Considerations for Non-Profit, Alternative

Golf Facility Development

Researched and Compiled by P. MacKenzie Hurd, Fellow

United States Golf Association Foundation
January 2001
 Considerations for Non-Profit, Alternative Golf Facility Development

TABLE OF CONTENTS

1. The Purpose of this Document Page 3

2. About the Author Page 3

3. Introduction Page 3

4. Why Golf? Page 3-4

5. Why Alternative Facilities? Page 4-5

5a. “Button Hole Short Course & Teaching Center” – One Example of Alternative Page 5

6. The Need for Visionary Leadership Page 5-6

7. Where to Begin Exploring Alternative Facility Development: Button Hole’s Process Page 6-8

8. Planning is Most Essential Page 8

9. Utilizing Committees to Plan Page 9

10. Different Sites, Different Requirements Page 9-10

11. Finding the Right Site Page 10-11

11a. Further Considerations in Researching Sites Page 11-13

12. Forming a 501 (c)(3) Tax Exempt Non-Profit Entity Page 13-14

13. Golf Course Design Page 14-17

14. Construction and Operation Costs: Existing Examples Page 17-19

15. Planning and Managing Construction Page 19-21

16. Physical Plant Requirements Page 21-23

17. Personnel Page 23-25

18. Golf Training and Education Page 25-29

19. Financing Page 29-33

20. Conclusion Page 33

21. Acknowledgements Page 33

22. Reference Information Page 34-35

23. Attachments Page 35+

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1. The Purpose Of This Document
Without any guidance alternative golf course development projects will inevitably encounter needless setbacks and
problems. The purpose of this document is to profile real-life examples of currently developed alternative facilities and
their experiences, offering a resource of information for future alternative facility projects. This document has been
developed with the aim of decreasing potential for setbacks with future projects. In order to make this profile of non-
profit, alternative golf facilities as comprehensive as possible, over 20 examples across the country have been surveyed
about their development and on-going operations, with a particular focus on the “Button Hole…short course & teaching
center” in Providence, RI. No blueprint or exact science exists for creating an alternative facility. With some
introductory tools in-hand and the knowledge of what other communities have experienced, an alternative facility that
fulfills specific needs can be efficiently developed.
2. About the Author
MacKenzie Hurd researched and compiled this document in conjunction with his final Fellowship project with the United
States Golf Association Foundation. Greater focus has been placed on the “Button Hole…short course & teaching center”
in Providence, Rhode Island, because Hurd spent eight months in 2000 working on the development of the non-profit golf
facility which caters to beginners, primarily youth. Input from Button Hole staff, volunteers and supporters was vital to
the compilation of this document. Prior to working at Button Hole, Hurd spent two years as a Programs Associate with
the USGA’s “For the Good of the Game” program. “For the Good of the Game” is a 10-year, $50 million grants initiative
started in 1997, which supports grass-roots golf programs across the United States for populations that have not
traditionally enjoyed access to the game.

3. Introduction
The majority of youth in America are exposed to a variety of sports during their upbringing. Even in urban settings,
where recreation space is normally scarce, kids usually have access to a basketball court and oftentimes a multipurpose
field where anything from baseball, to football, to soccer can be experienced. Due to the barriers of cost and access, in the
past, the game of golf has been a difficult sport for all people to experience and enjoy. Furthermore, as most of America’s
core sports (football, basketball, baseball and the emerging sport of soccer) have been integrated over the past 25 years, up
until recently golf remained particularly inaccessible for the majority of young people, especially economically
disadvantaged youth.

Through the 1990’s and into the new millennium a young prodigy from a multiracial background named Tiger Woods
took the amateur and professional golf ranks by storm. His prowess in the game, coupled with his diverse background,
catapulted golf into the national scene. Increasingly, a wide variety of people are actively pursuing the game. From the
plains of the Mid-West to the concrete structures of urban America, people - particularly youth – are becoming intrigued
about playing golf. In conjunction with this increased awareness and interest, the building of affordable, accessible golf
courses has been identified as a legitimate solution to break through the game’s barriers of inaccessibility and cost,
transforming it into a game for the masses.

4. Why Golf?
If you ask your typical golfer what makes the game so alluring, you will receive a multitude of answers. From the
difficulty and the standardized rules to the setting and the camaraderie - golf has an infinite number of fascinating
elements to offer. Taken individually, these often-virtuous elements appear relatively unrelated. Considered together, as
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they are presented in the game, these elements tend to mirror the huge variety of highs and lows that life itself also offers.
From character and integrity to honesty, resiliency and perseverance, golf has the uncanny ability to expose a participant’s
true mettle. Supporters of the game even go so far as to state that a round of golf with someone can tell you all you need
to know about a person. The thought is that how someone reacts to the trials and tribulations experienced in golf will
reflect how they react to those same circumstances in grander, real-life situations.

For many - especially those who begin learning the game at a young age - golf’s life lessons help define who and what
they become as human beings. The game’s ability to instill positive virtues and values in its participants has lead those
passionate about golf to find ways to make it available to everyone, regardless of economic stature or residence.

5. Why Alternative Facilities?

The barriers of affordability and accessibility in golf are being addressed through aptly named “alternative facilities.”
“Alternative facilities” are called such because they differ from the average 18-hole, regulation length golf course. For a
facility to be deemed alternative, it must provide the same experience as a regulation golf course, but offer a beginner-
friendly layout, and cost less money and take less time to play. The most effective alternative facilities are also the most
accessible; meaning they are in proximity to population centers. These population centers are typically comprised of
people who have not had an opportunity to learn the game.

Regulation courses are typically comprised of 18-holes, with the majority being par-4’s. The yardage and par of
regulation courses varies with one’s ability and selected tees, but generally, par runs between 68 and 74 with a length
between 4,500 and 7,000+ yards. An 18-hole round of golf on a regulation course normally takes between three and five
hours. Few other recreational sports are as time consuming or initially frustrating as golf, not to mention as expensive.
Average daily-fee courses charge anywhere from $10 to $75+ to play and cost from $2,000,000+ to develop. High-end
daily fee courses can cost several hundreds of dollars to play and many millions of dollars to build. Finally, private
courses typically require initiation fees and annual dues costing thousands of dollars. Even before you step onto the
course you must, at least, either purchase or rent golf clubs and a golf bag, as well as purchase balls.

Alternative golf courses address many of the above barriers to entry, including cost for the player and the developer. First
of all, alternative courses should be less expensive to build because they have shorter and (usually) fewer holes and
therefore require less land. Because they require less land, alternative facilities open a whole new realm of possibility in
terms of locations for a golf course, for example in the midst of densely populated communities (see “Finding the Right
Site” for more details).

Alternative facilities can have any number of holes, from one to eighteen. Normally though, in order to cut down on costs
and time of play, they are not more than nine-holes. As opposed to a regulation course, which consists of mostly par-4’s,
alternative facilities consist mostly of shorter, par-3 holes, ranging anywhere from twenty-five to 250 yards. With less
acreage to build upon and consequently maintain, the operation costs associated with an alternative facility are also less.
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These savings are passed along to the players, who pay less to use the course. Additionally, the course takes less time to
play and is typically easier for the beginning golfer, increasing retention rates, which have forever plagued sustained
growth in the game.

5a. “Button Hole…Short Course & Teaching Center” - One Example of Alternative
One such “alternative facility” named Button Hole is a 9-hole short course and learning center with a driving range and
practice areas, being developed (fully operational Spring 2001) close to downtown Providence, Rhode Island (population
150,000+). The mission of the facility is to offer golf to less fortunate populations, especially youth, who would not
normally have an opportunity to experience the game. According to estimates, 25,000 youths between the ages of seven
and seventeen live within a three-mile radius of the Button Hole site. The communities surrounding Button Hole include
a variety of socioeconomic populations, from low-income families who live in subsidized housing to middle-class
families who own their own homes and make a comfortable income. According to Providence school district records the
approximate ethnic breakdown of the population that Button Hole seeks to serve is: 41% Hispanic, 24% Caucasian, 23%
African-American, 11% Asian / Pacific Islander, and 1% Native American. According to the 1990 US Census, the
median income of households within three miles of Button Hole is $25,619. The Olneyville section of Providence, which
is one mile from Button Hole, is the city’s second poorest neighborhood, with a median income of $16,857. Twenty
percent of the residential property in this neighborhood is vacant or abandoned and only 15% of the housing is owner-
occupied - the lowest of any Providence neighborhood.

Similar to many metropolitan areas in the United States, children growing up in urban Providence have little or no
opportunity to become exposed to the game of golf because of a lack of accessible facilities in the area and costs
associated with learning and playing the game. Triggs Memorial Golf Course is the only public facility within the city
limits, but it does not cater to beginners with its lack of practice facilities and relatively difficult traditional layout (par 72;
6,522 yards; 71.5 rating; 129 slope).

Button Hole and other such alternative facilities are an answer - an outlet for the economically disadvantaged, especially
youth, to become exposed to the game and eventually allow it to shape their dreams about who they want to become and
how they want to get there. Alternative facilities provide an exceptional entree into golf for any newcomer, youth or
otherwise, by providing a less intimidating playing field from which to begin one’s experience of learning and playing the
game.

6. The Need for Visionary Leadership

Examples of successful alternative non-profit facilities all have one particular thing in common: visionary leadership. A
visionary, as defined by Webster’s Dictionary, is “a person or group with impractical or fantastic ideas or schemes.” A
visionary leader is necessary with alternative course development simply because the process is not an easy one; the
energy level is critical. There will always be dissenters that will insist the project cannot be done or will not succeed.

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Alternative non-profit projects need leadership that will continually push forward no matter what obstacles are thrown
their way. Visionary leadership is necessary to recruit volunteers, fundraise, and keep the project headed in the right
direction.

In Button Hole’s case the visionary is Ed Mauro, Jr., a past president of the Rhode Island Golf Association and former RI
State Amateur Champion. Mauro’s idea to build a course primarily for youth in Providence was born after USGA
Executive Director, David Fay, brought him to a New Jersey short course in Summit. While walking past the first tee
Mauro saw two businessmen paired with two area youth. Mauro wondered which group learned more from each other, the
youth or the adults? Mauro was immediately enamored with the idea of bringing affordable, accessible golf to Rhode
Island; a small state in size with a rich golf history. The first US Amateur and US Open were played at Newport Country
Club in 1895 and the well-respected Northeast Amateur Tournament is held in Rumford, RI every summer. Longtime
home of the legendary, six-time women’s amateur champion, Glenna Collett Vare, modern-day Rhode Island also has
claim to several high profile PGA Tour players including Brad Faxon and Billy Andrade (who eventually became Button
Hole’s honorary chairmen). Mauro used his knowledge of the community and his passion for the game to sell the idea to
everyone who would listen. In gauging Mauro’s vision, Brad Faxon puts it best when he states, “Without him, there is no
way this would have happened. No one else in this state could have pulled this off.”

