Challenging Times For Oak Knoll Golf Course (No Matter How ...

Challenging Times For Oak Knoll Golf Course (No Matter How You Slice It)

Analysis and Recommendations For Ashland’s Municipal Golf Business

Southern Oregon University 2006 Master in Management Capstone Study

By Rich Rosenthal

E x e c u t i v e S u m m a r y

2

ThesearechallengingtimesforOakKnoll

GolfCourse—arecreationalenterpriseowned

bytheCityofAshlandandoperatedbythe

ParksandRecreationDepartment.

The9-hole,74-acrecoursewasleasedto

private operators for over five decades until

1994whenthecitytookoveroperationswiththe

expectationthatOakKnollbeaself-sustaining

business.

In1993,OakKnollwasoneofonlyfourpub-

licgolfcoursesinJacksonCounty,anda1992

marketanalysisconductedbyTHKAssociates

projectedaslightundersupplyofgolffacilities

basedonoverallmarketdemand.Overthepast

13 years, however, five new public courses have

opened,creatingacompetitive,oversupplied

marketthatdroppedOakKnoll’smarketshare

toapproximatelysevenpercentinthe10-course

countytradeareaandto10percentinthe

smallerAshlandtradearea.

Accordingtocitytabulations,23,7649-hole

rounds were played at Oak Knoll during fiscal

year2005,whichislessthanhalfthenumber

thecoursereceivedin1991andnearlyone-third

lessthanin1996.Usagehasdeclinedsevenof

thepastnineyears,andOakKnollhasgener-

ated a profit only once since 2002.

Despitethelowestusageratesince1980,

thecoursecamejust$12,142awayfrombreak-

ingevenin2005despiteoperatingatonly37

percentofmaximumcapacity.Courserev-

enue is flat — ranging between $331,000 and

$344,00 each of the past five years.

Thesouthernmostgolfcourseinthecounty

isnoteasilydifferentiatedfromfournewer,at-

tractiverivalsinthebroad“low-cost”sectorof

thecounty-widetradearea.Usingterminology

gleanedfromHarvardbusinessprofessorMi-

chaelPorter,OakKnollhas“becomestuckin

themiddle”duetoalackofinformeddecision

makingabouthowtocompete.

Datageneratedfromsurveysofresident

golfers,residentnon-golfers,touristsandgolfers

fromneighboringcommunitiesrevealed“special

prices,discountsorpackages”aretopincen-

tivesandthatcapitalimprovementsarethebest

useoftaxpayerfunds.

OakKnollemploysthefewestnumberoffull-

timegolfcoursemaintenancepersonnelinthe

county(two).Overallcourseconditionswere

ratedas“average,”andresidentgolfersindicat-

ed“bettermaintainedfairwaysandroughs”as

thetopfacilityneed.

Golferfeedbackimpliesacorrelationbe-

tweencoursemaintenanceandplayability,and

betweenplayabilityandthelikelihoodofcustom-

erstoplayatOakKnollmoreoften.

ComparisonstoRoseburg’sStewartPark

GolfCourseandtoMt.Ashlandskiareaprovide

additionalcluesonhowtheParksCommission

maywishtoapproachOakKnollissues.

Thecapstoneculminateswithsevenrec-

ommendationsthataddressthedireneedto

increasemarketshareandgenerateahigher

revenuelevelsothatOakKnollismoreaptto

be self-sufficient:

1.TheParksCommissionmustprovidea

realisticvisionforOakKnoll.

2.Improvecoursemaintenance.

3.Implementacapitalimprovementplan.

4.Usetargetedmarketingandpromotions.

5.Promote,promote,promote.

6.Considerfuturepossibilities.

7.Insistonexactdata.

Table of ContentsExecutive Summary ............................................. 2

Introduction .........................................................4-5

Literature Review ................................................5-9

Background..................................................... 5

TheGolfDivision............................................ 6

OakKnollMasterPlan...................................6-7

PlacingOakKnollinaStrategicContext.......7-8

Porter’sCompetitiveStrategiesModel........... 8

Smith&Marco(2004)....................................8-9

Methodology .......................................................9-12

AnalyzingtheTradeArea..............................9-10

SurveyMethodDesign................................10-11

OtherDataSources.....................................11-12

Findings ............................................................12-22

Rounds,RevenueTrendingDownward.......12-13

Fees.............................................................. 13

MasterPlanWarningGoesUnheeded........13-14

HowOakKnollCompares...........................14-15

MarketAnalysis...........................................15-17

Trade Area Defined............................... 15

ShrinkingMarketShare........................ 16

OversuppliedGolfMarket..................... 16

ProjectedDemandvs.Estimates.......... 17

OperatingCapacity............................... 17

SurveyResults............................................17-22

CourseEvaluation...............................17-18

ImpactofNearbyCompetition.............. 18

PolarizedOpinions.............................18-19

9vs.18Holes....................................... 19

ResidentGolfers.................................19-20

GolfersFromNearbyCommunities...... 20

Tourists................................................. 20

ResidentNon-Golfers........................... 20

SimilarCourse,DifferentTown.....................20-21

Mt. Ashland: A Marketing Success................. 22

Implications ......................................................... 23

Recommendations ............................................24-25

Final Thoughts .................................................... 25

Sources Cited ....................................................26-27

Appendices ........................................................28-55

Note to Readers

Thisstudywasconductedbya

memberoftheAshlandParksand

RecreationCommission,and

conclusionsreachedinthispaperdo

notnecessarilyrepresenttheviewsof

othercommissionersorthe

Commissionasawhole.

Theresearchervoluntarilyunder-

tookthisstudy,andhedidnotreceive

anytypeofpaymentorreimbursement

forhisservices.

Special Thanks

ManythankstoDr.KenKempner

andHartWilsonofSouthernOregon

University’sMasterinManagement

programandtopeerreviewersJack-

sonBauresandMariaPerez-Brodeur

fortheirinsightthroughoutthe

Capstoneprocess.

Igreatlyappreciatedtheassis-

tanceofDonRobertson,SteveGies,

SusanDyssegardandRachelTeige

oftheAshlandParksandRecreation

Department.Ialsowantto

acknowledgethededicationofOak

Knollgolfcourseheadprofessional

BobHaneyandMen’sClubpresident

JerryHauckintheireffortstoimprove

Ashland’smunicipalgolfcourse.

Iamgratefultomywife,Jamie,

whoselove,patienceandmoralsup-

portcarriedmethroughthemany

hoursinvolvedinpreparingastudyof

thismagnitude.

—RichRosenthal

June6,2006

3

Introduction Atypicalofmanycommunities,theCityof

Ashlandownsandoperatesseveralmajorcom-

ponentsofitsinfrastructure,includingelectric

utilities,cabletelevisionandhigh-speedInternet

services,amongothers.Controloversuchverti-

calsupplychainsoftenplacesthecityindirect

competitionwiththeprivatesector.

Ashland’straditionofcivicownershipand

enterpriseextendstolarge-scalerecreational

facilities,notablyaskiareaandanine-holegolf

course.

Occupying74acresalongU.S.Highway66

adjacenttotheAshlandmunicipalairportand

featuringscenicviewsofGrizzlyPeak,Pilot

Rockandthesurroundingfoothills,OakKnoll

GolfCoursewasleasedtoprivateoperators

for over five decades until 1994 when the City

CouncilassignedmanagementtotheParksand

RecreationCommission(Alsing,1994,p.4).

Forthepast12years,theParksandRecreation

Departmenthasmaintainedthecourse,anda

certified professional (selected by the Director

andapprovedbytheCommission)manages

clubhouseandgolfoperations.

Municipalownershipofagolfcourseisnot

unusualintheUnitedStates,butdirectoversight

israre–andfraughtwithrisks.

Reluctanttosubsidizeoperationalexpenses

withtaxpayerfunds,theCommission’soriginal

andlongstandingobjectiveisforOakKnollto

be a financially self-sustaining business venture

generating profits sufficient enough to subsidize

operationsaswellascapitalimprovementproj-

ects. Self-sufficiency remains a steadfast expec-

tationdespitedramaticchangesinthesouthern

Oregongolfindustry,inwhichOakKnollwas

onceoneofonlyfourpubliccoursesinJackson

Countyasrecentlyas1993.

WiththeMay20openingofCentennialGolf

Club,achampionship-lengthcourselocated

nearthePhoenixinterchangeonInterstate5,

117golfholesatninefacilitiesarenowavail-

abletothepublicwithina25-mileradiusofOak

Knoll.An18-holepubliccourseontheBillings

property(twomilesfromdowntownAshland)

hasbeeninvariousstagesofplanningforyears,

which,ifbuilt,instantlythreatensOakKnoll’s

profitability.

More Americans are golfing than ever be-

fore, but Oak Knoll’s financial performance is

mixedoverthepastdecade,whichiscause

forconcernandatopicofcivicdebate.The

five-member elected Commission is ultimately

responsibleforcraftingcourseoperatingpolicy

and fiscal decision-making, but assumptions and

feasibilityquestionsoutnumberedfactsandhard

dataduetothelackoffocusedresearchandthe

absenceofacademicandpractitionerliterature,

thatis,untilnow.

SomeAshlanderssuggestOakKnoll’svalu-

ableopenspacewouldbetterservethecom-

munityasalocationforan“affordable”housing

project,butonlytheCityCouncilcanmakethis

drasticdecision,andtheCommissionhasnot

waveredinitscommitmenttooperatingagolf

courseatthepresentlocation.

Bythattoken,thisstudyisunderpinnedby

the following assumptions:

•TheCommissioniscommittedtoachieving

financial success for Oak Knoll;

•Thegolfcourseisanimportantrecreation-

alamenitythatenhancesthequalityoflifeof

many Ashland residents;

I n t r o d u c t i o n

4

•Agolfcourseenhancesacommunityin

many unquantifiable ways; and

• Oak Knoll has significant economic impact

fortheentirecommunity.

BecauseOakKnollisanenterprise,itises-

sentialforpolicy-makerstoknowthebusiness

environment,knowOakKnoll’scustomerbase

andunderstandfacilitylimitationsbeforeappro-

priatestrategiescanbedeveloped.

Thepurposeofthismixedmethodsstudy

istoanalyzetheJacksonCountygolfmarket,

examine Oak Knoll financial

performanceandusage

trends,samplepublicopin-

ion,identifycustomerpref-

erences,andmakeinsight-

fulcomparisonstosimilar

recreationalenterprises.

Theconclusionsandrec-

ommendationsofthisreport

areintendedtoprovidethe

Commissionwithdatanecessarytocraftproac-

tivepolicydecisions,strategiesandplans.

Literature ReviewBackground

TheCityofAshlandhasnotengagedina

professional,detailedmarketanalysisofOak

KnollortheMedford-Ashlandareagolfindustry

inwelloveradecade.

In1990,aParksandRecreationDepartment

facilitiesanalysisconcludedashortageofgolf

coursesinJacksonCountycoupledwithgrow-

ingpopulationandthelikelihoodforincreased

golfer demand presented a profitable market

nicheforOakKnoll.Commissionedbythecities

ofAshlandandMedfordandbythecounty,a

1992feasibilitystudyconductedbyTHKAsso-

ciates, a Colorado-based golf consulting firm,

quantified the commercial opportunity and re-

portedasurplusdemandofbetween54,000and

71,20018-holegolfroundsinthe“Ashlandtrade

area”(Hayden,1993,p.8).

Inthespringof1996,ayear-and-a-halfafter

theParksDepartmentassumedmanagementof

OakKnoll,fournewpubliccourseshadopened

intheMedfordareaandtwoothers–inKlamath

FallsandMt.Shasta,Calif.–wereaggressively

courtingRogueVal-

leygolfers.“Five

yearsagotherewas

littlecompetitionfor

thegolfers’dollars

andOakKnollwas

abletocapturea

largeportionofthe

market,”then-Parks

DirectorKenMick-

elsencitedinaNovember1995memorandum

totheCommissionexplainingOakKnoll’sde-

cliningusage,andhenoted,“Obviously,thisis

nolongerthecase.”

Thesuddenlyred-hotcompetitionforRogue

Valleygolfmarketsharecreatedtheneedforthe

ParksDepartmentanditscontractedgolfprofes-

sionaltoactmoreaggressivelyinaddressing

Oak Knoll’s decreasing usage and profits. The

Commission responded in three notable ways:

•Itadjustedgreensfeesinamannerthatkept

pacewiththerateschargedbytwoMedford

9-holecoursesdeemedasprimarycompetitors

(seeAppendices1and2).

•Itannuallybudgetedaminimumof$5,000to

I n t r o d u c t i o n / L i t e r a t u r e R e v i e w

5

More Americans are

golfing than ever before, but

Oak Knoll’s financial

performance is mixed, which is

cause for concern and a

topic of civic debate.

assistthegolfproinhiscontractualobligation

toadvertiseandmarketthecourse(withvarying

and often unquantifiable results).

