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HomeMy WebLinkAbout1991-04-08 91-162 ORDERDate 4VVa_BB_gl„ Item No. 91.162 Itom/Sublea: osism' lludipri:tng Oudlyst PAjusvmns within tie (blf Course Fmd for tie Plnpse of Funding a lavim[irg/Op¢attorel Survey Responsible Department: Parks artl Fecmvtivn .Commentary: After!! SoamCL1 ee[Vrets di6eu98inre, tM FiINMe CCOmft49 rBL9rttly autborixol mitl diusecteed staff to prepare and issue a Request fix Proposals for a Mxlmting Study icer the Barrlur Nimb:ip 1 (elf Cense. 1fie irRevGims of the study sees to identify narl®ty o}porbmities to enlanca the re mens gsnemtim of C Course. Following Cuda ddiectiab staff prsprad and issued an RFP and received respmeen. At the Fdlerce Caedttee posting on tardy, staff recmrmxmd tlat the Prtposal of mm Asaeciatas Inc. be ac0ep4N should the Filelee C ttee and full Council detemiae ilat else aarlmting Study would be purniei. On Mordly, the Finance Caruittee voiced 3 - 3 to tsvuve,tl to the full Coumc l that this proposal he accepted and that a budget adjuster he netle In The Golf Ceuram Fund for t]tis year to fund it. At tle same time, there was coseiderable tliscues stygestircl that eoeirdeae:^^ he given to Mlding off cent apprwel of this acedy untst Jay lot and fundi it in asset year's budget. Based on pole=tio,S which were derelopsd stud pmaottad to the Finance CamM1itce at en earlier dat , we believe teat it is possible that the (blf Course will praLscea sufficient additional revenues this year to fuud such a study. l class assure, lowe nor, that ills higier level of revap> a which were axpariesrad during the fits[ leaf of this fiscal year will cont:mn thele Sluing. 4Aetler or not this cocas, will be acana Ilat dependent: ufRt the WdtllBr as well AreM,mfarrlal Smwrr nF nI douentum in aur ammry rn golf play. (wnt'd. next page) ItOr"t I'll Herd ° manager i Cummenw icny 1)v AnodatM Information: (pd Order, Marketing Study Poof.Pr/'r Budget Approval: �w 4AWwarQd^R!/t P4mnm alwarur Legal Approval: �^w"�{Iyfyf -n m�gw+eQ UAW atiDw'�+NM's• c;ly sermor Introduced For assage Page _ of First Beading F-1 Referral 91-162 Moped to Counaor Cohen, April 8, 1991 CITY OF BANGOR (TITLE.) Mrbgr. xnnmrrPiry ]s�aget>+ai� vl.n+" ite elf cause lnna. for the H¢poae of Fading a Marlcti g/Cperatianal Survey By We My Catmeml of the Gfty OfRdfl r: MT there is henry apprtpria£ai tha aremn of $13,250 W mccvmt W. 84-03-03.01. in a tion, Golf Carse Frame #CnmR W. 845016 atoli he irciseeed by $13,250. IND 86 IT lLUpHFI< (Id£M), 0f81T the prwcxtal of PM A iatee Inc. for a AW Lt of the Golf Carse is hereby acttyied aM ile City Manager is aatbcm:l tl w mmcvta a ccxn a for Sarre in the aavmt of $13,250. In City Council April 811991 Vote for passage 6 yea 2 no 1 Absent eating,Vlk Cohen,F aNcel, sa>per, Sosneud, Stona�S111ivan'. voting No Beldacci, Saxl Absent Roegg. 91-162 ORDER Title, Authorizing Budget Adjustments tatbdwv the Golf course Bund tor. oe the, pposq, of 4umlie�g a marketing/operational sul�ey ................................... ice. �ipm to .......... .. ............... Councilman 91-162 BANGOR MUNICIPAL GOLF COURSE MARKETING STUDY AND PLAN RFP RESPONSE March 1, 1991 I. Legal Name The consultant's legal name is RKG Associates, Inc., a New Hampshire corporation that was founded in 1981. If. Prouosed Scone of Work /. introduction The City of Bangor has owned and operated a public golf course since 1968/64. Over this 26 year period, the Bangor Municipal Golf Course has enjoyed a good reputation as one of the finest publicly owned golf courses in the United States. J Levels of operations have generally met local expectations. Local support for public golf in Bangor was sufficiently strong to encourage the City to expand -� operations to 27 holes in 1989. Based on a preliminary review of budget information provided by the Director of Parks and Recreation, it appears that the golf course has implemented significant fee increases over the past few years. These fee increases have produced corresponding revenue growth, but may have limited the potential growth of membership sales and annual daily fee rounds. The addition of the new 9 -hole layout in 1990 increased the total number of daily fee rounds over 1989, but partly at the expense of the 18 -hole course. Total 1990 usage clearly did not expand commensurately with the increased capacity of the facility. In fact, the golf course appeared to be significantly underutilized based upon general operating standards for similar municipal golf courses in the Northeast. Facing the prospect of using maintenance and debt service casts as a result of the 9 -hole expansion, the municipal golf course will need to either (a) increase revenues over the next few years; (b) cut expenses (and risk degrading the fine quality and reputation of the golf course); or (c) become a tax burden on the City. An effective operations and marketing plan is therefore needed on order to both maintain a high quality public golf facility for the citizens of Bangor and to insure that the facility remains affordable to taxpayers and the local golfing public. As there has apparently been no formal analysis of the local golf market, it is difficult to determine how well the golf course is performing relative to the overall demand for.goli in the Bangor Area. An effective marketing strategy to increase operating revenues must be based on an accurate understanding of the local golf market. Such a strategy will require the careful balancing of fee structures against RKG A 6iK Inc Pope 1. Molldpal Gdl Cewu Name study pll a ll Cry zi eanem, Name effective marketing and business planning tool for the Bangor Municipal Golf Course. 2. Outline of Work Tasks In our judgement, the overall objective of this analysis would be to (a) evaluate current and future market demand for public golf in the Bangor area, (b) to ascertain how the golf course is performing in light of this demand, (c) to determine how operations could be improved to better meet the needs of the golfing public and the citizens of Bangor, and (d) to develop a marketing plan to assist the City in optimizing the use of the facility. Specific work tasks would include the following: Task 1: Golf Course Market Analysis A market analysis of the golf facilities will be undertaken. This analysis will provide necessary information an which to base decisions regarding reasonable levels of operations for the fadlifles, optimal season pass antl daily fee structures, the adequacy of existing clubhouse facilities, needs for physical and marketing improvements and other management issues. Task 1.1: Demand Analysis Elements of a Demand Analysis include the following: e Definition of the Bangor Golf Market Area. The geographic market area for an edsting or proposed golf course is based on such considerations as location, highway access, visibility, the number, quality and locations of competitive courses in the marketplace and the typical considerations made by golfers when selecting a facility at which to play, i.e. proximity, convenience, cost, course difficulty, etc.. e Golf Rounds Potential. The number of golf rounds played by the market area population will be estimated. This type of analysis requires an evaluation of those key demographic and socioeconomic characteristics which tend to influence participation in the game of golf. An eMensive body of market research has been done on the national level by golf industry associations, equipment manufacturers and other research organizations to determine the typical age(ncome profile of fire golfing public, their frequency of play, occupational and educational characteristics, etc. Using this research, it is possible to estimate the number and participation rate of golfers in a given geographic area. However, inexperienced analysts often incorrectly apply loose national standards to a given location without understanding the unique socioeconomic characteristics of the local marketplace. The product of such an analysis is usually flawed and overstates demand. N RG kwown, lx hp 1' me,clPol Gdl Cawu Nnei Study Pnpeml Gly d Bargm, Moine utilization goals. It must also involve an analysis of revenues generated by ancillary/support services such as cart rentals and restaurant operations. Other relevant issues which must be addressed in an effective marketing plan include the overall quality of the golfing experience offered to members and to daily fee players; the effectiveness of existing marketing and management practices (i.e. should the new nine continue to be operated as a separate daily fee facility, should the snack bar concession arrangement be altered, etc.). A marketing plan should also address the potential opportunities to increase revenues from facility expansion and offer strategies for advertising and promotion, group outings, special events, etc.. In essence, the facility needs to operate in accordance with a 'business plan' that accurately reflects the opportunities and limitations of the Bangor marketplace. While the above issues apply to the successful operation all golf courses, the marketing of a municipal golf course is further complicated by broader policy considerations. As an important part of this analysis, there will be a need to -i analyze the trade-offs between the often competing objectives to serve the 1 recreational needs of the community and to maximize revenues(orminimize tax burden) from operations. The process of weighing these priorities will require 1 input