communication among volunteers and an effective output. Button Holes initial plan of forming five separate

subcommittees did not completely come to fruition because the tasks and missions of several committees were small

enough to be handled by one individual or a special event.

Button Hole formed subcommittees utilizing many of the same people that comprised the initial project committee to

avoid segregation and disillusionment among volunteers. The bottom line is that you must treat someones volunteer time

with respect and responsibility, much the same way you would their money.

10. Different Sites, Different Requirements

Full evaluation of your particular situation is crucial before forming a variety of sub-committees. Depending on the

resources of the community, components of a non-profit golf facility development will offer varied amounts of difficulty.For example, in one area of the country securing the land may be relatively simple and in another part of the country it

may be very time, cost and energy consuming. All of these different areas, which are covered in this document, must be

thoroughly explored and discussed. Everyone involved, from volunteers, to staff, to potential participants, must be on the

same page about what is being built as well as underlying motivations and philosophies behind the project.

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It is important to again note that the development of Button Hole, or any of the other referenced projects, does not dictate

what will happen in every community. Instead, lessons from Button Hole and other facilities will offer examples of what

to anticipate with a large undertaking. In each instance, a solid business plan is essential in the success of the project.

The opposite is also true; a poor business plan or no business plan inevitably will lead to problems with the project.

Understandably, different needs will be addressed as the project moves along. But, an organization must always be able

to reference the original motivations in order to stay true to the investors who donate time and money to the project.

Now that the basics of education and planning have been addressed, this profile will focus on major aspects relating to the

development of non-profit, alternative golf facilities.

11. Finding the Right Site

Once you have a planning committee formed, it is time to explore land options for your facility. As the old real estate

adage goes, location, location, and location are the three most important factors in finding the right piece of land. This

certainly holds true for an alternative course, as well, but there are also further considerations.

In the United States, ideal parcels of land for your typical, for-profit golf course include a variety of terrain, some

elevation changes, fertile soil, and relative proximity to a population center. For construction (time and cost)

considerations, land should also require a limited amount of clearing and have few environmental issues.

When searching for a piece of land for an alternative course, your focus will be on many of the same details, with some

slight variations. First of all, you will not need as much land for an alternative facility. Depending on what you want to

build, a parcel as small as five acres can be sufficient (see Construction and Operation Costs section for examples). A

bigger facility will allow you to offer more to the community, but the most important factor is still accessibility for those

who normally would not have an opportunity to play the game. Since you will be de-emphasizing a need for a large piece

of land, there will be more opportunities available. Ideally, one of these opportunities will be closely situated to the

population you most want to serve (i.e. urban youth or, in general, the economically disadvantaged). In general, finding

appropriate, affordable land in rural areas should not be as difficult as in urban areas.

All this being said, when developing an alternative facility, the searching for and securing of land should be dealt with

simultaneously. Establishing relationships with local government organizations can prove invaluable in both the search

and acquisition of land. More often then not, agencies will be willing to help you, knowing that the end product will

provide recreation and green space, which is oftentimes lacking.

Button Holes search for land started with letters being sent to most major cities and towns throughout the state requesting

assistance in identifying appropriate parcels of public land for alternative facility development. The first six returns failed

to meet the key requirement of accessibility; they were too far removed from any major population center. Eventually,

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down river led the DEM to test all topsoil on the site. The tested loam proved, by the smallest of margins, to contain

unacceptable arsenic levels, according to Rhode Islands very strict laws. The site contractor was required to bury 10,000

cubic yards of material to meet all state regulations. These examples are proof positive that an early and comprehensive

evaluation of environmental concerns at any potential site is crucial.

If environmental issues are the sole factor keeping you from acquiring or building on an otherwise ideal site, it may be

necessary to contact an environmental consulting firm. Environmental consultants can help you navigate through the

permitting and negotiation stages to determine the feasibility of certain sites. The following are several helpful references

along these lines:

Balogh, James, W. Walker. 1992. Golf Course Management and Construction: Environmental Issues. LewisPublishers, Chelsea, MI.

Center for Resource Management. 1996.Environmental Principles for Golf Courses in the United States. Salt Lake City, UT.

Love, Bill. 1999. An Environmental Approach to Golf Course Development.

American Society of Golf Course Architects, Chicago, IL.

Random acts of vandalism occur at almost all golf courses, regardless of their location. Understanding that alternative

facilities, by nature, are often developed in or near high crime areas, the security of the site should be given some

consideration. Some facilities have been forced to fence the entire boundary of their site to ensure all traffic comes

through a specific entrance. Others have been able to thrive by asking community members to take responsibility by

protecting and policing a facility built for their benefit (similar to neighborhood crime watch programs).

At Button Hole, they avoided the exclusionary feeling of fences whenever possible, knowing that the 35-foot drop-off

from street level down to the site and a low-level guardrail would deter most significant threats, including cars, from

entering the site. But even during construction, when temporary fences were lining the property, two separate instances

involved stolen cars breaking through the fences and plummeting onto the site. One ended up on the 16,000 square foot

practice putting green during the middle of the night and the other managed to find its way into the one-acre retaining

pond on the eighth hole. Fortunately for Button Hole, these potentially costly incidents only caused minimal damage to

the course.

Another key consideration when examining a potential site is growing conditions. No matter where you are building a

golf course, from the most urban area to the most rustic, acceptable turf conditions are essential in providing a quality golf

experience for youth and the general public. For an expert opinion, invite a local greens superintendent or, if possible, a

course architect on your visit to a potential site. Growing conditions are affected by a variety of factors, including soil

specifications, drainage rates, vegetation, flooding, etc.