•ItdrewfromgolfcourseandgeneralParks

Departmentfundsourcestoimplementseveral

elementsofthe1997OakKnollMasterRemod-

elingandRenovationPlan(seebelow).

The Golf Division

Eachyear,theAshlandParksandRecre-

ationDepartmentsubmitsabudgetdocument

containing financial data, purpose statements,

goalsandperformancemeasuresforeachof

itsprimaryservicedivisions.TheGolfDivision

operates,maintains,andconstructsfacilities

andprovidesprofessionalservicesforOakKnoll

GolfCourse(Ashland,2005-06,p.3-134).

Thedivision’s2005-06primarygoalre-

mained unchanged from previous years: Provide

afull-servicegolffacilitythatwillprovideaqual-

itygolfexperience.Fivesecondarygoalswere

to:

•Increasetheoveralluseofthegolffacility.

•Makeneededcourseimprovements.

•Increasecustomersatisfaction.

•Developamarketingstrategy.

•Developappropriatefees.

The2005-06budgetdocumentpredictedthe

“keyperformanceindicators”—roundsplayed,

courserevenuesandcustomersatisfaction

—“areexpectedtoremainconstantoverthe

nextseveralbudgetyears.”Thesummarywent

on to state:

Currently,thedivisionisnotmeeting

performancestandardsintheareas

ofcoursemaintenanceandimprove-

ments.Theobsoleteirrigationsystem

thatattimescannotbeadequatelyre-

pairedisoneoftheprimaryreasons.

…Inordertomeetperformance

standards, a significant amount of re-

sourceswillneedtobeinvestedinthe

courseaswellasanincreasedlevel

ofongoingmaintenance(p.3-134).

Oak Knoll Master Plan

In1997,theCommissionhiredrenowned

golfcoursearchitectRobertMuirGravesto

producetheOakKnollGolfCourseMaster

RemodelingandRenovationPlan.The27-page

documentoutlinedhowbesttoimproveplayabil-

ity,modernizemaintenancepractices,correct

problemsandupgradecourseaestheticsintwo

phaseswithacostinexcessof$1million.

“Whenthegolfcourseisallowedtodeterio-

rateoveralongperiodoftime,”Gravesimparted

onpageoneofhisreport,“theturfanditsother

characteristicscanbecomesopoorthatproper

maintenanceandoperationofthegolfcourse

iseitherimpossibleorsoexpensiveintimeand

dollarsastobecomeadetrimenttothecommu-

nityratherthananattribute.”

Gravescontendedtheconditionofagolf

courseiseitherdeterioratingorbeingimproved

upon,andthemasterplan“startedaprogressive

programofimprovements”thatwouldultimately

“betheprideofthecourseandthecommunity”

(Graves,1997,p.1).

Severalaspectsofthemasterplanhave

beencarriedout,includingclubhouserenova-

tion,theconstructionofacoursemaintenance

center,adrivingrange,anewteeboxonHole

L i t e r a t u r e R e v i e w

6

No.3,awater/drainagefeatureonHoles6and

7,and,mostrecently,theadoptionofcontour

mowingtechniques.

GravesindicatedOakKnollhasabuilt-in

weakness: “It must be acknowledged that when

competingforplayersinthegolfcoursemarket-

place,the9-holecourse

hasanuphillbattle

againstthe18-holer.

Golfermentalityisoften

suchthatamediocre18

willoutdrawa9-hole

coursewithbetterplay-

ingconditions.Regard-

less,itbehoovesthe

9holeoperatortodo

thebestpossiblejobof

developingtheircourse

withintheirbudgetfor

maintenanceandim-

provements”(p.5).

Placing Oak Knoll In A Strategic Context

TheabilityforOakKnolltobeanimble,self-

sufficient business enterprise is in stark contrast

tootherParksandRecreationoperations.Con-

sequently, any specific, comprehensive study

must identify and define fundamental strategic

perspectivesandbusinessstrategiesnotnec-

essaryorpertinentforotheraspectsofatax-

basedentity.

OakKnollgeneratesapproximately

$330,000annuallywithinthe$6.2millionParks

andRecreationdivision.Althoughitismunici-

pallymanaged,thegolfbusinessisnotimmune

fromwell-studiedprinciplespositedbyHarvard

professorMichaelPorter.Porter’scomprehen-

sivetheoriesofindustrystructureandmethods

ofgainingcompetitiveadvantageareparticularly

usefulfordiscussingOakKnollwithinabusi-

nesscontext.

The corporate strategist’s goal is to find a

positionintheindustrywherehisorhercompa-

nycanbest

defendit-

selfagainst

(competi-

tive)forc-

es”(Porter,

1979,

p.137).

Knowing

theun-

derlying

sourcesof

competi-

tion–both

internal

andexternal–providesthegroundworkfora

strategicagendaofaction,andPorterprovides

aframeworkinwhichtodescribeforcesgovern-

ingcompetition(p.138).

ChartAdepictsPorter’sFiveForcesmodel.

Thestrengthofeach“force”determinesindus-

trystructureandhowprices,costsandlevel

of investment are influenced. Businesses in a

free-marketeconomycontendwithrivalswhile

dealingwithmarket-shapingforcessuchas

Bargaining Power of Customers (buyers); Threat

ofSubstituteProductsorServices(e.g.other

recreational activities); Threat of New Entrants

(new golf courses); and Bargaining Power of

Suppliers(golfcoursemaintenancecosts).Por-

ter explains:

Chart A: Porter’s Five Forces Model


7

Buyer power influences the prices

that[businesses]cancharge…as

doesthethreatofsubstitution.The

power of buyers can also influence

costandinvestmentbecausepow-

erfulbuyersdemandcostlyservice.

Thebargainingpowerofsuppliers

determinesthecostofrawmaterials.

… The intensity of rivalry influences

prices[and]costsofcompetinginar-

eassuchas…productdevelopment,

advertisingandsalesforce.The

threatofentryplacesalimitonprices

...(Porter,1980,p.5).

Porter’s Competitive Strategies Model

Porter’sgenericcompetitivestrategiesmatrix

isausefultoolinanalyzingthegolfindustry.

Sustainablecompetitiveadvantage—the

keytoabove-averageperformance—isderived

from three generic strategies: Cost Leader-

ship,DifferentiationandFocus(Porter,1980,

p.11).Costleadershipanddifferentiationare

viewedasbroad

marketsegmen-

tationstrategies,

whilefocusstrate-

gies“aimatcost

advantage(cost

focus)ordifferentiationinanarrowsegment.”

Strategiesrequiremakingrevealingchoices

“aboutthetypeofcompetitiveadvantage[a

business]seekstoattain[and]…Being‘all

thingstoallpeople’isarecipefor…below-av-

erageperformance”(p.12).

Costleadershipinvolvesbeingthe“low-cost”

producerthatsqueezesadvantagesfrommany

orallaspectsoftraditionalindustrialstructure(p.

13),whiledifferentiationrequiresbeing“unique”

fromacompany’srivalsinavaluablemanner

thatcommandsapremiumprice(p.14).Mean-

while,focusstrategiesaredeliberateattempts

tosegmentanindustrytoachievesustainable

competitiveadvantagebycateringtoanar-

rowmarketthrougheitheracostadvantageor

throughfocuseddifferentiation(p.15).

AccordingtoPorter,theleastadvantageous

positionwouldforabusinesstobe“stuckin

themiddle”ofhiscompetitivestrategiesmatrix

because“costleaders,differentiatorsandfocus-

erswillbebetterpositionedtocompeteinany

segment”(p.16).

“Becomingstuckinthemiddle,”Porter

states, “is often a manifestation of a firm’s un-

willingnesstomakechoicesabouthowtocom-

pete.”

Smith & Marco (2004)

Oneofthefewrecentacademicjournal-re-

viewedstudiescouplingthegolfindustrywith

mainstreambusiness

principles,published

inSeptember2004

byRobertMorrisUni-

versityresearchers

AlanSmithandGayle

Marco,focusedondeveloping“facility-levelmar-

ketingplans”byidentifying“targetcustomers”

(p.371).

SmithandMarcosaidaneffectivemarket-

ingstrategyshouldbebasedonknowledgeof

community and course user demographics; it

shouldidentifythetypesofgolfersmostlikelyto

enjoy the course; and identify major competitors

“Becoming stuck in the middle is often a

manifestation of a firm’s unwillingness to

make choices about how to compete.”

—MichaelPorter,CompetitiveStrategy(1980)


8

intermsofrecreationalactivitiesthatcompete

withthegolfcoursefortargetcustomertimeand

money(p.371).

Theresearchersutilizeddataandterminol-

ogyfromtheNationalGolfFoundation(NGF),a

Florida-basedconsortiumthatconductscompre-

hensiveindustryresearchstudiesonbehalfof

6,000 member companies. The NGF classifies

anestimated27.3milliongolfersintheUnited

Statesasbeingeither“Core”or“Occasional.”

Coregolf-

ersplayeight

timesormore

peryear,while

Occasional

golfersplayat

leastonceayear–creatinganindustryeasily

fragmentedintoarainbowofcategorieshighly

dependentonage,genderandincomelevel.

Asaresult,SmithandMarcoinsist,“seg-

mentingproductsandservicesto[attract]a

broaderrangeofcustomers…and[developing]

morecommittedgolfersmaybeatremendous

boosttothegolfindustry”(p.373).

MethodologyAnalyzing the Trade Area

The1992THKmarketanalysisdelineated

trade areas and quantified both supply and

demandwithinJacksonCountybasedoncourse

locations,populationdistributionandnational

golfing trends. The report made 10-year projec-

tions,buttheRogueValley’ssubstantialgrowth

overthepast13yearsnecessitatesarecalcula-

tionofthetradearea.

Inapresentationatthe2005NationalParks

andRecreationAssociationconvention,the

NGF’sRichardSingersaidpublicgolfcourse

operatorsmustbefamiliarwiththenatureofthe

golfmarket,customerorigin,andhowthefacility

comparestothecompetition.

UsingTHKmethodologyasaguidetoad-

dressthesevitalpoints,theupdatedmarketes-

timatescontainedinthisreportincorporatethe

mostrecentandcompletedatasetsavailable.

Thegolfdemandprojection,forexample,is

basedonavarietyof2000and’04U.S.Census

Bureau figures

aswellas2004

NGFstatistics.

Thenew

analysisincor-

poratesthe

estimatednumberofgolfroundsgeneratedby

tourists,whichisgleanedfroma1991study

conductedbySouthernOregonUniversityfor

theSouthernOregonVisitorsAssociation–the

mostrecentbodyofresearchonRogueValley

visitortendencies.

Golfdemandisderivedfromtheplaying

habitsofresidentgolfers,ages10andup,and

theprojectionofroundsgeneratedbytourists,

specifically hotel visitors, seasonal residents and

recreationalvehicletravelers(THK,1992,pp.

108,116).Thesedatavariablesareshownin

Appendices8and9,respectively.

Ifatypicaltradeareacaptures85percentof

totaldemand,golfcoursesupplyistotaldemand

multipliedby.85anddividedbythetradearea’s

aggregatecoursecapacity,aformuladisplayed

inTable1(THK,1992,p.131).

AsshowninTable2,golfcoursecapac-

ityisdeterminedbyconsideringdaylighthours

availableperday,themaximumnumberofgolf

Table 1: Calculating Golf Course Supply

Projectedgolfrounds(Demand)x.85(estimatedcapturerate)Maximumtradeareafacilityaccommodation(Capacity)

Source: THK Associates (1992)

L i t e r a t u r e R e v i e w / M e t h o d o l o g y

9

groupsperhour,averagegroupsize,golfsea-

sonlength,andgoodweatherdays.Maximum

capacityfora9-holecourseis63,810rounds

peryear,whilean18-holecourseaccommo-

datesupto77,890rounds(THK,1992,p.131).

Becauseofthenumerousvariablesincorpo-

ratedintothemarketanalysis,ownersorhead

professionalswerecon-

tactedinanefforttoobtain

actualroundsplayedtotals

orexpertestimatesfor

eachgolfcourseinJack-

sonCounty.

AllrecentOakKnoll

statisticsaredrawnfrom

month-by-monthtallies

compiledbythegolfpro

thatarealsodocumented

bytheCityofAshland.

Survey Method Design

Thestudyincorporatedasurveymethod

plandesignedtoprovideaquantitativedescrip-

tionoftrends,attitudesandopinionsoftheover-

allAshlandpopulaceandnon-residentsmost

likelytopatronizeOakKnoll(Creswell,2003,p.

153).

Cross-sectionalinnature,datacollection

utilizedquestionnairesdistributedinamanner

mostlikelytogeneratearandom(andanony-

mous)sample.Inmanyinstances,however,

anon-probability(convenience)samplewas

cultivatedtocultivatetargetedsegmentsofthe

population most difficult to obtain (Creswell,

2003,pp.155-6).

