HomeMy Public PortalAboutGolf Commission Packet 03.23.21
Facility and Operations Review
of the
Captains Golf Course in
Brewster, MA
Prepared For:
Town of Brewster
2198 Main Street
Brewster, MA 02631
Prepared By:
501 N. Highway A1a
Jupiter, FL 33477
(561) 744-6006
March 2021DRAFT
Table of Contents
GENERAL LIMITING CONDITIONS .......................................................................................... 1
EXECUTIVE SUMMARY ........................................................................................................... 2
Introduction And Purpose .................................................................................................... 2
Summary of Captains Golf Course ...................................................................................... 2
External Environment .......................................................................................................... 3
NGF Recommendations ...................................................................................................... 4
Completion of Capital Investment Considerations ........................................................................ 5
Financial Analysis ............................................................................................................... 6
Projection Results .......................................................................................................................... 6
Summary Statement ........................................................................................................... 8
SUBJECT FACILITY REVIEW – CAPTAINS GOLF COURSE ................................................. 9
Captains Golf Course Facility Overview .............................................................................. 9
Location, Access and Surrounding Elements ............................................................................. 10
Captains Golf Course Summary of Facilities ......................................................................12
Championship Golf Courses ....................................................................................................... 12
Captains GC Clubhouse .............................................................................................................. 13
Driving Range / Practice Amenities ............................................................................................. 14
Captains GC – Facility Condition and Future Capital Investment .......................................15
Property Condition Report ........................................................................................................... 15
Captains GC Capital Investment Considerations (FY2022-FY2030) .......................................... 20
Review of Golf Operations - Captains GC ..........................................................................24
Captains GC Review of Contracts ............................................................................................... 25
Captains GC Facility Staffing ...................................................................................................... 26
Review of Technology, Website and Marketing .......................................................................... 28
Golf Playing Fees ........................................................................................................................ 29
Review of Golf Carts .................................................................................................................... 31
Merchandise Operations ............................................................................................................. 32
Food and Beverage Operations .................................................................................................. 32
Captains GC Driving Range Operation ....................................................................................... 33
Programming and Organized Golf Activities ............................................................................... 34
Other Operational Observations .................................................................................................. 35
Captains GC Recent Operational Performance ..................................................................35
Rounds Played and Annual Fees at Captains Golf Course ........................................................ 35
Recent Revenue Performance at Captains Golf Course ............................................................ 38
Captains GC Expenses ............................................................................................................... 39
Summary Financial Performance (2016-2020) ........................................................................... 40
Year-to-Date 2021 Captains GC Performance ........................................................................... 41
Summary – Captains Golf Course ......................................................................................42
EXTERNAL FACTORS AFFECTING THE OPERATION OF CAPTAINS GC ..........................44
Market Overview ................................................................................................................44 DRAFT
Demographic Analysis – Local Permanent Residents ................................................................ 44
Key Climate and Economic Factors ............................................................................................ 46
Golf Market Supply and Demand Indicators .......................................................................47
National Golf Industry Overview .................................................................................................. 47
Estimated Local Market Demand ................................................................................................ 49
Local Golf Supply ........................................................................................................................ 50
Golf Course Market Supply / Demand Summary ........................................................................ 51
Local Competitive Golf Market ...........................................................................................51
Competitive Public Access Golf Facilities Map ........................................................................... 52
Key Competitors – Summary Information ................................................................................... 53
Key Findings – Competitive Golf Market ..................................................................................... 56
Cape Cod Municipal Golf Operations Review .....................................................................58
Summary of Findings on Cape Cod Municipal Golf Operations ................................................. 58
Summary of Comparative Data – FY2020 .................................................................................. 60
External Factors Summary .................................................................................................61
NGF RECOMMENDATIONS FOR THE TOWN OF BREWSTER AND CAPTAINS GOLF
COURSE ..................................................................................................................................62
Basic Oversight, Structure and Contracts ...........................................................................62
Structure Considerations ............................................................................................................. 62
New Food and Beverage Contract .............................................................................................. 63
Operational Recommendations ..........................................................................................63
Enhance Marketing ...................................................................................................................... 64
Better Employment of Technology .............................................................................................. 65
Recommended Fee / Pricing Changes ....................................................................................... 66
Recommendations for Increased Beginner Participation ............................................................ 66
Specific Physical Recommendations ..................................................................................67
Completion of Capital Investment Considerations ...................................................................... 67
CAPTAINS GC – PROJECTED FINANCIAL PERFORMANCE (2021-2030) ...........................68
Summary of Captains GC Projections (2021-2030) ............................................................68
Basic Assumptions ...................................................................................................................... 68
Projected Revenue and Expense Assumptions – CGC (FY2021-FY2030) ................................ 68
Estimated Future Performance - Captains GC (FY2021-FY2030) ............................................. 69
Cash Flow Results – CGC (FY2021-FY2030)............................................................................. 73
Support for Projections and Potential Mitigating Factors ............................................................ 73
Limiting Conditions .............................................................................................................74
SUMMARY STATEMENT .........................................................................................................75
APPENDICES...........................................................................................................................76
Appendix A – Golf Course Life Cycle .................................................................................77
Appendix B – National Rounds Played Report ...................................................................78
Appendix C – Local Demographic, Demand and Supply Data ............................................81 DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 1
General Limiting Conditions
This report is based on information collected from direct NGF research completed for the Town of
Brewster (“Town”) in 2021. The assessment is based on conditions at the time of the analysis
(e.g., economic and market conditions) and significant changes in those conditions may affect the
relevance of the business plan. National Golf Foundation Consulting, Inc. (“NGF” or “NGF
Consulting”) has not undertaken any update of its research effort since such date. Because future
events and circumstances, many of which cannot be predicted as of the date of this plan, may
affect the estimates contained therein, no warranty or representation is made by NGF Consulting
that any of the projected values or results contained in this study will actually be achieved.
Although we believe that the expectations in this report are reasonable, any or all of the estimates
contained herein could prove to be incorrect. To the extent possible, the NGF has attempted to
verify and confirm all estimates and assumptions used in this analysis. However, some
assumptions may not materialize as a result of known or unknown risks and/or unanticipated
events. Consequently, actual results achieved by any golf facility during the period covered by
NGF projections may vary from our estimates, and these variations may be material. As such, the
National Golf Foundation accepts no liability in relation to the estimates provided herein.
To protect you and other clients, and to assure that the research results of NGF Consulting's work
will continue to be accepted as objective and impartial by the business community, it is understood
that our fee for the undertaking of this project is in no way dependent upon the specific conclusions
reached or the nature of the advice given by us in our report to the Town of Brewster.
Every reasonable effort has been exerted in order that the data contained in the written report
reflects the most accurate and timely information possible, and is believed to be reliable. However,
no responsibility will be assumed for inaccuracies in reporting by the client, client's agents, or any
other data source used in preparing the report.
The client agrees that the report is not to be used in conjunction with any public or private offering
of debt or equity securities or to otherwise induce investment without the prior written consent of
NGF Consulting, which may be conditioned upon client agreeing to pay an additional fee in an
amount to be reasonably determined by NGF Consulting.
This study is qualified in its entirety by, and should be considered in light of, these limitations,
conditions and considerations. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 2
Executive Summary
The following is a summary of key findings made by National Golf Foundation in its study of the Captains Golf Course. The
supporting text and tables are found in the body of the attached report. Some items are repeated from the full report.
INTRODUCTION AND PURPOSE
National Golf Foundation Consulting, Inc. (“NGF”) was retained by Town of Brewster (“Town of
Brewster” or “Town”) to assist in reviewing the operation and facility condition of the Town’s
Captains Golf Course (“Captains GC” or “CGC”). The Town required a strategic review of the golf
facility as part of its ongoing plan to improve the golf course, and in consideration of future capital
investments in light of the Town paying off its debt incurred for the expansion of the facility to 36
holes in 1998. The following report details findings on Captains GC, with analysis of the physical
and economic condition of the club and the market environment within which it operates. Based on
these findings, NGF has provided a set of recommendations to the Town that we believe will
improve overall operations and economics of the popular golf facility.
Captains GC is a popular golf facility that consists of two 18-hole championship golf courses (Port
and Starboard), a driving range, cart storage barn, maintenance facility and clubhouse. The golf
course dates back to an original Town 18-hole course developed in 1985, followed by the
construction of a second 18-hole course in 1998. The Town has chosen to self-operate its golf
facility with all Town employees with the exception of a food and beverage (F&B) service contract.
This exact form of operation is still the most common in public-sector golf nationwide, and offers
the Town the most direct control for maximum benefit to the community. The facility is in mostly
good condition, although some maintenance activities have been deferred due to the large debt
service of about $840,000. This indebtedness was fully paid in FY 2020, freeing up a large portion
of funds to address deferred maintenance items.
Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an amount that
has been relatively consistent over the last four years. With total direct operating expenses totaling
around $2.8 million the last three years, it is clear that Captains GC can comfortably cover its
operating requirements and address key capital items that have been deferred in recent years.
This current financial condition is generally superior to most public sector golf operations in the
U.S, where 67% of public golf courses are able to cover on-site expenses, but not able to cover
both on-site expenses and capital costs (only about 33% can cover both). Captains GC
experienced significant growth in activity in the summer of 2020 as part of a nationwide surge in
golf interest during the Covid-19 crisis. This growth in activity has also led to an expected spike in
FY2021 revenue, which is already well ahead of budget after the first six months of the fiscal year.
SUMMARY OF CAPTAINS GOLF COURSE
Captains GC is a good quality public-access golf facility with a mix of amenities that is consistent
with economically successful public golf courses. The facility is located at the eastern end of Cape
Cod, but still convenient for golfers although access to the course requires some navigation
through local streets and good signage will always be needed for tourist golfers. Other findings
from NGF’s review of CGC:
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 3
• Captains GC includes two 18-hole golf courses giving the facility a large capacity to
host a high volume of events, outings and tournaments, while still supporting its regular-
play constituency. The two courses are very similar, and each includes a mix of holes
from the course development in 1985 and 1998. This blending in course holes affects a
number of elements, such as irrigation, bunker style and cart paths.
• The overall property condition appeared good in early 2021, but the facility does have
some capital needs, including elements that are at or nearing the end of their expected
useful life. Given the high importance the Town places on water use and quality,
maintaining the most modern and efficient irrigation systems will be a high priority for
future capital spending. The original irrigation system installed in 1985 has already been
replaced, and the system installed in 1998 is now due for upgrade sometime in the next
2-3 years. In all, the NGF identified some $6.2 million in capital projects for the next five
years, including $3.5 million for the golf courses, $2.3 million for maintenance facilities
& equipment, and another $370,000 for the clubhouse.
• The staff employed by the Town to operate and maintain Captains GC is appropriate
and close to expected standards for this type of golf facility operation. The Town has
high expectations for the level of service and facility quality, and this service quality is
leading to very strong rounds and revenue performance. A large staff of properly trained
professionals is required to provide the level of quality that is desired by the Town so
staffing is proper at Captains GC.
• The marketing of CGC appears to be modest, but with staff showing a clear effort to
enhance and improve in the immediate future. As the facility is located in a tourist-
oriented market, adoption of a modern, technology-driven marketing program will be
necessary to attract the customers needed to sustain (or grow) rounds and revenue.
• Playing fees for golf and concessions are appropriate at CGC, and clearly place the
facility in the upper range for public golf in this market. In addition, the operators are
doing a good job of maintaining a realized average daily rate (ADR) that is consistent
with well-performing golf courses. Review of data shows that the total ADR for non-
member rounds at CGC is 60% of the highest peak green + cart fee, showing the club
is less reliant on a large volume of heavy discounts in order to sustain rounds activity.
• After a few years of consistent activity, Captains GC saw a tremendous increase in
rounds activity due to Covid-19 restrictions and the availability of golf as one of the few
“safe” activities for people to undertake. The 84,700+ rounds hosted in calendar-year
2020 was the most in any single year since 2006. As we move into 2021 and beyond,
retaining this influx of new golfers is the key challenge for golf operators.
EXTERNAL ENVIRONMENT
The NGF market analysis shows the importance of golf in the Cape Cod market. While there is
strong demand for golf in this local market, there are also many golf courses available to service
the demand. As such, the NGF has a reasonable expectation that while the market will provide
support for the continued operation of Captains GC, such strong support is not guaranteed. Other
key findings from NGF’s analysis of the Brewster / Cape Cod golf market include:
• While some broader national trends continue to create headwinds for golf operators,
overall golf participation in the U.S. appears to be stabilizing and golf is far from
“dead.” While demand for golf strengthened greatly during the Covid-19 pandemic in
2020, NGF research shows that golf was gaining some momentum in 2019 and the DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 4
sport remains popular and is fortunate to have a deep well of interested prospects.
The key challenge for golf operators like Captains GC is to sustain the momentum
from 2020 into the coming years.
• Brewster has a relatively modest permanent population that swells every summer to
account for seasonal residents and tourists. The demographic profile of the
permanent residents in Brewster is consistent with high golf activity. In addition, there
are an estimated 4.5+ million visitors to Barnstable County annually, which NGF
estimates could include golfers demanding over 350,000 rounds each year. Given its
position as a high-quality public golf facility, Captains GC is in a strong position to
capture some of the large tourist golf market.
• The overall balance between golf demand and supply is not favorable for golf courses
in the Cape Cod market. The NGF has documented that this local market area has
only about 640 permanent resident golfers for each 18 holes in the market, far fewer
than the 4,000 golfers per 18 holes target. As a result, it is expected that the Brewster
golf market will remain very competitive for the foreseeable future, and improvement
in economic performance at area golf courses is going to have to come from
increased tourist and/or outing golfers.
• The most important local competition to Captains GC includes other facilities owned
and operated by Cape Cod towns like Dennis, Harwich, Yarmouth, Barnstable and
Sandwich. Our review suggests that Captains GC is well positioned in comparison to
its most immediate competition. These Town golf courses tend to average around
32,200 rounds per 18 holes per year (about half from members), and earn around
$48.60 per round, with about $40.00 of that from green, cart and membership fees.
• Finally, all golf facilities face a couple of other factors beyond their control: First, high
fixed expenses that are subject to inflation that is more rapid than revenues (e.g.,
ability to raise fees is inhibited); this dynamic appears to be particularly acute with
infrastructure and increasing capital costs. Second, while golf is more popular than
ever with younger children, the activity is losing appeal with younger adults and this
will provide a continuing challenge for golf courses facing attrition from older players.
NGF RECOMMENDATIONS
As part of our review for the Town of Brewster, the NGF team prepared a schedule of specific
recommendations to be considered by the Captains GC. These recommendations have been
organized into: (1) basic oversight, structure and staffing; (2) physical enhancements; and (3) other
operational insights.
Basic Oversight, Structure and Contracts
The Town of Brewster has chosen to self-operate its golf course, with only the F&B service
privatized to a third-party operator. NGF surveys show that the Brewster structure is still the
most common form of municipal golf operation in the country with approximately 56% of U.S.
muni golf courses operating with this exact structure. In considering alternatives, the NGF finds it
unlikely that Brewster could improve its fiscal position in golf by changing to an alternate form of
operation given the strong revenue performance documented in this review.
Beginning in 2021, the Town is in a position to use funds that were previously earmarked for debt
for new investments. Based on our analysis and the NGF future performance projections, Captains
GC is expected to be self-sustaining and economically independent. In some individual years of
operation, the Town may find that the revenue generated by Captains GC will not be sufficient to DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 5
fund some of the larger improvements recommended by NGF (irrigation, equipment, maintenance
facility, etc.) course maintenance equipment), and this will necessitate some form of external
financing (which could be debt and/or a general fund infusion) to cover these temporary shortfalls.
The NGF also recommends the Town continue to outsource its food and beverage operations as a
separate concession with an experienced vendor at Captains GC, with the Town earning a modest
income from lease or concession payments. Given the challenging environment due to Covid-19,
the Town should consider some abatement of concession payments in the first year of the new
contract as an enticement to allow the vendor to recover from 2020 and 2021.
Basic Operational Recommendations
In addition to the larger oversight and physical recommendations, NGF Consulting offers the
following recommendations to help the Town of Brewster with some minor adjustments that can
help the Town improve its bottom-line performance of the golf course. The most significant of these
relate to the expansion of modern technologies and marketing, including the full implementation of
all facets of the existing point-of-sale (POS) system. It is understood that Town golf facilities are
operating in a competitive market with many golf courses trying to maximize rounds and revenue.
In the body of this report, the NGF team has provided a broad overview of key issues in the
operation comprising: (1) marketing and technology; (2) pricing; and (3) recommendations for
increasing participation from less-traditional segments. It is hoped that review of NGF
recommendations on these topics can provide the Town a basic framework for the continued
operation of the golf facility and lead to enhanced activity and revenue.
Specific Physical Recommendations
The NGF recommendations for enhancing the physical plant of Town golf facilities considers
specific improvements that can be made to Captains to both catch up on deferred items and make
some new investment to enhance the overall facility offering. The NGF vision for the future of
Captains GC considers the most ideal physical condition of the facility so as to maximize the
potential economic performance.
Completion of Capital Investment Considerations
The full capital plan for the next ten years was documented previously in this report and
summarized in the table below:
Captains GC
Summary of Capital Upgrades – FY2022-FY2026
Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Total Golf Course $317,000 $335,000 $2,380,000 $130,000 $395,000 $3,557,000
Total Clubhouse $135,000 $125,000 $50,000 $60,000 $0 $370,000
Total Maintenance $457,000 $225,000 $290,000 $1,100,000 $250,000 $2,322,000
Grand Total of Capital Projects $909,000 $685,000 $2,720,000 $1,290,000 $645,000 $6,249,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 6
Longer Term Capital Investment Considerations (Beyond 5 Years)
In addition to the above-noted capital investments, the Town should begin planning for additional
capital needs likely to arise in the 2025-2030 time period, including:
Longer Term Investment Considerations Details + Cost
Expected
Cost Current Age
Irrigation System Replace the 2004 irrigation system $2,400,000 17 Years
Additional Maintenance Equipment Continue a program of annual replacement $200,000/yr Various
FINANCIAL ANALYSIS
NGF has assisted the Town of Brewster in preparing an analysis to show the potential economic
performance of Captains Golf Course over the next 10 years of operation, and the potential impact
from the removal of the annual debt service requirement. This analysis was prepared based on a
set of assumptions that may or may not become reality, but are presented as a “fair estimate of
performance” for these facilities based on our complete review of each Individual aspect of the
operation.
Projection Results
The results of the NGF financial projection analysis show that with the removal of the $840,000
annual debt service, the Captains GC will have new capital available to complete many of the
capital upgrades identified by NGF in 2021. However, the largest of these capital expenditures –
1998 irrigation system and maintenance facility upgrades – will not be covered by retained
earnings and therefore must be funded separately. After completion of the major near-term facility
upgrades in FY2026, Captains GC should enter a period of more modest capital needs through
FY2030 that will allow the facility to build back a retained surplus.
The estimate presented above shows total operating income remaining strong, exceeding
$467,000 in every year through 2030. However, the large inflation in key expense items, most
notably employee fringe benefits, means the operating income will shrink every year through 2030,
making any unexpected capital requirements potentially problematic for the Town of Brewster. This
reality makes the NGF recommendation to keep up with planned bi-annual fee increases and
resisting public pressure to keep fees as low as possible. Captains GC is in a strong position to
cover all its basic operating expenses, including employee benefits, but over a longer term (beyond
10 years) the current inflation in this line item suggests it will be challenging for Captains GC to
properly fund all expenses and capital requirements from golf playing fee revenue. The cash flow
model for the next 10 years of Captains GC operation has been prepared and appears in this
report, with a basic summary of the next five years shown below:
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 7
Projected Cash Flow Summary
Captains Golf Course (2021-2025)
summary FY2021 FY2022 FY2023 FY2024 FY2025
Guest Rounds 39,000 34,000 34,500 35,000 35,500
Member Rounds 45,700 47,000 46,400 45,400 44,800
Total Rounds 84,700 81,000 80,900 80,400 80,300
Revenue
Golf Fee Revenue $3,618,000 $3,573,800 $3,691,200 $3,690,000 $3,810,400
Ancillary Revenue 433,200 497,400 510,700 512,900 523,400
Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800
Cost of Sales $213,300 $235,400 $241,000 $239,500 $245,200
Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600
Personnel Expenses $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000
Operating Expenses $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300
Total Facility Expense $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300
Operating Income $912,900 $816,500 $843,800 $744,700 $764,300
Other Items:
Capital $110,000 $909,000 $685,000 $2,270,000 $1,290,000
Facility Net $802,900 ($92,500) $158,800 ($1,525,300) ($525,700)
Cumulative Net $802,900 $710,400 $66,300 ($1,366,500) ($2,051,000)
Support for Projections
The key justifications for the projections of future economic performance of CGC are based on
understanding of the demand drivers for the golf facility, and summarized as:
• Stable resident and visitor population
• Strong and diversified local economy, with traditionally low unemployment
• A potentially high volume of seasonal travelers to supplement demand
• Site visibility and accessibility
• The added appeal of the clubhouse.