Presumably, if you are reading this document, you have a vision in-mind for your particular community. That
compassion, enthusiasm and inner-drive will be required to ensure that the dream eventually meets a positive reality.

7. Where to Begin Exploring Alternative Facility Development: Button Hole’s Process

The most logical question you first need to ask is “where do I begin?”. Like any startup, a new business will succeed only
if it fulfills a need. The first step is to evaluate the need in your particular area.

There is little sense in building an affordable, accessible golf course if the need does not exist. Urban and rural centers are
the most likely targets when researching the need associated with affordable, accessible golf facilities. The more difficult
question surrounding need is from a business standpoint. Projects such as these are not designed to make money, but they
do need to break-even on an annual basis in order to survive. Different projects have addressed the economics of a non-
profit, alternative facility in a variety of ways. Some, such as Button Hole, are open to the public, with an emphasis on
youth that will pay nominal, and in some instances token, amounts for use of the facility. Others are “youth-exclusive”
and do not charge any youth at any time. In this instance, money needs to be raised annually and the project needs to be
of a relatively small scale to accommodate the economic issue of funding.

During the development of Button Hole some tough questions needed to be answered. These questions may be applicable
to other projects as well. For example, can the paying customers of the surrounding communities support a driving range
and/or golf course to significantly offset the overhead costs of running a facility where at least half the participants will be
non-paying? Another question is, “Do you want to attract any core, paying constituency?” If indeed a need exists for a
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market priced driving range, then the facility must be built to attract paying customers. On the other hand, if no need
exists, less capital will be required on initial construction and subsequent maintenance, as you will not be striving to
attract a paying customer. In most cases a middle ground, in terms of need, will be required. The facility must be
accessible and affordable for those who normally would not have the opportunity to learn the game (that is who you are
serving, first and foremost) while also attracting the core, paying customer (to help offset continuing capital and operating
costs)

Building an accessible and affordable golf course exclusively for non-paying participants is feasible. If you do that,
annual fundraising will have to cover all operating expenses. Most social service agencies with no revenue stream beyond
fundraising face a similar situation. The advantage at non-profit, alternative facilities, is that there will usually be periods
when non-paying customers will not be using the facility. For example, during school hours, in-season, most youth will
not be able to utilize golf facilities except through the possibility of well-scheduled, physical education classes held at the
course and/or driving range. School hours during the season are therefore a prime opportunity for income generation
through general public usage, especially because you are not otherwise affecting your core constituents (non-paying
youth). This is the type of exploratory thinking required in order to create the most viable business plan for your project.

Again, Button Hole faced this very predicament in its initial development. In terms of golf, need in the area of Providence
was identified in two related, yet distinct, sectors. First, there were no beginner-friendly, affordable, accessible golf
facilities in the area for the golfing public to utilize as a training ground on which to learn the game. And second, there
were very few practice facilities close to the city for any golfer to utilize in honing their skills, whether or not they were
newcomers, seasoned players or affiliated with available golf facilities. Research showed a wealth of private golf courses
existed close to the city, but the closest suitable driving range (public or private) to downtown was at least five miles
away. In total, there were only six public driving ranges within ten miles of Providence. These kinds of statistics are
present in many urban settings, where city-based golf courses do not have adequate practice facilities because land is such
a scarce commodity. In Providence, for example, golfers with disposable income and a private club membership have
more opportunities to play than practice. On the other hand, golfers with disposable income and no private club
membership have limited opportunities to play or to practice.

Once these needs / issues were identified, it became clear that the ideal facility in Providence would consist of a public
driving range and a beginner-friendly golf course in the heart of the city. The result was unusual because it met the needs
of the urban population that would not have to travel far or be asked to pay exorbitant prices for the facility, while also
providing a well-located public driving range that was desperately needed for the area’s more avid golfers.

Upon first glance, Button Hole’s proposal seemed ideal because anticipated revenues from the public driving range and
golf course would cover some of the revenues lost from discounted youth usage, leaving a smaller annual giving burden
on the project. Additionally, a lack of available driving ranges in the area assured some order of success.

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Unfortunately, the situation is not so simple for Button Hole or other facilities. In order to attract paying customers, a
positive commercial atmosphere must be designed, constructed and maintained. Essentially, a certain amount of money
must be expended to guarantee income on the back end from commercial customers. Spending excess dollars to meet
consumer demands does not necessarily agree with the notion of “affordable, accessible” facilities, especially if these
dollars could be used in more immediately effective ways, such as golf programs for the economically disadvantaged. If
commercial golf is a part of your non-profit facility, then a balance must be reached between attracting paying customers
through capital spending and staying true to the notion of an “affordable” facility.

Across the country examples of both junior exclusive and commercial facilities exist. In every instance, need drove the
final outcome. Some junior exclusive courses are immediately adjacent to regulation golf courses and therefore did not
need to be open to “the public.” Other facilities, like Button Hole, have a balance of public golf and junior exclusivity.
These facilities tend to be stand-alone, in areas where golf is simply not an affordable recreational option.

8. Planning is Most Essential

Without question, planning is the most important aspect of building a non-profit, affordable, accessible golf course.
Without a clear goal and plan of action towards achieving that goal, your project will be filled with inefficiencies and
frustrations. Once you have initially addressed the need for an affordable, accessible, beginner-friendly golf facility in
your particular community, the feasibility and details for each phase of the project (which are outlined in this document)
need to be explored individually.

At this point, it is appropriate to assemble a general planning board that will explore the various aspects outlined in the
profile of Button Hole and other similar projects. The planning board should, at the very least, include representatives
from the local golfing community (state / regional golf association and local PGA of America Section), local government
(for securing possible sites, permitting, environmental issues, etc.), local social service agencies (your partners in reaching
the youth), the legal profession (incorporating non-profit status, by-laws, land negotiations, etc.), and local corporate
interests (corporate citizens). From there, subcommittees will need to be formed to address the multitude of other areas,
including fundraising, construction and public relations.

At Button Hole, the initial project committee was comprised of many action-oriented, responsible people who wanted to
give something back to golf through the gift of an affordable, accessible golf facility. They included, in addition to the
visionary, a representation from the Rhode Island Golf Association, a local driving range owner / operator, a retired
advertising / public relations executive, a former city councilman knowledgeable about the state and local government, a
former executive director of the Providence Chamber of Commerce and several successful business entrepreneurs.
Meeting a minimum of once per month, the goal of this initial committee was first to identify potential pieces of land
(public or private) and then to develop a plan of action towards the funding and building of a cost-effective, beginner-
friendly golf facility open to the public. Their ability to take on assignments and deliver reasonable, timely results made
this initial committee a success.
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9. Utilizing Committees to Plan
As your individual project progresses, separate committees will need to be formed (and subsequently dissolved) to address
needs and eventually to provide staff support towards the developed plan of action. For example, during its infant stages
of development, Button Hole considered forming each of the following subcommittees from the initial project committee:
“Volunteer Committee” to evaluate and develop in-kind human resource needs.
“Fundraising Committee” to focus on the economics of building and operating the facility (see “Financing” for details).
“Equipment Committee” to spearhead the gathering of donated golf clubs, balls, bags, etc.
“Communications Committee” to maintain continuous and positive public relations.
“Operations Committee” to coordinate the running of the facility, once completed.

In actuality, at Button Hole, only the Project, Volunteer and Fundraising Committees materialized out of the preceding
considerations. The other segments were dealt with either by staff, individual volunteers or special events. Equipment
was obtained through a donation system with local country clubs (see “Golf Education and Training: The Details”) while
the communications and operations were dealt with by a combination of individual volunteers and staff.

Committees are crucial in the success of any social service program. Non-profit, alternative facilities are no different.
Tangible goals must be initially agreed upon and communicated to every committee member in order to achieve
maximum productivity and success. Also keep in mind that too many different committees can be detrimental to
communication among volunteers and an effective output. Button Hole’s initial plan of forming five separate
subcommittees did not completely come to fruition because the tasks and missions of several committees were small
enough to be handled by one individual or a special event.

Button Hole formed subcommittees utilizing many of the same people that comprised the initial project committee to
avoid segregation and disillusionment among volunteers. The bottom line is that you must treat someone’s volunteer time
with respect and responsibility, much the same way you would their money.

10. Different Sites, Different Requirements

Full evaluation of your particular situation is crucial before forming a variety of sub-committees. Depending on the
resources of the community, components of a non-profit golf facility development will offer varied amounts of difficulty.
For example, in one area of the country securing the land may be relatively simple and in another part of the country it
may be very time, cost and energy consuming. All of these different areas, which are covered in this document, must be
thoroughly explored and discussed. Everyone involved, from volunteers, to staff, to potential participants, must be on the
same page about what is being built as well as underlying motivations and philosophies behind the project.

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It is important to again note that the development of Button Hole, or any of the other referenced projects, does not dictate
what will happen in every community. Instead, lessons from Button Hole and other facilities will offer examples of what
to anticipate with a large undertaking. In each instance, a solid business plan is essential in the success of the project.
The opposite is also true; a poor business plan or no business plan inevitably will lead to problems with the project.
Understandably, different needs will be addressed as the project moves along. But, an organization must always be able
to reference the original motivations in order to stay true to the investors who donate time and money to the project.

Now that the basics of education and planning have been addressed, this profile will focus on major aspects relating to the
development of non-profit, alternative golf facilities.

11. Finding the Right Site

Once you have a planning committee formed, it is time to explore land options for your facility. As the old real estate
adage goes, “location, location, and location” are the three most important factors in finding the right piece of land. This
certainly holds true for an alternative course, as well, but there are also further considerations.

In the United States, ideal parcels of land for your typical, for-profit golf course include a variety of terrain, some
elevation changes, fertile soil, and relative proximity to a population center. For construction (time and cost)
considerations, land should also require a limited amount of clearing and have few environmental issues.

When searching for a piece of land for an alternative course, your focus will be on many of the same details, with some
slight variations. First of all, you will not need as much land for an alternative facility. Depending on what you want to
build, a parcel as small as five acres can be sufficient (see “Construction and Operation Costs” section for examples). A
bigger facility will allow you to offer more to the community, but the most important factor is still accessibility for those
who normally would not have an opportunity to play the game. Since you will be de-emphasizing a need for a large piece
of land, there will be more opportunities available. Ideally, one of these opportunities will be closely situated to the
population you most want to serve (i.e. urban youth or, in general, the economically disadvantaged). In general, finding
appropriate, affordable land in rural areas should not be as difficult as in urban areas.