Questionnairedatacollectionfocusedon

across-sectioncomprisedoffourstrategically

meaningful groups:

• Ashland residents classified as Core or

Occasionalgolfers.

• Non-golfing Ashland residents.

•Non-Ashlandresidents(wholiveinthe

RogueValleyandplaygolf).

•Tourists(non-RogueValleyresidents).

Approximately200papercopiesofthefour

questionnairesweredistributed,and84were

returned,mostlyviaU.S.Mail,duringMarchand

April2006.

InordertoqueryregularOakKnollcus-

tomers,100copiesweredisseminatedtothe

course’sMen’sandWomen’sClubsattheir

respectiveseason-openingfunctions.Another

50residentgolfersurveyswereavailableto

thegeneralpublicattheOakKnollclubhouse

throughoutthetwo-monthsamplingperiod.

Adozenresidentnon-golferswereidenti-

fied on a door-to-door basis on Rose Lane and

OrchidStreetinAshland,and10otherquestion-

nairesweredistributedtoSouthernOregonUni-

versityemployeesandcustomersattheAshland

branchofBankoftheCascades.

Electronicversionsofresidentquestion-

naireswerepostedontheCityofAshlandand

Table 2: Variables in Calculating Course Capacity

•Hours available per day: 11 during peak season; 8 during off-peak•Maximum golf groups per hour: 7.5•Average group size: 3.5 for 18-hole courses; 3.0 for 9-hole courses•Golf season length: 183 peak; 182 off-peak•Good weather days: 312

Oak Knoll/9-hole capacity:63,810rounds/year18-hole course capacity:77,890rounds/year

Source: THK Associates (1992)

M e t h o d o l o g y

10

ParksandRecreationwebsites,generating15

ofthe72golferresponsesand33ofthe44from

non-golfers.

Thenon-Ashlandresidentandtouristques-

tionnaireswereentirelynon-probabilitysamples.

SOUMasterinManagementprogramcol-

leaguesGenePelham(RogueFederalCredit

Union-Medford)andJacksonBaures(Jackson

CountyEnvironmentalHealth)wereinstrumental

indistributingthenon-Ashlandresidentques-

tionnairestonineco-workersoracquaintances.

TheothersixcamefromSOUemployeesor

BankoftheCascadescustomers.

Amasse-mailtoout-of-townsubscribers

toSOU’selectronicsportsnewsletterhelped

generate 10 tourist responses, while seven filled

outtheon-lineformontheAshlandChamberof

Commercewebsite,andtwoobtainedtheforms

attheOakKnollclubhouse.

Questionnairesweretailoredtoparticularat-

tributesofeachgroup.Non-golfers,forexample,

werenotaskedhowoftentheyplayatOakKnoll

(a question especially pertinent for golfing resi-

dentsandnon-residents),butopinionsrelatedto

thegolfcourseasataxpayer-supportedopera-

tionwerecertainlyinsightful.Althoughseveral

similarthemeswereaddressed,eachquestion-

nairecontainedatleasteightquestions,andno

singlequestionappearedonallfourforms.

The15-questionresidentgolfersurvey(Ap-

pendix13)generatedquantitativedatapertain-

ing to four major themes: frequency of play and

playing trends; perceived playability of Oak

Knoll; perceived impact of a new 18-hole golf

course in or near city limits; and views pertaining

tocurrentcoursefundingpoliciesand/orpos-

sible future options. The open-ended final ques-

tion,“WhatisOakKnoll’sfuture?”produceda

considerablenumberofqualitativeresponses.

Theeight-questionresidentnon-golfersur-

vey(Appendix14)determinedlevelsofoverall

familiarityofOakKnollandworthinessofgolf

as a civic-funded venture; appropriate uses for

Parks and Recreation funding; and willingness

totakegolflessons.

Non-residentRogueValleygolferswere

askedsevenquestions(Appendix15)pertaining

tofrequencyofOakKnollpatronage,therea-

soning behind the decision to play at Oak Knoll;

perceptions of the course; and best incentives to

promotemorefrequentuse.

Touristswereasked17questions(Appendix

16) ranging from nature of visit to Ashland; pro-

pensity to play golf (at Oak Knoll) during the trip;

evaluation of Oak Knoll; and likely future tenden-

cies.

Other Data Sources

Otherprimarysourcesofinferencecame

fromstatisticalanalysisandcomparisonofrev-

enues, profits, rounds played and greens fees

basedonCityofAshlandrecords.

InformationregardingOakKnolloriginated

from three sources: archival records stored in

the Parks and Recreation Department office,

annual financial statements provided by the city,

andmonth-by-month9-holeroundsplayedtotals

compiledbythecourse’sgolfpro.Somecourse

recordsdatebackasfaras1991–threeyears

priortotheParksDepartmenttakeover,while

theTHKreportcontainedrelevantcoursedata

fromasfarbackas1978.

Afterconvertingroundsplayedfromcalen-

dar-year totals to correspond to fiscal years (that

M e t h o d o l o g y

11

beginJuly1),Ashland’sgolfbusinesscanbe

categoricallycomparedtoeightseasonsofcerti-

fied performance numbers for Stewart Park Golf

CourseinRoseburg,asimilar9-holemunicipal

course.

Archivalinformation

alsoestablishesanhistori-

calbasisofcomparisonof

OakKnoll’sgolffees–its

financial lifeblood – to its

two9-holecompetitorsin

Medford: Stewart Meadows

andQuailPoint.

Anothercomparative

sourcerelatestotheperfor-

manceofMt.AshlandSki

andSnowboardResort,a

seasonal,weather-depen-

dentrecreationalenterprise

ownedbytheCityofAshland

and operated by a non-profit

organization.

FindingsRounds, Revenue

Trending Downward

OakKnollisfailingto

achieveanimportantGolf

Division goal: increasing the

overalluseofthefacility.

Accordingtotabulationscompiledbythe

headgolfpro,23,7649-holeroundswereplayed

at Oak Knoll for the fiscal year (FY) ending June

30,2005,whichislessthanhalfthenumberthe

coursereceivedin1991,andnearlyone-third

less than the FY 1996 total — the first full year

ofdirectParksDepartmentoversight(Appendi-

ces3and5).

Roundsdroppedsevenofthepastnine

years,andfourstraightsince2001whenthe

coursehostednearly30,000.

The2005totalmarkedthelowestlevelof

OakKnoll

usagesince

1980.

OakKnoll’s

declineinplay

isinexcess

ofbroader

trends.Annual

NGFsurveys

(Appendix4)

revealeda

dropofupto

threepercent

inregionaland

nationalplay

atsimilarlow-

er-costpublic

“value”cours-

esbetween

2001and’03,

andaslight

uptickin2004

– a fiscal year

thatmarkeda

6.4percentdeclineinplayatOakKnoll.

Factoringincapitaloutlaysforconstruction

ofadrivingrangeandclubhouserefurbishment

between 1999 and 2004, Oak Knoll fulfilled its

goal of generating a profit at least four times

overthepastdecade,butonlyoncesince2002.

As a result, the course’s financial safety net –

thegolffundbalance–shrunkbyover$30,000

Oak Knoll Rounds Played

0

10,000

20,000

30,000

40,000

50,000

60,000

1982

1983

1984

1985

1986

1987

1988

1991

1992

1993*

1996*

1997

1998

1999

2000

2001

2002

2003

2004

2005

Oak Knoll Revenue

$0

$100,000

$200,000

$300,000

$400,000

$500,000

1982

1984

1986

1988

1990

1992

1996

1998

2000

2002

2004

M e t h o d o l o g y / F i n d i n g s

12

to $62,300 the past three fiscal years (Ashland,

2004-05).

OakKnollisattractingfewerplayers,but

gradualfeeincreasesallowedcourserevenues

toremainbetween$317,000and$344,000

seven of nine fiscal years. Despite its declining

usage,thecoursewasonly$12,142awayfrom

breaking even in FY 2005.

Fees

Golfcourseincomeis

determinedbywhatcus-

tomerspayforservices,

primarilygreensfees,cart

feesanddrivingrangere-

ceipts.Becausetheyare

thecourse’sprimaryrev-

enuestream,OakKnoll’s

golffeesareexamined,

discussedandultimately

approvedbyavoteofthe

ParksandRecreationCommissioneachyear.

Appendix1providescurrentratesandafee

history(basedonCityofAshlandrecords),and

Appendix2comparescurrent9-and18-hole

ratestoQuailPointandStewartMeadows.

Oak Knoll’s occasional rate hikes reflect

apacesimilartothenationalcostoflivingin-

creasebetween1995and2005—27.8percent

—(AmericanInstitute,2006),butgreensfees

have reached equilibrium with no significant

pricechangesthepasttwoseasons.WhileOak

Knoll’s9-holewinterrateis$4lessthanStewart

Meadowsand$5belowQuailPoint,thepeak-

seasonsummerratesatallthreecoursesare

withinadollar($15atOakKnollandStewart

Meadows; $16 at Quail Point).

TheCommissiondiscontinuedall-you-can-

play five-day and monthly passes during its

November2005regularmeeting,butvociferous

oppositiontocompleteeliminationoftheyear-

roundpassesculminatedwithasubstantialrate

increaseintheseven-dayindividualandfamily

annualpasscategories.

Oneofonlytwopubliccoursesinthecounty

tooffer

annual

passes,75

suchpass

holdersac-

countedfor

$48,000,

represent-

ing14.4

percentof

OakKnoll’s

total2005

revenue.

Atthetime,thiscommissionerarguedthese

“memberships”complicateeffortstomakelong-

termrevenueprojections,andtheyfrequently

reduceacourse’soverallincomeperround.

(StewartParkGolfCourse,whichisdiscussed

laterinthissection,isaprimeexample.)

Master Plan Warning Goes Unheeded

AnimportantelementofRobertMuirGraves’

masterplandocumenthasgoneunheeded.

Graves said in his 1997 report: “(Oak Knoll’s)

presentirrigationsystem,besidesbeingout-

dated,presentsadditionalproblemsinthatparts

are difficult to obtain. Coverage is poor in some

areas. Although a difficult cost problem to over-

come,anewirrigationsystem,oranupgrad-

($60,000)

($45,000)

($30,000)

($15,000)

$0

$15,000

$30,000

$45,000

$60,000

19961997

19981999

20002001

20022003

20042005

Oak Knoll Profits (Losses)

Since 1996

F i n d i n g s

13

ing, should definitely be in your future planning”

(Graves,1997,p.4).

Nineyearslater,OakKnollstillreliesonthe

same,antiquated,failingirrigationsystem,and

theCommissionhasyettoaddress

theissueinameaningfulmanner.

AshlandParksSuperintendent

SteveGiesestimatestheirrigation

systemis“atleast40yearsold”and

wouldrequire“uptoamillion”dollars

toreplace.Healsosaidcoursework-

ersspend“aconsiderableamountof

time”makingpiecemealrepairsonan

annualbasis,whichtakestimeaway

fromothermaintenancetasks.

How Oak Knoll Compares

TheMedford-Ashlandareagolf

marketcontains10golfcourseswith

wide-rangingcharacteristics,andAp-

pendix10providesadetailedcom-

parison.

UtilizingPorter’sgenericcompeti-

tivestrategiesmatrix(ChartB),Oak

Knollisalow-costcourseappealing

toabroadtargetinahighlycompeti-

tivequadrantshapedbyconsumer

flexibility and impacted by attractive

newentrants.

OakKnoll’scompetitorsinthe

low-costquadrantarefellow9-hole

coursesStewartMeadowsandQuailPointas

wellaslower-cost18-holetracksStoneRidge

and Cedar Links. With greens fees ranging from

$15 to $33, all five courses fall into the NGF’s

under-$35 “value” classification (“Golf Industry,”

2005,p.11).Additionally,eachcourseoperates

adrivingrange,andfourhaveaclubhouseres-

taurant—apopularconvenience.

Basedonroundsplayedestimates,Oak

Knollistheleast-playedcourseinthequadrant.

EaglePointandCentennialoccupythe

broaddifferentiationquadrant.Designedby

well-knowngolfcoursearchitects,thesewell-

maintainedchampionship-length18-holelinks

commandpremiumfeescomparedtoother

JacksonCountycourseswithcomprehensive

StoneRidge(20%)Stewart

Meadows(30%)

CedarLinks(18%)

QuailPoint(18%) Oak

Knoll(14%)

Low-Cost

Cost-Focus

BearCreek

LaurelHill

DifferentiationFocus

Differentiation

Rogue ValleyCountry Club

EaglePoint

Centennial

Golf Course Positioning Within Jackson County Trade Area

— Broad Target —

— Narrow Target —

Co

mp

eti

tive

Sc

op

e

Competitive Advantage

(percentage of quadrant market share)

Chart B:Porter’s Generic Strategies Matrix

F i n d i n g s

14

amenities,includingprofessional-caliberpractice

areas.