Potential Threats / Mitigating Factors Relative to Projections
While growth in rounds and revenue is expected at CGC in the next five years, there are mitigating
factors that could negatively affect the facility, including:
• Regional economic recession
• Continued overall decline in golf participation – recent trends show declines in golf
participation, especially among the younger generation.
• Rapid inflation of golf course maintenance expenses DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 8
SUMMARY STATEMENT
Town of Brewster continues to own and operate the 36-hole Captains Golf Course that appears to
be very well-run and producing activity and revenue well above the expected standard. This was
especially true in the second half of 2020 (first 6 months of FY2021), as Captains GC reached new
highs in revenue during the mini “golf boom” associated with the Covid-19 pandemic. However, in
addition to strong revenue, Captains GC also has higher-than-standard expenses, although much
of this is related to the Town’s desire to provide an outstanding golf course product and a premium
level of service.
In reviewing this facility, it is clear to NGF consultants that while the Captains’ operation is sound,
there are some new investments the Town can make to help better position the golf course for the
long-term, and help ensure the quality and sustainability of Captains GC. This includes taking
advantage of the dollars that used to be earmarked for debt retirement, and adopting a new
program of capital investment to address aging equipment and other infrastructure, especially
irrigation, at the Town golf facility. In addition, the Town would likely benefit from enhancing its use
of technology and marketing the facility to attract a higher level of participation from non-resident
tourists and visitors to the area.
In summary, it is clear that the Town’s golf course is very well managed and in position to continue
strong activity and rounds performance. The upgrades that will be completed in 2021-2025 period
means that the Town will have addressed the most significant capital requirements at Captains,
and can now turn its focus to considering other investments that could lead to even greater
revenue production, such as expansion/improvement of outdoor dining services. Captains offers a
challenging golf course that is well-located and popular with golfers of all skill levels. The 36-hole
golf facility, all appurtenant amenities and variable pricing gives the Town an opportunity to offer
“something for everyone” within its own golf course. In review of this golf course, the NGF has
identified five important actions that the Town can take right now to improve Captains GC
performance:
1. Commit to completing the $6.2 million in capital projects over the next five years.
2. Fund all needed improvements using earnings retained from golf operations revenue,
mindful of the reality that some larger projects like irrigation and maintenance facility
improvements may be too large and will require some outside funding mechanism.
3. Enhance expertise in the technology that supports operations (POS, website, etc.), and
use these platforms to enhance the marketing and promotion to less frequent users.
4. Increase focus on new player development and beginner programs, especially with
juniors and young adults.
5. Consider other new investments to help modernize and “liven up” facilities like the patio
expansion / covering and theme upgrade to help broaden appeal, especially with
younger adults.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 9
Subject Facility Review – Captains Golf
Course
The subject property is the Captains Golf Course (“Captains GC” or “CGC”), a 36-hole public golf
facility that is owned and operated by the Town of Brewster, Massachusetts (“Town of Brewster” or
“Town”). The facility consists of two 18-hole championship golf courses (Port and Starboard), a
driving range, cart storage barn, maintenance facility and clubhouse. The golf course dates back to
an original Town 18-hole course developed in 1985, followed by the construction of a second 18-
hole course in 1998. At present, the two courses are each a mix of old and new, with the Port
Course consisting of eight original holes and 10 newer holes, and the Starboard Course having 10
original holes and eight newer holes.
Captains GC includes a mix of amenities that is common in public golf, and generally correlates
well with economic success. The facility is in mostly good condition, although some key items in
maintenance and upkeep have been deferred in recent years due to large capital requirements.
The most significant of these large capital requirements was the annual debt service of about
$840,000 to cover the development of the second course addition. This indebtedness was fully
paid in FY 2020, freeing up a large portion of funds to address deferred maintenance items.
Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an amount that
has been relatively consistent over the last four years. With total direct operating expenses totaling
around $2.8 million the last three years, it is clear that Captains GC can comfortably cover its
operating requirements and address key capital items that have been deferred in recent years.
In our review of Captains GC, the NGF found a good-quality public golf course that appeared to be
in good condition and providing affordable recreation to the community. The operating structure in
place at the facility appears to be functioning properly, even with a key transition of leadership that
has occurred in FY2021 with the departure of the long-tenured golf facility manager and promotion
of a new manager from within the existing golf staff. Going forward, the key issue for the Town in
the Captains GC operation is how to prioritize capital spending to address key infrastructure issues
such as golf course irrigation, maintenance equipment, declining clubhouse condition and other
improvements that have been deferred due to debt service payments.
CAPTAINS GOLF COURSE FACILITY OVERVIEW
Captains GC is an important public golf facility with a rich history and a location in the lower Cape
Cod area close to key elements such as major roadways, the beaches and lodging components.
Over the last five years, CGC had produced a relatively consistent level of activity (rounds and
memberships) and revenue for the Town, with a significant spike in interest during the Covid-19
pandemic in mid-to-late 2020 (most impact will be in FY2021). This golf facility has remained
popular among a select group of local golfers who find the layout appealing and the affordable
price a good match. As growth in activity and revenue is needed at the facility to match increasing
expenses, the Town has weighed possible investment in enhancing CGC so as to attract a wider
golfing contingent, in light of other Town fiscal priorities and the market realities at this location.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 10
Location, Access and Surrounding Elements
The golf course is located at the eastern end of the Brewster and in proximity to the important east-
west roadway the Mid-Cape Highway (Route 6). The golf course is park-like in setting and includes
great natural appeal, interesting topography and very little adjacent development. The facility is
accessed via Freemans Way, which connects to S. Orleans Rd. a little less than one mile from the
course entrance, and S. Orleans Rd. connects to Pleasant Bay Rd. 1.2 miles further south. While
the golf course is immediately adjacent to (and visible from) the Mid-Cape Highway, access to the
course requires some navigation through local streets and good signage is needed for tourist
golfers. With a location at the eastern end of Cape Cod, all of the market potential for the facility
lies to the west and north of the site, with the center of Brewst er located 4 miles west, Orleans 4
miles north and Harwich about 5 miles south. This location makes the subject golf club somewhat
remote in Cape Cod geography, but still convenient and accessible for golfers on Cape Cod, a key
factor in improving rounds and revenue at the facility.
Overall, the immediate area surrounding Captains GC includes the roadways as noted, and large
areas of open space to the north and west. There is some residential density to the south and east
of CGC, and the private club Cape Cod National located less than one-mile east. The implication
for the golf course is that Captains GC is proximate to several key elements that are expected to
provide support to the golf course for the foreseeable future, and the course is convenient enough
for the enhanced attraction of tourists and visitors that will be needed to provide golf activity and
economic support.
Site Positives
• Location: The CGC location is close enough to, and visible from, the Mid-Cape
Highway (Highway 6).
• Site Setting and Topography: The site has outstanding natural features, trees and
topography, which leads to positive feedback from golfers and provides a high degree
of inherent potential for continued high quality golf.
Site Negative
• Location: While a positive for proximity to the Mid-Cape Highway, the roadways
providing access to CGC are not immediately proximate to the highway, and several
turns on local streets are required to find the course. As this facility does require
support from non-local tourists and visitors, the course location will always require
accurate directions from signage and facility marketing/promotion.
• Property Footprint: Captains GC is a large sized property that is fixed in its
boundaries that limits its flexibility if changes or expansion is ever contemplated.
• Driving Range: With its limited footprint, the Town was not able to find room to site a
driving range on the main golf course property. As a result, the CGC driving range is
located ½ mile away along Commerce Park Rd. and requires golfers to use autos and a
separate trip.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 11
Aerial View – Captains GC
Google Earth image showing CGC and direct surrounding elements. This view shows the proximity to Mid-Cape Hwy., but without
proximate access. The view also shows the location of the driving range and just how close Cape Cod National is to Captains GC.
Regional View – Captains GC
Google Earth image showing a broader regional view of CGC and proximity to Brewster and other towns in the Lower Cape area. This view
shows the subject facility at the eastern end of Cape Cod and surrounded by key area roadways. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 12
CAPTAINS GOLF COURSE SUMMARY OF FACILITIES
The Captains GC is a public golf course located in a parkland setting with rolling topography and
the appropriate support amenities (clubhouse, cart storage, maintenance, etc.). As of February
2021, the Captains GC facility includes the following key components:
• Two 18-hole championship golf courses with all commonly associated modern
amenities (newer greens, multiple tee boxes, cart paths, on-course services, etc.).
• A separate driving range area located ½ mile away from the main course. The range
includes 25-30 hitting stations and over 280 yards of length. Other practice amenities
include two practice greens and other limited chipping areas, but no formal short-game
practice area.
• Two separate cart storage buildings (one 4,000 square feet (sf) and one 3,200 sf) for
storage of up to 140 carts.
• Disjointed maintenance compound with two separate 5,800 sf maintenance buildings
and additional space for various equipment and materials storage.
• Full-service 12,900 sf clubhouse in two sections, one for the pro shop and one for the
restaurant/pavilion area plus restrooms, offices and additional storage.
• Additional acreage for parking lot (380-400 parking spaces) and unused open space.
Championship Golf Courses
The Captains Golf Course includes two separate 18-hole golf courses – the Port and Starboard
courses. The original 18 holes were designed by Brian Silva and opened in 1985, while the second
18-hole course was designed by a combined firm of Cornish, Silva and Mungeum, that included
the original designer Brian Silva. The two courses are very similar, and each includes a mix of old
and new, with the Port Course consisting of eight original holes and 10 newer holes, and the
Starboard Course having 10 original holes and eight newer holes. This blending in course holes
affects a number of elements, such as irrigation, bunker style and cart paths. Each course is
routed with returning nines (holes #9, #10 and #18 all near the clubhouse). Captains GC includes
all of the basic design elements that are commonly associated with a regulation-length course that
can appeal to a wide variety of golfer skill levels. Other NGF observations:
• Captains GC was in good overall condition in early 2021, which was noted by both NGF
and the separate irrigation consulting report (Irrigation Consulting, Inc.). The course
benefits from its location on sandy soils that tend to drain well. In all, the CGC turf
condition is good, but there are some issues related to water source and irrigation that
may require some capital in the coming years.
• The two courses at Captains GC show similar scorecards, with the Port Course maxing
out at 6,675 yards and the Starboard Course reaches a maximum length of 6,776
yards. The back (Blue) tee shows a USGA slope rating of 135 on Port and 131 on
Starboard, which represents that the two courses are much more difficult than the
‘standard’ slope of 117. The intermediate (White/Gold) tees offer golf courses between
5,784 and 6,198 yards with slope ratings of 123-130 (also harder than standard). The
more forward courses (Gold/Red) are 5,833 and 5,282 yards respectively, and are
closer to the difficulty standard. In all, these numbers suggest that this golf course is
harder than standard to play, and that less-skilled players may find the course difficult to
play if playing from the wrong set of tees. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 13
• The most forward tee on the course (commonly associated as the “ladies” tee) is 5,282
yards on the Port Course and 5,339 on the Starboard Course, which are about 14%
longer than the NGF-recommended distance of under 4,600 total yards in length for a
Red tee course. This current Red tee placement makes the course longer and more
difficult for less-skilled players, and NGF suggests that the Town consider adding a new
(shorter) Red tee to help the facility improve rounds and revenue from that segment.
Captains GC does offer a Family tee position at around 3,600-3,800 yards, although
this is not a substitute for a good Red tee course at 4,600 yards.
• The two Captains courses have design features that make them playable for all golfers
(such as shorter par 4 holes, tree-lined holes and numerous bunkers, etc.). The Port
course has 47 bunkers and the Starboard has 53 bunkers for a total of 100 bunkers on
Captains GC. A primary challenge on these courses is the narrow hole-corridors that
are lined by dense trees. This adds greatly to the scenic and challenge appeal of the
golf courses, but also to the difficulty for less-skilled players. These trees can also add
significantly to cart path damage and add to maintenance requirements by blocking sun
and breeze (more below). There is very little water in play with only a few holes
impacted by ponds on site.
• This golf course is highly marketable in this area given its attractive and challenging
layout and scenery, although this must include a high-level maintenance standard. The
golf course provides enough challenging and unique features to add to its overall
appeal and provides a unique golf experience proposition that can be marketed by the
Town through photos on the website and in print advertising and brochures, etc.
• As each course has 9-hole courses that return to the clubhouse, there are no on-course
restrooms. The on-course drinking stations include coolers in wood enclosures. There
are no rain or lightning shelters on either 18-hole golf course.
Overall, it is expected that this golf course will continue to be attractive to serious and highly skilled
golfers, intermediate players and beginners. A program of high-quality maintenance that will
provide outstanding conditions (including some down time for applications) is also assumed. This
golf course condition places the CGC facility in the upper range of public golf courses in the Cape
Cod market area, providing services clearly superior to lower-fee facilities but not to the level of the
highest fee public-access golf facilities (more in market analysis section).
Captains GC Clubhouse
The Captains GC clubhouse includes approximately 12,900 sf of space in two separate sections
connected by a covered breezeway. The remnants of the original clubhouse now comprise the
Freeman’s Grill, kitchen and other spaces, while a sperate pro shop, hallway and pavilion area
were added in 1998. During the Covid-19 crisis in 2020, only the pro shop was open for NGF
inspection, as the indoor food service areas were closed. Staff reports the building is in generally
good condition with some needs related to windows, doors, carpets and kitchen equipment. The
space is well laid out with good logistics, and is easily accessible for customers. The building
shows well with a good appearance and compares favorably to the local competition. The facility
contains all basic features commonly associated with successful golf facilities, including:
• Pro Shop Section – The space for the pro shop includes around 2,200 sf and contains
around 1,100 sf for retail space, plus additional offices, storage and the main check-in
counter. This space appeared functional and efficient, with a good inventory of goods
for sale (although the review was at the end of the golf season). The pro shop location
is good, with proximity to the main entrance, Grill and cart staging area. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 14
• Food and Beverage Service Area - The service area for F&B is of modest size, with
seating for about 90+/- patrons inside the Grill area. The bar area includes walk-up
service and full tableside wait service. Overall, the space is adequate with a nice
appearance and gives a good impression of the facility for newer customers. The space
is adjustable for banquet use and can accommodate up to 140+/- patrons when
combined with the outside patio area.
• Kitchen Space - The CGC clubhouse has a small kitchen, but there is enough space to
provide adequate F & B service for most days except only the busiest days and large
banquet events. Staff reports some need to update and/or upgrade kitchen equipment
like oven, refrigerators and prep areas.
• Outside Patio Area - The outside patio area is adjacent to the snack bar and provides
additional seating for 40+/- patrons. This has become a popular area for after-golf
socializing, especially in the 2020-21 Covid-19 environment. The area is not covered,
and only table umbrellas available for shading. This type of outdoor space is very
popular at successful public golf courses, but works best with some type of permanent
covering.
• Conference/Meeting Room – The pro shop area includes a small conference or
meeting room with a capacity of about 20+/- patrons. The space is sufficient to host
smaller corporate meetings and/or parties, while still allowing for full functionality of the
bar/ snack bar area. This meeting room concept is popular in public golf, provided the
appropriate audio-visual components that are popular for meetings in the 2020s are
included (video screen, projector, plug-ins, wifi, etc.).
• Entry Presentation and Restrooms - The CGC has a very appealing entry
presentation with covered portico and circular entry. There are two sets of restrooms in
both the pro shop section and in the main hallway between the Grill area and pavilion
that are reported to be in good condition and well kept. There are no locker rooms at
CGC, which is appropriate for a public golf course where the available space is limited.
The above-noted clubhouse program includes all elements commonly associated with successful
public golf courses and should provide adequate support for the golf operation and add
significantly to facility revenue. NGF has documented that food and beverage operations that allow
for both day-to-day service for golfers (and others), but also accommodate banquets and parties
can produce stronger revenues. It is clear that the clubhouse operation at CGC is a key strength
for the facility and this facility has provided the operator a better opportunity to enhance total
earned revenue at CGC.
Driving Range / Practice Amenities
The CGC includes a golf practice facility that comprises a full driving range with about 25-30
stations, with a practice bunker and chipping area. This driving range is not located on the main
Captains GC property, but one-half-mile down the road to a separate location with separate
parking and range service kiosk. The practice facilities at CGC are sufficient to support any
program of lessons, camps, schools and/or other new player development programming.
This concept of golf practice amenities has proven to be very successful in public golf and can be a
key support for both direct (fees generated from patrons) and indirect (helps to sell facility and train
new customers) revenue. As such, it is assumed that additional features and amenities that
correlate to success in this area will be present, such as high-quality hitting surface with daily tee-
line changes, high quality golf balls and convenient access to range balls (through automated
“swipe card” or “key” system). However, some of the benefits may be mitigated somewhat by the DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 15
remote location, and staff reports a policy to make it clear to customers who purchase range balls
that the range is remote and lacks access via cart. It is reported that most customers who did not
know will decide not to purchase range balls upon hearing about the remote location. Industry
“standards” suggest that on-course driving ranges average around $2.00 per round in revenue,
although the remote location may suggest that range revenue per round at Captains GC may stay
below this standard.
CAPTAINS GC – FACILITY CONDITION AND FUTURE CAPITAL INVESTMENT
The golf course playing area at Captains GC appeared in generally good condition with only a few
minor areas of concern. The business plan going forward assumes that high quality is maintained
so the overall facility has a match of value between the facility quality and the price being charged.
The NGF review of key infrastructure challenges and capital investment considerations for CGC
(with input from CGC staff) is documented below:
Property Condition Report
This NGF consulting engagement included a full site inspection with golf architect Tim Gerrish of
Gardner-Gerrish, LLC Landscape Architects. Based on this inspection and previous site visits by
the NGF consultants and Tim Gerrish (Mr. Gerrish worked at Captains GC as an associate
Architect in 1998-99 with Cornish & Silva), the NGF has made observations on facility conditions
along with input from CGC staff. This review was provided to help the Town of Brewster
understand the basic challenges of operating and maintaining a “living and breathing” asset, and to
provide our estimate of ongoing maintenance and capital requirements for Captains GC through
2026. The primary areas of NGF review for the Town include the following elements:
Golf Course Playing Area
• Organization: The two 18-hole golf courses include a mix of holes originally developed
in 1985 and then a second course in 1998. The Port course plays to the eastern side of
the property and consists of eight original holes and 10 newer holes, while the
Starboard course plays 10 original and eight new holes. This blending in course holes
affects a number of elements, such as irrigation, bunker style, and cart paths.
• Greens: The Captains greens are in good shape and appear to be handling the
increased wear in 2020 well. Recent efforts to expand the greens to original size have
returned a level of interest to the golf course. While this is noteworthy if the course is
expecting to hold a tournament, an overall increase in green surface area where there
is no need only increases the maintenance budget. Careful evaluation of the green area
as it relates to cupping positions can strike a balance between maintenance and course
strategy. The NGF team does not anticipate any significant new investment in greens
surface or sub-surface elements will be required in the next 5-10 years.
• Tees: The tees are in good condition given the increased rounds played in 2020. There
appears to be sufficient space for tee recovery and the overall tee character on all 36
holes is visually similar. However, the Gold and White Course tees on the par-3 holes
are not appropriately level. This is typical given the course age and normal number of
rounds played from these markers. Additionally, we recommend new forward tees be
added to provide a shorter golf course to accommodate the less-skilled players. These
new tees will also assist in the fairway area reduction goal the Town has implemented.
• Port Course Hole #8: The par-5, 8th hole on the Port course is a three-shot hole for
almost all male golfers, but this hole is nearly unplayable for shorter-hitting golf players.