from City Officials, local golfers and the general public. Further, J municipalities which operate golf courses also tend to he sensitive to the concerns of privately owned golf courses in the marketplace. An effective marketing plan must therefore solicit public input to understand these considerations and to make ,( J sure Nat any recommendations and strategies contained in the plan are compatible with local public policy concerns. Bangor's golf course now represents a $300,000+ line item in the municipal budget and has historically contributed modest operating surpluses to the City's treasury. If the golf course is effectively marketed, it may be possible to significantly increase these surpluses to the benefit of all taxpayers. If such planning is neglected, however, recent trends suggest that the golf course could potentially become a major fiscal burden on the City. The issues outlined above important financial implications and literally represent tens of thousands of carry dollars annually to the City Budget. These issues merit serious analysis and a commitment by local officials to implement substantive recommendations which emerge from the planning process. A cursory analysis will have little value to the -. City and, in our judgement, would be a waste of time. Given this context, RKG Associates has assembled a qualified team with extensive golf course market research and operations consulting experience. With input from our sub consultants, we are proposing a credible, comprehensive approach f to the analysis that reflects the financial importance of the issues involved. While there is certainly room to eliminate or scale back the scope of some work tasks outlined below, the work program and budget recommended in this proposal L� our best judgement of what needs to be done to produce a useful and represent PuG A wn, Mc Pope I. M,M,ia l Goll Cw" Mu#ai.e study Ropowl Cary of &'W' Moine INTRODUCTION Golf Resource Associates is pleased to have the opportunity to submit a proposal in conjunction with REG Associates, Inc. to the City of Bangor, Maine for the preparation of a GOLF FACILITY OPERATIONS REVIEW of the Bangor Municipal Golf Course. Golf Resource Associates is a golf facility development and operations consult- ing firm with nationwide experience and expertise in all aspects of the planning, development, operation, and marketing of public golf facilities. GRA headquar- ters are located near Atlanta, Georgia and professionally staffed regional offices are maintained near Boston, Massachusetts—GRA Northeast, Tampa, Florida—GRA Florida, and Salem, Oregon—GRA West. Our talented professional staff has provided golf facility development and opera- tions advice and direction to hundreds of golf facility developers and operators throughout the United States. In total, GRA is able to provide clients with exper- tise and insight resulting from a combination of more than 75 years of golf facili- ty development and operations consulting experience. To augment the experience and capabilities provided by our consulting staff, Golf Resource Associates maintains, as a part of our ongoing research, an exten- sive database of golf participation and facility development and operations data. Within the GRA library and database is the most recent information compiled by organizations such as the United States Golf Association, the PGA of America, the National Golf Foundation, the Golf Course Superintendents Association, the National Recreation & Park Association, the Urban Land Institute, and leading research forms such as Market Facts, Inc., and National Decision Systems, Inc. While maintaining full access to the latest information concerning golf participa- tion and facility development and operation, we also limit our role in golf facility planning, design, construction and management to the provision of advisory ser- vices. As a result, each GRA client is always assured that any advice or recom- mendations we provide are based solely on an objective evaluafiou... never the the desire to provide additional design, construction, or management services, nor the need to satisfy the development or operational objectives of a sponsoring company or membership organization. Simply stated, Golf Resource Associates is a form comprised of golf business professionals. As such, GRA is uniquely qualified to provide the nation's golf Municipal Goff Ca Maheiing SeAe Noi Cie of eongw, Mnine Both members of the consulting team are members of the National Golf Foundation (NGF), a leading national provider of golf market research data. More importantly, the consultants also have the experience to use this information appropriately, In a way which produces accurate demand estimates for the Bangor Market