HomeMy WebLinkAboutAgendas/Packets - 2009.04.08 - 40161Pecky D. Lewis, Jr.
Chairman
Richard Skarritt
Vice Chairman
J. David VanderVeen
Secretary
Tim Burns
Gregory C. Jamian
Robert Kostin
Christine Long
John P. McCulloch
Charles Palmer
Scott
_aniel J. Stencil
Executive Officer
2800 Watkins Lake Road -Bldg 97W • Waterford, MI 48328-1917
248.858.0906 • 1.888.00PARKS • www.oal(gov.com/parl(srec
PAR
April 3, 2009
Oakland County Parks
and Recreation Commission
Oakland County, Michigan
Commissioners:
A meeting has been called of the Oakland County Parks and Recreation Commission as
follows:
PLACE .............................Administration Office
2800 Watkins Lake Road
Waterford, MI 48328
TIME .............................. Wednesday, April 8, 2009
9:00 a.m.
PURPOSE .......................... Regular Meeting
This meeting has been called in accordance with the authorization of Chairman Pecky D.
Lewis, Jr. of the Oakland County Parks and Recreation.
Sincerely,
CJ
Daniel J. Stencil
Executive Officer
Next Meeting: Wednesday, May 6, 2009
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Presentations
Commissioner Charles Palmer will be recognized for 10 years of service on the
Oakland County Parks and Recreation Commission.
Boyd Brokenshaw and Kathleen Dougherty will be presented with "LEON"
Awards for their participation on the "Greens Initiative" work team.
STAFF INTRODUCTIONS
Terry Fields has filled the Chief of Recreation — Programs and Services position.
Terry comes to us from West Bloomfield Township Parks and Recreation where she held
the position of Recreation Superintendent. She also held positions in the City of
Wyoming and with Wayne County Parks.
Laurie Stasiak has filled the Recreation Program Supervisor — Aquatics/Health &
Fitness position. Laurie comes to us from West Bloomfield Parks and Recreation where
she held the position of Recreation Coordinator. Laurie brings a wealth of knowledge
and experience in special event programming, camps, aquatics and customer service.
OAKLAND COUNTY PARKS AND RECREATION COMMISSION MEETING
March 4, 2009
Chairman Lewis called the meeting to order at 9:09 a.m. in the commission room of Parks and
Recreation's administration office.
COMMISSION MEMBERS PRESENT:
Chairman Pecky D. Lewis, Jr., Vice Chairman Richard Skarritt, Secretary J. David VanderVeen, Tim
Burns, Joe Colaianne, Robert Kostin, Christine Long, Charles Palmer, John Scott
ALSO PRESENT:
Parks and Recreation
OC 4-H Fair Association
Pros Consulting LLC
Michigan Department of Agriculture
Oak Management Corporation
PUBLIC COMMENTS:
There were no public comments.
Daniel Stencil, Executive Officer
Sue Wells, Manager-P & R Operations
Mike Donnellon, Chief, Parks Fac. Maint. Oper.
Jim Dunleavy, Chief, Parks Oper. & Maint.-North
Larry Gee, Chief, Parks Oper. & Maint.-South
Sheila Cox, Capital Improvement Coordinator
Brian Menghini, Supervisor II
Desiree Stanfield, Supv. - Communications
Karen Kohn, Supv. — P & R Admin. Services
Phil Castonia, P & R Business Dev. Rep.
Stephanie Mackey, P & R Business Dev. Rep.
Melissa Prowse, P & R Business Dev. Rep.
Boyd Brokenshaw, Park Supervisor
Derenda Howard, Recreation Program Supervisor
Colin Gibbs, Parks Crew Chief
Ken Stratton, General Maintenance Mechanic
LC Scramlin, General Manager
Leon Younger, Principal Partner
Debbie Swartz, Program Coordinator
John Johnson, Stewardship Specialist
Janet Lekas, Vice President and Treasurer
Dan Shaw, Vice President of Operations
FIRE AND ICE FEST POWERPOINT PRESENTATION:
Mr. VanderVeen presented the Fire and Ice Fest Winter Festival PowerPoint presentation and thanked the
Commission and staff, specifically Jim Dunleavy, Derenda Howard, Colin Gibbs and Ken Stratton for
their outstanding efforts at this event.
MICHIGAN TURFGRASS PRESENTATION:
Debbie Swartz, Program Coordinator for the Michigan Department of Agriculture, presented Park
Supervisor Boyd Brokenshaw with the Michigan Turfgrass Environmental Stewardship Program
Certification. Mr. Brokenshaw successfully completed the requirements for this program, making
Groveland Oaks the first park in the state of Michigan to achieve this certification.
4-1
(Commission Meeting, March 4, 2009)
APPROVAL OF MINUTES:
Moved by Mrs. Long, supported by Mr. Scott to approve the minutes of the meeting of
February 11, 2009.
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
Moved by Mr. Palmer, supported by Mr. Scott to approve the minutes of the Public Hearing for
the Michigan Natural Resources Trust Fund Grant Application on February 11, 2009.
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
PAYMENT APPROVAL:
Moved by Mr. Skarritt, supported by Mr. VanderVeen to approve payments for the Internal
Service and Department Funds Payment Register for January 2009 (FM 04, FY 2009) and the
Payment Register for the Voucher Report Period of January 2009 (FM 04, FY 2009).
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
COMBINED STATEMENT OF OPERATIONS:
Moved by Mr. Colaianne, supported by Mrs. Long to approve the Combined Statement of
Operations for the month ending January 31, 2009 (FM 04, FY 2009).
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
POLICY TO DEVELOP A POLICY:
The Policy to Develop a Policy was developed as an instrument to provide the framework for staff to use
as future policies are developed and implemented. This form of business management is a requirement as
the department pursues accreditation and ultimately the National Recreation and Park Association's Gold
Medal Award, the highest level of achievement in the parks and recreation field.
Moved by Mrs. Long, supported by Mr. Scott to approve the Policy to Develop a Policy.
4-2
(Commission Meeting, March 4, 2009)
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
LYON OAKS BUSINESS PLAN:
Leon Younger, Pros Consulting LLC, presented the completed draft of the Lyon Oaks Business Plan,
which is a component of Phase 2 in the Strategic Planning process. This plan will be the prototype for the
business plan at each facility. The Lyon Oaks business plan was selected first to be completed due to the
$1.2 million budget shortfall last year. The intent is to lower the subsidy level at each facility as the
department adopts a business model and focuses on business planning.
Discussion followed with the Commission questioning how some of the figures detailed in the business
plan were allocated among the different cost centers. Staff will review and report their findings at the
next meeting.
Janet Lekas, Vice President and Treasurer, and Dan Shaw, Vice President of Operations, Oak
Management Corporation, spoke to some of the items in the Business Plan as they pertained to banquet
operations at the facility.
Moved by Mr. Palmer, supported by Mr. Burns to table the Lyon Oaks Business Plan, Pricing
Policy, Partnership Policy and Sponsorship Policy agenda items to a future meeting, to be
determined.
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
MARKETING AND COMMUNICATIONS QUARTERLY UPDATES:
Desiree Stanfield, Communications Supervisor, provided an update on the Marketing and
Communications section for the quarter ending February 28, 2009.
FY 2009 FIRST QUARTER FINANCIAL FORECAST REPORT:
Moved by Mr. Colaianne, supported by Mr. Kostin to approve the Fiscal Year 2009 First Quarter
Financial Forecast Report.
AYES: Burns, Colaianne, Kostin, Lewis, Long, Palmer, Scott, Skarritt, VanderVeen (9)
NAYS: (0)
Motion carried on a voice vote.
EXECUTIVE OFFICER'S REPORT:
In addition to the Executive Officer's report filed in the agenda, the following was noted:
4-3
(Commission Meeting, March 4, 2009)
--Executive Officer Stencil requested participation from one of our commissioners to sit on a
sub -committee to review current and past practices of this department regarding employee recreation
policies. Mr. Scott volunteered to participate on the sub -committee with the Executive Officer and the
officers of the Oakland County Parks and Recreation Commission.
OLD BUSINESS:
--The Millage renewal is 17 months away. Discussion about collaborating with a committee or
organization, such as People for Parks, to promote the upcoming Millage renewal was revisited. Oakland
County Corporation Counsel is also assisting staff with ballot language and protocol. Staff will report to
the Commission as the committee progresses.
NEW BUSINESS:
--Mrs. Long shared with the Commission that, at a recent visit to the Biltmore Estate in North Carolina,
she viewed a kiosk terminal which inquired if patrons would like to be contacted via email with a current
list of news and events. There were four terminals at that location. Mrs. Long felt this was something we
should consider for our facilities. Staff will research and provide detailed information to the Commission.
Meeting adjourned at 11:24 a.m. The next meeting is scheduled for 9 a.m. on Wednesday, April 8, 2009.
J. David VanderVeen, Secretary Suzanne L. Kici, Recording Secretary
OAKLAND COUNTY PARKS AND RECREATION COMMISSION
PAYMENT APPROVAL SUMMARY
FOR MEETING OF:
April 8, 2009
*INTERNAL SERVICE & DEPARTMENT FUNDS PAYMENT REGISTER:
February (FM5, 2009)
*PAYMENT REGISTER:
Voucher Report Period, February (FM5, 2009)
TOTAL
$742,637.25
566,794.82
$1,309,432.07
*BACKUP INFORMATION IS AVAILABLE FOR REVIEW.
5-1
OAKLAND COUNTY PARKS AND RECREATION COMMISSION
COMBINED STATEMENT OF OPERATIONS
FM 5 FY 2009
(FOR MONTH ENDING 2/28109)
2009
YEAR TO
(OVER),
% OF
REVENUE
BUDGET
DATE
UNDER BUDGET
BUDGET
ADMINISTRATIVE SERVICES: Millage Tax
$15,031,000.00
$11,483,263.33
$3,547,736.67
76.4%
Other
309,300.00
167,467.09
141,832.91
54.1 %
GLEN OAKS GOLF COURSE
1,083,600.00
113,028.50
970,571.50
10.4%
LYON OAKS GOLF COURSE
1,234,500.00
113,165.18
1,121,334.82
9.2%
RED OAKS GOLF COURSE
55,960.00
24,073.35
31,886.65
43.0%
SPRINGFIELD OAKS GOLF COURSE
811,260.00
45,566.44
765,693.56
5.6%
WHITE LAKE OAKS GOLF COURSE
923,250.00
62,354.62
860,895.38
6.8%
INDEPENDENCE OAKS NATURE CENTER
42,400.00
9,660.84
32,739.16
22.8%
ADDISON OAKS
418,890.00
55,859.14
363,030.86
13.3%
ADDISON OAKS CONFERENCE CENTER
135,000.00
35,921.42
99,078.58
26.6%
GROVELAND OAKS
697,400.00
1,689.21
695,710.79
0.2%
HIGHLAND OAKS
1,700.00
152.00
1,548.00
0.0%
INDEPENDENCE OAKS
328,100.00
60,804.27
267,295.73
18.5%
LYON OAKS
70,000.00
18,548.50
51,451.50
26.5%
ORION OAKS
106,000.00
22,527.38
83,472.62
21.3%
ROSE OAKS
1,700.00
30.00
1,670.00
1.8%
SPRINGFIELD OAKS ACTIVITY CENTER/PARK
17,100.00
3,791.57
13,308.43
22.2%
WATERFORD OAKS ACTIVITY CENTER/PARK
42,744.00
17,059.51
25,684.49
39.9%
RECREATION PROGRAMS & SERVICES
27,400.00
4,692.00
22,708.00
17.1%
CATALPA OAKS
6,000.00
0.00
6,000.00
0.0%
MOBILE RECREATION & SPECIAL EVENTS
349,150.00
75,100.00
274,050.00
21.5%
RED OAKS WATERPARK
839,500.00
175.00
839,325.00
0.0%
WATERFORD OAKS BMX COMPLEX
17,500.00
1,243.00
16,257.00
7.1%
WATERFORD OAKS TOBOGGAN COMPLEX
121,400.00
99,969.79
21,430.21
82.3%
WATERFORD OAKS WATERPARK
815,600.00
525.00
815,075.00
0.1%
TOTAL REVENUE
$23,486,454.00
$12,416,667.14
11,069,786.86
52.9%
OPERATING EXPENSES
ADMINISTRATIVE SERVICES
$4,427,572.00
$1,349,414.33
$3,078,157.67
30.5%
FISCAL SERVICES ADMINISTRATION
0.00
34,101.27
(34,101,27)
NA
FISCAL SERVICES PARKS & REC
377,445.00
80,548.02
296,896.98
NA
GLEN OAKS GOLF COURSE
1,214,130.00
373,430.10
840,699.90
30.8%
LYON OAKS GOLF COURSE
2,143,137.00
682,017.06
1,461,119.94
31.8%
RED OAKS GOLF COURSE
551,394.00
170,610.56
380,783.44
30.9%
SPRINGFIELD OAKS GOLF COURSE
787,751.00
252,838.91
534,912.09
32.1%
WHITE LAKE OAKS GOLF COURSE
1,030,715.00
321,074.69
709,640.31
31.2%
INDEPENDENCE OAKS NATURE CENTER
431,896.00
153,586.03
278,309.97
35.6%
ADDISON OAKS
1,524,892.00
377,324.56
1,147,567.44
24.7%
ADDISON OAKS CONFERENCE CENTER
326,593.00
50,269.58
276,323.42
15.4%
GROVELAND OAKS
1,753,361.00
267,450.49
1,485,910.51
15.3%
HIGHLAND OAKS
71,312.00
6,850.20
64,461.80
9.6%
INDEPENDENCE OAKS
1,280,845.00
342,380.23
938,464.77
26.7%
LYON OAKS
428,379.00
122,223.70
306,155.30
28.5%
ORION OAKS
165,835.00
41,823.27
124,011.73
25.2%
ROSE OAKS
55,111.00
7,244.19
47,866.81
13.1%
SPRINGFIELD OAKS ACTIVITY CENTER/PARK
397,735.00
110,123.18
287,611.82
27.7%
WATERFORD OAKS ACTIVITY CENTER/PARK
615,484.00
176,976.61
438,507.39
28.8%
RECREATION PROGRAMS & SERVICES
608,957.00
211,480.32
397,476.68
34.7%
CATALPA OAKS
68,328.00
4,778.07
63,549.93
7.0%
MOBILE RECREATION & SPECIAL EVENTS
629,401.00
176,745.79
452,655.21
28.1 %
RED OAKS WATERPARK
1,609,381.00
223,893.92
1,385,487.08
13.9%
WATERFORD OAKS BMX COMPLEX
45,085.00
5,016.03
40,068.97
11.1%
WATERFORD OAKS TOBOGGAN COMPLEX
343,003.00
217,677.90
125,325.10
63.5%
WATERFORD OAKS WATERPARK
1,160,579.00
190,359.11
970,219.89
16.4%
FACILITIES & MAINTENANCE
1,610,606.00
479,319.78
1,131,286.22
29.8%
CONTINGENCY/INTERNAL SERVICE CHARGES'
900,000.00
84,547.26
815,452.74
N/A
$24,558,927.00
$6,514,105.16
18,044,821.84
26.5%
REVENUE OVER/(UNDER) EXPENSES
($1,072,473.00)
$5,902,561.98
($6,975,034.98)
2009
2008
ACTUAL REVENUE TO DATE:
52.9%
60.2%
BUDGET BALANCE:
47.1%
39.8%
ACTUAL EXPENSE TO DATE:
26.5%
29.3%
BUDGET BALANCE:
73.5%
70.7%
`CONTINGENCY YTD FIGURE: INTERNAL SERVICE FUNDS PAYMENTS IN TRANSIT.
(Page 1 of 3) 6-1
OAKLAND COUNTY PARKS AND RECREATION COMMISSION
COMBINED STATEMENT OF OPERATIONS
FM 5, FY 2009
(FOR MONTH ENDING 2/28109)
CONTINGENCY: BUDGET AMENDMENTS
CONTINGENCY: PENDING
$141,717 to Springfield Oaks Golf Course MDEQ-RPFR Program (OCPRC-Dec.)
OTHER: BUDGET AMENDMENTS
Salaries & Fringe Benefits Adjustments between budget units because of department reorganization (OCPRC-Oct./Posted Nov.)
OTHER: PENDING
$43,207 Prevenue and Expense increase for Springfield Oaks Golf Course MDEQ Refined Petroleum Fund Reimbursement
Program (OCPRC-Dec.)
(Page 2 of 3) 6-2
OAKLAND COUNTY PARKS AND RECREATION COMMISSION
COMBINED STATEMENT OF OPERATIONS
REVENUE AND EXPENSE COMPARISON
FM 5, FY 2009
(FOR MONTH ENDING 2/28109)
PARK
ADMINISTRATIVE SERVICES:
ADMINISTRATIVE SERVICES
FISCAL SERVICES ADMINISTRATION
FISCAL SERVICES PARKS & REC
ADMINISTRATIVE SERVICES SUB -TOTAL
GOLF:
GLEN OAKS GOLF COURSE
LYON OAKS GOLF COURSE
RED OAKS GOLF COURSE
SPRINGFIELD OAKS GOLF COURSE
WHITE LAKE OAKS GOLF COURSE
GOLF SUB -TOTAL
NATURE:
INDEPENDENCE OAKS NATURE CENTER
NATURE SUB -TOTAL
PARKS:
ADDISON OAKS
ADDISON OAKS CONFERENCE CENTER
GROVELAND OAKS
HIGHLAND OAKS
INDEPENDENCE OAKS
LYON OAKS
ORION OAKS
ROSE OAKS
SPRINGFIELD OAKS ACTIVITY CENTER/PARK
WATERFORD OAKS ACTIVITY CENTER/PARK
PARKS SUB -TOTAL
RECREATION:
RECREATION PROGRAMS & SERVICES
CATALPA OAKS
MOBILE RECREATION & SPECIAL EVENTS
RED OAKS WATERPARK
WATERFORD OAKS BMX COMPLEX
WATERFORD OAKS TOBOGGAN COMPLEX
WATERFORD OAKS WATERPARK
RECREATION SUB -TOTAL
FACILITIES & MAINTENANCE:
FACILITIES & MAINTENANCE
FACILITIES & MAINTENANCE SUB -TOTAL
CONTINGENCY/INTERNAL SERVICE CHARGES*
TOTAL
YEAR TO DATE
REVENUE
$11,650,730.42
0.00
0.00
11,650,730.42
113,028.50
113,165.18
24,073.35
45,566.44
62,354.62
358,188.09
YEAR TO DATE REVENUE OVER
EXPENSE (UNDER) EXP.
$1,349,414.33
34,101.27
80,548.02
1,464,063.62
373,430.10
682,017.06
170,610.56
252,838.91
321,074.69
1,799,971.32
$10,301,316.09
(34,101.27)
(80,548.02)
10,186,666.80
(260,401.60)
(568,851.88)
(146, 537.21)
(207,272.47)
(258,720.07)
(1,441,783.23)
9,660.84 153,586.03 (143,925.19)
9,660.84 153,586.03 (143,925.19)
55,859.14
35,921.42
1,689.21
152.00
60,804.27
18,548.50
22,527.38
30.00
3,791.57
17,059.51
216,383.00
4,692.00
0.00
75,100.00
175.00
1,243.00
99,969.79
525.00
181,704.79
377,324.56
50,269.58
267,450.49
6,850.20
342,380.23
122,223.70
41,823.27
7,244.19
110,123.18
176,976.61
1,502,666.01
211,480.32
4,778.07
176,745,79
223,893.92
5,016.03
217,677.90
190,359.11
1,029,951.14
(321,465.42)
(14,348.16)
(265,761.28)
(6,698.20)
(281,575.96)
(103,675.20)
(19,295.89)
(7,214.19)
(106,331.61)
(159,917.10)
(1,286,283.01)
(206,788.32)
(4,778.07)
(101,645.79)
(223,718.92)
(3,773.03)
(117,708.11)
(189,834.11)
(848,246.35)
0.00 479,319.78 (479,319.78)
0.00 479,319.78 (479,319.78)
0.00
$12,416,667.14
84,547.26
$6,514,105.16
*CONTINGENCY YTD FIGURE: INTERNAL SERVICE FUNDS PAYMENTS IN TRANSIT.
(84,547.26)
$5,902,561.98
(Page 3 of 3) 6-3
ACTIVITY REPORT item#�
-r=_:71A KLAND
FEBRUARY, 2009 (FM05, FY2009)
DAY USE PARKS
* Not included in program totals - only in combined totals. PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. I FM05,FY08
FM05,FY09 FY2008
FY2009
ADDISON OAKS PARK
Campers
0
0
6,968
6,292
Day Use
368
490
4,531
3,176
Day Campers
0
0
0
0
*ADDISON OAKS CONFERENCE CENTER
1,301
903
13,785
12,683
CATALPA OAKS PARK
Day Use
624
650
1,548
12,999
GROVELAND OAKS PARK
Campers
0
0
0
0
Day Use
0
0
0
0
Day Campers
0
0
0
0
HIGHLAND OAKS PARK
Day Use
240
242
480
1,631
INDEPENDENCE OAKS PARK
Day Use
13,546
8,436
60,884
58,201
Day Campers
0
0
263
0
Overnight Youth Group Campers
0
0
756
9
LYON OAKS
Day Use
60
62
3,155
3,072
Dog Park
1,938
1,996
21,358
20,801
ORION OAKS PARK
Day Use
2,125
2,321
9,823
10,077
Dog Park
5,552
5,882
26,501
23,245
ROSE OAKS PARK
Day Use
629
417
2,812
2,321
SPRINGFIELD OAKS ACTIVITY CENTER
Day Use
525
21208
2,510
3,518
4-H Fair
0
0
0
0
*Banquet Facilities
1,750
2,058
13,256
12,603
WATERFORD OAKS
Activity Center - non banquet
420
350
2,950
2,492
*Banquet Facilities - Activity Center
70
125
730
927
Day Use
472
206
2,922
3,150
TOTAL CAMPERS
0
0
6,968
6,292
TOTAL DAY USE
18,589
15,032
88,665
98,145
TOTAL DAY CAMPERS
0
0
263
0
TOTAL OVERNIGHT YOUTH GROUP CAMPERS
0
0
756
9
TOTAL DOG PARKS
7,490
7,878
47,859
44,046
TOTAL 4-H FAIR
0
0
0
0
TOTAL ACTIVITY CENTER -NON BANQUET
420
350
2,950
2,492
08-09 ACTIVITY REPORT.As, FEB09 1 of 4
ACTIVITY REPORT
FEBRUARY, 2009 (FM05, FY2009)
* Not included in program totals - only in combined totals.
In-house events are counted in facility totals.
GLEN OAKS
Rounds Played - 9 Holes
Rounds Played - 18 Holes
*Banquet Facilities
**Grill Room (**Not included in totals)
LYON OAKS
Rounds Played - 9 Holes
Rounds Played - 18 Holes
Driving range
*Banquet Facilities
**Grill Room (**Not included in totals)
RED OAKS
Rounds Played - 9 Holes
SPRINGFIELD OAKS
Rounds Played - 9 Holes
Rounds Played - 18 Holes
**Grill Room (**Not included in totals)
WHITE LAKE OAKS
Rounds Played - 9 Holes
Rounds Played - 18 Holes
*Banquet Facilities
**Grill Room (**Not included in totals)
TOTAL ROUNDS PLAYED - 9 HOLES
TOTAL ROUNDS PLAYED -18 HOLES
TOTAL DRIVING RANGE
PARTICIPANTS (MONTH)
FM05, FY08 FM05, FYO
0
0
1,933 1,24
0
0
0
0
402 1,39
0
0
0
0
0
0
0
258 17
0
0
0
0
IKLAND-
0
0
4
0
0
0
2
ONT,"TZATh, ►k
PARTICIPANTS (YTD)08
9 FY20
FY2009
1,887
1,673
920
860
16,700
15,209
633
675
279
279
2,077
1,799
0 919
826
5,562
6,737
0 1,516
2,583
0 1,879
1,523
0 1,437
777
0 2,224
1,651
0 1,135
1,029
0 1,195
1,397
0 855
774
5 5,545
6,190
0 952
780
0 6,677
5,649
0 6,076
5,084
0 919
826
08-09 ACTIVITY REPORT.As, FEB09 7_1
ACTIVITY REPORT r.:'!'*JA-KLAND-
FEBRUARY, 2009 (FM05, FY2009) W
RECREATION,.
" Not included in program totals - only in combined totals. PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. FM05,FY08
FM05,FY09 FY2008
FY2009
MOBILE RECREATION
Bleachers
0
0
2
5
Festival Package
0
300
4,215
3,505
Bus
945
990
5,310
5,265
Climbing Wall/Tower
0
0
700
1,100
Dunk Tank
0
0
0
0
Inline Skate Mobile/Hockey Mobile
0
0
205
0
Puppet
0
0
0
340
Show Mobile
0
0
10
24
Adventure Sport Mobile
80
440
280
1,000
Tents
0
0
18
11
Camps
0
0
0
0
Miscellaneous
0
1
410
2
WATERFORD OAKS BMX
0
0
0
0
WATERFORD OAKS COURT GAMES COMPLEX
204
206
645
1,022
WATERFORD OAKS FRIDGE
8,300
5,351
20,612
17,657
WATERFORD OAKS LOOKOUT LODGE
195
60
922
1,035
WATERFORD OAKS WATERPARK
0
0
0
0
RED OAKS WATERPARK
0
0
0
0
THERAPEUTIC EVENTS
490
304
4,119
2,648
SENIOR EVENTS
38
0
418
0
TOTAL MOBILE RECREATION VISITS
1 1,0261
1,731
1 11,1501
11,252
TOTAL FACILITIES AND SPECIAL EVENTS
9,227 1
5,921
1 26,716 1
22,362
7-2
08-09 ACTIVITY REPORT.As, FEB09 3 of 4
ACTIVITY REPORT 0:7)AKLAND
FEBRUARY, 2009 (FM05, FY2009) NATURE INTERPRETIVE SERVICES
PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. I FM05,FY08
FMO5,FYO,91
FY2008
FY2009
ENVIRONMENTAL PROGRAM - INDEPENDENCE OAKS
Nature Center
1,276
885
7,320
5,309
Outreach Visits
834
417
2,126
2,471
**Trail Usage ("Not included in totals)
9,084
6,260
33,381
37,550
ENVIRONMENTAL PROGRAM - LYON OAKS
Nature Center
214
177
1,015
1,166
Outreach Visits
0
186
249
679
**Trail Usage ("Not included in totals)
68
69
3,358
3,295
TOTAL NATURE CENTERS
1,490
1 1,062
1 8,335
1 6,475
TOTAL OUTREACH VISITS
COMBINED•
834 603
PARTICIPANTS (MONTH)
2,375 3,150
PARTICIPANTS (YTD)
FM05, FY08
FM05, FY09
FY2008
FY2009
DAY USE PARKS
26,499
23,260
147,461
150,984
GOLF COURSES
0
0
13,672
11,559
RECREATION, FACILITIES AND SPECIAL EVENTS
10,252
7,652
37,866
33,614
NATURE INTERPRETIVE SERVICES
2,324
1,665
10,710
9,625
BANQUET FACILITIES
5,714
5,897
55,578
54,349
GRAND TOTALS
44,789
38,474
265,287
260,131
Therapeutic/Senior Event Breakdown
REVISED 10/6/04 Note: Deleted Grill Room numbers from Combined Totals.
08-09 ACTIVITY REPORT.As, FEB09 4 j 43
ACTIVITY REPORT 15:5AKLAND--
MARCH, 2009 (FM07, FY2009)
NATURE INTERPRETIVE SERVICES
PARTICIPANTS (MONTH) =TICIPANTS (YTD)
In-house events are counted in facility totals. 1 FM06,FY08
F1006,FY09 FY20081
FY2009
ENVIRONMENTAL PROGRAM - INDEPENDENCE OAKS
Nature Center
1,102
1,352
8,422
6,661
Outreach Visits
354
250
2,480
2,721
**Trail Usage (-*Not included in totals)
7,165
130
40,546
37,680
ENVIRONMENTAL PROGRAM - LYON OAKS
Nature Center
166
191
1,181
1,357
Outreach Visits
215
53
464
732
**Trail Usage (**Not included in totals)
131
130
3,489
3,425
TOTAL NATURE CENTERS
1,2681
1,543 1
9,6031
8,018
TOTAL OUTREACH VISITS
COMBINED•
569 303 1
PARTICIPANTS (MONTH)
2,944 3,453
PARTICIPANTS (YTD)
FMO6,FY08
FMO6,FY09
FY2008
FY2009
DAY USE PARKS
21,993
17,657
169,454
176,779
GOLF COURSES
0
1,223
13,672
12,782
RECREATION, FACILITIES AND SPECIAL EVENTS
4,586
3,549
42,455
38,020
NATURE INTERPRETIVE SERVICES
1,837
1,846.