The third shot is a forced carry from fairway to green that is at least 110 yards over a DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 16
deep depression and pond. Because many forward tee players can only carry a golf
shot about 75 yards, this hole forces additional lay-up to limited turf areas. Then a blind
uphill chip to the smallest green on the course. Eliminating or drastically reducing the
forced carry will make this hole more enjoyable for the shorter-hitting golfers (most often
ladies and seniors). Making changes to this hole to address this challenge will also
make the hole more interesting for better skilled players willing to take the risk of
placing their second shot closer to the green and help improve pace-of-play.
Image of the Port course hole #8 with its tight approach and pond making for an overly challenging golf hole.
• Fairways and Roughs: The fairways are in great shape and benefit from the sandy soil
with good drainage characteristics. The original fairways are narrower than the newer
holes as was the preferred design style of the 1990s. As part of a broader plan to
reduce soil nitrogen, the Town has proposed reducing fairway area and replacing with
maintained rough. While a worthy goal, care must be taken in evaluating individual
areas, as playability can be hampered and pace of play actually slowed by an increase
in maintained rough. Alternatively, some of this reduction might be accomplished
through elimination of the fairway contour mowing scheme. Given all the factors
determining fairway placement, there would be minimal savings in area.
• Bunkers: Bunkers are of particular visual interest on a golf course given the contrasting
color between the sand and turf. The Port course contains 47 bunkers, and there are 53
on the Starboard course. These totals are slightly higher than the recently renovated
Town of Dennis, Sandwich, and Yarmouth courses. After no less than twenty years,
bunkers become more difficult to maintain after wash outs and normal wear and tear.
In-house staff have repaired bunker edges and replaced sand as a temporary fix.
Consideration should be given in developing a plan that unifies the bunker style,
considers reducing the number of bunkers, and thus reduces the maintenance demand.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 17
Photos showing samples of bunkers with varying character and conditions that require direct hands-on maintenance.
• Sinkholes: A situation that needs to be addressed at CGC is the repair of sinkholes
that are located in the rough and other areas around the cart barn and parking lot.
While not an issue on the newer 18 holes, the original holes have these depressions,
some of which appear to need a lot of soil to repair. The sinkhole on Starboard hole #2
was deep enough that it could become a water body if not for the well-drained soil.
Continued repair with importing clean, well-drained, off-site soil and re-grassing is
essential. Consideration should be given to tying this repair work with other soil
cohesion efforts. Unfortunately, until the vegetative matter completely decomposes,
sinkholes will continue to be a nuisance and some will require repair multiple times.
• Trees: The hole corridors are framed by trees, and there are locations on Captains GC
where there is essentially a forest between holes. An overall tree thinning program
should be a priority so as to open up morning sun and air movement that will help turf
health, as well as improve the speed of play. Removal of dead and diseased trees and
a select clearing of unwanted species will further improve turf conditions and reduce
both fertilizer and herbicide applications. These gaps in the forest need to be carefully
located in relation to play and safety.
Images of CGC tree-lined holes with dense tree cover impacting the play difficulty of the hole, as well as the turf condition due to
limited sunlight and breeze / air flow.
• Cart Paths: There are several areas on the golf course where older cart paths have
deteriorated and/or been impacted by tree roots leading to poor path conditions.
Improvement to cart paths can help improve cart condition and presents a more
comfortable condition for golfers. The cart paths at CGC are asphalt, and are located
only near tees and greens (not a full “wall-to-wall” system). Trees adjacent to cart paths
have roots damaging the surface of the paths. While root pruning is effective, long term
sustainability means changing path locations at least 10 feet from trees and reducing
tree quantity. Fortunately, the soil drains well on this site allowing carts to operate off of
the paths, hence a full “wall-to-wall” system is not required at Captains GC. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 18
The poor cart path condition is apparent in the area surrounding the starter gazebo and
first tee for both courses. The paths are narrow and rippled from tree roots, and provide
a lack of clarity for wayfinding. In addition, this area has a tired landscape, tree thinning,
and a need for signage replacement. This is important because this location creates an
initial player perception, and is in need of improvement, as it is a juxtaposition from the
condition of the clubhouse and pro shop.
Images of cart paths at CGC showing the uneven surface and the impact of tree roots, especially near the starter gazebo (R). This
condition can make the ride in carts uncomfortable for the players and leads to golfers driving on grass areas causing other damage.
Paths like this also add to the wear and tear on carts that tend to not last as long with cart paths like these.
Irrigation System
The irrigation system at Captains GC is essentially two separate systems installed about six years
apart from each other (an original from 1998 and a replacement installed in 2004). The full system
was evaluated by Irrigation Consulting, Inc. in 2021, who assessed the system and water supply.
Irrigation is the “life blood” of a golf course and the independent irrigation consultant notes that the
volume and pressure of water to the golf courses is inadequate. While it has been noted that the
system has been very well maintained, the system’s age may lead to a hindrance of performance,
as well as the Superintendent’s ability to properly maintain turf. Recently the facility has exceeded
its water withdrawal permit, though it seems that is because of overwatering rough and fairway
areas and not a function of the system.
The irrigation system includes three wells and one pump station in what might be the lowest point
on the golf course. Unfortunately, there is no relation between elevation and water availability for
the amount of water required per minute to water the course. The source of water for irrigation is
four groundwater wells on property that require permits that govern a volume of use. Relocating or
retrofitting the pump house seems cost prohibitive as compared to site adjustments.
The finding from the irrigation consultant is that the older (1998) system is due for replacement or
significant repair in the next 3-5 years and the remaining system will have to be upgraded and
possibly replaced sometime around 2030. The upgrades will include improvements to piping,
sprinklers, pumps, electrical systems and computer controllers. As such, it is expected that a large-
scale irrigation repair or replacement will be required at CGC in the near-term future, as the system
is now approaching the end of its expected useful life (see Appendix A).
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 19
Clubhouse and Cart Barn
The Captains clubhouse area is well organized and pleasing to the eye. The main entrance off
Freemans Way aligns users directly to the clubhouse with parking on both sides. The bag-drop
and cart staging area allow for a smooth transition to the large interior practice green and first tees.
A large putting green and flag pole establishes the theme for the entry area and bag drop. Pavers
lead people up the visual axis between the pro shop or separate restaurant building to the first tee
area. Some improvement to the first tee areas on both courses will provide a strong visual design
element for players - Welcome to the Captains!
Golf carts are adequately stored and covered by both the larger original, and newer second cart
barn. The covered cart space is tight, however, with one extra cart parked in each row, forcing the
carts to jut out on each side. When it comes time to replace one the cart barn structures, adding
slightly more area would alleviate the crowding. There is adequate space for cart staging around
the front entry and practice putting green for outings and tournaments.
The exterior dining/function space is adequate and has a good visual connection with the course.
The exterior function space in unison with the interior space is sufficient for typical around 145+/-
patron events. The rear restaurant brick patio is insufficient given the number of players using 36
holes and the desire to capture more food and beverage revenue. The difficulty is there is no
space for expansion unless the first tees and putting green space is reduced. Any future clubhouse
area expansion will need to be vertical or shift towards the front entry drop off.
The interior of the clubhouse is showing some signs of age and replacement of key features is
likely needed. Specifically, NGF and CGC staff noted the doors, windows, flooring and some areas
of paint (interior and exterior). The roof of the clubhouse is reported to be in good condition, but
replacement or repair should be assumed in the intermediate term (5+/- years).
Design Theme
In its entirety the Captains design theme is done well and stands out from most golf courses on the
Cape, both public or private. The hole names, web site descriptions, and logo all have a solid,
nautical theme. On the golf course, this continues with the 100 and 150-yard markers, the cart
ropes in place of curbing and other factors. However, the accoutrements to this theme have aged
and some upgrade should be considered. This is especially true at the start and areas around the
first tees, where ropes are drooping and frayed, wood is fading, and signs are worn. Perhaps the
replacement of the walking paths surrounding the starter gazebo with wood “planks” and locating
“wooden” barrels for trash and recycling receptacles will strengthen the theme.
Images of design theme challenges and the need to enhance the visual images at Captains GC.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 20
Maintenance Facility and Equipment
The space for maintenance support is disjointed, with two separate maintenance shop buildings in
two separate locations, plus a materials storage area just west of the parking lot. The primary
maintenance shop includes a 5,800 sf building that is part of the main maintenance compound just
east of the parking lot that was designed for the original 18-hole course, so it is now confined and
cluttered for a 36-hole operation. A second maintenance area with similar size is located between
holes #1 and #7 on the Port course and functions for additional storage.
The NGF has noted concerns in condition that will have to be addressed in the coming years.
Enhancement to basic infrastructure (roof leaks, electricity, wiring, lighting, ventilation, etc.) will
help improve efficiency and save expenses. The existing pesticide storage locker and wash-down
area is sufficient, but not an example of current industry practices, especially for a Town concerned
about nutrient levels in the nearby drinking water wells.
Inadequate repair space is also an issue for Captains, and is especially significant given the
increasingly aging fleet of maintenance equipment. The equipment plan at Captains has recently
been to buy equipment outright, in small packages of four to eight pieces. This equipment is then
kept in use well beyond service expectations, with careful and attentive preventive maintenance
and repair. Much of the equipment has aged to over 12 years, with some as old as 30+ years.
Most of the equipment has been pushed beyond its serviceable life, often requiring parts and labor
costs equaling or exceeding the cost of the piece on the used market, trade-in value, or at auction.
Some equipment has become obsolete, to the point where mechanics will have to fabricate parts,
scour the internet for parts, and keep retired equipment as “parts machines.”
Captains GC Capital Investment Considerations (FY2022-FY2030)
In order to maintain the highest quality golf facility conditions, Captains GC requires some
upgrades to basic infrastructure (irrigation, sinkholes), golf features (tees, bunkers, cart paths),
clubhouse features (windows, doors, carpets, theme enhancement) and new maintenance
equipment. Outlined below are the items that are recommended capital expenditures that will help
keep this facility functioning properly and improve the facility’s competitiveness in the market place.
We note that the dollar costs estimated by NGF are intended to be rough “ballpark” estimates and
that more comprehensive cost bids should be obtained before undertaking completion:
FY2022 Capital Investments
• Sinkhole Repair: Program to fill sinkholes in and around the cart barn, parking lot and
rough areas on the golf course. NGF estimated cost = $75,000 (lump sum).
• Par-3 Tee Improvements on Port Course: Improvement of tee boxes include soil
enhancements, leveling and alignment on Port Course par-3 holes. The unit price for
this level of improvement is higher than other re-surfacing, or about $3.50 per sf. NGF
estimated cost = $35,000 (10,000sf @ $3.50/sf).
• New Forward Tees on Port Course: Add a new forward tee course at 4,600 yards.
The unit price for this improvement includes new tee box construction and surfacing at
$4,000 per hole. NGF estimated cost = $72,000 (18 holes @ $4,000/hole).
• Cart Path Repair & Re-Surface: Begin a program to address damaged cart paths by
repairing tree roots and resurface with asphalt. Year 1 of a 4-year upgrade program.
NGF estimated cost = $60,000 (6,000sf @ $10/sf).
• Irrigation Repair: Program to restore the irrigation well #2 to remove debris that has
filtered through the well screen. NGF estimates cost = $55,000 (lump sum). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 21
• Tree Trimming / Thinning: Begin a program to thin overhanging tree limbs and
remove dead or dying trees. Year 1 of a 5-year upgrade program. NGF estimated cost
= $20,000 (lump sum).
• Clubhouse Enhancement: Completion of basic improvements to windows, doors and
carpets (for both clubhouse and pavilion). NGF estimated cost = $75,000 (lump sum).
• Theme Enhancement: Full upgrade and replacement of nautical theme
accoutrements, including ropes, markers, barrels, planks, etc. NGF estimated cost =
$60,000 (lump sum).
• Maintenance Shop Enhancements: Basic / short-term improvements to current
maintenance building and some expansion of storage space. NGF estimated cost =
$215,000 (lump sum).
• Equipment: Replace a tractor, sand rake machine, sidewinder mower, rough mower, 2
rough aerators, a triplex mower and backhoe attachment. NGF estimated cost =
$242,000 ($50,000 tractor, $25,000 sand rake, $35,000 sidewinder, $45,000 rough
mower, $20,000 aerator, $52,000 Triplex and $15,000 Backhoe attachment).
FY2023 Capital Investments
• Par-3 Tee Improvements on Starboard Course: Improvement of tee boxes include
soil enhancements, leveling and alignment on Starboard Course par-3 holes. NGF
estimated cost = $35,000 (10,000sf @ $3.50/sf).
• New Forward Tees on Starboard Course: Add a new forward tee course at 4,600
yards. The unit price for this improvement includes new tee box construction and
surfacing at $4,500 per hole. NGF estimated cost = $72,000 (18 holes @
$4,000/hole).
• Cart Path Repair & Re-Surface: Year 2 of a 4-year upgrade program. NGF estimated
cost = $60,000 (6,000sf @ $10/sf).
• Driving Range Improvements: Program to improve the driving range tee, including
soil enhancements, leveling and alignment. NGF estimates cost = $98,000 (28,000sf
@ $3.50/sf).
• Bunkers: Renovation and/or reduction in the size and number of bunkers in selected
non-penal/ strategic locations should be implemented to address concerns noted
above. This is year 1 of a 4-year program at $2,000 per bunker. NGF estimated cost =
$50,000 (25 bunkers @ $2,000/bunker).
• Tree Trimming / Thinning: Year 2 of a 5-year upgrade program. NGF estimated cost
= $20,000 (lump sum).
• Clubhouse Enhancement: Completion of basic improvements to exterior paint, kitchen
equipment plus expansion and covering for the outdoor patio. NGF estimated cost =
$125,000 ($30,000 for paint, $20,000 for kitchen equip., $75,000 for the patio).
• Equipment: Replace 4 fairway mowers and the driving range vehicle. NGF estimated
cost = $225,000 ($50,000 each for fairway mowers and $25,000 for range vehicle).
FY2024 Capital Investments
• Cart Path Repair & Re-Surface: Year 3 of a 4-year upgrade program. NGF estimated
cost = $60,000 (6,000sf @ $10/sf). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 22
• Driving Range: Program to restore the driving range well and remove debris that has
filtered through the well screen. NGF estimates cost = $50,000 (lump sum).
• Bunkers: Year 2 of a 4-year program at $2,000 per bunker. NGF estimated cost =
$50,000 (25 bunkers @ $2,000/bunker).
• Tree Trimming / Thinning: Year 3 of a 5-year upgrade program. NGF estimated cost
= $20,000 (lump sum).
• New Irrigation System: Complete replacement of the 1998 irrigation system. NGF
estimated cost = $2,200,000 (lump sum).
• Equipment: Replace 2 sidewinder mowers, and 3 spray rigs. NGF estimated cost =
$290,000 ($50,000 ea. for sidewinders and $63,300 for each spray rig).
FY2025 Capital Investments
• Cart Path Repair & Re-Surface: Year 4 of a 4-year upgrade program. NGF estimated
cost = $60,000 (6,000sf @ $10/sf).
• Bunkers: Year 3 of a 4-year program at $2,000 per bunker. NGF estimated cost =
$50,000 (25 bunkers @ $2,000/bunker).
• Tree Trimming / Thinning: Year 4 of a 5-year upgrade program. NGF estimated cost
= $20,000 (lump sum).
• Clubhouse Enhancement: New roof. NGF estimated cost = $60,000 (lump sum).
• Maintenance Shop Enhancements: Additional shop and new covered storage space
with a new structure. NGF estimated cost = $875,000 (lump sum).
• Pave parking Lot: Re-pave selected areas and improve landscaping. NGF estimated
cost = $50,000 (lump sum).
• Equipment: Replace 5 Triplex mowers. NGF estimated cost = $225,000 ($45,000 for
each Triplex mower).
FY2026 Capital Investments
• Bunkers: Year 4 of a 4-year program at $4,500 per bunker. NGF estimated cost =
$50,000 (25 bunkers @ $2,000/bunkers).
• Tree Trimming / Thinning: Year 5 of a 5-year upgrade program. NGF estimated cost
= $20,000 (lump sum).
• Clubhouse Enhancement: Additional kitchen equipment replacement. NGF estimated
cost = $20,000 (lump sum).
• Port Course Hole #8 Project: Project to soften the hole by re-building area from 150-
yards in to the green. Project requires tree removal, re-grading, irrigation adjustments,
cart path re-alignment and grassing. NGF estimated cost = $325,000 (lump sum).
• Equipment: New equipment to be determined. NGF estimated cost = $250,000 (lump
sum estimate).
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 23
Capital Upgrades FY2022-FY2026 Summary
Captains GC
Recommended Golf Course Upgrades – FY2022-FY2026
Golf Course Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Sinkhole Repair $75,000 $0 $0 $0 $0 $95,000
Tee Projects:
New Forward Tee $72,000 $72,000 $0 $0 $0 $144,000
Par-3 Hole Tees $35,000 $35,000 $0 $0 $0 $70,000
Cart Paths $60,000 $60,000 $60,000 $60,000 $0 $240,000
Irrigation Repairs $55,000 $0 $0 $0 $0 $55,000
8th hole project $0 $0 $0 $0 $325,000 $325,000
Driving Range Improvements $0 $98,000 $50,000 $0 $0 $148,000
Bunker Renovation / Restoration $0 $50,000 $50,000 $50,000 $50,000 $200,000
Tree Trimming / Thinning $20,000 $20,000 $20,000 $20,000 $20,000 $100,000
New Irrigation (Orig. to 1998) $0 $0 $2,200,000 $0 $0 $2,200,000
Sub-Total Golf Course Items $317,000 $335,000 $2,380,000 $130,000 $395,000 $3,557,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects.
Captains GC
Recommended Clubhouse Upgrades – FY2022-FY2026
Clubhouse Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Windows and Doors $50,000 $0 $0 $0 $0 $50,000
Carpet $25,000 $0 $0 $0 $0 $25,000
Exterior Paint $0 $30,000 $0 $0 $0 $30,000
Roof $0 $0 $0 $60,000 $0 $60,000
Kitchen Equipment $0 $20,000 $0 $0 $0 $20,000
Patio Expansion $0 $75,000 $0 $0 $0 $75,000
Theme Enhancement $60,000 $0 $0 $0 $0 $60,000
Parking Lot Pave/Landscape $0 $0 $50,000 $0 $0 $50,000
Sub-Total Clubhouse Items $135,000 $125,000 $50,000 $60,000 $0 $370,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 24
Captains GC
Recommended Maintenance & Equipment Upgrades – FY2022-FY2026
Golf Course Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Maint Shop Enhancements $215,000 $0 $0 $0 $0 $215,000
Maint Shop Expansion $0 $0 $0 $875,000 $0 $875,000
Equipment:
Tractor, rake, sidemowers,
rough, etc. $242,000 $0 $0 $0 $0 $242,000
4 fairway mowers + range
vehicle $0 $225,000 $0 $0 $0 $225,000
2 sidewinders + 2 spray rigs $0 $0 $290,000 $0 $0 $290,000
5 sidewinder mowers $0 $0 $0 $225,000 $225,000
Misc. Equip to be determined $0 $0 $0 $0 $250,000 $250,000
Sub-Total Maintenance Items $457,000 $225,000 $290,000 $1,100,000 $250,000 $2,322,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects.
Captains GC
Summary of Capital Upgrades – FY2022-FY2026
Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Total Golf Course $317,000 $335,000 $2,380,000 $130,000 $395,000 $3,557,000
Total Clubhouse $135,000 $125,000 $50,000 $60,000 $0 $370,000
Total Maintenance $457,000 $225,000 $290,000 $1,100,000 $250,000 $2,322,000
Grand Total of Capital Projects $909,000 $685,000 $2,720,000 $1,290,000 $645,000 $6,249,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects.
Longer Term Capital Investment Considerations (Beyond 5 Years)
In addition to the above-noted capital investments, the Town should begin planning for additional
capital needs likely to arise in the 2025-2030 time period, including:
Longer Term Investment Considerations Details + Cost
Expected
Cost Current Age
Irrigation System Replace the 2004 irrigation system $2,400,000 17 Years
Additional Maintenance Equipment Continue a program of annual replacement $200,000/yr Various
REVIEW OF GOLF OPERATIONS - CAPTAINS GC
The NGF review has addressed several issues related to the operation of the Captains Golf
Course. In this section, the NGF reviews the staffing, technology, marketing, fees, carts,
merchandising, food & beverage service, player development programs and other organized
activities associated with the operation of Captains GC.