RogueValleyCountryClub,aprivate,mem-

bers-only27-holefacility,isanexcellentexam-

pleofabusinesswithadifferentiationfocuson

affluent clientele. Conversely, executive-length

9-hole courses Bear Creek and Laurel Hill offer

aquick-and-inexpensivegolfexperiencebest

classified as a cost-focus strategy.

Market Analysis

Themarket

analysisemulates

the1992THKstudy

in defining Oak

Knoll’s trade area;

projectingover-

allmarketsupply,

demandandcapac-

ity; and calculating

marketshare—im-

portantevaluation

measuresforabusinessenterprise.

Trade Area Defined

Delineating Oak Knoll’s trade area identifies

sourcesofcustomersandhelpsquantifyhow

thebusinessstacksupagainstitscompetitors.

THK defines trade area as “a function of

populationdensity,naturalbarriers,golferdis-

tance/traveltimehabits,accessibilityofthesite,

competitivenatureofthegolffacility,andthe

locationofcompetitivefacilities”(THK,1992,p.

41).

OakKnollhasaprimaryandasecondary

tradearea.

Becausethree-quartersofgolfersdriveup

to20minutesand10.4milestothecoursethey

play most often (NGF, 2005, 2Q; THK, 1992,

p.76),theAshlandtradearea(Appendix12)

encompassestheMedfordcitylimitsandthe

97535(Phoenix),97540(Talent)and97520

(Ashland)zipcodes,representing89,031resi-

dentsage10andolder.

JacksonCounty,whichcontains158,567

residentsoveragenine,comprisesthebroader,

secondary

tradearea(Ap-

pendix11).

Applying

nationalgolf-

ingtendencies

compiledby

theNGF,the

Ashlandtrade

areacontains

7,119resident

golferswho

produceade-

mandof134,33818-holerounds,an18.9aver-

ageperplayer.THK’s1992estimateoftourist

demandprojectstouristsproduce158rounds

perday(THK,1992,p.108),addinganaddi-

tionaldemandof92,820roundsforagrandtotal

of227,158.

In1992,THKestimated37.4percentof

demandinAshlandtradeareawouldcomefrom

non-residents.Presentdatacollectionmethods

make it difficult to gauge the accuracy of tourist

demandprojections,buta2004customersur-

veyconductedbythen-courseproTomKohler

revealed26percentofcustomerswerenon-resi-

dents(Kohler,2004).

Estimated Market Share

Jackson County Golf Trade Area

Oak Knoll

7%

Laurel Hill

7%

Eagle Point

9%

Stewart

Meadows

15%

Cedar Links

9%

Stone Ridge

11%

Rogue Valley

CC

22%

Bear Creek

11%

Quail Point

9%

F i n d i n g s

15

Shrinking Market Share

Only one out of every five Oak Knoll golfers

played 18 holes at a time in 2005. Because five

ofthemarket’s10coursesare9-holefacilities,

andconsideringtheWorldGolfFoundation’s

definition of a round is “one person teeing off in

anauthorizedstart,”a9-holeroundisconsidered

acompleteroundfor9-holecoursesinthisstudy

(Singer,2005).

Giventhatinterpretation,the23,764rounds

played at Oak Knoll during fiscal year 2005 rep-

resentsa10.5percentshareoftheAshlandtrade

area,a9.5-to-1ratio.Whencomparedtothe

widerJacksonCoun-

tytradearea,the

Ashlandcourseac-

commodatesroughly

oneinevery13.6

roundsdemanded,

or7.3percent.

Bycomparison,

in1991,OakKnoll

received23percent

ofthetotalroundsplayedintheAshlandtrade

areaand19.6percentoftheoverallJackson

CountymarketbasedonTHKanalysis(p.129).

THKalsoestimatedan18-holeAshland

coursewouldhaveexpecteda17percentmar-

ketcaptureratein1993(p.131)withOakKnoll

garnering15percentofthemarketwith39,810

9-holeroundsin1995(p.132).

Oversupplied Golf Market

Basedonexcessgolfdemand,theTHK

studycalculatedanundersupplyofgolfcourses

intheRogueValleyin1992,andthecompany

projectedthegolfmarketwouldreachequi-

libriumwithanadditional9-holecourseinthe

JacksonCountytradearea(p.127),aswellas

an18-holecourseinornearAshland(p.131).

ThenumberofU.S.golfersgrew7.4percent

from25.3toanall-timehigh27.3millionbe-

tween 1992 and 2004 (NGF, 2005; THK, 1992,

69),andcountypopulationexperienceda23.8

growthratebetween1990and2000according

to Census figures. The presumed increase in

golfdemand,however,ismitigatedbytheaddi-

tion of five courses representing 72 golf holes in

oraroundMedfordsince1993.

Overall profitability within the Jackson

Countygolf

marketisnow

threatenedby

anoversupply

ofgolfcourses.

Comparedto

updatedprojec-

tions,thenine

facilitiespro-

viding126golf

holesin2005representanexcessof2.418-

holecourseequivalents(Table3).

Projected Demand vs. Estimates

Roundsplayedtotals(orestimates)obtained

from officials at all but two area golf courses

Table4)addcredencetotheupdatedJackson

Countytradeareademandcalculation.

Although Laurel Hill usage was based on the

1991roundslistedbyTHKandStoneRidge’s

wasanauthor’sestimate,themarketsupports

roughly326,264rounds–atotalwithinoneper-

cent(1,069rounds)frommatchingthecounty

golfdemandprojectionprovidedearlier.

Table 3: Jackson County Trade AreaGolf Facility Supply

•Total Facilities:9•18-Hole Equivalents:7.0(126holes)•Total Capacity: 658,590rounds•Demand @ 85% capture rate: 276,415•2005 18-Hole Facility Oversupply:2.418-holecourses•1993 Undersupply (THK): 0.618-holecourses

Basedongolfcoursesoperatingin2005.

F i n d i n g s

16

Operating Capacity

Whilethecountygolfmarketoperatesat

nearly50percentoftotalcapacity,OakKnoll’s

2005capacitywasonly37.2percent—thesec-

ondlowestamongthenineoperationalcourses,

andover12percentagepointslowerthanthe

marketaverage.

Rounds played at Cedar Links (38.5 per-

cent)andBearCreek(54.9)arealsotrending

downward. Eagle Point’s usage is flat, but Oak

Knoll’sprimarycompetitors,QuailPointand

StewartMeadows,receivedincreasedusein

2005comparedtothepreviousyear.

Survey Results

Becausemunicipalgolfcoursemanagement

isnotresistanttoshiftingwindsoflocalpolitics,

Commissiondecisionsmaybeswayedbypublic

opinion.Understandingcustomerandcivicper-

ceptionsofOakKnollGolfCourseandplayabil-

ityopinionsareessentialelementsforplanning

anddecision-making.

The following is a synopsis of key findings.

Completesurveyresultsandatranscriptof

golfercommentsaresuppliedinAppendices13

through17.

Course Evaluation

Of97AshlandorRogueValleyresidentsand

touristssurveyedwhohadplayedgolfatOak

Knoll,43analyzedplayingconditionsasbeing

“average”(44.3percent),althoughmoreindi-

catedtheAshlandtrackis“belowaverage”or

“poor”(30)than“aboveaverage”or“outstand-

ing”(24).

Whenaskedtorankthetopfourmainte-

nanceneedsinalistofeightpossibilities,an

evennumberofresidentandRogueValley

customers(55of80,69percent)indicatedOak

Knollneeds“bettermaintainedfairwaysand

roughs”and“improvedteeboxes.”“Betterput-

tingsurfaces”(44)and“higherqualitysandin

bunkers”(33)roundedoutthetopfour.

Residentgolferssuppliednumerouscom-

mentsrelatingtocourseconditions.Some

notable thoughts:

Table 4: Rounds Played & Capacity Estimates

Course Rounds Year Trending Capacity SourceBearCreek 35,000 2005 Down 54.9% MarlaCorbinCedar Links 30,000 2004 Down 38.5% Scott LuskEaglePoint 30,000 2005 Flat 38.5% ShannonGalpinLaurel Hill 22,500 1991 Unknown 35.2% THKOakKnoll 23,764 2005 Down 37.2% CityofAshlandStewartMeadows 50,000 2005 Up 78.3% DanCoughlinQuailPoint 30,000 2005 Up 47.0% PeggyAtwoodRogueValleyCC* 70,000 2005 Up 66.1% JimWiseStoneRidge 35,000 2005 Unknown 44.9% (estimate)Totals 326,264 49.5%*Basedon18-holecapacityplusapart-time9-holecapacity(28,080)=105,870

F i n d i n g s

17

•“Ifimprovementsaren’tmade,

(OakKnoll)willgodownhill!”

•“OakKnollisagreatlittle

course.Iwouldhopeyouwould

maintainthecoursebetterwithmi-

norimprovements,andleavemost

thingsas-is.”

•“Theconditionsofthecourse

mustbeimprovedinordertoat-

tractplayers.”

•“Mowmoreoften–(grassis)

too high to even find ball – creates

slowplay.”

• “It’s a great location; (Oak Knoll is) just too

smallandpoorlymaintained.”

•“IenjoyplayingOakKnoll.Ithinkwithafew

changes(i.e.sandtrapsandfastergreens)it

wouldmakeitagreatcourse.”

Impact of Nearby Competition

Consideringlongtimeeffortstobuildagolf

courseontheBillingsproperty,thepotential

impactofan18-holecompetitorinornearthe

AshlandcitylimitsisasourceofanxietyforOak

Knollenthusiastsandpolicymakers.

Fortunately,43percentofresidentgolfers

saidtheirplay-

ingtendencies

arenotlikely

tochangeifan

18-holecourse

opensintown,

althoughone

inroughly

three(32per-

cent) answered in the affirmative, and 25 per-

centweren’tsure.

Meanwhile,60percentofRogueValley

residentgolferslivingoutsideAshlandindicated

theywouldplayOakKnollless,but75percent

oftouristswouldconsiderplayingatthemunici-

palcourseregardlessofothernearbyoptions.

Polarized Opinions

Themostpolarizingsurveydatarelatedto

theCommission’sexpectationthatOakKnollbe

aself-sustainingenterprise.

Bya61-to-39margin,aclearmajorityof

residentgolfersbelievetaxpayersshouldhelp

subsidizeOakKnoll,whilearesounding71per-

centofresidentnon-golfersbelievethecourse

mustbeself-sustaining.

Aresidentgolfer

statedOakKnoll“isacity

amenityevenifit’snot

usedbyeveryone.Idon’t

ownaplanebutIsubsi-

dizetheairport.”Another

golfersaid,“We(Ashland

taxpayers)subsidize

otheropenspaces,”while

anotherindividualadded,“Mostparks/swimming

poolsarenotself-sustaining.”

Oak Knoll Improvements

Recommended By Resident Golfers

0 10 20 30 40 50 60

Rebuild tee boxes

Upgrade putting surfaces

Place higher quality sand in traps

Construct more sand traps

Plant more trees

Better maintain fairways and roughs

Build driving range parking area

Install cart paths

Survey Respondents

Fifty-eight percent of non-golfing residents

believe “city-owned recreational facili-

ties like a golf course ... have significant

enough economic impact ... to warrant

large-scale capital improvements.”

—2006OakKnollSurvey

F i n d i n g s

18

Otherquestionsinjectedmoregrayintothe

seeminglyblack-and-whitedivide.

Amajorityofresidentnon-golfersanswered

“yes”to“ShouldtheCityofAshlandbeinthe

golfbusiness?”and78percentindicatedOak

Knollshouldbeconsideredacitypark/open

space(whichare

subsidizedame-

nities).When

askedaboutthe

mostappropri-

ateuseofParks

funding,63per-

centchosephysi-

calimprovements

thatmakeOak

Knollmoreat-

tractivetopro-

spectivegolfersoverthe

alternative: a marketing or

advertisingplandesigned

toincreasecourseusage.

The non-golfing

residentsalsobelieved

“city-ownedrecreational

facilitieslikeagolfcourse,

skiareaoricerinkhave

significant enough eco-

nomicimpactoroverallcivicworthtowarrant

large-scalecapitalfacilityimprovements”bya

58-to-42margin.

Themostlopsidedsurveyresultsrelatedto

revenuepolicyquestionswasthewillingnessof

nearly83percentofAshlandgolferstoaccept

“occasional,modestgolffeeincreasesifthe

additionalrevenuesfundedOakKnollimprove-

ments.”

9 vs. 18 Holes

Ashlandgolfersandnon-golfersagreed

ononemajorconsiderationintheeventthe

Citychoosestooperatean18-holegolffacility.

Bynearlyidenticalmargins(78-to-22percent

among golfers; 76-to-24 among non-golfers),

thetwogroupsagreed

“buildingasecond

nineholesatornear

OakKnoll”isprefer-

entialoversellingthe

existingcourseand

building“anewand

improved18-hole

courseelsewhere.”