12,547
11,471
BANQUET FACILITIES
12,025
8,04Q
67,603
64,730
GRAND TOTALS
1 40,441
32,315
305,731
303,782
�b-ball
Therapeutic/Senior Event Breakdown
32, TGIT-90, Royal Oak-66, Boys
Girls -46, Ferndale 52, Goalball
18
REVISED 10/6/04 Note: Deleted Grill Room numbers from Combined Totals.
7-4
08-09 ACTIVITY REPORT.As, MAR09 4 of 4
ACTIVITY REPORT 15:7JAKLAND--
MARCH, 2009 (FM07, FY2009) MWIT; ik
DAY USE PARKS
* Not included in program totals - only in combined totals. PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. FM06,FY08
FM06,FY09 FY20081
FY2009
ADDISON OAKS PARK
_
Campers
0
6,968
6,292
Day Use
420
492
4,951
3,668
Day Campers
0
0
0
*ADDISON OAKS CONFERENCE CENTER
1,975
2,341
15,760
15,024
CATALPA OAKS PARK
Day Use
585
714 1
2,133
13,713
GROVELAND OAKS PARK
Campers
0
0
0
0
Day Use
0
0
0
0
Day Campers
0
0
0
0
HIGHLAND OAKS PARK
Day Use
240
847
720
2,478
INDEPENDENCE OAKS PARK
Day Use
8,650
12,437
69,534
70,638
Day Campers
0
0
263
0
Overnight Youth Group Campers
0
0
756
9
LYON OAKS PARK
Day Use
70
238
3,225
3,310
Bark Park
2,259
2,217
23,617
23,018
ORION OAKS PARK
Day Use
2,125
2,1371
11,948
12,214
Bark Park
5,552
1 5,603
32,053
28,848
ROSE OAKS PARK
Day Use
629
420
3,441
2,741
SPRINGFIELD OAKS ACTIVITY CENTER
Day Use
425
112
2,935
3,630
4-H Fair
0
0
0
0
*Banquet Facilities
1,669
1,410
14,925
14,013
WATERFORD OAKS
Activity Center - non banquet
496
318
3,446
2,810
*Banquet Facilities - Activity Center
215
80
945
1,007
Day Use
542
260
3,464
3,410
TOTAL CAMPERS
0
0
6,968
6,292
TOTAL DAY USE
13,686
17,657
102,351
115,802
TOTAL DAY CAMPERS
0
0
263
0
TOTAL OVERNIGHT YOUTH GROUP CAMPERS
0
0
756
9
TOTAL BARK PARK
7,811
7,820
55,670
51,866
TOTAL 4-H FAIR
0
0
0
0
TOTAL ACTIVITY CENTER -NON BANQUET
496
318
3,446
2,810
7-5
08-09 ACTIVITY REPORT.As, MAR09 1 of 4
ACTIVITY REPORTOgKLAND
MARCH, 2009 (FM07, FY2009)
GOLF COURSES
* Not included in program totals - only in combined totals. PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. I FMO6,FY08
FMO6,FY091 FY2008
FY2009
GLEN OAKS
Rounds Played - 9 Holes
0
387
1,887
2,060
Rounds Played - 18 Holes
0
118
920
978
*Banquet Facilities
3,380
2,705
20,080
17,914
**Grill Room (**Not included in totals)
0
0
633
675
LYON OAKS
Rounds Played - 9 Holes
0
72
279
351
Rounds Played - 18 Holes
0
0
2,077
1,799
Driving range
0
0
919
826
*Banquet Facilities
2,462
1,690
8,024
8,427
**Grill Room (**Not included in totals)
10
1 0
1,516
2,583
RED OAKS
Rounds Played - 9 Holes
0
0
1,879
1,523
SPRINGFIELD OAKS
Rounds Played - 9 Holes
0
49
1,437
826
Rounds Played - 18 Holes
0
128
2,224
1,779
**Grill Room (**Not included in totals)
0
0
1,135
1,029
WHITE LAKE OAKS
Rounds Played - 9 Holes
0
341
1,195
1,738
Rounds Played - 18 Holes
0
128
855
902
*Banquet Facilities
2,324
2,155
7,869
8,345
**Grill Room (**Not included in totals)
0
87
952
867
TOTAL ROUNDS PLAYED - 9 HOLES
0
849
6,677
6,498
TOTAL ROUNDS PLAYED - 18 HOLES
0
374
6,076
51458
TOTAL DRIVING RANGE
0
0
919
826
7-6
08-09 ACTIVITY REPORT.As, MAR09 2 of 4
ACTIVITY REPORT C17)JAKLAND
MARCH, 2009 (FM07, FY2009)
RECREATION, FACILITIES AND SPECIAL EVENTS
Not included in program totals - only in combined totals. PARTICIPANTS (MONTH) PARTICIPANTS (YTD)
In-house events are counted in facility totals. FMO6,FY08
FMO6,FY09 FY2008
FY2009
MOBILE RECREATION
Bleachers
0
0
2
5
Bouncers
505
0
4,720
3,505
Bus
1,305
855
6,615
6,120
Climbing Wall/Tower
100
0
800
1,100
Dunk Tank
0
0
0
0
Inline Skate Mobile/Hockey Mobile
0
0
205
1 0
Puppet
0
0
0
340
Show Mobile
0
0
10
24
Adventure Sport Mobile
40
0
320
1,000
Tents
0
0
21
11
Camps
0
0
0
0
Miscellaneous
0
2
410
4
WATERFORD OAKS BMX
0
0
0
0
WATERFORD OAKS COURT GAMES COMPLEX
204
206
849
1,228
WATERFORD OAKS FRIDGE
1,919
2,977
22,531
20,634
WATERFORD OAKS LOOKOUT LODGE
52
62
974
1,097
WATERFORD OAKS WATERPARK
0
0
0
0
RED OAKS WATERPARK
0
0
0
0
THERAPEUTIC EVENTS
461
304
4,580
2,952
SENIOR EVENTS
0
0
1 418
0
TOTAL MOBILE RECREATION VISITS
1,950
8571
13,103
1 12,109
TOTAL FACILITIES AND SPECIAL EVENTS
2,636
1 3,549
29,352
1 25,911
7-7
08-09 ACTIVITY REPORT.As, MAR09 3 of 4
ITEM #8
Red Oaks
Dog Park Construction
Staff has completed the engineering and design for three one -acre dog park areas,
pavilion, water source, park sign, detention basin, and a 60-space paved parking lot with access
from Dequindre Road. This project ties in with our strategic plan 3.1.4 to enhance recreation
facilities and park operations that meet the recreation needs of the community.
Additionally, as part of the City of Madison Heights Site Plan Review Process, OCPRC is
required to install a 10' wide safety path along Dequindre Road as part of the Oakland/Macomb
Connector Trail. Other items include parking lot and pavilion lighting, decorative fencing, four
foot farm fencing, and fabric screens on six foot chain -link fencing around the existing OCWRC
GWK Building.
With the current GWK Drain Repairs (Contract 6b) that require restoration for this area,
staff pursued the opportunity to utilize the existing contract 6b unit cost (Six-S Construction) to
construct and install the parking lot and dog park appurtenances.
Staff is reviewing the submitted construction costs with Six-S Construction, OCWRC
engineers and park staff, and will make a recommendation at the Commission Meeting on April
8, 2009. The adopted FY2009 Capital Improvement Project budgeted amount is $150,000.
E:�
Item #8-2
Oakland County Parks and Recreation Administration Building
Roof and Skylight Replacement
The Waterford Oaks Administration Building Roof and Skylight Replacement project consists of re -roofing the administration building
with asphalt shingles and EPDM flat roof membranes, plus replacing the existing skylight. The replacement is required due to poor condition
of the shingles and recurring leaks around the skylight. This project ties to the Strategic Master Plan's Strategy 2.1 on an asset management
program for annual infrastructure maintenance and improvements.
Two separate bids were issued through Oakland County Purchasing. The first bid was for the roof replacement, including Base Bid 1
and Base Bid 2. Base Bid 1 included the complete removal of the existing asphalt shingles and the installation of new asphalt shingles, roof
sheathing as needed, and related miscellaneous items. Base Bid 2 included the complete removal of the existing EDPM roof and the
co installation of a new EDPM roof, roof sheathing as needed, and related miscellaneous items.
The second bid was for the skylight replacement.
Both bids were received on February 25, they are as follows:
Roof
Constantine
Mando
Bright Side
Kril
Butcher &
Four
Port Huron
Bloomfield
Roof -Rite
Replacement
Construction
Construction
Painting &
Enterprises
Baecker
Seasons
Roofing
Construction
Construction
Building
Maintenance
Base Bid 1
$27,300.00
$31,400.00
$40,626.00
$45,500.00
$31,002.00
$35,460.00
$41,600.00
$64,500.00
$38,500.00
Base Bid 2
12,2010.00
8,875.00
2,905.00
3,400.00
20,940.00
18,200.00
16,800.00
13,515.00
No Bid
Total
$39,500.00
$40,275.00
$43,531.00
$48,900.00
$51,942.00
$53,660.00
$58,400.00
$78,015.00
Incomplete
Skylight
Replacement
Abbott K Schlain
B & B Glass
Bloomfield
Construction
Royal Glass &
Greenhouse
Bid
$17,120.'00
$18,900.00
$23,000.00
$24,500.00
ITEM #9
Red Oaks Golf Course - Entrance Drive Relocation
SOCRRA Easement/Agreement Status
With the installation of the new traffic light located less than 150' north of the City of
Madison Heights Senior Center and less than 150' south of the existing golf course entrance on
John R Road, there has been an increase in automobile accidents. One of the accidents resulted
in a consent judgment against the City of Madison Heights which required the city to complete a
traffic study and relocate the Senior Center egress to the existing SOCRRA driveway. These
improvements have been completed.
The traffic study included the Red Oaks Golf Course entrance, since ingress and egress
distances are similar. The study completed by Wells & Associates on February 7, 2008
recommended that the golf course entrance also be relocated to the existing SOCRRA driveway.
With the current George W. Kuhn Drain repairs (Contract 6b) that closed the golf course for
the 2009 season, staff pursued the opportunity to include this recommended drive relocation within
the restoration of the GWK Drain repairs as an alternate for safety and economy of construction
with a larger project.
On July 23, 2008 the Oakland County Parks and Recreation Commission approved the
alternate to the Oakland County Water Resource Commission Contract 6b in the amount of
$49,670.00 with a 10% contingency, for a total approved amount of $54,637.00. The adopted
FY2009 Capital Improvement Project Budget for this project is $65,000.
Upon approval, OCWRC and OCPRC staff pursued the easement and aTeement with
SOCRRA. Due to outstanding disputes and/or issues between the--OCWRC and SOCRRA, this
project may be delayed, resulting in a potential increase of costs due to remobilization and
coordination of construction. This item if for informational purposes as to the status of this project.
9-1
ITEM # 10
Oakland County Parks and Recreation Commission
Business Plans Policy
Staff has developed a Business Plan Policy to create individual business plans for all golf
courses, campgrounds, waterparks, the Fridge, core recreation programs and any future
destination attractions and programs that the Oakland County Parks and Recreation Commission
is exploring for consideration. The Business Plan Policy supports the Oakland County Parks and
Recreation Commission's adopted 2008 Strategic Plan which recommends managing the park
system in a highly efficient and productive manner through an effective business planning
operation model.
The Business Plan Policy will allow staff to develop operational management tools that
expend taxpayer/revenue dollars efficiently. The goal is for all recreation facilities and programs
to complete a business plan by the end of 2010. Each plan will be updated every two years, and
report business plan results and outcomes achieved.
The Organizational and Business Development unit of the Oakland County Parks and
Recreation Commission will oversee and manage the business planning efforts with facility and
programming staff. Staff is requesting the Commission's approval and adoption of the Business
Plan Policy.
10-1
Date Adopted: Dated Revised: C-09-002
Commission TBD 04-08-09 Page 1 of 2
Policy
COUNTY PARKS
Development of Business Plans Policy
PURPOSE: The purpose of developing business plans for destination facilities and core
programs centers on developing a business approach and philosophy to managing these
facilities and programs based on a key strategy outlined in the Oakland County Parks and
Recreation Commission's Strategic Plan adopted in August, 2008. The goal is to
maximize revenues, and provide efficiency to these facilities and programs through
effective pricing, cost containment and staffing of these resources. Staff within the
organization, along with outside consulting support, will develop these business plans
over the next two years. The Oakland County Parks and Recreation Commission will
review and adopt these business plans for staff implementation. The results of the
business plans efforts will be reviewed and updated annually by OCPRC staff.
II. PROCEDURE:
A. The Executive Officer will establish which business plans will be developed over
the course of each year. Staff will follow the business template developed by
PROS Consulting and will use the appropriate methodology:
1. For tracking direct and indirect costs
2. Reviewing demographics and potential users
3. Focus on existing programs to support the destination facility the makeup
of the core program area
4. Evaluate marketing efforts to attract new users and retain existing users
5. Focus on appropriate pricing options as outlined in the pricing policy of
the Commission
6. Evaluate existing partnerships and level of equity from Oakland County
and its partner's perspective and incorporate measureable outcomes to be
tracked and managed through the changes recommended in the business
plan.
III. STANDARDS:
A. Staff will follow agreed to performance measures that focus on the following:
1. Revenues to expense outcomes desired
2. Staffing levels and use based on approved budget levels
3. Customer retention and satisfaction levels achieved
4. Capacity management of each core program area and destination facility
5. Earned income gained to off -set operational costs
6. Staff performance levels met through effective scheduling
10-W 2
Date Adopted: Dated Revised: C-09-002
i Commission TBD 04-08-09 Page 2 of 2
OAKLAND Policy
COUNTYPARKS Development of Business Plans Policy
7. Marketing efforts and point -of -sale data collected and managed on each
customer
8. Partnership equity levels met
IV. EVALUATION:
A. The Business and Organizational Development Section will work with staff on the
development of the business plan and in tracking of the performance measures
established in the business plan. Staff will review with the Business and
Organizational Development Section staff their approaches to make business
related changes to achieve the recommendations and cost containment efforts
outlined in their respective business plan. The Administrative Management Team
will review monthly with staff on how their efforts to manage the sites and core
programs are working against expected outcomes.
r 0--3
ITEM # 11
Lyon Oaks Golf Course
Business Plan
Leon Younger, Pros Consulting LLC, will present the Lyon Oaks Business Plan.
This plan ties into Strategic Plan 2.3 which focuses on developing a business plan for
every current park, golf course or attraction. Staff is requesting approval of this plan for
use by Oakland County Parks and Recreation Commission staff.
ITEM #12
QUARTERLY REPORT
PURCHASING
Joan Daniels, Oakland County Purchasing, will present an update on the
purchasing activity for the quarter ending March, 2009.
12-1
m
O o�V �� m am
4:�
ma � `Vc
�19
Q\om�
822
Leaf Sweeper - Midwest Golf & Turf
3/12/2009
PO121069
$15,690.0000
821
Utility Cart - Energy Products
3/13/2009
P0121060
$ 5,941.64
Mobile Rec Stage Repair - Century
797
2/12/2009
P018503
$ 19,309.77
Industries
787
Turfine Thatch -away System -
2/10/2009
P0118525
$ 15,204.00
Spartan
771
Pedal Karts - Prime Pedal Karts
1/27/2009
P0117248
$ 5,077.98
776
Aqua Series ottbine Aerators - Supply
2/10/2009
P0117793
$ 3,976.00
of America
768
Kory Hayride Wagon Running Gear
1/27/2009
P0117210
$ 2,298.00
McConnel Farm
751
Kayaks - Madl ns contracting
1/12/2009
P0117255
$ 4,860.00
850
Basement Waterproofing Smith's
2/3/2009
PS2503
$ 6,232.00
Waterproofing
709
Lumber and Supplies - NA Mans
12/18/2008
P0115284
$ 8,257.91
ITEM #13
EXECUTIVE OFFICER'S REPORT:
A. Special Park Districts Forum "Leading the Greenway" will be hosted by the Lake
County Forest Preserves; June 9-12, 2009. If you are interested in attending,
please contact Sue Kici at 248.858.4603 to register. Registration must be made
by April 30, 2009.
B. Attached for your review is a summary of the Huron -Clinton Metropolitan
Authority's Biennial Report as of December 31, 2007 which was distributed
toward the end of 2008. It describes the status of the Metroparks, as well as the
importance of the Oakland County Parks.
C. Attached for your review is the Spinal Column newspaper article which featured
the Oakland County Parks, and ran in the March 11, 2009 issue. It was also
featured in the National Recreation and Park Association's March 17 Weekly
News Brief that went nationally to over 21,000 members.
D. Attached for your review are Senate Bill No.388 and 389 pertaining to the
proposed Michigan Department of Natural Resources "Park Passport" which
would eliminate motor vehicle permits for entrance to state parks and boat
launches. Executive Officer Stencil and Jon Noyes, Planning Supervisor, will be
making a presentation to the DNR's administrative staff on May 4 regarding our
concerns related to the proposed legislation.
E. As a follow up, the Commission questioned $92,000 of Lyon Oaks Nature Center
expenses assigned to Lyon Oaks Golf Course. After reviewing the business plan,
it appears it was in reference to the $84,219 figure on page 33 of the business
plan, which is the amount of golf course expenses that were actually expended on
behalf of the day use park. $11,310 was attributed to maintenance of the day use
park and $72,909 to programming of the day use park (sales of day use passes,
scheduling day use athletic fields, etc.).
Also requested was a breakdown of cost definition for administrative costs at
budget centers. The attached excel file details the breakdown to respective budget
centers.
F. Staff has revised the golf volunteer program and enclosed the letters sent to
volunteers outlining the new program for 2009.
G. The Fridge Toboggan Run was voted "Number #1" in the 2009 WDIV 4 The Best
Winter Guide contest in the ' 09 Best Tobogganing/Sledding category.
H. As an update to the Commission, in late summer 2008 staff purchased the 2009
fertilizer needs for the parks system at 2008 prices. The net savings for the parks
system was $30,000
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I. The April 15 Budget Work Session will be a regular business meeting with a
couple of items for the Commission's consideration. Staff is projecting the
session to be a minimum of three hours, beginning at 9 a.m. If the meeting
continues past noon, lunch will be provided. Staff anticipates the meeting to
conclude no later than 1 p.m. Staff will provide a series of PowerPoint
presentations to deliver the proposed budget for Fiscal Years 2010, 2011 and
2012, to align with the County Executive's initiative to implement a triennial
budget program.
J. Upcoming Events: Attached for your information is a list of upcoming events.
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Subject: Reminder - Invitation to the Special Park Districts Forum
You were recently invited to register for the Special Park Districts Forum hosted by the Lake County Forest Preserves.
Conference details are listed below.
We really hope you will be able to join us. Located between Chicago and Milwaukee, Lake County, Illinois is a great place
to gather and share new ideas, meet colleagues and have fun.
To learn more about this year's Forum, and to register, click on the links below or visit www.LCFPD.org/forum2009
We look forward to seeing you in June,
Sincerely,
Mike Tully & Katherine Hamilton -Smith
Forum Co -Chairs
WHEN
Tuesday, June 9, 2009 9:00 AM -
Friday, June 12, 2009 2:30 PM
Central Time Zone
WHERE
Lincolnshire Marriott Resort
Ten Marriott Drive
Lincolnshire, IL 60069
FEE
Forum Registration
$495.00 (Through April 30)
$525.00 (from May 1 to May 15)
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Lake County Forest Preserve Forum 2009 Program
Page 1 of 4
Home Program
• Registration from 5 - 8 pm
• Conference Hotel and Hospitality
Lincolnshire Marriott Resort
• Registration from 8 am - 7 pm
Breakfast not included
Hotel Contact Us Nn Stuff
• 8 am - 4 pm Optional Pre -Forum Activities (Additional fee required)
— Choose one from below when registering.
— Meet in the hotel lobby for these activities.
Get more information by clicking on the links below:
1. Golf at ThunderHawk - 8 am - 3 pm
2. Biking along Des Plaines River Trail - 10 am - 3 pm
3. Chicago Architecture Tour - 8 am - 4 pm
4. Bird watching at Middlefork Savanna - 7 - 11 am
• 5:30 pm Forum officially begins with Welcome Dinner at Marriott
R
• 6 - 8 am Breakfast at Marriott's King's Wharf Restaurant
• 6:30 - 8 am Early morning bird walk (optional)
• 7 - 9 am Registration
• 9 - 10:30 am Tour of Ryerson Woods & Welcome Center
• 11 am - 2 pm Tours of Fort Sheridan and lunch
You'll be able to choose two of the three tours offered:
. Session 1: Hawk's Nest: A half -mile of easy walking tour of the hawk's nest.
Step into an oversized red-tailed hawk's nest, learn about this unique
exhibit, chat with the designer, discuss the program and enjoy a visit from
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Lake County Forest Preserve Forum 2009 Program
Page 2 of 4
our resident red-tailed hawk.
• Session 2: History: A mile of easy walking tour of Parade Grounds, covers
establishment of the Fort, cavalry, artillery, a World War II prisoner of war
camp, and stops at General George Patton's residence.
• Session 3: Ravine/Beach: A mile walk with a steep portion on a paved trail.
This tour includes ravine restoration, storm water mitigation, erosion control
as seen from the trail, and beach restoration. Learn about our plan to
stabilize beach and bluff erosion and about other management tools we
use.
2:30 - 5:30 pm site tour of Independence Grove
• Break-out Sessions:
Native garden tour, administrative services, enterprise operations, planning
and development, outreach and stewardship, natural resource
management and educational programming
• Self -guided Activities:
Complimentary boat rentals, pontoon boat tours, swimming and beach use,
bike rides, adaptive use playground tour, voyageur canoe rides, trolley site
tours, fishing, and lake ecology
• 5:30 - 7:30 pm Reception and dinner
• 7:30 - 9 pm Evening concert by the United States Navy Band
• 6 - 8 am Breakfast at Marriott's King's Wharf Restaurant
• 8:45 - 9:45 am
• Heron Creek: Start your day at one of our newest preserves to take a
guided nature walk, or hear about the master planning process from our
landscape architects.
9:45 am - 12:15 pm Lakewood Forest Preserve and Lake County Discovery
Museum
You'll be able to choose any three of six presentations offered:
• Collections/Archives — Learn about the Museum's archival collections,
how they are used for research, and how technology has improved public
access to them.
• Development — Hear how our Development Office partners with
corporations for success.
• Exhibitions — Learn about our exhibition program at the Museum and in
preserves throughout the County, and about efforts being taken to make
our public exhibitions "green."
• Museum Education — Field trip to popular destination - Lake County
Discovery Museum.
• Master Planning — Learn about some of the pitfalls of the public planning
process and how to avoid them, as Forest Preserve landscape architects
discuss some of the challenges that have been faced with the Lakewood
Master Plan.
• Operations & Public Safety — Learn about the existing Operations &
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Public Safety center at Lakewood and the opportunities and challenges that
it has presented.
• 12:30 - 2 pm Fox River Preserve and Marina
. After a busy morning, relax and enjoy lunch and boat tours at the Fox River
Preserve and Marina. Learn about the transformation of the site from a
campground to a marina, take a tour of the marina operations, enjoy a boat
ride on the Fox River, or just do a little fishing.
• 2:45 - 4:30 pm Rollins Savanna
You'll be able to choose one of eight options offered:
e Restore Galore — Take a wagon ride to see stages of restoration practices,
learn about restoration equipment and partner agencies. Also stop at our
new bird viewing area.
e If you build it they will come — Take a wagon ride to experience the
rewards of restoration, learn about restoration equipment and partner
agencies. Also stop at our new bird viewing area.
• On your own (Hike) — Take a self -guided 1.5-mile hike along the trails.
You can also stop at our new bird viewing area, and learn about restoration
equipment and partner agencies.
• Tour de Rollins (Bike ride) — Enjoy a 3-mile bike ride with a naturalist and
stop at our new bird viewing area, and learn about restoration equipment
and partner agencies.
• Prairie Promenade (Bird walk) - Take a 1.5-mile bird walk with a
naturalist. Stop at new bird viewing area and learn about restoration
equipment and partner agencies.
• Wetland Wander — Walk a half -mile on the boardwalk to explore the wetter
side of the site. Take a closer look at what's below the water level. Learn
about restoration equipment and partner agencies.
• Seeds for the Future — Tour the greenhouse and seed production nursery
to learn about native seed production for ecological restoration projects.
Learn about restoration equipment and partner agencies.
• Monitor Programs — Visit partner agencies and our own natural resource
staff to learn about the various monitoring programs we support. Also learn
about restoration equipment and partner agencies.
• 5:15 - 8:30 pm ThunderHawk Golf Club
e Golf Club tour
e Dinner
�
• 6 - 8 am Breakfast at Marriott's King's Wharf Restaurant
• 6:30 - 8 am Early morning fun run along Des Plaines River (optional)
8 am -12:30 pm Tours and Activities - You'll be able to choose one of the three
tracks offered:
e Track 1- Cultural Resources
o Adlai E. Stevenson Historic Home tour
o Bonner Heritage Farm -
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Lake County Forest Preserve Forum 2009 Program
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• Exhibitions and planning
® Land Acquisition
Track 2- Operations & Public Safety
o New Operations & Public Safety Facility " under construction" tour
o Duck Farm — Dog exercise area tour
o Greenbelt — Ranger Station & Maintenance shop tour
. Track 3 - Planning & Environmental Education tour
o Nippersink: Guided walking tour and hands-on activities that highlight
the preserve's site design, integration of facilities for educational camp
programs, shoreline stabilization and restoration and aquatic habitat
management.
o Site Tour of Greenbelt Forest Preserve
e Conference concludes for all groups with lunch and entertainment at the
Greenbelt Cultural Center.
Copyright') 2008 i Lake County Forest Preserves 12000 North Milwaukee Ave, Libertyville IL 60048
Questions or Comments? Call us at (847) 367-6640
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- 4ek
'019.�
March 3, 2009
Mr. Bill Bullard
Oakland County Board of Commissioners
1200 North Telegraph Road
Pontiac, MI 48341-0421
Dear Cornmissioner Bullard,
PETER S. WALTERS
Group Vice President
As you may recall, I am your representative to the Huron -Clinton Metropolitan Authority
arid it is time to bring you up to date on the three Metroparks residing inside Oakland
County.
From a fiscal perspective, the park system remains well managed and as negative as
the economy was in 2008, the entire Metropark system met its budget projections. We
are obviously very concerned about the future as revenues are likely to decline in the
near term. Nonetheless, we are very optimistic that Southeast Michigan residents
continue to find significant outdoor recreational value as presented by the HCMA
system, and of course those of us in Oakland County want to ensure that these activities
are in tune with Oakland County residents' preferences.
It is likely that the HCMA Board of Commissioners will be increasingly careful about
approving major new capital expenditures, wanting to first ensure that existing assets
are well maintained. Our parks continue to be very popular, in particular, the three
Oakland County parks. Kensington, Indian Springs and Stony Creek had almost a 1.4
million paid vehicle entries this past year. This total is a modest decline from visitations
to these parks in 2007, and total revenues generated were essentially flat when
comparing 2008 to 2007.
All three of the parks also have golf courses, as well as various nature interpretive
facilities. Both attendance and revenues at the golf courses was down slightly, with
Indian Springs showing the largest drop. Unfortunately, the downward trend in golf
course usage is somewhat characteristic of the region, but we still had between 30,000 -
40,000 golfers at each of the golf courses. At Indian Springs, both the Nature Center
and the new Environmental Discovery Center saw increases in attendance, while the
Nature Centers at Stony Creek and Kensington were down slightly. The Farm Center at
Kensington continues to be very popular and attendance was up in 2008 to 336,000
visitors. Incidentally, both Kensington and Indian Springs had bald eagle sightings this
last year - pretty impressive for our metropolitan area.