Captains GC is operated by the Town of Brewster, and is currently organized as a “Special
Revenue” account in Town budgeting. The facility had previously been operated as an Enterprise
Fund and as part of the Town’s General Fund. Direct oversight for the operation falls to the Town DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 25
Administrator who has oversight over Town employees and contractors at Captains GC. The Town
also has a defined Golf Commission, created to provide insight and advice on operations and
includes members from Town government and various users or club representatives from Captains
GC. The presence of this golf commission is common in public golf and can provide useful input to
a golf course operation.
Captains GC Review of Contracts
The Town of Brewster’s operation of the Captains GC includes several contracts to provide various
services to the facility, including a restaurant lease, online account management, custodial
services and the lease of some equipment. A summary of each is noted below:
Restaurant Facility Lease at Captains Golf Course, Inc. (CGC)
A Lease agreement between the Town of Brewster and Freemans Grill/Bow to Stern: Zachary Duff
& Sean Sullivan (Lessee) for the purpose of conducting the day-to-day food and beverage
concessions at The Captains Golf Course. The facilities include the kitchen, bar, pavilion, storage
room, deck, galleys A and B, terrace and snack shop adjacent to the No.10 Port Tee, plus the use
of all kitchen equipment and furniture for food & beverage services.
Lessee’s purpose is to operate a “sit-down” restaurant and bar operation, with banquet ability to
service large groups, and serving a full range of alcoholic beverages. Lessee is also responsible
for running the food station at the 10th tee area on the Port Course, two mobile food & beverage
carts, and vending machines. The lease is three years, from January 1, 2018 thru December
31,2020 with option to extend for an additional two-year term. The payment obligations of Lessee
to the Town and other key terms are as follows:
• Security deposit of $8,000
• Guaranteed Annual Minimum Rent:
▪ 1st year: $35,000
▪ 2nd year: $36,750
▪ 3rd year: $38,588
▪ 1st Option Year: $40,517
▪ 2nd Option Year: $42,543
In addition to the Guaranteed Minimum Rent, the Lessee shall pay 2% of any annual
gross sales that exceed $500,000.
• Other fees and payment obligations include:
▪ Utilities: TOB to pay all utilities (electricity, natural gas, and water)
▪ Additional Fees: Lessee pays taxes, municipal assessments and insurance,
trash removal and dumpster, cleaning and some interior repairs related to the
restaurant and brick patio area and cleaning and trash following events being
catered in the Lessee’s areas.
• Town will make all maintenance and repairs to facilities, equipment and fire systems
unless damage is caused by Lessee or its employees or agents.
• Lessee is responsible for annual professional maintenance of grease traps and hoods
over stoves at their expense. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 26
• No assignment or transfer of agreement can be made without the prior consent of the
Director of Operations.
Other Agreements
• Online Account Management: Agreement between the Town and Transaction
Resources, Inc. for the purpose of credit card processing services with a term of three
years, from April 12, 2018 to April 12, 2021. The fees and payment obligations include
several variable charges, with primary focus on a $0.08 cent transaction fee for Visa,
Mastercard, Discover and American Express transaction.
• Custodial Services: The Town has two agreements for cleaning the maintenance
building, pro shop clubhouse, snack shack and driving range restrooms. These
agreements are fixed fees for a total of $27,146 and runs through the end of June 2021.
• Equipment Leases: The Town leases 140 EZ-Go carts and other utility vehicles from
Wells Fargo Equipment Finance. The lease is dated April 17, 2020 and is for 55 months
with monthly rent payments of $18,500.
Captains GC Facility Staffing
The Town of Brewster golf staffing is divided into two primary divisions of service – pro shop
operations and golf course maintenance. We note that all operations and maintenance staff is
employed directly by Town, with only F&B service staff employed by the contracted vendor. In
general, full-time (FT) positions within the Captains GC include salary and benefits (insurance,
holidays, vacation, etc.), with some other positions staffed with full-time hourly (FTH) and/or part-
time/seasonal (PT) hourly labor. An NGF survey of municipal golf courses conducted in 2020
shows the average total employment (includes operations, maintenance and F&B) at municipal
golf courses nationwide consisted of 3.0 full-time and 11.0 part-time employees in operations and
3.0 full-time and 5.0 part-time employed staff in maintenance per 18 holes.
Golf Maintenance Staffing
NGF has reviewed the staffing and budget for maintaining Captains GC for each fiscal year from
2016 through 2020. Documentation provided by the Town shows a total golf course maintenance
labor expense of $1.62 million in 2020, with $1.19 million for labor and related and $420,000 for
materials and utilities. The staffing used for the facilities includes a total of 21 golf maintenance
staff combined positions, with a mix of 9 full-time positions and 12 part-time/seasonal positions of
varying time commitments for a total full-time equivalent (FTE) maintenance staff of 15.1 full-time
equivalents (FTE) for the full system. The January 2021 staffing for golf maintenance:
Captains Golf Course
Golf Maintenance Staff
Full-Time Staff Part-Time/Seasonal Staff
Head Golf Superintendent (FT) Groundsman @ 40 hrs/wk for 25 wks (5 FTH)
Foreman (2 - FT) Groundsman @ 40 hrs/wk for 20 wks (4 PTS)
Irrigation Tech (FT) Groundsman @ 40 hrs/wk for 15 wks (3 PT)
Master Mechanic (FT)
Maintenance Mechanic (2 - FT)
Skilled Groundsman (2 – FT)
Total Staff Charged to CGC = 9.0 FTE Total Staff Charged to CGC = 6.1 FTE
FT = Full-time w/benefits; FTH = full-time hourly positions in season (75% FTE); PTS / PT = limited part-time
positions (PTS 40% and PT 25% FTE). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 27
The NGF team finds Captains GC is staffed adequately to provide the conditions the Town desires,
when considering the summer help and the experience of some employees. Covid-19 had some
impact in the last year as CGC used additional staff to clean and sanitize golf carts, range baskets
and other items used in the operation. Repurposing staff hours from time spent on equipment
repair or dead wood and tree removal will allow the course to improve both turf conditions and
player experience. The equipment maintenance team includes three employees, and shifting
toward new equipment would allow for more time allotted to other projects and less time for repair
of equipment. The NGF standards in maintenance for high-quality public golf courses in the U.S.
are between 8.0 and 10.0 FTEs per 18 holes.
Golf Operations Staffing (Clubhouse)
Brewster is operating the golf course with Town employees to oversee operations, with additional
staff for assistant professionals and other part-time staff for shop clerks and outside staff (carts,
rangers, starters). When compared to industry standards Captains GC is staffed adequately to
provide the level of service desired by the Town. The NGF standards in golf operations for high-
quality public golf courses in the U.S. are between 8.0 and 10.0 FTEs per 18 holes. The reported
operations staffing at Town golf courses includes (FTEs provided for comparison purposes only):
Captains Golf Course
Pro Shop / Golf Operations Staff
Full-Time Staff Part-Time/Seasonal Staff
Director of Golf Operations (FT) Admin. Assistant (FTH)
Asst. Operations Manager (FT) Shop Clerks (4 - FTH)
Asst. Pro Shop Manager (FT) Part-Time / Seasonal Counter Staff (2 - FTH)
Asst. Golf Professional (FT – currently vacant) PT / Seas. Outside Staff + Range (5 - PTS)
Total Staff Charged to CGC = 4.0 FTE Total Staff Charged to CGC = 7.25 FTE
FT = Full-time w/benefits; FTH = full-time hourly positions in season (75% FTE); PTS / PT = limited part-time
positions (PTS 40% and PT 25% FTE).
Staffing Summary
The staffing for the Captains GC is comparable to NGF standards for the “typical” public golf
course in the U.S. While there are no industry standards that can be referenced to determine the
appropriate staffing levels for a golf operation, the industry averages are presented below. The
size of the staff needed for a particular golf operation depends on several factors, not the least of
which is budget considerations. Personnel costs typically represent the largest single expense item
in a golf operation, as is the case for Captains GC. The NGF data on public golf operations in 2020
show averages for full-time staffing at 18-hole public golf courses nationwide (table below).
Captains Golf Course
Total Facility Identified Staffing – 2020
Facility Operations Staff
(FT / PT) *
Maintenance
Staff (FT / PT)
Total Staff
(FT / PT)
Captains GC (36H) 4.0 / 12.0 9.0 / 12.0 13.0 / 24.0
Industry “Standards” (per 18 holes)
Total U.S. Average (per 18 Holes) 3.0 / 10.0 3.0 / 5.0 6.0 / 15.0
* The national standard for operations staff includes administration and F&B. The data for Captains GC does
not include F&B nor any allocation for administration. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 28
Review of Technology, Website and Marketing
The Town of Brewster golf facilities are currently using the Chelsea system for its Point-of-Sale
(POS) and tee-time reservation system at Captains GC. This system also provides good
connectivity to the Town finance department. The NGF sees the POS system as an essential
component for a successful golf operation, and a good public golf POS should allow golf course
managers to integrate the system to its website to allow online purchases, offer online tee-times,
reliable credit card processing and customer tracking.
Brewster Golf Website
It is clear that in 2020 and the foreseeable future, the Internet is the most significant tool in golf
course marketing. Golfers, especially when traveling, are using the web to find places to play. As
such, the Internet is now the most important single element in a golf facility’s marketing.
NGF studies show that upwards of 90% of all golfers will view web content on a regular basis. The
website for CGC is easily accessible at www.captainsgolfcourse.com. This site includes most all of
the information that is common in websites at successful golf courses, although the site could
benefit from greater depth of information and improved visual content to maximize the business
potential of the golf facility. NGF has identified the most important features of a golf facility website
should include (most all are included in the Captains GC site):
• Clear access to all fees and charges, including upcoming season (or off-season) rates.
• Lots of pictures of the scenic beauty of Captains, but also of golfers having a great time.
• A Map with directions (be sure the current Google Map location is accurate for GPS).
• A portal for golfers to sign up for the email program to stay in touch with the club.
• An ability to purchase gift cards online.
• Full information about golf programming and how to join golfing clubs.
• Information about banquet options and venues.
• A calendar of events and results - very popular with websites at successful golf facilities.
It is essential that the website be kept current for rates, hours, etc. The best sites are the ones that
are constantly being updated, so that customers get in the habit of checking them. Maintaining the
golf course website should be an ongoing task, most likely included in the activities of the senior
staff member most responsible for marketing the facility.
Search Engine Optimization
The most effective websites are those that can be found easily, and Captains GC certainly fits this
requirement. With its strong name match to the facility, the Captains site is found easily in a narrow
local search. It is beneficial for golf course websites to be designed so that today’s Web search
engines will find it based on key terms people are likely to use. In reviewing search engines such
as Google and Bing, NGF found that the Captains GC site is very strong in search engine activity
when searched for in the context of golf and Cape Cod, as well as for weddings and banquets in
Cape Cod. NGF findings when searching for:
• “Captains GC” – Captains site is the first listing.
• “Golf Cape Cod” – Captains GC is on the first page of listings
• “Brewster, MA Banquets & Weddings” – Captains GC is on the second page of listings
• “Cape Cod Banquets & Weddings” – Captains is not on the first five pages of listings DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 29
In an effort to fully enhance the marketing of Captains GC, key words like “banquets” and
“weddings” should be part of the search engine optimization strategy for the golf website. Search
Engine Optimization (SEO) is the process of maximizing the number of visitors to a particular
website by ensuring that the site appears high on the list of results returned by a search engine.
The process is optimized by providing important HTML clues (page headings / detailed
descriptions) that help search engines (and users) determine relevancy to search clues.
E-mail / Newsletter
E-mail databases are essential in today’s golf market place, as a means of staying in touch with
the golfer customer base via active newsletter. E-mail marketing, with the exception of word-of-
mouth and free advertising, is the most cost-effective advertising possible. At present, Brewster
golf has a database of around 8,000 to 9,000 emails, which is a very strong network for newsletter
distribution to keep up the awareness of Captains GC. Staff reports extensive work to keep
contacts up-to-date to ensure a clean e-mail list. Expanding and maintaining the database should
be a top priority of management, so that email marketing can be optimally implemented.
Social Media
Social networking is the fastest growing marketing tool in golf, and golf staff is trying to better
promote Captains on social media platforms like Facebook and Twitter. This is best to use as a
method to communicate “what’s going on” type of messages (who won a tournament, who had a
hole-in-one, etc.), in an attempt to build loyalty and repeat activity. YouTube is the second most
utilized search engine on the internet and Captains GC can develop a presence with informational
videos of the facilities and golf courses, as well as league, tournament and instructional activities.
Technology Summary
The review of the POS and other technology systems in place at Captains GC illustrates the strong
emphasis staff has placed on being in the forefront of technology. Upgrades and/or additional
training in Chelsea capabilities would help CGC improve rounds and revenue. NGF finds that
staying ahead in technology is a key to improving this golf operation, along with other physical and
operational changes that will be addressed with NGF recommendations later in this report.
Golf Courses Marketing
Traditionally, NGF recommends marketing budgets for golf courses of at least 1% of total gross
revenue, or roughly $36,000 for Captains GC based on recent performance. In markets that rely
heavily on tourist participation (like Cape Cod) marketing budgets tend to be closer to 2% of total
revenue, or upwards of $72,000 for CGC. Review of data shows the Town did come close to the
2% level as recently as FY2017, with $67,000 spent on marketing. However, this amount has
fallen steadily ever since and the FY2020 review shows only $19,500 spent on marketing.
Going forward, the key marketing initiatives that should be part of the program for CGC include the
items more common in modern (2021) golf marketing, like the electronic methods that typically
have much lower cost than more traditional print and media ads (TV/Radio). This would make the
budget requirement less important than the effectiveness of electronic and website methods. The
Town is currently focusing its marketing efforts on its website, email, selected print media, and the
occasional radio or local Cape Cod TV spot.
Golf Playing Fees
The primary source of revenue to the Town from the golf courses is green, annual fee and cart
fees, plus other ancillary revenue. The fees for membership and daily green fees for the upcoming
(2021) golf season appear in the tables on the following page. The maximum green fee is the
highest amount that Captains will charge, and was set at $77, plus an additional $23 for the cart for
a total of $100 for a peak summer weekend morning green fee with cart in 2021. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 30
Daily Green and Other Fees
The tables below show selected fee rates at Captains for 2021. The Town has continued a
program of instituting fee increases every other year, with the last implemented in 2019 and 2021.
The basic pricing convention for Brewster with varied seasonal pricing to reflect demand and a
weekday (Mon – Thu) and weekend (Fri – Sun) rate, except in peak season (July-Aug) with a 7-
day pricing schedule. Captains GC also offers a back-9 rate for the first hour and a half in the
morning that reaches $40 in peak season (down to $26 in spring), as well as a $5.00 junior green
fee. In all, the Brewster golf fee conventions are standard for the industry and the market area
(more in competitive section).
Captains GC Green Fees by Season (2021)
18H GF
Mon-Th/Fri-Sun
After 1pm
Mon-Thu/Fri-Sun
After 3pm
Mon-Thu/Fri-Sun
Jan 1st-April 2nd $41/$41 $26/$26 $26/$26
April 3rd-April 25th $46/$56 $46/$46 $31/$31
April 26th-May 31st $55/$74 $46/$50 $31/$36
June 1st-July 2nd $60/$74 $46/$50 $31/$36
July 3rd-Sept. 6th Before 9am $77/$77
9am - 2pm $74/$74 2-4pm $50/$50 After 4pm
$36/$36
Sept. 7th-Oct. 11 $55/$74 $46/$50 $31/$36
Oct. 12th-Oct. 31st $46/$56 $31/$31 $31/$31
Nov. 1st-Dec. 31st $41/$41 $26/$26 $26/$26
Captains GC – Misc. Rentals & Fees
Cart Fee (per Rider) 9-H 18-H
Daily Fee Player $14 $23
Annual Fee Player $10 $18
Pull Carts $3 $5
Rental Clubs $30
Driving Range
Buckets
Warm-up (15 balls) $3 Large (70 balls) $10
Small (35 balls) $6 Junior (<16) $2
Debit Cards
5 Sm buckets - $22; $100 of range balls - $60 and $200 range balls for $100
Brewster Golf Fee Summary
The NGF notes the following summary of findings related to “standard” pricing at Captains GC:
• The golf fee structure includes a wide variance in rates for time of year and time of day,
walking or riding. Golfers can play 18 holes of golf at Captains GC for as little as $26 for
an off-season round in the afternoon, all the way to $100 for an 18-hole round with cart
on a weekend morning in the peak summer season, and almost everything in between.
This type of internal segmentation provides a “something for everyone” rate structure,
and is consistent with the most successful public golf courses by offering different rates
at different times and adding choice to consumers. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 31
• The level of discounting appears to be appropriate for Captains GC, although there may
be slightly more discounting to maintain activity than the industry standard. The actual
realized green fee revenue per guest round was about $57 at CGC in 2019, an amount
that was 60% of the peak green + cart fee at CGC in 2019. NGF has found that
successful public golf courses tend to operate with actual realized average green + cart
fee revenue per round of about 65% of the highest rack green fee, indicating slightly
more rounds played at discounted rates at CGC than the standard. However, we note
that this is common in highly season tourist markets where there is a very limited
timeframe in which the highest peak fee can be charged.
• The market review suggests that Captains GC is priced in line with the desired niche
among the local competition. In general, the Town prices its golf courses with the intent
of being at the upper end for public courses on Cape Cod. The peak season weekday
18-hole rate of $100 (including cart) at CGC is the highest on Cape Cod (with Olde
Barnstable GC at $96 as next closest). CGC weekend pricing at $100 per round is
behind Bayberry Hills at $109 and Cranberry Valley at $103 (more later in this report).
Annual Fee Player / Membership Fees
The table below provides a summary of membership fees at CGC in 2021. The membership
program is essentially providing a pre-paid green fee for active players, as there is very little other
advantage to membership. There are three levels of Annual Fee Player (membership) playing
privileges for Brewster residents/taxpayers. The AFP fee for all residents and non-residents
includes unlimited golf with some discounts for cart fees (carts are not required). In addition, AFPs
receive a 10% discount on all non-sale merchandise in the pro shop as well as discounted green
fees for their guests. The discussion of how this program fits in with the local market is discussed
in more detail later in this report.
Membership Fees & Dues 2021 Annual Fee
Brewster Residents (Taxpayers)
Adult Early $1,053
Adult Morning $877
Adult Twilight $468
Junior (12-18) $204
Collegiate (19-25) $407
Non-Residents
Adult Early $1,752
Adult Twilight $700
Junior (12-18) $292
Collegiate (19-25) $585
Charter Non-Res. (continuous member since 1985) $1,520
Review of Golf Carts
The Town of Brewster operates a fleet of 140 electric-powered EZ-Go golf carts, which are stored
in two sperate cart storage sheds. The size of these sheds is barely sufficient to contain the fleet
as it exists, and there is no room to adequately store and charge additional carts. The carts are all
new in 2020 and under a 4.5-year lease through 2024. The number of carts seems adequate for
CGC in normal times, but the fleet was stressed during the single-user requirement for Covid-19 in
2020. The total annual cost of the fleet is around $118,000, and amount that is within the industry-
expected $1,000 per cart per year for lease (or purchase) and maintenance of a powered cart fleet. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 32
Having newer carts in good condition is a high priority for Brewster. Having cleaner carts in good
working condition with modern features will reflect positively on the golf facility and encourage
additional rounds demand. The carts include several key features that are consistent with higher-
end golf such as windshields, rain covering for golf bags, divot fill containers and a port to charge
cellphones. The cart fleet at CGC is adequate for all but a very small number of extremely busy
days and/or large tournaments and CGC does need to rent additional carts for large events and
tournaments. The fleet is electric powered, which is generally preferred by golfers, but requires the
Town to properly maintain batteries and replace as needed.