Resident Golfers

InkeepingwithAsh-

land’sreputationfor

beingapopularplace

toretire,two-thirdsof

Ashlandresidentgolf-

errespondentswere

overage55(acom-

monminimumagefor

discounted“Senior”

golfrates),and89

percentindicatedthey

are “Core” golfers. Thirty-five percent said they

hadplayedOakKnollwithinthepastweek,and

thevastmajority(94percent)hadplayedthe

coursewithinthepastyear.

The71respondentsinamultiple-response

questioncitedconvenience(50),location(39)

and camaraderie (i.e. Men’s Club; Women’s

Club)(31)asthetopthreereasonstheygolfat

OakKnoll.Affordabilitywasfourth(29).

Affordability 29

Convenience 50

Location 39

Course Quality/Attributes 13

Camaraderie 31

Special prices, discounts or 31

Improved course conditions/at 27

A full 18-hole links 21

Top Reasons Why Resident Golfers

Play At Oak Knoll

0 10 20 30 40 50 60

Affordability

Convenience

Location

Course Quality/Attributes

Camaraderie

Survey Responses

Top Incentives For Attracting

Golfers to Oak Knoll

0 5 10 15 20 25 30 35

Special prices,discounts or

packages

Improved courseconditions/attributes

A full 18-hole links

Survey Responses

Affordability 29

Convenience 50

Location 39

Course Quality/Attributes 13

Camaraderie 31

Special prices, discounts or 31

Improved course conditions/at 27

A full 18-hole links 21

Top Reasons Why Resident Golfers

Play At Oak Knoll

0 10 20 30 40 50 60

Affordability

Convenience

Location

Course Quality/Attributes

Camaraderie

Survey Responses

Top Incentives For Attracting

Golfers to Oak Knoll

0 5 10 15 20 25 30 35

Special prices,discounts or

packages

Improved courseconditions/attributes

A full 18-hole links

Survey Responses

F i n d i n g s

19

Inanattempttoclarifywhichcoursesare

OakKnoll’skeycompetitorswithintheexisting

golfmarket,AshlandgolferslistedStoneRidge

(by62percentoftherespondents),QuailPoint

(43percent),StewartMeadows(43percent)and

EaglePoint(42percent)astheotherfrequently

patronizedfacilities.

This sampling group identified (by a nar-

rowmargin)improvedcourseconditions/aes-

theticsasthetopincentivethatwouldmake

theminclinedtoplayatOakKnollmoreoften

(34percent),whilespecialprices,discountsor

packages(32percent)andtheprospectofafull

18-holelinksatthepresentlocation(27percent)

weren’tfarbehindinoverallpreference.

Whengiventhechoice,awhopping92

percentbelievecapitalimprovementsarethe

bestuseofParksDepartmentfundingrather

thaninvestmentinaprofessionalmarketingand

advertisingcampaign.

Golfers From Nearby Communities

Unliketheresidentgolfersampling,80

percentofnon-Ashlandgolferswholiveinthe

RogueValleylistedbeingunderage55,and

sixofthe15totalrespondents(40percent)

hadplayedOakKnollwithinthepastyear.The

samepercentageareinclinedtovisitthecourse

sometimethisyear.

Affordabilitywasthemostcommonresponse

tothereasoningbehindchoosingOakKnoll(40

percent),and60percentlistedspecialprices,

discountsandpackagesasthemostlikely

reasontheywouldplaymorefrequentlyatthe

Ashlandcourse.

Tourists

Fifty-eightpercentoftouristssurveyed

typicallybringtheirgolfclubsontheirvisitto

Ashland,whichisatleasttwiceayear(for56

percent)foruptotwodays(for58percent)while

stayingatahotelormotel(for53percent).

Althoughmostsaidtheyrarelygolfinsouth-

ernOregon(63percent),14of19hadbeenOak

Knollcustomers,with39percentutilizingthe

courseatleastonceayear.Overthree-quarters

plannedtoplaygolfinAshlandinthefuture.

Courseimprovements(85percent),special

discounts(81)andafull18-holeround(65)were

well-receivedpotentialtoolsinenticingthese

touriststoplaythecoursemoreoften.

Resident Non-Golfers

Mostofthesurveyresultscollectedfrom

residentswhodon’tplaygolfhavealreadybeen

imparted.Thisgroup,however,appearstobe

familiarwithOakKnollasacivicendeavor,

evidencedbyan83-percentawarenessthat

OakKnollisapubliclyfundedfacility,andnota

privatebusiness.

Anotherpositivetidbitwas50percent(22of

the44respondents)wouldconsidertaking“con-

venientandaffordable”golflessons.

Similar Course, Different Town

AccordingtotheNGF,thereare7459-hole

municipalgolfcoursesintheU.S.(NGF,2005,

FacilityReport).Althoughitisnotknownexactly

howmanyofthepubliccoursesarebothman-

agedandmaintainedinamannersimilartoOak

Knoll,theCityofRoseburg,Ore.,located110

milesnorthofAshlandalongInterstate5,hasa

remarkablysimilar9-holeventure,StewartPark

F i n d i n g s

20

GolfCourse,andbothcommunitiesaretackling

challenginggolfdecisions.

Roseburg(20,447)andAshland(20,755)are

nearlyidenticalinpopulation(basedon2004

Censusestimates).

StewartPark,however,

operatesinasmaller

tradeareathanOak

Knollwithonlythree

competitors(andjust

onepubliccourse)

withina50-mileradius.

Appendix6depicts

official Stewart Park

performancedata.Un-

likeitsAshlandcoun-

terpart,roundsplayed

increased60percent

from25,652in1998to

over43,000in2005.

Like Oak Knoll, Stewart

Parkrevenuesarees-

sentially flat, growing at

onlya2.5percentrate

since2000.Infact,the

Roseburgcoursehas

averaged$270,000in

totalrevenueoverthe

pastsixyearswitha

lowof$253,452in2003toahighof$283,906in

2001.

OakKnoll’srevenue-per-roundplayed

graduallyrosefrom$9.86to$14.01between

1996and2005duetofeeincreases,while

StewartParkdeclinedinthesamestatistical

category,from$7.23to$6.24,between1998

and2005.

Stewart Park generated net profits total-

ing $31,741 in 2001, ’04 and ’05. The profits,

however,wereoutstrippedby$57,862inlosses

induring2002and’03,precipitatingcitycoun-

cildiscus-

sionabout

howbestto

improvethe

financial condi-

tionofitsgolf

enterprise.

InaMarch

2006tele-

phoneinter-

view,Rose-

burgcity

councilorand

golfcommit-

teechairman

RickCoentied

StewartPark’s

growinguse

andstagnant

incometoa

recentlack

offeeadjust-

mentsandthe

popularityof

flat-fee, all-

you-can-playseasonpasses.Thecoursesold

over200ofthesepassesfor$617eachin2005.

Coensaidprivatizingcoursemaintenance

(presentlyinvolving1.5full-timeequivalent

employeesand$163,500insalariesandben-

efits) is a potential cost-cutting measure, but he

questionswhethersuchastepwouldrepresent

worthwhilelong-termsavings.

Stewart Park/Oak Knoll

Rounds Played Comparison

0

10,000

20,000

30,000

40,000

50,000

1998

1999

2000

2001

2002

2003

2004

2005

Ro

un

ds P

layed

Stewart Park/Oak Knoll

Revenue Comparison

$0

$100,000

$200,000

$300,000

$400,000

1998

1999

2000

2001

2002

2003

2004

2005

F i n d i n g s

21

Citingthelackofatraditional18-holeex-

perienceasakeyaspectoftherevenueissue,

Coensaidthecouncilisconsideringbuildinga

newgolfcourseinanefforttoboostlong-term

golfrevenueprospectsandtohelpresolvea

major civic problem: conforming to Environ-

mentalProtectionAgencyrequirementsintreat-

ing four million gallons of effluent — the daily

amountof“dirtywater”thetownproduces.A

new,full-length18-holemunicipalcoursewould

be irrigated by effluent on civic property adjacent

tothetown’ssanitationfacility(Duncan,2005,

A2).

Mt. Ashland: A Marketing Success

OakKnoll’susageandrevenuetrendsand

modestmarketing/advertisingbudgetrunscoun-

tertoanothermajorcivicrecreationalenter-

prisethatisevenmoredependentonfavorable

weather: Mt. Ashland Ski and Snowboard Re-

sort.

TheCityofAshlandacceptedownershipof

theskiareain1992andsubsequentlyleased

the facility to a non-profit

corporation,theMt.Ashland

Association(MAA),which

hasoperatedintheblack

everyyearandhasengi-

neeredavastincreasein

facilityusage.

Appendix7depicts

statisticsprovidedbyRick

Saul,theskiarea’smarket-

ingdirector.Thedatashow

Mt.Ashland’svisitationhas

increased71percentto

over100,000since2001

with profits in excess of $470,000 between 2002

and’04.

Saul attributes the significant increases to a

professionallyintegratedadvertisingcampaign,

atargetedmarketingcampaign,specialprice

promotions,trialandretentionprograms,ris-

ingpopularityofsnowboarding,and,ofcourse,

MotherNatureprovidinggoodsnow.

Participationinthearea’sAfterSchoolSki

Program—ahighlydiscountedlearn-to-skipro-

gramforyoungstudents–tripledinthe1990s,

anditsinauguralseasonpassblitzincreased

themountain’scorecustomerbaseby40per-

centin2002-03(“SkiSnapshot,”2002-03).

IntheAssociation’s2003-04annualreport,

theskiarea’seconomicimpactonAshlandand

itsenvironswasanestimated$9.8million.

Acontroversialfacilityexpansionandmulti-

phasecapitalimprovementplanisdesignedto

appealtonoviceandintermediateskiersand,

whencomplete,isexpectedtoincreaseMt.

Ashland’snetoperatingincomebyaprojected

75percent.

Mt. Ashland Customer Visits

0

20,000

40,000

60,000

80,000

100,000

120,000

2001 2002 2003 2004 2005

F i n d i n g s

22

Implications TheParksandRecreationCommission’s

expectation for a self-sufficient Oak Knoll does

notconstitutestrategicvision.ForOakKnollto

generate profits in a golf market vastly different

thanwhentheCityofAshlandtookoveropera-

tionsin1994,policymakersmustconnecta

coursemissionstatementtoasetofshort-and

long-termactionplanswhileprovidingthetools

necessarytoachievethem.

Givenpresentmarketconditions,status quo

isnotaformulafor

success.Absent

amorecompre-

hensivestrategy

orthroughmore

detail-oriented

management,decliningusage,facilitylimitations

andmeagermaintenanceresourceswillprevent

OakKnollfromachievingitspresentGolfDivi-

siongoalsorreachingthesamelevelofsuccess

currentlyexperiencedbyAshland’sskiarea.

Affectedbyanoversupplyofgolffacilities

thatdrasticallyincreasedcompetitioninapre-

viouslystablemarket,OakKnoll’sconundrum

stemsfromdecreasingmarketshareandde-

clininglevelsofplay.Althoughoccasionalfee

increaseskeptrevenuesrelativelyconsistentin

recentyears,priceadjustmentsaresubjectto

powerfulforces,namelytheactionsofkeycom-

petitorsandthereactionofregularcustomers.

Increasinggolffeesastheprimarymecha-

nism to increase profits risks a continued de-

creaseincourseusage.Conversely,cutting

pricesorofferinghighlydiscountedroundsmay

improveusagerateswithoutgeneratingaddi-

tionalrevenue.

Ultimately,increasingthenumberofrounds

played in a way that aids profitability requires

makingstrategicdecisions.Unfortunately,Oak

Knollhas,usingPorter’sterminology,“become

stuckinthemiddle”duetoabsenceofdecision

makingabouthowtocompete.

OakKnollemploysthefewestnumberof

full-timecoursemaintenancepersonnelinthe

county(two),andgolferfeedbackimpliesa

correlationbetweencoursemaintenanceand

playability,andbetweenplayabilityandthelikeli-

hoodofcustomers

toplaymoreoften.

Alreadychal-

lengedtodifferen-

tiateitselffromits

primarycompeti-

tors,OakKnoll’sstrengths—asceniclocation

andachallenginglayout—arealsoinherent

weaknesses.Slightlyabovethenationalaver-

ageforcourseratingandslope,OakKnollis

anotaneasylinksforbeginners,andthelack

oftee-to-greencartpathsonhilly(andsome-

times muddy) terrain makes it difficult to tab

thecourseasidealforseniorgolfersonayear-

roundbasis.

BecauseOakKnoll’speakseasonfeesare

roughlyequivalenttoStewartMeadowsand

QuailPoint,itiscounterintuitivetobelievegolf-

ersinthenorthernportionoftheAshlandtrade

areaareinclinedtodrivetothesouthernmost

courseinthecountyforalow-costroundwithout

additional incentive. Yet, a reduction in fees or a

movetowardthecost-focusquadrantwithBear

Creek and Laurel Hill risks existing revenue

levelsaswellasOakKnoll’sreputationandper-

ception within the golfing community.