Additionally, all three of the parks enjoy tremendous support from a large number of
volunteer individuals and groups. At Kensington, volunteers essentially run 2-day events
such as Astronomy at the Beach, Colonial Kensington and The Osprey Fest. The
Environmental Discovery Center at Indian Springs is particularly used by various Boy
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GUARDIAN INDUSTRIES CORP. • WORLD HEADQUARTERS • 2300 HARMON ROAD • AUBURN HILLS, MI 48326-1714 • 248/340-2102 • FAX 248/340-2111
HCMA Update
March 3, 2009
2
Scout and Girl Scout groups and also enjoys significant volunteer support. Similarly, the
new Stony Creek Nature Center has seen new exhibits completed and volunteers
continue to be important to its activities.
Attached, is a biannual report that was distributed toward the end of 2008, although
covering the period through the end of 2007. 1 am enclosing it because it both describes
the Metroparks, as well as the importance of the Oakland County parks. You will notice
that the Farm House and Kids Cottage at Kensington are both highlighted, along with the
new Jim Clarkson Environmental Discovery Center and the Spray and Play Park at
Indian Springs. The new Nature Center at Stony Creek Metropark is also pictured.
Some 2008 highlights and plans for 2009 are described below.
KENSINGTON
2008 Events
• New disc golf course (becoming very popular at Kensington) construction began
in 2008 with completion in 2009.
• There was a record crowd of over 60,000 to picnic and watch the 4`h of July
fireworks.
• The July Detroit Symphony Orchestra Concert attracted over 11,000 people.
• A new hike/bike trail is under construction to connect Kensington to Milford
Township and the Village of Milford.
• Almost 2.5 million visitors enjoyed the various attributes of Kensington
Metropark.
2009 Events/Plans
• Construction will begin of the Martindale Beach Bathhouse/Food Service
Complex and is scheduled for completion in 2010.
• The Milford hike/bike trail connector as mentioned above will be completed in
2009.
• New irrigation systems will be constructed on the Kensington golf course.
• The 2009 DSO Concert is scheduled for June 26"'
INDIAN SPRINGS
2008 Events
Environmental Discovery Center received several awards in 2008.
1. Technology Award - American Society of Heating, Refrigerating and Air
Conditioning - Engineers
2. Honor Awards - American Institute of Architects (Detroit Chapter)
3. Construction and Design Award - Engineering Society of Detroit
4. Honor Awards - American Society of Landscape Architects (Ohio
Chapter and National Chapter)
A total of 10 awards have been received by the EDC since 2002.
Six miles of hike/bike trail was resurfaced at Indian Springs.
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HCMA Update
March 3, 2009
3
• Additional attention is being paid to the Missauga rattlesnake habitat at Indian
Springs, which is the home of Michigan's sole and disappearing Missauga
rattlesnake population.
2009 Events/Plans
• Significant exhibits and displays will be constructed at the Environmental
Discovery Center.
STONEY CREEK
2008 Events
• New tees and sand traps were constructed at several areas at the golf course.
• The DSO concert drew approximately 8,000 attendees.
• The 4ch of July fireworks display attracted 20,000 people.
2009 Events/Plans
• Additional tees and sand traps will be reconstructed on the golf course along with
the construction of a new storm shelter.
• The DSO Concert will be held on June 28th.
In total, the Oakland County Metroparks are enjoyed by several million visits from our
residents and are a critical part of Oakland's quality of life. The Authority has plans to
maintain the capital assets already in place, as we want to continue to make this quality
recreational experience accessible and enjoyed by all. In the current economic climate,
the HCMA Board of Commissioners is very much concerned with future revenues and is
exploring ways where revenue -generating activities might be enhanced.
As always, if you have any questions concerning our Metroparks system, please do not
hesitate to get in touch with me directly.
Sincerely,
i
Peter S. Walters
Group Vice President
/klr
cc: Jim Bresciami
Pecky Lewis
Dan Stencil
L. Brooks Patterson
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Source: Spinal Column Newsweekly
County park officials want to run system like business
by Andrew Sawmiller
March 11, 2009
Like many government entities and businesses in Michigan and across the globe, the Oakland County Parks and
Recreation Department finds itself in a state of transition. The county parks system has been in operation for four
decades and includes nearly 6,000 acres of land at 12 sites spread around Oakland's landscape. Each site has
its own features, which could include everything from golf courses to waterparks and banquet halls, to camping
and hiking facilities and even dog parks. In contrast to the leisurely activities supported by the parks system,
those managing the county's parks and recreation budget face some significant challenges, as none of the parks
or their facilities generate more revenue than they cost to operate. That has parks and recreation officials looking
to manage the system more like a business.
"In almost all cases, the parks are subsidized to some level," said Oakland County Parks and Recreation
Executive Officer Dan Stencil. "We're trying to work more and more in the direction of less subsidy, as well as
getting the entire parks system less dependent on millage money."
The parks system documented just over $24.2 million in revenue during the last fiscal year, which ran from Oct.
1, 2007 to Sept. 30, 2008. In that same time, operating expenses added up to $24.3 million.
Anticipated revenues and expenditures for the current fiscal year are each listed at $27 million.
No Oakland County general fund money is spent on the parks, and funding gaps are often filled with state grants
and other financial gifts, according to Stencil.
A countywide millage first authorized at 0.25 mills is collected to help support the parks system. The levy
generated $14.9 million for the county parks and recreation system during the last fiscal year.
Under the Headlee Amendment to the state's Constitution, the last rate at which the millage was collected was
0.2417 mills.
A mill is equal to $1 for every $1,000 of a property's taxable value, which is generally equal to half a property's
market value. The owner of an Oakland County property with a taxable value of $100,000 ($200,000 market
value) paid $24.17 to support the parks and recreation system under the last millage collection.
That millage keeps all the county parks afloat financially, as revealed by budget documents provided by the
Parks and Recreation Department.
The department has never sought a Headlee Amendment override, which would allow it to collect up to the full
0.25 mills last endorsed by county voters.
"That millage expires on Dec. 31, 2011," Stencil said. "We have identified, tentatively, that we're going to go for a
millage renewal in August 2010. We've gone through a strategic planning process, and in order for us to provide
the facilities, programs and services that the parks system currently provides, the renewal of the millage is
necessary to allow us to provide those services and do what the residents have said they want done."
Every year, the Parks and Recreation Department conducts surveys to determine interest and collect insight into
the public perception of operations and services, and then does its best to deliver upon the public's expectations
when and where it can.
"They are telling us they want more," Stencil said of the public's desire for parks and recreation facilities. "They
want more hiking and biking and natural trails."
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The Parks and Recreation Department currently has 74 full-time employees, trimmed down from 95 through
attrition and reorganization. It often employs hundreds of seasonal or part-time employees each fiscal year.
However, faced with the financial realities of the day, some reorganization and alternative planning is in order to
make the parks system more viable on its own.
"We're doing work on our 2010 budget and, historically, we've looked at our budget from a social model but we're
trying to be more business -like with this, where we really identify which programs we should recover costs from
and which ones we should subsidize," said Sue Wells, manager of parks and recreation. "Examples of ones we
would subsidize would be youth programs and therapeutic programs. We feel it's our mission to help cover some
costs."
Pursuant to Public Act 261, the department is overseen by a 10-member Parks and Recreation Commission. Its
members include county officials, as well as three people selected from the public.
"That (law) says there is to be a representative of the county government, the county water resources
commissioner, a road commission representative, up to three county commissioners, and then the balance are
at -large members," Stencil said.
Members of the commission are appointed by the Oakland County Board of Commissioners and serve three -
years terms.
Some of the major parks and recreation projects planned for this year include boardwalk trail replacement at
Independence Oaks; restroom building renovations at Groveland Oaks; developing a centralized entrance area
and restoration work at Red Oaks Waterpark; and the addition of a dog park at Red Oaks.
Attendance and revenue statistics for each of the parks aren't always as hard, fast, and reliable as they may
seem.
"We're very weather dependent, as you can imagine," Wells said. "When it's a very hot summer, the waterparks
just burst at the seems. Because it's hot, a lot of people don't like to golf. When it's a milder summer people like
to golf, but when it's 80 degrees there aren't as many people at the waterparks. There can be a science to it all,
but the bottom line is the weather really dictates what we do.
"For example, we had a great year for cross country skiing (this winter)," Wells said. "That's because we had so
much snow. I think, too, each park has it's own personality. For example, the dog parks are becoming really
popular."
The parks and recreation system counted almost 1.55 million visitors, participants and other users at the various
facilities during the 2007-08 fiscal year.
"The vision of the parks system is to become world -class, and one of two initiatives we see accomplishing that is
to become accredited," Stencil said. "Second is to obtain a national award from a national association, which is
the National Recreation and Park Association, and it's known as the Gold Medal Award.
"We want to be more concerned about cost recovery and levels of subsidy, and we want to get to a place where
certain things have to pay for themselves," Stencil said. "We're looking to break from a typical social model of
managing a social service, to managing the system more like a business."
The following is a breakdown of fiscal year 2007-08 expenditures and revenue figures for individual Parks and
Recreation Department facilities.
GLEN OAKS
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The Glen Oaks Golf Course, located in Farmington Hills, reported expenditures totaling $1.2 million and revenue
totaling $1.25 million during the last full fiscal year.
There were 30,554 golfers that played the course during 2007, and 30,552 in 2008.
Oakland County residents playing nine holes at the Glen Oaks course on a weekend or holiday pay $17, while
playing 18 holes costs $27. Fees for non-residents are $20 for nine holes and $33 for 18 holes. On a weekday,
residents are charged $15 for nine holes, and playing 18 holes costs residents $23. For non-residents, nine
holes of golf costs $18, and 18 holes of golf costs $29. Pull carts are $3 or $5 with a $1 deposit, depending how
many holes are played. Power carts cost $9 for nine holes, plus a $1 deposit, and $13 for 18 holes with a $1
deposit, for a single player. Power carts for senior citizens 62-years-old and older cost $7 for nine holes, plus a
$1 deposit. Such a cart for 18 holes costs $10. Club rental will cost $5 per person with a $10 deposit.
Resident seniors 62-years-old or older will pay $12 for nine holes of golf, and $19 for 18 holes. Non-resident
seniors 62 or older will pay $15 for nine holes of golf, and $25 for playing 18 holes.
Resident youths 17-years-old and under pay $12 for nine holes of golf and $19 for 18 holes on weekdays prior to
3 p.m.
Last year, over 30,000 golfers played nine -hole rounds. The count for 18-hole rounds was 9,431. However,
41,370 people used the Glen Oaks banquet facilities at the course.
LYON OAKS
Situated south of Pontiac Trail just over the Wixom and Milford Township borders, Lyon Oaks reported $651,522
in expenditures and $347,000 in revenue during 2007-08. The park's golf course, however, had a smaller
proportional disparity between expenditures and revenues. The department spent about $2.06 million to operate
the golf course and took in about $1.29 million in golf course revenue in the last fiscal year.
A total of 35,217 golfers played at Lyon Oaks during 2007-08, including those golfing both nine holes and 18
holes, as well as those using the driving range.
The rates included below include the cost of a cart.
For Oakland County residents playing Lyon Oaks' golf course on a weekend or holiday, nine holes runs $39,
while playing 18 holes costs $65. Regular fees for non-residents are $45 for nine holes and $75 for 18 holes. On
weekdays, residents are charged $33 for nine holes, and $55 for 18 holes. Non-residents playing nine holes of
golf pay $39, and 18 holes of golf costs $65.
Club rental costs $20 or $30 per set, depending on the brand of clubs selected.
Seniors 62-years-old and older pay $24 for nine holes of golf, and $39 for 18 holes.
Resident youths 17-years-old and under pay $18 for nine holes of golf and $29 for 18 holes on weekdays prior to
noon.
Season passes for only the driving range cost $450 for a single person, $700 for a family — which includes a
husband, wife, and two children — and $350 for a youth 17-years-old and under.
At Lyon Oaks itself, 11,482 people came to enjoy the park during the last fiscal year. Another 54,394 came with
their dogs to use the Lyon Oaks Bark Park.
RED OAKS
The Red Oaks Waterpark on John R Road in Madison Heights spent about $1.6 million in 2007-08, and collected
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$834,700 in revenues. There were 97,890 visitors counted at the Red Oaks Waterpark in the last fiscal year,
down from the year prior to that when 99,283 visitors were recorded.
The golf course at Red Oaks, which is closed for the 2009 season, spent about $790,000 and generated about
$419,000 in revenue during the 2007-08 fiscal year.
The golf course, which is only nine holes, recorded 23,155 players in 2007-08. The year prior, the course
recorded 23,830 players.
Current rate and fee information isn't available this year due to the closure of the golf course, where an Oakland
County Water Resources Commissioner's Office construction project is taking place. All holes will be completely
restored, according to parks officials.
In the meantime, system officials are using the year to create a new Master Plan for Red Oaks. Resident input is
welcome.
SPRINGFIELD OAKS
The Springfield Oaks Activities Center and Park spent $409,839 on operations and collected $13,000 in revenue
during 2007-08. The park's golf course required the expenditure of $980,836 and generated most of that sum
back in revenue, which was reported to be $875,160 for the last fiscal year.
Use of the golf course in 2007-08 is listed at 23,323 nine -hole rounds played and 15,660 18-hole rounds.
Oakland County residents playing the Springfield Oaks Golf Course on a weekend or holiday pay $17 for nine
holes of golf and $27 for 18 holes. On a weekday, residents are charged $15 for nine holes and $23 for 18 holes.
For non-residents, nine holes of golf costs $18 and 18 holes of golf costs $29. Pull carts are $3 or $5 with a $1
deposit, depending how many holes are played. Power carts cost $9 when playing nine holes, plus a $1 deposit,
and $13 when playing 18 holes plus a $1 deposit for a single player. Power carts for senior citizens 62-years-old
and older cost $7 for nine holes, plus a $1 deposit. A power cart for playing 18 holes costs $10. Club rental will
cost $5 per person with a $10 deposit.
Resident seniors 62-years-old and older pay $12 for nine holes of golf, and $19 for 18 holes. Non-resident
seniors 62 and older pay $15 for nine holes of golf, and $25 for 18 holes.
Resident youths 17-years-old and under pay $12 for nine holes of golf and $19 for 18 holes on weekdays prior to
3 p.m.
Attendance at Springfield Oaks was counted at 13,459 during the last fiscal year, which was down from a
recorded 21,534 the year before. However, 78,000 people attended the 4-H fair at the park and another 35,481
used the banquet facilities at the park's activities center.
WHITE LAKE OAKS
The White Lake Oaks Golf Course, which offers rounds of both nine holes and 18 holes, required the
expenditure of about $1.1 million to operate during 2007-08 and generated just under $1.1 million in revenues.
There was a dip in the number of golfers playing at White Lake Oaks in 2007-08. There were 35,485 players
counted that year, but there were 40,531 counted in 2006-07.
About 17,300 people used the White Lake Oaks banquet facility during the last fiscal year, up about 2,000 from
the year before.
Oakland County residents playing nine holes at White Lake Oaks on a weekend or holiday must pay $17, while
playing 18 holes costs $27. Regular fees for non-residents are $20 for nine holes and $33 for 18 holes. On a
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weekday, residents are charged $15 for nine holes and $23 for 18 holes. Non-residents playing nine holes pay
$18 or $29 to play 18 holes. Pull carts are $3 or $5 with a $1 deposit, depending how many holes are plated.
Power carts cost $9 when playing nine holes, plus a $1 deposit; and $13 for 18 holes with a $1 deposit. Power
carts for senior citizens 62-years-old and older cost $7 for nine holes, plus a $1 deposit. Such a cart costs $10
when playing 18 holes. Club rental will cost $5 per set with a $10 deposit.
Resident seniors 62-years-old or older pay $12 for nine holes of golf, and $19 for 18 holes. Non-resident seniors
62 and older pay $15 for nine holes of golf and $25 for 18 holes.
Resident youths 17-years-old and under pay $12 for nine holes of golf and $19 for 18 holes on weekdays prior to
3 p.m.
White Lake Oaks is located at 991 Williams Lake Road in White Lake Township, just south of M-59.
ADDISON OAKS
Addison Oaks, located in the northeast quadrant of the county, required over $1.57 million in operational
expenditures and collected about $417,000 in revenue during the last fiscal year. The park's conference center
at spent $252,279 on operations and earned $115,000 by charging various fees.
The conference center experienced a slight increase in attendance during the last fiscal year, when there were
39,217 people served. There were 36,810 served during the previous fiscal year.
A boost in attendance at the park itself was also documented last year. There were 100,191 visitors recorded
last year, up from 31,566 during the previous year. This figure includes campers, day campers, and regular day
users.
At Addison Oaks, a motor vehicle day use pass costs an Oakland County resident $5 per car, per day. The
regular rate for such a pass is $10. Seniors are charged $3 for a pass, and after 5 p.m., a special fireworks pass
is $7.
GROVELAND OAKS
Groveland Oaks County Park, located near Holly, required $1.52 million in operating expenditures during 2007-
08 and generated about $732,600 in revenues.
There was a slight increase in the number of people camping at the park during 2007-08, when there were
94,472 campers documented. That same year, 38,733 people used the park during the day. Another 3,186
people were listed as day campers. During the previous fiscal year, those numbers were 98,578 campers,
38,616 day users, and 4,442 day campers.
INDEPENDENCE OAKS
Independence Oaks, located near Clarkston and just north of Waterford Township, spent about $1.21 million on
operations during the last fiscal year and generated about $327,125 in revenue.
Attendance at Independence Oaks by day users grew substantially. There were 252,641 visitors in 2007-08, up
from 213,516 during the previous fiscal year. There were also 263 day campers counted last year, down from the
8,631 recorded the year before.
A relatively new nature center is available at Independence Oaks, which required $512,455 in operational
expenditures during 200-08 and took in $48,000 in revenue. Attendance for the last fiscal year was listed at
20,989, down from 26,143 counted the previous year.
ROSE OAKS
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Rose Oaks County Park in Rose Township required $50,734 in operational expenses during 2007-08 and took in
$1,700 in revenue.
Rose Oaks counted 7,407 visitors during the last fiscal year, down from 9,944 the year before.
The park is open 30 minutes before sunrise to 30 minutes after sunset, or as otherwise posted at the park
entrance. It includes roughly 637 acres of open meadows and wooded uplands, and about 200 acres of wetlands
and water frontage on several glacial lakes. The park is not developed and fishing is allowed. There are also 10
miles of trails available at the site for hiking and horse riding.
ORION OAKS
Located in Orion Township, Orion Oaks operations came to about $202,000 during 2007-08. The park generated
just under $106,000 in revenue during the fiscal year.
There's been an increase in Orion Oaks attendance over the last couple years — at both the park itself and its
popular Bark Park. There were 29,487 people using the main park during the last fiscal year, compared to
21,023 the prior year. At the Bark Park, 69,693 people visited during 2007-08 and 68,342 used the facility the
year before that.
The dog park has 14 fenced acres with lake access for dogs to swim, as well as wide-open spaces, woods and
fields for all licensed dogs to play.
Fishing is allowed at the park, which has over 900 acres of green space and miles of trails for hiking, biking, and
other outdoor activities.
WATERFORD OAKS
The parks system spent $645,243 to operate Waterford Oaks during 2007-08. The park generated about
$13,000 in revenue.
However, there are also four specialty features at the park, including a BMX course, a games complex, a
refrigerated toboggan run, and a waterpark.
There were 34,465 visitors counted at the park in 2007-08, and 33,989 used the park in 2006-07. These two
numbers include non -banquet facility users at the park's activity center, users of the banquet facilities, and day
users.
At the Waterford Oaks BMX facility, there were 11,835 users counted during the last fiscal year, while there were
9,830 the prior year.
The games complex attendance was documented at 1,723 last year. That number was 1,662 during the previous
fiscal year. The Fridge toboggan attraction counted 22,531 users, up from 21,063 the year before. The park's
lodge also noted an attendance hike at 4,765 visitors in 2007-08, up from 4,151.
However, the Waterford Oaks Waterpark experienced the greatest increase in users, jumping from 79,419 in
2007-08 to 85,702 during the previous fiscal year.
The BMX facility spent $50,637 last year on operations, and generated $16,600 in revenues. The games
complex spent about $40,447 and earned $16,000. Expenditures amounted to almost $364,135 at the toboggan
run, while revenues amounted to just under $120,500. The waterpark earned the most in revenue for the
Waterford facility at $796,500, but once again, expenditures, which were slightly over $1.2 million, amounted to
more than revenues.
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In order to ride in the refrigerated toboggan run, one must be 30 inches or taller. The regular fee is $10 per
person, and county residents pay $7. A single ride costs $2.50 per person, and the youth rate for those 30 to 43
inches tall is $4 per person.
The rates vary for groups. Ten or more people on a Wednesday or Thursday pay the regular fee of $6 per
person. The resident fee drops to $5 per person. Groups of 100 or more on Sundays, Mondays and Tuesdays
pay $5.50 per person. If prior arrangements are made, the special opening rate for groups of 100 people or more
is $5.50 for two hours.
Motor vehicle day use fees for county residents visiting Addison Oaks, Groveland Oaks, Independence Oaks,
Lyon Oaks, Orion Oaks and Rose Oaks are $7 per car, per day. The regular rate in $12 per car, per day. For
seniors, and on weekdays only, the rate is $4 per car per day. After 5 p.m. for the fireworks fee, its $10 per
vehicle.
Annual vehicle permits cost county residents $30. It's a $46 charge for regular visitors. Senior and active military
personnel pay $28. A Parks Perks Pass that is valid at all six county parks and 13 Huron -Clinton Metropolitan
Authority (HCMA) metroparks in $46.
More information on rates and fees for particular activities at certain times can be found by clicking over to
http://www.oakgov.com/parksrec/info_pub/fees.htmi,
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March 17, 2009, Introduced by Senators BIRKHOLZ, BASHAM, PAPPAGEORGE, JANSEN, BRATER
and GEORGE and referred to the Committee on Natural Resources and Environmental Affairs.
A bill to amend 1994 PA 451, entitled
"Natural resources and environmental protection act,"
by amending sections 2005, 2030, 2035, 74101, 74102a, 74116, 74117,
74122, 74123, 78105, and 83106 (MCL 324.2005, 324.2030, 324.2035,
324.74101, 324.74102a, 324.74116, 324.74117, 324.74122, 324.74123,
324.78105, and 324.83106), sections 2005, 2030, and 2035 as added
and sections 74101, 74122, 78105, and 83106 as amended by 2004 PA
587, section 74102a as amended by 2006 PA 307, sections 74116 and
74123 as added by 1995 PA 58, and section 74117 as amended by 2006
PA 477, and by adding sections 1911 and 2045; and to repeal acts
and parts of acts.
THE PEOPLE OF THE STATE OF MICHIGAN ENACT:
SEC. 1911. (1) THE LOCAL PUBLIC RECREATION FACILITIES FUND IS
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1 CREATED WITHIN THE STATE TREASURY.
2 (2) THE STATE TREASURER MAY RECEIVE MONEY OR OTHER ASSETS FROM
3 ANY SOURCE FOR DEPOSIT INTO THE LOCAL PUBLIC RECREATION FACILITIES
4 FUND. THE STATE TREASURER SHALL DIRECT THE INVESTMENT OF THE LOCAL
5 PUBLIC RECREATION FACILITIES FUND. THE STATE TREASURER SHALL CREDIT
6 TO THE LOCAL PUBLIC RECREATION FACILITIES FUND INTEREST AND
7 EARNINGS FROM LOCAL PUBLIC RECREATION FACILITIES FUND INVESTMENTS.
8 (3) MONEY IN THE LOCAL PUBLIC RECREATION FACILITIES FUND AT
9 THE CLOSE OF THE FISCAL YEAR SHALL REMAIN IN THE LOCAL PUBLIC
10 RECREATION FACILITIES FUND AND SHALL NOT LAPSE TO THE GENERAL FUND.
11 (4) THE DEPARTMENT OF NATURAL RESOURCES SHALL BE THE
12 ADMINISTRATOR OF THE LOCAL PUBLIC RECREATION FACILITIES FUND FOR
13 AUDITING PURPOSES.
14 (5) THE DEPARTMENT OF NATURAL RESOURCES SHALL EXPEND MONEY
15 FROM THE LOCAL PUBLIC RECREATION FACILITIES FUND, UPON
16 APPROPRIATION, ONLY FOR GRANTS TO LOCAL UNITS OF GOVERNMENT FOR THE
17 DEVELOPMENT OF PUBLIC RECREATION FACILITIES PURSUANT TO THE SAME
18 PROCEDURES OF THE BOARD AND GUIDELINES AS APPLY UNDER SECTION 1907.
19 Sec. 2005. (1) The forest recreation account is established as
20 an account within the legacy fund.
21 (2) The forest recreation account shall consist of both of the
22 following:
23 (a) All money in the forest recreation fund, formerly created
24 in section 83104, immediately prior to the effective date of the
25 amendatory act that added this section, which money is hereby
26 transferred to the forest recreation account.
27 (b) Revenue from the following sources:
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(i) Revenue derived from concessions, leases, contracts, and
fees from recreational activities on state forestlands.
(ii) Other revenues as authorized by law.
(3) Money in the forest recreation account shall be expended,
upon appropriation, only as provided in SECTION 2045 AND part 831
and for the administration of the forest recreation account.
(4) Money in the forest recreation account may be expended
pursuant to subsection (3) for grants to state colleges and
universities to implement programs funded by the forest recreation
account.
Sec. 2030. (1) The state park improvement account is
established as an account within the legacy fund.
(2) The state park improvement account shall consist of both
of the following:
(a) All money in the state park improvement fund, formerly
created in section 74108, immediately prior to the effective date
of the amendatory act that added this section, which money is
hereby transferred to the state park improvement account.
(b) Revenue from the following sources:
(i) Revenue derived from concessions, leases, contracts, fees,
and permits from activities in state parks and recreation areas.
(ii) Unless otherwise provided by law, damages paid for illegal
activities in state parks and recreation areas.
(iii) Other revenues as authorized by law.
(3) Money in the state park improvement account shall be
expended, upon appropriation, only as provided in SECTION 2045 AND
part 741 and for the administration of the state park improvement
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1 account.
2 (4) Money in the state park improvement account may be
3 expended pursuant to subsection (3) for grants to state colleges
4 and universities to implement programs funded by the state park
5 improvement account.
6 Sec. 2035. (1) The waterways account is established as an
7 account within the legacy fund.
8 (2) The waterways account shall consist of both of the
9 following:
10 (a) All money in the Michigan state waterways fund, formerly
11 created in section 78110, the Michigan harbor development fund,
12 formerly created in section 78110, and the marine safety fund,
13 formerly created in section 80115, immediately prior to the
14 effective date of the amendatory act that added this section, which
15 money is hereby transferred to the waterways account.
16 (b) Revenue from the following sources:
17 (i) All revenue generated from watercraft registration fees
18 assessed on the ownership or operation of watercraft in the state,
19 of which not less than 49% shall be provided for law enforcement
20 and education.
21 (ii) All revenues derived from fees charged for the moorage of
22 watercraft at state -operated mooring facilities.
23 (iii) All revenues derived from fees charged for the use of
24 state -operated public access sites.
25 (iv) Transfers from the recreation improvement account.
26 (v) All tax revenue derived from the sale of diesel fuel in
27 this state that is used to generate power for the operation or
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propulsion of vessels on the waterways of this state.
(vi) Other revenues as authorized by law.
(3) Money in the waterways account shall be expended, upon
appropriation, only as provided in SECTION 2045 AND parts 781, 791,
and 801 and for the administration of the waterways account, which
may include payments in lieu of taxes on state owned lands
purchased through the waterways account or through the former
Michigan state waterways fund.
SEC. 2045. (1) THE DEPARTMENT SHALL DISTRIBUTE STATE PARK,
BOATING ACCESS SITE, AND FOREST RECREATION PASSPORT FEE REVENUE
TRANSFERRED TO THE DEPARTMENT UNDER SECTION 805 OF THE MICHIGAN
VEHICLE CODE, 1949 PA 300, MCL 257.805, AS FOLLOWS:
(A) THE FIRST $10,700,000.00 RECEIVED EACH FISCAL YEAR SHALL
BE DEPOSITED IN THE STATE PARK IMPROVEMENT ACCOUNT.