One resource of information for the planning stages of golf course construction is the American Society of Golf Course

Architects (ASGCA). They are a non-profit organization comprised of leading golf course designers in the United States

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and Canada. The ASGCA is actively involved in several issues related to the game of golf, which are pertinent to the

design and construction of alternative facilities. The ASGCA disseminates information to assist those interested in

building a new course or remodeling an existing one. Their resource documents include: Golf Course Development

Guide, The Vital First Steps in Golf Course Construction, An Environmental Approach to Golf Course Development (also

listed above) and The Evolution of the Modern Green. To review the ASGCAs comprehensive list of publications, go to

their website at www.golfdesign.org.

The United States Golf Association also compiles and distributes information about golf course agronomy through their

Green Section Department. USGA Green Section staff are highly skilled agronomists who are located in offices

throughout the country and offer valuable research information and practical agronomic experience. Other programs

through the USGA Green Section include education conferences, numerous books, reprints and other publications. The

USGAs promotion of alternative facilities is evident through staff member Jim Moore who directs the USGAs

Construction and Education Program. Jim is available as a resource of information relating to alternative facilities. He

has been instrumental in the construction of the Cottonwood Creek short course in Waco, Texas, a 9-hole alternative

facility for youth. For additional information, access the Green Section portion of the USGAs website at

www.usga.org/green.

12. Forming a 501 (c)(3) Tax Exempt Non-Profit Entity

The following section reviews guidelines of tax-exempt and non-profit entities. Consult a professional accountant and a

tax attorney for comprehensive details about criteria and the federal tax-exempt and state non-profit application process.

Keep these professionals in mind when forming your Board of Directors. For more information about the tax code and

criteria, access the Internal Revenue Service (IRS) website at www.IRS.com, or call your local IRS office.

501 (c) (3) is an IRS code for organizations exempt from federal income tax. Description as a non-profit entity is a state

law concept. Non-profit groups are not exempt from federal income tax until they apply for that status through the IRS.

501 (c) (3) tax-exempt organizations fall under the following purposes: charitable, religious, educational, scientific,

literary, testing for public safety, fostering national or international amateur sports, and the prevention of cruelty to

children or animals. In most instances, alternative course projects, like Button Hole, will be seeking tax exempt status as

an educational organization, according to the IRS.

To qualify for tax-exempt status, an organization must not be organized or operated for the benefit of private interests or

an individual. An organization may not influence legislation as a substantial part of their activities. Assets of an

organization must be permanently dedicated to an exempt purpose. If an organization dissolves, assets must be distributed

for an exempt purpose or to the federal or state government for a public purpose. An organization must also provide the

IRS with appropriate bylaws or trust agreements and three-year budget projections. If an organization changes their

sources of support, their purpose, character, or method of operation, they must notify the IRS to allow consideration that

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the change might have on the exempt status and foundation status. Additionally, if the organizational bylaws are

amended, notification must be provided.

In order to promote giving, approved 501 (c)(3) organizations are eligible to receive tax-deductible contributions. Donors

may deduct contributions for tax purposes, provided no consideration is received. According to the law, bequests,

legacies, devises, and transfers are also deductible for Federal estate and gift tax purposes.

13. Golf Course Design

In terms of general golf course design, alternative facilities should be a balance of challenging and simple. A design that

is interesting will be enjoyable to play for everyone, whether they are new or experienced golfers. A design that is simple

will keep construction, maintenance and playing costs low, as well as take a relatively short time to build and maintain.

Keep in mind that the piece of land you begin with will dictate much of design features offered by your final product. The

previously mentioned American Society of Golf Course Architects (ASGCA) is again a great resource of information in

regards to design and construction. As is the Golf Course Builders Association of America (GCBAA). The GCBAA is anonprofit trade organization comprised of the worlds foremost golf course builders and leading suppliers to the golf

course construction industry. GCBAAs key publications include a bimonthly newsletterEarth-Shaping News (which

can be accessed off of their website, www.gcbaa.org) and theirGuide to Estimating Cost for Golf Course Construction,

which outlines cost considerations according to regions of the United States.

Two nationally renowned architects collaborated on a pro bono basis to design Button Hole's golf course layout. In many

instances, architects have donated their services to groups developing an alternative golf course with an emphasis on

people of limited means, especially youth. Alternative course layouts are as complicated as any traditional, full-size golfcourse. Do not leave design work up to an inexperienced individual or group. As the legendary Bobby Jones once said,

No one learned to design a golf course merely by playing; no matter how well. During the development of Button Hole

the following were important factors in regards to design.

Safety: This will always be of utmost importance because of liability. Furthermore, if golfers feel unsafe on your course,

they will be discouraged from returning. Safety becomes an issue with alternative facilities more than regulation golf

courses because alternative facilities are normally built on relatively small tracts of land with less room between holes.

Compounding the issue of safety is the fact that alternative facilities are built to attract beginner golfers who are morelikely to hit the ball off-line, toward other holes and other players.

Beginner-Friendly Design: Too difficult of a layout will again discourage players (beginner and possibly even advanced)

from returning. Positioning several tees on each hole, at varying distances, will help provide an equally enjoyable

experience for the beginner and the more experienced player. It is possible to make a hole interesting for the intermediate

player and easy for the beginner. Button Hole offers holes ranging from ~60 to ~150 yards, with several forced carries

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from the back tees, but few from the forward tees. The forced carries that do exist from the forward tees are minimal in

length. Furthermore, in special circumstances, a long-course can be played at Button Hole which utilizes greens and

tees from different holes.