Golfer feedback implies a correlation

between course maintenance and playability,

and between playability and the likelihood of

customers to play at Oak Knoll more often.

I m p l i c a t i o n s

23

Recommendations Having quantified the area’s golf market,

sampledresident,touristandcustomeropin-

ions,chartedfacilitytrendsandestablished

meaningfulcomparisonstorelatedfacilities,

thefollowingrecommendationsaredesignedto

assisttheAshlandParksandRecreationCom-

missioninmakingproactiveandstrategicdeci-

sionsthatwillenhance

OakKnoll’sviabilityasa

municipalenterprise.As

awhole,therecommen-

dationsaddressthedire

needtoincreasemarket

shareandtogenerate

greaterrevenuesothat

thecourseismoreapt

toachieveexpectations,

competemorefavorably

asalow-costcoursewith

broadappeal,andgainsustainablecompetitive

advantageinacrowdedmarket.

1. Provide a realistic vision. Reaffirm or rede-

fine Oak Knoll’s mission as a municipally owned

andoperatedrecreationalfacility.Reconcile

Commissionexpectationsandfundinglevels

withoperationalneeds.Establishcleargoals

andpriorities,thenprovidethebusinesswiththe

abilitytoachievethem.

2. Improve course maintenance.Evaluate

staffing levels, equipment and efficiency. Review

howthingsarecurrentlydoneinrelationtocourse

goalsandpriorities.Emphasizeeffortsthatmake

themostimpactonplayabilityandaesthetics—two

importantcomponentsofcustomersatisfaction.

3. Implement a capital improvement plan.

Makethecoursethebestitcanbe,andprovide

golferswhattheywant–abetterproduct.

Courseimprovementsmayprovetobethe

mostpowerfulmarketingandadvertisingtoolof

all.

Theproposed2006-07ParksandRecre-

ationbudgetcontains$40,000foradriving

rangeparking

lot,apaved

pathwayfrom

theclubhouse

tothedriving

range,recon-

structionoftee

boxesontwo

holes,higher

qualitysandin

threebunkers

andthecre-

ationofatreeselectionandplantingprotocol.

Thisstepmerelyestablishesaprecedentfor

on-courseupgrades,andtheinvestmentisnot

sufficient to address additional needs.

4. Use targeted marketing and promotions.

IfOakKnollcan’tbethebiggesthammerin

thesouthernOregongolfindustry,makeitthe

sharpestnailwithtargetedmarketingandquan-

tifiable efforts to achieve sustainable competi-

tiveadvantage.Increasingusage,revenueand

marketshareareofparamountimportance.

Identifygolfersmostlikelytoenjoythe

course.Usecost-focusanddifferentiation-fo-

cusstrategiesthathelpOakKnollstandout

fromthecompetition,andactonSmithand

Marco’scalltosegmentservicestoattracta

Recommendations1. Provide a realistic vision.

2. Improve course maintenance.

3. Implement a capital improvement plan.

4. Use targeted marketing and promotions.

5. Promote, promote, promote.

6. Consider the distant future.

7. Insist on exact data.

R e c o m m e n d a t i o n s

24

broaderrangeofcustomersandtodevelop

more“Core”golfers.

ProvideincentivesforRogueValleyresi-

dentsordinarilylessinclinedtodrivetoAshland.

Integrateandmaximizeresourcesandex-

pertiseoftheRecreationdivisiontocraftpro-

grams specifically for tourists, seniors, youths,

beginninggolfersandcurrentnon-golfers.

Formwin-winpartnershipswithotherpublic

coursestopromotethesportandenhancethe

broadergolfmarket.

Elevatetheimportanceofandencourage

membershipinOakKnoll’smen’sandwomen’s

clubs–groupsconsistingofgolfersmostlikely

tobe,orbecome,regularcustomers.

5. Promote, promote, promote.TheCommis-

sionanddepartmentmanagementmustinherit

more of the risks and financial burdens in pro-

motingOakKnollfromitsgolfcontractor.

PromoteOakKnoll’snewwebsite,www.

golfoakknoll.com,astheone-stopresourcefor

golfcourseinformation,andharnesscomputer

communicationtoolslikepromotionale-mails.

Reintroducegolferstothesecond-oldestgolf

courseintheRogueValleywithprofessionally

producedadvertisementsthathighlightcourse

improvements,sceneryandstrengths.

Activelysolicitfeedbackfromcoursepatrons

andresidents—eithermanuallyorelectroni-

cally—andberesponsivetocustomeropinion.

6. Consider the distant future, regardless of

present public opinion.

Makeacoordinatedefforttocomplete

Graves’MasterRemodelingandRenovation

Plan. Address Oak Knoll’s Achilles’ heels: an

aging,deterioratingirrigationsystemandthe

lackoftee-to-greencartpaths.

Takeappropriatestepstoprovidetheoption

ofsomedayoperatingan18-holemunicipalgolf

courseinAshland.

7. Insist on exact data.Purchasedatabase

technologythatcompilescustomerdemograph-

icsandtrackskeyperformancemeasures,such

asroundsplayed,age,genderandhometown,

tomoreeasilyassisttheCommissionandstaff

intrendanalysisandfuturedecision-making.

Final Thoughts Thisstudyshouldbeviewedasanopportu-

nitytohelpmakeOakKnollthebestgolfcourse

itcanbe.

Unlessanopportunityarisestoconstructa

new,18-holemunicipalgolfcourse,thepresent

facilitydeservesalong-termcommitmentfrom

theParksandRecreationCommission.

Despiteoutliningtroublingtrends,Oak

Knoll’s financial performance is not far from turn-

ing regular profits. The course, however, has

notbeenmanagedinamannerconduciveto

maximizingrevenuessincethecitytakeover.

Unless significant action is taken soon, Oak

Knollrisksbecominganembarrassmentina

varietyofmeasures.

ImprovingAshland’sgolfcourseshouldbe

adailyconcernforCommissionersandstaffers

alike.Reactivesteps-likesellingthecourseor

turningbacktoprivatemanagement-are

merelycop-outsuntilitcanbedemonstrated

thatproactiveeffortstoachievegoalshave

failed.

R e c o m m e n d a t i o n s / F i n a l T h o u g h t s

25

Sources Cited

Alsing,Al.(1994,April25).Existingcitygolfcoursecan’tmeetdemand.AshlandDailyTidings,p.4.American Institute for Economic Research. (2006). Cost-of-Living Calculator. Retrieved from the World Wide Web: http://www.aier.org/cgi-aier/colcalculator.cgi. (American Institute, 2006)

Ashland,Cityof.(2004-05).OakKnollGolfCourseOperationalFinancialStatement.

Ashland,Cityof.(2005-06).Operatingbudget,3-134.

Coen,Rick.(2006,March17).PersonalInterview.Creswell,JohnW.(2003).Research Design: Qualitative, Quantitative and Mixed Methods Approaches. Thousand Oaks, Calif.: Sage Press.

Duncan,Chelsea.(2005,Nov.13).18-holegolfcourseideaexamined.TheNewsReview,Roseburg, Ore.,A2.

Gies,Steve.(2006,May12).PersonalInterview.Graves,RobertMuir.(1997).MasterRemodelingandRenovationPlan,pp.1-5.

Hayden,Curtis.(1993,Oct.7).JohnBillings’20-yeardreammaysoonbemet.TheSneakPreview, pp.7-8.

Kohler,Tom.(2004,Jan.-May).OakKnollCustomerSurvey.

Mickelsen,Ken.(1995,Nov.9).MemorandumtoParksandRecreationCommissioners.

Mt.AshlandAssociation.(2002-03).SkiSnapshot.AnnualReport.

Mt.AshlandAssociation.(2003-04).AnnualReport.

NationalGolfFoundation(NGF).(2001-04editions).GolfParticipationintheUnitedStates.Retrieved from the World Wide Web: http://www.ngf.org/cgi/researchreports.asp.

NationalGolfFoundation(NGF).(2005,SecondQuarter).GolfIndustryReport.NationalGolfFoundation(NGF).(2005,ThirdQuarter).GolfIndustryReport,p.6.

Porter,MichaelE.(1979,March-April).Howcompetitiveforcesshapestrategy.HarvardBusiness Review,pp.137-145.Porter,MichaelE.(1980).CompetitiveStrategy. New York: The Free Press.

S o u r c e s C i t e d

26

Porter,MichaelE.(1985).CompetitiveAdvantage. New York: The Free Press.

Roseburg, City of. (2005, June). Stewart Park Golf FYE June 2005. Official financial record.Saul,Rick.(2005,Nov.29).PersonalInterview.

Singer,Richard.(2005,Oct.).PresentationtotheNationalParksandRecreationAssociation convention,SanAntonio,Texas.

Smith,AlanD.andMarco,Gayle.(2004,Sept.)StrategicPerspectivesAssociatedWiththeGolf Industry.TheJournalofAmericanAcademyofBusiness,Cambridge,pp.367-373.

THKAssociates,Inc.(1992).GolfCourseMarketAnalysis.PreparedforJacksonCountyandthe CitiesofMedfordandAshland.

S o u r c e s C i t e d

27

Appendix 1: Oak Knoll Golf Course Fee History (1995-present)Fee Type 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006Annual Passes5-DaySingle $575 $550 $575 $575 $575 $600 $600 $600 $600 $600 $600 NA5-DayFamily $650 $650 $700 $700 $700 $725 $725 $725 $725 $725 $725 NA7-DaySingle $700 $650 $675 $675 $675 $700 $700 $700 $700 $700 $700 $1,0007-DayFamily $850 $800 $850 $850 $850 $875 $875 $875 $875 $875 $875 $1,400

Monthly PassesWinter $55 $60 $60 $60 $60 $70 $70 $70 $70 $70 $70 NAOff-Peak $70 $70 $85 $85 $85 $95 $95 $95 $95 $95 $95 NASummer $80 $85 $125 $125 $125 $140 $140 $140 $140 $140 $140 NA

Daily FeesWinter9-Hole $8 $8 $9 $9 $10 $10 $10 $11 $11 $11 $11 $11Winter18-Hole $12 $12 $13 $14 $14 $14 $14 $14 $15 $15 $15 $15Summer9-Hole $9.50 $10 $12 $12 $12 $13 $13 $13 $14 $15 $15 $15Summer18-Hole $14 $15 $17 $18 $18 $20 $20 $22 $22 $22 $22 $22

Golf Cart9-Hole $5.50 $5.50 $6 $6 $6 $6 $6 $6 $6 $6 $6 $618-Hole $9 $9 $9 $9 $9 $9 $9 $9 $9 $9 $9 $11

Driving Range Token $2.50 $2.50 $2.50 $2.50 $2.50 $3

Appendix 2: Oak Knoll Fee Comparison to Key CompetitorsOak Knoll 2000 2005 IncreaseWinter9-Hole $10 $11 10%Winter18-Hole $14 $15 7.1%Summer9-Hole $13 $15 15.4%Summer18-Hole $20 $22 10%

Quail Point 2000 2005 IncreaseWinter9-Hole $10 $16 60%Winter18-Hole $15 $25 67%Summer9-Hole $14 $16 14.3%Summer18-Hole $22 $25 13.6%

Stewart Meadows 2000 2005 IncreaseWinter9-Hole $10 $15 50%Winter18-Hole $15 $23 53%Summer9-Hole $14 $15 7.1%Summer18-Hole $22 $23 4.5%

A p p e n d i c e s 1 - 2

28

Appendix 3: Oak Knoll Revenue & Rounds Played Oak Knoll Enterprises, Inc. (THK, 1992, p. 137) Year Revenues Rounds Rev/Rnd Profit (Loss)1978 NA 13,389 NA NA1979 NA 16,548 NA NA1980 NA 19,251 NA NA1981 NA 24,088 NA NA1982 $166,627 27,223 $6.12 NA1983 $185,322 30,668 $6.04 NA1984 $194,005 33,569 $5.78 NA1985 $235,991 38,475 $6.13 NA1986 $251,276 39,567 $6.35 NA1987 $278,444 40,958 $6.80 NA1988 $274,356 41,256 $6.65 NA1989 $302,336 NA NA NA1990 $319,206 NA NA NA

Oak Knoll Enterprises, Inc.Year Revenues Rounds Rev/Rnd Profit (Loss)1991 $371,649 48,121 $7.72 $29,0561992 $391,829 51,663 $7.58 $4,6121993 $434,868 45,282 $9.60 $22,7631994 NA NA NA NA1995+ NA 38,000(est.) NA NANotes:$80,700fundbalanceasofSept.30,199452annualpassholders + FYE ending June 30