All this being said, when developing an alternative facility, the searching for and securing of land should be dealt with
simultaneously. Establishing relationships with local government organizations can prove invaluable in both the search
and acquisition of land. More often then not, agencies will be willing to help you, knowing that the end product will
provide recreation and green space, which is oftentimes lacking.

Button Hole’s search for land started with letters being sent to most major cities and towns throughout the state requesting
assistance in identifying appropriate parcels of public land for alternative facility development. The first six returns failed
to meet the key requirement of accessibility; they were too far removed from any major population center. Eventually,

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Button Hole was referred to the RI Department of Environmental Management (DEM) where Robert Sutton, Jr., Chief of
Planning and Development helped to identify Button Hole’s unique site.

The project is situated on a once-abandoned gravel pit that was excavated 35 feet below street level during the early
1960’s to provide fill for the construction of Route 6 and Route 95, which run through Providence. Straddling the
Providence and Johnston borders, the barren parcel was eventually developed into two baseball diamonds and a football
field. Because of poor public sector supervision, the area succumbed to dirt bikers by day and drug drops and prostitution
by night. Button Hole Chairman, Ed Mauro, Jr., rediscovered the site in August 1997. Button Hole now leases the land
from the DEM for $1 per year for ten years, with two five-year options to renew.

Drawing from the “win-win” experience developed between Button Hole and the state government, the DEM’s Sutton
recommends approaching state and local government entities to investigate unused land for alternative facilities. Specific
departments to approach include the Parks and Recreation Division, the Department of Transportation (real estate
division), and the DEM (planning division). According to Sutton, most state and local governments have more open land
than one would realize. State and public agencies are generally receptive to land proposals that will enhance state-owned
property with predominantly private funds.

Overall, the majority of alternative facilities researched for this profile acquired land through public or private donation,
or a long-term, low-cost lease (e.g. $1/year). In short, if you are spending raised dollars to develop a non-profit,
alternative golf facility for the public-good, you should think creatively to avoid paying for the land. Your monetary
resources will be better served in other areas of the project.

11a. Further Considerations in Researching Sites

Aside from identifying an affordable and accessible piece of land, other factors should be taken into consideration
including drainage, water sources for irrigation, environmental issues, security, and growing conditions.

According to golf course architect, Michael J. Hurdzan, Ph.D., drainage and irrigation are the most important site
characteristics to research for saving money. In his article “Saving Money Without Compromising Quality,” Hurdzan
writes “The faster a site drains naturally, the less supplemental drainage will be required. A poorly drained site might
require…(significant)…additional construction cost(s) to make it almost comparable to a naturally well-drained one.” In
regards to irrigation needs, Hurdzan suggests researching water costs in your particular area as well as the possibility of
digging a well at the chosen site. Additionally, Hurdzan suggests avoiding extraneous irrigation in out of the way, non-
playing areas unless you are absolutely positive about a current or eventual known usage for the area.

Environmental issues can also derail scheduling and financial projections very quickly. For example, Button Hole’s
eastern border is on the Woonasquatucket River including a pond and wetlands. Even with the DEM’s support,
permitting to build the third tee near the wetlands took more than one year for approval. Additionally, a dioxin problem
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down river led the DEM to test all topsoil on the site. The tested loam proved, by the smallest of margins, to contain
unacceptable arsenic levels, according to Rhode Island’s very strict laws. The site contractor was required to bury 10,000
cubic yards of material to meet all state regulations. These examples are proof positive that an early and comprehensive
evaluation of environmental concerns at any potential site is crucial.

If environmental issues are the sole factor keeping you from acquiring or building on an otherwise ideal site, it may be
necessary to contact an environmental consulting firm. Environmental consultants can help you navigate through the
permitting and negotiation stages to determine the feasibility of certain sites. The following are several helpful references
along these lines:
Balogh, James, W. Walker. 1992. Golf Course Management and Construction: Environmental Issues. Lewis
Publishers, Chelsea, MI.

Center for Resource Management. 1996.

Environmental Principles for Golf Courses in the United States. Salt Lake City, UT.

Love, Bill. 1999. An Environmental Approach to Golf Course Development.

American Society of Golf Course Architects, Chicago, IL.

Random acts of vandalism occur at almost all golf courses, regardless of their location. Understanding that alternative
facilities, by nature, are often developed in or near high crime areas, the security of the site should be given some
consideration. Some facilities have been forced to fence the entire boundary of their site to ensure all traffic comes
through a specific entrance. Others have been able to thrive by asking community members to take responsibility by
protecting and policing a facility built for their benefit (similar to neighborhood crime watch programs).

At Button Hole, they avoided the exclusionary feeling of fences whenever possible, knowing that the 35-foot drop-off
from street level down to the site and a low-level guardrail would deter most significant threats, including cars, from
entering the site. But even during construction, when temporary fences were lining the property, two separate instances
involved stolen cars breaking through the fences and plummeting onto the site. One ended up on the 16,000 square foot
practice putting green during the middle of the night and the other managed to find its way into the one-acre retaining
pond on the eighth hole. Fortunately for Button Hole, these potentially costly incidents only caused minimal damage to
the course.

Another key consideration when examining a potential site is growing conditions. No matter where you are building a
golf course, from the most urban area to the most rustic, acceptable turf conditions are essential in providing a quality golf
experience for youth and the general public. For an expert opinion, invite a local greens superintendent or, if possible, a
course architect on your visit to a potential site. Growing conditions are affected by a variety of factors, including soil
specifications, drainage rates, vegetation, flooding, etc.

One resource of information for the planning stages of golf course construction is the American Society of Golf Course
Architects (ASGCA). They are a non-profit organization comprised of leading golf course designers in the United States
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and Canada. The ASGCA is actively involved in several issues related to the game of golf, which are pertinent to the
design and construction of alternative facilities. The ASGCA disseminates information to assist those interested in
building a new course or remodeling an existing one. Their resource documents include: Golf Course Development
Guide, The Vital First Steps in Golf Course Construction, An Environmental Approach to Golf Course Development (also
listed above) and The Evolution of the Modern Green. To review the ASGCA’s comprehensive list of publications, go to
their website at www.golfdesign.org.

The United States Golf Association also compiles and distributes information about golf course agronomy through their
Green Section Department. USGA Green Section staff are highly skilled agronomists who are located in offices
throughout the country and offer valuable research information and practical agronomic experience. Other programs
through the USGA Green Section include education conferences, numerous books, reprints and other publications. The
USGA’s promotion of alternative facilities is evident through staff member Jim Moore who directs the USGA’s
Construction and Education Program. Jim is available as a resource of information relating to alternative facilities. He
has been instrumental in the construction of the Cottonwood Creek short course in Waco, Texas, a 9-hole alternative
facility for youth. For additional information, access the Green Section portion of the USGA’s website at
www.usga.org/green.

12. Forming a 501 (c)(3) Tax Exempt Non-Profit Entity

The following section reviews guidelines of tax-exempt and non-profit entities. Consult a professional accountant and a
tax attorney for comprehensive details about criteria and the federal tax-exempt and state non-profit application process.
Keep these professionals in mind when forming your Board of Directors. For more information about the tax code and
criteria, access the Internal Revenue Service (IRS) website at www.IRS.com, or call your local IRS office.

501 (c) (3) is an IRS code for organizations exempt from federal income tax. Description as a non-profit entity is a state
law concept. Non-profit groups are not exempt from federal income tax until they apply for that status through the IRS.
501 (c) (3) tax-exempt organizations fall under the following purposes: charitable, religious, educational, scientific,
literary, testing for public safety, fostering national or international amateur sports, and the prevention of cruelty to
children or animals. In most instances, alternative course projects, like Button Hole, will be seeking tax exempt status as
an “educational” organization, according to the IRS.

To qualify for tax-exempt status, an organization must not be organized or operated for the benefit of private interests or
an individual. An organization may not influence legislation as a substantial part of their activities. Assets of an
organization must be permanently dedicated to an exempt purpose. If an organization dissolves, assets must be distributed
for an exempt purpose or to the federal or state government for a public purpose. An organization must also provide the
IRS with appropriate bylaws or trust agreements and three-year budget projections. If an organization changes their
sources of support, their purpose, character, or method of operation, they must notify the IRS to allow consideration that

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the change might have on the exempt status and foundation status. Additionally, if the organizational bylaws are
amended, notification must be provided.

In order to promote giving, approved 501 (c)(3) organizations are eligible to receive tax-deductible contributions. Donors
may deduct contributions for tax purposes, provided no consideration is received. According to the law, bequests,
legacies, devises, and transfers are also deductible for Federal estate and gift tax purposes.

13. Golf Course Design

In terms of general golf course design, alternative facilities should be a balance of challenging and simple. A design that
is interesting will be enjoyable to play for everyone, whether they are new or experienced golfers. A design that is simple
will keep construction, maintenance and playing costs low, as well as take a relatively short time to build and maintain.
Keep in mind that the piece of land you begin with will dictate much of design features offered by your final product. The
previously mentioned American Society of Golf Course Architects (ASGCA) is again a great resource of information in
regards to design and construction. As is the Golf Course Builders Association of America (GCBAA). The GCBAA is a
nonprofit trade organization comprised of the world’s foremost golf course builders and leading suppliers to the golf
course construction industry. GCBAA’s key publications include a bimonthly newsletter Earth-Shaping News (which
can be accessed off of their website, www.gcbaa.org) and their Guide to Estimating Cost for Golf Course Construction,
which outlines cost considerations according to regions of the United States.

Two nationally renowned architects collaborated on a pro bono basis to design Button Hole's golf course layout. In many
instances, architects have donated their services to groups developing an alternative golf course with an emphasis on
people of limited means, especially youth. Alternative course layouts are as complicated as any traditional, full-size golf
course. Do not leave design work up to an inexperienced individual or group. As the legendary Bobby Jones once said,
“No one learned to design a golf course merely by playing; no matter how well.” During the development of Button Hole,
the following were important factors in regards to design.

Safety: This will always be of utmost importance because of liability. Furthermore, if golfers feel unsafe on your course,
they will be discouraged from returning. Safety becomes an issue with alternative facilities more than regulation golf
courses because alternative facilities are normally built on relatively small tracts of land with less room between holes.
Compounding the issue of safety is the fact that alternative facilities are built to attract beginner golfers who are more
likely to hit the ball off-line, toward other holes and other players.

Beginner-Friendly Design: Too difficult of a layout will again discourage players (beginner and possibly even advanced)
from returning. Positioning several tees on each hole, at varying distances, will help provide an equally enjoyable
experience for the beginner and the more experienced player. It is possible to make a hole interesting for the intermediate
player and easy for the beginner. Button Hole offers holes ranging from ~60 to ~150 yards, with several forced carries

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from the back tees, but few from the forward tees. The forced carries that do exist from the forward tees are minimal in
length. Furthermore, in special circumstances, a “long-course” can be played at Button Hole which utilizes greens and
tees from different holes.