(B) THE NEXT $1,030,000.00 RECEIVED EACH FISCAL YEAR SHALL BE
DEPOSITED IN THE WATERWAYS ACCOUNT.
(C) THE REMAINING REVENUE SHALL BE DEPOSITED AS FOLLOWS:
(i) 50% IN THE STATE PARK IMPROVEMENT ACCOUNT TO BE USED FOR
CAPITAL IMPROVEMENTS AT STATE PARKS AND RECREATION AREAS.
(ii) 30% IN THE STATE PARK IMPROVEMENT ACCOUNT TO BE USED FOR
OPERATIONS AND MAINTENANCE AT STATE PARKS AND RECREATION AREAS.
(iii) 3% IN THE STATE PARK IMPROVEMENT ACCOUNT TO BE USED FOR
OPERATIONS, MAINTENANCE, AND CAPITAL IMPROVEMENTS OF STATE PARK
CULTURAL AND HISTORIC RESOURCES.
(iv) 10% IN THE LOCAL PUBLIC RECREATION FACILITIES FUND,
CREATED IN SECTION 1911, TO BE USED FOR DEVELOPMENT OF PUBLIC
RECREATION FACILITIES FOR LOCAL UNITS OF GOVERNMENT.
00557109 a * 13_22 TMV
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1 (v) 7% IN THE FOREST RECREATION ACCOUNT TO BE USED FOR STATE
2 FOREST CAMPGROUND AND STATE FOREST NONMOTORIZED TRAIL AND PATHWAY
3 SYSTEM OPERATIONS AND CAPITAL IMPROVEMENTS.
4 (2) FOR EACH CALENDAR YEAR, BEGINNING WITH 2O11, THE STATE
5 TREASURER SHALL ADJUST THE AMOUNTS SET FORTH IN SUBSECTION (1)(A)
6 AND (B) BY AN AMOUNT DETERMINED BY THE STATE TREASURER AT THE END
7 OF EACH CALENDAR YEAR TO REFLECT THE CUMULATIVE PERCENTAGE CHANGE
8 IN THE CONSUMER PRICE INDEX FOR THE MOST RECENT 1-YEAR PERIOD FOR
9 WHICH DATA ARE AVAILABLE. AS USED IN THIS SUBSECTION, "CONSUMER
10 PRICE INDEX" MEANS THE MOST COMPREHENSIVE INDEX OF CONSUMER PRICES
11 AVAILABLE FOR THIS STATE FROM THE BUREAU OF LABOR STATISTICS OF THE
12 UNITED STATES DEPARTMENT OF LABOR.
13 Sec. 74101. As used in this part:
14 (a) "Committee" means the citizens committee for Michigan
15 state parks created in section 74102a.
16 (b) "Improvement program" means the construction,
17 reconstruction, development, improvement, bettering, operating,
18 maintaining, and extending a facility at a state park, including a
19 site improvement, impoundment, road and parking lot, toilet
20 building, concession building, shelter building, bathhouse,
21 utility, outdoor center, visitor service facility, ski area, ski
22 tow, ski shelter, and administration unit.
23 (c) "Motor vehicle" means a vehicle that is self-propelled.
24 (D) "NONRESIDENT MOTOR VEHICLE" MEANS A MOTOR VEHICLE OTHER
25 THAN A COMMERCIAL MOTOR VEHICLE THAT IS NOT REGISTERED AS A MOTOR
26 VEHICLE IN THIS STATE.
27 (E) "RESIDENT MOTOR VEHICLE" MEANS A MOTOR VEHICLE OTHER THAN
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1 A COMMERCIAL MOTOR VEHICLE THAT IS REGISTERED AS A MOTOR VEHICLE IN
2 THIS STATE.
3 (F) (()"State park" means a state park or state recreation
4 area designated by the director.
5 (G) (e) "State park improvement account" means the state park
6 improvement account of the Michigan conservation and recreation
7 legacy fund provided for in section 2030.
8 (H) (f) "State park revenues" means all revenues collected for
9 state parks, including but not limited to, motor vehicle permits,
10 concession fees, nonmotorized trail permits, fees, leases, camping
11 fees, sale of farm animals from Maybury state park, donations, and
12 gifts.
13 Sec. 74102a. (1) The citizens committee for Michigan state
14 parks is created within the department.
15 (2) The committee shall consist of 17 individuals appointed by
16 the director with the advice of the commission.
17 (3) The members first appointed to the committee shall be
18 appointed
19 aet that added this DECEMBER 14, 2004.
20 (4) Members of the committee shall serve for terms of 4 years
21 or until a successor is appointed, whichever is later, except that
22 of the members first appointed 6 shall serve for 4 years, 6 shall
23 serve for 3 years, and 5 shall serve for 2 years.
24 (5) If a vacancy occurs on the committee, the director shall
25 make an appointment for the unexpired term in the same manner as
26 the original appointment.
27 (6) The committee may remove a member of the committee for
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incompetency, dereliction of duty, malfeasance, misfeasance, or
nonfeasance in office, or any other good cause upon a majority vote
of the members. An individual shall be removed from the committee
if he or she does not attend 4 consecutive meetings of the
committee.
(7) The first meeting of the committee shall be called by the
director. At the first meeting, the committee shall elect from
among its members a chairperson and other officers as it considers
necessary or appropriate. After the first meeting, the committee
shall meet at least twice each year, or more frequently at the call
of the chairperson or if requested by 9 or more members.
(8) Nine members of the committee constitute a quorum for the
transaction of business at a meeting of the committee. A majority
of the members present and serving are required for official action
of the committee.
(9) The business that the committee may perform shall be
conducted at a public meeting of the committee held in compliance
with the open meetings act, 1976 PA 267, MCL 15.261 to 15.275.
(10) A writing prepared, owned, used, in the possession of, or
retained by the committee in the performance of an official
function is subject to the freedom of information act, 1976 PA 442,
MCL 15.231 to 15.246.
(11) Members of the committee shall serve without
compensation. However, members of the committee may be reimbursed
for their actual and necessary expenses incurred in the performance
of their official duties as members of the committee.
(12) The committee shall do all of the following:
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(a) Advise and make recommendations to the governor, the
commission, and the legislature on state parks policy and provide
guidance on state parks development, management, and planning
issues.
(b) Seek the development of a broad variety of programs,
facilities, and services for eur—MICHIGAN citizens utilizing the
state parks.
(c) Inform and educate the public about the importance of and
need for state parks.
(d) Strive to involve citizens in the planning and development
of state parks and to ensure that the facilities, programs, and
projects are barrier -free and accessible to all citizens.
(e) Establish and maintain effective public relations
regarding state parks, utilizing all appropriate communications
media.
(f) Advise on financial planning and pursue adequate budget
support for state parks.
(g) Serve as a liaison and coordinate with other agencies to
ensure a cooperative effort to provide the most effective and
economical services possible at state parks.
(h) Within 2 years afteir the of€eetive—date of theafftendate-r-y
aet that added sabdivisiee �-j BY JULY 20, 2008 and periodically
thereafter, evaluate and submit a report to the standing committees
of the legislature with jurisdiction over issues pertaining to
natural resources and the'environment on the state parks programs,
facilities, services, and relationships to assure ENSURE that the
committee's goals and objectives are being achieved.
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(i) Advise and make recommendations to the department on the
gem of the parks award, the state parks volunteer of the year
award, and the state parks employee of the year award established
under section 74124.
(j) Review and make recommendations to the department on
whether land within a state park should be transferred as provided
in section 74102b.
(13) BY DECEMBER 31, 2009, THE COMMITTEE SHALL SUBMIT A REPORT
TO THE STANDING COMMITTEES AND APPROPRIATIONS SUBCOMMITTEES OF THE
LEGISLATURE WITH JURISDICTION OVER ISSUES PERTAINING TO NATURAL
RESOURCES AND THE ENVIRONMENT. THE REPORT SHALL CONTAIN
RECOMMENDATIONS FOR SAVINGS IN STATE PARK AND FOREST RECREATION
PROGRAMS. SAVINGS IN STATE PARK PROGRAMS EQUIVALENT TO AT LEAST 10%
OF THE CUMULATIVE EXPENDITURES FOR STATE PARK PROGRAMS DURING THE
FISCAL YEAR ENDING SEPTEMBER 30, 2009 SHALL BE IDENTIFIED. IN
DEVELOPING RECOMMENDATIONS, THE COMMITTEE SHALL CONSULT WITH THE
DEPARTMENT AND INTERESTED PARTIES. THE COMMITTEE SHALL CONSIDER AT
LEAST ALL OF THE FOLLOWING:
(A) INCREASED PREVENTATIVE MAINTENANCE.
(B) ENERGY CONSERVATION AND EFFICIENCY.
(C) TRANSFER OF FUNCTIONS BETWEEN THE FOREST, MINERAL, AND
FIRE MANAGEMENT DIVISION AND THE PARKS AND RECREATION DIVISION, OR
SUCCESSORS THEREOF, WITH RESPECT TO PUBLIC BOATING ACCESS SITES,
STATE FOREST NONMOTORIZED TRAILS OR PATHWAYS, STATE FOREST
CAMPGROUNDS, AND OTHER FACILITIES TO ACHIEVE MORE EFFICIENT USE OF
PERSONNEL.
(D) CONTRACTING MAJOR MAINTENANCE OR RENOVATION WORK TO
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1 PRIVATE PARTIES.
2 (14) "The chairperson of the committee shall ensure that
3 all proposed policy positions of the committee are sent to the
4 committee members at least 1 week in advanee of BEFORE the meeting
5 at which the policy position will be acted upon. The committee may
6 adopt an emergency resolution that has not been sent to committee
7 members at least 1 week prime -BEFORE a meeting of the committee,
8 but only upon the approval of 3/4 of those present at the meeting.
9 Sec. 74116. (1) The department shall designate the state parks
10 in which a MOTOR VEHICLE park permit is required for lawful entry
11 by A NONRESIDENT motor vehicle OR COMMERCIAL MOTOR VEHICLE. The
12 department shall designate only those parks in which state
13 facilities and services are provided for the public. The department
14 may designate portions of state parks where a MOTOR VEHICLE park
15 permit is not necessary FOR A NONRESIDENT MOTOR VEHICLE OR
16 COMMERCIAL MOTOR VEHICLE. The department shall post signs at
17 designated parks or designated portions of parks that state that a
18 motor vehicle park permit is required .A FOR ENTRY BY A
19 NONRESIDENT MOTOR VEHICLE OR COMMERCIAL MOTOR VEHICLE. SUBJECT TO
20 SUBSECTION (2), A person shall not enter, IN A NONRESIDENT MOTOR
21 VEHICLE OR COMMERCIAL MOTOR VEHICLE, any state park or portion of a
22 state park in which a motor vehicle park permit is required without
23 a valid motor vehicle PARK permit affixed to the vehicle. A valid
24 MOTOR VEHICLE park permit shall
25 be __._anon'='_1 affixed to the lower right-hand corner of the
26 windshield. of any ffieter vehiele entering a- state -park er per i e-n
27 e€-a state park in whieh a meter vehiele-parkpermit redi-
00557109 a * 13-28 TMV
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1 eiEeept that--a-AN ANNUAL MOTOR VEHICLE PARK PERMIT SHALL BE AFFIXED
2 PERMANENTLY FOR THAT YEAR.
3 (2) A MOTOR VEHICLE park permit is not required to be affixed
4 to a NONRESIDENT MOTOR VEHICLE OR COMMERCIAL motor vehicle while
5 UNDER ANY OF THE FOLLOWING CIRCUMSTANCES:
6 (A) WHILE the motor vehicle is being driven or parked within
7 an established federal, state, or county highway within a state
8 park. The -Fequrement to ebtain a metes vehicle -ark perfflit deer
9 net apply t meter vehieles
10 (B) FOR ENTRY INTO A STATE PARK OF A MOTOR VEHICLE used in the
11 operation or maintenance of A state parks, to-Tmoreney vehie
12 er to state evened ter law enfereement Rieteryehieles e_ private
13 fneter veh a "" PARK, OF AN EMERGENCY MOTOR VEHICLE, OR OF A PRIVATE
14 MOTOR VEHICLE being operated on official state business.
15 Sec. 74117. (1) The -department -may iceepaire-park pe mits an
16 eelleet park permit fees fey entiyinte a- state -par-k-ea• peic i e of
17 a state park pelted -gin the Rianner The
18 department may waive the MOTOR VEHICLE PARK permit requirement
19 UNDER SECTION 74116 for department -sponsored events or other
20 circumstances as determined by the director or the director's
21 designee. The department shall prepare and distribute park permits
22 to implement this part.
23
(2) Except as otherwise provided in this
section,
an annual
24
NONRESIDENT MOTOR VEHICLE park permit shall be
issued
and shall
25
authorize the entry of the --A NONRESIDENT motor
vehicle
to which it
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is originally attached within the confines of
any state
park er
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reerea-tien area during the calendar year for which
it
is issued.
00557109 a * 13_29 TMV
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1 The fee for the annual NONRESIDENT MOTOR VEHICLE park permit is
2 fel>='vllews -
3 (a) Until
jafraary 1, 2010,
fer the resident ^:odor
e`oner-e€ a
4 vehicle, $24
0e, fell
. ..- .
. ----ept as
5 (i) The
fee fer the ewner
of -a-resident meter o=ehiele wheT
r
7
8 the time e€ purehase, ie-inpessessien of a feed stamp eard and
9 p _-senal identifieatie^ is $18.09.
10 , for the owner of a nonresident
11 motor vehicle —IS $29.00.
12 (3) A daily MOTOR VEHICLE PARK permit, valid for 1 day only,
13 shall authorize the entry of the -A NONRESIDENT motor vehicle OR
14 COMMERCIAL MOTOR VEHICLE to which it is originally attached within
15 the confines of a state park during the day for which it is issued.
16 The fee for a daily peEfnit is as fell.
17 (a) Until janiaaryl, 29!0,fer the e`oner of a resident meter
18 vehicle- 00.
19 — ( b ) Hail January 1, 2010, fer the-ewner- ef-a-nonresident
20 motor vehicle —PARK PERMIT IS $8.00. THE FEE FOR A DAILY
21 COMMERCIAL MOTOR VEHICLE PARK PERMIT IS $15.00.
22 (4) A person who has obtained an annual NONRESIDENT motor
23 vehicle PARK permit under this section for a recreational vehicle
24 to be used as a stationary primary camping shelter camped legally
25 in and not moved from a state park campground during the period of
26 the camping stay may obtain a duplicate NONRESIDENT motor vehicle
27 PARK permit for a towed second motor vehicle present at the time of
00557109 a * 13_30 TMV
14
1 entry for a fee of $6.00 effective for the duration of THE camping
2 stay.
3 (5) The department shall provide to the standing committees in
4 the senate and house of representatives along with the appropriate
5 budget subcommittees that primarily consider issues pertaining to
6 natural resources an annual report that details the revenue stream
7 generated by the fee structure under this section. This report
8 shall be presented not later than December 31 each year and shall
9 include information on the impact of the revenue stream on the
10 Michigan state parks endowment fund created in section 35a of
11 article IX of the state constitution of 1963 and provided for in
12 section 74119, the use of the general fund for funding the state
13 park system, and other relevant issues that impact funding needs
14 for the state park system.
15 ( 6 ) This part applies enly to the entry ef-hater veh-ieles irate
16 thestateparks and to the park per -faits authorized in this -pares-and
17
18 spee-is=serviees-er park privileges a �-- = - _ s i r �:bs y ently
19
FRay be required by law er- by rules
pr-eR+ulgated
by the departfHent--.
20
The department shall designate
each person
in the state authorized
21
to sell park permits and shall
require as a
condition of the
22
designation that a surety bond
be furnished
in an amount and in -a
23
form and with the -A surety as is
acceptable
to the department.
24
After being designated by the department,
a
person may issue park
25
permits in accordance with this
part.
eapaeity e �ar-e
26
(7) Ge cmereial FReter eeaehes
er vans Faith
-a
to
27
than 1:2 passengers -are -net eligible
enter
a state
00557109 a * 13-31 TMV
15
1 aiji-juai par-iE pe3FmitHnti! danuaryl, 2910, t€re—da€iy fee —to--a lew
2 eemmea eial «cater eeaehes er grans with a eapaeity—ef e:ve 12
3 paasei�ger-s da4:ly entry inte—a-- state —park is $ 99
4
5
6 inears heeauae e€ the use e€ a eredit Bard.
7 (7) -(9) If a person's annual NONRESIDENT MOTOR VEHICLE park
8 permit is lost or destroyed, the department shall provide that
9 person with a replacement MOTOR VEHICLE park permit free of charge.
10 The department may require a person requesting a replacement MOTOR
11 VEHICLE park permit to supply sufficient evidence of the loss or
12 destruction of the original MOTOR VEHICLE park permit.
13----(10) it is the intent of the legislatiare that if, September
14 30 e f any state €is eat year, t ant ef fneneyin the
15 eeuntereyelieal budget and eeenemie— tabilizatien €and ereated in
16 section 351 of the management and hadget ae,1984—PA 431, MGL
17 ,
18 suppers € e r state parks epe r at i ens f e r the €e l l ew ing state fise
19 year shall be equal to er emeeed SG26 ef theate b"
g"
20 fneter vehiele entranee fees under this seetien during the previe:ue
21 state €isea-l—year.
22 (1!) As used in this seetien, "resident: meter veiie'le" ffleans a
23 vehiele—that is registeiced as �eter vehiele-in this state.
24 (8) THE DEPARTMENT MAY ADD TO THE COST OF A RESERVATION OR A
25 MOTOR VEHICLE PARK PERMIT OR CAMPING FEE THE CHARGES THAT THE STATE
26 INCURS BECAUSE OF THE USE OF A CREDIT CARD.
27 (9) THIS SECTION AND SECTION 74116 APPLY ONLY TO THE ENTRY OF
00557109 a * 13-32 TMV
W
1 MOTOR VEHICLES INTO STATE PARKS AND TO THE PARK PERMITS AUTHORIZED
2 IN THIS PART AND DO NOT OBVIATE THE NECESSITY OF OBTAINING
3 ADDITIONAL PERMITS FOR SPECIAL SERVICES OR PARK PRIVILEGES AS MAY
4 BE REQUIRED BY LAW OR BY RULES PROMULGATED BY THE DEPARTMENT.
5 Sec. 74122. (1) A person who violates this part or a rule
6 promulgated under this part is guilty of a misdemeanor. In any
7 proceeding for the violation of this part or a rule promulgated
8 under this part, where IF a motor vehicle REQUIRED TO HAVE A MOTOR
9 VEHICLE PARK PERMIT UNDER SECTION 74117 IS FOUND PARKED IN A STATE
10 PARK without the required MOTOR VEHICLE park permit affixed, 4-&
11 feund parked in any statepark, the registration plate displayed on
12 the motor vehicle constitutes prima facie evidence that the owner
13 of the motor vehicle was the person who parked or placed it at the
14 location where it was found.
15 (2) In addition to the penalties provided for in subsection
16 (1), a person convicted of an act of vandalism shall reimburse the
17 department up to 3 times the amount of the damage as determined by
18 the court. All money collected pursuant to this subsection shall be
19 credited to the,state park improvement account.
20 Sec. 74123. The department may establish a fine for failure to
21 purchase a MOTOR VEHICLE park permit whieh REQUIRED UNDER SECTION
22 74117. THE FINE shall be twice the cost of BAN ANNUAL NONRESIDENT
23 motor vehicle entranee-PARK permit. er daily perfAtas establish
24 .
25 Sec. 78105. The department shall have the following powers and
26 duties:
27 (a) To acquire, construct, and maintain harbors, channels, and
00557109 a * 13-33 TMV
17
1 facilities for vessels in the navigable waters lying within the
2 boundaries of the -THIS state. of r"-_ehigan.
3 (b) To acquire, by purchase, lease, gift, or condemnation the
4 lands, rights of way, and easements necessary for harbors and
5 channels. The FOR THE PURPOSES OF THIS SUBDIVISION, THE department
6 shall be considered a state agency under 1911 PA 149, MCL 213.21 to
7 213.25. , r-eletive—te eendemnatien by state .
8 (c) To acquire, by purchase, lease, gift, or condemnation
9 suitable areas on shore for disposal of the material from dredging.
10
(d) To
enter into any contracts
or agreements that may be
11
necessary in
carrying out this part,
including agreements to hold
12
and save the
United States free from
damages due to the
13
construction
and maintenance by the United States of those works
14
that the United
States undertakes.
15 (e) To provide for the granting of concessions within the
16 boundaries of harbors, so as to furnish the public gas, oil, food,
17 and other facilities.
18 (f) To represent the THIS state of ""_'iehiga~ and the governor
19 of Miehigan in dealings with the chief of engineers of the United
20 States army and his or her authorized agents for the purposes set
21 forth in this part.
22 (g) To charge fees for both seasonal and daily moorage at
23 state -operated small craft mooring facilities. All revenues derived
24 from this source shall be deposited in the waterways account.
25 (h) Teeharge—fees €er '�daild sreasenitdee of state
26 eper-ated publie aeeess—sites, if the eest of eelleeting the fees
27 will net —emeeed-the —revenue —derived frest- he fees few dailyand
00557109 a * 13-34 TMV
18
1 seesenal passes. All revenzaes derived -€rem -this seu=ee shall be
2 deposited in the waterways iaeeeiant. A seasenal-- pass -shall grantee
3 percmittee the right to -enter
4 witheut-gayffient ef-an a rtienal fee.
5 (H) -(---To collect the proceeds from the sale of marine fuel
6 at harbors operated by the department. The proceeds from the sales
7 shall be credited to the waterways account and used for the
8 purchase of marine fuel supplies as may be needed. Any remaining
9 revenue from this source not needed for the purchase of marine fuel
10 supplies may be expended in the same manner as other funds within
11 the waterways account.
12 Sec. 83106. (1) The department may require a person to obtain
13 a permit for camping in designated state forest campgrounds and may
14 establish and collect a fee for the camping permit. However, at
15 least 6 months before increasing a camping permit fee, the
16 department shall provide written notice of its intent to do so to
17 the standing committees of the senate and the house of
18 representatives that have primary jurisdiction over legislation
19 pertaining to natural resources and.the environment.
20 (2) The department may require a person to obtain a permit,
21 except as otherwise provided by law, for the use of lands and
22 facilities within the state forest as designated by the department
23 for recreation use. THE DEPARTMENT SHALL NOT REQUIRE A PERMIT OR
24 PAYMENT OF A FEE FOR USE OF A STATE FOREST NONMOTORIZED TRAIL OR
25 PATHWAY OR STATE FOREST CAMPGROUND FACILITY EXCEPT AS PROVIDED IN
26 SUBSECTION (1) OR OTHERWISE PROVIDED IN THIS ACT.
27 (3) Money collected under this section shall be deposited into
00557109 a * 13-35 TMV
0
M
1 the forest recreation account.
2 Enacting
section
1. Sections 1909 and 1910 of
the natural
3 resources and
environmental protection act, 1994 PA
451, MCL
4 324.1909 and 324.1910,
are repealed.
5 Enacting
section
2. This amendatory act takes
effect January
6 1, 2010.
7 Enacting
section
3. This amendatory act does not take effect
8 unless Senate
Bill No.
389
9 of
the 95th
Legislature is enacted into
law.
13-36
00557109 a * Final Page TMV
m
z
n
m
w
F
r
z
0
w
co
to
SENATE BILL No. 389
March 17, 2009, Introduced by Senators BASHAM, BIRKHOLZ, PAPPAGEORGE, JANSEN and
GEORGE and referred to the Committee on Natural Resources and Environmental Affairs.
A bill to amend 1949 PA 300, entitled
"Michigan vehicle code,"
(MCL 257.1 to 257.923) by adding section 805.
THE PEOPLE OF THE STATE OF MICHIGAN ENACT:
1 SEC. 805. (1) SUBJECT TO SUBSECTIONS (2) AND (3), THE
2 SECRETARY OF STATE SHALL NOT ISSUE OR RENEW A REGISTRATION FOR A
3 MOTOR VEHICLE UNLESS, IN ADDITION TO THE TAXES PROVIDED FOR UNDER
a)
4
SECTION 801, A STATE PARK,
PUBLIC BOATING ACCESS SITE, AND FOREST
00
M
5
RECREATION PASSPORT FEE IS
SUBMITTED TO THE SECRETARY OF STATE WITH
1
6
THE APPLICATION. SUBJECT TO
SUBSECTION (4), THE AMOUNT OF THE
Z
J
7
RECREATION PASSPORT FEE IS
AS FOLLOWS:
J
m
8
(A) EXCEPT AS PROVIDED IN SUBDIVISION (B), $10.00.
W
9
(B) FOR A MOTORCYCLE,
$5.00.
a
z
LU
U)
00557'09 * 13-37 TMV
2
1 (2) SUBSECTION (1) DOES NOT APPLY TO A COMMERCIAL MOTOR
2 VEHICLE.
3 (3) SUBSECTION (1) DOES NOT APPLY IF THE APPLICANT ADOPTS A
4 STATEMENT THAT THE APPLICANT DECLINES TO PAY THE RECREATION
5 PASSPORT FEE BECAUSE THE APPLICANT DOES NOT INTEND TO USE THE MOTOR
6 VEHICLE TO ENTER ANY STATE PARK OR RECREATION AREA, STATE PUBLIC
7 BOATING ACCESS SITE, OR STATE FOREST CAMPGROUND OR TO PROVIDE
8 ACCESS TO ANY STATE FOREST NONMOTORIZED TRAIL OR PATHWAY DURING THE
9 REGISTRATION PERIOD. THE APPLICATION SHALL CONTAIN SUCH A STATEMENT
10 AND A MEANS FOR THE APPLICANT TO ADOPT THE STATEMENT, SUCH AS BY
11 CHECKMARK OR SIGNATURE.
12 (4) THE SECRETARY OF STATE SHALL ALLOCATE REVENUE FROM
13 RECREATION PASSPORT FEES AS FOLLOWS:
14 (A) THE SECRETARY OF STATE SHALL RETAIN AN AMOUNT EQUAL TO
15 1/2% OF ALL RECREATION PASSPORT FEES, WHETHER OR NOT THOSE FEES ARE
16 REFUNDED, TO DEFRAY THE COSTS OF ADMINISTERING THIS SECTION.
17- (B) THE SECRETARY OF STATE SHALL, AT LEAST WEEKLY, TRANSFER
18 THE BALANCE OF THE REVENUE TO THE DEPARTMENT OF NATURAL RESOURCES
19 FOR DEPOSIT AS PROVIDED IN SECTION 2045 OF THE NATURAL RESOURCES
20 AND ENVIRONMENTAL PROTECTION ACT, 1994 PA 451, MCL 324.2045.
21 (5) FOR EACH CALENDAR YEAR, BEGINNING WITH 2O11, THE STATE
22 TREASURER SHALL ADJUST THE AMOUNTS SET FORTH IN SUBSECTION (1)(A)
23 AND (B) BY AN AMOUNT DETERMINED BY THE STATE TREASURER AT THE END
24 OF EACH CALENDAR YEAR TO REFLECT THE CUMULATIVE PERCENTAGE CHANGE
25 IN THE CONSUMER PRICE INDEX FOR THE MOST RECENT 1-YEAR PERIOD FOR
26 WHICH DATA ARE AVAILABLE AND ROUNDED TO THE NEAREST 5 CENTS.
27 (6) AS USED IN THIS SECTION:
00557'09 * TMV
13-38
1
2
3
4
5
6
7
8
9
10
11
W
(A) "CONSUMER PRICE INDEX" MEANS THE MOST COMPREHENSIVE INDEX
OF CONSUMER PRICES AVAILABLE FOR THIS STATE FROM THE BUREAU OF
LABOR STATISTICS OF THE UNITED STATES DEPARTMENT OF LABOR.
(B) "RECREATION PASSPORT FEE" MEANS THE STATE PARK, PUBLIC
BOATING ACCESS SITE, AND FOREST RECREATION PASSPORT FEE PROVIDED
FOR IN SUBSECTION (1).
Enacting section 1. This amendatory act takes effect January
1, 2010.
Enacting section 2. This amendatory act does not take effect
unless Senate Bill No. 388.
of the 95th Legislature is enacted into law.