Area. Task 1.2: Comparable Golf Facilities Evaluation • Market Area Golf Facilifies. A locational, pricing and qualitative review of existing and proposed (if any) public and private golf facilities in the Bangor area will be conducted. Information collected will address the type of comparable/competitive golf facilities in the region: their size, typical amenities and services, course quality, fee structures, number of members, rounds played and other operating characteristics. This information is critical to evaluating the overall market share potential of the municipal golf course relative to other operating facilities in the area. • Market Share Potential. The results of the demand analysis and comparable facilities (supply) analysis will be combined to produce an estimate of the number of rounds of public play that are available for absorption by the municipal golf course. These estimates will be compared to historical operations to determine whether the facility is over- or underperforming in terms of'nonnal' standards of market share. The findings of this analysis are obviously an important input to marketing strategies which emerge from subsequent phases of the project. The accuracy of the above tasks is critical to the development of an effective marketing plan. Task 1.3: Progress Memorandum • The product of the Golf Course Market Analysis will be a draft progress memorandum that will be presented at a progress meeting with course management, public officials and local residents who may be Involved in the project (see public participation). This memorandum will outline the findings and conclusions of the analysis and discuss the implications of these findings for the municipal golf course. This meeting will provide an appropriate starting paint for Phase 2, which will focus on operational issues. Task 2: Facilities Operations Analysis Task 2.1: Operations Review. GRA wilt be primarily responsible for conducting an operations review of the municipal golf course. An explanation of the purpose, methodology and content of this analysis is presented below. ACG soul In Valle 4. M.,niapd Gox twee MoANirg sudy )turn,', Cin or nmec., Will own CONS RTINGSERVICESPROP�SAL facility developers and operators with the expertise, practical experience, and in- sight necessary to thoroughly and objectively address any facet of golf facility development, operation, or marketing. PROPOSED SCOPE OF WORK Golf Resource Associates, hereinafter referred to as "GRA" proposes to provide the City of Bangor, Maine, hereinafter referred to as -Client- with consulting ser- vices pertaining to the preparation of information and data concerning a review of operations at the City's Bangor Municipal Golf Course. The following provides information concerning the study methodology utilized by GRA, a detailed review and explanation of the information and dati contained within the proposed GOLF FACILITY OPERATIONS REVIEW , and a pro- posed project schedule. The Golf Facility Operations Review provides examination and evaluation of the following factors: a, Facility Management - a review of the golf facility's existing management and organizational structure in terms of its effectiveness in achieving the Client's recreational and financial goals and fulfilling normally anticipated user expectations. b. Staffing and Personnel - A review of existing staffing levels and personnel policies as they relate to achieving user expectations and Client's overall recreational and financial goals. c. Fee Strucmre - A review of existing user fees to identify areas which could be in need of possible revision in order to achieve Client's financial goals while retaining recreational objectives and remaining competitive within the market area. d. Clubhouse Facility/Services - a review of clubhouse facilities in terms of their suitability to service the intended users, level of overall maintenance and of services and amenities offered in comparison to municipal golf facili- ties of similar size and type. a. AncillsoozF Uiti /S - a review of all golf related facilities and ser- vices, such as the golf shop, maintenance facilities, golf cars, parking areas, golf practice facilities, em., in terms of overall maintenance, suitability for purpose, and level and quality of services offered. Munkipal Gal Cwne NnhniN SIU* Prgw Gry d Bena," Mdne Mn CONSULTBVG SERVICES PROPOSAL E Revenue/Exoense -A review of the facility's golf related revenue sources and expenses to identify areas in which changes in services Provided, or ex- isting operating policies, could result in improved financial performance. g. Capital Improvement & Equipment Purchase PI - a review of the exist- ing capital plans in terms of scheduling and adequacy of funds