Merchandise Operations
Captains GC has a modest-sized pro shop (1,100 sf) and offers a mix of merchandise offered for
sale, highlighted by logo-emblazoned wearable items. CGC tends to attract a mix of customers,
with a higher-end daily fee customer and more modest annual fee patrons. Merchandising at
Captains consists of mostly impulse items (balls, tees, gloves, hats, etc.), extensive soft goods
(mainly logoed shirts, vests & sweaters) and some clubs and club repair. The items that tend to
sell best at facilities like Captains GC are the obvious impulse items as noted above, but also
logoed merchandise like shirts and outerwear. Brewster is not active in selling golf clubs and other
hard goods, which is consistent with the trend NGF has documented in on-course retailing not
wanting to compete with “big-box” retailers or the internet.
Review of data shows the Town generated over $277,400 in total gross revenue from merchandise
in 2019, declining to $203,200 in 2020 with decline due largely to Covid-19 restrictions and
closures. For 2019, the average golf shop expenditure per round was $3.78 at Captains GC
compared to a national “standard” for pro shop revenue of $2.48 per round with an expected direct
cost of sales at 70% to 75% (was 80.6% at CGC). As the total margin on merchandise is only
around 30% (best case), the net income will never be significant in merchandise sales. Rather, this
is a service to golfers to make the round more enjoyable and help bring them back for more.
Food and Beverage Operations
Ideally, every golf facility (regardless of type) needs to have some type of food and beverage
operation. F&B operations at golf facilities tend to achieve two goals: (1) provide direct revenue;
and (2) help increase the rounds and other revenues at the facility. The NGF does not expect a
high volume of net revenue from F&B operations, but high-quality F&B service correlates well with
success in public golf. The typical 18-hole public golf course will earn about $6.10 per round in
food and beverage, less direct costs, leading to a net return to the owner of about 10%. This would
be considered “typical” for a regulation public golf course unless there was additional space for
large banquets, parties, meetings, luncheons, etc. Having appropriate space available to host large
functions will certainly add to the potential revenue at golf facilities, both directly (increased F & B
sales) and indirectly (increased green and cart fees). The estimated 10% return on F&B operations
tends to hold regardless of whether the operation is leased or self-operated by the municipality.
Captains GC F&B Service
The basic food and beverage service provided at Captains GC includes the main bar and grill
service under the brand Freeman’s Grill. This grill operation provides a more upscale level of
service than is common at typical municipal golf courses, but still includes a walk-up / take-away
form of restaurant service that is preferred by public golf customers. The grill seating area includes
space for about 90+/- patrons, plus additional outdoor seating. The pavilion at Captains provides
additional revenue for events, tournaments and some other large functions for up to 200 patrons.
The total space can be modified for banquets and still accommodate daily golfers either at the bar
or with outdoor seating (can host banquet and serve golfers simultaneously). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 33
The grill at Captains GC is open daily for lunch and other service when the golf course is open.
Freeman’s Grill offers an extensive menu of soups and salads (from $6 to $10), appetizers ($10-
$12), burgers ($14), sandwiches ($10-$14) and a catch of the day (market price). Beverages
include a selection of wine, beer (domestic and imports) and liquor. The private vendor (Freeman’s
Grill) owns the liquor license for the operation. Freeman’s Grill is also programmed with Happy
Hours and selected specials. The basic set up at the facility provides an opportunity for significant
enhancement of non-golf activity (non-golf lunches, banquets, parties, etc.). F&B staff reports a
large number of banquets or parties each year, with extensive use of clubhouse and pavilion
facilities for both golf and non-golf events.
Total Revenue Estimates
Data presented from the Town show Freeman’s Grill earning upwards of $875,000 in total gross
revenue as recently as 2018, paying $42,500 to the Town (effective rate of 4.8%). The Town
collected $35,000 in base rent + 2.0% of gross revenue over $500,000 ($875,000-$500,000 =
$375,000 x .02 = $7,500). The Covid-19 pandemic clearly hit this business hard in 2020 and 2021
as much of the indoor dining services have been closed, but the Town has made adjustments in
concession payments, reducing to $28,000 in 2020 and $20,000 in 2021. Still, the vendor has
adjusted and the demand for F&B service outside has become more popular with customers,
possibly opening an opportunity to expand this service and space available to provide it.
Banquet and Events Operation
CGC includes primary indoor space capable of hosting up to 200+/- patrons. The space was
originally designed to be open-air, but was enclosed to add carpet, HVAC and restrooms. This
level of size, flexibility and accommodation is rare at public golf courses and provides great
opportunity for CGC to capitalize and grow this segment of the facility, at a time when golf demand
and derived golf revenue is not growing nearly as fast. Staff reports a very active event calendar
prior to 2020, with a total of 84 functions lost to Covid-19 in 2020.
Beverage Cart Operations
Beverage cart operations at CGC can produce modest revenue if run properly with well-trained
servers. This service is not expected to contribute profit in a public golf operation, but rather is
viewed as a service to golfers, ultimately leading to more repeat sales of green fees and cart fees.
Most public golf course operations earn less than $1.00 per round of golf on the beverage cart,
with a total cost of sales at 40%. Sales can be improved by offering credit-card processing directly
on the beverage cart through a remote system linked to the POS.
Captains GC Driving Range Operation
The driving range at public golf courses can be a significant revenue source if it has the proper
characteristics. These key features typically include good quality turf (versus artificial mats), good
golf balls, adequate size (270+ yards) and convenient accessibility to the parking lot or clubhouse.
The CGC range has some of these characteristics, but its location is a significant weakness. Over
the past three years, the Captains range has generated revenue of approximately $1.60 per round,
which is lower than the U.S. average for public courses of $3.00 per round (NGF 2020 survey). As
the range is one of the highest margin revenue centers in a golf operation, any growth in this area
will lead to improvements in facility net revenue. The Town has implemented many of NGF’s
common recommendations to enhance range revenue, including the automated range ball
dispensing system and offering a pre-loaded swipe card for multi-use range discounts. Given its
location, it is difficult to imagine other changes leading to higher range revenue at this facility. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 34
Programming and Organized Golf Activities
One of the keys to successful public golf facility operations is the continued promotion and hosting
of organized activities and programs, such as leagues, outings, tournaments and player
development. These activities are important to maximizing rounds activity at public golf courses
and NGF observations show Captains GC being very active in promoting a strong calendar of
events. These events tend to stimulate activity and encourage repeat play, generating more
rounds per golfer than at courses that do not have an active event calendar.
Leagues
Captains GC is very active in hosting organized leagues that play regularly on various days during
the week in golf season. These leagues serve as an important revenue supplement to standard
daily fee play. Staff reports several active leagues at Captains with events every day during the
week in golf season. Many of these leagues are 18-hole events, allowing for use on one 18-hole
course at CGC while the other 18 is open for public play. These leagues are a great way to
introduce new players and stimulate increased activity. The golf professionals are very active in the
planning and organizing these leagues. Total rounds from leagues are not directly counted by the
course, but NGF estimates that league play represents a significant portion of member activity.
This represents a key source of late afternoon weekday rounds and perhaps this is a market that
can grow in the future.
Outings/Tournaments
NGF interviews with Brewster’s golf staff suggests a robust tournament and outing schedule at
Captains GC prior to the slowdown related to Covid-19. With 36 holes, CGC is capable of hosting
very large events with up to 280 players, or host a full field 18-hole event and still have a full 18
holes open for regular play. In a typical non-pandemic year, Captains will host around 35+/- events
with at least 60 players, and this includes two ultra-large events that host over 160 players (in May)
and a 250-player event that was added in 2019. Most events typically seek out 18-hole courses
that have large food & beverage capacity and covered areas to gather after play is completed, like
the pavilion at CGC. The Town is currently requiring these tournaments and events to use
Freeman’s Grill to provide F&B service (no outside food or beverage). Successful public golf
courses should have at least 5% to 10% of total rounds generated from outings and tournaments.
Lessons and New Player Development
We note that player development will be one of the critical elements to the long-term viability of
Captains GC, and this should remain as a point of emphasis for the Town. At present, the Town is
employing two PGA golf professionals on staff that manage a modest lesson program. The NGF
has documented that a critical element to the long-term viability of public golf courses is player
development, especially a strong Junior Program, and it is important that these initiatives are
continued into the future at Captains GC.
Player development activity at CGC by PGA pros on staff, including the Head Golf Professional.
Staff is allowed to earn extra income through lessons provided these lessons are given on their
own time when not working “on the clock” for the Town in facility operational responsibilities. Player
development programs at golf courses are important for generating interest in golf and creating
future customers, thus total revenue derived from the programs is much less important.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 35
Other Operational Observations
Other issues related to the operation of Captains GC that should be considered by the Town that
could have direct impact on activity and revenue at the course:
• Customer Service - Strong customer service can be a key differentiator in building
customer loyalty. High level service at a golf course begins the moment the golfer sets
foot on the property, beginning with a friendly welcome (especially for faces that staff
may not have seen before). NGF generally recommends strategies such as staff
training and establishment of service standards & measurable metrics – monitored
through periodic customer surveys and occasional secret shoppers - to make sure that
the standards are being consistently met or exceeded.
• Club Rentals and Other Services – Brewster currently has 20 sets of Callaway rental
clubs (premium brand) to offer patrons needing this equipment. In an effort to expand
service to accommodate less frequent golfers, CGC should continue to make high-
quality rental club sets available to golfers, and communicate this to customers. Staff
reports a total of 344 sets rented in July-August 2019, for $3,000 in direct revenue and
additional revenue in green and cart fees from players. The key revenue sources for the
Town are green and cart fees, and rental sets help the facility to sell more rounds. The
rental sets themselves are not typically a strong direct profit center. The rental club
service has been suspended in 2020-21 due to Covid-19 restrictions.
• Corporate Accounts – Captains GC currently has corporate accounts with several
Cape Cod area lodging properties that includes direct billing to allow the hotels to
collect golf playing fees directly from their guests. This concept is important for area
hotels to offer golf packages and should enhance tourist golf rounds at Captains GC.
CAPTAINS GC RECENT OPERATIONAL PERFORMANCE
The operation of Captains GC is comparable to a high-level public golf business, with primarily
revenue sources (green fees, memberships, cart fees, merchandise sales, etc.) and an expense
structure derived primarily from revenues. Direct expenses to operate the facility are borne entirely
by the Town, with the exception of direct F&B operating requirements. As is typical in public golf
operations, much of the total expense is fixed in that the expenses must be borne regardless of
how many rounds are played. The following paragraphs summarize the activity, revenue, and
expenses for Captains GC for the last five full fiscal years of operation (FY2016-2020).
In summary, it appears that CGC is performing with activity, revenue and expenses that are above
industry standards. This is significant given the size of the Brewster market and the immediate
local competition. NGF has observed a strong profit on the operation driven largely by the
elimination in FY2020 of the large debt service related to the 1998 construction of the second 18
holes. The review below covers rounds activity, revenues and operating expenses incurred for
each full year at CGC from 2016-2020, with a partial review of FY2021 (through the 2nd quarter).
Rounds Played and Annual Fees at Captains Golf Course
The table below shows total rounds by type since 2016. The review shows a modest decline trend
from 2016-2020, followed by a huge spike in rounds in FY2021. Like many golf facilities in the
U.S., Captains GC saw a tremendous increase in rounds activity due to Covid-19 restrictions and
the availability of golf as one of the few “safe” activities for people to undertake. The 84,700+
rounds hosted in calendar-year 2020 was the most in any single year since 2006 (87,746 – the
highest in any year since 2000). As we move into 2021 and beyond, retaining this influx of new
golfers will become a key challenge for golf operators. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 36
In comparison, the total U.S. experienced a significant increase in rounds played of 13.9% for
calendar year 2020, the largest increase in more than a decade. This followed a 1.6% increase in
2019 that came after a -4.8% decrease in 2018. Longer term, rounds of golf had declined an
average of -8.4% per-course between 2008 and 2017. By comparison, NGF and Golf Datatech
(Appendix B) record that rounds were up 2.7% in Massachusetts in 2019, followed by a strong
18.0% increase in 2020. The total U.S. standard for rounds played (“starts”) at an 18-hole
golf course is at 31,527 for 2019. A summary of total rounds by year at Captains GC since 2016
is shown in the table below:
Captains Golf Course
Total Rounds Played by Type (2016 – 2020)
FY2016 FY2017 FY2018 FY2019 FY2020 % of Total
Guest Rounds
18-H 25,864 23,269 22,087 21,789 19,710 30.2%
Pre-Paid 2,321 2,074 2,164 1,658 715 2.4%
Back-9 1,411 1,719 1,755 2,121 2,219 2.5%
Twilight 6,015 6,717 6,416 6,299 5,945 8.4%
Misc. 4,185 3,094 3,864 3,198 1,578 4.3%
Total Guest Rounds 39,796 36,873 36,286 35,065 30,167 47.8%
Member Rounds
18-H 27,455 26,991 26,164 25,863 26,178 35.6%
Back-9 6,561 7,095 6,553 5,786 4,539 8.2%
Twilight 6,627 5,026 5,788 6,517 7,653 8.5%
Total Member Rounds 40,643 39,112 38,505 38,166 38,370 52.2%
Combined Total 80,439 75,985 74,791 73,231 68,537 100%
Annual Change % -5.5% -1.6% -2.1% -6.4%
Source: Town of Brewster
Golf in this region is very seasonal, with the bulk of play at CGC (76.5%) occurring between the
months of May and September. On average since 2016, Captains GC has hosted golf for an
average of 255 playable days per year. Depending on the weather conditions, fall and spring can
be playable periods. Conversely, the early arrival of winter can wreak havoc on play in October
and November, while an extended winter or very wet spring can also delay the start of golf season.
The seasonality of play at Captains GC is reflected in the chart from rounds data presented below.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Tot
% of Total
Rounds 1.0% 1.3% 1.6% 3.9% 10.2% 14.2% 19.7% 18.9% 13.4% 9.5% 4.3% 1.8% 100%
Source: Town of Brewster – FY2016-2020 data
Memberships
Captains GC offers golfers an option to pre-pay for golf through the issuance of annual golf fees or
memberships. These memberships come in several types, divided between residents and non-
residents and for various time-of-day restrictions. During the Covid-19 crisis in 2020, the Town
offered a two-year membership that allowed golfers to pre-pay for membership through 2021,
before the new 2021 price increase was implemented. The result of this program was a large influx
of 2-year members, which may have impact in reducing the single year renewal for 2021-22. The
table below shows the membership history by type from 2016-2020 at CGC: DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 37
Captains Golf Course
Total Memberships by Type (2016 – 2020)
Memberships FY2016 FY2017 FY2018 FY2019 FY2020*
Resident Early 316 300 300 306 321
Resident Morning 286 307 276 269 220
Resident Twilight 86 86 101 109 130
Resident College 11 10 12 16 28
Resident Junior 26 18 13 12 17
Total Resident Memberships 725 721 702 712 716
Non-Res. Charter 5 5 5 5 4
Non-Res Early 209 210 199 200 216
Non-Res Twilight 34 38 68 61 101
Non-Res College 1 2 2 4 16
Non-Res Junior 3 2 5 9 10
Total Non-Res. Memberships 252 257 279 279 347
Total Off-Season 48 46 56 76 79
Grand Total Membership 1,025 1,024 1,037 1,067 1,142*
Source: Town of Brewster *Includes 2-year members (239), 1-year members (824) and Off-season (79).
The total number of passes has been steady in the last few years, with substantial increase in
2020 with the introduction of the two-year membership. As of January 2021, CGC has sold 239 of
these two-year memberships that now account for 21% of total membership at the course. These
pre-paid green fee arrangements are common at public golf courses nationwide and in this local
market, and offer frequent golfers an opportunity to lower their average cost per round while
providing significant up-front revenue to the facility. However, as we see below, the program is
allowing for significant discount for a large portion of the activity at Captains GC, although this was
mitigated somewhat in FY2020 due to Covid-19 and the course closure in March-April of 2020:
Captains Golf Course
Membership Analysis (2016 – 2020)
FY2016 FY2017 FY2018 FY2019 FY2020*
Total Number of Members 1,025 1,024 1,037 1,067 1,142*
Total Membership Revenue $891,060 $925,028 $926,351 $986,785 $1,293,344*
Average Revenue per Member $869.33 $903.35 $893.30 $924.82 $1,132.53*
Total Member Rounds 40,643 39,112 38,505 38,166 38,370
Avg. Rounds per Member 39.7 38.2 37.1 35.8 33.6
Avg. Rev. per Member Round $21.92 $23.65 $24.06 $25.86 $27.15**
Source: Town of Brewster *Includes 2-year members (239), 1-year members (824) and Off-season (79). **Avg.
revenue is re-calculated to include 2-year memberships with $251,667 in FY2021.
Member – Daily Fee Golf Balance
At present, total rounds played at Captains GC are divided between daily fee players who pay a
unique fee for a single round of golf, and golf members who pay an annual fee for unlimited golf
during the year. Traditionally, annual fees account for passholders play about 53% of total rounds
at CGC and 47% daily fee play. However, despite the high volume of rounds, these passholders
generate generated only about 37% of total green fee revenue over the last five years. On a per
round basis, members paid around $25.86 per round for green fees (2019) compared to an
average of $48.45 for daily fee players. This represents a discount of about 47% for members
compared to the 25% to 35% discount that is the target for public courses operating with
memberships (also known as semi-private). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 38
One key to enhancing revenue at Captains GC is to increase the inventory of tee times that can be
sold to the public at a premium price. The Town is managing this inventory appropriately by
providing one of the two courses with alternating tee times in 2-hour segments between members
& guests (e.g., 8:00am to 10:00am for members & 10:00am to 12:00pm for guests). Then on the
second course allocating 80% of the tee times for guests and the balance for members. This is the
Town taking advantage of its 36-hole layout to maximize non-member participation and helping to
maximize the number of higher-paying daily fee customers it can accommodate.
Recent Revenue Performance at Captains Golf Course
The table below shows the total revenue broken out by source since 2016. For comparison, the
NGF has identified through past research that the ‘average” revenue for an 18-hole municipal golf
course was about $1.2 million in 2019. As shown, Captains GC is vastly exceeding this standard,
with an especially strong first six months of FY2021. This strong level of revenue performance is
reflective of both the higher-than-average strong rounds activity noted above, coupled with an
equally higher-than-standard average revenue earned per round (more in section that follows the
table below). We note that despite a large increase in rounds in calendar-year 2020, total revenue
was not as strong due to ancillary revenues and the impact of Covid-19 closures and restrictions,
as well as timing of the fiscal year. We note that the food and beverage revenue is the rent (base +
percentage) paid to the Town by the operating vendor and is not reflective of actual gross revenue
(as presented earlier).
Captains Golf Course
Total Golf Operations Revenue by Source (2016 – 2020)
Revenue FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20 Pct. Of
Total
Member Dues & Fees $891,060 $925,028 $926,351 $986,785 $1,293,344 $1,004,514 26.8%
Green Fees 1,794,795 1,712,041 1,690,945 1,691,973 1,519,109 1,681,773 45.0%
Cart Fees 656,773 630,135 631,014 623,271 535,807 615,400 16.4%
Driving Range 131,090 116,728 125,159 131,768 111,033 123,156 3.3%
Snack Bar Rent 50,000 51,000 42,500 36,952 28,202 41,731 1.1%
Pro Shop Sales 307,731 284,018 265,433 277,457 203,224 267,573 7.2%
Other/Misc. 2,510 16,509 15,434 1,667 0 7,224 0.2%
Total Revenue $3,833,959 $3,735,459 $3,696,836 $3,749,873 $3,690,719 $3,741,369 100.0%
Annual Change -2.6% -1.0% 1.4% -1.6%
Total Rev/Rnd $47.66 $49.16 $49.43 $51.21 $53.85 $50.15
Direct Cost of Sales
Merchandise $265,325 $261,782 $234,836 $204,440 $163,795 $226,036
Gross Margin $3,568,634 $3,473,677 $3,462,000 $3,545,433 $3,526,924 $3,515,334
Source: Town of Brewster. *F&B revenue is rent to City (base + pct.).