Beginner-friendly holes often present the player with an open space (without sand bunkers) leading to the front of the

green. This particular feature, called a run-up area, does not require players to attempt the more difficult lofted or

lobbed shot necessary when bunkers do abut the front-portion of the green. This is not to say you should avoid including

bunkers. In order to introduce new players to all aspects of playing golf, sand bunkers can be implemented on alternative

facilities. Note that bunkers do require some special maintenance considerations.

Furthering the idea of a friendly design is the possibility of a three-hole toddler route, which has been implemented at

various facilities around the country. The tots course, as it is known, has very short holes (~30 yards) and is basically

an extreme form of the alternative facility for very young beginners who are intimidated by even relatively short par-3s.

Because it takes up very little land, tots courses can be implemented adjacent to existing alternative facilities. Tot

courses should be considered as additions to alternative facilities, not replacements. One specific example of an inside

loop tots course is The First Tee of Virginia Beach, Virginia, where a four hole route is available for younger

participants.

Permitting Concerns: As noted in Further Considerations in Researching Sites, time and money consuming permitting

can sidetrack the development of golf facilities. All permitting should be addressed well before construction begins. At

Button Hole, permitting was required in a number of areas. Environmental agency permitting was one of the most

significant areas since part of the course was built on wetlands bordering the Woonasquatucket River. Additional

permitting was required to build the clubhouse, connect to city water, and establish a business. Since every community

has different requirements in regards to permitting, it is advisable to meet with representatives from the local

environmental and government agencies with jurisdiction over your particular site. They will help you determine the

required permits for your project.

General Tee and Green Size: On any busy alternative golf course, teeing grounds will tend to wear out faster than on a

traditional golf course. This is because all or the majority of the holes on alternative courses are par-3s and because most

people take divots on par-3s. Therefore, it is important to build bigger than average teeing grounds on alternative courses

in an effort to spread this stress around a larger area. This is easier said than done though, since one important aspect of

alternative courses is that they are built on relatively small sites, where every inch of land is a precious commodity. Also,

note that larger tee areas will cost more and will require more attentive maintenance procedures in the long run.

In determining green size, again, many of the same conclusions are met as with determining tee size. On a course with

mostly par-3s, greens will tend to accumulate more ball marks. Since beginners are not as apt to fix these ball marks

(although they should be taught to from the start), the greens on an alternative course will be more stressed than greens on

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a traditional golf course. But, remember that larger greens, much like larger tees, will cost more and will require more

attentive maintenance procedures in the long run.

The bottom line, with both greens and tees, is that the benefits of having them larger (less stress, better quality turf, and

better playing experience) will normally outweigh the drawbacks of having them larger (more front-end and dedicated

maintenance costs). Like many aspects of alternative course development, there is a balance necessary in determining

green and tee size. In this particular instance, the balance is between too big and not big enough. Remember though, in

terms of tees, if you build them too big, you can always grow them in. But, if you want to make your tees bigger, chances

are, you will have to dig them up and start over. Button Holes greens average between 3,500 square feet and 4,000

square feet, which is average size for a par-3 golf course. The tee boxes (two per hole) at Button Hole average 900 square

feet. For Button Hole, the tees are sufficient size. According to staff, if the tees were any smaller, that could present a

turf management problem during full operation. NOTE: Before you make any final decisions on tees and greens, explore

the artificial turf option (see Artificial / Synthetic Turf section below).

Artificial / Synthetic Turf: The use of synthetic turf on golf courses has increased recently as less expensive, higher

quality products have been introduced into the market. In comparison with natural grass, the primary benefits of artificial

turf are lower maintenance costs (equipment, personnel, materials) and less intensive care requirements. Depending on

the climate, artificial materials can also extend your season because natural turf struggles during cold and wet seasons.

The main drawbacks of utilizing artificial turf are that it does not react or feel exactly the same as natural turf (although

every year, improved synthetic products are released). The market for artificial turf includes a variety of different strains

for every component of a facility, from tees and greens to landscaping and walkways. Considering the staffing and budge

constraints at alternative courses (not to mention the large amount of patron traffic), incorporating artificial turf on parts or

all of the facility can be very beneficial for long-term quality. Determinations should be considered on a case-by-case

basis as initial cost for artificial turf may be higher in comparison to natural grass.

At Button Hole, artificial turf is offered exclusively on the tee of the driving range and optionally on every tee of the golf

course. The founders of Button Hole felt that natural grass greens were necessary to give participants the true feel for the

game. Including artificial turf as an option on the courses teeing grounds alleviates stress (and divots) allowing for

continual play even when natural grass areas need rest. 4x8 cement pads were laid on the back of each tee at Button

Hole, on top of which artificial mats can be placed (or, removed). This is the simplest form of artificial turf. Other types

of artificial turf require a specific drainage base of rocks and sand, on top of which lay synthetic blades of grass, which are

infused with a sand / rubber fill. This more costly variation reacts and feels more like natural grass than most artificial

turf, but it does have more required up-keep and a higher initial cost than the simpler form.

Overall, like any option, artificial turf must be researched while keeping the mission and scope of your project in mind.

Furthermore, since there is no regulating body for the artificial / synthetic turf industry, the quality and performance you

receive will require due diligence on your part to research the variety of product offerings. As artificial turf installations

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become more popular, more companies are flooding the market in an attempt to capitalize on the profit opportunities. All

products and installers are not created equally; consult with other courses and check references before agreeing to a

specific product or supplier. At the writing of this document, the average life span of synthetic materials is eight to ten

years.