for proposed course improvements and equipment purchases. If capital plans are not cur- rently being implemented, GRA will provide a recommended preliminary list of capital improvements for the golf course, clubhouse and related s rp- port facilities and a suggested list of capital equipment needs (if applicable) for the facility. GRA will provide suggestions as to alternate sources for fi- nancing recommended capital improvements. It. Alternate Fortes of Manaeement - a review of alternate forms of manage- ment that are customarily used by municipal golf facilities. with recommen- dations as to their suitability in managing Client's golf facilities. Forms of management to include, but not be limited to: enterprise accounts, lease/management, contract management, contract maintenance. I. Conclusions and Recommendations - Based upon GRA's review, conclu- sions will be presented regarding the suitability of the existing management and operational structure to accommodate and serve the intended users of the facility. Recommendations will be presented as to possible changes in oper- ating procedures, operating policy, fee structures, personnel structure, em., which could result in an improved financial performance and/or overall im- provement in user suitability and satisfaction. M MG kwon, In Pwe 1. Municipal Gdl coume M Jenna sedy Praped Ory d oor ,,, Moine Task 2.2: Consumer Opinion Survey. In conjunction with the above analysis, RKG Associates proposes to survey a sample of members and daily fee golfers to gain insight into players' attitudes toward current management practices at the facility, sensitivity to pricing changes, attitudes toward competitive facilities in the region, recommendations for improvements, etc. This survey would be administered at the golf course and would cover both mid -week and weekend periods. The survey results will provide additional input to the operations review and will help insure that any recommendations made will be accepted by users of the facility. If desired by the City, RKG Associates will also meet Individually or collectively With local elected and appointed officials who either have jurisdiction over the golf course or are interested in its furl The purpose of these interviews will be to learn more about local political attitudes toward the golf course, its role in the community, its "appropriate" operating philosophy as a public recreational facility and other relevant policy considerations which should be reflected in the marketing plan. Task 2.3: Financial Analysis of Proposed Operating and Capital Improvements The outcome of the operations review and market analysis will be a series of recommended changes and improvements which are likely to address fee structures, other revenue generators, operating and marketing expenses, capital expenditures antl other factors. This task will involve the preparation of preliminary financial pro formas designed to illustrate the bottom line financial implications various marketing and facility improvement strategies. From information contained in the RFP, we cannot detemline whether public vs. private operation of the golf course is a concern in Bangor. Clearly, the rising popularity of golf nationally has increased the market value of golf course real estate in recent years. The comparatively high quality of the municipal golf course in Bangor antl its proven history of operations may make it attractive to private operators, either on an outright sale or lease basis. If desired by the City, the fnancial analysis could include a preliminary estimate of the facility's market value and/or lease value to a private operator. These estimates could be compared to continued public operation scenarios. Such a comparison would indicate whether or not privatization should be considered as a component in the overall marketing strategy. Also, our experience in analyzing other publicly owned golf courses has found that several "models' exist for the placement of such facilities within the management structure of local governments. In some cases, the facilities are managed under the umbrella of a Parks and Recreation Department, whose staff may or may not report directly to an elected or appointed board or Pols Nines, IM Peee 8. MvA, NI Got Cwx Mang SwdY Rapowl cti el amps, wire commission. In other cases, a golf course functions as a separate department with well managed by an appointed authority or commission that essentially functions as a board of directors. If desired, the consultants will examine the ewsting organizational and governmental structure used to manage the facility and, if necessary, recommend more functional alternatives. Task 2.4: Second Progress Memorandum The product of this phase will