13-39
00557'09 *
Final Page
TMV
Administrative Cost Worksheet
Fiscal Year 2008
Administration
Recreation Administration
Technical Support
Total Administration
Glen Oaks Golf Course
Lyon Oaks Golf Course
Red Oaks Golf Course
Springfield Oaks Golf Course
White Lake Oaks Golf Course
Independence Oaks Nature Center
Addison Oaks
Addison Oaks Conference Center
Groveland Oaks
Highland Oaks
Independence Oaks
Lyon Oaks Park
Orion Oaks
Rose Oaks
Springfield Oaks Activity Center
Waterford Oaks Activity Center/ Park
Catalpa Oaks
Mobile Recreation
Red Oaks Waterpark
Waterford Oaks BMX
Waterford Oaks Games Complex
Waterford Oaks Refrigerated Toboggan Complex
Waterford Oaks Waterpark
Total Operating Budget
Total Expense Budget
Administrative Costs
1. Admin = Expenses - ( Revenues minus Taxes)
2. Rec Admin = Expenses minus Revenues
3. Technical Support Expenses
Total Administrative Costs
Percent of Total Expenditures
Expenses
$3,644,446.23
694,640.00
1,286,867.85
$5,625,954.08
1,100,407.81
1,893,776.35
684,184.67
937,735.43
986,918.31
407,610.88
1,384,162.54
213,677.20
1,233,450.14
28,685.00
1,077,311.83
588,404.11
155,132.56
34,353.33
296,547.09
589,528.44
19,619.89
684,085.96
1,436,058.52
47,488.81
40,373.84
300,974.53
1,075,518.59
$15,216,005.83
$20,841,959.91
$2,546,261.57
$654,088.50
$1,286,867.85
$4,487,217.92
29%
13-40
% Of
% of Total Administrative
Expenses Costs
0.00 %
0.00 %
0.00%
7.23 %
12.45%
4.50%
6.16%
6.49%
2.68%
9.10%
1.40%
8.11%
0.19%
7.08 %
3.87%
1.02%
0.23%
1.95%
3.87%
0.13%
4.50 %
9.44%
0.31 %
0.27 %
1.98%
7.07 %
100.00%
$4,487,217.92
FY2008 Administrative Cost Worksheet.xis Brian
3/23/2009
2800 Watkins Lake Road a Bldg 97W • Waterford, MI 48328-1917
248.858.0906 • 1.888.00PARKS • www.oal<gov.com/parksrec
QZA ND
COUNTY PARKS April 3, 2009
Dear Oakland County Golf Operations Volunteer:
Thank you for your past year(s) of service and your dedication to the success of Oakland
County Parks and Recreation golf operations. We sincerely appreciate your efforts!
As you may be aware, the Oakland County Parks and Recreation Commission is in the
process of implementing a 10-year strategic planning process which will enable our operations to
continue to be sustainable in challenging economic times. If you are interested in learning more
about the Strategic Master Plan which outlines goals, strategies and tactics to guide the business
operations of the Commission and staff, it can be viewed or downloaded at
www.oakqov.com/parksrec/news.
This plan was adopted by the Oakland County Parks and Recreation Commission on May
7, 2008. Since that time, we have been in the process of evaluating each of our operations and
looking for opportunities to create operational efficiencies that will lead to cost savings and/or
generate revenue. A segment of this assessment has included the evaluation of our current
volunteer program at all five of the Oakland County Parks golf courses. During this assessment
process, we found that each golf course was managing the volunteer program in different ways. 11
became clear for the need to standardize this program throughout the parks system.
Beginning with the 2009 golf operation season, we are limiting the volunteer opportunities
available at each facility and filling positions through an application and interview process.
Additionally, Red Oaks Golf Course is closed for the 2009 season and will not have golf volunteer
opportunities available until 2010. If you are interested in becoming a golf volunteer at White Lake
Oaks or Glen Oaks for the 2009 season, please plan to attend one of the following mandatory
informational sessions:
• Tuesday, April 14, 2009 at 7 pm at the White Lake Oaks Banquet Center
• Tuesday, April 21, 2009 at 7 pm at the Glen Oaks Banquet Center
At this meeting, we will review our Volunteer Policy and Rules and Expectations for Golf Course
Volunteers. Choose one of the options provided above and RSVP with your choice to Rachel
Meyers, Training and Volunteer Services Supervisor, at meyersr(aboakgov.com, or 248-975-9717.
Applications for 2009 golf volunteers will be available on our website,
www.oakgov.com/parksrec, on April 24, 2009. Rachel Meyers will begin interviewing individuals in
April in hopes to have volunteers assigned to positions by May 16, 2009. If you have questions
regarding this information, prior to your scheduled information session, please contact Rachel
Meyers. We hope to see you back on an Oakland County Parks golf course in 2009!
Pecky D. Lewis, Jr. Sincerely,
Chairman
Richard Skarritt
Vice Chairman
J. David VanderVeen i
Secretary
Tim Burns Daniel J. Stencil
Gregory C. Jamian Executive Officer
Robert Kostin
Christine Long
John P. McCulloch
Charles Palmer cc: Sue Wells, Manager of Parks Operations
Scott Pecky D. Lewis, Jr. Chairman
L,anielJ. Stencil OCPRC Commissioners
Executive Officer 13-41
0 ur mission is to provide recreational, leisure and learning experiences that enhance quality of life.
2800 Watkins Lake Road e Bldg 97W • Waterford, MI 48328-1917
248.858.0906 • 1.888.00PARKS • www.oal<gov.com/parksrec
Q 4F 1 1 D
COUNTY PARKS April 3, 2009
Dear Lyon Oaks Golf Volunteer:
Thank you for your past year(s) of. service and your dedication to the success of Oakland
County Parks and Recreation golf operations. We sincerely appreciate your efforts!
As you may be aware, the Oakland County Parks and Recreation Commission is in the
process of implementing a 10-year strategic planning process which will enable our operations to
continue to be sustainable in challenging economic times. If you are interested in learning more
about the Strategic Master Plan which outlines goals, strategies and tactics to guide the business
operations of the Commission and staff, it can be viewed or downloaded at
www.oakqov.com/parksrec/news.
This plan was adopted by the Oakland County Parks and Recreation Commission on May
7, 2008. Since that time, we have been in the process of evaluating each of our operations and
looking for opportunities to create operational efficiencies that will lead to cost savings and/or
generate revenue. A segment of this assessment has included the evaluation of our current
volunteer program at all five of the Oakland County Parks golf courses. During this assessment
process, we found that each golf course was managing the program in different ways. It became
clear for the need to standardize this program throughout the parks system.
Beginning with the 2009 golf operation season, we are limiting the volunteer.opportunities
available at each facility and filling positions through an application and interview process. If you
are interested in becoming a golf volunteer for the 2009 season, please plan to attend the
mandatory informational session scheduled for Thursday, April 16, 2009 at 7 pm at the Lyon
Oaks Banquet Center. At this meeting, we will review our Volunteer Policy and Rules and
Expectations for Golf Course Volunteers.
If you have "banked" hours from your volunteer work in 2008, we will be allowing you to
redeem those hours for rounds in the 2009 season only, following the guidelines on the enclosed
"Redemption of Hours Banked for 2008 Volunteers" notice. Please review the information on the
enclosed notice, choose one of the options provided and contact Rachel Meyers, Training and
Volunteer Services Supervisor, at meyersr ,oakgov.com, or 248-975-9717.
Applications for 2009 golf volunteers will be available on our website,
www.oakqov.com/parksrec, on April 24, 2009. Rachel Meyers will begin interviewing individuals in
April in hopes to have volunteers assigned to positions by May 16, 2009. If you have questions
regarding this information, prior to your scheduled information session, please contact Rachel
Meyers. We hope to see you back on an Oakland County Parks golf course in 2009!
Pecky D. Lewis, Jr.
Chairman Sincerely,
Richard Skarritt
Vice Chairman
J. David VanderVeen
S
Secretary
i
Tim Burns
Gregory C. Jamian Daniel J. Stencil
Robert Kostin Executive Officer
Christine Long
John P. McCulloch
Charles Palmer
Scott cc: Sue Wells, Manager of Parks Operations
Daniel J. Stencil Pecky D. Lewis, Jr. Chairman
Executive Officer OCPRC Commissioners
13-42
0 ur- mission is to provide recreational, leisure and learning experiences that enhance quality of life.
O�IKLAND
[kill] LTiT;.T1,,T'M
OAKLAND COUNTY PARKS AND RECREATION
REDEMPTION OF HOURS BANKED FOR 2008 VOLUNTEERS
LYON OAKS GOLF COURSE
Volunteers who have existing "banked" hours from 2008 will be allowed to use those
hours through the 2009 golf season. Beginning in 2009, no hours will be banked or
carried over. The guidelines listed below apply to 2008 hours only. A new program
will be implemented in 2009.
Guidelines for using 2008 hours
2 punches on a punchcard = 18 holes for volunteer and 1 guest.
Carts are included in the hours used for banked rounds.
Applies to non -peak hours only, as follows:
Monday -Thursday, anytime
Friday -Sunday, and Holidays after 3 pm
Banked hours may be applied to volunteer and 1 guest accompanying the volunteer per
round.
In order to reduce confusion and tracking of programs going forward, we are asking all
former volunteers with a "banked" hours balance to consider one of the following 2
options for golf with Oakland County Parks and Recreation for the 2009 season.
Option 1: Choose to use "banked" 2008 hours for golf play in 2009 under the guidelines
above and not volunteer for 2009 volunteer position. Invited to apply for a volunteer
position in 2010.
Option 2: Choose to apply for participation in 2009 volunteer program.
If placed on the volunteer schedule at a specific golf course, pending interview process,
choose to waive all "banked" 2008 hours to participate in 2009 program. If not placed on
volunteer schedule at a specific course, Option 1 will apply - use banked 2008 hours for
golf play in 2009 under the guidelines above and re -apply for volunteer position in 2010.
Please consider your interest in golfing at Oakland County Parks facilities in 2009 and
reply to Rachel Meyers, Training and Volunteer Services Supervisor, at
me e(aoakgov.com or 248-975-9717 with the option of your choice.
If you choose to apply for a 2009 volunteer position, plan to attend the mandatory
information session which has been scheduled for Thursday, April 16, 2009 at 7 pm at
the Lyon Oaks Banquet Center.
13-43
Upcoming Events - April
Adaptive Recreation
April 3
Royal Oak Social: Crazy Hat Day Dance for Individuals with
Developmental Disabilities.
April 3
Adult Recreational Wheelchair Basketball - Troy
April 6
Ferndale cooking class for individuals with Developmental Disabilities
April 16
TGIT Social: Crazy Hat Dance for Individuals with Developmental
Disabilities
April 17
Adult Recreational Wheelchair Basketball - Troy
April 20
Ferndale craft class for individuals with Developmental Disabilities.
April 24
Adult Recreational Wheelchair Basketball - Troy
Golf Events:
April 12 Lesson on Golf - Interview with PGA Professional Paul Simpson
April 12 North Farmington High School Golf Team 2009 season begins, Glen Oaks
April 16 Farmington Hills High School Invitational Golf Tournament, Glen Oaks
April 26 18a' Annual Memorial Outing Golf Event, Glen Oaks
April 30 Country Day High School Junior/Senior Boys Golf Event, Glen Oaks
Nature Programs:
April 4
Brownie Archeology Badge - Lyon
April 4
Spring Star Party - Wint
April 8
Spring Home-schoolers "Egg-citement" - Wint
April 18
The Green Hour - Wint
April 25
Webelos Naturalist Badge - Wint & Lyon
Outdoor Recreation:
April 18 Addison Oaks - T.O.G.A. Frisbee Fest - Disc golf, ultimate Frisbee and
other awesome Frisbee sports! 11 am - 4 pm
Recreation Program and Services
Every Friday/Sat 2-5 pm New Volunteer Program at the community gardens
and greenhouse led by Pat Hopkinson
13-44
ITEM #13
CLOSED SESSION
Staff is requesting a Closed Session to discuss a proposed land acquisition.
14
Lyon Oaks Golf Business Plan
Table of Contents
CHAPTER ONE - EXECUTIVE SUMMARY.......................................................... 1
1.1 INTRODUCTION........................................................................................................................1
1.2 FINDINGS OF THE STRATEGIC PLAN................................................................................ 2
1.3 OPERATIONAL OVERVIEW — FINANCIAL SUSTAINABILITY......................................... 4
1.4 BUSINESS PLANNING PROCESS........................................................................................5
1.5 FINAL RECOMMENDATIONS................................................................................................. 5
CHAPTER TWO - MARKET ANALYSIS................................................................ 8
2.1 OAKLAND COUNTY DEMOGRAPHIC SUMMARY............................................................. 8
2.2 GOLFING TRENDS.......................................................................................-..............I......... 10
2.3 MARKET CONCLUSION...................................................................................................... 25
CHAPTER THREE - OPERATIONAL AND FINANCIAL ASSESSMENT....... 27
3.1 OPERATIONAL ASSESSMENT BY COST CENTER........................................................ 28
3.2 COST OF SERVICE ASSESSMENT BY COST CENTER ................................................ 30
3.3 COST OF SERVICE FINDINGS............................................................................................ 32
CHAPTER FOUR - OPERATIONS AND PRICING STRATEGY ..................... 37
4.1 OPERATIONAL STRATEGIES.............................................................................................. 37
4.2 PRICING STRATEGIES....................................................................................................:.... 38
CHAPTER FIVE - FINAL RECOMMENDATIONS .............................................. 42
APPENDIX A — DRIVE TIME MAPS..................................................................... 45
_ro9
consuffing
Lyon Oaks Golf Business Plan
1.1 INTRODUCTION
Oakland County Parks and Recreation Commission identified the need to establish business
planning principles, guidelines, and policies for the Lyon Oaks Golf Course in addition to the
overall Strategic Plan completed in May of 2008.
PROS Consulting, LLC was retained to conduct a comprehensive evaluation and develop a
business plan of Lyon Oaks Golf Course to be used by the Oakland County Park and
Recreation Commission management and staff as a prototype business plan for guidance in
developing similar business plans for each of the remaining golf courses. The Business Plan
identifies long term strategies to guide the Commission for the next five to ten years as well
as short term strategies that enhance the efficiency and revenue capacity of the course
while addressing opportunities to decrease expenditures for certain golf course cost
centers.
The outcome of the evaluation and business planning process provide the Commission with
information to assist in determining which business model and operational changes best suit
the County and allow for the greatest opportunity to attain a self supporting golf course
operation.
Lyon Oaks Golf Course has endured numerous adverse market factors which, independently,
could potentially be endured. However, as multiple negative market factors have coalesced,
the golf course sustainability for this superb County asset has been fleeting. As the Lyon
Oaks golf course came on line in 2002, the golf industry was in the midst of a severe
realignment that was the result of an industry development boom that was
disproportionate with relatively stagnant growth of the actual golfer. Today, Lyon Oaks is
one of eighty-one golf courses located within Oakland County, as identified by Pellucid
Corp.; of the 81 golf courses, approximately 20% (17 courses) are of the same course
category— Public Premium type golf course. This disproportionate coupling of supply with a
flat demand, coupled with a shortened golfing season and a slowing economy creates a
difficult operational landscape for Lyon Oaks Golf Course to achieve financial sustainability.
According to Pellucid's research, Oakland County appears to have a very healthy
demographic and golfer base across the key measures. The dramatic increase in supply
since 1990 would suggest that there is supply dilution pressure on rounds and revenue as
the golfer base is most probably now being divided among a larger number of facilities and
increasingly superior facilities and conditioning. The outlier is that this oversupply is usually
accompanied by relatively low utilization rates, which is occurring, as well as the relative
health of the premium course segment in rounds velocity is unusual. These events suggests
that either premium golf facilities are tapping a previously unmet need, are cannibalizing
the private segment, or are having to aggressively discount to generate rounds which is
raising their velocity but hurting their revenue and profit results.
Growth potential from current levels seems challenging. Based on the research conducted
by Pellucid, there is currently a 30% supply dilution level relative to the 1990 benchmark
year. The missing piece is whether rounds demand has held steady since 2000, risen or
declined. If demand has held steady or declined, although the facilities are showing good
prost;,�.,,-
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Oakland County Parks and Recreation Commission
utilization, performance is in fact considerably down from previously higher utilization rates
in the 70-90% range. In the current economic situation, supporting the abnormally high
level of value-added golf will be challenging. This will potentially trigger some set of
circumstances that would include Private/Public or Public/Private conversions, extended
discounting which will have a trickle -down effect on the Public -Value and Public -Price
segments, golf course transactions at lower values or the elimination of some supply in the
County. Which of these occurs and at what level remains to be seen.
The extensive market research conducted by Pellucid does provide some insight into the
future. As part of this natural evolution, public facilities that have marketing plans,
programs, and budgets that will allow them to compete in the battle for share -of -golfer will
prevail in this environment. For the survivors, it appears to be a healthy and stable base of
golfers and rounds demand to sustain a reasonable number of facilities. The key will be
surviving from here to the stabilization period.
1.2 FINDINGS OF
In accordance with the Strategic
Plan's recreation facility strategies, a
business plan was to be developed
for the Lyon Oaks Golf Course with
the intent of providing a template
which will allow for in-house
replication of business planning
efforts for all remaining golf courses.
Although praised by the community
as a system wide strength, County
golf course operations were
questioned among some in the
community as well as private
business, inquiries which focused on
the true operational costs associated
with golf programs and facilities and
the fairness of taxpayer subsidies for
such an exclusive activity. However,
according to the community input
process, including a survey
completed during the Strategic Plan
Oakland County Department of Parks and
Recreation
Facility / Amenity Needs Assessment
High
Medium
Low
Walking & hiking trails
Nature trails
Swimming& sunbathin beaches
Bikingtrails
Picnickingareas & shelters
Children's playgrounds
18 & 9 hole golf courses
Water arks & waterslides
Fishing areas
Outdoor ice-skating areas
10
Dog parks
11
Boating & sailing areas
12
Overni ht camping areas
13
Nature interpretive centers
14
Amphitheaters
15
Cross country skiing
16
Toboggan runs
17
Mountain biking trails
Tennis courts
Skate park
Conference centers
Platform tennis courts
Equestrian center
Equestrian trails
,Bicycle motocross track
golf courses ranked 71h in the Figure I- Strategic Plan Prioritized Needs Assessment Chart
prioritized facility/amenity needs
assessment (Figure 1), and golf course development in the southern sector of the County
was one of the most frequently mentioned ideas in regards to system improvements as a
whole.
The system wide park and facility assessment commended the County on well maintained
and reasonably priced assets in regards to the value received at the golf courses; however,
potential for additional and more robust programming does exist. The lack of a strong golf
2
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Lyon Oaks Golf Business Plan
program plan targeted to women, youth and young adults was noted as a concern due to
the increasing competition in the industry for loyal participants. Findings concluded that the
programs offered are limited of the traditional variety, such as the Men's and Women's Golf
Association Clubs, junior golf tournaments, golf outings, golf leagues, clinics and workshops.
While these are sound programs, potential to expand into more creative programming
opportunities exist, such as:
• Additional golf leagues such as:
o Junior golf leagues
o Church golf leagues
o Professional women leagues
o Driving range leagues
• Co-ed single night out events
• Golf, wine and dine events
• Player events set up around the major professional (PGA or USGA) tournament
weekends
• College Football and NFL game golf outings —this would require a much more robust
connection with the food and beverage operation of the golf course
• Holidays golf outings focusing on family golf
o Mother/Father's Day golf programs for youth and parents
• Family Play nights
• Additional effort needs to occur to grow corporate outings in the 24-48 player
group, 48-80 player group, and the 80-120 player group
It was noted in the Strategic Plan that
some of these events are occurring, but
in an inconsistent offering across the
system. Stronger efforts to capture the
different types of customers at each
course should be used to grow the
amount of usage through targeted
marketing efforts.
2001 2002 2003 2004 zoos zoos 2007 zoos
As a service Golf provides a "private I Final Year
good" in a public setting. It should be the—HFxpenses �—Revenues
goal of the golf operations within Figure 2- Strategic Plan Golf Course Analysis,
Oakland County Parks and Recreation to Revenues and Expenditures
capture all operating costs. As illustrated in the Strategic Master Plan, overall cost recovery
associated with the golf courses was calculated at 78.42%; this is well below the desired
performance of 100% cost recovery desired by the Commission. The overall trend for all
County golf facilities shows that operating expenses generally exceed revenues generated;
one exception is fiscal year 2002 where revenues generated outpaced the incurred
3 pros_� f
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h Oakland County Parks and Recreation Commission
COUNTYFMKS-
expenditures.
Depreciation
expense began in
fiscal year 2002
and is a part of
operating deficit.
An alarming trend
illustrated in the
Strategic Master
Plan analysis is the
extent with which
Lyon Oaks Golf Course
$2,498,000
$1,998,000
$1,498,000
$99B4O00
$498,ODD
-$2,000
2001 2002 2003 2004 2005 2006 2007 2008
Fls l Year
—�—Expenses —�—Revenues
expenditures have
exceeded Figure 3 - Strategic Plan Golf Course Analysis,
revenues in a Lyon Oaks Financial Performance
greater proportion during the later years of the analysis. The discrepancy became apparent
in 2005 as revenues began to decline slightly while operating expenses began to
simultaneously increase (Figure 2).
The operating expenses for Lyon Oaks Golf Course have consistently surpassed the revenues
generated during each year of the analysis. Lyon Oaks revenue began in 2002 when the golf
course opened. The amount of revenues generated in fiscal year 2002 — the first of
operations — were closer to paralleling expenditures than in any other year, however, the
gap between the two continued to grow during the subsequent years. Lyon Oaks revenues
peaked in 2004 at $1.36 million, followed by a general decline in the remaining years.
Expenditures, however, have continued to increase with the exception of a small dip in fiscal
year 2006. By the 2008- fiscal year end, direct operating expenses at the Lyon Oaks Golf
Course exceeded revenues by approximately $656,042 (Figure 3). Direct expenditures plus
Administrative Costs exceeded revenues by $1,214,519 for fiscal year 2008. .
The Strategic Plan findings indicate some disconnect between the levels of service and the
user fees and charges. The golf courses are not recovering costs; Lyon Oaks has operated in
a deficit for the entirety of the operational existence. User fees and expenditures should be
adjusted to recover 100% of the direct costs as a measurable outcome for staff to work
toward in the future.
Lyon Oaks Golf Course is .a par-72 championship golf course that was designed to
accommodate all players of various skill levels on the same course. The course layout and
design, a total of 18-holes and a driving range is spread over 230 acres, delivers a unique
experience for the user. Throughout the course, the strategic placement of tee boxes,
fairways, and greens within the greater context of forested areas and wetlands truly sets
this course apart from the great majority of public facilities. The natural beauty of this
course is enhanced with the uniqueness of the interpretive signage located along the
course.
4
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Although original plans for the course did
intend to have an additional nine holes
developed on the northwestern portion of the
property, expansion does not seem feasible
until more balance can be applied to the
course operations. Fiscal year 2008 (FY 2008)
expenditures outpaced course revenues by a
ratio of nearly 2:1 (50% cost recovery); total
course direct expenditures were reported at
$1,893,776 while total course revenues came
in at $1,237,734. The estimated
Administrative Overhead is $558,477. Actual
revenue and expenditure detail as it applies to
FY 2008 is shown in Figure 4.
Lyon Oaks Golf Business Plan
Revenues
Commission Food Services
$
123,063
Fees Driving Range
$
66,751
Greens Fees
$
953,025
Miscellaneous
$
105
Rental Equipment
$
3,035
Sales Pro Shop
$
86,936
Cash Overages
$
895
Gain (Loss) on Sale of Equipment (FA)
$
3,924
Total Actual Revenues; 2008
$
1,237,734
Expenditures
Salaries
$
572,515
Fringe Benefits
$
202,287
Contractual Services
$
433,710
Commodities
$
91,469
Depreciation
$
547,617
Internal Services
$
46,178
Administrative Overhead
$
558,477
Total Actual Expenditures; 2008
$
2,452,253
Revenues Over (UNDER) Expenditures
$
(1,214,519)
Cost Recovery Less Depreciation and Internal Services
91.9%
Cost Recovery with Depreciation and Internal Services
50.5%
Figure 4 - Operational Performance; 2008 Actual
The Business Plan was developed for Lyon Oaks Golf Course to guide operational decisions
for the Oakland County Parks and Recreation Commission; the Business Plan development
entailed three main tasks, including:
a Marketing and Demographic Analysis — Size of the golf market was estimated for
Oakland County; market data includes community specific age distribution,
population density, households, race and ethnicity composition, and market area
income characteristics; golf industry specific research was also conducted
• Operational Assessment - Key data and information was identified and collected to
facilitate dissemination and assimilation of course operations
Financial Analysis — Information and findings from the Operational Assessment as
well as findings from the Strategic Master Plan was assimilated to produce
operational standards, program alternatives, management strategies, and a pricing
strategy and financial plan
Recommendations for Lyon Oaks Golf Course are presented on a tiered approach —
immediate changes which will require action by Oakland County management to modify
operations within one-year period, and long term changes which will require operational
transformation over a five-year period. Major recommendations and performance
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COUN_ ; _ =--
measures are presented below and on the following pages. Detailed recommendations are
presented in Section 5 of this report.
• Immediate (Short -Term) Changes(1-3 years)
o Staffing
■ Reduce Pro shop Staff to four (4) FTE; FTE figure includes the
supervisor
■ Reduce maintenance staff to seven (7) FTE
o Course Program
■ Increase efforts to attract more golf outings between 24 to 48
players and full outings of over 100 players by actively
marketing the golf course via off season marketing efforts to
corporations, churches, neighborhood associations, high school
and college reunions and general businesses
■ Allow the opportunity to increase leagues to twenty (20)
leagues on both nines Monday through Friday
■ Develop golf driving range leagues and memberships
■ Improve and cover a portion of the driving range with heated
overhang areas to increase usage in shoulder seasons
■ Reduce free play from trade for service volunteers to 2% of the
total golf rounds played and allow comp play to only occur on
Monday through Thursday
o Course Operations
■ Use and/or implement a new point of sale system to track user
orgin, spending frequency and level of play
■ Develop a frequency play card and program
■ Make pricing changes for course play as outlined in Section 4
■ Eliminate the operations component of the nature center/day
park or contract out the program management to a part-time
naturalist
o Hospitality Operations
■ Hold Oak Management accountable to the terms of the contract
and don't pay for items not outlined in the contract
• Long -Term Changes (4-6 years)
o Course Operations
■ Establish a long term maintenance endowment to cover long
term capital improvement needs of the golf course and
clubhouse
0
Lyon Oaks Golf Business Plan
o Hospitality Operations
■ Define more clearly the County's role and responsibility in the
concession and hospitality operations as it applies to snow
removal, landscaping, utilities, sewer maintenance service, and,
furniture and fixture care.
• Recommended Performance Measures
o Total golf course expenses reduced by $600,000 by the end of 2009
and $900,000 by the end of five years through effective golf course
management practices
o Increase revenues in the proshop by 25% in year one
o Increase golf course revenues by 20% in 2009, an additional 15% in
2010, and another 10%, in 2011 through effective pricing changes,
greater promotional efforts, and more targeted golf programs to
bring in more players
o Increase capacity of use of the golf course to 70% or greater by the
end of 2010
o Increase capacity of the use of the hospitality center to 50% by 2012
o Track customer satisfaction levels for golf course at 90% or greater
for the golf course, Pro shop, food service, and hospitality center
operations
The following Golf Course Business Plan presents findings and recommendations for golf
operations which are written to allow for replication, allow management to be proactive,
and focus on quality assurance.
7prosct`
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GAMANDOakland County Parks and Recreation Commission
COUNTY WKS
CHAPTER TWO -MARKET ANALYSIS
The golf market in Oakland County was analyzed to ultimately determine the extent of
market capture by Lyon Oaks Golf Course. The market analysis centers on the community
specific age distribution, population density, and income characteristics — three determining
factors of participation. In addition to the participatory market, PROS also studied the
market composition — private and daily fee/public courses — of potential competitors.
Research of these potential (direct) competitors determined the existing level of services,
fees charged, and estimated market share of other courses in the community and
surrounding area to understand the market and demographic being served. This data is
based on a single point in time and is subject to the ramifications of a free market where
positioning can result in managerial and operational shifts.