Beginner-friendly holes often present the player with an open space (without sand bunkers) leading to the front of the
green. This particular feature, called a “run-up area,” does not require players to attempt the more difficult lofted or
lobbed shot necessary when bunkers do abut the front-portion of the green. This is not to say you should avoid including
bunkers. In order to introduce new players to all aspects of playing golf, sand bunkers can be implemented on alternative
facilities. Note that bunkers do require some special maintenance considerations.

Furthering the idea of a friendly design is the possibility of a three-hole “toddler” route, which has been implemented at
various facilities around the country. The “tots” course, as it is known, has very short holes (~30 yards) and is basically
an extreme form of the alternative facility for very young beginners who are intimidated by even relatively short par-3’s.
Because it takes up very little land, “tots” courses can be implemented adjacent to existing alternative facilities. “Tot”
courses should be considered as additions to alternative facilities, not replacements. One specific example of an inside
loop “tots” course is The First Tee of Virginia Beach, Virginia, where a four hole route is available for younger
participants.

Permitting Concerns: As noted in “Further Considerations in Researching Sites,” time and money consuming permitting
can sidetrack the development of golf facilities. All permitting should be addressed well before construction begins. At
Button Hole, permitting was required in a number of areas. Environmental agency permitting was one of the most
significant areas since part of the course was built on wetlands bordering the Woonasquatucket River. Additional
permitting was required to build the clubhouse, connect to city water, and establish a business. Since every community
has different requirements in regards to permitting, it is advisable to meet with representatives from the local
environmental and government agencies with jurisdiction over your particular site. They will help you determine the
required permits for your project.

General Tee and Green Size: On any busy alternative golf course, teeing grounds will tend to wear out faster than on a
traditional golf course. This is because all or the majority of the holes on alternative courses are par-3’s and because most
people take divots on par-3’s. Therefore, it is important to build bigger than average teeing grounds on alternative courses
in an effort to spread this stress around a larger area. This is easier said than done though, since one important aspect of
alternative courses is that they are built on relatively small sites, where every inch of land is a precious commodity. Also,
note that larger tee areas will cost more and will require more attentive maintenance procedures in the long run.

In determining green size, again, many of the same conclusions are met as with determining tee size. On a course with
mostly par-3’s, greens will tend to accumulate more ball marks. Since beginners are not as apt to fix these ball marks
(although they should be taught to from the start), the greens on an alternative course will be more stressed than greens on

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a traditional golf course. But, remember that larger greens, much like larger tees, will cost more and will require more
attentive maintenance procedures in the long run.

The bottom line, with both greens and tees, is that the benefits of having them larger (less stress, better quality turf, and
better playing experience) will normally outweigh the drawbacks of having them larger (more front-end and dedicated
maintenance costs). Like many aspects of alternative course development, there is a balance necessary in determining
green and tee size. In this particular instance, the balance is between too big and not big enough. Remember though, in
terms of tees, if you build them too big, you can always grow them in. But, if you want to make your tees bigger, chances
are, you will have to dig them up and start over. Button Hole’s greens average between 3,500 square feet and 4,000
square feet, which is average size for a par-3 golf course. The tee boxes (two per hole) at Button Hole average 900 square
feet. For Button Hole, the tees are sufficient size. According to staff, if the tees were any smaller, that could present a
turf management problem during full operation. NOTE: Before you make any final decisions on tees and greens, explore
the artificial turf option (see “Artificial / Synthetic Turf” section below).

Artificial / Synthetic Turf: The use of synthetic turf on golf courses has increased recently as less expensive, higher
quality products have been introduced into the market. In comparison with natural grass, the primary benefits of artificial
turf are lower maintenance costs (equipment, personnel, materials) and less intensive care requirements. Depending on
the climate, artificial materials can also extend your season because natural turf struggles during cold and wet seasons.
The main drawbacks of utilizing artificial turf are that it does not react or feel exactly the same as natural turf (although
every year, improved synthetic products are released). The market for artificial turf includes a variety of different strains
for every component of a facility, from tees and greens to landscaping and walkways. Considering the staffing and budget
constraints at alternative courses (not to mention the large amount of patron traffic), incorporating artificial turf on parts or
all of the facility can be very beneficial for long-term quality. Determinations should be considered on a case-by-case
basis as initial cost for artificial turf may be higher in comparison to natural grass.

At Button Hole, artificial turf is offered exclusively on the tee of the driving range and optionally on every tee of the golf
course. The founders of Button Hole felt that natural grass greens were necessary to give participants the true feel for the
game. Including artificial turf as an option on the course’s teeing grounds alleviates stress (and divots) allowing for
continual play even when natural grass areas need rest. 4’x8’ cement pads were laid on the back of each tee at Button
Hole, on top of which artificial mats can be placed (or, removed). This is the simplest form of artificial turf. Other types
of artificial turf require a specific drainage base of rocks and sand, on top of which lay synthetic blades of grass, which are
infused with a sand / rubber fill. This more costly variation reacts and feels more like natural grass than most artificial
turf, but it does have more required up-keep and a higher initial cost than the simpler form.

Overall, like any option, artificial turf must be researched while keeping the mission and scope of your project in mind.
Furthermore, since there is no regulating body for the artificial / synthetic turf industry, the quality and performance you
receive will require due diligence on your part to research the variety of product offerings. As artificial turf installations

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become more popular, more companies are flooding the market in an attempt to capitalize on the profit opportunities. All
products and installers are not created equally; consult with other courses and check references before agreeing to a
specific product or supplier. At the writing of this document, the average life span of synthetic materials is eight to ten
years.

14. Construction and Operation Costs: Existing Examples

Inevitably, the most frequently asked question about alternative facilities is “how much do they cost?”. Like any
construction project, the answer will vary depending on the size, quality, location and scope of the facility. The variables
involved with building and operating an alternative facility will dictate costs. Therefore, the most effective way to answer
this question is by saying, “it is all up to you.” Since there are no models in the building of alternative facilities, only
examples, this section will offer several on either end of the spectrum from relatively low to high cost.

Dakota Junior Golf Association (Bismarck, North Dakota) – Contact: Laif Olson
phone (701) 223-6465 fax (701) 223-8522
time to complete = n/a total capital cost = $95,000
The 3-acre facility includes a 3-hole (par-3) course with all natural turf, a practice putting green, a driving range tee,
and a temporary tee for fundraising events.
Sheila Schafer Junior Links was originally opened in 1993 and renovated in 1999 to accommodate a new hockey
facility.
Land donated by the Bismarck Park and Recreation District.
The Junior Links is run out of the golf pro shop of the adjacent, publicly owned, Tom O’Leary Golf Course.
No fees are charged. The course is designed for golfers 12 years and under. Those above the age of 12 can only play
when in the company of a 12-year-old or younger.
The Bismarck Park and Recreation District maintains the Junior Links through the Tom O’Leary Golf Course
maintenance crew.
Most important factor – Support from the surrounding community, including Parks and Recreation District.
If they could start over… - They would plan to build another larger facility, for older youth, at the same time.

Park Falls (Wisconsin) Junior Golf Association – Contact: Don Rebne

phone (715) 762-4251 fax (715) 762-4251
time to complete = 24 months total capital cost = $125,000
5-acre facility. 3-hole (par-3) course with all natural grass. 6,000 sq. ft. putting green and 230 yard long driving
range with 6,000 sq. ft. practice tee.
1,600 sq. ft. clubhouse with classroom, two indoor nets, lounge area, restrooms, concession stand, office and deck.
Local volunteers donated all construction labor.
Maintenance performed by the adjacent Park Falls Country Club staff, although the Club’s superintendent does not
fully support the kid’s facility and therefore the proper maintenance has been an uphill battle.
Annual operating budget estimated at $10,000 (not including maintenance).
Local youth play free at all times.
Most important factor – Good leadership, passion for the project, a strong work ethic, good organizational skills,
communication (written and oral), accountability, ability to lead while also fitting in with the team.
If they could start over… - They would do nothing differently. “We are 10 years ahead of even my wildest dreams.”

Chicago (Illinois) District Golf Association – Contact: Robert Markionni

phone (630) 954-2180 fax (630) 954-3650
time to complete = 42 months (golf facility and building) total capital cost = $250,000 (estimate)
10-acre facility with three, par-3 holes and a 12,000-sq. ft. practice green.
Jemsek family donated land. They own the popular public golf facility, Cog Hill.

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 Course is immediately adjacent to the $4+ million Chicago District Golf Association Golf House, which will be home
to several area associations. The building will have three conference rooms, a museum / library, and a 100-seat
auditorium.
Golf facility will be used exclusively for individuals with disabilities, juniors and beginners. No one will be charged,
at any time, to use the facility.
Most important factor – A total commitment from everyone involved.
If they could start over… - They would start the fundraising much earlier.

Golf Foundation of Wisconsin – Contact: Steve Quale

phone (414) 540-3830 fax (414) 540-3831
time to complete = 48 months (in stages) total capital cost = $250,000
30-station driving range with a 6,400 sq. ft. synthetic putting green, a chipping area and a 1,200 sq. ft. storage / office
trailer.
Land is leased from Milwaukee County for $1 / year. On same property as the County Parks Department’s 9-hole,
par-3 course.
Over 3,000 local youth utilize the facility on an annual basis.
Public use of the driving range helps subsidize discounted fees for juniors.
Affiliation with The First Tee has helped progress in many areas, including finances.
Most important factor – Effective marketing of your program to the community. Public awareness drives
participation and helps generate sponsor revenues.
If they could start over… - They would retain total control of the facility.

The First Tee of Greater Columbus (Ohio) – Contact: Jim Cook

phone (740) 983-3636 fax (740) 983-4673
time to complete = 12 months total capital cost = $800,000
40-acre facility. 9-hole (par-3) course with synthetic tees and bent grass greens; 3-hole challenge course for disable
and beginners; synthetic putting course; synthetic chipping / putting green. All synthetics are FieldTurf products.
Landlords of the adjacent Cook’s Creek Golf Club donated Land.
Temporary golf shop 60’x12’ plus a 50’x50’ pavilion.
Maintenance is covered through the adjacent Cook’s Creek Golf Club budget.
Programs available through The First Tee for free. Adults pay $12 / 9-holes.
The vendor’s support and grant money from The First Tee has been instrumental.
Most important factor – Funds and the association with Cook’s Creek Golf Club, which allows them to share
maintenance equipment and staff. “Maintenance (costs) would be difficult if this was a ‘stand alone’ facility.”
If they could start over… - They would not force things to reach an anticipated opening date. “Proceed more
slowly.”

