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Brookshire Golf Course Business Model 2011Delivered to the Office of Mayor James Brainard this 5th day of August, 2011: On site review conducted July 19` "`- July 21t, 2011 Accompanying,photos Taken -by `..Doc ". O'Neal for the City of Carmel;` Indiana The intent of this review is to analyze various aspects of Brookshire Golf Club "Brookshire" "the Club ". Per our agreement/letter to Mr. Steve Engelking - Director of Administration, Office of Mayor dated June 14`h, 2011; the scope of our services is to review the following: • Department Head Meetings • Club Objectives • Financial Overview • Labor and Expense Management • Budgeting • Personnel Training • Food and Beverage • Equipment Agreements • Website, Social Networking and Marketing • Insurance Review • Season Pass Holders • Capital Needs • Economies and Efficiencies The scope of our services are not limited to the above and may extend to an even broader scope of services by means of suggestions, recommendations, pricing samples and ideas that have proven successful at other golf facilities that we feel could prove beneficial to Brookshire. Detailed information regarding these additional items may be found in Exhibits A and B. We would encourage you to thoroughly review these as they provide General Observations and Comments as well as a comprehensive Marketing Analysis and Recommended Strategy that lend to the overall purpose of this review. Meeting with Department Heads We conducted our initial meeting with Bob Higgins - Golf Course Superintendent, who also serves as the General Manager of Brookshire. We found Bob to be engaging, accommodating, hospitable, friendly and a pleasure to work with during this review. Bob was very enlightening and informative and in many cases was helpful with his input relative to the Club, processes and facility knowledge through his years of experience at Brookshire. We also had the opportunity to meet with Bob Higgins and Brian Ballard to discuss Brookshire's approach to marketing and advertising. Both individuals were quite willing to share their experiences at Brookshire, discuss marketing approaches and offer opinions as to what strategies could allow for growth. Additionally, we were fortunate to spend quite a bit of time with Debbie Eggert - Food and Beverage Director. Debbie is a wonderful person with a graceful sense about her; someone who appears to be very level headed and would be steady and consistent. 3 Debbie also serves as the head of Food and Beverage at Forest Dale Elementary School in the Carmel Clay School System. Lastly, we spent some time visiting with Pam Lister - Administrator and "conduit' to the City of Carmel with respect to the finances of the Club. Our conversation with Pam was very enlightening and she could not have been nicer in providing information that was necessary for us to conduct our review of the Club. Objectives of the Club The main objectives of Brookshire are to provide an affordable and positive golf experience for all golfers with an emphasis on Seniors and Juniors. Financial Overview The budget, prepared annually in July and distributed to the Mayors office for approval, is focused solely on expenses. It is the desire of the City of Carmel to operate Brookshire at break -even through all operations and obligated payments. In 2010, Brookshire operated at a cash flow deficit funded by the City in excess of $250,000. (See Exhibit C) The majority of annual operating expenses include payment obligations for the golf cars, the golf course equipment and the irrigation system and pump house. The cost for 201 1, 2012 and 2013 per year for the cost of all of the aforementioned equipment is $300,000, Compared to $177,000 in 2010. This is shown as part of the budget and is reflected in the operations of the Club. It is our understanding that the irrigation and pump house will also have payments due in 2014 and 2015. The annual payment for the irrigation system (installed in 2010) and pump house is $192,000 per year, financed through Huntington Bank on a five year agreement. At the end of all equipment and irrigation /pump house agreements, the assets will be owned by the City of Carmel. Revenue Growth will be reviewed later in this report. Labor and Expense Management Bob Higgins is solely responsible for all labor and expense management. The chart that is utilized by Bob in his management of the labor is attached as Exhibit D. Purchase orders are generally not used unless there is an expense exceeding $5,000. Purchases exceeding this amount are subject to multiple bids, providing Bob Higgins and the City of Carmel the ability to select high quality and cost efficient vendors. Based upon our review of expenses including comparisons to similar facilities and industry benchmarks, we believe there is opportunity to reduce operating expenses and improve efficiency. Total salaries and wages plus benefits, per the 2011 budget, will 4 exceed $790 000. Brookshire will generate approximately $92.000 of revenue in 2011, therefore the labor and benefits aspect of the budget represents a percentage that is too high to operate at a break even. Salaried positions are in line and commensurate with the market in this area, but benefit costs are extremely high. We suggest that Bob review total staffing requirements for maintenance operations. 2011 expenses were budgeted at $1.4 million; however, Bob and his team have worked very efficiently to reduce operating expenses. Through July 20, 2011, expenses were under budget by approximately $120,000. At the current pace of revenues vs. expenses, it is reasonable to assume that Brookshire will still operate at a $350,000 deficit for 2011. This is in part due to difficult (cold, windy and rainy) golf conditions in April and May, the additional irrigation and pump house expense the extreme heat in July and higher expenses than other similar operations. The total Brookshire property represents approximately 113 acres, of which approximately 100 are maintained. Many of the areas that are not maintained are required to comply with Department of Natural Resources regulations. The specific DNR regulations and rulings most affecting_ Brookshire appear to be in response to a creek contamination in 2005. There are DNR designated environmentally sensitive areas ou golf course that may not be current y rel quired -Some areas encroach on the core golf course awn make—the— course— appear —to— shrink in size. The ESA's (Environmentally Sensitive Areas) are extremely close to the maintained areas of the golf course and deter from the golf experience. As evident in the pictures below, these areas are unsightly and appear unnecessary in many instances. Right of #3 and #8 Right of #1...near #2 and #8 5 Golf Course Maintenance area is as follows: • Entrance Area — 2 acres • Range tee — 1 acre • Range — 6 acres • Chipping Practice Area -4 acres • Teeing areas — 2 acres • Fairways and approaches to greens — 22.5 acres • Golf course rough area (non - fairway areas) — 63 acres • DNR Easement Areas — 13 acres Open Space — Practice Chipping and Bunker Area — 4 acres Practice Putting Green Practice Range 6 The City of Carmel, Brookshire Golf Club made a substantial capital purchase in 2009 of approximately $ 330,000 of grounds maintenance equipment. This lease will expire in 2013. In addition, the City of Carmel purchased 82 Club Car golf cars and 2 maintenance vehicles at a total cost of $ 293,000. This lease will expire in 2012. Therefore at the end of 2013 all the equipment and golf cars will be owned by and will be an asset of the City of Carmel, Brookshire Golf Club. The new irrigation system and pump house were installed in 2010 and are being financed through Huntington National Bank at an annual payment of approximately $ 184,000. This agreement will expire at the end of 2015. Starting in 2014 and ultimately in 2016 the cash need for equipment lease and payments on irrigation and pump house will be substantially reduced. It is fair to say that there will be some replacement costs, perhaps some golf cars will be traded out over time, however, the cash demand will ease substantially in 2014 and 2016. (Total asset list is provided on Exhibit E). There are currently 82 Club_ r golf cars and 2 maintenance vehicles leased through PNC Equipment Financing. Manag ent agrees that a maximum of ars are needed. We recommend immediately implementing a strategy to re uce 'e fleet by 15- 20 golf cars to achieve available cash flow savings for the Club. Golf Car Storage Budgeting Bob Higgins, in coordination with the Mayor's office, provides a draft budget annually in early July. The focus of the budget is to identify the anticipated expenses for the upcoming year, providing a schedule (see Exhibit F) outlining the decrease or increase from the prior year's budget. It is our understanding that there is no revenue aspect of the budget that is presented, however, it is reasonable to assume that Bob would have information available regarding the anticipated revenues for the upcoming year. Revenue generation is critical to the success of the Club and it would appear that in 2011 the revenue generated will be less than anticipated due to inclement weather early in the 7 season and the extreme heat in the middle of the season. It is imperative to the success of the Club that revenue be addressed in the annual budget and strategies developed and implemented to reach the goals and enhance overall revenue. Personnel Training Staff training is conducted by the various department heads. There is also a handbook that is presented to each staff member upon employment. We would encourage Bob Higgins to increase staff meetings from quarterly to monthly and more often during peak revenue months to review expected standards and quality of service requirements. These are essential to the perception and success of the Club. Perception is reality. Food and Beverage In 2010, food and beverage provided gross revenue of $115,000. Banquet business represents 12 -13% of total food and beverage revenue. To date 2011, food costs are averaging approximately 55% of gross revenue. Although in line based on volume, we would recommend a target of 45 -50% on an operation of this size and beverage costs at 35 %. This would add $10,000 annually to the bottom line and is achievable through closely monitoring food waste and pricing. Per the June, 2011 month end statement, it would appear that food and beverage revenues will be negatively impacted by the reduction in golf play for the year. While weather has negatively impacted customer traffic, many opportunities exists to enhance food and beverage offerings and revenue. The kitchen is clean and well presented. We discussed with Debbie various ways to attract food and beverage business. We recommended offering more specials to the surrounding community. For example, Friday night beer /drink and appetizer specials. Currently, there is simply not enough space in the stand -up freezer to store the extra items needed to provide some "out of the box" ideas to promote the bar and food service. If a third -party company was engaged, the need for freezer space could be an added piece of equipment that they could address. It is a disappointment that the surrounding community has not embraced the Club more than they have to date. The bar is comfortable and well designed, providing two televisions to watch the games or your favorite event. Unfortunately, with the exception of a few times a week, the bar sits fairly idle. We would recommend promoting the Club in the community newsletter, through periodic flyers and use of social media. We are sure that a constant reminder of the opportunities at the Club would produce additional activity. 