14. Construction and Operation Costs: Existing Examples

Inevitably, the most frequently asked question about alternative facilities is how much do they cost?. Like any

construction project, the answer will vary depending on the size, quality, location and scope of the facility. The variables

involved with building and operating an alternative facility will dictate costs. Therefore, the most effective way to answer

this question is by saying, it is all up to you. Since there are no models in the building of alternative facilities, only

examples, this section will offer several on either end of the spectrum from relatively low to high cost.

Dakota Junior Golf Association (Bismarck, North Dakota) Contact: Laif Olson

phone (701) 223-6465 fax (701) 223-8522time to complete = n/a total capital cost = $95,000

The 3-acre facility includes a 3-hole (par-3) course with all natural turf, a practice putting green, a driving range tee,and a temporary tee for fundraising events.

Sheila Schafer Junior Links was originally opened in 1993 and renovated in 1999 to accommodate a new hockeyfacility.

Land donated by the Bismarck Park and Recreation District.

The Junior Links is run out of the golf pro shop of the adjacent, publicly owned, Tom OLeary Golf Course. No fees are charged. The course is designed for golfers 12 years and under. Those above the age of 12 can only play

when in the company of a 12-year-old or younger. The Bismarck Park and Recreation District maintains the Junior Links through the Tom OLeary Golf Course

maintenance crew.

Most important factor Support from the surrounding community, including Parks and Recreation District. If they could start over - They would plan to build another larger facility, for older youth, at the same time.

Park Falls (Wisconsin) Junior Golf Association Contact: Don Rebne

phone (715) 762-4251 fax (715) 762-4251time to complete = 24 months total capital cost = $125,000 5-acre facility. 3-hole (par-3) course with all natural grass. 6,000 sq. ft. putting green and 230 yard long driving

range with 6,000 sq. ft. practice tee.

1,600 sq. ft. clubhouse with classroom, two indoor nets, lounge area, restrooms, concession stand, office and deck. Local volunteers donated all construction labor. Maintenance performed by the adjacent Park Falls Country Club staff, although the Clubs superintendent does not

fully support the kids facility and therefore the proper maintenance has been an uphill battle. Annual operating budget estimated at $10,000 (not including maintenance). Local youth play free at all times.

Most important factor Good leadership, passion for the project, a strong work ethic, good organizational skills,communication (written and oral), accountability, ability to lead while also fitting in with the team.

If they could start over - They would do nothing differently. We are 10 years ahead of even my wildest dreams.

Chicago (Illinois) District Golf Association Contact: Robert Markionni

phone (630) 954-2180 fax (630) 954-3650time to complete = 42 months (golf facility and building) total capital cost = $250,000 (estimate) 10-acre facility with three, par-3 holes and a 12,000-sq. ft. practice green. Jemsek family donated land. They own the popular public golf facility, Cog Hill.

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Course is immediately adjacent to the $4+ million Chicago District Golf Association Golf House, which will be hometo several area associations. The building will have three conference rooms, a museum / library, and a 100-seatauditorium.

Golf facility will be used exclusively for individuals with disabilities, juniors and beginners. No one will be charged,at any time, to use the facility.

Most important factor A total commitment from everyone involved.

If they could start over - They would start the fundraising much earlier.

Golf Foundation of Wisconsin Contact: Steve Quale

phone (414) 540-3830 fax (414) 540-3831time to complete = 48 months (in stages) total capital cost = $250,000 30-station driving range with a 6,400 sq. ft. synthetic putting green, a chipping area and a 1,200 sq. ft. storage / office

trailer. Land is leased from Milwaukee County for $1 / year. On same property as the County Parks Departments 9-hole,

par-3 course.

Over 3,000 local youth utilize the facility on an annual basis. Public use of the driving range helps subsidize discounted fees for juniors. Affiliation with The First Tee has helped progress in many areas, including finances. Most important factor Effective marketing of your program to the community. Public awareness drives

participation and helps generate sponsor revenues.

If they could start over - They would retain total control of the facility.

The First Tee of Greater Columbus (Ohio) Contact: Jim Cook

phone (740) 983-3636 fax (740) 983-4673time to complete = 12 months total capital cost = $800,000 40-acre facility. 9-hole (par-3) course with synthetic tees and bent grass greens; 3-hole challenge course for disable

and beginners; synthetic putting course; synthetic chipping / putting green. All synthetics are FieldTurf products. Landlords of the adjacent Cooks Creek Golf Club donated Land.

Temporary golf shop 60x12 plus a 50x50 pavilion.

Maintenance is covered through the adjacent Cooks Creek Golf Club budget. Programs available through The First Tee for free. Adults pay $12 / 9-holes. The vendors support and grant money from The First Tee has been instrumental. Most important factor Funds and the association with Cooks Creek Golf Club, which allows them to share

maintenance equipment and staff. Maintenance (costs) would be difficult if this was a stand alone facility. If they could start over - They would not force things to reach an anticipated opening date. Proceed more

slowly.

The First Tee of Forth Smith (Arkansas) Contact: Beth Presley

phone (501) 996-1720 fax (501) 996-9860time to complete = 30 months total capital cost = $1.2 million (before discounts) 50-acre facility. Includes driving range, 6-holes, and a short game area. Land was donated by local businesspeople. Clubhouse will include a classroom, a computer room, two offices, a library / eating area with vending machines,

several restrooms and storage space. The First Tee curriculum will be available to participating youth that will pay an annual fee of $25 for use of facility

and all programs. Parents and other guest will pay nominal fees to use the facility. Estimated annual operating budget for the facility is $260,000. Staff will include 3 full-time and 4 part-time employees, as well as many volunteers.

Most important factor Complete community support. If they could start over - They would make official announcements only when plans are absolutely firm.