The First Tee of Forth Smith (Arkansas) – Contact: Beth Presley

phone (501) 996-1720 fax (501) 996-9860
time to complete = 30 months total capital cost = $1.2 million (before discounts)
50-acre facility. Includes driving range, 6-holes, and a short game area.
Land was donated by local businesspeople.
Clubhouse will include a classroom, a computer room, two offices, a library / eating area with vending machines,
several restrooms and storage space.
The First Tee curriculum will be available to participating youth that will pay an annual fee of $25 for use of facility
and all programs. Parents and other guest will pay nominal fees to use the facility.
Estimated annual operating budget for the facility is $260,000.
Staff will include 3 full-time and 4 part-time employees, as well as many volunteers.
Most important factor – Complete community support.
If they could start over… - They would make official announcements only when plans are absolutely firm.

The First Tee of John A. White Park (Atlanta, Georgia) – Contact: Jimmy Gabrielsen
phone (404) 756-1868
time to complete = 22 months total cost = $1.6 million for the golf course and the maintenance building

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 75-acre facility. Construction included complete renovation of 9-hole golf course and construction of a brand new
practice range as well as a putting / chipping green.
2,000 sq. ft. clubhouse and 4,000 sq. ft. maintenance building.
Land was leased from the City of Atlanta for 20 years at $1 / year.
Youth, ages 7 to 17, play free and have free instruction and equipment. Adults pay $6 for 9 holes and $3 for a bucket
of range balls.
Annual operating budget estimated at $375,000.
The First Tee association was instrumental to their success, including promotions, discounts and advice.
Most important factor – The location of the facility to allow easy access for the targeted youth.
If they could start over… - They would start the permit process a year earlier because it caused some undue delays.

Button Hole… short course & teaching center (Providence, Rhode Island) – Contact: Don Wright
phone (401) 421-1664
time to complete = 42 months total cost = ~$4 million for the golf course, clubhouse and maintenance building and
(concept to full-operational) including all fundraising costs and one year of operating expenses due to
delayed opening
26-acre facility. An urban renewal project that transformed an abandoned gravel pit into a 9-hole short golf course, a
25-bay driving range (two-sided for youth), and several natural putting / chipping greens totaling 40,000 sq. ft.
Located 3-miles from downtown Providence, it is the western anchor of a planned state bike path which promotes
accessibility and connects downtown with various parts of the state.
7,200 sq. ft. clubhouse including a full basement. Separate 2,000 sq. ft. maintenance building. The Rhode Island
Golf Association leases 1,300 sq. ft. within the clubhouse.
Land is leased from the RI State Department of Environmental Management for $1 / year.
Youth, ages 7 to 17, most from local social service agencies, are offered instruction and equipment. Course and
driving range are open to the public to subsidize access for youth.
Annual operating budget estimated at $500,000 - $600,000. $300,000 annual deficit has been estimated, depending
on revenues generated from the driving range and golf course. Annual fundraising, grants, and special events at the
facility will cover the deficit.
Most important factor – The site and the visionary leader who spearheaded the project.
If they could start over… - Develop a more detailed initial plan of construction with firmer estimates. Demand a
critical path for construction, which shows a relative timeline for all aspects of construction and cost requirements.
Form a larger fundraising committee and solicit public funds, if possible, prior to construction.

Many other examples of facilities exist across the country. For more examples contact the USGA Foundation in Colorado
Springs, Colorado at (719) 471-4810 or www.usga.org, and The First Tee in St. Augustine, Florida at (904) 940-4300 or
www.thefirsttee.com. The First Tee is an initiative to create new facilities and access to golf with a special emphasis on
kids who otherwise may not have an opportunity to experience the game. Again, the Golf Course Builders Association of
America’s Guide to Estimating Cost for Golf Course Construction can also aid you in the budgeting of your facility
(www.gcbaa.org).

15. Planning and Managing Construction

In terms of planning, estimating a cost and timeline for construction will be essential. A detailed plan for construction
benefits everyone involved, from contractors and employees to volunteers and investors (i.e. contributors). A plan with
fluctuating goals, whether through poor timelines or inaccurate budgets, will cause a loss of interest and credibility from
those directly associated with the project and from the general public. Setbacks should be expected and anticipated. For
example, don’t count on perfect grow-in weather when estimating the opening of your facility, or you will be forced to
change that date, and consequently lose confidence in the project from volunteers, staff and the public. Button Hole
encountered one particular unanticipated setback of note. In September 1999, a rainstorm of unprecedented magnitude
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caused site erosion up to three feet. Gravel was washed into defined wetland areas causing a major disruption to the job.
Sand gravel runoff had to be removed by hand shoveling. Irrigation lines could not be laid on time causing maintenance
staff to resort to hand watering of already laid sod. Additionally, several greens had to be seeded later in the season. This
event ultimately impacted the opening date of the facility, added cost and forced lost revenues.

Along with a well-thought-out plan, the hiring of well-respected construction teams for your project is also crucial.
Although cost is a key factor, it certainly should not be the only determinant in your selection process. Other important
factors include dependability, reputation, and current workload. Overall, considering your non-profit status and the
relative size of your project, a balance must be met between cost and other key factors. Beyond all else, you must pick a
team with whom you have total confidence. More often than not, in terms of construction, “you get what you pay for.”

Any deficiencies in your initial design and construction plan will be implemented and magnified through the construction
process. Therefore, a comprehensive plan is essential. Once a solid plan has been agreed upon and sufficient funds have
been secured, the next step is to begin construction. Drawing from Button Hole’s experience, the following are some
other key considerations in planning and implementing the construction phase of development.

In-kind Labor and Materials: Before beginning construction, in-kind labor and materials should be thoroughly explored
to identify possible savings. In-kind offers usually seem well intentioned, although they are not always created or
delivered equally. Too often, donated contributions are blindly accepted, without thorough consideration. Due diligence
is required on your part to ensure in-kind donations will actually offer a net positive to the project. Unfortunately, charity
work is sometimes less reliable than contracted work because there are fewer consequences for a poor or delayed product.
To truly support a project, in-kind contributions must be committed as if they are being paid for by the recipient; with the
same timeliness, quality assurance and follow-through. Sometimes in-kind offers actually hinder more than they help
because of empty promises, contingent-laden proposals, poor execution or lack of consummation. As you would with any
business deal, before accepting an in-kind contribution, make sure to establish the terms of the agreement.

The planning and construction of Button Hole included a staggering amount of in-kind service, labor, material and
supervision. National and local architects donated design services in association with the golf course and the building. In
terms of on-site construction supervision, Button Hole was fortunate to retain the services of a retired civil engineer at no
cost, as well as a former president of the Golf Course Superintendents Association of America for a discounted fee.
Additionally, a retired construction-industry executive oversaw the construction of both the clubhouse and maintenance
building on a pro bono basis. These are only a few of the many examples of in-kind services that aided in the planning
and construction stages of Button Hole. Take note, in reference to researching in-kind donations, that there were some
areas during Button Hole’s development where in-kind services were accepted, but in retrospect, they would have been
better off paying for the work.

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Management / Supervision of the Construction Phase: Overall supervision of construction cannot be overemphasized.
This will inevitably be one of the most important aspects of your construction phase. A great deal of money can either be
saved or wasted depending on management of the construction phase. If no one is on site to identify possible problematic
areas, the work may not be completed according to plans. If the work is not completed according to plans you will either
be left with an undesirable product, or you will be forced to spend money and time fixing the error.

16. Physical Plant Requirements

There is no absolute answer for what is necessary in terms of a physical plant at an alternative, non-profit facility. On a
macro-level, there are two items you will need to address in terms of physical plant: a clubhouse and a maintenance
facility. Pertaining to buildings, every project’s needs are different. If your plans are to run only outdoor golf programs
during the warm season, then your need for a full-sized clubhouse is questionable. If your plans are to house a state or
regional golf association then your need for full-sized clubhouse is more justified. Many facilities are successful using a
small temporary trailer for a clubhouse, while others have full-size clubhouses. On the maintenance side, some facilities
are able to utilize borrowed equipment and labor and therefore do not need maintenance buildings. On the contrary,
stand-alone facilities will likely require a more complete maintenance building.

Begin evaluating your facility’s building requirements by strategizing with key initial committee members who are well
versed in the golf and business aspects of the project. During this brainstorming session, it will be helpful to refer back to
the identified need that originally sparked your project. Buildings are expensive, so unless your project is flush with cash,
you will most likely be best served constructing only what is completely necessary (Spartan is recommended). Spending
more money than necessary on the buildings will force one of two unwelcome occurrences; either your fundraising goal
will have to rise or your budget on the golf course and operations will have to shrink. Furthermore, a larger building
requires more on-going maintenance and more supervision. A larger than necessary building is usually an issue of quality
and service, but in a budgetary sense this concept can be somewhat contradictory to the goals of an affordable (to build)
facility.

At Button Hole, the developers envisioned the facility becoming the “home of golf” in Rhode Island, to include a library,
a large multipurpose space for meetings, classes and food service, and a large storage area for driving range equipment
and donated golf equipment. In order to accommodate these requirements, they made provisions for a 7,200 square foot
clubhouse, including a full basement. Additionally, since the clubhouse was stand-alone, a 2,000 square foot maintenance
building was necessary to store mowers, tractors, and chemical supplies. Well into the development of the Button Hole
project, even after a significant portion of the clubhouse was completed, the library idea was set aside to allow the Rhode
Island Golf Association (RIGA) to house their offices in the northern-portion of the building.

Having the RIGA headquarters at the site was a wonderful coup for Button Hole for several reasons. Firstly, it added
instant credibility to the project because the RIGA is a well-respected, established institution of golf in the state.
Secondly, it guaranteed increased traffic from avid golfers who regularly visit the RIGA offices to drop off applications or
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visit staff. And lastly, it guaranteed annual rent income ($18,000) to Button Hole, which was otherwise unanticipated.
Overall, Button Hole’s strategic decision to construct both a full-sized clubhouse and maintenance building was clearly
right for their particular situation. Every individual project should go through a similar strategic self-evaluation in order
to determine the ideal course of action in regards to buildings.