8 We believe that Brookshire would benefit from increased exposure on television Channel 16 - City of Carmel Government station by promoting banquet room opportunities and the food service in general. Thousands of cars drive by Brookshire each and every day with no knowledge of the available food and beverage service. Improved and increased marketing will open the Club to these many potential customers. In addition, we recommend exploring outsourcing food and beverage services to enhance revenues while reducing direct overhead and mitigating operational risk. Sitting area within the bar Banquet room — Seats 115 Bar presentation — nice Kitchen serving window 9 Equipment Agreements Existing Agreements (per Bob Higgins as actual agreement documentation was not provided): • Equipment o PNC — terms through end of 2012 0 • Golf Cars o PNC — terms through end of 2013 • Irrigation and Pump o Huntington National Bank — terms through end of 2015 Brookshire will own all equipment upon agreement expirations. The City of Carmel will have a nice asset list going forward. (See Exhibit E) We recommend a thorough review of all agreements for compliance issues and to identify potential cost - saving opportunities. Website, Social Networking and Marketing Given the history of Brookshire and the transition to City ownership over the past few years, marketing has taken a back seat to improving the course and developing a solid relationship with the current and potential base of customers. Much has been accomplished and use of the golf course has increased. However, there has been little to no dollars or time devoted to marketing. In effect, there is great potential for growth with a much more comprehensive marketing approach that is consistent with other strategic decisions discussed elsewhere in this report. Golf Course Marketing Systems, a division of Cohoat and O'Neal Management, has performed a complete marketing evaluation that may be found in Exhibit B. This evaluation outlines Brookshire's current strategy and provides recommended approaches and opportunities. Insurance Review Health Insurance Bob Higgins informed us that the employees of Brookshire Golf Club are City of Carmel employees and are self- insured through the City of Carmel health insurance plan. Unfortunately for the Club, the current total cost of health insurance is significantly above golf industry standards and hinder the Club's ability to operate at break -even. 10 i Property and Casualty Management is involved, in cooperation with Steve Engelking, in procuring and managing the Club property and casualty program. As such, property and casualty insurance information was not available for our review. We would suggest that Club management review all necessary coverages (umbrella coverage, business income loss, all assets covered, liquor liability, etc.) with the Club's insurance agent. The agent should ensure that coverages are up to date and adequate. It is always wise to re -visit annually and golf course insurance is a specialized program. We believe the opportunity exists to decrease insurance costs by $3,000 — $6,000. In addition, we would suggest that the City engineers perform a quality and strength /load integrity study of all bridges. Golf course bridges age quickly and are often unintentionally neglected. Bridge on # 13 Spanning telephone pole support Season Pass Holders Currently, Brookshire has 56 season pass holders, representing approximately $70,000 of revenue. The majority of this revenue is received in November and January each year as the Club attempts to off -set the reduction in cash flow during the "off season." Per Bob Higgins, only five of these season pass holders live within the 420 -home Brookshire Residential Community. The Club offers the clubhouse free of charge for the community's monthly /annual meetings; therefore we would suggest that a push be made to sell memberships to this group at the Fall and Winter meetings. Possibly provide incentives, referral awards, etc. to the community to gain support for the Club. Additionally, identify and contact former members and regular players, inquiring why they left the Club. This information is vital to Brookshire's success. Member information can be found browsing through the Club's Point of Sale system...Fore Reservations. 11 Capital Needs This is an area of great concern. It is no secret that Brookshire Golf Club is still feeling the impact of years of poor management and a loss of credibility. Historically, Brookshire golf course, un-friendly endly servt ce staff and in general aoless than quality golf experience. Over the, past few years, Bob Higgins and Brian Ballard have done a wonderful erful joago. tring to re- establish the credibility and the positive experience that applied years Brookshire :was once upon a time a Club that people enjoyed, Men's Club participants were 100+ and the golf course was always in nice condition. Prior to the City of Carmel purchasing the golf course, the course condition was deplorable, the experience was unfavorable and golfers found other options. This is a difficult mindset to change, especially when there are many options within one community and county. Therefore, it is vital, that the golf course condition must be good, price must be right and perceived value -must be high. The experience has to be exceptional and not mediocre. The golf industry is in a state of flux at this point in time and with the economy being stressed, it is clear that if one is going to take the time to play golf that the value and experience must run parallel. In fact, expectations must not only be met, but exceeded. Brookshire Golf Club has no doubt, made enormous strides in recent years. However, the Club is still fighting the "gremlins " - DNR encroachment, a lack of land for 18 holes, abbreviated practice range with limited flight golf balls, bridges that need to be repaired /replaced and worn cart paths. The Master Plan prepared in 2009 addresses many issues facing Brookshire. Following, we provide updated comments regarding a number of these areas. Cart Paths There are cart paths that are paved and some that are crushed stone. It is extremely labor intensive and costly to repair and dress up the areas around these paths. Yet, if general impressions are going to change, these types of enhancements must be made to the golf course. The Master Plan prepared in 2009 addresses many of these issues. Cart Paths 13 Bunkers Bunkers, in general, are not drained properly and present a challenge for playability and conditioning if rain occurs. Some of the bunkers have developed so much sand along the perimeter /banks that they dry and brown quickly in dry conditions. This is no reflection on the Superintendent and staff. It is a losing proposition and they need to be fixed over time or accept mediocre conditions with the bunkers. Costs arc estimated at $3,000 — 5,000 per bunker, dependent upon the severity and size. Tees Bunkers Bob Higgins has done a masterful job of maintaining the playing conditions of the course. The tees are in decent condition despite their position. Morning sunshine is critical and many of the tees are draped in shade until mid- morning or throughout the day. Shaded tee complexes at 8:00 a.m. Tees will get thin with weak grass conditions quickly. 14 Aor Putting Greens Putting surfaces are currently quite nice. Although, there is fear that several of the greens, because of their position within a tree canopy /shade, will also begin to deteriorate. Tree trimming is essential and, in some cases, tree removal is necessary so that these greens can breathe, get ample morning and mid -day sunshine and cooler air temperatures. The greens specifically in jeopardy are #1, #7, #10 and #17. There are other greens that are bordering on being shaded too long. #2 Green - no sunshine at 8:00 a.m. Practice green — ideal conditions Fairways Bob Higgins and the new irrigation system have proven to be a great asset to the fairway conditions. Many of the fairways are in good shape, but many are also challenged with improper sunshine exposure. Over time, lack of sunshine will wear and tear on the grass plant and deteriorate their condition. We would suggest that priority be placed on trimming or eliminating all trees possible. Conditions of bent and blue grass excel in open air conditions 15 Economies and Efficiencies The golf course industry today is facing a crossroad. Do courses continue to "run the cupboard dry" and hope for the best or change the dynamic of how the business is conducted? For Brookshire, it is a matter of identifying the issues, as we have in this report and from the Master Plan prepared in 2009. We are certain that if the City of Carmel continues on the current path, the course will continue to operate at a deficit in excess of $250k for the next several years. At some point, the value of the Club will obviously come into question. Where does Brookshire Golf Club, City of Carmel want to be in five years? Items to consider: • Condition of golf course • Condition of clubhouse • Cart paths — asphalt or other • Privatization of ownership /management • Bunkers — re -do with drainage or not • DNR — can amends be made and ESA encroachments be lessened • Pricing - rates and season passes • Rounds of golf— 2011 projections are somewhat over estimated (26,000 projected actual versus 30,000 budgeted) • Bridges — repair and replace given high cost • Reconfigure course - turn facility into a very nice nine hole golf course with a three hole junior course o Convert some holes to green space and park like atmosphere o Maintain nine holes, providing more room and eliminate dangerous overlapping o Convert three holes to junior golf holes for the growth of the game within the community o Currently there is a movement afoot to convert some golf courses to 12 holes to save on time, cost and other factors. Perhaps the City of Carmel could lead the way. • Grants — are Federal /State dollars available through grants to assist with some aforementioned ideas and costs • Marketing — develop formal strategy • Current chipping and bunker area (4 acres) considered for residential o Sale could be used to offset some course enhancement costs • Swimming pool — long term goal of this privately held asset/liability • Junior Golf Program — grow and expand o Host several summer camps totaling more than 150 kids o Generate $15,000 of additional revenue o Should be important to the City of Carmel 16 Summary of Considerations and Recommendations 1. Consider a change to the front entrance to the building. The welcome needs to be warmer and more inviting. 2. Daily reports with more of a focus on revenues. We have a sample daily report template that may be provided to assist the staff. 3. Plan to meet with the Department of Natural Resources (DNR) and attempt to develop a closer relationship to determine the potential to "scale back" on environmentally sensitive areas that are now encroaching onto the golf course. 4. Consider setting the precedence of establishing a high quality 9 — 12 hole golf course with a three hole junior golf course. This non - traditional facility would provide a unique option focused on junior, senior and developing golfers in a customized, friendly environment. Perhaps a step `outside the box" would be a great message and follow the trend of the City of Carmel being a leader. 5. Consider options for the chipping and bunker area as you enter the club, just to the south of the main entrance. This area is not a quality practice area and remains an expansive open area that is not seeing the best land use for this acreage. Either develop residential to re- capture some of the initial capital investment to or improve the quality of the area for golf usage. 6. Return 15 -20 golf cars to Club Car. There is not the need for 84 golf cars in the fleet and is simply taking space and costing money. Scott Gaede is the Club Car representative at 513.218.1988. 7. Food and Beverage should target better food and beverage costs which could save $ 10,000 towards the bottom line. 8. More effective communications with the 420 -home Brookshire residential community. More interest in the club and more support from a golf and food and beverage point of view. 9. Engage one of the local catering companies to consider using the banquet facility as an independent contractor. 10. Utilize the beverage cart more effectively. Opportunities do exist in this aspect of the food and beverage. I. The City Engineers should test all golf course bridges for safety and load integrity. 12. MORE golf outings! 17 13. Consider over the next few years making some enhancements, as money allows, to cart paths, bunkers and other areas that will improve the playability and impression of the golf course. 14. Trim and remove some trees that will allow more sunshine to the currently shaded areas. Specifically tee and green areas. 15. Marketing — work with John Cohoat to develop a plan and a strategy. It WILL make a big difference across all areas of operation and performance. 16. The Junior Golf Program needs to be more extensive and provide an opportunity to many more children. 17. More exposure on Channel 16 for banquet business, food and beverage, current events and so much more. 18. Men's Club should start earlier...or at least start weekend tee times at 6:30 a.m. during the golf season. Losing some good golf activity at this time of the day. 19. More Senior play! 20. Remove some of the bulky white cart control stakes and replace with green stakes and rope to present a less offensive appearance to the specific area. 21. Winter projects — consider doing as described in the report. 