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Good Evening FOLB 2016 Membership Meeting

Join the FOLB membership meeting to learn about the mission, values, and vision of the organization. Explore areas of improvement, challenges, and opportunities in youth programs, turf conditions, financial/accounting system, marketing, and more. Discover the truth about the economic impact and value of the golf course. Help spread awareness and support effective changes.

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Good Evening FOLB 2016 Membership Meeting

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  1. Good EveningFOLB 2016 Membership Meeting

  2. FOLB • Genesis- 2008, USGA, 501 (c)(3); 60 paid members currently; effective members= approx. 130-150. • Mission-- To create the finest affordable golf venue for Fredericksburg residents and visitors • Values– Transparency, consensus • Vision Committee/Position on Renovation —Process= transparent and public (committee of 13 citizens, 25 hrs., 2 town halls, 3 focus groups) • What we are NOT –selfish, self-interested shills for the course.

  3. Areas of Improvement Youth Programs: From zero to--- FHS, FMS, Heritage, Ambleside, Little Linksters Hours donated = 775 in 2013; 1,000 in 2014; 1,500 in 2015 Volunteers needed!!

  4. Areas of Improvement Turf Conditions and Playability Financial/accounting system Monitor trends and measure status Marketing Value and Quality of product Reputation and credibility

  5. Historical Narrative • Old criticism vs. New Facts- subsidizing local golfers at taxpayers’ expense; annual $250,000 loss with no end in sight; no quantification of value, just focus on cost. • Early 2014– CVB study on average visitor spending, length of stay, etc. • July 2014– LCRA Economic Impact Analysis • June 2015– 2 separate references in newspaper ignoring new data repeating old narrative.

  6. Example: FY 2013 Financial Performance City Budget Online Golf Dept. = negative $234,719 LCRA Economic Impact to Community= $8,935,458 ** $4,881,087 from out of county***

  7. FY2013 =“Apples to Apples”Comparison of Economic Benefit vs. City Budget Accounting Entries

  8. City Budget vs. Economic Impact: A Case Study, FY 2013 Transfer $421,900= 1% of entire city budget “Cost”: A Component of “Value” Return on Investment Spent $421,900 (1% of city budget) = Between $3.5 and $8.4 million annually Parks Dept. 2 times the cost to taxpayersWHY much less controversial?Agreed expectations, Misinformation, Stereotypes, Subjectivity of Performance Standards

  9. Example #2 - CVB Formula/Methodology 2014 Economic Impact of $3.5 million (Budget interpreted to show negative $421,900) 2/3 of visitors stay overnight Overnight visitors spend $665 4,000 out of county golfers in 2014 Less the $65 already captured in the budget 4,000 x $600= $2,400,000 not reflected in the budget revenues

  10. Challenges, Solutions and OpportunitiesSpread TruthAvoid Personal AttacksEncourage Effective changesEmotion vs. Reason(facts vs. fear)Thank Youcontact– folbgc@gmail.com

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