Since actual building requirements will vary, here are some considerations to keep in mind no matter what you choose:

CLUBHOUSE
Multipurpose Room: Allows you to conduct golf classes during inclement weather (with indoor netting), add educational
components to the curriculum (computer labs / tutoring) and possibly rent the facility out for meetings / small corporate
outings. Some facilities have also reserved space for club cutting and club making.
Retail Space: Selling retail items (balls, gloves, clubs, etc.) will provide supplemental operational income to your budget.
Furthermore, through a retail space you can offer employment opportunities to qualified youth that participate in your
programs.
Food Services: Food and beverage offerings are not only nice services for patrons, but can also bring in some extra
revenue to your facility. The most simplistic form of food services is vending machines. More involved offerings include
hot dogs, sandwiches, kitchenette, etc. No matter what you offer, it is important to keep things simple and have nutrition
in mind, especially considering the large number of impressionable youth that will ideally be utilizing your facility.
Additionally, if you intend to offer more than vending machines, vendor and health department permits may be required.
Administrative Offices: Especially if you are a stand-alone facility, you will likely need administrative space for your
director and staff.
Storage: Do not underestimate the importance of storage, especially when you consider donations of clubs, balls, bags,
etc. to your non-profit group. Depending on your maintenance building’s location and size (if you have one at all) storage
of driving range equipment (ball retriever, ball washing machine, flags, mats, trash receptacles, benches, etc.) and possibly
maintenance equipment should be kept in consideration.

MAINTENANCE BUILDING
To determine what is necessary in terms of spacing and design for your particular maintenance building, consult a
reputable superintendent in your area for advice. Some facilities will not even require a building if maintenance can be
handled by an adjacent facility or through a local parks and recreation department. Again, since specific needs vary, the
following are considerations regarding maintenance building design:

Equipment Storage: Housing mowers, tools, maintenance carts, etc. as determined with help from a local superintendent
or hired staff.
Chemical Storage: Consult local superintendents about local regulations for chemical storage, cleaning areas, safety
requirements, and ventilation.

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Office Space: If the superintendent staff does not have office space in the clubhouse make considerations for office space
in the maintenance building.

17. Personnel
There are two types of personnel, paid and unpaid, that are required for a non-profit, alternative golf course project. Both
play an equally important role in the success of any facility. Some facilities have been successful with an executive
director and a solely volunteer staff. Others have relied on more paid staff. There are advantages and disadvantages in
each situation. Relying heavily on paid staff increases overhead. But to their credit, paid staff are generally more
dependable than volunteers. In contrast, relying heavily on volunteers reduces overhead, but volunteers cannot always be
completely relied upon. The same incentives and consequences that exist for paid staff do not necessarily exist for
volunteers. So again, like many other aspects of alternative facilities, a balance needs to be reached; this time between
paid staff and volunteers.

Determining Your Needs: The necessary personnel at each particular facility will have to be determined on a case-by-
case basis. Many different staffing areas need to be addressed at non-profit facilities. These include (but are not limited
to) management, maintenance, fundraising, instruction, and administration. The Button Hole project requires a relatively
large staff because of its stand-alone nature, its dual role as a social service and commercial entity, and its comprehensive
offering of programs. In its start-up mode, the Button Hole staff consists of an executive director, a head and an assistant
green superintendent, a director and a seasonal assistant director of golf, a project coordinator, and a part-time
administrative assistant.

The hiring of paid staff relative to the development timing of a project is a noteworthy point of discussion. Hiring major
paid staff (executive director, project coordinator, lead instructor, superintendent) well before the project is operational
will put an immediate strain on your budget. On the other hand, each position will require necessary preparation time to
ensure the best possible product is offered, whether it is operations, programming, or golf course conditions. Early on in
your project’s development, develop a timeline of hiring that takes into consideration: initial fundraising capacity,
preparation time, and anticipated opening of the facility.

From Button Hole’s experience, there are three positions that are needed up-front in a series of stages: a project
coordinator, an executive director or construction coordinator and a superintendent. Once the project has enough
substance to warrant a staff member, you will first and foremost need a project coordinator. This position will coordinate
volunteer meetings, send mailings, and in general assist the project visionary with the early stage requirements. These
many tasks should not be tacked on as a part of someone else’s job, for example an administrative assistant of one of the
visionaries. The early coordination of the project is a full-time job whose output can significantly affect the progression
of the project.

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As the project gains further momentum, possibly still prior to construction, an executive director will be necessary to
begin overseeing operations and development. In some instances, a shorter-term construction coordinator can work in
place of the executive director if it is determined that the construction requirements vary greatly from the eventual
operations requirements (which they well might). As construction begins, if possible, it is advisable to hire a
superintendent. Their expertise about how construction techniques will affect course maintenance and conditioning can
save you enough money in the long run to warrant a relatively early hiring. Through the construction period, with the
opening date of the facility more clear, a director of golf / instruction will be your final major hire.

For general reference, using Button Hole’s experience as a basis, the responsibilities and expectations of an executive
director should include: fundraising, administration, accounting, fiscal responsibility, community integration, golf
knowledge and project management. Responsibilities and expectations of a director of golf should include: golf
instruction (with specific experience teaching youth), golf facility management and event organization. Finally,
responsibilities and expectations of a project coordinator should include administration, special event planning,
promotions, and writing-skills (for grants, memos, mailers, etc.)

For your project to succeed, early in its development you must be willing to invest money into staff. Your project’s needs
and resources will determine the exact necessity, timing and job description for each of these major hires. Volunteer
committees cannot and should not be expected to execute the daily requirements and detail to keep the project on its
timeline.

Volunteers are integral to every aspect of Button Hole. Before the opening of the facility, volunteers on the board of
directors and various other committees (see “Utilizing Committees to Plan”) were crucial to the development of the
project through fundraising, special projects, and general consultation. Looking toward the operations of the full facility
in 2001, a volunteer committee was formed to explore, implement and manage the many possible volunteer positions /
tasks.

Every paid staff member and volunteer at Button Hole, no matter if they want to work directly with youth or behind the
scenes, is required to sign an authorization waiver to undergo a background identification check for any criminal record.
Volunteers must provide their Social Security Number and Driver’s License Number to a private firm that completes the
background checks on behalf of Button Hole. Applicants who refuse to comply with this policy are ineligible to work or
volunteer for Button Hole. These standards were implemented to promote and ensure a safe environment for the children
and families participating in the golf learning programs and events at the facility. In addition to a waiver form, Button
Hole volunteers are asked to complete a “profile form” to assist in placing them in a role that best utilizes their
experience, desire, and ability.

Because projects such as Button Hole span several areas of interest, volunteers can be recruited from a variety of sources.
The general charity and the relative uniqueness of your project will immediately charm people to the project. The golf

24
aspect will attract individuals with an interest in the game, of which there are many. The youth aspect will attract
individuals with an interest in providing opportunity to less fortunate youngsters. For example, at Button Hole some good
resources for recruiting and managing volunteers have been the Volunteer Center of Rhode Island, social service agencies
in the state that have experience with volunteers in the community, and corporate volunteer groups that identify with
charities.

Volunteer Impact: In many ways, volunteers can make or break your ability to offer an affordable, high quality
experience. There are so many avenues through which volunteers can assist a non-profit alternative golf facility.
Whether it is more behind the scenes or working directly with the youth, there is space for every level of time
commitment. Examples include assistance with instruction, administrative support, special event planning, driving range
and golf course monitoring and mentoring.

Positive communication and interaction with volunteers can help boost your project’s reputation in the community. When
volunteers are given respect and thanks for their efforts, they instantly become a positive public relations network for the
program. Positive talk among volunteers and their friends about their experience donating time with your program will
inevitably encourage more people to donate their time. On the other hand, mismanagement and disregard can turn
volunteers into a group of disillusioned adversaries.

Inevitably, some of your volunteers will offer much more of their time than expected, and conversely, others will promise
more than they are capable of realistically giving. You must expect the occasional failed promise and not allow it from
setting you back too far. After some experience, you will know whom you can count on. But once you do, make sure not
to overburden that individual to the point that they are forced to let you down because of unrealistic expectations.
Volunteers help out of the goodness of their own heart. They want to feel good about what they are doing for your
program. Allowing them that freedom will ensure the greatest benefits for all parties.

18. Golf Education and Training

Although golf training programs are dealt with relatively late in the development of an alternative facility, their
importance is no less significant. The primary reason alternative, non-profit golf facilities are built is to offer quality,
golf training to youth and other beginners. Once your facility is operational, training programs will be the main focus of
your facility, including segments devoted to etiquette, history and fundamentals of the game. In conjunction with golf
teaching programs, your facility may also offer general educational programs (i.e. tutoring) or nutritional programs. The
exact nature and focus of these ancillary programs will vary based upon identified needs associated with your particular
project. Generally, alternative facilities are not intended to create the next Tiger Woods or Karrie Webb. Rather, the
purpose is to introduce beginners (primarily youth) to the fun and challenge of the game while encouraging incorporation
of golf’s positive life values into all segments of their lives.

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Early on in your project's history, programming will be a learning process. No matter the provisions and considerations
made, you will inevitably have to tweak the structure and/or curriculum based on experience. Encourage those who
utilize the facility (individual youth, families and social service agencies) to provide constructive criticism about on-going
programming.

Golf Education and Training: The Vision: Again, the initial step in considering programming at any facility is to
evaluate needs and resources. At the time that this document was written (Winter 2000/2001), Button Hole had
experienced one summer of pilot programs at the facility which included mainly beginner instruction sessions. 2001 will
be the first year of full-operations in terms of youth programming, utilizing the golf course, driving range and putting /
chipping areas. The details for progressive youth programming at Button Hole have not been fully implemented. For
sake of an example, the following is the vision of programming progression at Button Hole according to staff and
volunteers.

Initially, youth will attend beginner, intermediate and advanced classes, which adds up to more than eighteen hours of
instruction. This amount of instruction is necessary because the game cannot be learned through only several hours of
instruction. While attending these classes and after graduating through these classes, youth will utilize the driving range
and putting / chipping areas under the supervision of volunteers, parents, staff and counselors. Additionally, during the
course of the instruction classes and after graduating through the classes, youth can play the nine-hole golf course with
other kids as well as with volunteer mentors or members of the public. Through playing of the game and interaction with
others, youth learn about the nuances of golf as well as the values the game teaches. Interspersed among playing and
instructional sessions are fun and competitive special events or tournaments with other agencies, other towns or other
programs around the state. These events introduce the elements of friendly-competition and camaraderie into the youth’s
experience. As youth inevitably begin to outgrow the par-3 golf course, they are offered means to play longer, 18-hole
facilities around the state, either by themselves or on structured teams. Through interaction with others and experiences
afforded because of their involvement in the game, youth become aware of the different career opportunities in golf,
including playing, caddying, teaching, facility management, facility maintenance and restaurant management.

Golf Education and Training: The Details: Depending on what you have in terms of facility, staffing and community,
the significance of the following details will vary. Overall, these are areas that every facility must address in order to
provide the highest quality golf programming possible.

Transportation: As previously noted, if possible, you will not want to get involved in the business of transporting youth
to your facility because of the cost, time, and liability. Many other options are available and should be explored
thoroughly before purchasing or leasing a vehicle. First, area youth should be able to walk or ride their bikes to your
facility. Second, others may be able to utilize public transportation to get to your facility. Both of these options will bring
traffic to your facility, but a more consistent flow can and should be established. Partnering with local social service
agencies and schools is recommended to provide the most structured and reliable stream of youth.