18 Brookshire Golf Club in 2016 What will be different in 2016 compared to 2011? We believe that a committee should be formed to address Club concerns and objectives. We would be happy to serve on this committee and to assist with the thought process as you go forward. The old saying of "if nothing changes... nothing changes"... We honestly believe that Brookshire Golf Club has wonderful potential. It sits in the heart of one of the most thriving communities and counties in America, amongst thousands of roof tops and is visible to thousands of people daily along 116th and 126th streets. We would love to be a part of the future enhancement and progress of the Club. Perhaps the City of Carmel would prefer to engage our services on a "retainer" basis with an agreed upon fee to assist in the implementation of the ideas reviewed in this report. To Mayor James Brainard, Steve Engelking, Bob Higgins, Brian Ballard, Pam Lister, Debbie Eggert and the other very cooperative people of Brookshire Golf Club...we thank you for the opportunity to assist in the Evaluation and Marketing of Brookshire Golf Club. Cohoat and O'Neal Management Corp. August 5th, 2011 Brookshire Golf Club 19 Cohoat and O'NeaC Management Corp. 20 Exhibit A General Observations and Comments First Impressions Upon arriving at the Club for the first time, we were a hit perplexed on where to enter the building. There was not a real warm welcoming to the facility. Original entry - somewhat welcoming awning Sign on old door directing to new door — now states Restrooms & Snack Bar Upon entering this door you walk into a hallway Golf Shop The Golf Shop is adequate and provides a service to the golfers of Brookshire Golf Club. Golf shop revenue currently totals $50,000 annually with a profit margin of approximately 28 %. This was not the case in 2010, however, indications from the June financial statement illustrates that the golf shop will work towards a profit margin of close to 30% for the calendar year of 2011. Although a good target, there is just not much revenue. Golf club sales are negligible (wedges and putters primarily) and most of the goods sold in the golf shop are golf necessities (shirts, balls, gloves and other accessories). A physical inventory of the golf shop is taken each month by Brian and his staff. We thought the shop was nicely presented. Despite a few burned out light bulbs, the shop was clean and had a good feel to it. We would prefer an easier entrance to the shop though. Golf Shop as presented July I9`h, 2011 A -2 Banquet Room The current banquet room marketing piece can be found in Exhibit H. We would suggest that the City of Carmel review the capital needs for this room. Chairs are very tired and unattractive and could be a determining factor in a bride choosing to go elsewhere for their special occasion. Debbie has elected. in most cases, to use chair covers for all wedding receptions which has sufficed. Once again, we would suggest a conversation with a local catering company or two to see if they would have an interest in independently utilizing this room for events. K.\ LI %j R'u,., OM 4 A -3 General Course Comments The Beverage Cart is not used at any time due to the golf course configuration, which can place the beverage cart driver in harm's way. In the past, the cart has been positioned in certain locations on the golf course, however, the revenues generated from the cart were minimal and therefore the decision was made to eliminate the beverage cart during normal course of play. We would encourage the Club to investigate alternatives. The beverage cart should produce a substantial amount of revenue on a regular day of play. Sandwiches, cold drinks and snacks are always welcome to any golfer. In addition, it gives the player the sense of being on vacation and places them in a buying mood. The practice chipping and bunker areas arc located in a highly visible area. They can be seen from the road, as golfers arrive and depart the Club. We recommend that this area be considered for residential; or improve the area and make it a quality feature of learning the game. Currently, due to cost controls, the grass is maintained at a higher cut than most greens and therefore, does not simulate a real golf course experience. This area will not be a large revenue source; however, it becomes part of the package that forms perceptions of the Club. At this point, this area is more of a negative. Each tee on the golf course includes a yardage sign (yard arm) that provides a visual of the golf hole (granite monument), the yardage and the par. The area around each monument is a mulch bed with a bench and a waste basket. We would suggest enhancing these areas. Once again, not critical but it offers an impression. The areas are not edged, weeds present in the mulch and the general appearance sub- standard. Many of these areas were visually unappealing. Simply de- weeding and enhancing the golfer's impression should be relatively inexpensive and should be a priority. Approaching teeing area A -4 Cart restricted areas are defined by large ugly white posts that draw too much attention. Many of these are worn out, broken and not erect. We would suggest installing green stakes that are less offensive and less visible. A -5 2010 Irrigation System Installation The course still shows scars from the 2010 irrigation installation. They are quite visible throughout the golf course, yet, they should start to disappear as fall approaches and growing conditions are enhanced. The new Rain Bird irrigation system is excellent. It provides tremendous coverage throughout the golf course and will enhance the playing conditions over time. As long as the course continues to receive ample water and some of the "tired and sore" areas receive consistent water coverage, many of the worn spots will begin to heal on their own. It is fair to say that by next May, 2012 many of these areas will see substantial improvement. Bob Higgins has elected to aerate twice a year on tees and greens and once a year on fairways. This process can be fairly expensive and time consuming and, for a period of time, provides an unsightly experience for the golfer. However, this will pay dividends in the long run. The turfgrass conditions will strengthen as a result of the root zone. The roots will reach deeper and get bigger and stronger as a result. We are certain that for many years this practice was not implemented and Bob Higgins is now seeing the results in the shaded tee areas and the shaded green complexes are holding on pretty well due to this practice. We would encourage this process to continue in the future. A -6 Pricing and Daily Rates See Exhibit G for comparisons of other area golf courses. Point of Sale The point of sale system is Fore Reservations. This system is very capable of performing a wide variety of reports and its ability to reach out to the database with regards to daily, weekly and all types of promotional specials. It truly is an all- encompassing system. We would encourage Bob and Brian to attend one of the Fore Reservations conferences on the educational opportunities that lie within this system. Some of the ideas or suggestions have been reviewed in the Marketing section of this report. The key is developing /growing the database and collecting as much information from all customers as possible. Pace of Plav Pace of Play seems to be managed well from the Golf Shop. We have heard from general discussions with those who play Brookshire on a fairly regular basis, that pace of play can be slowed on weekend afternoons. If that is the case, we would simply encourage Brian and his team to be certain that the pace is addressed. Golfers despise slow play. Ensure that this addressed early in the process with the starter /ranger or Golf Shop staff. Outings Outings are not as much of the Club framework as they could /should be at this point. Once again, we believe a negative stigma still looms from previous management teams. Outings are critical to the revenue and financial health of the Club. Brookshire should target 20+ golf outings with food and beverage packages annually. Identify ideal days of the week to host outings, price them accordingly and solicit business. There are companies within Carmel that would love to support their City Club. Incentivizc businesses within the City to host their outings at Brookshire. Perhaps offer special pricing for businesses within the City limits, if that is an acceptable practice. Outings should represent close to 8% of your total golf rounds. Growing the outing aspect of the Club is essential and will enhance food and beverage and golf shop sales. It is truly a "domino" impact on the Club. We would suggest an outing packet to assist in the sale of golf outings and someone to make an effort to sell them. At this juncture it is really "build it and they will come" approach to the golf outings. A -7 Men's Club Men's Club starts at 7:30 a.m. on Saturday mornings- shotgun starts with general play starting at 9:30 a.m. Our suggestion is that play should always start earlier than 7:30 a.m. especially on weekends. Golfers rise early and want to start play as soon as possible, finish their rounds and go home to do their "honey do" list. Many golf courses in the area start at 6:30 a.m. and are booked in every time slot. We would also encourage a much earlier start during the June, July and August part of the golf season. We will guarantee that there are golfers going elsewhere to get an earlier start on weekend mornings. Very few Men's Club golfers eat at the Club. Consider offering them a reason to stay. lncentivize them with a nice inexpensive buffet. They are currently playing golf, settling their bets and many are heading home. Make it a priority to change these habits. Provide them a Saturday Men's Club special that is tasty and less costly than normal. Seniors We would love to see the Senior golf group grow in numbers. It is always nice to have a Senior group who plays your golf course twice a week. This presents good activity on two mornings that are generally slow. We have found that Monday and Thursday mornings are great time for a Senior group to play. Also. Seniors will not spend much money before, during and after golf. We would recommend occasionally providing a complimentary lunch to thank them and to expose them to the great food choices. A -8 Late Fall and Winter Projects Late fall and winter time is truly the only time that some projects can be completed due to time constraints with staff and many other responsibilities that have to be completed throughout the golf season. . For example, maintenance building clean up and organizational work within the building and surrounding areas are good winter projects. The maintenance building and surrounding area is important for a few critical reasons. It establishes the standard of quality from the Superintendent. In many cases it is difficult to have the facility spotless due to all of the work and mess that is created from the day to day operations. However, it is good to make certain that each winter there is a desired look that needs to be achieved so that heading into the next season everything is cleaned, serviced properly and presented in a very orderly and clean manner. It "sets the tone" for the entire staff. In addition, the building and surrounding area is quite visible to all golfers. Impressions are formed on Hole it I and if the area is unsightly it creates a negative impression. Other winter projects include painting and servicing all golf course accessories. Water coolers should be re- painted and any other items that are going back onto the golf course need to be re- furbished over the winter. A -9 Golf Professional We had the opportunity to spend some time with Class A Golf Professional Brian Ballard. Brian has a good pedigree and, in our opinion, is a quality golf professional. lie was previously employed several years ago as an Assistant at Brookshire Golf Club under different Brookshire Management. Most recently, Brian worked as an Assistant Golf Professional under the direction of John Dunham, one of the best in the business, and Chris Brummett, both from Highland Golf and Country Club in Indianapolis, Indiana. We found Brian to be very relaxed and easy to visit with during our time together. We were able to do a lot of fact finding from Brian and get some insight as to the programs as well as his professionalism. This is Brian's first head golf professional position. Needless to say, he wants to excel and he has a real allegiance to Brookshire Golf Club. Instruction is a part of the services that Brian and his staff provide, yet, there is not a substantial amount of private or small group instruction in terms of revenue generation. Carmel Dads' Club does bring their Fall and Spring Golf Programs to the Club and that is a nice financial incentive for the teaching staff. We have seen Brian on the Channel 16 TV station providing instruction on various aspects of the game. Brian does a nice job and he should do this more often. Brian should also promote Club programs (Junior, Senior, Men's Club, and Ladies Leagues), cite testimonials and review current and upcoming activities. A -10 Administrator Brookshire Administrator, Pam Lister, provided us an overview of Club finances. We were able to identify a number of issues that should be addressed in the near future. Although minor, it would be more efficient and convenient if Pam could make her daily deposit at a bank in close proximity to the Club as long as it was an acceptable government practice. The current process is cumbersome and adds time and expense to travel to and from City Hall each day. 1,..9 C5\\ ,kksk, &ktk \ithjC\,e_, We continue to emphasize the importance of focusing