Direct Ashland Parks and Recreation Department OversightFYE Revenues Rounds Rev/Rnd Profit (Loss)1996 $326,363 33,087 $9.86 $11,3211997 $321,041 30,154 $10.65 $50,5161998 $317,680 28,361 $11.20 $3,9361999 $285,797 24,562 $11.63 ($41,934)%2000 $300,931 29,525 $10.19 ($50,423)#2001 $331,229 29,969 $11.05 NA2002 $343,246 26,686 $12.86 ($7,542)*2003 $337,253 26,155 $12.89 $7,750*2004 $335,981 25,589 $13.13 ($19,413)*2005 $332,945 23,764 $14.01 ($12,142)%Includes$25,034forcapitaloutlay#Includes$28,777forcapitaloutlayanddebtservice*Includes$20,000outlayforclubhouseconstruction

A p p e n d i x 3

29

Appendix 4: Oak Knoll Rounds Played Analysis Comparison to Regional & National Trends Percent Change Compared to Previous Year — N a t i o n a l — Year Oak Knoll Northwest Overall 9-Hole “Value” 2001 -3.0 -3.0 -0.1 -4.7 -0.52002 -9.0 -2.7 -3.0 -3.3 -4.52003 -1.0 -2.1 -1.5 -1.1 0.32004 -6.4 1.7 0.7 1.12005 -7.2 -0.9 -0.1 0.1“Value”coursescharge$35orlessfor18-holegreensfeesSource: NGF

Appendix 5: Oak Knoll Usage Decline Percent Change Based on FY 2005 TotalSince 2000: -19.6Since 1996: -28.2Since 1991: -50.7

Appendix 6: Stewart Park (Roseburg) Revenue & Rounds Played FYE Revenues Rounds Rev/Rnd Profit (Loss)1998 $193,157 25,652 $7.53 NA1999 $206,598 34,619 $5.97 NA2000 $262,594 37,088 $7.08 NA2001 $283,906 40,494 $7.01 26,3702002 $279,067 40,627 $6.87 ($3,949)2003 $253,452 39,081 $6.49 ($53,913)2004 $276,598 40,050 $6.90 $2,2902005 $269,189 43,105 $6.24 $3,081

2005 Daily FeesWeekday9-Hole $11.50Weekend9-Hole $13.75Weekday18-Hole $19.25Weekend18-Hole $22

Senior Rates9-Hole $10.5018-Hole $17.50

Juniors $8.75

Carts9-Hole $618-Hole $10

PassesMonthly $81Annual $617


30

Appendix 7: Mt. Ashland Ski & Snowboard Resort StatisticsYear Visits Days Revenue+ Profit (Loss)2001 71,228 99 $1,467 NA2002 95,170 135 $2,103,083 $24,6542003 102,479 116 $2,343,574 $241,2832004 102,329 115.5 $2,433,068 $204,8012005 100,138 122 NA NA+Operatingrevenue

Appendix 8: Data Used In Golf Demand Projections (source):• 2004 U.S. population: 292 million (Census estimate)•2004U.S.golfers,age18+-27.3million–9.3percentofpopulation(NGF) a.80.2percentaremales•2004U.S.juniorgolfers(ages10-18)–2.9million–1percentofpopulation(NGF) a.83percentareboys•2000JacksonCountypopulation,age18+-137,009(Censusestimate)•2000JacksonCountypopulation,ages10-19–21,558(Censusestimate)•2000Medford(city),Ashland(97520zipcode),Phoenix(97535),Talent(97540)population,age18+-75,043(Censusestimate)•2000Medford(city),Ashland(97520zipcode),Phoenix(97535),Talent(97540)population,ages10-19–13,988(Censusestimate)•50.3percentofmalegolfersareCoregolferswhoaverage37.718-holerounds/year(NGF)•27.9percentoffemalegolfersareCoregolferswhoaverage3618-holerounds/year(NGF)• Occasional golfers average 3.4 18-hole rounds/year (THK 1993 figure)•JuniorCoregolfers(boysandgirls)average2618-holerounds/year(NGF)

Appendix 9: Golf Demand Generated By Tourists •199318-holerounddemandfromhotelvisitors Jackson County trade area: 34,010 Ashland trade area: 64,120•199318-holerounddemandfromseasonalvisitors Jackson County trade area: 15,240 Ashland trade area: 19,450•199318-holerounddemandfromRVvisitors Jackson County trade area: 9,220 Ashland trade area: 9,250Source: THK (1992, p. 108, 116)


31

Appendix 10: Jackson County Golf Facility Comparison Full-Time Year Course Peak Driving Clubhouse MaintenanceCourse Opened Holes Type Slope Rating Fees Range Restaurant PersonnelBear Creek 1963 9E DF 85 56.6 $9-17 Y N 3-4Cedar Links 1972 18 DF 124 68.9 $15-25 Y Y 4Centennial 2006 18 DF 130 75.0 $33-72 Y Y 5+Eagle Point 1996 18 DF 135 74.1 $30-37 Y Y 7-11Laurel Hill 1977 9E DF 100 61.2 $9-15 Y Y 3Oak Knoll 1940 9 M 118 69.2 $15-22 Y Y 2 Quail Point 1993 9 DF 122 69.4 $16-25 Y N 3-5Rogue Valley CC 1938 27 P 124 71.6 NA Y Y 12Stewart Meadows 1994 9S DF 114 66.8 $15-23 * Y 4Stone Ridge 1995 18 DF 135 71.8 $20-33 Y Y 8Total(10) 144

Table Guide:• Course length: E = Executive (mostly par 3 holes); S = Shortened (containing par-3, 4 and 5 holes butnotU.S.GolfAssociationoverallregulationdistance)• Course types: DF = Daily Fee ; M = Municipal; P = Private

• Slope rating: a measurement of the difficulty of a course for bogey golfers. Slope ranges from 55 (easy) to 155 (extremely difficult) with an average course rating being 113.

• Course rating: an estimate of the difficulty of a course for scratch golfers.

A p p e n d i x 10

32

Appendix 11: Jackson County Trade Area Category No. RP/Y 18-Hole RP/Y Core Golfers 6,390 236,157 Male 3,598 37.7 135,645 Female 2,792 36 100,512

Occasional Golfers 8,329 3.4 28,319 Male 3,555 12,087 Female 4,774 16,232

Junior Golfers 216 2,249 CoreBoys 56 26 1,456 CoreGirls 11 26 286 OccasionalBoys 123 3.4 418 OccasionalGirls 26 3.4 88

Tourist Golfers 58,470 HotelVisitors 2,590/day 34,010(produce92roundsperday) SeasonalVisitors 859/day 15,240(produce41roundsperday) RVVisitors 202/day 9,220(produce25roundsperday) TotalsTotalResidentGolfers 14,93518-HoleRoundDemand 325,195(17.9perresidentgolfer)2005OakKnollShare 23,764(7.3%)*

*Counts9-holeroundastheintenttoplay18(80.5%played9holeroundsatOKin2005)

RP/Y = Rounds Played per Year

A p p e n d i x 11

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Appendix 12: Ashland (Primary) Trade Area Category No. RP/Y 18-Hole RP/Y Core Golfers 3,201 120,022 Male 2,815 37.7 106,126 Female 386 36 13,896

Occasional Golfers 3,778 3.4 12,845 Male 2,782 9,459 Female 996 3,386

Junior Golfers 140 1,471 CoreBoys 35 26 910 CoreGirls 9 26 234 OccasionalBoys 79 3.4 269 OccasionalGirls 17 3.4 58

Tourist Golfers 6,141 92,820 HotelVisitors 4,340 64,120(produce174roundsperday) SeasonalVisitors 1,097 19,450(produce53roundsperday) RVVisitors 704 9,250(produce25roundsperday) TotalsTotalResidentGolfers 7,11918-HoleRoundDemand 227,158(18.9perresidentgolfer)2005OakKnollShare 23,764(10.5%)*

*Counts9-holeroundastheintenttoplay18(80.5%played9holeroundsatOKin2005)

RP/Y = Rounds Played per Year

A p p e n d i x 12

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Appendix 13: Ashland Resident Golfer QuestionnaireSurveyMonkey.com - The easiest way to create online surveys.

1. What is your age?

ResponsePercent

ResponseTotal

Under 55 33.3% 24

Over 55 66.7% 48

Total Respondents 72

(skipped this question) 0

2. How often do you play golf?

ResponsePercent

ResponseTotal

At least eight times per year 88.7% 63

Less than eight times per year 11.3% 8



3. How frequently do you play golf at Oak Knoll?

ResponsePercent

ResponseTotal

Within the past week 35.2% 25

Within the past month 32.4% 23

Within the past year 26.8% 19

Over a year ago 5.6% 4



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SurveyMonkey.com - The easiest way to create online surveys.

4. What other southern Oregon courses do you frequently play?

ResponsePercent

ResponseTotal

Stone Ridge 62.3% 33

Eagle Point 41.5% 22

Stewart Meadows 43.4% 23

Cedar Links 24.5% 13

Quail Point 43.4% 23

Running Y 15.1% 8

Other (please specify) 17% 9



5. Which of the following best characterizes the primary reason you play at Oak Knoll:

ResponsePercent

ResponseTotal

Affordability 40.8% 29

Convenience 70.4% 50

Location 54.9% 39

Course Quality/Attributes 18.3% 13

Camaraderie (i.e. Men's Club, Women's Club) 43.7% 31

Other (please specify) 4.2% 3




A s h l a n d R e s i d e n t G o l f e r Q u e s t i o n n a i r e

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6. How would you rate overall Oak Knoll course conditions compared to other area courses?

ResponsePercent

ResponseTotal

Outstanding 1.4% 1

Above Average 28.6% 20

Average 35.7% 25

Below Average 30% 21

Poor 4.3% 3



7. What type of golfer should Oak Knoll target in specific marketing and advertising efforts?

ResponsePercent

ResponseTotal

Senior golfers 21.1% 15

Beginning golfers 16.9% 12

Golfers looking for a quality-yet-inexpensive round 39.4% 28

Tourists 15.5% 11

Medford-area golfers 2.8% 2

All golfers 47.9% 34





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8. Would you accept occasional, modest golf fee increases if the additional revenues funded Oak Knoll improvements?

ResponsePercent

ResponseTotal

Yes 82.9% 58

No 17.1% 12



9. Should Ashland taxpayers subsidize a municipal golf course, or should it be a self-sustaining enterprise?

ResponsePercent

ResponseTotal

Subsidized 61.4% 43

Self-Sustaining 38.6% 27



10. The following were identified as top Oak Knoll maintenance needs in a recent unscientific survey of course patrons. Indicate the top four priorities.

ResponsePercent

ResponseTotal

Rebuild tee boxes 76.5% 52

Upgrade putting surfaces 58.8% 40

Place higher quality white sand in traps 45.6% 31

Construct more sand traps 13.2% 9

Plant more trees 38.2% 26

Better maintain fairways and roughs 69.1% 47

Build a driving range parking area 38.2% 26

Install cart paths 23.5% 16



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11. Which of the following would be the best incentive for you to play more frequently at Oak Knoll:

ResponsePercent

ResponseTotal

Special prices, discounts or packages (such as 2-for-1, free

golf cart, etc.)32.4% 22

Improved course conditions and aesthetics 33.8% 23

A full 18-hole, par-72 links 26.5% 18




12. Would your Oak Knoll usage tendencies change if an 18-hole course opened in or near Ashland?

ResponsePercent

ResponseTotal

Yes 31.9% 23

No 43.1% 31

Not sure 25% 18





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13. If it had the available real estate and/or resources, should the City of Ashland:

ResponsePercent

ResponseTotal

Build a second 9 holes at or near Oak Knoll 78.6% 44

Sell Oak Knoll and build a new and improved 18-hole course

elsewhere21.4% 12



14. Which is a better use of Parks and Recreation funding?

ResponsePercent

ResponseTotal

A professional, comprehensive marketing plan to increase course

usage (and profits)7.6% 5

Capital improvements that make Oak Knoll more

attractive to prospective golfers92.4% 61





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Appendix 14: Ashland Resident Non-Golfer QuestionnaireSurveyMonkey.com - The easiest way to create online surveys.

1. There is a 9-hole golf course in the Ashland city limits. Is it publicly or privately funded?

ResponsePercent

ResponseTotal

Public 82.9% 34

Private 17.1% 7



2. Should the City of Ashland be in the golf business?

ResponsePercent

ResponseTotal

Yes 44.2% 19

No 32.6% 14

Not sure 23.3% 10



3. Should taxpayers subsidize a municipal golf course, or should it be a self-sustaining enterprise?

ResponsePercent

ResponseTotal

Subsidized 28.6% 12

Self-Sustaining 71.4% 30



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4. Should Oak Knoll be considered a city park/civic open space?

ResponsePercent

ResponseTotal

Yes 78.4% 29

No 21.6% 8



5. Do city-owned recreational facilities like a golf course, ski area or ice rink have significant enough economic impact or overall civic worth to warrant large-scale capital facility improvements?