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Partnering With Other Agencies: Social service agencies are ideal groups with whom to partner, considering they have
the expertise, the counselors, the transportation and, most importantly, the kids. Because golf is usually too expensive and
inaccessible for youth, groups such as Boys & Girls Clubs, YMCA’s, Community Centers, Recreation Departments and
Police Athletic Leagues will likely be very receptive to an introductory golf instruction program at your facility. Another
good resource for partnering is your local United Way Chapter, which is the organization that financially supports most
local agencies. Schedule an “open house” at your facility or a convenient meeting place to begin discussions with
different groups about how their resources meld with yours. Button Hole specifically chose a class size of 13 knowing
that most agency vans are 15 passengers, which would include two outside agency staff people. Pursuing specific
partnerships with other social service agencies can also enhance the product you offer to participants. For example, you
can partner with the Big Brothers / Big Sisters organization to facilitate mentoring opportunities or with a nutrition-based
agency to educate participants about the benefits of good eating habits. Additionally, local school departments should be
explored for partnership opportunities with your facility because of their transportation resources and access to youth.

Scheduling: Consult partnering agencies to determine the best schedule for your facility. Programming hours will be
different in the summer (all-day) in comparison to school days (after-school). During the first summer of pilot
programming, Button Hole partnered with nearly twenty different agencies. Each organization was offered eight initial
hours of instruction over a four-week period during the summer. Keep travel and organizational time in mind when
scheduling classes or clinics.

Equipment: Acquiring equipment is normally not very difficult for youth golf programs. Either the equipment is donated
to the program or purchased at a low price point. When considering donations of clubs and bags, make sure what
someone is offering will actually be of use to your program. In Button Hole's development, club and ball receptacles were
placed in the majority of golf club pro shops around the state (public and private). The gesture of donating used clubs and
balls was easy for area golfers. A volunteer even agreed to travel around the state and periodically pick up the clubs and
balls. The whole system was very good public relations for Button Hole because every time someone walked into their
club's pro shop they saw the Button Hole logo and were reminded of the project's mission. Through the system, Button
Hole was immediately inundated with thousands of balls and clubs. The thousands of balls were eventually put to use in
opening the public driving range, something no one ever even fathomed possible. Many patrons at the driving range even
noted that hitting the slightly used balls was preferable to hitting a lesser quality driving range ball.

The sheer number of golf clubs (1,000+) donated to Button Hole was staggering. Over the winter months of 1999-2000,
many were cut-down and re-griped by a group from the local PGA of America Section in order to accommodate shorter
youth with smaller hands. Unfortunately, many of the clubs donated to Button Hole were very old and therefore unusable
by anyone, including youth. Additionally, the Button Hole staff realized that once cut-down, the weighting of the clubs
was not ideal for all youth. For the smaller youth, youth-specific clubs were purchased (at a negotiated, discounted rate).

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Donated high quality, second-hand adult golf clubs can oftentimes be resold with proceeds going towards the purchase of
youth clubs.

The use of tennis balls and “Cayman” balls are two innovative ideas for encouraging beginning youth in the game of golf.
Tennis balls are helpful in early development because they are lighter, brighter, softer, and bigger than golf balls. Once
students have a more developed swing, Cayman balls are useful because they fly in the same manner and are the same
size as golf balls, but they are lighter (i.e. safer) and travel a shorter distance. With the use of Cayman balls, par-3 holes
that normally only require a short iron can be “lengthened” because of the shorter distance the balls fly. Instead of hitting
a 9-iron on a particular hole, players will then be forced to hit a 5-iron.

Instruction Curriculum and Materials: Your lead instructor / director of golf will cater their own specific curriculum to
fit their ideals and philosophies about teaching beginners the game of golf. Button Hole and many other programs across
the country utilize the PGA of America’s “First Swing” program, which provides a comprehensive step-by-step learning
process for getting started in golf, learning to make a swing, playing the game itself, and understanding the rules and
etiquette of the game. By far, safety is the most important priority in teaching beginners, especially youth, the game of
golf. If youth are not paying attention, golf clubs and balls can quickly become very dangerous weapons. Encouraging
youth to hold the head of the club when not swinging is a first step towards avoiding mishaps and accidents.

More information on the “First Swing” program can be obtained through the PGA of America’s website at www.pga.com.
Other good resources materials for teaching beginners, especially youth, the game include the USGA’s “Snoopy and
Friends Rules of Golf” booklet, the USGA’s “Spirit of the Game” educational video, and U.S. Kids Golf’s “Personal Tee
Golf Learning Program.” The “Spirit of the Game” video provides an entertaining review of the fundamentals of golf
etiquette for beginners and all golfers. A full list of USGA publications and videos are available through www.usga.org.
The U.S. Kids Golf program is designed to provide balanced instruction and positive incentives to encourage young
golfers in their efforts to learn the game. These booklets can be ordered through the U.S. Kids Golf website at
www.uskidsgolf.com.

Fee Structure: More than likely, fees charged for the youth teaching programs at your facility will not completely cover
the associated costs. The consensus among agencies in Rhode Island that utilize Button Hole is that agencies and
individual youth should pay at least a small fee for programming and access. Placing value and investment in the
programs will avoid participants and agencies from only attending when it is convenient. Charging fees also teaches a
sense of ownership and responsibility for participants and agencies. For example, during the summer 2000 pilot program
at Button Hole, agencies and individuals were charged $8 per youth for the four introductory sessions, which did not
cover the actual costs for Button Hole staff time, equipment use, beverages, etc. Donations, grants and other revenue
subsidize the deficit between actual costs and what participants are charged. Once Button Hole is fully operational in
2001, youth who participate in introductory programming are eligible for deep discounts amounting to a nominal charge
for each use of the driving range and golf course (possibly $1 or less).

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At the writing of this document, Button Hole is considering a $25 annual fee charged to social agencies per participant,
which will cover approximately 10% of the estimated annual cost of instruction, course play and driving range use for one
individual youth. Additionally, youth from the neighborhood that are unaffiliated with any agency will be asked to pay
$25, if possible. Essentially, the fee is a “goodwill gesture.” Any agency or individual unable to pay the fee will still be
allowed to use the facility. The gauging of a particular agency or individual’s ability to pay the annual fee remains as an
obstacle.

Involving Volunteers: Enlisting volunteers to assist with teaching is essential to offering a safe and quality product. Low
youth to adult ratios (8:1) allow more individual attention for each participant. The game of golf can be quite
discouraging for beginners and therefore it is beneficial to have timely positive feedback during an instructional session.
Volunteers should be given an orientation before participating in instructional programs to cover expectations about their
commitment and specific teaching philosophies of the staff. Volunteers will need a varying amount of coaching,
depending on their golf background and experience with youth. Good resources for instruction volunteers include parents
of participants, state and regional (men’s and women’s) golf associations, local PGA of America sections, local golf clubs
(private and public), local senior associations, and local volunteer centers.

19. Financing
Obtaining financing for a non-profit, alternative facility is one of the most important aspects of development because
regardless of what exactly you want to do, without the sufficient funds the project will inevitably fail. The two primary
sources of financing for these types of projects are charitable donations and operation revenue. Identification of potential
operational revenue sources has been discussed in previous sections of this document. To recap, possible areas include
public use of the driving range and golf course, renting of office space in the clubhouse, renting of multipurpose room for
meetings / conferences, vending, special events, etc. This section will specifically focus on capital fundraising and to a
lesser extent, annual operational fundraising.

Three-Step Process: Fundraising for a non-profit, alternative golf course is a three-step process that correlates directly to
the phase development of the facility. Step one is the exploratory phase, step two is the capital campaign phase and step
three is the annual giving phase.

Step One: Exploratory Phase: The exploratory fundraising requirements relate to the up-front costs of research and
feasibility for the project. Through this early stage of development, your goal is to determine the who, what, where,
when, and how’s of the project, as have been outlined in the earlier sections of this document. By the completion of this
stage you will need to have created an outline of the organization’s structure, recruited initial volunteers, estimated an
approximate cost goal for the project, identified feasibility of the campaign goal in relation to the community, and
identified potential leadership donors. In most examples of existing non-profit facilities, costs associated with this initial
phase have been funded through a core group of initial volunteer supporters, including the visionary for the project. It
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also may be possible to retain a government or foundation grant to research the idea of a non-profit, alternative golf course
in your area.

Without question Button Hole’s exploratory phase was successful because of Ed Mauro’s passion, tenacity, and
resources. The process began in April 1997 using research assistance from the USGA’s Foundation office about
alternative courses in Summit, NJ, and Denver, CO. At that time, Mauro had retired as president of his family-owned
business, but had retained his post as Chairman of the Board. Once he was determined to build a non-profit, alternative
golf course primarily for youth, a period of more than one year was spent utilizing business and personal relationships to
explore feasibility. This process included identifying and securing a quality site, researching the area surrounding the site,
forming an initial project committee, and developing a master plan for the layout and engineering. In late 1997, as
president of the RIGA, Mauro secured advanced seed money of $5,000 from the RIGA to retain an architectural
engineering firm. The firm drew up a preliminary plan that encompassed the short 9-hole golf course, driving range,
maintenance / club house building, and future bike / walking path along the river. Along with devoting a huge amount of
his own time, Mauro also commissioned personnel from his family-owned business to assist in the early administration of
the project. This in-kind administrative support was crucial for the project because of the considerable number of
meetings and memos required throughout the exploratory phase.

Step Two: Capital Campaign Phase: Thanks to the exploratory phase, the project’s goal and case for support will have
already been established before the capital campaign announcement. Your exact capital campaign plan will vary
somewhat depending upon the size of the goal. Regardless of the specific campaign size, prior to the campaign
announcement, further refinement and definition of prospective contributors should be completed utilizing the knowledge
and expertise of the volunteer leadership (mainly board members). Also, keep in mind that board membership can (and
should) be used as a way of cultivating major gifts. In general, volunteer leadership should be assigned prospective
contributors to whom they have access, including individuals, corporations and foundations. In fundraising, people give
to people. Regardless of the specific charity, potential donors are much more likely to give to someone that they know
then to someone that they do not know. Creating a reliable network of solicitors leads to a successful campaign.

Major sources of capital fundraising can be broken into three main groups: individuals, corporations and foundations.
During the capital campaign phase, special events normally are not fruitful for fundraising, but they are quite effective for
public relations. According to fundraising experts, the top gift of a capital campaign should equal at least 10% of the
goal. Furthermore, the top ten gifts (also known as leadership gifts) should equal at least 40% of your goal and, 70% of
the goal should be raised through these leadership gifts before any grassroots efforts are undertaken. For example, as of
December 2000, 82% of Button Hole’s cash pledges were from $10,000+ gifts, although that represented only 13% of the
total number of pledges. Additionally, only 2% of cash pledges had come from donors who gave $999 and below while
that group represented 57% of the total number of pledges.