The First Tee of John A. White Park (Atlanta, Georgia) Contact: Jimmy Gabrielsen

phone (404) 756-1868time to complete = 22 months total cost = $1.6 million for the golf course and the maintenance building

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75-acre facility. Construction included complete renovation of 9-hole golf course and construction of a brand newpractice range as well as a putting / chipping green.

2,000 sq. ft. clubhouse and 4,000 sq. ft. maintenance building. Land was leased from the City of Atlanta for 20 years at $1 / year. Youth, ages 7 to 17, play free and have free instruction and equipment. Adults pay $6 for 9 holes and $3 for a bucket

of range balls.

Annual operating budget estimated at $375,000. The First Tee association was instrumental to their success, including promotions, discounts and advice. Most important factor The location of the facility to allow easy access for the targeted youth.

If they could start over - They would start the permit process a year earlier because it caused some undue delays.

Button Hole short course & teaching center (Providence, Rhode Island) Contact: Don Wright

phone (401) 421-1664time to complete = 42 months total cost = ~$4 million for the golf course, clubhouse and maintenance building and(concept to full-operational) including all fundraising costs and one year of operating expenses due to

delayed opening 26-acre facility. An urban renewal project that transformed an abandoned gravel pit into a 9-hole short golf course, a

25-bay driving range (two-sided for youth), and several natural putting / chipping greens totaling 40,000 sq. ft. Located 3-miles from downtown Providence, it is the western anchor of a planned state bike path which promotes

accessibility and connects downtown with various parts of the state.

7,200 sq. ft. clubhouse including a full basement. Separate 2,000 sq. ft. maintenance building. The Rhode Island

Golf Association leases 1,300 sq. ft. within the clubhouse. Land is leased from the RI State Department of Environmental Management for $1 / year. Youth, ages 7 to 17, most from local social service agencies, are offered instruction and equipment. Course and

driving range are open to the public to subsidize access for youth. Annual operating budget estimated at $500,000 - $600,000. $300,000 annual deficit has been estimated, depending

on revenues generated from the driving range and golf course. Annual fundraising, grants, and special events at thefacility will cover the deficit.

Most important factor The site and the visionary leader who spearheaded the project.

If they could start over - Develop a more detailed initial plan of construction with firmer estimates. Demand acritical path for construction, which shows a relative timeline for all aspects of construction and cost requirements.Form a larger fundraising committee and solicit public funds, if possible, prior to construction.

Many other examples of facilities exist across the country. For more examples contact the USGA Foundation in Colorado

Springs, Colorado at (719) 471-4810 orwww.usga.org, and The First Tee in St. Augustine, Florida at (904) 940-4300 or

www.thefirsttee.com. The First Tee is an initiative to create new facilities and access to golf with a special emphasis on

kids who otherwise may not have an opportunity to experience the game. Again, the Golf Course Builders Association of

Americas Guide to Estimating Cost for Golf Course Construction can also aid you in the budgeting of your facility

(www.gcbaa.org).

15. Planning and Managing Construction

In terms of planning, estimating a cost and timeline for construction will be essential. A detailed plan for construction

benefits everyone involved, from contractors and employees to volunteers and investors (i.e. contributors). A plan with

fluctuating goals, whether through poor timelines or inaccurate budgets, will cause a loss of interest and credibility from

those directly associated with the project and from the general public. Setbacks should be expected and anticipated. For

example, dont count on perfect grow-in weather when estimating the opening of your facility, or you will be forced to

change that date, and consequently lose confidence in the project from volunteers, staff and the public. Button Hole

encountered one particular unanticipated setback of note. In September 1999, a rainstorm of unprecedented magnitude

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caused site erosion up to three feet. Gravel was washed into defined wetland areas causing a major disruption to the job.

Sand gravel runoff had to be removed by hand shoveling. Irrigation lines could not be laid on time causing maintenance

staff to resort to hand watering of already laid sod. Additionally, several greens had to be seeded later in the season. This

event ultimately impacted the opening date of the facility, added cost and forced lost revenues.

Along with a well-thought-out plan, the hiring of well-respected construction teams for your project is also crucial.

Although cost is a key factor, it certainly should not be the only determinant in your selection process. Other important

factors include dependability, reputation, and current workload. Overall, considering your non-profit status and the

relative size of your project, a balance must be met between cost and other key factors. Beyond all else, you must pick a

team with whom you have total confidence. More often than not, in terms of construction, you get what you pay for.

Any deficiencies in your initial design and construction plan will be implemented and magnified through the construction

process. Therefore, a comprehensive plan is essential. Once a solid plan has been agreed upon and sufficient funds have

been secured, the next step is to begin construction. Drawing from Button Holes experience, the following are some

other key considerations in planning and implementing the construction phase of development.

In-kind Labor and Materials: Before beginning construction, in-kind labor and materials should be thoroughly explored

to identify possible savings. In-kind offers usually seem well intentioned, although they are not always created or

delivered equally. Too often, donated contributions are blindly accepted, without thorough consideration. Due diligence

is required on your part to ensure in-kind donations will actually offer a net positive to the project. Unfortunately, charity

work is sometimes less reliable than contracted work because there are fewer consequences for a poor or delayed product.

To truly support a project, in-kind contributions must be committed as if they are being paid for by the recipient; with the

same timeliness, quality assurance and follow-through. Sometimes in-kind offers actually hinder more than they help

because of empty promises, contingent-laden proposals, poor execution or lack of consummation. As you would with any

business deal, before accepting an in-kind contribution, make sure to establish the terms of the agreement.