Average Revenue Analysis
The total facility-wide average revenue per round was $51.20 in 2019, of which $45.09 was
derived from green and cart fees and the remaining $6.11 derived from ancillary sources like
driving range, merchandise sales and the F&B rent. The NGF average for public golf courses in
the U.S. was $38.71 for total revenue per round, with $29.81 from golf playing fees (green, cart,
membership), plus an additional $4.65 for F&B, $2.71 for merchandise and $1.54 for other (range,
instruction, etc.) for a total of $38.71 per round. In general, Captains GC is earning higher revenue
per round in all categories, with actual FY2019 (last full non-pandemic year) average revenue per
round compared to standards shown below: DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 39
Year
CGC in FY2019
(36-H)
Generally Accepted
U.S. Average
Rounds 73,231 31,500 (per 18-H)
Green + Cart + Passes $45.09 $29.81
Golf Shop Merchandise $3.79 $2.71
Food & Beverage $0.50* $4.65
Driving Range $1.80 $1.50
Other $0.02 $0.04
Total $51.20 $38.71
*F&B revenue in Brewster is from contract rent, as opposed to consumer spending in the U.S. average.
Captains GC Expenses
The table below shows total on-site operating expenses by major line-item since FY2016. The
table includes direct Town expenses, excluding expenses for F&B service. These expenses had
been increasing from 2016-2019, until a drop in 2020 related to Covid-19. The Town does not
charge the golf course for services (accounting, legal, payroll, etc.) nor do these expenses reflect
the capital expenditures to improve the courses (addressed separately). The overall expenses to
operate CGC are comparable to national standards for public golf courses (the NGF standard for
total operating expenses is $1.2 million per 18 holes, with 55% for labor and 58% for golf course
maintenance (including labor). Direct expenses for personnel are typically the largest for golf
facility operations, as is the case with Captains GC. Total labor costs for Lakewood courses are
averaging around 66.5% the last five years, much higher than the industry standard of 55%.
Captains Golf Course
Total Golf Operation Expenses by Category (2016 – 2020)
Operating Expenses* FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20 Pct.
Personnel Expenses
Full-Time Maintenance $458,397 $547,282 $563,501 $573,351 $588,859 $546,278 20.9%
Part-Time Maintenance 194,813 223,099 240,563 280,357 221,794 232,125 8.9%
Full-Time Admin 200,583 232,625 238,714 245,278 253,962 234,232 9.0%
Part Time Admin 159,730 225,675 223,655 206,468 161,572 195,420 7.5%
Overtime + Longevity 29,990 57,296 64,946 60,558 58,536 54,265 2.1%
Fringe Benefits 389,481 410,000 490,770 528,183 543,203 472,327 18.1%
Sub-Total Personnel $1,432,994 $1,695,977 $1,822,149 $1,894,195 $1,827,926 $1,734,648 66.5%
General Expenses
Repairs, Maint. & Supplies $357,042 $449,211 $477,299 $432,867 $303,622 $404,008 15.5%
Clubhouse Maint. & Supplies 54,793 51,335 90,695 73,466 69,299 67,918 2.6%
Cart Lease 119,986 119,986 119,986 119,986 118,271 119,643 4.6%
Utilities 114,959 130,427 128,311 135,375 116,667 125,148 4.8%
Credit Card Processing 36,425 40,595 46,461 48,924 56,231 45,727 1.8%
Marketing 58,586 67,173 31,374 22,554 19,554 39,848 1.5%
Insurance 57,000 57,000 57,000 72,019 0 48,604 1.9%
Other 28,428 27,032 25,486 24,189 17,920 24,611 0.9%
Total General Exp. $827,219 $942,759 $976,612 $929,380 $701,564 $875,507 33.5%
Total Operating Expenses $2,260,213 $2,638,736 $2,798,761 $2,823,575 $2,529,490 $2,610,155 100.0%
% Change vs Previous Year 16.7% 6.1% 0.9% -10.4%
Total Expenses / Round $28.10 $34.73 $37.42 $38.56 $36.91 $34.99
Source: Town of Brewster *Operating expenses do not include direct costs for F&B operation. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 40
Summary Financial Performance (2016-2020)
In reviewing all revenues and expenses, the overall net performance of Captains GC shows the
operation to be profitable before the impact of debt service and capital are considered. Given that
the $840,000+/- debt service requirement has been fulfilled as of FY2020, the Town can expect
the Captains GC operation to provide net income to support additional capital projects.
In the table below, the NGF provides a review of the Captains GC business from the perspective of
the Town. The review shows that while the Town has been close to break-even the last few years
of operation, this comes at the expense of deferral of some maintenance and capital items.
Captains Golf Course
Summary of Performance (2016 – 2020)
FY2016 FY2017 FY2018 FY2019 FY2020 Avg '16-20
Rounds (Starts) 80,439 75,985 74,791 73,231 68,537 74,597
Revenue
Golf Fee Revenue $3,342,628 $3,267,204 $3,248,310 $3,302,029 $3,348,260 $3,301,686
Ancillary Revenue 491,331 468,255 448,526 447,844 342,459 439,683
Total Revenue $3,833,959 $3,735,459 $3,696,836 $3,749,873 $3,690,719 $3,741,369
Total Rev/Rnd $47.66 $49.16 $49.43 $51.21 $53.85 $50.15
Direct Cost of Sales (COS)
Merchandise $265,325 $261,782 $234,836 $204,440 $163,795 $226,036
Gross Margin $3,568,634 $3,473,677 $3,462,000 $3,545,433 $3,526,924 $3,515,334
Operating Expenses
Total Personnel Expenses $1,432,994 $1,695,977 $1,822,149 $1,894,195 $1,827,926 $1,734,648
General Expenses $827,219 $942,759 $976,612 $929,380 $701,564 $875,507
Total Expenses $2,260,213 $2,638,736 $2,798,761 $2,823,575 $2,529,490 $2,610,155
Operating Income (Loss) $1,308,421 $834,941 $663,239 $721,858 $997,434 $905,179
Less:
Debt Service (P&I) $828,050 $829,235 $836,277 $836,637 $841,837 $834,407
Capital Outlay $159,679 $340,026 $183,068 $52,617 $88,708 $164,820
Net Income After Debt (Loss) $320,692 ($334,320) ($356,106) ($167,396) $66,889 ($94,048)
Source: Town of Brewster
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 41
Year-to-Date 2021 Captains GC Performance
The operational performance in the first six months of FY2021 (July through December 2020)
shows Captains GC well ahead of FY2020 performance and ahead of the FY2021 budget. We
note that the large increase in July-September 2020 was driven by green and cart fee sales, while
other ancillary sources were lower due to Covid-19 closures and restrictions. CGC hosted 64,667
rounds in the first six months of FY2021, compared to 48,446 in the first six months of FY2020
(33.5% increase). The membership revenue is also lower, but many of those sales occur in
January and February, so catch up is expected. Total facility revenue was just over $2.53 million in
the first six months of FY2021, compared to a budget of $3,641,000 (69.5% of budget). However,
expenses in FY2021 were also ahead of budget, with $1,940,568 expended through December
2020 (includes cost of sales), or roughly 55.4% of the total annual budget of $3.5 million.
Captains Golf Course
Year-to-Date Performance Comparison (through December 2020)
Actual FY2021
Rounds Played (July – December 2020) 64,667
Revenue
Total Member Dues & Fees $59,213
Green Fees 1,611,390
Cart Fees 572,368
Driving Range 120,366
Snack Bar Rent 10,000
Pro Shop Sales 151,683
Other/Misc. 8,767
Total Revenue $2,533,787
Less Cost of Sales: (COS)
Pro Shop Merchandise 51,172
Gross Margin $2,482,615
Golf Course Expenses
Full-Time Maintenance $280,196
Part-Time Maintenance 165,890
Full-Time Admin 130,326
Part Time Admin 136,960
Overtime + Longevity 44,809
Fringe Benefits 378,226
Sub-Total Personnel $1,136,407
Repairs, Maint. & Supplies $274,272
Clubhouse Maint. & Supplies 52,021
Cart Lease 74,000
Utilities 70,568
Credit Card Processing 52,669
Marketing 9,856
Insurance 71,827
Other & Indirect 147,776
Total General Exp. $752,989
Total Expenses $1,889,396
Operating Income (before Capital & Other) $593,219 DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 42
SUMMARY – CAPTAINS GOLF COURSE
Captains GC is a good quality golf facility with a mix of amenities that is consistent with
economically successful public golf courses. The facility is located at the eastern end of Cape Cod,
but still convenient for golfers although access to the course requires some navigation through
local streets and good signage is needed for tourist golfers. A summary of NGF key findings on the
CGC facility and operation include:
• Captains GC includes two 18-hole golf courses giving the facility a large capacity to
host a high volume of events, outings and tournaments, while still supporting its regular-
play constituency. The two courses are very similar, and each includes a mix of old and
new. This blending in course holes affects a number of elements, such as irrigation,
bunker style and cart paths.
• The overall property condition appeared good in early 2021, but the facility does have
some significant capital needs, including some elements that are at or nearing the end
of their expected useful life. Given the high importance the Town places on water use
and quality, maintaining the most modern and efficient irrigation systems will be a high
priority for future capital spending. The original irrigation system installed in 1985 has
already been replaced, and the system installed in 1998 is now due for upgrade
sometime in the next 2-3 years.
• In all, the NGF identified some $6.2 million in capital projects for the next five years,
including $3.5 million for the golf courses, $2.3 million for maintenance facilities &
equipment, and another $370,000 for clubhouse enhancements. The most expensive of
these capital requirements will be irrigation replacement and maintenance equipment.
In the five to 10-year horizon, capital requirements should level off at around $3.2
million, if the Town elects to replace the newer (2004) irrigation system before 2030.
• The clubhouse facilities at Captains GC provide a strong complement to the golf
operation, and provide opportunity to enhance facility revenue. While the clubhouse is
in good condition, some improvement to basic systems and an upgrade/expansion of
the outdoor dining area would go a long way to enhancing the appeal of Captains GC.
• The Town has chosen to self-operate its golf facility with all Town employees with the
exception of a food and beverage service contract. This exact form of operation is still
the most common in public-sector golf nationwide, and offers the Town the most direct
control for maximum benefit to the community.
• The staff employed by the Town to operate and maintain Captains GC is appropriate
and close to expected standards for this type of golf facility operation. The Town has
high expectations for the level of service and facility quality, and this service quality is
leading to very strong rounds and revenue performance. A large staff of properly trained
professionals is required to provide the level of quality that is desired by the Town so
staffing is proper at Captains GC.
• The marketing of CGC appears to be modest, but with staff showing a clear effort to
enhance and improve in the immediate future. As the facility is located in a tourist-
oriented market, adoption of a modern, technology-driven marketing program will be
necessary to attract the customers needed to sustain (or grow) rounds and revenue.
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 43
• Playing fees for golf and concessions are appropriate at Captains GC, and clearly place
the facility in the upper range for public golf in this market, which is consistent with the
quality of golf facility product that is offered. In addition, the operators are doing a good
job of maintaining a realized average daily rate (ADR) that is consistent with well-
performing higher-end public golf courses. Review of data shows that the total ADR for
non-member rounds at CGC is 60% of the highest peak green + cart fee, showing the
club is less reliant on a large volume of heavy discounts in order to sustain rounds
activity.
• The golf fee structure includes a wide variance in rates for time of year and time of day,
walking or riding. Golfers can play 18 holes of golf at Captains GC for as little as $26
and as high as $100 and everything in between. The Town is also offering an attractive
pre-paid annual fee agreement (membership) that is also priced appropriately for this
market. This pricing structure offers “something for everyone,” and is consistent with the
most successful public golf courses by offering a wide variety of rates and consumer
choices.
• After a few years of consistent activity, Captains GC saw a tremendous increase in
rounds activity due to Covid-19 restrictions and the availability of golf as one of the few
“safe” activities for people to undertake. The 84,700+ rounds hosted in calendar-year
2020 was the most in any single year since 2006. As we move into 2021 and beyond,
retaining this influx of new golfers will become a key challenge for golf operators.
• Captains GC produced total top-line revenue of just over $3.69 million in FY2020, an
amount that has been relatively consistent over the last four years. The large growth in
rounds activity has also led to an expected spike in FY2021 revenue, which is already
well ahead of budget after the first six months.
• With total direct operating expenses totaling around $2.8 million the last three years, it
is clear that Captains GC can comfortably cover its operating requirements and address
key capital items that have been deferred in recent years. The most significant capital
spending the Town has been making at CGC was the annual debt service of about
$840,000 to cover the development of the second course addition. This indebtedness
was fully paid in FY 2020, freeing up a large portion of funds to address deferred
maintenance items.
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 44
External Factors Affecting the Operation of
Captains GC
As we plan for the future operation of the Captains Golf Course, NGF has provided a summary of
important external factors that have direct effect on the operation of this facility. This includes an
assessment of local demographics and economy, golf industry trends, and a review of golf demand
and pricing in the eastern Cape Cod market. NGF will also provide a review of other golf courses in
the area that compete with Town golf courses for market share. We will then summarize these
factors and how they relate to the continued operation of Captains GC.
In summary, the NGF finds that the market environment for the continued operation of CGC
presents many challenges and opportunities. The Cape Cod area remains one of the most
attractive summer destinations, and participation in golf appears to be a key component of the
Cape Cod summer lifestyle. The immediate Brewster area includes many lodging facilities, resorts
and housing communities that support economic activity and golf demand in the area. This market
area has become very popular with both seasonal and transient summer visitors, which is a key
market to attract in order to sustain golf facility businesses. While there is a strong and thriving
permanent population in Brewster, these residents are not numerous enough to support golf
operations and thus attraction of visiting golfers is necessary. A summary of key findings on
external factors that impact the operation of the Town’s golf course are noted below:
MARKET OVERVIEW
Captains GC is located in the eastern edge of Brewster and in the heart of eastern Cape Cod,
making the courses immediately proximate to one of the most attractive summer destinations in
the northeast U.S. The region includes a full range of activities to attract residents, seasonal
residents, and tourists, including beaches, golf, fishing and pleasure boating. Barnstable County is
projected to have around 212,000 residents, supplemented by the high number of seasonal
(summer-only) residents that populate the area’s housing units. As such, the NGF expects that the
continued support of Captains GC will rely on participation from the large visitor market to the area,
in addition to permanent residents.
Demographic Analysis – Local Permanent Residents
The local demographic and economic factors affecting the demand for public-access golf in this
market show that the Cape Cod region has demographic characteristics that correlate to strong
golf demand, which is then supplemented by the large seasonal, tourist and retiree population in
the Brewster area.
The table in Appendix C summarizes key demographic measures of population, income and other
trends that relate to golf participation. The table below provides a summary of key demographic
and golf demand measures for various market rings around Captains GC, Barnstable County, the
State of Massachusetts and the total U.S. A summary follows:
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 45
Market Data Comparisons 2020
Captains GC 5-Mile Radius 10-Mile Radius Barnstable
County
Population Est. 2019 27,281 57,592 212,285
Population 2024 Proj. 27,719 58,527 212,766
Med. HH Income (2019) $78,913 $72,253 $74,182
Median Age (2019) 59.1 59.2 53.4
Participation/Rounds Index* 145 / 363 134 / 372 134 / 294
Number of Golfers 3,863 7,038 25,941
Rounds Potential (res.) 176,164 359,626 1,000,891
Est. Rounds (in-market supply) 206,832 372,277 1,171,642
Source: NGF Consulting, Tactician Corporation, Applied Geographic Solutions. * Golf Participation and Rounds Index: Estimated
number of golfing households / average rounds played in a particular geography compared to the national average golfing household
(US index = 100).
• The local market around Brewster golf courses shows a modest permanent population,
with over 58,500 residents within 10 miles in 2019. Population growth rates in the
subject markets suggest a stable permanent population in the local market rings and
Barnstable County. We note that the above figures are based on permanent population
and do not consider the large seasonal population in the area.
• The Median Age in the local market is significantly higher than the national median age
of 38.3 years, reaching as high as 53.4 years for Barnstable County. This is indicative
of the higher proportion of older age residents in the permanent population (i.e.
“retirees”). In general, the propensity to play golf with greater frequency increases with
age, making relatively older markets more attractive to golf facility operators, all other
factors being equal.
• The Median Household Incomes in the local market areas around Captains GC are
comparable to the State of Mass. Overall, but higher than the total U.S. However, we
note that these income figures do not consider transfer payments that are common with
large retiree populations living off their “nest egg.” In general, higher income residents
are more likely to participate in golf, and they play more frequently than lower income
residents. The higher incomes in Brewster would suggest a tolerance for higher golf
playing fees among the local permanent population.
• The NGF estimates there are a total of about 7,000 golfers potentially demanding over
359,600 rounds of golf annually (51.4 rounds per golfer per year) in the 10-mile market
around Captains GC. The NGF has estimated that seasonal residents and tourists can
add an additional 325,000 +/- rounds of demand to the area’s golf market, mostly during
the peak summer months of June – August. It is expected that this golf demand would
be serviced by the golf facilities available for use in this and other nearby Cape Cod
Towns that offer golf facilities.
• The local market around Captains GC shows generally higher-than-average golf
participation, and substantially higher-than-average rounds demand. This finding is
indicative of the basic nature of Brewster as a golf destination, where golfers from all
over the world aspire to reside and/or retire and participate vigorously in golf. Combined
with this resident and seasonal resident population, it is clear that Captains will need to
attract their share of tourist golfers to generate the rounds and revenue needed to
sustain operations. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 46
Key Climate and Economic Factors
The NGF has examined certain economic factors that have the potential to affect the demand for
public golf in the Brewster market area. Following are some key observations highlighting the
economy, transportation, and visitation characteristics of Brewster and the surrounding Cape Cod
market. In general, Brewster / Cape Cod have traditionally positive economic characteristics as
they relate to continued operation of Town owned golf courses. The NGF has focused its review of
the local market area on data and characteristics that were present in 2019, understanding that the
2020 market status represented an economy reflective of a special circumstance related to Covid-
19 and its particular impact on tourist/seasonal economies like Cape Cod and Brewster.
Climate
As with any outdoor recreation, weather impacts golf participation. NGF data estimates that almost
all golf is played with temperatures between 50- and 90-degrees Fahrenheit, although evidence
suggests greater tolerances at lower temperatures in this local market. Understanding local
weather patterns helps determine the number of golf playable days. The data suggests that golf on
Cape Cod can be realistically played in a 7-8-month golf season, although Cape Cod's weather is
typically more moderate than inland locations leading to some additional winter golf days available.
With an average of ±16 inches of precipitation and 39 rain days during the five-month summer
season, this golf market is prone to a modest reduction in playable hours/days. The following table
presents a summary of monthly weather data for the Hyannis area based on 50-year recorded
trends:
Climatological Data
Hyannis, Massachusetts
Month
Temperatures Precipitation
Inches
No. of
Rain
Days
Average
Length of
Day (Hours) Average High Low
Annual 49.8 57.4 42.2 43.2 104 12.7
January 30 38 23 3.8 10 10.1
February 30 38 23 3.5 8 11.1
March 37 44 30 4.1 10 12.5
April 45 53 38 3.9 10 13.9
May 55 63 47 3.5 9 15.1
June 64 72 57 3 8 15.7
July 71 78 63 3 7 15.4
August 70 77 62 3.7 8 14.3
September 63 71 55 3.2 7 12.9
October 53 61 45 3.5 8 11.5
November 44 52 37 3.9 9 10.3
December 34 42 27 4 10 9.7
Source: Weatherbase.com, Hyannis, MA
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 47
Brewster / Cape Cod Market
Cape Cod is a key seasonal and tourist market area in southeast Massachusetts. Its historic,
maritime character and ample beaches attract heavy tourism during the summer months. Cape
Cod stretches from Provincetown in the northeast to Woods Hole in the southwest, and is
generally divided into the upper Cape, Mid Cape and a lower/outer Cape (includes Brewster).
Automobile access to Cape Cod is via two highway bridges: the Sagamore Bridge and the Bourne
Bridge, each ultimately connecting to Massachusetts State Highway 6 (Mid-Cape Highway), the
primary auto thoroughfare through Cape Cod. The key NGF findings on the Cape area economy
and tourism that relate directly to the operation of Town golf courses include:
• Cape Cod has a year-round population of about 215,000, increasing to over 645,000 in
the peak summer season (Memorial Day through Labor Day). While this period is the
defined peak of activity, off-season visitation had been increasing in recent years
through 2019, with 2020 impacts still uncertain. Cape Cod visitation had been
increasing due to longer summers and “empty-nesters” visiting without children.