on revenue. Based on our conversations, it appears that expenses are such a concern that sometimes revenues are forgotten. Revenues should be monitored each and every day of the month. The Club would benefit from a daily report that compares actual_revenue_to_target. The team should review and react to the report daily versus monthly. At the end of the month it is too late. The_GIu needs to know what is working-andj hat needs improved. Revenue and marketing run hand in han . Each must be a significant part of the future. Pam is responsible for the submission of all invoices and the Clerk- Treasurer's office is responsible for payment of all payables. Pam is also responsible for collection of receivables, although the Club has few. In the case of a golf outing receivable, the check is payable to Brookshire Golf Club and submitted to the Clerk- Treasurers office. Many golf outing receivables can take up to a week to settle with the Club. Payroll is administered through a time card system and, once again, submitted by Pam to the Clerk - Treasurer's office for payroll distribution. All payroll is distributed through direct deposit. In addition, Pam is responsible for the reconciliation each evening and all deposits are taken to the Clerk - Treasurer's office the following day. The money is kept overnight in a safe. Lastly, Pam prepares monthly financial statements and submits them to Bob Higgins for 7 review. Oncpproved, the financials_are_diatributed to the Mayor and City Council 0 Members. The Club is losing substantial money in 2011 at this point in time per June Financial Statement. City of Carmel Employees We recommend utilizing the various City of Carmel employees that have extra capacity temporarily this fall. Many areas that need attention on the golf course could be enhanced. It comes down to man power and labor costs. If some of the other department employees have the time available we are sure that Bob Higgins would greatly appreciate their assistance. This may not be possible, but just a suggestion. A -ll Exhibit B Brookshire Golf Club Carmel, IN Marketing Consulting Evaluation Prepared by: John S. Cohoat, Golf Course Marketing Systems, a division of Cohoat O'Neal Management I met with Bob Higgins and Brian Ballard for approximately two hours on Thursday, July 21, 2011 to discuss the Brookshire approach to marketing and advertising. Both individuals were quite willing to share the story of their experience at Brookshire, discuss marketing approaches and offer opinions as to what strategies could allow for growth. I want to thank Bob and Brian for their frank discussion and helpful approach. Overall Observations Regarding Current Marketing Reality at Brookshire: Given the history of Brookshire and the transition to City ownership over the past few years, marketing has taken a back seat to improving the course and developing a solid relationship with the current base of customers. Much has been accomplished and use of the golf course is up. However, there has frankly been almost no dollars or time devoted to marketing. This is not to be critical but just to express the reality. In effect, there is great potential for growth with a much more comprehensive marketing approach that is consistent with other strategic decisions discussed elsewhere in this report. Here is my assessment of the current marketing strategy and messaging at Brookshire: • By improving the course and working to provide a better overall experience, course management intends to improve "word of mouth" and slowly draw golfers back to Brookshire. This has certainly worked somewhat as rounds have increased over the last few years. • To the extent that there is a marketing message used, it might be "Hamilton County's Best Value in Golf ". This positions the course as a low cost alternative for a relatively good golf experience. (This is an area of concern also, since competing on low price L not recommended as a good marketing strategy.) • By staging various events, leagues and golfing opportunities, there is an effort to draw certain niches. These include senior leagues, The City Championship, junior clinics, ladies clinics, etc. • With the limited budget available ($5,000 last year and $8,000 this year), the focus has been on having a decent web site, monthly emails, a few media ads and a few brochures. • Limited discounting has been used to attract new business. • There has been an attempt to get more outings and banquets by bidding on specific requests and doing your best to accommodate their needs with limited facilities and services. Golf Course Marketing Systems page I of John S. Cohoat Elements of an Effective Golf Course Marketing Program and Strategy: Most golf courses have a strategy not much different from Brookshire. They are quite reactive to what opportunities advertisers bring them and respond on an "as needed" basis, typically trying to copy other golf courses, sometimes with heavy discounting to drive play. Very few golf professionals, general managers or superintendents are truly marketing experts, so they try to do the best they can to have a nice course, good service, clean facilities, well stocked pro shop, etc. while not being sure what to do about marketing. This part of the report answers the question of what Brookshire might aspire to if you want to really ramp up your marketing and attract new business. In effect there are only four ways to grow your golf course business: I. Attract more golfers to your course. 2. Get them to come back more often. 3. Get them to spend more money with you. 4. Enhance all your allied revenue generating services like banquet facilities (also by getting more customers, having them come back more and spending more). To implement a comprehensive marketing program that accomplishes the above goals in a cost effective manner, here are some basic concepts: Focus on Direct Response Advertising where every dollar spent can be tracked for rcturn on investment. The other side of this coin is to eliminate or minimize brand building or "get the word out" advertising where there are no proven returns. Just having a few brochures and ads in community publications or hospitality guides won't get you the returns you want from your advertising. Next, have a priority, to grow your database in a way that provides as much information as possible about your golfing and non- golfing customers. Many courses, if they have a list at all, focus on getting names and email addresses. We recommend getting full home addresses, phone numbers, place of employment, family information, etc. While this may not be possible for the initial contact, this should always be the goal since having this information sets you up to be able to market effectively to your list. Next, implement multi media approaches to your marketing. While we highly recommend good email marketing, there are many other avenues that should be used. This includes direct mail which is still highly effective if implemented correctly. Social media including Facebook, Linked In, Twitter and other local sites are necessary. Great web sites with lead generation can be effective. Sequential mailings to a targeted neighborhood or for targeted businesses to attract outings /banquets should be designed. Golf Course Marketing Systems page 2 of 8 John S. Cohoat Once you have your base of good golfers, you need to implement a referral program. With an ongoing referral program this can he one of the easiest ways to increase your business dramatically. Loyal fans can bring more good customers to you. There is also much opportunity in going after golfers or other customers who are now "lost ". Again, by having an effective database tool and old customer lists, the golf course can identify customers who, for whatever reason, have not used your services recently. These "lost customers" can be attracted again with specific offers targeted to them and some portion will respond. Get away from boring, "me too" advertising and look for ways to stand out. I don't have space to go into all the strategies here, but there are opportunities to design fun mailings, emails, events, etc. that will really attract people to your facility. Especially since Golf Courses are in the business of recreation, we should find ways to advertise that are memorable, fun and noticeable. Next, become real students of, and practitioners of marketing. What do I mean here? My observation is that most golf courses don't spend nearly enough time on this area of their business and it really should be the highest priority, because this is where the growth and long -term success comes from. At least one person needs to take this area of the business quite seriously and devote time and study to it. It doesn't mean they have to do all the technical web site stuff or write long sales letters, because there are vendors or assistants who can be used for this. But a true marketing leader needs to be on board, usually working very closely with a marketing coach or mastermind group. Be in the game of "self- promotion ". Look for every opportunity to get free publicity and toot your own horn. Do press releases on every event to local newspapers and radio stations. Have someone win an award or have a student do well in a tournament? Tell about it in your emails, on your web site, newsletters, etc. Post the information on Facebook or do a YouTube video. If your golf professional wins or places in a big tournament, tell about. If you do something to help a non -profit raise money, make sure you tell the story and get pictures or videos. As you continue to grow your database of golfers, businesses, community members, non - profits, etc., don't be afraid to communicate with them very frequently. What 1 mean by this is up to several times a week for your core golfers. The more you are in front of them, making offers, telling them what's happening, giving tips, telling about new golf technology, tooting your horn, etc. the better. Will some people tune you out or unsubseribe? Yes. But the point is they aren't your most loyal followers and that's who should be top of mind for you. Don't worry about the few naysayers, just keep building your list of rabid fans and keep the dialogue going with them. That's how you build your business. Golf Course Marketing Systems page 3 of 8 John S. Cohoat Major Breakthrough in Thinking About Your Marketing We preach a different approach to thinking about marketing and advertising cost expenditures. Most golf course and businesses view marketing as a doing business arketing and r advertising areainvestmentsU n your most asapproach important asset, your ucustomer base. We talk about the lifetime value of golfers and what you are willing to invest to get a new one and keep the ones you've got. Once we accomplish this mindset change, we need to think in terms of setting up marketing systems. Brookshire already few elements system Fore Reservations for your Point Sale and GolfersGu Guide for your web site and email marketing. You are only using very limited capabilities of these systems and assume this is primarily due to cost and time considerations. We can provide full information on the elements of a marketing system, but here are some highlights: I . A selected group of high priority prospects and present customers to market to on a regular basis 2. Appropriate multi -media for communicating with this list on a consistent basis 3. A compelling marketing message that set you apart from other golf courses and facilities. (We introduce the tern? Unique Selling Proposition "US?" here. For any golf course, tins is an exercise that takes quite a bit of time to develop their UST') 4. "Irresistible Offers" that will attract prospects and customers to you, not just plain vanilla messages like every other golf course. 5. A means of capturing new leads and present customers. 6. Then, a multi -step, short term follow up system. So many businesses fail here by neglecting to follow up with leads generated. 7. Finally, a system of maintenance and follow up of unconverted leads. Just because someone doesn't respond immediately, don't give up. Keep them on the list and follow up with different offers, news, etc and eventually some portion will respond. The use of such online and offline systems can put your marketing on "auto- pilot" so that there is a consistent level of marketing activity rather than "random acts" of marketing in response to a downturn in revenue or because you feel a need to respond to your competition. Golf Course Marketing Systems John S. Cohoat page 4 of 8 Recommendations /Opportunities: Elsewhere in this report we have outlined major issues including the present financial losses. Major decisions are necessary as to what vision the city leaders have for Brookshire, some of which may involve substantial investment, course reconfiguration, change in management priorities, etc. These decisions will affect how the eventual marketing plans and messages are carried out. In the interim, starting right now, there is opportunity to implement many recommendations that could enhance revenue and the bottom line. Most would necessarily require a change in mindset, commitment to invest in marketing and implementation of marketing systems as noted above. I would also caution that I make these suggestions based upon our short meetings and without benefit of extensive data analysis. Such additional investigation may color the recommendations and uncover even more issues or opportunities for growth. Here are some initial items for focus: 1. Make every effort to grow the database. 