The planning and construction of Button Hole included a staggering amount of in-kind service, labor, material and

supervision. National and local architects donated design services in association with the golf course and the building. In

terms of on-site construction supervision, Button Hole was fortunate to retain the services of a retired civil engineer at no

cost, as well as a former president of the Golf Course Superintendents Association of America for a discounted fee.

Additionally, a retired construction-industry executive oversaw the construction of both the clubhouse and maintenance

building on a pro bono basis. These are only a few of the many examples of in-kind services that aided in the planning

and construction stages of Button Hole. Take note, in reference to researching in-kind donations, that there were some

areas during Button Holes development where in-kind services were accepted, but in retrospect, they would have been

better off paying for the work.

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Management / Supervision of the Construction Phase: Overall supervision of construction cannot be overemphasized.

This will inevitably be one of the most important aspects of your construction phase. A great deal of money can either be

saved or wasted depending on management of the construction phase. If no one is on site to identify possible problematic

areas, the work may not be completed according to plans. If the work is not completed according to plans you will either

be left with an undesirable product, or you will be forced to spend money and time fixing the error.

16. Physical Plant Requirements

There is no absolute answer for what is necessary in terms of a physical plant at an alternative, non-profit facility. On a

macro-level, there are two items you will need to address in terms of physical plant: a clubhouse and a maintenance

facility. Pertaining to buildings, every projects needs are different. If your plans are to run only outdoor golf programs

during the warm season, then your need for a full-sized clubhouse is questionable. If your plans are to house a state or

regional golf association then your need for full-sized clubhouse is more justified. Many facilities are successful using a

small temporary trailer for a clubhouse, while others have full-size clubhouses. On the maintenance side, some facilities

are able to utilize borrowed equipment and labor and therefore do not need maintenance buildings. On the contrary,

stand-alone facilities will likely require a more complete maintenance building.

Begin evaluating your facilitys building requirements by strategizing with key initial committee members who are well

versed in the golf and business aspects of the project. During this brainstorming session, it will be helpful to refer back to

the identified need that originally sparked your project. Buildings are expensive, so unless your project is flush with cash,

you will most likely be best served constructing only what is completely necessary (Spartan is recommended). Spending

more money than necessary on the buildings will force one of two unwelcome occurrences; either your fundraising goal

will have to rise or your budget on the golf course and operations will have to shrink. Furthermore, a larger building

requires more on-going maintenance and more supervision. A larger than necessary building is usually an issue of quality

and service, but in a budgetary sense this concept can be somewhat contradictory to the goals of an affordable (to build)

facility.

At Button Hole, the developers envisioned the facility becoming the home of golf in Rhode Island, to include a library,

a large multipurpose space for meetings, classes and food service, and a large storage area for driving range equipment

and donated golf equipment. In order to accommodate these requirements, they made provisions for a 7,200 square foot

clubhouse, including a full basement. Additionally, since the clubhouse was stand-alone, a 2,000 square foot maintenance

building was necessary to store mowers, tractors, and chemical supplies. Well into the development of the Button Hole

project, even after a significant portion of the clubhouse was completed, the library idea was set aside to allow the Rhode

Island Golf Association (RIGA) to house their offices in the northern-portion of the building.

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Having the RIGA headquarters at the site was a wonderful coup for Button Hole for several reasons. Firstly, it added

instant credibility to the project because the RIGA is a well-respected, established institution of golf in the state.

Secondly, it guaranteed increased traffic from avid golfers who regularly visit the RIGA offices to drop off applications or


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visit staff. And lastly, it guaranteed annual rent income ($18,000) to Button Hole, which was otherwise unanticipated.

Overall, Button Holes strategic decision to construct both a full-sized clubhouse and maintenance building was clearly

right for their particular situation. Every individual project should go through a similar strategic self-evaluation in order

to determine the ideal course of action in regards to buildings.

Since actual building requirements will vary, here are some considerations to keep in mind no matter what you choose:

CLUBHOUSE

Multipurpose Room: Allows you to conduct golf classes during inclement weather (with indoor netting), add educational

components to the curriculum (computer labs / tutoring) and possibly rent the facility out for meetings / small corporate

outings. Some facilities have also reserved space for club cutting and club making.

Retail Space: Selling retail items (balls, gloves, clubs, etc.) will provide supplemental operational income to your budget.

Furthermore, through a retail space you can offer employment opportunities to qualified youth that participate in your

programs.

Food Services: Food and beverage offerings are not only nice services for patrons, but can also bring in some extra

revenue to your facility. The most simplistic form of food services is vending machines. More involved offerings include

hot dogs, sandwiches, kitchenette, etc. No matter what you offer, it is important to keep things simple and have nutrition

in mind, especially considering the large number of impressionable youth that will ideally be utilizing your facility.

Additionally, if you intend to offer more than vending machines, vendor and health department permits may be required.

Administrative Offices: Especially if you are a stand-alone facility, you will likely need administrative space for your

director and staff.

Storage: Do not underestimate the importance of storage, especially when you consider donations of clubs, balls, bags,

etc. to your non-profit group. Depending on your maintenance buildings location and size (if you have one at all) storage

of driving range equipment (ball retriever, ball washing machine, flags, mats, trash receptacles, benches, etc.) and possibly

maintenance equipment should be kept in consideration.

MAINTENANCE BUILDING

To determine what is necessary in terms of spacing and design for your particular maintenance building, consult a

reputable superintendent in your area for advice. Some facilities will not even require a building if maintenance can be

handled by an adjacent facility or through a local parks and recreation department. Again, since specific needs vary, the

following are considerations regarding maintenance building design:

Equipment Storage: Housing mowers, tools, maintenance carts, etc. as determined with help from a local superintendent

or hired staff.