• Cape Cod is a popular destination for beachgoers, with 559.6 miles of coastline,
including many publicly-accessible beaches. Cape Cod is also popular for other outdoor
activities, including golf (there are 27 public, daily-fee golf courses and 15 private
courses on Cape Cod). A review of Cape Cod tourism by the Massachusetts Office of
Travel and Tourism (MOTT) showed “visiting friends” and “outdoor recreation” as the
top two activities for visitors to Cape Cod in 2018.
• Tourism data collected for Cape Cod shows a total of around 4.5 million visitors
annually for the 2010’s decade. The peak season months of July and August show in
excess of 900,000 visitors in 2016, with 53% of total visits to Cape Cod coming in the
third-quarter of 2016. Total visitor spending on Cape Cod was just over $1.08 billion,
and tourism supports numerous service industries on Cape Cod, including golf facilities
(NGF estimates tourists can support 300,000 to 350,000 rounds of golf annually).
• According to the Cape Cod Chamber of Commerce, there are ~19,000 total lodging
units on Cape Cod, although the figure is difficult to fully quantify due to the high
number of bed and breakfasts or vacation houses that are often used for visitors.
Lodging on Cape Cod peaks in the July-September third-quarter, with an average of 80-
85% occupancy and an average daily room rate (ADR) of between $240 and $255. The
ADR on Cape Cod has increased by 20% since 2010. An estimated 61% of total
lodging receipts are earned in the third quarter each year.
• Captains GC is accessible for the Lower-Cape region, but its location at the eastern end
of the Cape’s population centers makes this course more of a “destination” property.
Captains GC is approximately 29 miles from the Sagamore Bridge. The course is
proximate to U.S. Route 6 and the interchange with Brewster-Chatham Rd., with access
via Freemans Way (about 3.0 driving miles from Mid-Cape Hwy).
GOLF MARKET SUPPLY AND DEMAND INDICATORS
National Golf Industry Overview
Despite significant negative press, the golf industry remains healthy and was continuing a macro
trend toward stabilization in 2019. As we begin to consider the potential effects of the 2020 Covid-
19 / economic downturn, we note that golf activity appears to have increased in the U.S. during
2020, although the impact on total golf facility revenue is still undetermined. Ultimately, golf is at
the mercy of “discretionary income,” and the activity held up rather well during the great recession
(2008-2010) and in the 2020 Covid crisis. Multiple NGF studies of golfers since 2008 attribute the DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 48
longer-term gradual decline in golfers and rounds since peak participation primarily to the impact of
lower job security and concern over personal finances, not waning appeal for the game. Total
spending on golf and club memberships will always be vulnerable to outside forces such as the
economy, but the game remains popular and is fortunate to have a deep well of interested
prospects. Some findings from NGF:
• Participation - The national golfer number (participation) increased slightly in 2020,
with 24.8 million golfers counted by NGF in 2020 compared to 24.2 in 2019. In addition,
NGF survey research indicates that the inflow of returning golfers and beginners
combined to total over 6.2 million in 2020, the highest number ever recorded by
NGF.
• Golf Course Supply - The correction in golf course supply continued in 2019 at a level
comparable with the previous several years, dropping by 1.4% (193 total 18-hole
equivalent permanent closures in 2020 compared to 160 in 2019). NGF data shows the
Cape Cod market has been somewhat insulated from this trend, as no golf course in
Barnstable County has closed since the Woodbriar GC in Falmouth (closed in 2010).
• Rounds Played 2019-2020 – Despite the loss of 20 million spring rounds due to
coronavirus-related course closures, restrictions and anxiety, the almost 502 million
rounds played at U.S. courses in 2020 was the most in more than a decade. The 61
million additional rounds over 2019, a 13.9% rise, is second only to the industry’s 63
million jump in rounds in 1997, when Tiger Woods had his breakout year. In
Massachusetts the results were comparable, with the state recording a 2.7% increase
in 2019, followed by a strong recovery and a 18.0% increase in 2020. (source: Golf
Datatech – see Appendix B).
• Looking Ahead - Baby Boomer Effect – As Baby Boomers age and retire over the
next 15 years; we expect to see a measurable increase in total rounds played in the
U.S. Boomers - born between 1946 and 1964 - are currently 55 to 74 years old. About 6
million of them are golfers; that’s about 1/4 of all golfers, and they currently play about
1/3 of all rounds. The Social Security Administration reports that 10,000 or more
Boomers retire every day. And ~300,000 Boomer golfers will turn 65 each year for the
next 15 years. Retired Boomers (age 65+) play about twice as much as younger, non-
retired Boomers (40 rounds vs. 21 rounds).
Other Measures of Health
Other perhaps equally important metrics to consider when measuring the health of golf include:
• Off-Course Participation: Activity at off-course (or alternative) facilities continued in
2019 and 2020, with NGF counting over 9.3 million active users of off-course facilities
(like TopGolf), compared to 8.3 million in 2018 (12% increase).
• Beginners: The total number of new golfers reached an all-time high in 2018, with NGF
counting over 2.6 million beginning golfers (compared to 2.0 million in 2014). These
beginning golfers tend to be younger, more female and more non-Caucasian than the
golfer population as a whole.
• Increasing Diversity: The junior golf population remains relatively stable at 2.9 million
and continues to show a transformation in diversity. One-third of golfers age 6-17 are
females, up from 17% in 1995 (in sum, 24% of all golfers are women). Also, 27% of
junior golfers are non-Caucasian, up from only 6% in 1995. A similar trend is observed
among young adult (18-34) or Millennial golfers, of which 29% are female and 24%
non-Caucasian. The highest diversity is among beginning golfers, at 34% female and
32% non-Caucasian. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 49
• Latent Demand: Overall interest in playing golf remains very high. NGF survey
research indicates that the number of non-golfers who say they are “very interested” in
taking up golf has doubled over the last five years, growing at a CAGR of nearly 15%
and now totaling 12.8 million people. There are an additional 27.8 million non-golfers
who say they’re “somewhat interested” in taking up the game. Together, these two
cohorts represent about 1.7 prospects for every existing golfer.
Estimated Local Market Demand
The table below details basic golf market data indicating the magnitude of the local golf demand
(additional support data in Appendix C). We note that much of this data is based on the
permanent resident population, and is not reflective of the retiree, seasonal resident and visitor
populations in the market area (more later in this section).
Summary of Market Indicators 5-Mile Ring 10-Mile Ring Barnstable
County Total U.S.
Golfers
Number of Golfing Households 2,833 5,220 18,362 17,484,590
Seasonal Golfing Households 1,890 4,150 9,728 748,477
Rounds Potential (resident golfers) 176,164 359,626 1,000,891 434,080,100
Estimated Rounds (in-market supply) 206,832 372,277 1,171,642 434,084,100
Latent Demand/Interested Non-Golfers 4,392 8,362 32,188 47,425,600
Golf Indices
Golf Participation Index 145 134 134 100
Golf Rounds Activity Index 363 372 294 100
• The permanent population in the Brewster market has age and income characteristics
that tend to coincide with higher-than-average participation in golf. This is reflected in
golf demand indices that show 34% to 45% higher participation and 360% higher
rounds played per golfer in the market areas (Cape Cod golfer plays three times more
rounds per golfer than the U.S. average).
• The local Captains market has a slightly larger proportion of higher income households
than the wider market areas. An estimated 36% of households in the 5-mile ring show
incomes over $100,000 annually, while 9% show income in excess of $200,000, both a
key “sweet spot” for high golf participation and activity:
Higher Income Households 5-Mile Ring 10-Mile Ring Barnstable
County
No. Pct. No. Pct. No. Pct.
No. of Households over $100,000 Income 4,911 36.0% 9,386 32.1% 33,835 33.6%
No. of Households over $200,000 Income 1,259 9.2% 2,291 7.9% 7,835 7.8%
• The NGF’s golf demand model estimates a total of 3,863 permanent resident golfers
living within five miles, and about 7,000 within 10 miles of Captains GC. These golfers
have the potential to demand as many as 176,000+/- rounds (5 Miles) and 359,600
rounds (10 miles) each year. This equates to about 45 to 51 rounds per golfer per year.
• These estimates are based on data that show golf participation rates in Brewster about
35-45% higher than the nation, and that rounds demand per household is also about
three-times the national estimate. Permanent and seasonal golfers in this area are
capable of supporting a large market of golf facilities, and this does not include the even
larger market of transient / visiting golfers who come to the area each year. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 50
• NGF estimates the residents in Barnstable County could demand upwards of 1.0 million
rounds of golf annually, and the golf courses in this County are hosting over 1.17 million
rounds annually, indicating a strong demand from non-residents at area golf courses.
The 1.17 million rounds played in Barnstable County help to confirm the expectation
that there is sustainable demand for golf service in the Brewster market.
Visitor Golf Demand
Earlier we noted about 4.5 million annual visitors to Cape Cod in the 2010’s, contributing to golf
course activity in the region. NGF research shows that roughly one-third of all golfers participate in
the activity while traveling, playing 0.557 rounds per day of travel. Based on current golf
participation rates, the estimate for total tourist golf rounds on Cape Cod is 300,000 to 350,000
rounds annually. Though Captains GC would likely capture a small proportion of these visiting golf
rounds, it is nonetheless important for the Town to maintain a strong marketing presence, and
visiting golfers, especially those staying in nearby lodging components, should continue to be
aggressively targeted by the Town’s golf management for stay-and-play packages, digital/website
channels, as a couple of thousand visitor rounds could make a big difference in the bottom line.
Latent Demand
People who express interest in golf but do not currently participate include former golfers and
those who have never tried. The demographic profile of latent demand tends to be younger and
more female than the population as a whole. Surveys show these interested non-golfers cite
barriers to entry in golf, including the cost and social aspects (no one to play with). The latent
demand population is comparable to the golfer population, with as many as 8,400 interested non-
golfers within 10 miles of Captains GC. Given golf’s tenuous participation situation, all golf courses
should have active programming aimed at inviting and “onboarding” prospective new golfers.
Local Golf Supply
The NGF data shows strong demand for golf from permanent residents, seasonal residents and
tourists in this market area, and the supply of golf courses is equally strong to serve this demand.
NGF observations regarding key golf supply measures for the local market:
• There are 11 total golf facilities (includes 8 public, of which 6 are municipal) in
Brewster’s primary 10-mile trade area, and 39 total facilities (23 public, 12 municipal) in
Barnstable County. The proportion of public courses (59%) is lower than the total U.S.
where 74.6% of all golf courses are open and available to the public.
• Ratio analysis based on national benchmarks suggests that Barnstable County is over-
supplied with golf courses, as there are about 72% fewer households available
(unfavorable) to support each 18 holes of golf compared to the national benchmark.
However, this finding is based on the ratio of golf holes to permanent households, and
supports the need to attract non-resident golf demand.
• Six of the 8 public facilities in the 10-mile market are at an NGF-defined ‘premium’ price
point (>$70 peak riding fee), with one each at ‘standard’ ($40-$70) and ‘value’ (<$40
peak riding fee). In the broader Barnstable County market, there is a higher proportion
of mid-range facilities, and only three ‘value’ facilities.
• The net change in golf holes shows little change in the supply of golf on Cape Cod, with
a net of reduction of 18 holes in Barnstable County since 2010, the most recent of
which was the Woodbriar GC (Falmouth - closed 2010). Other small 9-hole and
executive courses closed in Plymouth County since 2010, including the Challenger 9 at
Waverly Oaks and the 18-hole par-3 Golf City course. NGF data shows no other new
golf course projects under development in Barnstable County in 2021. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 51
Golf Course Market Supply / Demand Summary
Using the basic measures of golf demand and supply, we note four possible combinations for any
given market area: (1) favorable demand and favorable supply (“potential growth market”); (2)
favorable demand and unfavorable supply (“competitive”); (3) unfavorable demand and favorable
supply (“inactive”); and (4) unfavorable demand and unfavorable supply (“saturated”). The review
of data for Brewster suggests a “competitive” market for golf, with strong demand and an
unfavorable household/supply ratio. Thus, the influx of visiting golfers will be needed to sustain golf
course operations in this market.
Golfers per 18 Holes
NGF has also evaluated the relative strength of the market with a comparison to a national
“threshold” of golfers per golf course within 10 miles of a facility. In its 2009 publication “The Future
of Public Golf in America,” NGF hypothesized that the best predictor of a public golf course’s
success was the number of golfers per 18 holes within a 10-mile radius, with 4,000 identified as
the key number for projected financial stability. The NGF has estimated that there are only
about 640 golfers per 18-hole course in the Brewster market. However, the importance of this
metric is mitigated somewhat in markets with a high annual influx of visiting golfers (further
stressing the importance of continued support from non-resident golfers).
LOCAL COMPETITIVE GOLF MARKET
National Golf Foundation Consulting has reviewed the public golf market in the central Cape Cod
market, with particular emphasis on the current market position of Captains GC, and the potential
for maintaining and/or building additional market share in the future. On the following pages, we list
operating information for a group of selected competitive public golf facilities within approximately a
20-mile radius from the east-central Cape Cod area.
Primary Regulation Competitors Alternative Golf Facilities
Cranberry Valley GC Blue Rock GC (18-hole par-3)
Dennis Highlands GC
Dennis Pines GC
Bass River GC
Bayberry Hills GC
Olde Barnstable Fairgrounds GC
Hyannis GC
Sandwich Hollows GC
This list was not meant to be totally exhaustive or account for all the potential public golf
competition to the Captains GC, but rather to offer a frame of reference in evaluating actual
performance of the subject courses as compared to other potentially competitive golf facilities. The
map on the following page shows the locations of the various Town facilities and the other public
courses selected as the key competitors. Following the map, we provide summary operating
information for these key competitors, as well as key pricing & fee recommendations regarding the
Town of Brewster golf facility.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 52
Competitive Public Access Golf Facilities Map
The map below shows the relative locations of the facilities selected as comparable to Captains GC.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 53
Key Competitors – Summary Information
The following tables provide summary information for Captains GC and the primary competitors in the local market area.
Town of Brewster Public Golf Market Facilities (15-mile Radius) – Summary Information
Public Golf Courses Location Type Year Open Par / Slope Back Tee / Forward Tee
Number of Range
Tee Stations
The Captains GC – Port Course Brewster 18H MU-R 1985 / 1998 72 / 132 6,675 / 5,282 25
The Captains GC – Starboard Course Brewster 18H MU-R 1985 / 1998 72 / 131 6,776 / 5,359 25
Cranberry Valley Golf Course Harwich 18H MU-R 1974 72 / 129 6,482 / 5,132 15
Dennis Pines Golf Course Dennis 18H MU-R 1965 72 / 133 6,931 / 5,115 15
Dennis Highlands Golf Course Dennis 18H MU-R 1984 71 / 123 6,509 / 4,884 34
Bass River Golf Course Yarmouth 18H MU-R 1900 72 / 189 6,138 / 4,932 0
Bayberry Hills Golf Course Yarmouth 18H MU-R 1988 72 / 132 7,172 / 5,294 30
Bayberry Hills – The Links Course Yarmouth 9H MU-R 1999 36 / 126 3,345 / 2,574 30
Olde Barnstable Fairgrounds Golf Course Marstons Mills 18H MU-R 1992 71 / 132 6,470 / 5,031 32
Hyannis Golf Course Hyannis 18H MU-R 1973 71 / 133 6,305 / 5,132 40
Sandwich Hollow Golf Course East Sandwich 18H MU-R 1971 71 / 122 6,307 / 5,124 50
Short Courses
Blue Rock Golf Course South Yarmouth 18H DF-P 1962 54 / 83 2,868 / 2,154 15
Type: DF – Daily Fee; MU – Municipal
Length: R – Regulation; E – Executive; P – Par 3
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 54
Market Area Rounds and Fee Information
Found on these pages are information regarding the fee structure at the public facilities within the 20-mile market area. The 1st chart
reflects the peak season rate for green fees (walking) and green & cart fees as well as the number of rounds played in fiscal year
2020 (the last complete year). The next chart shows the various membership / season pass options available at these facilities.
Summary Peak Season Green Fees – The Captains Courses & Other Public Facilities (20-mile Radius)1
Public Golf Courses
FY 2020
Rounds
18-Hole
Weekday
9-Hole
Weekday
18-Hole
Senior WD
18-Hole
Weekend
9-Hole
Weekend
18-Hole
Senior WE
18-Hole
Twilight
9-Hole
Twilight
Captains GC - Port Course
68,537
$77 / $100 $36 / $50 --- / --- $77 / $100 $36 / $50 --- / --- $36 / $592 --- / ---
Captains GC - Starboard $77 / $100 $36 / $50 --- / --- $77 / $100 $36 / $50 --- / --- $36 / $592 --- / ---
Cranberry Valley Golf Course 38,405 $65 / $89 $40 / $49 --- / --- $79 / $103 --- / --- --- / --- $35 / $592 --- / ---
Dennis Pines Golf Course 32,000* $69 / $89 --- / --- $30 / $443 $69 / $89 --- / --- --- / --- $29 / $492 --- / ---
Dennis Highlands Golf Course 36,000* $69 / $89 --- / --- $30 / $443 $69 / $89 --- / --- --- / --- $29 / $492 --- / ---
Bass River Golf Course 32,834 $57 / $79 $34 / $59 --- / --- $67 / $89 $40 / $55 --- / --- $33 / $552 --- / ---
Bayberry Hills Golf Course 45,113 $67 / $89 $40 / $555 --- / --- $87 / $109 $50 / $655 --- / --- $33 / $552 $20 / $35
Olde Barnstable Fairgrounds 32,868 $74 / $96 --- / --- --- / --- $74 / $96 --- / --- --- / --- $35 / $572 --- / ---
Hyannis Golf Course 28,758 $55 / $79 --- / --- --- / --- $64 / $86 --- / --- --- / --- $35 / $572 --- / ---
Sandwich Hollow Golf Course 24,999 $55 / $55 $20 / $30 --- / --- $65 / $65 $26 / $35 --- / --- $40 / $45 $20 / $30
Short Courses
Blue Rock Golf Course ~17,000* $55 / $73 $40 / $50 --- / --- $60 / $78 $45 / $55 --- / --- $35 / $534 --- / ---
* NGF estimate
1 Walking rate / Riding rate. 2 After 4:00pm
3 Senior rates only offered for 9-hole rounds – early WD & after 2:00pm WD
4 After 3:00pm. 5 A9-hole rate includes the Links course.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 55
2021 Season Passes & Membership Offerings – Town of Brewster Facilities and Primary Competitors
Residents Non-Residents Seniors /
Juniors
Public Golf Courses
FY 2020 Number
of Passholders Single Couple Single Couple
Captains Golf Course 1,142 $1,053 ---- $1,752 ---- $--- / $2041
Cranberry Valley GC 1,190 $810 --- $1,110 --- --- / $1502
Town of Dennis Courses 1,500* $775 --- $1,200 --- --- / $1653
Town of Yarmouth Courses 930 $1,200 ---- $1,200 ---- $7604 / $110
Town of Barnstable Golf
Courses 1,082 $1,177 $2,000 $1,562 $2,500 $5884 / $143
Sandwich Hollows Golf
Course 300* $1,105 $1,705 $1,105 $1,705 $1,0055 /
$250
Short Courses
Blue Rock Golf Course 150* $925 $1,600 $925 $1,600 --- / $225
* NGF estimate
1 Non-Resident Junior pass is $292
2 Non-Resident Junior pass is $350
3 Non-Resident Junior pass is $230
4 Age 80+
5 Age 62+
Other Options in the Brewster Market
In addition to standard golf facilities in the Brewster / central Cape Cod area, there are some
alternative options available to local and visiting golfers. Alternative facilities include standalone
driving ranges, par 3 courses, non-traditional ranges (such as Top Golf) and others.
• Blue Rock Golf Course: This facility opened in 1962 and is now owned by the
Davenport Companies. The Davenport Companies own 5 resorts in and around the
Yarmouth area – the Blue Rock Golf Resort, the Blue Water Resort, the Green Harbor
Resort, the Red Jacket Beach Resort and the Riviera Beach Resort. Most of the play
comes from Davenport resort guests (all guests have access to the course) – there are
approximately 1,500 people at the various Davenport resorts in peak season (prior to
Covid-19) and this is the key component of their target market. The 18-hole par-3
course is developed on approximately 45 acres (including the range) and has holes
ranging in length between 100 yards and 200 yards. The course is generally very well
maintained and features attractive landscaping and vegetation. Daily fee play is also an
important market, but this group historically signs up late as a par 3 course (not their 1st
choice).