1 can't emphasize how important this is, because having a large database allows you to market on so many levels. Take every opportunity to register new individuals and businesses into your databases. Train staff to obtain the information and give people an incentive to provide the information. This will require constant emphasis from Bob Higgins and Brian Ballard to ensure that this is happening all the time. 2. Target the local neighborhood with an extensive campaign to obtain new course members and users. This group needs to start to think of Brookshire as "their club ". This may involve purchasing mailing lists. Consider mailing multiple sequences to the lists with strong offers to get the neighbor to consider Brookshire. Special neighborhood events and offers should be designed. 3. Consider implementing a Loyalty or Rewards Program. There are various vendors who can provide such a program with cards, points, award levels, certificates, mailings, etc. Part of the program should include a Birthday Program where the member gets free golf in the month of their birthday (or half - birthday for those whose birthdays fall in the winter). 4. Step up your email marketing campaign. My understanding is that emails go out about once per month. This can be increased dramatically and the emails should change in style to inject more personality, stories, strong offers, tips, interesting news and more. 5. 1 suggest a meeting of course management and an outside person take place for several hours to consider a Unique Selling Proposition (USP) for Brookshire. (We have a tool to assist with this process and would be happy to facilitate if you so desire.) Golf Course Marketing Systems page 5 of 8 John S. Cohoat 6. I understand that you have just done a first email to the city of Carmel database. Since the city owns this database, it should be studied to see how it could be used to your advantage. This large list could provide a great source of individuals and businesses who should become Brookshire customers. 7. Consider what special offers and fringe benefits can be offered to City of Carmel employees. We understand there may be some restrictions but we believe there must be practical ways to provide a win -win for Brookshire and city employees. 8. We have provided a competitive analysis elsewhere in this report. Management should study this as well as do their own "mystery shopping" and site visits to understand their competition as well as possible. We suggest you target one or two primary competitors and market to their customer bases. The golf industry is fluid and only the strongest will survive, requiring that you beat your competitors to the punch. 9. A separate plan for banquets,foodservvice and catering should be developed. As mentioned elsewhere, this may involve contracts or joint ventures with outside caterers who may be interested in expanding their presence at Brookshire. 10. Also, develop a separate plan for golf outings. We believe you could do much more in this area. Strategies could include getting more involved with the Carmel Chamber of Commerce. Also, scour the Internet for outings held in the area during the past few years and contact the companies, non - profits or organizers. Develop an outing package to present to them, with possible special offers. I I. Immediately start to gather testimonials and use them throughout your marketing. Ask those who are most loyal to write comments. Buy a small video camera and record video testimonials which can be posted on your web site, inserted into emails and posted on YouTube. Get a variety of testimonials from seniors, ladies, parents, juniors, banquets, outings, etc. While you have been working to improve the reputation of Brookshire, social proof is provided by your customers talking about the good things they like about your course, staff and facility. 12. Develop a Facebook Fan Page for Brookshire and a Brookshire YouTube Channel. These are both easy to set up. Then have someone on staff responsible for posting regular content. (We suggest that the video of Brian Ballard's TV spots be posted on the Internet.) Golf Course Marketing Systems page 6 of 8 John S. Cohoat 13. We have affiliated consultants who can provide a comprehensive Internet marketing strategy for Brookshire. Here are some general comments: a. The web site is adequate and similar to what many golf courses use. b. There should be many more places on the web site for prospects to sign up for your list. You can offer free reports, webinars, DVD's, golf tips or even gifts like a sleeve of golf balls or a golf glove. c. Add testimonials to the site as noted elsewhere. d. Add videos to the site. e. Add captions to the pictures used on the site. f. When people sign up, it would be wonderful to have a series of emails that are automatically generated with messages about Brookshire, your facilities, tips, golf technology, events, welcome from the pro, etc. (These are called auto - responders in online marketing language.) Your presence on search engines is adequate and comparable to your competition. However, there are opportunities to enhance your presence by use of videos, articles, podcasts, listing on various sites, etc. Again, this is beyond the scope of this report, but can be provided if so desired. You could dominate all key words by a more aggressive Internet strategy. 14. Continue to work closely with the Carmel Dad's Club and other youth sports organizations. See if they are open to Brookshire developing special programs for them and send offers through them to their list. This can help to build your list and increase affinity with these critical groups. 15. We understand that the major group of rabid golfers is the senior group and that the age for senior discount is 55. Many golf courses have chosen to increase the senior age cutoff because of our aging population and longer life expectancy. We recommend considering moving to age 60 in the next few years and eventually even age 62 or 65. If you have concern about those who may object you can grandfather them in and /or raise the age each year by one, so that no one loses a discount. g• 16. Some golf courses have successfully expanded the definition of weekends to include Fridays. This can provide additional revenue by capturing Friday play at weekend rates. This should be evaluated. 17. While some limited advertising has been done, much of what has been attempted is not trackable as to returns on investment. Eliminate non - trackable advertising and either save the money or invest it on some other advertising where returns can be proven. Golf Course Marketing Systems page 7 of 8 John S. Cohoat Final Thoughts on Marketing Brookshire Golf Club has definitely made strides in the last few years and the City of Carmel has made a significant investment in this community asset. Perhaps the quickest way to begin to address your financial shortfall is to increase your marketing efforts. While piecemeal marketing is the norm in most businesses, including the golf industry, we recommend you consider investing in a comprehensive marketing system /plan with ongoing support and education for management. Golf Course Marketing Systems page 8 of 8 John S. Cohoat Reputation Management — %j/ Sf Jltfc3m Page 1 of 9 I M 4' 9 5 1 1' / 5 JI B Brookshire Golf Course - Reputation Management Report - 7(1512011 Report Data: Brookshire Gall Course -11110 Brookshire Cannel. Ito 46033 - (31)1530-0375 - hhpelwww.bronkshiregoll.aom Reputation Management Score: 44 Presence: Good The Reputation Management score fore business combines saturation and depth of directory listings with overall prominence In combined search results. Scores are one scale of 0-100. Ways to Improve Your Score Priority 1: Priority 2: Priority 3: Priority 4: Priority 5: © Add a business description on Manta -`� Add a business description on Google Places Add your listing to Yelp Add your website and a business description on Best of the Web Local - Add your listing to Golf&ink.com What Your Score Means 0.20 Minimal Presence 2140 Fair Presence 41-60 Good Presence 6180 Excellent Presence 81 -100 Maximum Presence Businesses with your score tend to have: • Presence In organic (unpaid) search results on major search engines. • Basic listings in many local search and online yellow pages sites. • Some additional information in local search and online yellow pages sites. • Some ratings and reviews. httn: / /207.114.187.115 /PrintRenorts/Prin tRenort. asnx ?1d= 125 563 &wn id =1255 71 &the... 7/19/2011 Reputation Management Brookshire Golf Course - Reputation Management NReport - 7/15/2011 1nnc fh hfOOxsnlms °LLCOm • Report Data: Brookshire Golf Course -12120 Brookshire Cermel, Your Presence on Search Engine Sites Chart t-. Appearance of Your Business in Seal n: Emilie Results toi Yom Business Cate;;ory and City This chart highlights key results in a search engine query (Google, Yahoo!, Bing!, Ask) for your business category and city. We identify top-ranking directories in the query results and measure the quality of your listing In each directory. The analysis identifies what potential customers are likely to see when they've information. We allsso of identify the rank ng and are if any) of your own website. Your business information Is: • 0% complete on golflink.com • 100% complete on local.yahoo.com • 33% complete on manta.com • 0% complete on yelp com • 100% complete on yellowpages.com • 50% complete on molopages.com • 75% complete on yellowbol.com • 100% complete on farebook.com • 0% complete on yellowpages.aotcom Your business webslte appears 2nd In search results for major search engines. Page 2ot9 Links to directory s!tse Chant 2: Appearances of Your Bueli dSS in Search E :ginn Pas ihts !c: Tulin Business Name and City This chart highlights key results in a search engine query (Google, Yahoo!, Bing!, Ask) for your business name and cry. We identify top. ranking directories in the query results and measure the quality of your listing in each directory. The analysis Identifies what potential customers are likely to see when they've heard of your business and are seeking further Inlomiation. We also identify Om ranking Qf any) of your own website. Your business information is: • 0% complete on golflink.com • 100% complete on tacebook.com • 100% complete on yetlowpages.lycos com • 10n %compete on thegolru urses net Your business wcbsitc appears 1st in search results for major search engines. Search engine site httn: //207.1 14.187.1 15/PrintRennrtq/PtintR enort.asnx ?Td= 125563Rrwnid= 125571 &the_. 7/19/2011 Reputation Management Page 3 of 9 Brookshire Golf Course - Reputation Management - 7/15/2011 Report Data: Brookshire Golf Course -12120 Brookshire Carmel, IN 45033 - (317/530-0375 - bnp:Ihvww,brookstlreyolf.com Search Engine Results This table shows natural search results at Google. Yahoo!. Bing!, and Ask for your business category + city. Your Reputation Management score Is displayed for each site. = The site domain was found using this search Engine © = The site domain was not found using this search engine Search Terms e "Carmel, IN' + "Golf Course" Depth of information about your business on Site Name Site Dotalls Rank Gooqle Bing/Yahoo this site tmelink. con Category Specific 1 0 :no. snlreenif corn 2 .t Probable Business Name 3 Match carnal- homesrorsale con 4 aumcreekncme cam 6 local )anon com Local Search 7 mania corn Social Networking 8 Cr000edsl ck a5 10 stracka Com 11 alumt :eekne corn 12 a2_c;pr corn Internet Yellow Pages 13 ,.e.nlakescluo cnm 14 spanmenlnomelmna. corn Probable Business Name 16 Match spnngn,Ilsuiescalmescom 19 rwinlakeseolfcluo cOn 20 z:orldook com 21 41 005 22 Inelocal oe .rercom Probable Business Name 23 Match .yee g com Social Networking 25 pose 152 26 0 0 100 33 0 1,ten- / /ln-f 1 tel 1R7 1 l5/ PrintRennrts/ PrintRenort. acnx9ld= 125563Rewnid= 125571Rrthe.. 