The golf market is analyzed using two distinct methods — from a need/unmet need
standpoint based on participatory trends, based on survey responses as reported in the
2008 Superstudy of Sports Participation, and an affective demand perspective which
analyzes the market based on actual usage and reported by Pellucid Corp.'s 2007 State of
the Industry Report. This dual approach allows for the analysis to parallel the Strategic Plan
and the prioritized needs expressed from a comprehensive parks and recreation approach
while simultaneously depicting industry performance as gauged and reported on by those in
the more singularly focused golf course operations. The golf industry analysis is supported
by research conducted by Pellucid Corp., a renowned golf industry research consultancy
group.
2.1 OAKLAND COUNTY DEMOGRAPHIC SUMMARY
Oakland County has Qu r" Population UNA.
experienced relatively flat
growth since the 2000 pw�
Census was reported.
Current year population is
f c_acaa
estimated at 1,236,593
persons; this growth
represents an annual rate+�Lm�
of increase 0.42 percent
from the reported 2000 Figure 5 - Quarterly Population Figures; January 2007 through October 2008
Population of 1,194,156. (source: ESRI)
This flat growth is
graphically depicted in
Figure 5 which illustrates the last eight quarters of County population reporting.
The five-year projection for the population in Oakland County is 1,254,680. This projected
change represents a 0.29 percent annual increase from 2008 to 2013.
In general terms, the golfer is
defined as a white male of middle -
age with a reported household
income of greater than $75,000. In
these general terms, Oakland
County's demographics are
complimentary when evaluated
with the golfer.
Lyon Oaks Golf Business Plan
Population by Ape
t-
t<
12
Cf° zo3s
N 8 2Di3
rM
2
20-2= 2635 - 5EvdE:-
When analyzing the population in
regards to various age segments,
Oakland County has a favorable
composition in respect to the golf participant (Figure
6). In contradiction with many other recreational
activities, the golfing community relies on the
middle-aged demographic for the bulk of
participation. The County's age segments are
projected to increase over the next five years (2008
to 2013) in the segments of persons aged 45-54, 55-
64, and 65-74 years of age.
In terms of racial and ethnic origin, the Oakland
County populace is predominantly composed of
persons of the white race (79.5% of total
population); the second largest racial grouping is of
persons classified as black (10.9% of total
population). Of this total population, roughly three
percent are of Hispanic or Latino origin (Figure 7). As
with the age segmentation, the racial makeup of the
County favors the golf market — the overwhelming
majority of all golfers are classified as white.
Current median household income is $77,971 in the
County, compared to $53,154 for all U.S. households.
County households therefore earn on average 46.7%
more than the average U.S. household. The median
household income is projected to grow to $88,753 in
five years (2013).
Since the reported 2000 Census, when median
household income was $61,991, and the 1990
Census, when median household income was
Figure 6 - Population by Age Segment (Source: ESRI)
100%
60 %
60%
40%
20 %
0%
2008 Population by Race
79.5%
10.9%
6.2
■ 0.3% n 1.DYo 2.1%
White Black Am. Ind. Astan/Pac. Other Two+
Figure 7 - Racial/Ethnic Composition (Source: ESRI)
2008 Households by Income
$15-25K
6.0 %
1pK, $25-35K
6.9 %
$35-50K
9.7%
$43,407 for the County, the County's median Figure 8- 2008 Average Household Income by Category (Source:
household income has grown at an annual pace of
ESRI)
4.4%.
Household income growth detail by major reporting period is:
0 1990 to 2000 — 42.8% growth; annual rate of increase of 4.3%
9
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GAKLANDOakland County Parks and Recreation Commission
COUYWKS
_ -_
• 2000 to 2008 — 25.8% growth; annual rate of increase of 3.2%
• Projected 2008 to 2013 —13.8% growth; annual rate of increase of 2.8%
When comparing to the national scene, the household income has kept pace with the U.S.
trends more so than any other demographic variable (Figure 9).
Trends 2008 2013
CL
F1 J
z.
®rs_a
e.s
?oFu etl. HousehoiC : F> r tea Crdner HHs tdeaar nmme
Figure 9 - County Demographic Trends as Compared to the U.S. (Source: ESRI)
The golf industry experienced a peculiar set of circumstances during the last decade —
although the participation base remained relatively steady with 25- to 30-million golfers
annually, a development boom lead to hundreds of new courses flooding the scene. As
could be expected, a dramatic increase in capacities combined with steady (not increasing)
demand resulted in an abundance of golf courses operating at less than optimal conditions.
However, the industry has begun to realign itself the past few years through course
contraction and controlled development.
As with many recreational sporting activities, participation has slowed in golf. Although golf
participation has peaked in regards to new participants, it is one of just seven (out of fifteen
analyzed) sport activities which has experienced a short term (one year) growth. To put golf
participation in perspective, only basketball outranks golf in terms of a participation base.
Based on responses received through national surveys and reported in the 2008 Superstudy
of Sports Participation, golf has 8.1 million more participants than tennis, 11.2 million more
participants than outdoor soccer, 12.5 million more participants than'slow-pitch softball,
and 17.4 million more participants than baseball. The Superstudy of Sports Participation
reports participation as one participant/participation unit during a 12-month period
(January through December); this could be one round of golf, one game of basketball, one
match of tennis, etc.
The realignment in the golf industry has placed new meaning on the value of experience
received. Effectively marketing and programming course assets and amenities to the target
market are as important as ever. The trends presented on the following pages of this report
will provide insight into the industry and individual participant.
10
Lyon Oaks Golf Business Plan
2.2.1 GOLF INDUSTRY TRENDS; AS REPORTED IN THE 2007 STATE OF THE
INDUSTRY REPORT (PELLUCID CORP.)
The 2007 State of the Industry Report, conducted by Pellucid Corp., was utilized for industry
trends; this research data presented in the following subsections — industry overview,
snapshot, supply, composition, participation analysis, frequency, number of rounds, and
potential growth areas — are challenges and opportunities identified by Pellucid Corp.'s
extensive survey of industry personnel. Six resounding themes are identified by Pellucid;
they are:
• Overall recreational activity in the U.S. is declining — including traditional sports and
golf participation
• Golfs share of total recreational activity opportunities is also declining
• The aging of the Baby Boomer generation will be a double-edged sword providing
annual rounds growth of between 1.5% and 2.0% over the next decade; however,
the increasing level of golf played at senior rates could become a burden on golf
course profitability
• Junior Golf initiatives appear to be working in cultivating youth participation
• As with many recreational and sport activities, the golf industry continues to
struggle with female participation
• Not unlike many other recreational and sport activities, the golf industry has
_ identified what appears to be a problem in the 25 — 44 age segment (GenX)
regarding reduced participation and early indications that golf frequency is not
increasing as they reach the age of 40
2.2.2 INDUSTRY OVERVIEW
• Rounds demand is stagnant; not increasing, but not decreasing
• Weather was a national non -factor in 2007
• Supply is hovering near annual "net zero"; course openings and course closings are
near identical; however, the composition of the supply is changing
• The impact of generations, gender & recreation on the golfer base
o Economics: course affordability, U.S. economy, and course
operating costs all impact the sustainability of a given course
o Marketing fluctuations: participation base is solid, but new -career
population segment's participation is waning and the golfer in
general is playing less frequent
o Time has become the new "commodity" for the American
consumer; the ability to participate in a time efficient and effective
manner has become essential when participating in entertainment,
leisure, and recreational activities
11 PrOS�',,F
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_ Oakland County Parks and Recreation Commission
COUNTYPMRS
2.2.3 2007 INDUSTRY SNAPSHOT
• Rounds for 2007 were relatively flat when compared to previous years totals; as can
be expected, summer months on average provide for better weather conditions and
longer days (more sunlight) which equal more opportunities for play
• Although rounds played have been increasing since 2003, growth is relatively flat
(about a 1% annual increase)
2.2.4 INDUSTRY SUPPLY
• Openings and closings for 18-Hole Equivalent courses (EHE) in 2007 balanced out
(0.1% reduction in supply)
• 2006 and 2007 were the first years in history (barring any catastrophic event) that
the industry had a net reduction in supply
o 2006 —120 courses opened; 146 closed nationally
o 2007 —113 courses opened; 122 closed nationally
• Openings since 2001 have slowed by nearly half while remaining steady
• Closings since 2001 have more than doubled; however, the industry has
experienced a one-year decline (2006 to 2007) in course closings
• Recent trend of net reduction in supply has allowed the industry to begin realigning
itself
2.2.5 COURSE COMPOSITION IS CHANGING — COMPETITION INCREASING
• Pellucid segments courses into Private, three classes of Public based on price, and
Learning and Practice (executive length and par 3); general course definitions are:
o Private Club — membership required; dues and/or assessments are
common
o Public Premium — public courses with higher price points; typically
exhibit many of the same amenities that private clubs have but on a
lesser quality scale
o Public Value — mid priced public courses
o Public Price — lower priced public courses; typically operate based
on volume of rounds
• Many courses are experiencing a trickle down affect in demand and pricing
• Number of private course/holes are increasing, but share of the market is down
• Private clubs are losing members and rounds to the Public Premium segment
• Public Premium courses are lowering rates and causing the Public Value price ranges
to shrink
• The Public Value segment appears to be getting squeezed from above by Public
Premium discounting and below as Public Price courses capture more rounds
12
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Lyon Oaks Golf Business Plan
• Some Public Price courses are exhibiting pricing power and moving into the Public
Value segment
• Since 1990, private course percentage of holes have decreased, but total holes have
increased — more courses opened to a smaller member base
• Public premium course percentage of holes have nearly doubled as well as the
percent of the market take
2.2.6 THE GOLFER — WHO IS IT?
• Many segments of the population have remained steady participants in golf over
the 16-year study period
o Juniors (7-17 years of age)
o Mid -Career (35-54 years of age)
o Late -Career (55-64 years of age)
• Two segments have experienced a decline
o Early -Career (18-34 years of age)
o Senior (65+)
1 2.2.7 PARTICIPANT BY AGE SEGMENT
• Trends confirm that an estimated 75% of all golf in the U.S. is currently played by
golfers over the age of 43
• It is projected that by 2010, 50% of all golf will be played by persons aged 55 years
and above
2.2.8 GOLF AND RECREATION
• Golf peaked in both participants and share of recreation around the turn of the
century with just under 30 million golfers
o This equates to a roughly 12% share of total recreation
o If industry participation had retained a steady "share -of -recreation"
at the 2000 level of 11.6% participation, roughly 3 million more
golfers would be participating today
• Golf's decline in share -of -recreation is primarily concentrated among the Gen X/Y
crowd — the same demographic which not only traditional recreation providers and
programmers have difficulty serving, but a demographic which is constantly creating
a headache for corporate America
2.2.9 CURRENT PARTICIPATION BASE
• After healthy growth in late 1990s, consumer base is roughly 26-27 million golfers
after nearly hitting 30 million golfers between 1999 and 2003
13 '10ry,.
�� Oakland County Parks and Recreation Commission
COUNTYWIM
• The industry's "old reliable" participation base of a predominantly white populace is
changing to an increasingly diverse U.S. population
• Future population diversification has the potential to retard both golfer and rounds
growth if past trends continue and the industry fails to properly adjust marketing
efforts
• Fast-growing Hispanic segment dramatically under -consumes golf
• However, current trends project lack of Hispanic user base will be somewhat offset
by significant gains in the Asian participation base
2.2.10 FREQUENCY
• Frequency of play continues to decline
• 2006 frequency declined from 23.4 rounds per year per golfer in 2005 to
21.5 rounds per golfer per year
2.2.11 NUMBER OF ROUNDS PLAYED
• Committed golfers — although a relatively small portion of the golf market (20%) —
have remained constant
o Committed golfers are comprised of individuals which play 40+
rounds per year
o There were an estimated 5.2 million committed golfers in 2006
• Decreased rounds per year can be attributed in part to the reduction in the number
of dedicated golfers
• Trends show golfers that were playing in the 20-39 rounds per year are reducing
their frequency and becoming casual participants
• Potential to grow the market from a relatively strong entry level user group is
increasing — trends show a big increase in the number of once a year golfers
2.2.12 POTENTIAL GROWTH AREAS
• Training centers and learning facilities have increased the opportunities for Junior
initiatives, expanding the market, and creating a lifetime user
• Growth was seen in the female demographic
o Historically 20-25% of the golf , base; however, the female
demographic represents 51% of the total population
o 2006 recorded 6.3 million golfers compared to 6.0 million in 2005
• Participants are moving upscale — the average participation rate occurred among
persons reporting an average household income of $50-$74.9K
o Since 2000, households reporting incomes of $75K and above were
up 16 percent
14
Lyon Oaks Golf Business Plan
o Households reporting incomes of less than $50K were down 15
percent
2.2.13 GOLF AS COMPARED TO OTHER RECREATIONAL ACTIVITIES — AS DEFINED
BY PROS CONSULTING AND SUPPORTED BY DATA REPORTED IN THE 2008
SUPERSTUDY OF SPORTS PARTICIPATION (AMERICAN SPORTS DATA, INC.)
Through PROS' extensive experience in projects ranging from singularly focused business
planning efforts associated with golf courses, recreation and fitness centers, aquatic
facilities, and more large scale comprehensive planning projects including strategic plans
and master plans, two aspects which relate to the golf industry have become apparent; they
are:
• Lifetime participation activities experience different trends when analyzing age
segment participation
o Traditional "bat and ball" sports have mandated age limits for the
most popular series
o When age limits are extended or non-existent one or two results are
normally experienced
• A higher level of physical fitness is required (adult soccer, adult basketball leagues,
etc.) which effectively reduce the participation base
• The activity becomes direct competitors with the "Entertainment" sector and
participation begins to decline due to the increased demand for time amongst the
broader Entertainment and Leisure Industry, of which recreation belongs
• Golf is a lifetime activity that requires unique assets which can allow for a user to
grow and mature with the course
Comparing golf trends to general recreational trends provides a comprehensive benchmark
of recreation as a whole; this comparison illustrates participation characteristics which are
commonly found in most park and recreation systems across the country. Data utilized for
this comparison based on the survey findings as reported in the 2008 Superstudy of Sports
Participation, conducted by American Sports Data Inc. The commonality facing the majority
of recreational activities — from golf to soccer, baseball, and other recreation and sport
activities — is that the American population is participating less in recreational activities
across the board. Findings supporting this include:
• Many traditional sports have experienced a loss of participant base in recent years
• The biggest shift in recreational and sporting activities has been towards self
directed activities
o Self directed activities do not restrict schedules
o Most self directed activities have few, or no, barriers to entry
• Economic barriers (price of activity fee or necessary equipment) or social/personal
barriers (age limits, level of physical fitness, etc.)
consulting
Oakland County Parks and Recreation Commission
• Common recreational and sport activities are shown in Figure 10 for comparison
purposes; all participatory data is derived from American Sports Data, Inc.'s 2008
Superstudy of Sports Participation
o Participatory base as well as the 1-year, 4-year, and 7-year growth
trends are shown
o Activities with a 25% or greater reduction in participation is shown.
in red
o A reduction in participation of 25% or less is highlighted in yellow
o An increase of greater than 10% is highlighted in green
• Golf has the second highest participation base of all sporting activities as reported
for activities conducted in 2007; participation for each of the activities is shown for
individuals aged 6 and above which participated at least once per year
o Basketball is the only activity with a larger participatory base than
basketball
o Eight of the fifteen activities reported a 1-year decrease in
participation base (yellow and red highlighted cells)
National Participatory Trends;
by Sporting Activity
1987
(000's)
1998
(000's)
2000
(000's)
2003
(000's)
2006
(000's)
2007
(000's)
Rank in
Order of
Participant
Base
one Year
% Change,
Participation
('06207)
FourYear
% Change,
Participation
('03-'07)
Seven Year
% Change,
Participation
('00-'07)
Baseball
15,098
12,318
10,881
10,885
9,039
8,191
8
-9.4%
-24.7%
-24.7%
Basketball
35,737
42,417
37,552
35,439
30,971
32,301
1
4.3%
-8.9%
-14.0%
Ice Hockey
2,393
2,915
2,761
2,789
3,680
3,353
14
-8.9%
'
Football, Touch
20,292
17,382
15,456
14,119
14,845
13,472
5
-9.2%
-4.6%
-22.8%
Football, Tackle
Golf
n/a
n/a
n/a
29,961
5,673
30,365
5,751
27,314
6,246
24,755
6,759
25,617
10
2
8.2%
3.5%
-6.2%
-15.6%
Gymnastics
Lacrosse
n/a
n/a
6,224
926
6,689
751
5,189
1,132
6,708
1,439
4,983
1,710
12
15
-4.0%
Soccer, Outdoor
n/a
n/a
n/a
16,133
14,962
14,396
4Z
-10.8%
n/a
Softball, Fast Pitch
n/a
3,702
3,795
3,487
3,396
3,974
13Softball,
Slow Pitch
Court
n/a
n/a
19,407
n/a
17,585
n/a
14,410
11,008
12,220
11,497
13,150
8,706
6Volleyball,
7
-20.9%
n/a
Volleyball, Sand/Beach
n/a
10,572
8,762
7,454
8,056
7,699
9
3.3%
-12.1%
Racquetball
10,395
5,853
5,155
4,875
5,109
5,705
111'.Tennis
21,147
16,937
16,598
17,325
18,737
17,561
3
1.4%
5.8%
Source: American sports Vata, Inc.; ZOu85uperstudy olbports Participation
Figure 10- Participatory Trends; as reported by the American Sports Data, Inc.'s 2008 Superstudy of Sports Participation
16
Lyon Oaks Golf Business Plan
2.2.14 THE OAKLAND COUNTY GOLF MARKET — BASED ON GOLF INDUSTRY
FINDINGS (DATA AS REPORTED BY PELLUCID CORP.'S 2007 STATE OF THE
INDUSTRY)
Market analysis from the perspective of the golf industry, affective — or actual — demand as
measured by rounds played is based on research provided by Pellucid Corp., a golf industry
research firm. According to Pellucid, the major factor in determining the golfing market —
participation, frequency, and spending habits — is household income. Coupled with the local
course supply, golfing tendencies are then analyzed. Key demographic aspects of the
County's golf market as defined by the golf industry are:
• The 5-year projected annual population growth is calculated at +0.2%; this metric is
unfavorable in terms of potential draw for golf
• Median household income for 2007 is estimated at approximately $76K (Figure 12);
the Index of 147 versus the average U.S. is favorable (index of 100 equals like
equilibrium)
• Growth rate of household income is also favorable
• Median age for 2007 is 40 years; Index of 108 versus the average U.S. is favorable
• No significant racial diversity change is expected; estimated 79% white populace;
this is favorable based on user demographics
• Population Density of 1,347 persons per square mile is a neutral metric; neither
favorable or unfavorable
a -1F � ♦ i �"
IN 1K
Azivatc Public Public
Aeblia 1--ing& Fut=
1'r2fahlw "'give
Net Praolice Facility
(S55?) fs3s-.S53j
(<53n)
Figure 11- Oakland County Golf Course Supply by Course Type
(Source: Pellucid Corp.)4
'consulti
t.e
KOakland County Parks and Recreation Commission
COUNTYPOKS
Figure 12 — Oakland County Average Household Income by Zip Code
LEGEND - Dark Green: >$78K; Moderate Green: $SSK-$78K; Intermediate Green:
$38K-$54.9K; Light & Pale Green: <$37.9K
(Source: Pellucid Corp.)
Analyzing one step down at the golfer.base level provides the following insight into the local
golf market:
• Participation rate: 14% is favorable; the U.S. average is 9%
• Frequency rate: 22 rounds/golfer/year is neutral; U.S. average is 21
rounds/golfer/year
• Play rate: 3.0 rounds/capita/year is favorable; this is nearly double the U.S. average
of 1.9 rounds/capita/year
• Public Golfers per 18 hole equivalent (EHE): 2,729 total golfers per EHE course is
favorable; the public golfers per EHE Index is 109
The County's supply of courses is depicted by course type (private, public premium, public
value, etc.) in Figure 11. The current supply mix is considered to be "top heavy" to value-
added golf in the County. The private course/public course balance is skewed in the County
when compared to the national averages:
• National balance — 23% private course; 77% public course composition
• Oakland County balance — 33% private course; 67%.public course composition
Based on Pellucid's findings, value-added golf (both private and public premium courses) is
dramatically over represented in the County — value-added equates to 58% of total supply
as compared to the national average of 45%. This supply consists relatively equally of both
private and public premium courses. Within the public, regulation length course segments,
the County has been developed with an "experience" versus "price" bias, with 25% of total
18
Lyon Oaks Golf Business Plan
supply being Public -Premium compared to only 11% Public -Price. Learning & Practice
facilities are proportionately represented at 4% of supply versus the 6% of US supply.
Overlaying the same market area — supply of courses by type within Oakland County — and
analyzing the median household income by geographic region provides a graphical depiction
of the household distribution which is most favorable to golf participation (Figure 12). The
zip codes highlighted in dark green are those which according to golfer demographic
characteristics are most likely to participate.
2.2.15 GOLF SUPPLY
According to Pellucid, the mix of new
supply in the County has been
primarily driven by the Public -Premium
sector. This sector contributed 279 of
the 513 holes of new supply from
1990-2006; annual growth rates
averaged 14% from 1990-2000, while
2000-2006 experienced a 2% annual
growth rate. This is consistent with
but amplified relative to the national
trend which overbuilt the value-added
sector and is now struggling due to its
limited consumer base constrained by
affordability.
Pellucid Supply History Summary Comparison Report
1980
1990
CAGR
2000
CAGR
2006
CAGR
Holes
Holes
Holes
Holes
P"*-te
378
396
0.5%
4?7
1.9s.-
47,
0,0%
pubic Prernium
72
90
23ia
333
14.0s
369
- 2.14i
Nlhk 4.1ue
243
288
117%
397
37
405
EiMi
Nbk Price
135
135
0101a
2 s
Ls
162
omi
ieamino S pact:'
45
45
O.oz
54
'7
54
0.0-A
otal
873
959
0.9*Al
1,413
4.0 '.
1.4671
0.8
Pop %Chn CAGR
0,544
Ann Supp. Absorp7lkjtdprr
-3.0'
-0.34i
Cum. Sup.. Abs.,p%Oitaeion
-sD3°._
-3±.84
R.pc2 reo:riring summarizatlor. use only the lamest Ra -or •J.�:reTime an -el earl; cents palntto
El- . emu.
current yeardata is far tha year tow, 5 year p Aacted deco R for Ehe year 2oi3. Kor Aa at oTr oats
Denra raPhL data £) 2 v7 by EXpeeiarJA.^;36ad Geo¢raphP' uo+ ht.
Gy:'.,uo etien erii rmq'eM Data t{tareed from MU0hal5Pa)l4y GCJda Ase taitLA [NSGA)
Gar raaftty Data rdtensid fMrn %Ueral Golfr4u"atitn (IMn
A8 anaht[ca (Fat:iity rou,da aaumataa, ptrta ugmanta, oppomrfty rrands wt Isuona.t ) as p oosay of
M.1d carp.
Research conducted by Pellucid Figure 13—Course Composition Supply and Growth
discovered that historically, healthy (Source: Pellucid Corp.)
local golf economies consist of supply growth that is in line or below population growth as a
general rule. Figure 13 quantifies the supply growth rate and the absorption (supply
growing slower than population produces a positive number) or dilution (supply growing
faster than population, produces a negative number) rate for the County.
The highlight observations on historical supply build for this area are:
• From 1990 to 2000, supply grew by 48%; or roughly 4.0% annually
• During the same period, annual population growth was 1.0%; this creates a supply
excess for the decade of -30%
• Consistent with the national trend (and amplified), that supply growth was driven by
value-added public golf (Public -Premium growing 14% annually, Public -Value at 3%
annually); this potentially created an imbalance in the mix of golf along the price
spectrum with an abundance of premium golf chasing a limited number of golfers
(unless dramatic income expansion occurs)
• Since 2000, supply growth has leveled to <1% annually (still driven by more public
access, value-added supply) but population growth has also slowed
• As a result, at the end of 2006 the area remains in a roughly 30% oversupply
situation which is not being absorbed
19 r
pros-�, E;
GoI" sus t% l Q`
�t�
`_ • Oakland County Parks and Recreation Commission
MUNTYPAW
o If current supply growth and population trends continue, there is no
projection for the area to return to the 1990 benchmark of
supply/demand equilibrium
o This means that some combination of a reduction in rounds or price
of 30% relative to 1990 benchmark year will occur in the
marketplace to create a new equilibrium and surviving operators
will have to find a way to live at that gross revenue support until
supply absorption returns
2.2.16 ROUNDS DEMAND
Rounds demand, velocity (facility -reported average annual rounds per 18-hole equivalent)
and average greens fee revenue estimates for the County golf market depicts the following
variances versus national benchmarks; benchmark data is based on Pellucid's extensive
database of golf courses:
• Rounds demand reported by facilities is 2.8 million; this compares to the consumer -
based, local golfer estimates of 3.7 million rounds played; this translates to facilities
reporting 76% of the consumer rounds estimate
• Facility velocity — average annual rounds per_18-hole equivalent (EHE) — shows an
average of 34,000 rounds for all facility types with an abnormal velocity curve
among public facilities; Public -Value is reporting higher velocity than Public -Price
• After adjusting for season -length and 10-year average weather (Golf Playable
Hours), facilities located within the County are recording a Utilization Rate of 58%
overall; Public -Value reports the highest Utilization Rate of 76%
• Analyzing greens fee revenue generation results across public facilities, the Public -
Premium segment appears to be winning at the gross revenue level with an
estimated $1.6 million annual average compared to Public -Value facilities which are
estimated at $1.5 million
2.2.17 GOLF AFFORDABILITY
Average golf affordability for County courses (private, public, etc.) shows that, relative to
the U.S. benchmark, golf is at the national average for affordability in the County:
• Average annual investment in golf play at average frequency and median rates
consumes 2.7% of Average Household Discretionary Income; this equates to a 96
Affordability Index (higher number means more affordable)
Pic
Lyon Oaks Golf Business Plan
2.2.18 MARKET RESEARCH DETAIL
Of the total courses analyzed by Pellucid for the market data (a total of 81 courses were
identified), 21 total courses fall into the same category — Public Premium — as Lyon Oaks
Golf Course. These comparable courses are depcited in Figure 14.
Complete market data utilized for Pellucid's golf industry research and analysis is presented
in the Appendix.
Facility Name
State
Street
City
Zip Code
Pellucid
Category Type
Weekend
GF
Facility
Holes
Shepherd's Hollow Golf Club
MI
9085 Big Lake Rd
Clarkston
48346-1015
Public Premium
$ 85.00
27
Os G. Corlrse
Lyonak
Fieldstone Golf Club of Auburn Hill
;,ill
MI
5225 Pon lac ?
1984 Taylor Rd w
Wiimm
Auburn Hills
8393 7937
48326-1740
public PrenilTirn
Public Premium
i 72 DD
$ 68.00
-
1
Twin Lakes Golf Club
MI
455 Twin Lakes Or
Oakland
4B363-2442
Public Premium
$ 68.00
2
Copper Hills Golf and Country Club
MI
2125 Lakeville Rd
Oxford
48370-2422
Public Premium
$ 65.00
27
Pine Trace Golf Club .
MI
3600 Pine Trace Blvd
Rochester
48309-3978
Public Premium
$ 65.00
18
Sanctuary Lake
MI
1450 E South Blvd
Troy
48085-1054
Public Premium
$ 65.00
18
Sylvan Glen Golf Course
MI
5725 Rochester Rd
Troy
48085-3354
Public Premium
$ 65.00
18
Boulder Pointe Golf Club and Conference
MI
1 Champions Cir
Oxford
48371-3650
Public Premium
$ 60.00
27
Coyote Golf Club
MI
28700 Milford Rd
New Hudson
48165-9348
Public Premium
$ 60.00
18
Pine Knob Golf Club
MI
5580 Weldon Rd
Clarkston
48348-4820
Public Premium
$ 60.00
27
Tanglewood Golf Club
MI
53503 10 Mile Rd
South Lyon
48178-9725
Public Premium
$ 60.00
27
Mystic Creek Golf Club
MI
1 Champion Cir
Milford
48380-3673
Public Premium
$ 59.00
27
Shenandoah Country Club
MI
5600 Walnut Lake Rd
West Bloomfiel
48323-2370
Public Premium
$ 59.00
18
Beacon Hill Golf Club
MI
6011 Majestic Oaks Or
Commerce Towns
48382-1193
Public Premium
$ 55.00
1
Links of Novi
MI
50395 W 10 Mile Rd
Novi
48374-2620
Public Premium
$ 55.00
27
Stonycroft Hills Golf Club
MI
1960 Slonycroft Ln
Bloomfield Hit
48304-2338
Public Premium
Figure 14- Golf Courses Located Within the County Comparable to Lyon Oaks Golf Course; by Magnitude of Green Fee
(Source: Pellucid Corp.)