be a second progress memorandum which reports the findings and conclusions of the operational evaluations, opinion surveys and financial analysis. By this time, many of the strategies which will be proposed in the marketing plan Will have already emerged from the analysis. In addition to presenting the memorandum (which will be distributed In advance of the meeting), the second progress meeting will be used to solicit local reactions to the report findings and begin to sketch out the basic elements of the marketing plan. In this manner, local input can be gathered prior to issuing the final report. Task 3. Preparation of the Marketing Plan The final task will involve the assimilation of all input received from the two memoranda and progress meetings into a comprehensive marketing plan for the municipal golf course. In addition to the issues outlined in the operations review, this plan will address advertising/marketing strategies and budgets, promotional concepts and other related issues. The contents of the completed analysis, including the progress memos, will be packaged into a bound final report containing appropriate illustrative graphics and statistical appendices. P camera ready original and five (5) copies of the final report Will be delivered to the City at the conclusion of the project. Public Palrocipadal The RFP does not specify whether a committee would be established to review the consultants' findings and provide input to the project. We recommend that some form of manageably sized working committee be designated at the start of the project, either an ewsting or ad hoc group, to work with us through the planning process. This committee should include at least some individuals with the authority to implement the marketing plan, as well as users of the golf course and interested elected officials. We propose that the progress meetings be scheduled with this group as opposed to a general "public hearing" type format. We assume that the progress meetings would be open to the public and we would encourage input from any interested parties who may attend, We will leave the details for selecting the committee to the discretion of the City 0 its icedmq lu Pape 9. MunidPol Gdl Cwew MNrinp 5wdY Peopxel Gly of Bwex, Mine and will provide a sufficient number of copies of the progress memos to accommodate the group. 1� If desired, the consultants would be willing to present the final report findings ata public hearing or other suitable forum after the conclusion of the project. The cost of such a - presentation has not been factored into the budget and would be billed on a time and travel costs basis. --) IV. StaNCompletion Date •� The Consulting Team proposes to start work within 1 week of receiving a signed contract. Assuming authority to proceed will be given at or new the start of the 1991 golf season (say April 15), the Team will begin the golf market demand analysis. Depending upon weather and its impact on the actual start of the golf season, as well as coordination/review schedules with the committee, we anticipate that the entire analysis can be completed within six (6) to nine (9) weeks. The final report will be •� submitted at the end of June following receipt of comments from the committee and other interested officials. l Tentative .l Schedule: Date Event 7 1) April 15 Authority to Proceed 2) May 6 Submit First Progress Memo (Tasks 1.1-1.3) �y 3) May 15 First Progress Meeting 4)- June 3 Complete Second Progress Memo (Tasks 2.1-2.4) (� 5) June 12 Second Progress Meeting 6) June 21 End Comment Period 7) June 30 Submit Final Report V. Team ResponWhill and Qualifications of Key Personnel RKG Associates Inc. will serve as the prime contractor for this project. RKG will be responsible for the contract administration, team coordination, preparation of the interim and final reports, the market research and the alternate financing plans. Mr. Richard F Gsottschneider of RKG Associates will be the Principal in charge and will have overall contract management/product review responsibility for the project. Mr. Gsottschneider RKG A odaln, Inc Pope lo. Mu.i6�l Gdl Cwm Maheiing SWdy Repuol Cil of S"ipt Ml a has over 20 years experience in financial and economic consulting for national and regional clients. He has completed work on financing plans for recreational/resort developments including ski areas, multi -amenity, resort developments and residential golf course communities. Mr. Gary Mongeon of RKG Associates will be assigned responsibility for direct project management, field research, analysis and report coordination. Mr. Morison has five years of real estate market research experience with RKG and 10 years of prior experience in the fields of economic development planning