7/19/2011 Reputation Management Page 4 of 9 Brookshire Golf Course - Reputation Management 77115/2011 Report Date, Brookshire Go!' Course -12120 Brookshire Carmel, IN 66033 - 13171580 -0375 - Mtp Ilwww.MoOiiShireBolt 00m Search Engine Results This table shows natural search results at Goggle, Yahoo!, Bing!, and Ask for your business name city. Your Reputation Management scare is displayed for each site. = The site domain was found using this search engine ©= the site domain was not found using this scorch engine Search Terris • -Brookshire Golf Course- s "Carmel, IN' Site Name Site Details omnksbreq nif. corn 1 cTaCc com Category Specific 3 Depth of information about your bu Rank G000le BinglYahoo site Probable Business Name 4 golf Match Matching Link 7 Probable Business Name 9 1igtbcc'O1 Match Matching Link Probable Business Name 10 narnllsoncounrvgoif com Match titiLnaldrtk itdys$ahcno_ce corn reddonnnuv con ncelromta Cam ton185 era rndeednom node corn la 1.5 Tow con, calm corn unto ce. cram oeslca rmelnomea.c037 Oeacer cam grnicoursesco.de corn Probable Business Name Match Matching Link Probable Business Name Match Matching Link Probable Business Name Match Matching Link Probable Business Name Match Matching Link Probable Business Name Match Matching Link Probable Business Name Match Matching LIC 11 12 15 10 17 19 21 22 23 25 29 31 32 gall aule com Probable Business Name 33 Match Q 0 ess on this 11A 197 115i PnrinrRennrts /PrintRenertasnx ?Td= 12556,3 &wnid = 125571 &thc_ 7/19/2011 Reputation Management Brookshire Golf Course - Reputation Management Report - 7/15/2011 Report Data: Brooksliirn Golf Course -12120 Brookshire Cannel. IN 46033 ' 1091500 -0375 - http l Your Presence On Directory Sites Chart 1: Percent of Directory Weusites Listing Your Business This chart shows breadth of coverage in directory sites organized by site type, including Internet Yellow Pages, Local Search. Regional Sites, Social Networking, Category Specific, and Online Directories. Your business information appears on: 66% of Internet Yellow Pages 0% of Regional Directory 37% of Social Networking 92% of Directory Assistance 67% of Local Search 10% of Category Specific Page 5 of 9 brooksfiiregoll.com Chan 2: Depth of Inforn:aricn about Your 8USIYes2 on 0:fectei v SI This chart shows depth of coverage across all directory sites. 'Basic Listings' contains name, address, and phone number. 'Additional Contact' includes web addresses, toll - free or second phone, email address, and fax number. 'Business Profiles' refers to any description of products. services, payment methods, and other offerings. 'Ratings a, Reviews' indicates whether we found reviews or ratings for the business. Across all directory sites: • 53% contain Basic Listings for your business • 44% contain Additional Contact Information • 44% Business Profiles • 22% Ratings and Reviews Type of airectary site 5J. Type on business Information httn•//7117 1 Id 1S7115/PrintRrnnrle/P6ntRPnnrt ncnc91 r1= 17S56-A.Wtrnir1= 175571R/the 711Q /7(111 Reputation Management Page 6 of 9 Brookshire Golf Course - Reputation Management .1/1512011 Report Data: Brookshire Gall Course -12120 Brookshire Carmei.IN 16033 - 13171580 -0375 - http.Ilwww. bronhshire001tcam Information about Your Business on Each Directory Site Surveyed This table shows how you appear in top-ranked directory sites. = The directory site contains this information about your business 0 = The directory site does not contain this Information about your business ? = The directory site may contain this information, but results were inconclusive NA = This type of information IS NOT available on the directory site Site Basic Additional Business Ratings S Comments (Site Site Type Rank Listings_ _Contact Profiles Reviews _— . -- Category 1 0 o o o Goldin', com Specific Directory NA NA Content from Localeze; Featured IVNICPAges corn Assistance 1 - Listings by YP.com vP co 1 IYP 1 The New Yellowpages corn Yahoo' Local Local Search 1 Regional I © © © NA HelloMetro Network, Reviews by Hctlelncianapots corn Directory CitySearch Social Check NA rar5ook Networking Phone con, 2 © 0 0 © Paid listings only kTravelGmd•• Specific Addresses corn Directory 2 NA NA NA Powered by YP,com Assistance Supepaibes . corn IYP 2 7 Business info and reviews Goodie Places Local Search 2 0 0 aggregator Regional NA NA NA TheC�lyOLCOm Network neCUvQl nd ni dneOOiS Cp 2 Directory Social 2 0 0 0 Y 0 elr Networking Category 3 Check NA NA No method to update listings TnGgiGuurses cp!': Specific Phone Directory 3 o NA Powered by WhiIePages. com ?1J = Reputation Management Page 7 of-9 Brookshire Golf Course - Reputation Management - 7/15/2011 Report Data Brookshire Golf Course -12120 Brookshire Carmel, IN 46033.1317156041375 • htipJlwww.brookshiregoltmm Reputation Management Score: Ratings of Your Business: A Selection Sites Containing Ratings of Your Business This chart shows sites we have found that have ratings of your business. You can click on the site links to see the business listings and ratings . 44 Presence: Good :Site Site Type Site Rank Number of Ratings Average Rating GoitLink corn Category Specific 1 0 Yanoo!Lscn6 Local Search 1 1 G000031aCes Local Search 2 0 MMyTravetGuidc corn Category Specific 2 0 'els. Social Networking 2 0 AOL VellowPares Internet Yellow Pages 3 0 Btna Business Portal Local Search 3 1 Cgysearcb Local Search 5 2 Dc ,Knows Internet Yellow Pages 5 0 isomer Pages Social Networking 6 1 merchant Circle Local Search 6 0 Locatcom Local Search 7 0 Mojp Fegea Social Networking 7 0 5w,tcl OQ0 Internet Yellow Pages 7 0 YeilowBot Internet Yellow Pages B 0 Kudzu. corn Internet Yellow Pages 9 0 LocalSeareh corn Local Search 9 0 Ope:.lsl Local Search 13 0 AreaGmdes not Local Search 14 1 Fronlie =Pages Internet Yellow Pages 16 0 httn- //707 114 1R7 11 S/PrintRennrts /PrintRPnnrt asnx71r1= 12..5Sfil&wnirl= 175571 &the 7/10/2011 Reputation Management Page 8 of 9 Brookshire Golf Course - Reputation Management Report - 7/15/2011 Report Data: Brookshire Golf Course -12120 Brookshire Carmol, IN 40033 • (317)580 -0375 - M1p:Ilmvw.brookshire0011.com Reviews of Your Business: A Selection Shown below is a selection of reviews et your business tram popular review sites. You may browse through all of the reviews or select a specific review site from the list below. Date Review Rating Source Reviewed — — yp.ct m 2005/08/03 19 Needs.Letter mainta :nence by a YP.com User Brookshire Golf Club in Carmel is a matmo course that offers... 1D Challenging course not well mainla.ned by Christy B. PROS: Challenging holes CONS: Poorly maintained Needs better mainla mence by Christy B. Brookshire Golf Oub in Cannel is a mature course that offers a good combination... n eqa a net Y:+..�.: y'r httn- //207 1 14 1 R7 11 S/PrinlPennrtc /PrintRennrt acnx71d =1255filRr.an7 d= 125571.G.the... 7/19/2011 Reputation Management Page 9 of 9 Brookshire Golf Course - Reputation Management Report - 7/15/2011 Report Dee: Brookshire Golf Course . 12120 Brookshire Camel. IN 46033 - (317)500 -0375 • etp:llwww.bmokshlregolf.coat Mentions of Your Business: A Selection In the table below, we display selections from news sites, social networking sires, blogs, and other saes with free -form content. These selections are likely to include mentions of your business. Date Published 08(04/2008 Source indy-biz cool Reputation Management Store: 44 Presence: Good Mention Rainmakers to Host 4): Annual Plato Parts Goon : ind: -Biz by Hosted at Brookshire Golf Course, 12120 Brookshire Parkway in Carmel, the day will consist of an 18-hole golf scramble, live music. food and networking opportunities. All proceeds will be donated to the Knotek family.... The Walkers. Golf wit Daa by It is still a bit surprising that Alex calls his Dad -Jett the majority of the time! Before heading 08/17/2008 ms�GOgspntconr out to the driving range at Brookshire Golf Course. Jeff made Alex a breakfast of champions. wafkarpho Preedcm- 2-Cnoose Scoi'iand'y Smokm.g cap ov ertl4treC ny potolar by "- Brookshire Golf Course' so many golfers opposed to the ban that Brainard decided to 07/09/2011 tocscotlandtblogspot atom reverse the executive order.' Posted by Belinda at 12:19 Email This BlogThis! Share to Twitter Share to Facebook Share to Google ... 07/28/2008 07/232010 indybiz.com r.f blog.retroduck.com Appointment of- New Duector at Operations for Brookshire Golf Course by Cannel, IN — David Van Bruaene has been appointed Director of Goff Operations for Brookshire Golf Course. Other full -time staff members at Brookshire Golf. Reif oDu,:,.tiom Blog Looking for Sornetnirug joDo Trra Weecend? by Sunday, July 25th. is the Annual Rick's/RI,/ golf outing at Brookshire Goff Course. $75 per person 4 people per team. sign up no later then July 11th. Dinner, prizes and awards happen at the Riv directly after the outing.... ConL;ct us I Repu!algn !,tanepement ist ter /P)n7 114 1 R7 115/ PrintRenorfa/ PrintRenort . aanx 9id= 125563Xwnid= 125571&the._ 7(19/2011 eoSershlp Revenue can Fees in Fees Inge Fees her Gott Revenue sl Golf Revenue Shop of Hard GaAs 'If Soft Goods al Pro Shop Sales M and Beverage 36,024 01 tack Bar 0,847.92 5,779.83 4,48]58 4,484.28 3,843.52 851.62 1205.20) 48,090.23 ;ales - Food 41.67 56.02 889.81 4,237.96 5,]14.12 1157 129.53 1.92500 5.445.63 8,300.00 7,970.37 7,690.51 4,69909 6,004.44 5,110.42 624.77 0.93 22,854.84 Sslas - Non AlcC Beverages (109.121 Sales - s - Foodholk Beverages 18.29 2080 789.50 2,708 02 3,38634 370255 3,951.16 3.237.98 2,455.58 1,776.39 1109.12) Sundries - Food end Beverage 561.39 12,389.81 15,400.46 10,320.64 17521.30 12,419.21 13,024.26 10.73033 1,976.53 120435) 105,4 Mal Bar serer ]1.53 200,25 3, anquet 14,808.87 Sales - Banquet Food 1,110.52 1,870.19 153.00 37037 1.199.59 808.89 ]0944 1,522 0 (1,522.40) 1,546.05 (736) Sales - Banquet Alcoholic Savanna's (> 33) ne sundries - Banquet 14,802.01 OBI Banquet and Revenue 1,118.52 1570.19 153.00 370.37 1,197.59 808.89 782.08 5,785,07 1,170.25 1,548.05 4a1 Food and Beverage Revenue 1,190.05 20825 5.374.50 12,542.81 15,770.83 18,518.43 10.430.19 13,201.29 15,60093 11,900.58 3,522.59 (29435) 120263.17 309041 850,59247 al Revenue 13,083.05 x49.3] 37,084.27 98,203.00 131,88720 117,05].8 > - _119,11249 103,057.53 90,26191 58,08549 62,839.12 January Febmary Marsh M41 5113,775.00 30.00 747.66 240.00 3000 50,503.00 12,280.00 4,25] 01 4,020.00 876.04 11,792.66 30.00 29,733.05 86.32 14.02 13.08 100,34 13.08 $050.00 54,980.06 13 095.33 8,135.00 421.11 Brookshire Gott Course lamme Statements For the Month Ending December 31, 2010 May $1 740.00 82,003.10 19,385 05 8,01000 330.46 70,092.30 109,549.81 1,399.07 2,628.04 3,100.03 527.57 2,94085 3,267.76 June July (5t 400.001 72,46233 75,767.44 12.485.05 12,88449 8,16500 4,775.00 1,500.36 212.15 August September October November 63,017.52 11,33176 5,080.00 2,930.15 52,950.00 51.524.72 12,737.15 3,950.00 312.94 91,232.78 93,618.08 8233945 71504.51 2,653.27 3,167.69 3,172.90 3,853.41 3,895.39 4,343.89 1,976.84 5,580.68 6,387.78 0308.68 7,063.22 7,516.79 $6,150.00 33218.03 9,350.70 2.295.00 74.77 535,625.00 12,402 65 8,728.97 2,345.00 49.04 51,0E18.50 57410.68 3,333.50 2,280.00 4,583.97 '03551 095.26 1234.58 (13.96) December YTD $1,725.00 741.25 186.92 $87,115.00 458,597.90 103,770.11 43,025.00 0,538.74 2.653.17 079,044 .75 439,5 1.00234 22,926.42 28,37211 (13.98) 7,92] 47 6,096 41 1,905.80 144159 51,284.55 ST OF GOODS Seth o Shop 87935 1,839.83 2.170.00 1,857.29 2,217,52 2,221.03 2.335.19 1,582.63 479.70 4,05110 2J 210.82 :cot of Sales al Hand Goods (418.90) 2,557.38 2 ,726.73 3,040.72 3215 78 1985,78 684.21 'Mat of Sales of Soft Goods 9.81 9.18 40430 2058.45 2,20743 6684 68.84 test of Sundries ut of Goods Sold - Pm Shop 007.17) 9.16 1,38365 3,990.09 4.457.43 4,414513 4,944.25 5,251.75 5,637.01 3,588.41 1,343 91 11843.65 48,155.81 and and Beverage 27,806.77 inack Bar 4,235.52 3,000.51 4,68231 5,40364 3,117.07 2,780.26 29.88 Coat of SWef - FON 189.42 507.75 3,750.71 4. 