2.2.19 THE OAKLAND COUNTY GOLF MARKET — BASED ON RECREATIONAL NEED
(BASED ON DATA AS REPORTED BY THE AMERICAN SPORTS DATA AND
PROFESSIONAL EXPERIENCE OF PROS CONSULTING)
PROS views golf courses as a park and recreation asset — the underlying component, the
actual open space. Based on this concept, PROS analyzes the golf market utilizing the
accepted practice associated with master planning and strategic planning efforts, what is
the need associated with this activity as compared to the greater park and recreational
sector. Depending on the market, it could be expected that a golfer will travel anywhere
from 10- to 20-minutes for a typical round of golf. Value received for a round of golf can
also an element of course draw, as quality increases so too does the market draw. PROS
analyzed the population of the County on drive times of 10-, 15-, 20-, and 30-minute drive
times; Lyon Oaks Golf Course was utilized as the point of origin. Utilizing the 2008
Superstudy of Sports Participation to analyze the demand for golf form a recreational need
component, the following golf market was derived and is bulleted below and on the
following pages. The drive time markets are depicted in Figure 15.
21 —,' f
pros;� t. ,. -
consulting
4i.0
GRUAOakland County Parks and Recreation Commission
COUNTYFAM
Lyon Park Wolf Course Analysis oakl.WW County Parks and Recreation Commission
011VO! Tiine,Wpa -16,,15, 20 and 30 Miautas
r�
Stratagle Masieri-'tnn > 0911COmme Buslnara Plan
Yh ouxe4ab
4-
y� r Tr
,,��� a-1 __ 1_skanlRneAvai`�`�eneadm5
[vw'l brae ae��i4 _
-
4210 t PL O ems.. prt?S
'1arG'�1Gue —
,rR+tlYhn, �o tt�ivs �.
Figure 15 - Lyon Oaks Golf Course, by Drive Time Markets (10-, 15-, 20-, and 30-Minutes)
In terms of actual golfers , the majority of persons utilize public courses; percent of golfers
which utilize public courses is estimated between 75-90% by some publications and 90-92%
by the National Golf Foundation. However, it should be noted that regardless of drive time
market, the majority of golf rounds are played by persons defined as "committed golfers";
these individuals are depicted in the chart presented as participating 25+ days/rounds per
year. It should be expected that the majority of committed golfers are both loyal, defined as
having a "home" course, and possibly members of private or semi -private courses. All of the
market data presented is based on the entire market for the specified drive times which
should be considered as the total market to be split amongst all courses and course types.
Although a 30-minute drive time is shown in Figure 15, it is more likely that the loyal golfer
will travel a distance of 30-minutes or less in this marker. Additional drive maps detailing
10-minute, 10- and 15-minute, and 10-, 15-, and 30-minute drive times are presented in
Appendix A.
• 10-Minute Drive Time Analysis
o Total population (2008) — 41,616
22
Lyon Oaks Golf Business Plan
o Percent of total persons estimated to participate at least once per
year — 9.5% (American Sports Data, 2008 Superstudy of Sports
Participation)
o Estimated golf market, total participants — 3,954 total estimated
participants; this is the total golf market of which all area courses
are expected to draw from
o Participants by days of participation — total participatory
days/rounds is estimated at 82,340 rounds
10-Minute Drive Market
Part, Rate
by
Days of Part.
Total
Market by
Days of Part.
Average
Total
Participatory
Days*
Average Days Participated; 1 to 3
26.5%
1,048
2,095
Average Days Participated; 4 to 6
20.7%
818
4,092
Average Days Participated; 7 to 11
13.5%
534
4,804
Average Days Participated; 12 to 24
15.4%
609
10,959
Average Days Participated; 25+ Days*1
23.5%
929
1 60,390
Average days of participation was calculated at tits
**All participatory data is based on American Sports Data 2008 Superstudy of Sports Participat
Figure 16 - Estimated Market and Rounds Play,10-Minute Drive Time; (Source: American Sports Data/PROS)
• 15-Minute Drive Time Analysis
o Total population (2008)—137,014
o Percent of total persons estimated to participate at least once per
year — 9.5% (American Sports Data, 2008 Superstudy of Sports
Participation)
o Estimated golf market, total participants — 13,016 total estimated
participants
o Participants by days of participation — total participatory
rinvc/rnundc is pctimatpd at 271.091 rounds
15-Minute Drive Market
Part. Rate
by
Days of Part.
Total
Market by
Days of Part.
Average
Total
Participatory
Days*
Average Days Participated; 1 to 3
26.5%
3,449
6,899
Average Days Participated; 4 to 6
20.7%
2,694
13,472
Average Days Participated; 7 to 11
13.5%
1,757
15,815
Average Days Participated; 12 to 24
15.4%
2,005
36,081
Average Days Participated; 25+ Days*
1 23.5%1
3,059
1 198,824
*Average days of participation was calculated at 68
**All participatory data is based on American Sports Data 2008 Superstudy of Sports Participat
Figure 17 - Estimated Market and Rounds Played;15-Minute Drive Time; (Source: American Sports Data/PROS)
23 -;"``:,
Oakland County Parks and Recreation Commission
• 20-Minute Drive Time Analysis
o Total population (2008) — 375,895
o Percent of total persons estimated to participate at least once per
year — 9.5% (American Sports Data, 2008 Superstudy of Sports
Participation)
o Estimated golf market, total participants — 35,710 total estimated
participants
o Participants by days of participation — total participatory
days/rounds is estimated at 743,733 rounds
20-Minute Drive Market
Part. Rate
by
Days of Part.
Total
Market by
Days of Part.
Average
Total
Participatory
Days*
Average Days Participated; 1 to 3
26.5%
9,463
18,926
Average Days Participated; 4 to 6
20.7%
7,392
36,960
Average Days Participated; 7 to 11
13.5%
4,821
43,388
Average Days Participated; 12 to 24
15.4%
5,499
98,988
Average Days Participated; 25+ Days*
23.5%1
8,392 1
545,471
-Average days or participation was calculated at tits
**All participatory data is based on American Sports Data 2008 Superstudy of Sports Participat
Figure 18 - Estimated Market and Rounds Played; 20-Minute Drive Time; (Source: American Sports Data/PROS)
• 30-Minute Drive Time Analysis
o Total population (2008)—1,343,468
o Percent of total persons estimated to participate at least once per
year — 9.5% (American Sports Data, 2008 Superstudy of Sports
Participation)
o Estimated golf market, total participants — 127,629 total estimated
participants
o Participants by days of participation — total participatory
days/rounds is estimated at 2,658139 rounds
30-Minute Drive Market
Part. Rate
by
Days of Part.
Total
Market by
Days of Part.
Average
Total
Participatory
Days*
Average Days Participated; 1 to 3
26.5%
33,822
67,644
Average Days Participated; 4 to 6
20.7%
26,419
132,096
Average Days Participated; 7 to it
13.5%
17,230
155,070
Average Days Participated; 12 to 24
15.4%
19,655
353,789
Average Days Participated; 25+ Days* 1
23.5%1
29,993
1 1,949,540
Average days of participation was calculated at 68
**All participatory data is based on American Sports Data 2008 Superstudy of Sports Participat
Figure 19 - Estimated Market and Rounds Played; 30-Minute Drive Time; (Source: American Sports Data/PROS)
24
Lyon Oaks Golf Business Plan
2.3 MARKET CONCLUSION
The golf market in Oakland County is alive and well. Whether gauging the extent of the
market utilizing the golf industry standards — research and analysis provided by Pellucid - or
from a recreational based standpoint which determines market based on need and unmet
need — research and analysis conducted by PROS — the foremost issue is the ability of the
course operators (both public and private) to provide a level of service that is comparable to
the price point charged. As the Pellucid research indicates, the golf market in the County
has a glut of higher end courses (both private and public premium golf courses). This excess
supply leads to an alteration of the originally intended business plan's price point in regards
to services, affectively reallocating the rounds played across the public premium courses.
This leads to what is evident in the operations of the Lyon Oaks Golf Course —the attempt to
capture an oversaturated portion of the market with soft prices, which lead to successive
years of expenditure overruns.
As is evident by the market of actual Lyon Oaks Golf Course participant (Figure 20) data, the
majority of users are located to the southwest or northeast of the course. This point of
origin is depicted with the dark gray shading, representing a higher density of users in one
particular zip code. Based on the assumed market of users whom provided their zip codes,
the same users who utilize Lyon Oaks Golf Course live in close proximity to ten (10) other
courses. Three (3) of these courses were defined as competitors by management and staff
based on proximity to Lyon Oaks Golf Course, one (1) course was defined as a competitor
based on quality, and the remaining six (6) were deemed as non -competitors. However,
with the downturn in the economy, it could be assumed that these "non -competitors" could
quickly become direct competitors based on price point and perceived value received.
25 const/�
uc;
f
OkKLANDOakland County Parks and Recreation Commission
COUNTY
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PaTk Users by Z1pcoda
.3Ec 5 Users
4011 or More USM
hhi'�Sp
1
Figure 20 - Actual Market; Lyon Oaks Golf Course Participation, by Zip Code
rim
Lyon Oaks Golf Business Plan
CHAPTEROPERATIONAL AND FINANCIAL ASSESSMENT
PROS conducted an operational and financial review and assessment. This process provides
a comprehensive understanding of all course operations and the underlying ramifications on
a cost center basis. The cost center is the lowest denominator of operational efficiencies;
cost centers are viable groupings of similar expenditures applied towards a singular focused
service. Cost centers analyzed for the Lyon Oaks Business Plan are as follows:
• Concessions/Vending/Hospitality
o Food and Beverage
o Pro Shop
• Maintenance
o Building/Structure, Other (Course, i.e. maintenance shop, cart barn,
etc.)
o Building/Structure, Pro Shop/Concession/Hospitality
o Building/Structure, Restrooms (Course)
o Carts
o Course (includes ancillary objects such as cart paths, etc.)
o Driving Range
• Program
o Cart Rental
o Course Play (9- & 18-hole play; includes tournament and events)
o Driving Range
o Lyon Oaks Day Use Park Area/Nature Center
Understanding the operational environment from a complete course perspective provides
insight at the participant level. By understanding the market, the external factors, and the
customer, the affective or captured market, course operations and programs can be fine -
toned for optimal return on the investment
A cost of service model was developed to incorporate and allocate direct and indirect costs
to assist management and staff in understanding the current program offering and pricing of
services. Revenue impacts, subsidy levels, and operational effectiveness were calculated by
incorporating budgeted expenditures and actual participation for the various programs
offered at the course. This dynamic model allows for continuous updates, efficient analysis,
and informed decisions by management for future planning and budgeting analysis.
27 11'w
consuffliUC
ONKLANDOakland County Parks and Recreation Commission
COUNTYP
3.1 OPERATIONAL ASSESSMENT BY COST
The following is a summary of the Lyon Oaks Golf Course observations:
• Pro Shop — the Lyon Oaks pro shop is the most extensive offering of
merchandise of all County courses; pro shop design, merchandise, and
ambiance is on equivalent to the overall experience expected as a golfer
o Philosophy of the pro shop is to provide a country club atmosphere
in a public facility and employees put customer service first
o The point of sale system in place is not taken advantage of because
it is too cumbersome and slow but will be replaced in 2010
o Pro shop sales are viewed more of as more of a convenience and
not as a profit center; if adequately aligned with course accolades
and reputation, it is PROS opinion that the pro shop could become a
significant profit center
o Staffing levels were high at 8.3 FTE versus best practices range of 4
FTE which includes the supervisor for an 18-hole high end golf
course. The County has already reduced the FTE level at the pro
shop to 4 FTE for the 2009 season
• Food and Beverage — current offering of food and beverage is severely
limited; the County must hold the Concessionaire to the terms of the
contract and not pay for elements not listed in the contract which has
occurred in the past
• Program — traditional programming is in place at the course but limited; a
very functional driving range and teaching area combined with the original
intent of course design (playable for all skill levels) provide for multiple
entry/beginner level programming opportunities; as the level of
programming increases, it might be beneficial to shift some league play to
another County course to allow for optimal revenue generation at this
signature County course
o The First tee program has had smaller than would be expected
participation by the community at Lyon Oaks and needs more
promotion
o Some league play exists (12 leagues 185 players) but more could be
established; or limited number of existing leagues play in advance of
non-league golfers
o Lyon Oaks holds 5 to 10 outings a year, but more should be pursued
especially in late summer and autumn which is the peak time for
golf outings
28
Lyon Oaks Golf Business Plan
• Maintenance and Operations — due to the signature course recognition, it is
imperative that the maintenance and play be aligned with the value of
experience received at Lyon Oaks
o Continue to have part-time staff oversees the management of the
carts and most of the starters and marshals are paid by the
Commission or are on trade for service agreements
o There is no maintenance endowment for the golf course but there
are dedicated funds for golf operations. A dedicated endowment
should be created for future capital needs
o Operational decisions are made on demand and per situation, but a
yearly work plan should be created
o The Commission has provided for an ample amount of
capital/budget for equipment; lack of equipment is not an issue
o County purchases golf carts versus leasing, but should always
evaluate what is best for the golf course. Carts should be turned
over every three years
o Courses offer a golf friendly environment for players
o The percentage of men to women is 90-95% male/ 5-10% female,
but greater efforts to attract women is needed
o There is no marketing research in place for tracking who the golfer
is, origin, and frequency of play
o Currently, corporate outings are generated based on who calls the
golf course; it appears that staff does not have to aggressively
pursue corporations to utilize the course for their outing
o Maintenance staffing composition should be seven full-time
equivalents (FTE) per course versus thirteen full time equivalents
positions based on a high end signature golf course that does not
operate year round. The County has made several staffing changes
in 2009 to meet this goal
o Maintenance standards need to be established for the course by
type of course, targeted market, including price point and player
profile, as well as be written
Oakland County Parks and Recreation Commission
Cost of service analysis determines the total cost of providing services to individual program
areas by considering all costs and the amount of resources required to service each user
type. By first understanding the individual cost centers, PROS was able to work with
Oakland County management and staff to allocate various cost centers to each revenue
center. Simply stated, each revenue center has a cost center, but each cost center does not
necessarily have a revenue center. An example of a cost center which does not have a
directly attributable revenue center is maintenance; maintenance tasks required for optimal
operations are not offered to a customer base for a set price, but instead, these tasks are
required to support a wide variety of programs and services which do have an expressed
need and customer base.
The cost -of -service approach is a method of service pricing based on the resources required
to provide the service and the levels of service and units of service provided. The resources
required include the operations and maintenance costs, both direct and indirect, and the
capital investment in equipment, hardware, and software. The level of service is a measure
of the intensity of the resources applied to a unit of service while the units of service are the
number of individual participants or activities offered.
The rudimentary level of cost of service modeling only requires two variables for
measurement — the activity costs and the activity units (Figure 21). Total costs divided by
total units of service equals the cost to deliver that particular service.
ACTIVITY COSTS
Direct Costs Administrative Cost Allocation
Indirect Costs Debt Service Costs
Total Costs
for Activity
ACTIVITY UNITS
Length of Use (Time) Brea Used
Type of Facilities Use Number of Events
Number of Participants
Total Equivalent
Units of Activity
Figure 21- Cost of Service Variables
Cost of service findings should not be viewed as an accounting process, but as a strategic
planning tool that provides course management with operational efficiencies, information,
and feedback information which then assists in setting goals and tracking progress towards
the attainment of financial sustainability in an environment of intensifying competition.
However, to do so, cost of service has to become an integral component of the operational
strategies. Cost of service determines whether services, programs, or activities are
generating revenues or operating at a loss. Cost of service is only a tool, not a standalone
answer to efficient operations.
3.2.1 COST OF SERVICE PROCESS
PROS worked with Oakland County management and staff to identify financial and
operational data which was then applied for the costing model. For the purposes of the
30
Lyon Oaks Golf Business Plan
Lyon Oaks costing model, Fiscal Year 2008 Actual Expense data was utilized. Data specific
fot Lyon Oaks Golf Course was queried from the overall budget, including:
• Account 160010 — overall County golf course account expenses
• Account 5060356 — specific Lyon Oaks Golf Course account expenses
Total FY 2008 Actual expenses for the course by major line item are:
• Total Salaries — $572,515; 7.3% of total County park and recreation actual
expense (Department total = $ 7,879,804)
• Total Fringe Benefits — $202,287; 7.2% of total County park and recreation
actual expense (County total = $2,807,334)
• Total Contractual Services — $433,711; 8.7% of total County park and
recreation actual expense (County total = $4,976,500)
• Total Commodity Cost — $91,469; 10.8% of total County park and recreation
actual expense (County total = $845,529)
• Total Internal Service Cost - $46,178; 4.2$ of total County park and
recreation actual expense (County total = $1,093,849)
• Total Depreciation Expense — $547,617; 17.0% of total County park and
recreation actual expense (County total = $3,238,945)
• Total Administrative Overhead — $558,477; 9.9% of total County park and
recreation actual expense (County total = $5,625,954) The Administrative
costs have been spread throughout the system to each major cost center in
Oakland County Parks and Recreation over several years
3.2.2 COST ALLOCATION
Analysis of all cost centers, and eventually revenue centers, requires an allocation of actual
expenses. This allocation is required so that like expenses can be placed in areas which the
costs are actually incurred at. Most financial and accounting systems do not track budgets
at the level where actual effort is expended. However, to accurately depict the cost of
service, this process is required.
Once cost centers are defined and actual expenses are allocated, expended efforts for
similar services are attributed to a revenue center. This is required so that the product
which the customer base is acquiring can effectively and efficiently continue offering these
services. The revenue centers utilized for the Lyon Oaks Golf Course are:
• Concessions/Vending/Hospitality — Food and Beverage; percentage of
allocated costs — 21% of allocated costs
• Concessions/Vending/Hospitality — Pro Shop; percentage of allocated costs
— 6% of allocated costs
• Program — Cart Rental; Powered Cart; percentage of allocated costs — 11%
of allocated costs
31fr
consult ing,
GAKUA Oakland County Parks and Recreation Commission
CC I
• Program — Course Play (9- & 18-hole play; includes tournament and events);
percentage of allocated costs — 54% of allocated costs
• Program — Driving Range; percentage of allocated costs — 7% of allocated
costs
Based on the allocation process in which PROS and select management and staff progressed
by each individual line item, it is estimated that the County expended $406,266 during FY
2007 for non -course related efforts; these costs are allocated to the following:
• Food and beverage allocated costs of $322,048 — Costs associated with the
clubhouse that are related to the food and beverage contract; this includes
items such as salting of the roadway during the winter months, flower
bed/landscaping around the banquet/hospitality areas (a portion of flower
bed/landscaping was also allocated to the clubhouse in form of
beautification of clubhouse/golf experience), snow removal, Christmas
decorating, etc.
• Day use park allocated costs of $84,218 — Costs associated with the
operations and maintenance of the day use/nature park are of Lyon Oaks;
this includes effort of the Pro Shop personnel required for pass sales as well
as maintenance efforts
An accurate cost allocation by manpower expended can be accomplished via a work order
management system based on defined levels of service.
3.3 COST OF
Cost of service modeling was completed for the following core services:
• Course play; includes all 9- and 18-hole round play (normal play,
tournament play, outings, etc.)
• Driving range; breakdown by bucket type purchased
• Pro shop; profit margins were analyzed to gauge operational efficiencies
3.3.1 COURSE ACTIVITY — COURSE PLAY AND CART RENTAL
As illustrated in the Market Assessment, multiple factors have come together which have
lead to a less than optimal operational environment. From the onset of development the
golf industry as a whole has been in a state of oversupply. Some areas have experienced
course contraction and/or course re -alignment in which course classification have shifted.
This shift has occurred in multiple forms, including private courses becoming daily fee
courses and premium courses reducing the level of service and quality of experience to
meet a more value conscious customer.
The economic conditions have not. been favorable in Michigan and Oakland County for any
level of the entertainment industry, of which, recreation and leisure is a sub -sector. On
both the national and local stage, economic conditions have resulted in the reevaluation of
consumer spending habits; now more than ever the consumer is value conscious — the dollar
spent for a good or service must equate to the value received.
32
Lyon Oaks Golf Business Plan
A third component which limits the ability for the course to optimize operations is location.
The northern climate of Oakland County severely limits the affective season of golf. This
requires a very precise and planned program roll out to adequately serve the local, daily
golfer and the outing/tournament golfer during an abbreviated season as compared to
courses in warmer climates. However, although the climate is limiting, all courses within the
region are affected alike.
During the 2008 golf season, Lyon Oaks Golf Course had an affective demand — actual
rounds played — of 18,217 equivalent 18-hole round. Costs to provide course play to the
customer base equates to 4.91 per hole, or $88.36 per 18-hole round.
Due to the magnitude of costs associated with various cost centers, it is the opinion of PROS
that the level of service provided for course play functions — rounds and cart usage — be
reevaluated. As discussed in the Market Assessment, a large number of public premium
courses (17 courses out of a total of 81 golf courses) exist in the same market. The level of
service required, and expected by the customer base, for a public premium course is
currently in place; however, the market cannot support the price point required to optimally
operate this course at the current level which it is maintained and operated. This
assessment should be done very delicately. A radical reduction in budget and/or manpower
could negatively affect the asset in such a way that the damage done due to neglect could
be irreversible. Management must determine if the original intent of the course, a superb
asset and quality golf course unmatched by most public facilities, is worth the subsidy at the
expense of a more widely utilized public asset. The cost of service for golf with the golf cart
is shown in Figure 22.
Rounds &
Total Golf
Golf
Golf Carts
Carts
Direct Expenditures
$ 1,893,776
$
1,021,781
$ 215,813
$ 1,237,594
Administrative Costs
$ 558,477
301,324
63,643
$ 364,968
$
1,323,105
$ 279,456
$ 1,602,562
Total Costs $ 2,452,253
Revenues
$ 1,237,734
$
953,025
$ -
$ 953,025
Revenues Over (Under) Costs
$ (1,214,519)
$
(370,080)
$ (279,456)
$ (649,536)
Recovery % Direct
65%
93%
0%
77%
Recovery % Total
50%
72%
0%
59%
18-hole
18-hole
18-hole
Units of Service
rounds
rounds
Rentals
rounds
Number of Units
18,217
18,217
18,217
18,217
Cost Per 18-hole Round
$
72.63
$ 15.34
$ 87.97
Cost Per Hole
$
4.03
$ 0.85
' $ 4.89
Net Subsidy Per Unit
$ 66.67
$
20.31
$ 15.34
- $ 35.66
Optimal Direct Recovery Percentage
Required Percentage Increase From Current Policy
35%
7%
100%
Optimal Total Recovery Percentage
� ._10D%
IDD%
Required Percentage Increase From Current Policy
50%
28%
100%
Figure 22 - Pricing Schedule; Lyon Oaks Golf Course
33
w ;
OkKLANDOakland County Parks and Recreation Commission
PARKSCOUNTY
3.3.2 COURSE ACTIVITY — DRIVING RANGE
The ability to offer learning and training amenities at a golf course are instrumental in
growing the customer base and expanding program options. The greatest potential to grow
the market is seen in the junior and female golf demographic.
The capability of a course to provide teaching areas onsite can greatly increase the odds of
not only growing the customer base, but driving ranges also provide a great opportunity for
unintentional earned revenues. Simply stated, a driving range that is well marketed and
convenient provides the dedicated golfer an opportunity to "drop -in" during non-
golf/outing times to practice their golf game. A portion of driving range activity could then
be considered impulsive, or unintentional. Due to the remote feel of Lyon Oaks, to capture
these unintentional rounds, a greater effort in terms of marketing and adequate signage
must be made to drive business to the golf course and to the driving range.
Utilizing the 2008 activity data driving range use was modeled for cost of service. Cost of
service associated with the driving range is presented in Figure 23.
Driving Range
Direct Expenditures
$
126,190
Administrative Costs
37,214
Total Costs
$
163,403
Revenues
$
66,751
Revenues Over (Under) Costs
$
(96,653)
Recovery % Direct
53%
Recovery % Total
41 %
Units of Service
Rentals
Number of Units
6,068
Cost Per 18-hole Round
Cost Per Hole
Net Subsidy Per Unit
$
15.93
Optimal Direct Recovery Percentage
= _=100 Y6
Required Percentage Increase From Current Policy
47%
Optimal Total Recovery Percentage
00°9
Required Percentage Increase From Current Policy
59%
Figure 23 -Cost of Service and Recovery Percentages; Driving Range
Depending on the actual tokens utilized by persons holding range passes, these cost per
bucket and cost recovery percentages could vary; the more tokens sold, the less the actual
cost is to provide that service. However, based on the reported revenues, overall driving
range cost recovery — reported revenues as compared to allocated expenditures — is
34
Lyon Oaks Golf Business Plan
calculated at 43%. This would imply that the estimates associated with the range pass
categories are more likely to be slightly higher than actual than lower. Immediate marketing
and signage efforts in an attempt to make the course, and more importantly the range,
visible to the golfer on non -golf days could assist in funneling more revenues to the driving
range operations.
3.3.3 PRO SHOP MARGINS
Pro shops have the potential to not just generate a significant source of earned revenues,
but pro shops have the ability to differentiate a golf course from the competition. A
seamless operation between the course activity and pro shop can increases the quality of
experience for the customer base; outings and tournaments represent a viable source for
unloading economical and excess inventories as a way to increase the quality of experience
with limited investment of goods. The availability of quality goods is directly related to the
course quality and experience; a course like Lyon Oaks (public premium) is expected to
have, and does, a full service pro shop. The key to sustainability for a pro shop though lies in
the ability to affectively procure, stock, and move inventories in a timely manner. For retail
sales, PROS utilizes analysis that focuses on profit margin as opposed to the cost of service.
Three margins were analyzed —gross profit, operating margin, and net profit margin; each is
defined as:
• Gross profit margin — analyzes costs associated with direct production of
goods and services; indicates percent of sale dollar which is profit
• Operating margin — analyzes direct and indirect (overhead) costs associated
with production of goods and services; indicates percent of revenue
remaining after paying variable costs prior to taxes
• Net profit margin — analyzes all costs (direct, indirect/overhead, taxes,
interest, etc.) associated with production of goods and services; indicates
percent of revenue remaining after all costs have been accounted for
Allocations to all cost, and ultimately, revenue centers resulted in pro shop operational
costs of $152,327. Pro shop operations are defined as effort expended on tasks associated
with pro shop sales, rental and lesson transactions. The portion of labor which responsible
for tee sheets and initiating course play was allocated to course play costs; only the efforts
which are solely associated with retail goods and services was applied to pro shop
operational costs. Cost of goods sold (COGS) for the Lyon Oaks Pro Shop is $68,751.
35 2`
pros';'s :r
consul brig
Oakland County Parks and Recreation Commission
Pro Shop
Direct Expenditures
$
117,058
Administrative Costs
34,520
Total Costs
$
151,578
Revenues
$
86,936
Revenues Over (Under) Costs
$
(64,642)
Recovery % Direct
74%
Recovery % Total
57%
Units of Service
Transactions
Number of Units
158
Net Subsidy Per Unit
$
409.13
Optimal Direct Recovery Percentage
Required Percentage Increase From Current Policy
26%
Optimal Total Recovery Percentage?_`
00%0
Required Percentage Increase From Current Policy
43%
Figure 24 - Proflt and Operating Margins; Pro Shop
Based on allocated operational costs and FY2008 COGS, the gross profit margin is 15.5%.
This can be interpreted as for each dollar generated $0.155 may be applied toward paying
general expenses, and ultimately, banked as net income. When accounting for costs
associated with providing these services, the operating and net profit margins are alarming.
Profit margins are depicted in Figure 24.