and chamber of commerce management, where he was Involved in Me formulation of industrial development and downtown retail marketing plans at the local level. Since joining RKG, Mr. Mongered has completed vaned market research assignments for four proposed golf course real estate developments in New England. He also recently completed a market value appraisal for a new golf course located in southwestern N.H. In conducting this project, RKG Associates, Inc. will subcontract with Mr, John LaPoinq Vice President of Golf Resource Associates, Inc.. Mr. LaPoint will be personally and primarily responsible for the competitive facilities and operations reviews and will participate in developing the marketing plan. For the past 3 years, Mr. LaPoint has been in charge of GRA's Northeast Regional Office, where he conducts market feasibility studies for proposed new golf facilities and provides operational consulting services to established facilities. He also has more than 15 years of prior experience in various aspects of the golf industry, including tournament management and the administration of professional and amateur golf associations. Resumes and experience of the project personnel are included in the addenda to this neper. A Ral Billing Rates and Budget The Consulting Team proposes to work under a lump sum contract. The fee for services includes all research data, attendance at progress meetings, meals, travel, overnight accommodations and preparation of reports. The projected cost for all of the proposed work tasks described above is $13,250. The City would contract with RKG Associates, Inc., who will reimburse the other member of the team. The following budget and work schedule has been proposed and is calculated at a standard hourly rate of $55/hour for RKG Associates' Project Manager, $75/hour for RKG Associates' Principal and $65/hour for GRA Associates' Project Manager. Budget information is provided below. 0 as Amdnv, Im Pape IL MoniciFal Gdl Cwne M1bkefn8 5wdY P,apowl Cry 4 6ongo5 Name PROPOSED ALLOCATION OF RKG(GRA SERVICES BANGOR MUNICIPAL GOLF COURSE MARKETING STUDY AND PLAN I. PROPOSED HOURLY ALLOCATION: TASK NO. DESCRIPTION 1. GOLF MARKET ANALYSIS a.) Market Demand Analysis b.) ComIarable Golf Facilities Eva Nation PROPOSED TIME ALLOCATION INNS) RKG GPA TOTAL 42 0 42 0 15 15 Subtotal: 42 15 57 2. FACILITY OPERATIONS ANALYSIS 7 Facilities Operations Evaluation IN Consumer/Opinion Survey a./ Financial Analysis of Proposed Operating B Capital Improvements Subtotal: 3. PREPARATION OF MARKETING PLAN PROGRESS MEETING ATTENDANCE TOTAL PROJECT HOURS: PERSON WEEKS: 11. PROPOSED PROJECT BUDGET ALLOCATION: TASK NO. DESCRIPTION 1. GOLF MARKET ANALYSIS .) Market Demand Analysis b ) Com arable Evaluation Golf Facilities Subtotal: 2. FACILITY OPERATIONS ANALYSIS a.) Facilities Operations Evaluation b. Consumer/Opinion Survey al Financial Analysis of Proposed Operating & Capital improvements Subtotal: 3. PREPARATION OF MARKETING PLAN PROGRESS MEETING ATTENDANCE MEMOIREPDRT PRODUCTION PRQI ECT BUDGET: 0 46 46 25 0 25 25 8 33 50 54 104 1] 15 32 8 8 16 119 92 209 2.9 2.3 5.2 ROD GRA TOTAL $2,500 $0 $2,500 $0 $1,000 $1,000 $2,500 $11000 $3,500 $0 $3,500 $3,500 $1,500 s0 $1,500 $1,500 $0 $1,500 ....._ $3,000 ._3-160. $3,500 ...-1500 $8,500 $1 000 }Soo $1 000 $500 $2,000 $1 000 $250 $0 250 ...... $],250 ...-1000 $6,000 _33-12.. $13,250 MG Am,dom, pm. Pope 12. M,.iao Golt ewre F dxr,g Study P, ll Cry d Sore", Mole RKG Associates, Inc. proposes to bill the City on the following schedule in the form of progress payments: Benchmark Amoum Completion of First Progress Meeting $ 4,000 Completion of Second Progress Meeting $ 6,500 Completion and Acceptance of Final Report $2,750 Total: $13,250 VII. Ulafficaums of we Funs The qualifications of each of the consultants, including resumes of project personnel, client lists, descriptions of similar projects and client references are contained in the following addenda. VAI. Cmlfoet Persorl for Addifiafol Inlornmt on We hope that this information fully satisfies the requirements of the RFP but would be pleased to submit additional information if necessary. We would also welcome the opportunity to discuss the project In an interview. To obtain additional information or to coordinate arrangements for an interview, please contact. Gary L Mongeon, Project Manager RKG Associates, Inc. 2]] Mast Road Dunham, N.H. 03024 Tel: (603) 0686513 IX. CvdffcaMn This is to certily that I, the undersigned, have read and understand all conditions outlined in the City's Request for Proposals and am legally authorized to bind RKG Associates to a contract with the City of Bangor. The company's corporate seal is affixed. Richard, K. GsIdero� President 0 RKG A ear, Ix hge 13.