2,938.09 8.078.31 2490]0 18,3]052 Gen or Sobs - Alcohdlc Beverages 341.20 117048 2,308.75 2.25060 4,62630 158.49 2, 690.58 1,149.40 12.000.58 Cual G Saba - Non- Akoholc Beverages 1,69410 742.30 2.734.60 1488 B0 65].00 2.818.10 68.57 1,664.14 31.98 734.00 79759 41.90 Coal of SunrWes -Food and Beverage -- 58,92801 530.62 3,462.33 8,833.74 9,954,72 9,913.10 5,478.80 1130 243 5,927.00 8475.95 29.68 :ost of Goods Sold -Snack der 3anWet 3,015.00 1,033 10 ]9248 112.97 8.14025 Coal of Sales - Banquet Food 881 ,74 304.23 30.00 183.40 200.81 ' ^rd Bales- Banquet Ake-an Beverages 1341 449 449 i of Sales - Banquet NamAkvholk Beverages 999 110.15 311.85 70.50 I]9444 t of Sundries - Banquet 147.62 76.64 7.97 58.49 Cost of Goods Sold. Banquet 1.029.38 90.25 312.20 3,07518 107117 114.87 1,10431 70.50 276.37 7,145.99 Ml Cast of Goods Sold 622,19 83003 5,156.15 10.73182 14,412.15 17.402.94 10,422.85 1705535 11680.34 11,149.67 1,444,07 11,920.02 113.229.01 ass Pmt 12.460.80 (360.70) 31.92009 85471.95 117,275.05 99,65493 100,689.54 05,402.18 86,581.57 50,935.82 61,39505 (8,029.61) 737,362.66 'ERATWG EXPENSES Wary end Wages 23,092.39 20,974.79 2954265 32,775.52 40,945.52 1CA 1,500.97 1,40585 1,85208 2,393.84 3,025.85 Mari lnsunarce 4,048,14 4,940.14 4,948.14 4,040.14 4,946.14 )entail Insurmre 1116.02 189.02 148.02 180.02 100.02 tension Expense 2,032.40 2,008.70 2,020.19 2,024.90 2,024.90 Oecoidy 1078.13 87859 1,01395 1,158.02 1419.93 Yalu end Sewer 95.52 98.11 100.70 108.47 588,60 385 910.22 1,044.14 45445 33099 112.74 ,ale 155.16 155.16 155.16 155.18 155.10 9" -_h0ne 695,37 854,82 590.40 594.67 590.03 Telephone 90.11 91.83 90.54 92.08 90.67 7Repat and Mainlenarce 944.02 1 ,751.78 342.17 1,404,95 774.10 tram Removal 30562 117.09 49832 654,93 423.58 Equipment Repdrs and Mawensnc 1371.59 ¶334.10 702.43 1.117,88 968.67 9mal Tools and Egtpmenl 1,203.25 44.81 2327.44 'um 2,392.97 1.905.00 1.100.15 brtitzor 7,855.60 7.32070 'esuadae 010ac Grounds Supplies 1.608.23 3,059,03 (revel 72.00 54,50 5,00 Revel Per Diem 9340 - 93.00 111 Supplies and Expense 428.58 35061 204.53 305.59 221.73 Printing ¶63.92 Poa0e9e 931 983 Loaded Equipment 390.00 20,120.50 390.00 9,154.16 9.858,52 Insurance 9,000.00 alv rlsln9 387,00 598.00 387.00 1.068,25 Software Support 42000 500.00 1,00600 Other Professional Fees 73.37 Contracted Services 15300 53.50 90.00 233.00 3,194.00 Uniforms 368.65 141.52 38300 255.71 908.35 Licenses and Fees 1,000.00 90.00 135,00 45.00 Was, Subsapdons and Training 90.00 1.052.47 1,758.00 0,75 79.15 Charge Card Fees 111.71 84.54 533.80 1,378.77 1.89545 Miscellaneous 175.64 94.99 47.085,40 72.300.82 45,257.94 42,550.03 49,62523 35.631.35 34,152.34 459,444.78 3,471.85 5,395.51 3,352.06 3.11520 3.050.03 2,714,90 2,494.54 33833.28 4,948,14 7,419.21 4,046.141 4,948.14 4,948.14 4,940.14 741921 64,299.82 108.02 279.03 188.02 186.02 186.02 180.02 279.03 2410.20 2,025.44 3,061.29 20417,30 2.009.43 2,081.75 2,132.80 3,12281 26,691.97 2,211.70 2,59037 3,00675 3,595.33 2,52043 1,440.94 1,213.02 22.445.13 222.73 85985 551.52 12660 113.65 100.70 2,946.25 641.04 177.01 154.97 180.00 153 191.13 450.03 4,761.77 155.18 31032 155.16 155.18 155.16 1,708.78 479,81 363.46 1,32334 99431 895.60 54200 836.57 6.077.74 99.56 282.70 350,27 129.03 10484 100.14 104.84 1,641.49 321.43 77.04 1,079.09 62.97 593.46 730.42 (679.13) 7,433.90 20028 385.64 754.45 59829 385.09 388.91 282.43 4,970.20 939922 1,227.53 1,692.54 2,267.27 3,030.33 55,38 248.53 18,026.01 3.575.30 1,328.05 1,440.04 2,41890 2,170.55 1455.76 597.05 14,80840 19488.64 7,087.20 15,920.65 7,214.82 52000 85185.81 3,017.00 40500 3,422.00 B0.53 1,508.29 49.65 1,079.25 184.92 7,759.90 32.50 10.50 7.00 15.50 227.00 96.50 125.50 81.00 4900 31.50 7.00 570.90 420.85 197.17 875.90 160.75 947.50 120.33 (0.10) 4,064.94 3,140.81 4.67573 1945 11,82 18.89 98.40 10,007.87 12,919.83 29,683.02 11,444.57 70,755.71 390.00 1,455 96 176.681,24 9,000.00 59900 387.00 484.00 387.00 4,284.25 1000.00 3,02000 7337 80.00 15300 213.50 23300 80.00 133.50 4,808.50 695.73 230.81 585.74 357.52 357.52 278.69 168.79 4,734 03 14000 1,41000 1,757.50 313,50 79.00 5,130.37 2,181.51 3,820.52 1454.87 1084.78 1,030.97 186.13 14,04905 1,073.00 15.90 8598 068 1,453.27 Total Operaeng Expanses 40,207.38 59,84173 44,100.20 71,351,60 89,31328 109340.27 116700.49 120852.33 88,163.11 135.76214 51,774.85 52836.26 958,142.42 IET INCOME (LOSS) (27,74050) (70,22343) (12,174.11) 14,120.38 27.961.77 (9,091.34) (8,100.05) vaa.35.250 ,11`) - e -ac'= 396,46 __ 'v (78,826.322) __= 6a 9620.40 -'cvc(60,887.87) _a (250,779.50) Full Time Jan Feb March April May June July Aug Sep Oct GM /Superintendent $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 $7,200.00 Golf Professional $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 $4,200.00 Admin $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 Asst. Superinten $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 Mechanic $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 Full Time Totals $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 $21,200.00 Part Time Managem Asst. Golf Pro $0.00 $0.00 $1,200.00 $2,000.00 $2,400.00 $2,400.00 $3,600.00 $2,400.00 $2,400.00 $2,400.00 Grounds Foreman $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,900.00 $1,900.00 $3,000.00 $1,900.00 $1,900.00 $1,900.00 Snack /Banquet $300.00 $300.00 $800.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00 Cart Manager $0.00 $0.00 $1,000.00 $1,000.00 $1,800.00 $1,800.00 $2,700.00 $1,800.00 $1,800.00 $1,500.00 Cart Foreman /Main $0.00 $0.00 $1,000.00 $1,000.00 $1,800.00 $1,800.00 $2,700.00 $1,800.00 $1,800.00 $1,500.00 Evening Weekend Cart $0.00 $0.00 $250.00 $600.00 $750.00 $750.00 $750.00 $750.00 $750.00 $600.00 Evening Carts $0.00 $0.00 $1,000.00 $1,000.00 $1,800.00 $1,800.00 $2,700.00 $1,800.00 $1,800.00 $1,500.00 PT Manage Totals $1,800.00 $1,800.00 $6,750.00 $8,300.00 $11,650.00 $11,650.00 $16,650.00 $11,650.00 $11,650.00 $10,600.00 Part Time Grounds Seasonal 1 $0.00 $0.00 $1,000.00 $1,000.00 $1,700.00 $1,700.00 $2,500.00 $1,700.00 $1,700.00 $1,700.00 Seasonal 2 $0.00 $0.00 $1,000.00 $1,000.00 $1,700.00 $1,700.00 $2,500.00 $1,700.00 $1,700.00 $1,700.00 Seasonal 3 $0.00 $0.00 $1,000.00 $1,000.00 $1,700.00 $1,700.00 $2,500.00 $1,700.00 $1,700.00 $1,700.00 Seasonal 4 $0.00 $0.00 $1,000.00 $1,000.00 $1,700.00 $1,700.00 $2,500.00 $1,700.00 $1,700.00 $1,700.00 Summer 1 $0.00 $0.00 $0.00 $0.00 $400.00 $1,500.00 $2,250.00 $1,500.00 $400.00 $0.00 Summer 2 $0.00 $0.00 $0.00 $0.00 $400.00 $1,500.00 $2,250.00 $1,500.00 $400.00 $0.00 Summer 3 $0.00 S0.00 $0.00 $0.00 $400.00 $1,500.00 $2,250.00 $1,500.00 $400.00 $0.00 Summer 4 $0.00 $0.00 $0.00 $0.00 $400.00 $1,500.00 $2,250.00 $1,500.00 $400.00 $0.00 Part Time Retiree $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Part Time Gr Totals $800.00 $800.00 $4,800.00 $4,800.00 $9,200.00 $13,600.00 $19,800.00 $13,600.00 $9,200.00 $7,600.00 Part Time Pro Shop Counter 1 $0.00 $0.00 $0.00 $1,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $1,500.00 Nov Dec Totals $7,200.00 $7,200.00 $86,400.00 $4,200.00 $4,200.00 $50,400.00 $3,800.00 $3,800.00 $45,600.00 $3,000.00 $3,000.00 $36,000.00 $3,000.00 $3,000.00 $36,000.00 $21,200.00 $21,200.00 $254,400.00 $1,500.00 $0.00 $20,300.00 $1,700.00 $1,200.00 $21,400.00 $600.00 $600.00 $11,000.00 $1,000.00 $0.00 $14,400.00 $1,000.00 $0.00 $14,400.00 $500.00 $0.00 $5,700.00 $1,000.00 $0.00 $14,400.00 $7,300.00 $1,800.00 $0.00 $101,600.00 $1,200.00 $0.00 $14,200.00 $1,200.00 $0.00 $14,200.00 $1,200.00 $0.00 $14,200.00 $1,200.00 $0.00 $14,200.00 $0.00 $0.00 $6,050.00 $0.00 $0.00 $6,050.00 $0.00 $0.00 $6,050.00 $0.00 $0.00 $6,050.00 $800.00 $800.00 $9,600.00 $5,600.00 $800.00 $0.00 $90,600.00 $500.00 $0.00 $13,000.00 Counter 2 $0.00 $0.00 $0.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 Counter 3 $0.00 $0.00 $0.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 Counter 4 $0.00 $0.00 $0.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 Counter 5 $0.00 $0.00 $0.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 Counter 6 $0.00 50.00 $0.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 $200.00 Counter Totals $0.00 $0.00 $0.00 $2,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $2,500.00 Part Time Carts Cart 1 $0.00 $0.00 $0.00 $600.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Cart 2 $0.00 $0.00 $0.00 $600.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Cart 3 $0.00 $0.00 $0.00 $400.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Cart 4 $0.00 $0.00 $0.00 $200.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Cart 5 $0.00 $0.00 $0.00 $200.00 $800.00 $800.00 $800.00 $800.00 $800.00 $800.00 Cart Totals $0.00 $0.00 $0.00 $2,000.00 $4,000.00 $4,000.00 $4,000.00 $4,000.00 $4,000.00 $4,000.00 Snack Bar SB1 $120.00 $120.00 $400.00 $600.00 $600.00 $600.00 $600.00 $600.00 $600.00 $600.00 SB2 $120.00 $120.00 $200.00 $500.00 $600.00 $600.00 $600.00 $600.00 $600.00 $500.00 SB3 $120.00 $0.00 $100.00 $400.00 $600.00 $600.00 $600.00 $600.00 $600.00 $500.00 S84 $0.00 $0.00 $0.00 $200.00 $600.00 $600.00 $600.00 $600.00 $600.00 $400.00 585 $0.00 $0.00 $0.00 $100.00 $600.00 $600.00 $600.00 $600.00 $600.00 $200.00 Snack Bar Totals $360.00 $240.00 $700.00 $1,800.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $2,200.00 $27,160.00 $24,040.00 $33,450.00 $40,100.00 $52,050.00 $56,450.00 $67,650.00 $56,450.00 $52,050.00 $48,100.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500.00 $400.00 $200.00 $200.00 $200.00 $200.00 $1,200.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $400.00 $120.00 $200.00 $120.00 $100.00 $120.00 $0.00 $0.00 $0.00 $0.00 $700.00 $360.00 Total Part Time $36,500.00 $24,160.00 $1,400.00 $1,400.00 $1,400.00 $1,400.00 $1,400.00 $0.00 $20,000.00 $5,800.00 $5,600.00 $5,400.00 $5,200.00 $5,200.00 $27,200.00 $5,360.00 $4,760.00 $4,340.00 $3,600.00 $3,300.00 $21,360.00 $260,760.00 $515,160.00 115 hours per week 8 per hour Asset No. Date CO05309 4/21/2004 F000038 1/1/1997 C008724 1/1/1992 BGC0059 7/17/2007 BGC0060 7/17/2007 BGC0061 7/17/2007 C005276 7/17/2007 BGC0018 7/17/2007 BGC0013 7/17/2007 BGC0014 7/17/2007 BGC0064 7/17/2007 BGC0065 7/17/2007 C005289 7/17/2007 .0009538 7/1/2003 '0005299 7/17/2007 0008637 1/1/1992 C008638 1/1/1992 C008725 1/1/1992 C008726 1/1/1992 C005303 7/17/2007 C005302 7/17/2007 C00Q722 10/23/2007 COL .3 10/23/2007 C009724 10/23/2007 C009725 10/23/2007 C009726 10/23/2007 C005270 7/17/2007 C005275 7/17/2007 C005295 7/17/2007 C005298 7/17/2007 C005281 7/17/2007 0009523 12/9/2002 BGC0015 7/17/2007 8000056 7/17/2007 8000057 7/17/2007 8000058 7/17/2007 C005274 7/17/2007 5000016 7/17/2007 BGC0000 7/17/2007 8000037 7/17/2007 BGC0038 7/17/2007 BGC0039 7/17/2007 BGC0040 7/17/2007 B GC0041 7/17/2007 8000043 7/17/2007 5000044 7/17/2007 BC )45 7/17/2007 8000046 7/17/2007 BGC0047 7/17/2007 8000050 7/17/2007 6000051 7/17/2007 Exhibit E Brookshire In Description COMPUTER DESKTOP BATTERY BACK UP TABLE ROUND WEED EATERS WEED EATERS WEED EATERS BOOKCASE 4 SHELVES TABLES 4 TOP (4) BAR STENO WARMERS /STEAM (3) 8' SERVING TABLES (2) BLOWER BLOWER 20" TV MONITOR FLAT FILE VERTICAL 4 DR CHAIR FABRIC BURGUNDY CHAIR FABRIC BURGUNDY CHAIR FABRIC BURGUNDY CHAIR FABRIC BURGUNDY BOOKCASE 7 SHELVES CABINET METAL FILE CABINET 4 DRAWER FILE CABINET 4 DRAWER FILE CABINET 4 DRAWER FILE CABINET 4 DRAWER FILE CABINET 4 DRAWER CHAIR EXECUTIVE BLACK FILE LATERAL 4 DRAWER CHAIR EXECUTIVE BLACK FILE LATERAL 4 DR COFFEE MAKER 2 BURNER PRINTER OUTDOOR GREEN GLASS TABLES (3) MOWER PUSH 21" CUT GXJS60H122821 MOWER PUSH 21" CUT GX14SZA025611 MOWER PUSH 21" CUT GXJS63V147633 CREDENZA SMALL BLACK KEN OUTDOOR WOVEN CHAIRS GREEN(18) DISHWASHER/SINK SPRAY JET FAIRWAY MOWERS CUTTING UNIT M0022MB061383 FAIRWAY MOWERS CUTTING UNIT M0022MB061414 FAIRWAY MOWERS CUTTING UNIT M0022MB061397 FAIRWAY MOWERS CUTTING UNIT M0022MB061385 FAIRWAY MOWERS CUTTING UNIT M0022MB061413 FAIRWAY MOWER CUTTING UNITS M0022M6061384 FAIRWAY MOWER CUTTING UNITS M0022M6061386 FAIRWAY MOWER CUTTING UNITS M0022MB061396 FAIRWAY MOWER CUTTING UNITS M0022MB061387 FAIRWAY MOWER CUTTING UNITS M0022M6061398 MOWER TRIMMER CUTTING UNIT M0026AX120820 MOWER TRIMMER CUTTING UNIT M0026AX120813 nei.ew o-roinnnnFG RIITnNf IINIT M0026AX120832 v_ e_ ntor Serial Number 0033044754 PB9642041889 FROM CT TO GOLF 251216108 NO SNO FOUND 251216072 STORAGE SHED BL20100850 2627510 BAR M UL5016E 0075956 KEN FROM CT TO GOLF FROM CT TO GOLF FROM CT TO GOLF FROM CT TO GOLF STORAGE OFF PR STORAGE OFF PR KEN KEN DAVE KEN KITCHEN SONDO125475 Category COMPUTER COMPUTER FURN FIX OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV COMPUTER OLDINV FURN FIX FURN FIX FURN FIX FURN FIX • OLDINV • OLDINV FURN FIX FURN FIX FURN FIX FURN FIX FURN FIX OLDINV OLDINV OLDINV OLDINV OLDINV COMPUTER OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV Cost 0.00 195.00 200.00 200.00 200.00 200.00 240.00 250.00 300.00 300.00 300.00 300.00 335.00 350.00 380.00 400.00 400.00 400.00 400.00 400.00 431.00 500.00 500.00 500.00 500.00 500.00 500.03 500.00 500.00 500.00 525.00 559.00 600.00 600.00 600.00 600.00 700.00 720.00 767.