Operational costs associated with the pro shop could be reduced by utilizing more volunteer
labor than currently used. It could be expected that a pro shop and golf course of this
magnitude generate substantially more revenues than booked — $86,936. Extensive
marketing and branding efforts should be completed in an attempt to better understand
and indentify with the customer base. A course of Lyon Oaks magnitude should be able to
generate merchandise sales greater than $100,000; it is PROS opinion that if properly
marketed and branded, merchandise sales and lesson revenues could top $150,000 per
year. In addition, pro shop revenues can be enhanced if tournaments held at the golf course
required prizes awarded to be in the form of pro shop gift certificates. Due to the economic
downturn, pro shop sales may experience a downward trend prior to any sales increase
associated with a marketing and branding campaign
36
Lyon Oaks Golf Business Plan
CHAPTER • OPERATIONS PRICINGSTRATEGY
The Lyon Oaks Golf Course is the crown jewel of the Oakland County golf course system.
However, due to the drastic over -build in the public premium segment in the market, golf
participation at Lyon Oaks is an elastic good. This means that if the price were to changes, a
sharp increase -or decrease (depending on which way the price were to change) in demand
would be realized.
Pricing is a component of the supply side of the supply/demand equation; on the demand
side of the equation is the'customer base. Due to the abbreviated season that golf courses
in the northern climates experience, the number of other public premium courses in the
market, and the current number of rounds played at Lyon Oaks, it is not feasible to expect a
significant increase in peak (Friday/Weekends/Holidays) rounds played.
A saturated market and healthy prime -time round utilization results in a required action on
the supply side — course operations. Since pricing has already been scrutinized and it has
been determined that the market cannot bear a significant price increase, the level of
service must be adjusted. Currently, Lyon Oaks operates at a level of service equivalent to a
premium course with a nine -plus month operational season and vigorous pro shop sales.
For Lyon Oaks Golf Course to realign operational strategies, the level of service provided for
the customer must be reduced to the price point.
4.1 •. •RA
PROS recommend adjusting the level of service associated with both full-time and part-time
poisitons. Recommended adjustments equate to a savings of $291,022. Adjustments
include:
• Course Play/Pro Shop Personnel
o Reduce seasonal supervisor from 4.0 FTE to 1.0 FTE
o Reduce pro shop attendants from 7.0 FTE to 3.0 FTE
o • Reduce cart attendants from 9.0 FTE to 4.0 FTE
o Reduce range attendants from 4.0 FTE to 2.0 FTE
o Reduction in labor force will require the full-time staff to adjust
workloads during peak times
o Reductions in pro shop/course play personnel result in a savings of
$80,188 (FY 2007 Budget Figures)
o Reductions are made in an attempt to reduce course overages of
nearly $1 million
o Limit trade for service volunteers to play on Mon -Thursday only and
no more than 2% of the total golf course rounds
37 g
PrOS'n"
Oakland County Parks and Recreation Commission
• Maintenance Personnel
o Share skill sets among all courses; reduce equipment mechanic from
1.0 FTE to 0.5 FTE
o Share skill sets among all courses; reduce general maintenance
mechanic from 1.0 FTE to 0.5 FTE
o Reduce maintenance parks helper from 17.0 FTE to 7.0 FTE
o Reduce seasonal labor from 4.0 positions to 2.0 positions
o Reductions are made in an attempt to reduce course overages of
nearly $1 million
As could be expected, all things being equal, recommended level of service adjustments
result in a cost recovery. Operating costs associated with the FY2008 budget result in a cost
recovery for the course play at Lyon Oaks Golf Course of 68.1%; with the level of service
adjustment the cost recovery is projected at 80.0%. As with current operations, the largest
disparity in cost of play and price is the weekday (non -peak) rounds. Aggressively marketing
these non -peak times to league play could assist in offsetting non -peak losses. However,
even with the adjustment in staffing, if other costs are not reduced, Lyon Oaks Golf Course
will still require an additonal 6,000 18-hole rounds of golf to merely break even.
Level of service adjustments also has a direct effect on driving range cost recovery. With the
reduction in staffing, range cost recovery is projected to jump 17% to 68% cost recovery.
Although it has been determined that operational efficiencies cannot be attained via a price
increase, when combined with a level of service reduction, a reduction in pricing of round
categories can lead to a better performing course. It is PROS opinion that the price points
for the course — currently listed as the second most expensive course by Pellucid based on
rounds at Public Premium courses (shown in Figure 14) — inhibit the course from reaching a
greater capacity of play.
In an attempt to realign the course — providing an experience, including the level of service
provided, that is equal to the price — PROS recommends reducing 11 of the possible 18
prices charged for carious round categories for 18-hole play. These include:
• Round Categories for Spring Play
o 18-Hole Weekday — reduce the price charged by $4.00;
recommended price is $35.00
o 18-Hole, FRI/Weekend/Holiday — reduce the price charged by $9.00;
recommended price is $40.00
o 18-Hole, Twilight; After 4PM — reduce the price charged by $4.00;
recommended price is $19.00
• Round Categories for Summer Play
o 18-Hole, Weekday — reduce the price charged by $14.00;
recommended price is $46.00
38
Lyon Oaks Golf Business Plan
0 18-Hole, Weekday; Junior — reduce the price charged by $4.00;
recommended price is $25.00
0 18-Hole, Weekday; Senior — reduce the price charged by $4.00;
recommended price is $35.00
0 18-Hole, FRI/Weekend/Holiday — reduce the price charged by an
average of $13.00; this is the only round category with a
Resident/Non-Resident tier; recommended price for a Resident is
$55.00 and eliminate the non-resident rate
0 18-Hole, Twilight; After 4PM — reduce the price charged by $7.00;
recommended price is $35.00
• Round Categories for Fall Play
o 18-Hole, Weekday — reduce the price charged by $4.00;
recommended price is $35.00
o 18-Hole, FRI/Weekend/Holiday — reduce the price charged by $9.00;
recommended price is $40.00
o 18-Hole, Twilight; After 4PM — reduce the price charged by $4.00;
recommended price is $25.00
39
fpr
'K
QkKLANDOakland County Parks and Recreation Commission
COUNTY PARKS
The only recommended pricing increase to a round category is for 18-Hole, Twilight; after
6PM for Summer Play; PROS recommends increasing this price by $2.00 per round. All other
prices not listed are recommended to remain unchanged. A chart depicting this pricing
adjustment is shown in Figure 25.
PROS recommends 8 pricing changes and 3 additional price categories for 9-hole rounds.
These revisions include:
• Round Categories for Spring Play
o 9-Hole Weekday — reduce the price charged by $7.00;
recommended price is $22.00
o 9-Hole, FRI/Weekend/Holiday — reduce the price charged by an
average of $9.00; recommended price is $25.00
• Round Categories for Summer Play
0 9-Hole, Weekday — reduce the price charged by $9.00;
recommended price is $27.00
0 9-Hole, Weekday; Junior — reduce the price charged by $1.00;
recommended price is $17.00
0 9-Hole, Weekday; Senior — reduce the price charged by $2.00;
recommended price is $22.00
0 9-Hole, FRI/Weekend/Holiday — reduce the price charged by an
average of $8.00; recommended price for a $33.00 and there would
be no Non -Resident rate
0 9-Hole, Twilight; After 4PM — created a "non -peak" price category
with a recommended price is $22.00
• Round Categories for Fall Play
o 9-Hole Weekday — reduce the price charged by $7.00;
recommended price is $22.00
o 9-Hole, FRI/Weekend/Holiday — reduce the price charged by an
average of $9.00; recommended price is $25.00
Based strictly on revision to 18-hole pricing recommendations and an assumed similar
performance in round type, weekday or weekend — currently approximately 60% of all
rounds played occur on weekdays — and a modest increase in rounds played of 10,000 18-
hole equivalents, PROS estimates that the required subsidy for course operations will shrink
to $146,000. This is assuming that all recommendations associated with the course
operations have taken full effect. Currently, course play is subsidized by $448,696. In
essence, if the assumptions are met in their entirety, the average cost per round played will
drop from $61.07 for an 18-hole equivalent to $40.46 per 18-hole equivalent.
C[e7
Lyon Oaks Golf Business Plan
Y
CHANGE IN
AVERAGE
LurrehfCIPen
r(iRR�NT -
Recommended
Recommended
RECOMMENDED
(Rec-
Recommended fee Adjustmehtes�de_lo��tesldeht
Resident
Non -Resident
AVERAGE
Current)
SPRING SPRING
18-Hole, Weekday
z39 DQ
a - _33 00
39 D'D_'=
35.00
35.00
35.00
(4,00)
18-Hole, Weekday; Junior
025'tlb=
25.00
25.00
25.00
18-Hole, Weekday; Senior
r 29,Q0
29iDD
= 24iI[i_
29.00
29.00
29.00
18-Hole, FRI/Weekend/Holiday
DD
40.00
40.OD
40.OD
(9,00)
18-Hole,Twilight; After 4PM
9DO
_� 29OD
29.04;
25.00
25.00
25.00
(4.00)
18-Hole, Twilight; Aker GPM
_ 19"Db
x 19 ob
1?3 Dsf;
19.00
19.00
19.00
SUMMER SUMMER
18-Hole, Weekday
= 35Dp,
T s :;6�SDD
' 60b0.
46.00
46.00
46.00
(14.00)
18-Hole, Weekday; Junior
39Dp
_= _39b0
= 29.OD'
25.00
25.00
25.00
(4.00)
18-Hole, Weekday; Senior
39 OD
s 39 OD
_ 39 Db
35.00
35.00
35.00
(4.00)
18-Hole, FRl/Weekend/Holiday
= 70 DR_
55.00
59.00
57.00
(13.00)
18-Hole, Twilight; After 4PM
-02 Dp
r4 0o
2. bD
35.00
35.00
35.00
(7,00)
18-Hole, Twilight; Aker GPM
= 37 DD
=7DD
- 27.bb'
29.00
29.00
29.00
2.00
FALL FALL
18-Hole, Weekday
_ �9Op
T 39Ob
s = 39OD
35.00
35.00
35.00
(4.00)
18-Hole, Weekday; Junior-
25 DD
_ 25 DD
=$ Db
25.00
25,00
25.00
18-Hole, Weekday; Senior
�t = �9 Db'
s 23 Db
= 2JDb
29.00
29.00
29.00
18-Hole,FRI/Weekend/Holiday
=49OD
__ _A9OD
49.-QR'
40.00
40.00
40.00
(9.00)
18-Hole, Twilight; After 4PM29
00,
25.00
25.00
25.00
(4.00)
18-Hole, Twilight; After GPM
_=_= 19 Qb
=19:Db""=
19.00
19.00
19.00
'Fall twilight is 3pm & 5pm
'Spring/fall regular rates are Mon -Fri instead of M-Th.
"Spring/Fall Senior rates are Mon -Fri instead of M-Th before noon.
"Spring/Fall Junior rates are Mon -Fri instead of M-Th before noon.
Figure 25 - Recommended Pricing Adjustment, 18-Hole Rounds by Season
Recommended Fee Adjustment
Turrent�
Resident
NotN
Reldeh
LURRf�T.'_
-=AVERAGE
Recommended
Resident
Recommended
Non -Resident
RECOMMENDED
AVERAGE
CHANGE IN
AVERAGE
(Rec-Current)
SPRING SPRING
9-Hole, Weekday
29.00
29.00
29,00 22.00
22,00
22.00
(7.00)
9-Hole, Weekday; lunior
15.00
15.00
15.00 15.00
15.00
15.00
-
9-Hole, Weekday; Senior
19.00
19.00
19.00 19.00
19.00
19.00
-
9-Hole, FRI/Weekend/Holiday
34.00
34.00
34.00 25.00
25.00
25.00
(9.00)
9-Hole, Twilight, After 4PM
9-Hole, Twilight; After GPM
_ = 19.00 19.00
SO fl N
19.00
N/A
SUMMER SUMMER
9-Hole, Weekday
33.00 39.00
1 36.00 27.00
-18.001
27.00
27.00
(9,00)
9-Ho1e, Weekday; Junior
18.00 18.00
17.00
17.00
17.00
(1.00)
9-Hole, Weekday; Senior
24,00 24.00
24.00 1 22.00
22.00
22.00
(2.00)
9-Hole, FRI/Weekend/Holiday
39.00 45.00
42.00 33.00
35.00
34.00
(8,00)
9-Hole, Twilight; After 4PM g_ -- __ _._
_ 22.00 22 00 22.00 N/A
9-Hole, Twilight; After GPM -� -�- -
ME
FALL FALL
9-Hoie, Weekday
29.00
29.00
29.00 22.00
22.00
22.00
(7.00)
9-Hole, Weekday; Junior
15.00
15.00
15.00 15.00
15.00
15.00
9-Hole, Weekday; Senior
19.00
19.00
19.00 19.00
19.00
19.00
-
9-Hole, FRI/Weekend/Holiday
34.00
34.00
34.00 25.00
25.00
25.00
(9.00)
9-Hole, Twilight; After 4PM
19.00 19.00
19 00
N/A
9-Hole, Twilight; After GPM
Figure 26- Recommended Pricing Adjustment; 9-Note Rounds by Season
41 _6
Oakland County Parks and Recreation Commission
-FINALCHAPTER FIVE • D• •
The final recommendations are based on the assessment of the golf course operations.
• Immediate Changes (1-3 years)
o Reduce Proshop Staff to four (4) FTE which includes the supervisor
o Reduce maintenance staff to seven (7) FTE
o Increase efforts to attract more golf outings between 24 to 48
players and full outings of over 100 players by actively marketing
the golf course via off season marketing efforts
o Allow the opportunity to increase leagues to twenty (20) leagues on
both nines Monday through Friday
o Increase existing program efforts for women, youth, families, and
single adults as outlined by the program team but don't subsidize
the programs
o Develop golf driving range leagues and membership
o Improve and cover a portion of the dirving range with heated
overhang areas to improve usage in the spring and fall
o Increase marketing efforts of the driving range and golf course
through an effective Website, street and highway signage, and
point -of -sale system
o Reduce trade for services play for volunteers to 2% of the total golf
rounds played and allow play to only occur on Monday through
Thursday
o Establish performance measures for staff and Oak Management;
review measurements on a monthly basis
o Use and/or implement a new point of sale system to track user
orgin, spending and level of play
o Make pricing changes for course play as outlined in Section 4
o Implement a mystery shopper program and on course surveys of
golfer level of satisfaction with all the core services provided on the
golf course; survey should pertain to services provided by the
County and Oak Management
o Strongly market Lyon Oak Golf Course within a 20 minute drive time
focusing on outings, programs, leagues, tournaments, special
events, driving range, and other special promotions
o Market in local areas that have limited participation (based on zip
code data presented in Figure 20) within the 20 minute drive time
42
Lyon Oaks Golf Business Plan
o Eliminate the operations component of the nature center/day park
or contract out the program management to a part-time naturalist
o Eliminate the large bucket at the driving range or change the price
to reflect the costs
o Require higher levels of golf planning between the proshop staff
and Oak Management and combined marketing efforts
• Long Term Changes (4 to 6 years)
o Follow the terms of the contract with Oak Management
o Separately meter the utility usage of hospitality operators space or
assign a square footage cost adjustment annually
o Audit Oak Management and/or future contractors weekly, monthly
and annually against contract obligations and reporting including
adding in measurable performance measure indicators to hold the
County and the contractor accountable to each other
o Report out annually to the Park Commission the agreed to
operational performance measures on how well the County
employees are doing as well as Oak Management
o Establish a player loyalty reward program for rounds of golf played
o Establish a long term maintenance endowment to cover longterm
capital improvement needs of the golf course and clubhouse
• Recommended Performance Measures for the County
o Golf Course cost reduced by $600,000 by the end of 2009 and
$900,000 by the end of five years
o Revenues increase in the proshop by 25% in year one
o Golf course revenues increase by 20% in 2009, an additional 15% in
2010, and another 10% in 2011 through pricing changes
o Increase capacity of use of the golf course to 70% or greater by the
end of 2010
o Increase retention of existing leagues and outings to 95%
o Increase leages to 20 and golf outings to over 60 per year; an outing
is described as 25 players or greater; increase full course outings to
15 a year
o Increase capacity of the use of the hospitality center to 50% by 2012
working with Oak Management to find other business planners and
events to bring into the space for rental with a percentage or all
rental revenues retained by the County for rentals they bring in
43
pros-,",,
consultin
kt.
QAKLANDOakland County Parks and Recreation Commission
COUNTYN
XKS
o Increase customer satisfaction levels for the golf course at each cost
center to 90% or greater in the pro -shop, maintenance of the golf
course , driving range and programs provided
o Detail out all the grey areas of responsibilities between the County
and Oak Management as it applies to grounds, furniture and
fixtures, snow removal, managing the assets they occupy and
marketing and promotions efforts for Lyon Oaks
• Recommended Performance Measures for Oak Management or any other
Contractor responsible for the grill and food services as well as hospitality
services
o Increase the capacity of use of the Hospitality Center to 50% or
greater in 2009
o Increase customer satisfaction levels in the grill, on the golf
course to 90% or greater for service, food prices, and quality of
the food provided for the cost through effective customer
surveys, trailer calls, and on -site one on one interviews
o Jointly market with the County golf outings to increase outings
to over 60 for 2009
o Increase revenues back to the County by 15% over 2008 levels
through effective pricing, promotions, and packaging of food
services with golf
o Meet 95% of standard for cleanliness, food and storage
compliance based on local code requirements and inspections
o Meet 98% of the contract agreement requirements between
Oak Management and the County based on the terms of the
agreement and time and work standards as it applies to
opening and closing times and other obligations agreed to in
the contract
o Increase hospitality revenues back to the County to 15% higher
than 2008 levels
o Retain annual events held in the Hospitality Center to 80% of
the previous years
o Develop planning sessions between Oak Management and the
County twice a month to discuss all aspects of their contract
compliance, seeking and promoting golf and services to golfers
based on agreed to outcomes between both parties
44
Lyon Oaks Golf Business Plan
DRIVE TIME MAPS
Drive Time Maps; by Single Drive Time; 10-Minutes; Lyon Oaks Golf Course Point of Origin
45
. rr
c`QI` sul t11 l
QMLANDOakland County Parks and Recreation Commission
COUNTY PARKS
Drive Time Maps; by Single Drive Time; 10- and 15-Minutes; Lyon Oaks Golf Course Point
of Origin
= 4
_ r
F I Giatf purse A>fafy si> Oakland County Parks and Recreation Commission
ariw 1i[ns' MdPs Qs and 15 Witutes � f
Springfield teaks
- Shepherd"s Koll(3
�.Strategrc YAaster PIBn -:Gaff Gaurse Buetneas PIOU
n Highlarl'T Hills
Majestic
Lake 0
potitiac
Brentwood
E � Br�fltjnr�nd ,..
Beam n Hill Union Lak
Mystic creek __.
l _y B Poito .
s -,-le-
n lero
Liirtks:at Pinewood d--
''• j €. _ ,
i
kipper creek I ,`�,
ills t 0yote - fin i4 t
YeI}iifl + �_ Fermin
7.anglewac d Links 61,Novl
X
Downing Farms -Salem Hills Eashc�K
h
Northville`Hlilc � 1 '_L7-'
.._ - Bjj [}
rae �um1
is
v'Sdri:( I pro-
4
r'It'f.,�.
9i a+7�a#s�.4:i�G�rrvc�s
46
Lyon Oaks Golf Business Plan
Drive Time Maps; by Single Drive Time; 10-, 15-, and 20-Minutes; Lyon Oaks Golf Course
Point of Origin
L
-Ahtnd County ParM and Recrieafion Ccmmiszidn ycm Park Golf Course AnalYAi* '0
Strateble thster PI an
SpiinpfieA Oaks
Sh�phv-&s W1,14YN
1Y96jd HiP Fitz
Oats: WiRe Lake
UhJ6P Lo
OTT-
Gle, 0 reit
P
0
, fA
Iv 4- 2 Y-
�,
C
twv.
RW -3b
AM 54-- �-
-�R, T,
Ti
ang W.90d'
-1611 -7: Ora
A
fxfm. firi. : - -
got) MA- A We* Tim
K902f
... .........
47
pros-;,-
consultiQg
Oakland County Parks and Recreation Commission
Lyon Oaks Market Capture; Actual Golf Participant Data by Zip Code, with Drive Times
Lyon Park Goff - C.ourso l roaly i.6 klarid C-ounty Parks AM 13nr-rttalliorl,CtOMM]ISS100
I?�uxQ "flnl� hrsp4. w�4, ��, �g �inaf. �Q�►r►r��g . � �.'�
� aslaar %ii�3�wr.
_ y
r
P
Pr
48
RESOLUTION
WHEREAS, up to $1 billion in general funding was appropriated for the COPS Hiring Recovery
Program (CHRP) through the American Recovery and Reinvestment Act of 2009; and
WHEREAS, CHRP is a competitive grant program designed to address the full-time sworn
officer needs of state, local and tribal law enforcement agencies nationwide; and
WHEREAS, CHRP provides funding directly to law enforcement agencies to hire new and/or
rehire career law enforcement officers in an effort to create and preserve jobs, and to increase their
community policing capacity and crime -prevention efforts; and
WHEREAS, CHRP grants will provide 100 percent funding for approved entry-level salaries and
fringe benefits of full-time officers for 36 months of grant funding; and
WHEREAS, CHRP grants may be used on or after the official grant award start date to: (1) hire
new officer positions (including filling existing officer vacancies that are no longer funded in an agency's
budget); (2) rehire officers who have been laid off as a result of state, local or tribal budget cuts unrelated
to the receipt of grant funding; or (3) rehire officers who are scheduled to be laid off on a specific future
date as a result of state, local or tribal budget cuts unrelated to receipt of grant funding; and
WHEREAS, there is no local match requirement for CHRP; however, grant funding requests
must be based on the current full-time entry-level salary and fringe benefits package of an officer in the
department; and
WHEREAS, any additional costs for higher than entry-level salaries and fringe benefits will be
the responsibility of the grantee agency; and
WHEREAS, at the conclusion of federal funding, grantees must retain all sworn officer positions
awarded under the CHRP program for a minimum of 12 months following the 36-month grant period; and
WHEREAS, all state, local and tribal law enforcement agencies that have primary law
enforcement authority are eligible to apply for CHRP grants through April 14, 2009; and
WHEREAS, the Oakland County Sheriff's Office has primary law enforcement authority in the .
Oakland County Parks; and
WHEREAS, Oakland County Parks and Recreation Commission wishes to apply for CHRP grant
funding through its contracted law enforcement agency, the Oakland County Sheriff's Office; and
WHEREAS, the CHRP grant funding will assist the Oakland County Parks and Recreation
Commission in its strategic planning efforts through measure 4.5.3 to "Develop new or alternative
revenue fiords to support operational costs..."
NOW THEREFORE BE IT RESOLVED that Oakland County Parks and Recreation Commission
hereby officially authorizes the Oakland County Sheriff to apply for a CHRP grant on the Commission's
behalf.
Moved by
Supported by
Date:
COUNTY OF OAKLAND
OFFICE OF THE SHERIFF
MICHAEL J. BOUCHARD
Memorandum
To:
Phil Castonia
From:
Sgt. Kelly Sexton
Date:
4/7/2009
Re:
COPS Grant
In an effort to utilize the Park Deputies in the most efficient and cost effective manner I have proposed the
following information for your use.
If awarded the COPS Grant I would use the new DII in a supervisory role. The majority of the DII time
would be spent patrolling the County Parks. The DII would assist in the coordination of the trusty work
crews scheduled to work in the Parks. The DII would also act as a liaison between the Parks Command
Staff and the Frank Greenan Detention Facility Command Staff.
The role of the DI assigned to the Parks unit would change slightly. The DI would be responsible for a
trusty work detail to one of the County Parks and supervise the work detail. This could be a position that
is rotated between the two DI's either on a week by week basis or month by month. By assigning a DI to
a trusty crew, it would eliminate 2000 hours worked by part time staff. The second change could utilize
the DI as a support car for the south end Parks and assist the water park Deputy when the water parks are
at full capacity.
These changes would result in an increased patrol presence in the County Parks while also saving on the
number of part time hours used. The ability of having an additional full time deputy on staff increases
consistency and reduces the amount of turn over and training time spent with new part time deputies.
If I can be of any further assistance please don't hesitate to call,
Sgt. K. Sexton
1201 N TELEGRAPH RD ♦ PONTIAC MI 48341-1044 ♦ 248/858-5008
SUMMARY INFORMATION ON COPS HIRING RECOVERY PROGRAM (CHRP)
Totals are over the 4 year life span of the grant program
Description
Amount
Total BASE Salary and Fringe
$
301,896.93
Total STEP 5 Salary and Fringe
$
416,422.81
Difference between Salary Grades
$
114,525.88
Total Operating Expense
$
11,078.24
TOTAL VALUE
$
427,501.06
CHRP Grant Covers
$
216,484.60
OCPRC Covers
$
211,016.46 ,.
Part Time Staff Hours Savings
$
132,560.00
NET COST TO OCPRC
$
78,456.46
Details for each column are on the back of this sheet
Year 1
Year 2
Year 3
Year 4
TOTAL VALUE
$ 102,184.31
$
105,249.84
$
108,407.34
$
111,659.56
CHRP Grant Covers
$ 72,161.53
$
72,161.53
$
72,161.53
$
OCPRC Covers
$ 30,022.78
$
33,088.31
$
36,245.81
$
111,659.56
Part Time Staff Hours Savings
$ 33,140.00
$
33,140M
$
33,140.00
$
33,140.00
(2000 hours @ 16.57 per hour)
NET COST TO OCPRC
$ (3,117.22)
$
(51.69)1
$
3,105.81
$
78,519.56
COPS Hiring Recovery Program (CHRP) Grant Details
Year 1
Year 2
Year 3
Year 4
BASE PAY - STEP 1
Current Salary
Proposed Salary
Proposed Salary
Proposed Salary
Deputy II
Base Pay
Base Pay
Base Pay
Base Pay
$ 41,470.00
$
45,617.00
$
46,985.51
$
48,395.08
Est. Increase (2004-2009)*
$ 4,147.00
2010 $
1,368.51
2011 $
1,409.57
2012 $
1,451.85
Estimated Salary
$ 45,617.00
$
46,985.51
$
48,395.08
$
49,846.93
Est. Fringe Benefits 58.19%
$ 26,544.53
$
27,340.87
$
28,161.09
$
29,005.93
Total BASE Salary and Fringe
$ 72,161.53
$
74,326.38
$
76,556.17
$
78,852.85
EST. PAY - STEP 5
Current Salary
Proposed Salary
Proposed
Salary
Proposed
Salary
Deputy II
Step 5
Step 5
Step 5
Step 5
$ 57,201.82
$
62,922.00
$
64,809.66
$
66,753.95
Est. Increase (2004-2009)*
$ 5,720.18
2010 $
1,887.66
2011 $
1,944.29
2012 $
2,002.62
Estimated Salary
$ 62,922.00
$
64,809.66
$
66,753.95
$
68,756.57
Est. Fringe Benefits 58.19%
$ 36,614.31
$
37,712.74
$
38,844.12
$
40,009.45
Total STEP 5 Salary and Fringe
$ 99,536.31
$
102,522.40
$
105,598.08
$
108,766.02
Operating Expenses**
Deputy Supplies
$ 393.00
$
404.79
$
416.93
$
429.44
Uniforms
$ 473.00
$
487.19
$
501.81
$
516.86
Liability Insurance
$ 1,782.00
$
1,835.46
$
1,890.52
$
1,947.24
Total Operating Expense
$ 2,648.00
$
2,727.44
$
2,809.26
$
2,893.54
TOTAL VALUE
$
102,184.31
$
105,249.84
$
108,407.34
$
111,659.56
CHIRP Grant Covers,
$
72,161.53
$
72,161.53
$
72,161.53
$
-
OCPRC Covers
$
30,022.78
$
33,088.31
$
36,245.81
$
111,659.56
Part Time Staff Hours Savings
$
33,140.00
$
33,140.00
$
33,140.00
$
33,140.00
(2000 hours @ 16.57 per hour)
NET COST TO OCPRC
$
(3,117.22)
$
(51.69)
$
3,1Mill
$
78,519.56
* proposed salary increases
2004
__2%
2005
3%
2006
2%
2007
2%
2008
0%
2009
1%
2010
3%
2011
3%
2012
3%
** Proposed Operating Increases is 3 % each year