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Button Hole’s capital campaign was announced in June 1998, fourteen months after the idea of an affordable, accessible,
non-profit golf facility to be located in Rhode Island was born. The campaign kickoff received much public attention as it
featured local PGA Tour professionals Brad Faxon and Billy Andrade, Rhode Island Governor Lincoln Almond, USGA
Executive Director David Fay and other distinguished guests. At the time, nearly $400,000 had been secured through the
RIGA ($50,000), USGA ($50,000) and other gifts. The initial goal was targeted at $1.5 million, not including in-kind
contributions. Approximately 500 invitations for the ceremony were sent to various golfing constituencies and public
officials. Golfing groups included the RIGA, the RI Women’s Golf Association, the Ocean State Women’s Golf
Association, the RIPGA, and the RI Green Superintendents Association. All potential donors who were identified as
having the capacity to give $5,000 or more were also invited.

The capital campaign plan at Button Hole was to personally solicit, using fundraising committee members, 110 rated
leadership gifts of $25,000+. Concurrently, a second larger tier of $5,000+ givers (totaling 5000 in number) would be
solicited by other volunteers. This latter approach was not effective. All of these solicitations were pursued through
personal and business relationships of volunteers and friends. Being longtime Rhode Island residents, Ed Mauro and
fellow co-chairman Stanley Goldstein knew the community’s capacity very well. Fortunately, the economy and stock
market were both returning record-breaking performances. Competition was keen, however as many charities around
Rhode Island were also in the midst of major fundraising campaigns. Initially, Button Hole’s main targets for the
campaign were golfers in the state who had been identified as having a significant capability to give, which included
members of private golf clubs in the state. As the project developed though, it evolved into less of a golf-specific project
and more of a social project driven by the game of golf. The urban renewal and social impact aspects of the project
attracted many non-golfers to the campaign.

By the May 1999 groundbreaking of the facility, Button Hole’s network of solicitors had secured more than $1.2 million
towards a revamped goal of $2 million (due to more realistic construction estimates). Thousands of volunteer hours had
been devoted to promoting the project. Donations had been made from individuals, corporations and local family
foundations. Through experience, Mauro and the fundraising committee soon learned that the most effective way to
execute a solicitation was to bring potential donors to the site. After driving through the downtrodden neighborhoods
prospects quickly recognized the community need for such a facility. The open vastness of the 26-acre pit also made a
marked impression on the project’s enormity of scale.

Contrary to effective face-to-face solicitations, direct mailers to mass audiences did not prove successful. Through this
program, many private golf clubs around the state agreed to send an attractive, three-panel, color information piece about
Button Hole to their memberships. The piece certainly did not lose money for Button Hole, but considering the time and
resources put into its production and distribution, the financial return was minimal. It was rationalized that the mailing’s
benefit helped the awareness factor of the overall campaign.

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Step Three: Annual Giving Phase: Once the capital campaign is complete, an annual giving campaign needs to be in
place in order to cover operational deficits. Annual giving requirements will vary depending on a project’s business plan.

At the writing of this document, Button Hole has not yet completed the capital campaign and therefore not yet embarked
on the annual giving campaign. The total project goal has risen to nearly $4 million due to cost overruns, unreliable initial
estimates, and loss of revenue due to permitting delays. More than $2.8 million in cash and $700,000 of in-kind donations
have been raised. Once the facility is fully operational in 2001, the annual deficit is estimated at $300,000. This estimate
accounts for anticipated revenue streams from the driving range, the golf course and special events.

Potential sources of fundraising income to cover the deficit include special events, continued giving by past donors, giving
from newly solicited donors (specifically: small businesses, RIGA members who have not already given, and non-golfing
Rhode Islanders), and foundation grants. It should be noted that potential donors who do not support a project’s capital
campaign might feel more comfortable supporting the annual giving drive because the project is established and no longer
a start-up. Likewise, potential givers with less capacity oftentimes give to annual drives because inevitably their gift will
represent a larger percentage of the total goal. For example, Button Hole expects a large potential market of donors to
become annual “Friends of Button Hole” by donating $250 to sponsor a youth for programming during a given year.
Many donors who have the ability to give this annual $250 might not have given to the capital campaign because they felt
the gift would be seen as a token amount.

In regards to both capital and annual giving, it is important to note that pledges over multiple years can be borrowed
against on a line of credit (assuming your organization is in good standing with a local bank lender). Essentially, you can
turn pledges, scheduled for payment in one or more years, into immediate cash. Multi-year commitments are generally
preferred for donors because their pay their gift over the span of several years.

Public Relations / Events and Fundraising: In addition to the aforementioned fundraising and groundbreaking
ceremonies, Button Hole also scheduled a special event to announce the land lease agreement with the Department of
Environmental Management in March 1998. Furthermore, several days of activities are being organized for Button
Hole’s ceremonial grand opening in June of 2001. Overall, during the capital campaign special events have been helpful
in raising awareness about the mission and scope of Button Hole. On the other hand, special events were not effective
fundraisers during the capital campaign because they were time consuming and not cost effective. Without a doubt
though, the overall impact of positive public relations on Button Hole has been a huge factor in the progress of the capital
campaign. Gaining the support of the local media (newspaper, magazines, television, and radio) can be instrumental in
the success of any non-profit group that relies on fundraising support to operate. Just as with any investment, potential
contributors to non-profits want to support a proven winner. Positive media exposure is the greatest type of publicity
because it is free, it gives instant credibility to the project and it is released to an otherwise unreachable, mass audience.
Therefore, relationships with the media should be cultivated as much as possible, not only through the sports angle, but

32
also through the human-interest and social-improvement angles. As Honorary Co-Chair Billy Andrade said about Button
Hole, “It’s not about golf; it’s about life.”

People who contribute to non-profit projects usually do so out of the kindness of their heart. But, no matter how modest,
contributors do enjoy being recognized for their gift or for their volunteerism. Button Hole contributors will be identified
through a “recognition wall” in the clubhouse which lists all capital drive donors. Additionally, Button Hole’s
relationship with the local “Providence Journal” allowed for a weekly summer article during 2000 which distinguished
major in-kind supporters of the project as “Button Hole Heroes.” Around the community, being honored as a “Button
Hole Hero” quickly became a prestigious recognition. Not only did this weekly article show appreciation for volunteers,
but it also kept Button Hole in the public eye throughout its development in 2000.

Another effective public awareness program was the production and distribution of Button Hole lapel pins that were
donated to the project by a local jewelry company owner who served on the initial project committee. Volunteers and
staff distributed the small, gold-colored pins during solicitations and special events as a way of saying “thank you.”
Additionally, Button Hole pins were attached to small information cards, which described the project’s mission and scope.
These cards and pins were placed in area golf pro shops and offered for free on donated rotating displays.

In order to raise awareness about your project, you may want to establish a paid or in-kind agreement with a local public
relations firm. Their expertise and community knowledge can be invaluable in creating and scheduling of effective
mailers, special events and other programs.

20. Conclusion
This document highlights major considerations for developing on-profit, alternative golf facilities. Effectively addressing
each consideration presented in this piece requires a great deal of vision, passion, patience and cooperation. As previously
noted, there is no exact recipe for success with these facilities. Each community must research and exploit its own unique
resources, in order to deliver a well-planned, targeted facility. The organizations and individuals presented as resources
though this document can help in the forging of your own project’s course towards success. No matter the path of
development, once a project is operational, the positive social and recreational impact on the community will certainly
make all the hard work worthwhile.

Additional enclosures and references are included in the remainder of this document. Updated pictures and information
about the Button Hole…short course & teaching center in Providence can be accessed through their website at
www.buttonhole.org as of Spring 2001.

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21. Acknowledgements
I would like to thank Button Hole and the Rhode Island Golf Foundation for allowing me to follow and participate in the
developmental progress of the project through the summer and fall of 2000. Thanks should also be extended to Ed
Mauro, Ron Rene, Don Wright and Maureen McMahon for their advice, support and encouragement throughout the
research, writing and editing of this document. Additional thanks go out to Button Hole supporters Frank Cook, Bob
Sutton, Darren Corrente, Peter Pemberton for their input and direction. Finally, special thanks go to the USGA
Foundation volunteers and staff for encouraging me to pursue this most fulfilling third-year project.

22. Reference Information

The following are useful sources of information in reference to developing a non-profit, alternative golf facility. In order
to remain current, website addresses only are given for organizations.

Organizations
American Society of Golf Course Architects (ASGCA) – www.golfdesign.org
Compile and distribute “Golf Course Development Guide” and “The Vital Steps in Golf Course Construction.”

Golf Course Builders Association of America (GCBAA) – www.gcbaa.org

Compile “Earth Shaping News” and “Guide to Estimating Cost for Golf Course Construction.”

Golf Course Superintendents Association of America (GCSAA) – www.gcsaa.org

Golf Range Association of America – www.golfrange.org

The First Tee – www.thefirsttee.com

Formed in 1997 to develop golf facilities and programs for youth across the United States.

Internal Revenue Service – www.irs.com

For information on forming a 501 (c)(3) organization.

National Golf Foundation – www.ngf.org

Resource for golf statistics, market research, golf course development, management and educational summaries.

National Minority Golf Foundation – www.nmgf.org

Formed in 1995 to enhance opportunities for minorities in all areas of golf.

Professional Golfers’ Association of America (PGA of America) – www.pga.com

National organization of individual golf professionals. Distributes “First Swing” teaching curriculum for youth.

United States Golf Association – www.usga.org

National governing body of golf. Distributes information on the Rules of Golf and Amateur Status, handicapping,
and etiquette. USGA Green Section distributes information about golf course agronomy. USGA Foundation
provides information and awards grants to programs that make golf more affordable and accessible.

Resources
Balogh, James, W. Walker. 1992. Golf Course Management and Construction: Environmental Issues. Lewis Publishers,
Chelsea, MI.

Center for Resource Management. 1996. Environmental Principles for Golf Courses in the United States. Salt Lake
City, UT.
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Krohe, Jr., James. 2000. Squeeze Play. Golf Journal. Volume LIII No. 1.

Love, Bill. 1999. An Environmental Approach to Golf Course Development. American Society of Golf Course Architects,
Chicago, IL.

23. Attachments
A. Map of Button Hole…short course & teaching center
B. Button Hole mission statement
C. Button Hole development timeline
D. Button Hole pledge form
E. Button Hole in-kind contribution form
F. Button Hole volunteer waiver form
G. Button Hole volunteer profile form
H. Button Hole volunteer position / tasks
I. Selected articles

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