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 BGC0046 7/17/2007 BGC0047 7/17/2007 BGC0050 7/17/2007 BGC0051 7/17/2007 BGC0052 7/17/2007 C005278 7/17/2007 BC 81 7/17/2007 BG00082 7/17/2007 BGC0083 7/17/2007 BGC0084 7/17/2007 BGC0085 7/17/2007 C005277 7/17/2007 C005268 7/17/2007 C005269 7/17/2007 C005297 7/17/2007 C008703 1/1/1994 BGC00002 7/17/2007 C005301 7/17/2007 C005287 7/17/2007 BGC00003 7/17/2007 BGC0019 7/17/2007 BGC0025 7/17/2007 BGC0026 7/17/2007 BGC0027 7/17/2007 C005292 7/17/2007 C005293 7/17/2007 C005294 7/17/2007 C005296 7/17/2007 C005085 12/1/2005 C005048 4/1/2006 CC 72 7/17/2007 C005300 7/17/2007 C005304 7/17/2007 C009534 5/27/2003 F008027 1/1/2008 BGC054 7/17/2007 C005286 7/17/2007 BGC0062 7/17/2007 BGC0063 7/17/2007 BGC0071 7/17/2007 BGC0029 7/17/2007 BGC0030 7/17/2007 BGC0031 7/17/2007 BGC0033 7/17/2007 BGC0034 7/17/2007 BGC0035 7/17/2007 BGC0011 7/17/2007 BGC0075 7/17/2007 BGC0066 7/17/2007 BGC0073 7/17/2007 BGC0076 7/17/2007 BGC0077 7/17/2007 BGC0078 7/17/2007 BGC0079 7/17/2007 BC )80 7/17/2007 C005285 7/17/2007 BGCARTO i 12/1/2007 BGCARTO 12/1/2007 BGCARTO I 12 /1/2007 Rf7C A RTf1 12/ 1 /2lf17 FAIRWAY MOWER CUTTING UNITS FAIRWAY MOWER CUTTING UNITS MOWER TRIMMER CUTTING UNIT MOWER TRIMMER CUTTING UNIT MOWER TRIMMER CUTTING UNIT PRINTER ALL IN ONE TRAILER TRAILER TRAILER TRAILER TRAILER CREDENZA PUTTY DESK BLACK METAL DESK BLACK METAL DESK METAL PUTTY FILE 4 DRAWER LATERAL 4 TABLES (4TOP) SNACK BAR SAFE SENTRY KEN PREP STATION 48" W /CLEAVER KITCHEN 16 UPHOL ARM CHAIRS SNACK BAR CHAIRS (16) BAR GREEN MOWERS EXTRA CUTTING GREEN MOWERS EXTRA CUTTING GREEN MOWERS EXTRA CUTTING COMPUTER DELL CASH REGISTE COMPUTER DELL CASH REGISTE COMPUTER DELL CASH REGISTE DESK WOOD COMPUTERS LAPTOP COMPUTER- DESKTOP COMPUTER DESKTOP COMPUTER DELL 2350 COMPUTER DELL 2350 COMPUTER COMPUTER DESKTOP MOWER WALK BEHIND 36" PREP STATION W /SINK AIR SWEEPER AIR SWEEPER LARGE ROLLER GREEN MOWERS CUTTING UNITS GREEN MOWERS CUTTING UNITS GREEN MOWERS CUTTING UNITS GREEN MOWERS CUTTING UNIT GREEN MOWERS CUTTING UNIT GREEN MOWERS CUTTING UNIT 10 8 TOP TABLES MOWER GANG GRADER EZGO WORK HORSE WALKING GREENS MOWERS WALKING GREENS MOWERS WALKING GREENS MOWERS WALKING GREENS MOWERS WALKING GREENS MOWERS SLICER 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 7nnR Cl I IR CART M0022MB061387 M0022MB061398 M0026AX120820 M0026AX120813 M0026AX120832 KEN 042382700001375 042382700001374 042382700001376 042382700001378 042382700001379 MELISSA KEN KEN MELISSA M0022GB070419 M0022GB070423 M0022GB070568 KITCHEN /SNACK PRO SHOP PRO SHOP KEN 0035843274 0036503689 DAVE KEN KEN 30224054 37258173 343493253118 KITCHEN NO VISIBLE # 80219 # NO VISIBLE #'S M0022GB070571 M0022GB070418 M0022GB070570 M0022M13010100 M 0022 M 8010122 CAN'T READ OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV FURN FIX OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV B OLDINV OLDINV OLDINV OLDINV COMPUTER COMPUTER OLDINV OLDINV OLDINV COMPUTER COMPUTER OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV OLDINV MACHEQ MACHEQ MACHEQ MACHEQ 06271068 W DB B 1060X200932 1312037 04021230000691 04021230000698 04021230000697 04021230000700 04021230000112 KITCHEN P00806972207 P00806972208 PQ0806972209 P00RnR9722I n 800.00 800.00 800.00 800.00 800.00 800.00 850.00 850.00 850.00 850.00 850.00 860.00 900.00 900.00 900.00 1000.00 1000.00 1000.00 1049.00 1200.00 1200.00 1500.00 1500.00 1500.00 1500.00 1500.00 1500.00 1500.00 1530.00 1575.00 1700.00 1700.00 1700.00 1757.00 1800.00 1800.00 1894.00 2000.00 2000.00 2000.00 2200.00 2200,00 2200.00 2200.00 2200.00 2200.00 2748.00 2750.00 3000.00 3000.00 3000.00 3000.00 3000.00 3000.00 3000.00 3117,00 3200.00 3200, 00 3200.00 3200.00 L)VVVVI0 1 / III LVVI BGC0080- 7/17/2007 C005285 7/17/2007 BGCARTO 12/1/2007 BGCARTD 12/1/2007 BGCARTO ' 12/1/2007 BC RTO ' 12/1/2007 BGL. ,r2T0' 12/1/2007 BGCARTO t 12/1/2007 BGCARTO I 12/1/2007 BGCARTO ' 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTQ. 12/1/2007 BC RTO 12/1/2007 BC...,RTO. 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO ' 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCART' • 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BC RTO 12/1/2007 BG.,,,RTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 VV(1LI \IIVV •I\LLIVJ IVIV VVLI\J WALKING GREENS MOWERS SLICER 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART • 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART VYVL I LJVVVVI VV 04021230000112 KITCHEN P00806972207 PQ0806972208 P00806972209 P00806972210 PQ0806972211 PQ0806972212 PQ0806972214 P00806972216 P00806972218 PQ0806972219 P00806972222 PQ0806972224 PQ0806972226 PQ0806972228 PQ0806972229 P00806972230 PQ0806972233 PQ 0806972237 P Q0806972239 PC/ 0806972241 P Q0806972243 P Q0806972245 P00806972247 PQ0806972249 P00806972250 PQ0806972252 P Q0806972254 PQ0806972258 PQ0806871199 PQ0805871201 PQ0805871203 PQ0805871326 PQ0805871330 PQ0805871384 PQ0805872007 PQ0805872009 PQ0805872011 PQ0805872013 P00805872015 P00805872017 PQ0805872019 PQ0805872020 PQ0805872022 P00805872023 P Q0805872025 P00805872027 P Q0805872029 PQ0805872031 PQ0805872032 P00805872035 PQ0805872036 P00805872040 P00805872043 PQ0805872045 P00805872047 PQ0805872050 P00805872051 VLVIIV V JVVV.VV OLDINV 3000.00 OLDINV 3117.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACH EQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BC 2T0 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BGCARTO 12/1/2007 BC 10017/17/2007 C008701 1/1/1994 BGCARTO: 12/1/2007 BGCCART 12/1/2007 BGC0022 7/17/2007 BGC0023 7/17/2007 BGC0024 BGC0068 PROPCRI BGC0000 BGCARTO BGC0048 BGC0074 BGC0012 BGC0067 BGC0072 C005283 BGC0070 BGC0028 BGC0032 BGC0000 BGC0069 BGC0049 BGrO036 Et )42 BGC0086 BGC0053 VEHFRO0 BGC0054 7/17/2007 7/17/2007 11/21/2006 7/17/2007 12/1/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 7/17/2007 12/30/2000 7/17/2007 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART 2008 CLUB CART PHONE SYSTEM 6 PHONES FILE 4 DRAWER LATERAL 2008CLUB CAR TURF 2008CLUB CAR TURF WALKING GREENS MOWERS WALKING GREENS MOWERS WALKING GREEN MOWERS AERATOR BROOKSHIRE GOLF LEGAL FEES FRYER COMMERCIAL 2 COMPARTMT P00805872040 P00805872043 PQ0805872045 P00805872047 PQ0805872050 P00805872051 P00805872053 P00805872055 P00805872057 P00805872059 PQ0805872061 PC/0805872062 P00805872064 P00805872067 P00805872069 P00805872070 P00805872073 PQ0805872074 PQ0805872076 P00805872078 P00805872080 P00805872081 P00806872085 P00806872086 PQ 0806872087 PQ0806872088 P00806872090 P00806872091 P00806872092 P00806872094 HG0806871323 HG0806871322 M00220A021150 M00220A030894 M00220A030890 NO VISIBLE #'S 2008 CLUB CAR TURF 2 SAND BUNKER RAKE WORKMAN 80 CHAIRS BANQUET VINYL TRAILER UTILITY GATOR REFRIGATED UNIT DRINKS AERATOR GREEN MOWERS GREEN MOWERS FREEZER 2 DOOR SPRAYER MOWER TRIMMER FAIRWAY MOWERS FAIRWAY MOWER TOPDRESSER TRACTOR 2000 SILVERADO LS TRUCK UTILI TRACTOR RG0806871321 TC1200H010187 0720270160 WOTURFD001326 KITCHEN 521854 TC250AG03003 TC250AG030033 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 MACHEQ 3200.00 OLDINV 3351.00 FURN FIX 3500.00 MACHEQ 3500.00 MACHEQ 3500.00 OLDINV 3500.00 OLDINV 3500.00 OLDINV 3500.00 OLDINV 3500.00 GOLF 3640.00 OLDINV 3794.00 MACHEQ 4000.00 OLDINV 5500.00 OLDINV 5500.00 OLDINV 6020.00 OLDINV 6500.00 OLDINV 6500.00 OLDINV 6974.00 OLDINV 7700.00 OLDINV 9000.00 OLDINV 9000.00 OLDINV 9139.00 OLDINV 9700.00 OLDINV 11000.00 OLDINV 16000.00 OLDINV 16000.00 OLDINV 23000.00 OLDINV 28000.00 VEHICLE 28991.00 OLDINV 30000.00 260000270 TC2653D131268 TC32250020204 TC3225CO20218 100214 LV4400H240578 1 GCG29 U2Y E280433 LV4600P362118 BGG0042. BGC0086 BGC0053 VEHFR00C BGC0054 7/17/2007 7/17/2007 7/17/2007 12/30/2000 7/17/2007 I nil %V V ,, I •VIV V UVI \V FAIRWAY MOWER TOPDRESSER TRACTOR 2000 SILVERADO LS TRUCK UTILI TRACTOR TC3225CO20218 100214 LV4400H240578 1 GCG29U2Y E28043C LV4600P362118 OLDINV OLDINV OLDINV VEHICLE OLDINV 16000.00 23000.00 28000.00 28991.00 30000.00 5/12/2010 0:00 Justifications for 2011 Bud • et OM ME LINE NUMBER NAME AMOUNT S II•1 a 257 000 00 NE Decreased 110 Part-TIme Sala 258,500.00 allincreased Due to decease in full time budget numbers 120 Overtime 20000.00 5 Increased $10,009 due tioaer tat ous years numbers. = Total Salaries and wa es 1 535 500 00 MB 111111 NI Em I ee Bteus_ 200 Defected • wtion M 9,500.00 Eli .11 MI MN INE I= on It decrease 33,225.00 89,300.00 1.050.961 950.00 210 Em I er's Share of Soda! eSecu I 220 Em lc es Share of Heath Insurance 51 Deceased due to number or full Wier email Slicht decrease. No Increase PERF 28700.00 7775.00 IN Decreased due to number of full time em ,. 230 Em s Share of 240 Medkare iht Increase. MI • Mil Benefits $ 165 010.00 .1111 11.1 III. MI Total Emplgore Total Personal Services S. 700 10.00 MI I 5 500 00 4000.00 302 Office Su Iles Operatin S lies M $ 3 00,00 9,00100 MI5 ME t Ire-ease for Gas grill. illaPaSe dUe ilarY separation of Diesel and Uri Diesel Gas. MIMI 314 Gasoline 9 000.00 Decreased due to senaranon of and S S MINI NM .111 I. 55330 11111 lo 000 00 Increased based on past needs, used for building and WI* repairs and maintenance. I. 500.00 5 000 00 Ellanceased MI Increased based on past needs, used for cart oath stale and dietetic based on past needs, used for bunkers and toodiasing and for greens. 1 COO 00 Increased based on past needs, used for Interior and exterior paints. 370 R ir Parts _I S 9,500.99 5 000.00 1,51:61.00 2,000.00 Increased bawd on needs used for build • and kitchen parts. Small tools are Minor alulpment No increase. Used For hand tools and landscaping equipment. Increased used for inination repairs 381 Water Matiicenarre Su 11 389 Mier Maintenance .. Increased used for cleaning and maintenance lies for clubhouse and maInbanance shed. ME ME MI I Golf Course Justifications for 2011 Budget 1Brookshire I Page 2 ION er c• ES 39012 Safety Supplies $ 750.00 Increased based an •.st needs, used for safety a 9jpment and first aid for employees. 39040 Fab and Beverage 75,000.00 $ - Increased based on need and past performance. _ 39045 Retail Goods 39099 Other Miscellaneous $ 5,000.00 No Increase. Total Supplies $ 134,050.00 4 professional Services 400 Legal Fees S 2.000.00 I No Increase. 41903 Software Support Fees $ 1 500.00 Increase, used for P05 software support. 41999 Other Professional L 3 000.00 Increased used for consultino fees. Communication & Transportation 421 Po 421 Postage $ 500.00 Increase Increase. Used for mailings express mail tees. Increase based onpast Usage. 440 Teieptnne Una $ 12,000.00 ME $ 2 750.00 Increased based on usage. Used for cell - past phones. for te connection fees, 4 750.00 Decreased used for a past usage. Used for national conferences for Pro and Superintendent once a year. $ 6 000.00 Increased based ast usage. Used 43002 External Tralnins Travel . fon or $ 1 000.00 Decreased used for kcal train classes. 43004 Travel Per Diems 500,00 No Increase. 43005 Chamber Luncheon $ 50.00+. Increase Used for networking at Chamber of Commerce luncheon. Printing and Advertising: ME 95001 Internal Materials 4 9 000.00 MN 5 500.00 El Decrease. Used for scorecards and Byers. M 460 Classified Ads Increase. Used for bid notifications and lob openings. Insurance: 470 Workers Compensation $ 2 000.00 No Increase. Used for workers compensation benefits. 475 General Insurance $ 9 000.00 No Increase. Used for general fesurance through Adminlst atbn. _ Utilities: 480 Electric' $ 20 000.00 No lnaease. 7 e $ 3 000.00 •� No Increase. ��- Decreased 990 Gas $ 8 000.00 in 500.00 Increased due to rate than. -. Used In bar and strop. pro in Bye airs and Maintenance 500 Eaulpr rent Repairs & Maintenance $ 25, 000.00 Decreased for repairing clod course equipment and cart fleet. r • •s M.In .n t • Services 1 ,05 a No Increase Golf courb fertlllIlo�tbn and prottrbtares, seed, and supplies for the ame. 500.00 A becreasecT not used except forrpeclai a ants! MI 501 Building Repairs & Maintenance $ 15 000.00 Decreased for repairing buildings at both club house and maintenance areas. 501 -01 Trash Col ectbn $ 5,000.00 No Increase. Used for trash sevices and land waste. 20 000.00 Decreased for contracted services with supplies and service contracts. 1509 Other Contracted Services Brookshire Golf Course Justifications for 2011 Bu • •et Paq LINE NUMBER/ NAME AMOUNT DESCRIPTION OF CHANGE _ Rentals and Leases: 99 Other Rentals and Leases I $ 300 000.00 Increased due to In-0tlon and pkmp$tauon. Also for cart and equlpment leases. • • Other Services and Charges � 553 • •anlza0on & Membershl • Dues $ 4 000.00 Increased based on past usage, local and national dues for •rofesslonals and golf course. 1 . Alcohol lineal • for snack bar Person II tty Cash 000 cash registers and reimbursements. 560 Ciotti • & Accessories 56001 Unl $ 2 000.00 No Increase. Used for appropriate appearance by-all employees. 56006 Golf Soligoods $ 15 000.00 Increased based on past usage, Golf retail tams such as clothing. 56007 Golf Hardgoods I $ 20 000.00 Increased based on past usage. Golf retail Items such as clubs and balls. Total Other Services and Cl, g $ sas y �_ 7 Equlpme I 630 Furniture & Fixtures 5 5 000.00 Increase. Used for kitchen and snack bar equipment. 635 Grounds Maintenance Equipment $ 2,S00.00 Increase. Used for minor equipment for grounds. 6 32 Computer Equipment 01 Hardware S - _ No Increase. 02 Software S 2 000.00 No increase. For meter updates and software updates through PO5 provider. Total Equipment I S g 5050 0.00 Total Budget: $ 1,426,760.00 Increase due to irrigation and pump station otherwise decreased a U -- L $45 2011 Competitive Analysis $/$ = $ week /$ weekend Golf Membership Weekday Weekend Twilight Senior Cart Range Annual Rates Rates Rates Rates Rates Fees Plans Membership Rate w /cart(Indv.) Bear Slide Brookshire Fox Prairie Golf Club of Indiana Gray Eagle Ironwood Pebble Brook Plum Creek Prairie View River Glen Stony Creek The Fort Wood Wind $38 $26 $42 $35 $35 $29 $59 $90 $32 $22 $59 $34 $55 $47 $32 $48 $45 $48 $39 $69 $90 1 $42 $31 $69 $42 $21/$31 $35/$40 $20 $39 N/A $35 $29 $45/$55 $55 N/A $17/$19 $49 $24/$32 $29 Deduct $5 N/A $30 N/A $20/$35 $27 N/A $40 N/A N/A $39 $29 Information Source: Course Websites and Direct Phone Calls $17 $0 /Inc. $15 $10 $0 /Inc. $0 /Inc. no 1 $0 /Inc. $0 /Inc. $10 $8 -$14 $0 /Inc. $15/$17 N/A $400 N/A $350 N/A N/A $300 $700 N/A Inc. I $410 N/A $64/10bag $350 $3,600 $2,150 $2,198 I $2,000 I $1295 +Ca rt $1295 +Ca rt $2,095 L $3,000 I_ $3,950 I $2,250 $2,000 N/A I $1,870 SERVICES WE CAN PROVIDE YOU WITH PA System Projector Table Skirting Bartenders Beverage Packages Custom Linens Dish Ware GlassWare Flat ware Chafing Dishes SERVICES WE CAN ASSIST You WITH DJ's Catering Florist Cakes Roo m Layout Limo Service Brookshire Golf Course 12120 Brookshire Parkway Carmel, IN 46033 Phone: 317.846.7431 Direct: 317.4175070 — E-rnoii: deggeo@carmain.gov BANQU. 5 PRICE LIST ,_ #,nE CO Q Cl r C S O gc S Brookshire .Golf Course 12120 Brookshire Parkway Carmel, IN 46033 Tel. 31 7.846.7431