ResponsePercent

ResponseTotal

Yes 58.1% 25

No 41.9% 18



6. Which is a better use of Parks and Recreation funding?

ResponsePercent

ResponseTotal

A professional, comprehensive marketing and advertising plan to

increase course usage (and profits)

37.1% 13

Physical improvements that make Oak Knoll more

attractive to prospective golfers62.9% 22




A s h l a n d R e s i d e n t N o n - G o l f e r Q u e s t i o n n a i r e

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7. If it had the available real estate and/or resources, should the City of Ashland:

ResponsePercent

ResponseTotal

Build a second nine holes at or near Oak Knoll (to offer a more traditional “round”)

75.8% 25

Sell Oak Knoll and build a new and improved 18-hole course

elsewhere24.2% 8



8. If convenient and affordable golf lessons were available, would you consider taking them?

ResponsePercent

ResponseTotal

Yes 50% 22

No 50% 22




A s h l a n d R e s i d e n t N o n - G o l f e r Q u e s t i o n n a i r e

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Appendix 15: Tourist QuestionnaireSurveyMonkey.com - The easiest way to create online surveys.

1. How often to you visit Ashland?

ResponsePercent

ResponseTotal

At least twice a year 55.6% 10

Once a year 27.8% 5

Once every few years 16.7% 3



2. What is your average length of stay?

ResponsePercent

ResponseTotal

1-2 days 57.9% 11

3-6 days 31.6% 6

A week or longer 10.5% 2



3. What type of lodging accommodation do you have?

ResponsePercent

ResponseTotal

Hotel/Motel 52.6% 10

Bed & Breakfast 5.3% 1

Friend/relative 31.6% 6




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4. What is the primary purpose of your visit?

ResponsePercent

ResponseTotal

Shakespeare 15.8% 3

Recreation 21.1% 4

Shopping 0% 0




5. Did you typically bring your golf clubs?

ResponsePercent

ResponseTotal

Yes 57.9% 11

No 42.1% 8



6. How frequently do you golf in southern Oregon?

ResponsePercent

ResponseTotal

Never 15.8% 3

Rarely 63.2% 12

Frequently 10.5% 2

Regularly 10.5% 2




To u r i s t Q u e s t i o n n a i r e

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7. How often have you played Oak Knoll Golf Course? (If “never”, skip to Question 14)

ResponsePercent

ResponseTotal

Never 22.2% 4

Once a year or more 38.9% 7

Sometime in the past 38.9% 7



8. How did you select Oak Knoll?

ResponsePercent

ResponseTotal

Phonebook 0% 0

Hotel front desk/concierge 7.1% 1

Previous knowledge 64.3% 9




9. How did you get to the course?

ResponsePercent

ResponseTotal

Own transportation 100% 14

Hotel shuttle/taxi 0% 0






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10. How would you analyze the quality of the course?

ResponsePercent

ResponseTotal

Outstanding 0% 0

Above Average 23.1% 3

Average 61.5% 8

Below Average 7.7% 1

Poor 7.7% 1



11. What improvements would you recommend?

ResponsePercent

ResponseTotal

Improve tee boxes 25% 3

Upgrade putting surfaces 33.3% 4

Place higher quality white sand in traps 25% 3

Construct more sand traps 25% 3

Plant more trees 25% 3

Better maintained fairways and roughs 66.7% 8

Build a driving range parking area 8.3% 1

Install cart paths 50% 6






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12. If improvements were made, would you play Oak Knoll more often?

ResponsePercent

ResponseTotal

Yes 84.6% 11

No 15.4% 2



13. Do you plan to play Oak Knoll again in the future?

ResponsePercent

ResponseTotal

Yes 76.9% 10

No 0% 0

Not sure 23.1% 3



14. Would you be more inclined to play Oak Knoll if special discounts were offered to tourists?

ResponsePercent

ResponseTotal

Yes 81.2% 13

No 18.8% 3





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15. Would you consider taking golf lessons at Oak Knoll?

ResponsePercent

ResponseTotal

Yes 23.5% 4

No 76.5% 13



16. Would you play Oak Knoll more often if was an 18-hole course?

ResponsePercent

ResponseTotal

Yes 64.7% 11

No 35.3% 6



17. Would you consider playing at Oak Knoll if a new 18-hole course opened in or near Ashland?

ResponsePercent

ResponseTotal

Yes 76.5% 13

No 23.5% 4





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1. What is your age?

ResponsePercent

ResponseTotal

Under 55 80% 12

Over 55 20% 3



2. When was the last time you played Oak Knoll Golf Course in Ashland?

ResponsePercent

ResponseTotal

Last week 6.7% 1

Last month 0% 0

Within the past year 33.3% 5

Over a year ago 60% 9



3. Are you inclined to play at Oak Knoll this golf season?

ResponsePercent

ResponseTotal

Yes 40% 6

No 40% 6

Not sure 20% 3



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Appendix 16: Rogue Valley Golfer (Non-Ashland Resident) Questionnaire

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4. Which of the following best characterizes the primary reason you play(ed) at Oak Knoll:

ResponsePercent

ResponseTotal

Affordability 40% 6

Course Quality/Attributes 0% 0

Tournaments/Men’s Club/special promotions 20% 3




5. How would you rate overall Oak Knoll course conditions compared to other area courses?

ResponsePercent

ResponseTotal

Outstanding 0% 0

Above Average 0% 0

Average 66.7% 10

Below Average 33.3% 5

Poor 0% 0



6. Which of the following would be the best incentive for you to play more frequently at Oak Knoll:


R o g u e Va l l e y G o l f e r ( N o n - A s h l a n d R e s i d e n t ) Q u e s t i o n n a i r e

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ResponsePercent

ResponseTotal

Special prices, discounts or packages (i.e. 2-for-1, free golf

cart, etc.)60% 9

Improved course conditions and beauty 26.7% 4

A full 18-hole, par-72 links 20% 3




7. If an 18-hole course opened in or near Ashland, would you:

ResponsePercent

ResponseTotal

Play Oak Knoll less 60% 9

Not play Oak Knoll at all 20% 3

Continue playing Oak Knoll at the same frequency 20% 3




R o g u e Va l l e y G o l f e r ( N o n - A s h l a n d R e s i d e n t ) Q u e s t i o n n a i r e

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What is Oak Knoll’s future?•Whiletherearenoothercoursesintown,it

shouldremainandbesupportedbythecity.

•Goodifthecoursestaysgoodandtheemploymentreputable.

•OakKnollisagreat9-holecourseneededinthisarea.Itiswell-keptandagreatassettothearea.Itisanopenspaceandagreatoutdoorfacilityandisusedbymany.Wouldbeusedbymanymoreinthefuture.

•Attractlocalgolferstoanicecoursethatiswell-maintainedbutisachallengingcoursetoplay.

•Keepitbasicallythesame.

•Keepitsnicheasaconvenient,reasonablypricedalternativetotournamentcourses.

•StrugglingbutOKcourse.

•Uptoyou.

•OakKnollisagem…Idon’twanttoloseit.

•Abettermaintained,inexpensivemunicipalcoursewithfriendlystaffthatenforcestherules.

•Ifimprovementsaren’tmade,itwillgodownhill!

•Ihope(OakKnoll)continuestoserveRogueValley golfers and influence(s), encourages youngplayers.

•Willeventuallygetsqueezedoutofthemarket.

•WiththeamountofretireesmovingintoAshland,Icanseeagreaterusageofthecourse.18holeswouldbegood.

•OakKnollisagreatlittlecourse.Iwouldhopeyouwouldmaintainthecoursebetterwithminorimprovements,andleavemostthingsasis.

•Undercurrentauthority(superintendent,parksdirector)thereisnofuturebecausetheydon’thaveaclueaboutgolfcoursemaintenance,improvements, etc. If you find someone who caresaboutthecourseconditionsandknowsgolfyoumighthaveachanceofsavingthecourse.

• Let us hope for the golfers!

•Amunicipalcourseusedbylocals.Improved–possibleusebytouristsandregionals.

•ItalwaysremindsmeoftheMarkAntonyHotel–neversuccessful.Goodluck.

•Theconditionsofthecoursemustbeimprovedinordertoattractplayers.Otherwise,folkslikemewilltakeadvantageof(Centennial).

•Ijusthopewecankeepthegolfcourse.AsaseniorIlikeacoursesoclosetohome.Alsoitmust find a way to make it affordable.

•Unfortunately,becausemyhusbandandIcannolongeraffordayearlymembership,wewillbeplayinglessoftenatOakKnollandplayingothercoursesmorefrequently.

•TakeadvantageofthenicheOakKnollcanhaveasanareagolfcourse–affordable,well-maintained9-holegolfcourseformany“recreational”golfersinAshlandandsurroundingarea.

•Ihavenoidea.ThecoursestheyareconsideringinAshlandseemtotakeforeverforbeingapproved.OakKnollisagreatcourseandshouldstaythatway.

Appendix 17: Questionnaire Comments From Ashland Resident GolfersA p p e n d i x 17

53

•Bleak.

•Keepimprovinggreensandfairways.Tryhardforadependablerestaurant.Keepfeesreasonable.

•Hopefullyagreatcourse,whichitalreadyis. Fair, with some difficult holes, some easy holes.Keepit!

•MuststayinAshland!

•UsefultotheCityofAshland.Necessaryforpromotion.NeedstocontinueasaParksDepartmentfacility.

•Stay.

•Donotsellit,please!

•Improve,expandbothforresidentsandvisitors.Foratouristtown,18golfholesisessential.

•IhopeOK.Need18holes.Shouldhavecoursefortourists–Dadgolfs,Momshops(downtown)!!

•Makeitanice,topquality9-holecourselikeQuailPoint.Keepitaffordableandpromotefor local retirees. You’ll do well. Look around –we’rehereandpayingtaxes!

•Makeitthebest9holecourseinthevalley.

•Ifyoubuildit,theywillcome–anadditional9holes,thatis.

•Asaresidentandtaxpayer,makeOakKnoll“9”or“18”amoreprofessionalcourse(similartoQuailPoint)thathasinterestinchallengeandafairwayshotthatleavesyourballwithadecentlie!

•Poor.

•Ihopeitremainsagolfcourseforever.But,given all the other golfing options, it needs to upgradethequalityofthe“golfexperience.”

•Athingofthepast.

•Build9holesacrossthestreetatCrowsonRoad.Orbuild18holesatBillings.

•Asuccessful,9-holecourselocatedinabeautifulsettingpatronizedbyafullrangeofgolfers.

•Keepit!!

•Withallthegolfcoursesaroundthevalley,theyneedtoimprovebyofferinglowerratesandenhancingthecourse.Otherwise,Ithinktheywillfallbythewayside.

•Ihopeitstaysagolfcourse.BeforethecitytookoverOakKnollwasbettermanagedasagolfcourse.TheCityputstoomanyrestrictionsonanyonewantingtohelp.Theywanttocontroleverybody.

•OakKnollisacomfortableplacetoplayevenfortheoccasionalgolfer.Theattractionisthequalityandvalueofaroundofgolfforthewholefamily.Iwouldliketoseemoreofthecommunityusingthisasset.

•IenjoyplayingOakKnoll.Ithinkwithafewchanges(i.e.sandtrapsandfastergreens)itwouldmakeitagreatcourse.MywifeandIplan on joining the Men’s and Ladies league golf.

About Subsidizing Oak Knoll:•Mostparks/swimmingpoolarenotself-

sustaining.

• Like Lithia Park, North Mountain Park, Hunter Park(pool)are.

Q u e s t i o n n a i r e C o m m e n t s F r o m A s h l a n d R e s i d e n t G o l f e r s

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•Taxesandutilitiesarealreadyskyhigh!Dosomethingforthecitizensotherthandrivethemaway!Wakeup!

•Itisacityamenityevenifit’snotusedbyeveryone.Idon’townaplanebutIsubsidizetheairport.

•Untilitisimprovedenoughtobeself-sustaining.

•Wesubsidizeotheropenspaces.(Itshouldbesubsidized)particularlyiftheothersideof66isgoing to fill with McMansions.

On accepting fee increases:• Yes – if you actually did something.

• Yes – if decisions for improvements were made bysomeonewhoknowsgolf.

• Yes – I feel Ashlanders should receive a golf discount.

The course:•Iplayatleasttwiceaweeknow.OakKnollis

oneofthetoughestcoursesaroundandisagoodtestofskills.

•Bettergreens,betterbunkers,betterteeboxes,reconstructtheeighthgreentobemoreplayerfriendly,relocateback9teeboxlocations.

•Turnitbackovertotheprivatesector.

• Mow more often – too high to even find ball –createsslowplay.

Marketing plan vs. capital improvements:•Itwouldbeeasiertomarketwithimprovements

first.

•ParksCommissionshouldworkcloselywithMen’sandWomen’sClubsonmarketingandcourseneeds.

• It’s a great location; just too small and poorly maintained.

Q u e s t i o n n a i r e C o m m e n t s F r o m A s h l a n d R e s i d e n t G o l f e r s

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Challenging Times For Oak Knoll Golf Course (No Matter How ...

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