Chemical Storage: Consult local superintendents about local regulations for chemical storage, cleaning areas, safety

requirements, and ventilation.

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Office Space: If the superintendent staff does not have office space in the clubhouse make considerations for office space

in the maintenance building.

17. Personnel

There are two types of personnel, paid and unpaid, that are required for a non-profit, alternative golf course project. Both

play an equally important role in the success of any facility. Some facilities have been successful with an executive

director and a solely volunteer staff. Others have relied on more paid staff. There are advantages and disadvantages in

each situation. Relying heavily on paid staff increases overhead. But to their credit, paid staff are generally more

dependable than volunteers. In contrast, relying heavily on volunteers reduces overhead, but volunteers cannot always be

completely relied upon. The same incentives and consequences that exist for paid staff do not necessarily exist for

volunteers. So again, like many other aspects of alternative facilities, a balance needs to be reached; this time between

paid staff and volunteers.

Determining Your Needs: The necessary personnel at each particular facility will have to be determined on a case-by-

case basis. Many different staffing areas need to be addressed at non-profit facilities. These include (but are not limited

to) management, maintenance, fundraising, instruction, and administration. The Button Hole project requires a relatively

large staff because of its stand-alone nature, its dual role as a social service and commercial entity, and its comprehensive

offering of programs. In its start-up mode, the Button Hole staff consists of an executive director, a head and an assistant

green superintendent, a director and a seasonal assistant director of golf, a project coordinator, and a part-time

administrative assistant.

The hiring of paid staff relative to the development timing of a project is a noteworthy point of discussion. Hiring major

paid staff (executive director, project coordinator, lead instructor, superintendent) well before the project is operational

will put an immediate strain on your budget. On the other hand, each position will require necessary preparation time to

ensure the best possible product is offered, whether it is operations, programming, or golf course conditions. Early on in

your projects development, develop a timeline of hiring that takes into consideration: initial fundraising capacity,

preparation time, and anticipated opening of the facility.

From Button Holes experience, there are three positions that are needed up-front in a series of stages: a project

coordinator, an executive director or construction coordinator and a superintendent. Once the project has enough

substance to warrant a staff member, you will first and foremost need a project coordinator. This position will coordinate

volunteer meetings, send mailings, and in general assist the project visionary with the early stage requirements. These

many tasks should not be tacked on as a part of someone elses job, for example an administrative assistant of one of the

visionaries. The early coordination of the project is a full-time job whose output can significantly affect the progression

of the project.

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As the project gains further momentum, possibly still prior to construction, an executive director will be necessary to

begin overseeing operations and development. In some instances, a shorter-term construction coordinator can work in

place of the executive director if it is determined that the construction requirements vary greatly from the eventual

operations requirements (which they well might). As construction begins, if possible, it is advisable to hire a

superintendent. Their expertise about how construction techniques will affect course maintenance and conditioning can

save you enough money in the long run to warrant a relatively early hiring. Through the construction period, with the

opening date of the facility more clear, a director of golf / instruction will be your final major hire.

For general reference, using Button Holes experience as a basis, the responsibilities and expectations of an executive

director should include: fundraising, administration, accounting, fiscal responsibility, community integration, golf

knowledge and project management. Responsibilities and expectations of a director of golf should include: golf

instruction (with specific experience teaching youth), golf facility management and event organization. Finally,

responsibilities and expectations of a project coordinator should include administration, special event planning,

promotions, and writing-skills (for grants, memos, mailers, etc.)

For your project to succeed, early in its development you must be willing to invest money into staff. Your projects needs

and resources will determine the exact necessity, timing and job description for each of these major hires. Volunteer

committees cannot and should not be expected to execute the daily requirements and detail to keep the project on its

timeline.

Volunteers are integral to every aspect of Button Hole. Before the opening of the facility, volunteers on the board of

directors and various other committees (see Utilizing Committees to Plan) were crucial to the development of the

project through fundraising, special projects, and general consultation. Looking toward the operations of the full facility

in 2001, a volunteer committee was formed to explore, implement and manage the many possible volunteer positions /

tasks.

Every paid staff member and volunteer at Button Hole, no matter if they want to work directly with youth or behind the

scenes, is required to sign an authorization waiver to undergo a background identification check for any criminal record.

Volunteers must provide their Social Security Number and Drivers License Number to a private firm that completes the

background checks on behalf of Button Hole. Applicants who refuse to comply with this policy are ineligible to work or

volunteer for Button Hole. These standards were implemented to promote and ensure a safe environment for the children

and families participating in the golf learning programs and events at the facility. In addition to a waiver form, Button

Hole volunteers are asked to complete a profile form to assist in placing them in a role that best utilizes their

experience, desire, and ability.

Because projects such as Button Hole span several areas of interest, volunteers can be recruited from a variety of sources.

The general charity and the relative uniqueness of your project will immediately charm people to the project. The golf

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Early on in your project's history, programming will be a learning process. No matter the provisions and considerations

made, you will inevitably have to tweak the structure and/or curriculum based on experience. Encourage those who

utilize the facility (individual youth, families and social service agencies) to provide constructive criticism about on-going

programming.

Golf Education and Training: The Vision: Again, the initial step in considering programming at any facility is to

evaluate needs and resources. At the time that this document was written (Winter 2000/2001), Button Hole had

experienced one summer of pilot programs at the facility which included mainly beginner instruction sessions. 2001 will

be the first year of full-operations in terms of youth programming, utilizing the golf course, driving range and putting /

chipping areas. The details for progressive youth programming at Button Hole have not been fully implemented. For

sake of an example, the following is the vision of programming progression at Button Hole according to staff and

volunteers.

Initially, youth will attend beginner, intermediate and advanced classes, which adds up to more than eighteen hours of

instruction. This amount of instruction is necessary because the game cannot be learned through only several hours of

instruction. While attending these classes and after graduating through these classes, youth will utilize the driving range

and putting / chipping areas under the supervision of volunteers, parents, staff and counselors. Additionally, during the

course of the instruction classes and after graduating through the classes, youth can play the nine-hole golf course with

other kids as well as with volunteer mentors or members of the public. Through playing of the game and interaction with

others, youth learn about the nuances of golf as well as the values the game teaches. Interspersed among playing and

instructional sessions are fun and competitive special events or tournaments with other agencies, other towns or other

programs around the state. These events introduce the elements of friendly-competition and camaraderie into the youths

experience. As youth inevitably begin to outgrow the par-3 golf course, they are offered means to play longer, 18-hole

facilities around the state, either by themselves or on structured teams. Through interaction with others and experiences

afforded because of their involvement in the game, youth become aware of the different career opportunities in golf,

including playing, caddying, teaching, facility management, facility maintenance and restaurant management.

Golf Education and Training: The Details: Depending on what you have in terms of facility, staffing and community,

the significance of the following details will vary. Overall, these are areas that every facility must address in order to

provide the highest quality golf programming possible.

Transportation: As previously noted, if possible, you will not want to get involved in the business of transporting youth

to your facility because of the cost, time, and liability. Many other options are available and should be explored

thoroughly before purchasing or leasing a vehicle. First, area youth should be able to walk or ride their bikes to your

facility. Second, others may be able to utilize public transportation to get to your facility. Both of these options will bring

traffic to your facility, but a more consistent flow can and should be established. Partnering with local social service

agencies and schools is recommended to provide the most structured and reliable stream of youth.

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Partnering With Other Agencies: Social service agencies are ideal groups with whom to partner, considering they have

the expertise, the counselors, the transportation and, most importantly, the kids. Because golf is usually too expensive and

inaccessible for youth, groups such as Boys & Girls Clubs, YMCAs, Community Centers, Recreation Departments and

Police Athletic Leagues will likely be very receptive to an introductory golf instruction program at your facility. Another

good resource for partnering is your local United Way Chapter, which is the organization that financially supports most

local agencies. Schedule an open house at your facility or a convenient meeting place to begin discussions with

different groups about how their resources meld with yours. Button Hole specifically chose a class size of 13 knowing

that most agency vans are 15 passengers, which would include two outside agency staff people. Pursuing specific

partnerships with other social service agencies can also enhance the product you offer to participants. For example, you

can partner with the Big Brothers / Big Sisters organization to facilitate mentoring opportunities or with a nutrition-based

agency to educate participants about the benefits of good eating habits. Additionally, local school departments should be

explored for partnership opportunities with your facility because of their transportation resources and access to youth.

Scheduling: Consult partnering agencies to determine the best schedule for your facility. Programming hours will be

different in the summer (all-day) in comparison to school days (after-school). During the first summer of pilot

programming, Button Hole partnered with nearly twenty different agencies. Each organization was offered eight initial

hours of instruction over a four-week period during the summer. Keep travel and organizational time in mind when

scheduling classes or clinics.

Equipment: Acquiring equipment is normally not very difficult for youth golf programs. Either the equipment is donated

to the program or purchased at a low price point. When considering donations of clubs and bags, make sure what

someone is offering will actually be of use to your program. In Button Hole's development, club and ball receptacles were

placed in the majority of golf club pro shops around the state (public and private). The gesture of donating used clubs and

balls was easy for area golfers. A volunteer even agreed to travel around the state and periodically pick up the clubs and

balls. The whole system was very good public relations for Button Hole because every time someone walked into their

club's pro shop they saw the Button Hole logo and were reminded of the project's mission. Through the system, Button

Hole was immediately inundated with thousands of balls and clubs. The thousands of balls were eventually put to use in

opening the public driving range, something no one ever even fathomed possible. Many patrons at the driving range even

noted that hitting the slightly used balls was preferable to hitting a lesser quality driving range ball.

The sheer number of golf clubs (1,000+) donated to Button Hole was staggering. Over the winter months of 1999-2000,

many were cut-down and re-griped by a group from the local PGA of America Section in order to accommodate shorter

youth with smaller hands. Unfortunately, many of the clubs donated to Button Hole were very old and therefore unusable

by anyone, including youth. Additionally, the Button Hole staff realized that once cut-down, the weighting of the clubs

was not ideal for all youth. For the smaller youth, youth-specific clubs were purchased (at a negotiated, discounted rate).

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At the writing of this document, Button Hole is considering a $25 annual fee charged to social agencies per participant,

which will cover approximately 10% of the estimated annual cost of instruction, course play and driving range use for one

individual youth. Additionally, youth from the neighborhood that are unaffiliated with any agency will be asked to pay

$25, if possible. Essentially, the fee is a goodwill gesture. Any agency or individual unable to pay the fee will still be

allowed to use the facility. The gauging of a particular agency or individuals ability to pay the annual fee remains as an

obstacle.

Involving Volunteers: Enlisting volunteers to assist with teaching is essential to offering a safe and quality product. Low

youth to adult ratios (8:1) allow more individual attention for each participant. The game of golf can be quite

discouraging for beginners and therefore it is beneficial to have timely positive feedback during an instructional session.

Volunteers should be given an orientation before participating in instructional programs to cover expectations about their

commitment and specific teaching philosophies of the staff. Volunteers will need a varying amount of coaching,

depending on their golf background and experience with youth. Good resources for in

the button hole story

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