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 56
Key Findings – Competitive Golf Market
A summary of general findings regarding the competitive market for Brewster / central Cape Cod
public golf courses:
• Cape Cod has had a very active golf market and the Captains GC represents an
important part of the public golf landscape. The Cape Cod market includes private golf
clubs dating back to 1885, although most municipal golf courses were developed
between 1971 and 1999 (excluding the Bass River GC which opened in 1900).
• As a public golf market, Cape Cod is extremely active – especially for a northeastern
location. The coastal location provides slightly warmer winter temperatures and this
tends to attract additional winter play (mainly from areas further north). The nine
municipal facilities from the competitive set comprise a total of 10.5 18-hole equivalent
golf courses, and these facilities averaged approximately 32,300 rounds per 18 holes in
FY2020. Cranberry Valley in Harwich was the most active at about 38,000 rounds and
Sandwich Hollows GC was the least active at 25,000 rounds. We found that the rounds
played during FY2020 was lower than FY2019 – this was due directly to the Covid-19
restrictions that were implemented in early 2020. Captains GC was down more than
7,000 rounds (50%) in March-May 2020 compared to the same period in 2019. Other
public courses in the market experienced similar results during this period.
• There are several key competitors to Captains GC as identified by the NGF. Each
facility has definitive advantages and disadvantages in terms of attracting market share.
However, one of the most significant key advantages for the Captains facility is the
availability of two golf courses at a single location. This is not the case at any other
public course in our competitive set, although Yarmouth does have a third 9-hole
course (Links course) at the 27-hole Bayberry Hills GC.
• The primary competitive courses to Captains GC include Cranberry Valley, the two
Dennis courses, the Yarmouth courses (Bass River & Bayberry Hills), Olde Barnstable
Fairgrounds, Hyannis GC and to a lesser extent, Sandwich Hollows GC. Each of these
courses is owned by a local municipality and all are operated under an Enterprise Fund
with the exception of the Harwich and the Dennis courses (they can receive money
from the General Fund to assist with operating shortfalls). In prior analyses of the Cape
Cod market, several of the area public courses were operating at a deficit. However, all
the competitive facilities generated a positive net operating income (NOI) in fiscal year
2020 except for the Barnstable courses. This was partially due to budget reductions
implemented in early 2020 by the area courses as a result of Covid-19.
• During FY2020, Captains GC generated just over 68,500 total rounds – this was down
approximately 6.4% (or approximately 4,700 rounds) in FY2019. This reduction in
rounds was lower than several other public courses – Cranberry Valley was down
almost 11% between FY2019 & FY2020 and the Barnstable courses were down about
12% for these periods.
• The impact of Covid-19 adversely impacted golf activity (and all other aspects of daily
life) on Cape Cod during fiscal year 2020 (which ended June 30, 2020). The latter half
of 2020 saw a massive increase in rounds played throughout the country and the Cape
Cod market was also a beneficiary of this enhanced demand. Captains GC hosted over
16,000 additional rounds for the July to December 2020 period versus 2019 – this
represents an increase of almost 34% for this 6-month period. Based on our
discussions with other local operators, they also enjoyed similar results. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 57
• Captains GC has no pricing differential between weekdays and weekends – the Dennis
courses and Olde Barnstable Fairgrounds GC also employ this same pricing strategy.
The peak season weekday 18-hole rate of $100 (including cart) at Captains is the
highest in the public Cape Cod market currently (with Olde Barnstable Fairgrounds GC
at $96 as the next closest competitor). Captains GC weekend pricing at $100 per round
is behind Bayberry Hills at $109 and Cranberry Valley at $103.
• All municipal facilities in the central Cape Cod market offer a season pass or
membership to lock in players and improve customer loyalty. The memberships are an
important source of advance revenue and the number of memberships sold varies
widely by Township. For example, the Town of Dennis has over 1,500 memberships to
play their 2 courses while the Town of Sandwich has only 300 memberships for their
single facility. Conversely, Cranberry Valley GC has nearly 1,200 annual memberships
for an 18-hole course and member play is about 70% of their rounds. Captains GC has
approximately 1,150 members and these players have historically represented around
50% of total play). Many muni course members spend little additional money at their
home course (for carts, food & beverage, etc.) and the average revenue per round can
be very low for frequent players. Hence, it is important to maintain a careful balance
between passholder play and the higher-paying daily fee players.
• The annual pass or membership fees at the Captains GC are slightly lower than most of
the other Town-owned courses in the area ($1,053 for a Town resident). While the
annual pass at Cranberry Valley is $810 per year for a resident, they have only one 18-
hole course. The Dennis annual pass is $775 for a Town resident and this is valid for
both their courses – hence, this is the lowest priced season pass in the area.
• The Brewster golf system utilizes a resident and non-resident pricing structure for the
annual passes as do most area Towns (except for Yarmouth and Sandwich). The non-
resident season pass for the Captains is the highest priced pass at $1,752 in the market
(the next closest are the Barnstable courses at $1,562). It is noteworthy that the pricing
differential between residents and non-residents in Brewster is 66% - the other facilities
have a pricing differential between 33% and 55%. If the Town is interested in growing
the non-resident season passholder market segment, it may necessitate a review of the
current pricing structure.
• The alternative golf facility we identified – the Blue Rock GC - serves a role in the local
market as a source of new golfers for the Cape Cod area. However, it is not considered
directly competitive with the Captains courses (nor most regulation-length facilities) but
rather represent a different type of golf experience.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 58
CAPE COD MUNICIPAL GOLF OPERATIONS REVIEW
NGF collected basic operating and financial information from several Towns on Cape Cod
presently operating municipal golf courses, including the previously identified key competitors. The
data obtained included basic information on operations provided to NGF for comparison and
benchmarking to the Brewster courses. The data collected was derived primarily from publicly
available information contained in each Town’s annual financial reports, as well as from interviews
and/or email surveys conducted with golf course staff. A table summarizing the findings is
presented on the following page after the NGF commentary on the findings:
Summary of Findings on Cape Cod Municipal Golf Operations
• The Dennis and Harwich golf operations are accounted for within each Town’s General
Fund, while Yarmouth, Barnstable and Sandwich are Enterprise Fund operations
(Brewster is Special Revenue Account). According to data collected by NGF for this
study, all the municipal courses except the Barnstable golf system were profitable for
FY 2020 when taking only on-site operating revenues and expenses into account.
• Average total revenue for these municipal golf courses, excluding Sandwich, was about
$1.556 million per 18 holes for FY 2020. Captains GC is the highest revenue producer
among the 18-hole facilities at approximately about $1.845 million per course.
• The total greens fee, membership fee and cart fee revenue per round ranged from a
low of $33.10 at the Dennis courses to a high of $48.85 at Captains GC, meaning the
Town of Brewster is the market leader in this category.
• The funding of capital improvements at the Cape Cod area municipal courses are
largely dependent on their structure (enterprise fund or general fund), economic viability
and if they are still paying debt service. Each of the competitive local courses have
different approaches as described below.
o Town of Brewster: Captains GC made the final debt service payment last year
(2020) and this now retires an annual payment of approximately $840,000.
o Town of Harwich: Cranberry Valley GC has tried to set aside approximately
$80,000 annually for capital improvements. However, the Town declared a
financial crisis last year due to Covid-19 and all capital plans have been put on
hold. The next significant capital improvement being planned is an irrigation
system and infrastructure upgrade for 2025 (at approximately $600,000).
o Town of Dennis: They had previously created a specific formula to retain
monies for capital improvements – 28% of member dues and 5% of daily green
fees. This captures approximately $375,000 annually. Additionally, they place
25% of the cart revenue into a revolving fund for cart repayment. However, they
withheld capital improvements in the previous fiscal year.
o Town of Yarmouth: The Bayberry Hills GC was previously renovated in 2017
and there is some irrigation work needed on the Links course (but this is not
planned yet). The Bass River course will be undergoing an extensive renovation
in the next few years as part of the Yarmouth/Dennis/Harwich wastewater
treatment project since the course will be part of the effluent disposal process.
However, the funding for this renovation has not been finalized.
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 59
o Town of Barnstable: Olde Barnstable Fairgrounds GC has been debt-free
since 2006, but Hyannis GC debt is in place until 2025 (at appx. $300,000 per
year). In the past few months, the Barnstable Community Preservation
Committee has agreed to assume the remaining debt for the next 5 years (in
exchange for putting the courses into a conservation easement). This immediate
economic savings will allow the Town to start addressing deferred maintenance
at Hyannis GC (which was delayed until they were debt-free). Hyannis GC has
typically operated at a deficit and these operating shortfalls are covered by the
Olde Barnstable Fairground GC revenues.
o Town of Sandwich: Sandwich Hollows GC operates at or close to a break-even
basis and they are limited in their ability to undertake capital improvements.
• Covid-19 had a significant impact on all public courses in Cape Cod (and nation-wide)
in the last 12 months. Operational changes were implemented from the government (at
a state level) that caused loss of revenues and/or increases in expenses. Some of
these items included:
o The addition of more staff to clean and sanitize golf carts, range baskets and
other items used in the daily operation
o The closure of all golf courses in Massachusetts from approximately late March
through May 8, 2021
o The reduction in tees times and capacity from using 20-minute tee times for May
and June 2020
o Allowing only one rider per cart and the cart shortages this created
o The loss of the outing and event business
o The economic challenges faced by the food & beverage concessionaires at the
various courses
• There have also been some positive changes and impacts from Covid-19 in the Cape
Cod public golf market such as:
o Increased demand for golf
o Adding new and former players to the local roster of golfers (but will they
remain)
o Establishing new methods for remote check-in and remote payments (reduced
personnel)
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 60
Summary of Comparative Data – FY2020
Cape Cod Area Municipal Golf Systems
Golf Facility Municipality Holes
Golf
System
Structure
Rounds
Played
Recent Trend
in Rounds
Green + Cart
Revenue
(incl passes)
Per
Round
Total
Operating
Revenue
Total
Operating
Expense
The Captains Golf Course
(Port Course & Starboard Course) Brewster 36
Special
Revenue
Account1
68,537
Rounds had
been stable last
3 yrs (pre-Covid)
$3,348,260 $39.50 $3,690,719 $3,626,9932
Cranberry Valley Golf Course Harwich 18 General
Fund 38,405
Stable play prior
to early 2020
(but growing)
$1,400,892 $36.48 $1,518,934 $1,316,817
Town of Dennis Courses
(Dennis Highlands & Dennis Pines) Dennis 36 General
Fund3 68,000*
Rounds had
been stable last
3 yrs (pre-Covid)
$2,250,682 $33.10 $3,099,606 $2,423,555
Town of Yarmouth Courses
(Bayberry Hills & Bass River) Yarmouth 45 Enterprise
Fund 77,947
Play increasing
since Bayberry
Hills renovation
$2,914,168 $37.39 $3,600,769 $3,185,870
Town of Barnstable Courses
(Olde Barnstable FG & Hyannis) Barnstable 36 Enterprise
Fund4 61,626 12% drop from
FY19 to FY20 $2,491,070 $40.42 $2,873,421 $3,536,3465
Sandwich Hollows Golf Course Sandwich 18 Enterprise
Fund 24,999
Rounds
declining in
recent years
$816,064 $32.64 $975,843 $922,415
*NGF estimate.
1 Similar to an Enterprise Fund in that all revenues stay with the golf system; however, they can receive general fund monies in the event of a shortfall.
2 Includes the final debt service payment of $810,000 – the $10 million bond from the 2nd course in 1999 is now paid off
3 The courses retain 28% of membership dues & 5% of green fees for capital improvements. They also retain 25% of cart fees into a revolving cart repayment fund.
4 Receive some monies from the General Fund to cover indirect Town administrative charges (such as HR, Finance, Accounting, etc.).
5 Includes a debt service payment of $300,000
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 61
EXTERNAL FACTORS SUMMARY
The NGF market analysis shows that golf is an important component in the greater Cape Cod
market. While there is strong demonstrated demand for golf in this local market, there are also
numerous golf courses available to service the demand. As such, the NGF has a reasonable
expectation that while the market will provide support for the continued operation of Captains GC,
such strong support is not guaranteed. Other key findings from NGF’s analysis of the Brewster /
Cape Cod golf market include:
• The demographic profile of the permanent residents in the Brewster area is consistent
with strong golf demand. The age and income characteristics of the population are
consistent with high golf participation, and the local economy also has elements that
correspond to durable golf demand. There are an estimated 4.5+ million visitors to
Barnstable County annually, which NGF estimates could include golfers demanding
over 350,000 rounds each year. Given its position as a high-quality public golf facility,
Captains GC is in a strong position to capture some of the large tourist golf market.
• From a macro standpoint, while some trends continue to create headwinds for golf
operators, overall golf participation in the U.S. appears to be stabilizing and golf is far
from “dead.” While demand for golf strengthened greatly during the Covid-19
pandemic in 2020, NGF research shows that golf was gaining some momentum in
2019 and the sport remains popular and is fortunate to have a deep well of interested
prospects. The key challenge for golf operators like Captains GC is to sustain the
momentum from 2020 into the coming years.
• The overall balance between golf demand and supply is not favorable for golf courses
in the Cape Cod market. The NGF has documented that this local market area has
only about 640 permanent resident golfers for each 18 holes in the market, far fewer
than the 4,000 golfers per 18 holes target. As a result, it is expected that the Brewster
golf market will remain very competitive for the foreseeable future. Any improvement
in economic performance at area public golf courses is going to have to come from
increased penetration into the tourist and/or outing golf market, with increased sales
of daily fee rounds to tourists, seasonal residents and tournament participants.
• The most important local competition to Captains GC includes other facilities owned
and operated by Cape Cod Towns like Dennis, Harwich, Yarmouth, Barnstable and
Sandwich. Given Captains strong existing price-quality market position and the
Town’s desire to fit in the upper range of fees in this market, it appears to NGF that
Captains GC is well positioned in comparison to its most immediate competition.
• Golf will always be at the mercy of weather, and in a New England climate strong
demand may occur over only 7 or 8 months and yearly variations can significantly
lengthen or shorten the golf season, perhaps making the difference between
operating profits and losses for some golf courses. With an average of ±16 inches of
precipitation and 39 rain days during the five-month summer season, this golf market
is prone to a modest reduction in playable hours/days.
• Finally, all golf facilities face a couple of other factors beyond their control: First, a
high fixed expense structure and operating expenses that tend to rise more rapidly
than revenues (e.g., ability to raise fees is constrained); this dynamic appears to be
particularly acute with declining infrastructure and increasing capital costs. Second,
while golf is more popular than ever with younger children, the activity is losing appeal
with younger adults and this will provide a continuing challenge for golf courses facing
attrition from older players. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 62
NGF Recommendations for the Town of
Brewster and Captains Golf Course
Based on our evaluation of Captains GC and the local market, NGF has formulated a set of
recommendations to help the Town program for the future of the golf system. The objective of NGF
recommendations is to provide the Town with a strategic vision for the future of golf and maintain
the appropriate physical plant and service that will elevate the patron experience, maximize the
economic performance and provide the possibility of long-term sustainability of Captains GC. NGF
Consulting has prepared a schedule of specific recommendations to be considered by the Town.
These recommendations have been organized into: (1) basic oversight, structure and staffing; (2)
physical enhancements; and (3) other operational insights.
BASIC OVERSIGHT, STRUCTURE AND CONTRACTS
The Town of Brewster has chosen to self-operate its golf course, with only the food and beverage
(F&B) services privatized to a third-party operator. An NGF survey of nearly 1,000 municipal golf
courses in the U.S. in 2020 (40% of the total 2,500) found that the Brewster structure is still the
most common form of municipal golf operation in the country with approximately 56% of U.S.
muni golf courses operating with this exact structure. In considering alternatives, the NGF finds it
unlikely that Brewster could improve its fiscal position in golf by changing to an alternate form of
operation given the strong revenue performance documented in this review.
Structure Considerations
The Town has expressed a clear desire to continue to operate Captains GC with all facilities,
services and amenities open and available to the public at an affordable rate, especially to
Brewster residents. The Town of Brewster has chosen to operate its municipal golf course with
Town employees staffing all positions (except F&B) and under the direct authority of the Town.
This structure has allowed the Town to keep the most direct control of operations, and NGF
sees no reason to alter this structure.
The challenge in this structure includes the Town absorbing the economic risk in the operation,
mostly related to personnel costs and benefits. Another challenge in this structure is finding
and retaining qualified personnel, especially in top management positions when there are
openings or retirements (as in 2021). The Town has developed an experienced and reliable
employment base at Captains GC, allowing for the seamless replacement of senior leadership
upon retirement. Retaining the existing self-operation model ensures this succession
advantage will continue for the benefit of the Town of Brewster.
Enterprise Fund Accounting
The Town has created a separate Special Revenue Account for the Captains golf operation. A
study of the Town’s financial management conducted by the State Division of Local Services in
2019 recommended that Brewster adopt an Enterprise Fund accounting for Captains GC that
would require the Town’s Golf Fund to be primarily self-sustaining and allow for the issuance of
new debt to fund large-scale capital improvements. The adoption of an enterprise fund for
Captains GC will also help the Town clearly identify the total cost of providing the service and
help determine if the rates charged are sufficient to cover the cost. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 63
NGF Recommendation
Beginning in 2021, the Town is in a position to use funds that were previously earmarked for debt
retirement for new capital investments. Based on our analysis and future projections, Captains
GC is expected to be operationally self-sustaining and economically independent. In some
individual years of operation, the Town may find that the revenue generated by Captains GC will
not be sufficient to fund some of the larger improvements recommended by NGF (irrigation,
equipment, maintenance facility, etc.) course maintenance equipment), and this will necessitate
some form of external financing (which could be debt and/or a general fund infusion) to cover
these temporary shortfalls.
We note that unlike other common municipal services, a golf facility operates in a market
environment where the fees charged for services are impacted by competitive realities and
consumer choices. Significant increases in fees that seem needed to cover expenses may not be
accepted by the market and can lead to lower activity and reduced revenue. The NGF
recommends the Town fund all needed improvements using earnings retained from golf
operations revenue, mindful of the reality that some larger projects like irrigation and other
improvements may be too large and will require some outside funding mechanism.
New Food and Beverage Contract
As noted, the current food and beverage concession for Freeman’s Grill will come to an end in
December 2021. The NGF recommends the Town continue to outsource its food and beverage
operations as a separate concession with an experienced vendor operating as a contracted
concessionaire at Captains GC. The Town will then continue to earn a modest income from lease
or concession payments, expected to be at or near 10%+/- of total gross F&B revenue (industry
standard). Given the challenging environment due to Covid-19, the Town may permit a waiver of
lease or concession payments to the Town in the first year of the new contract period as an
enticement to allow the vendor to recover from the difficult 2020 and 2021.
The NGF also notes the difficulty in finding qualified vendors to run F&B operation at municipal golf
courses, and several of the other Towns on Cape Cod have struggled to find and retain a good
partner for providing this service (with Yarmouth and Sandwich as examples). In addition to the
inherently challenging environment of providing this service at any public golf facility, the very
nature of business enterprise and employment in Cape Cod make this service especially
challenging for Captains GC. It would seem to NGF that the recent success Brewster has had with
its current vendor that continuation of the basic structure and current partner should be a strong
consideration for the Town after December 2021.
OPERATIONAL RECOMMENDATIONS
In addition to the larger oversight and physical recommendations, NGF Consulting offers the
following recommendations to help the Town of Brewster with some minor adjustments that can
help the Town improve its bottom-line performance of the golf course. The most significant of these
relate to the expansion of modern technologies and marketing, including the full implementation of
all facets of the existing point-of-sale (POS) system. It is understood that Town golf facilities are
operating in a competitive market with many golf courses trying to maximize rounds and revenue.
In this review, NGF will not address details in the day-to-day operation of Captains GC. Rather, the
NGF team has provided a broad overview of key issues in the operation comprising: (1) marketing
and technology; (2) pricing; and (3) recommendations for increasing participation from less-
traditional segments. It is hoped that review of NGF recommendations on these topics can provide
the Town a basic framework for the continued operation of its golf facility. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 64
Enhance Marketing
Few things can positively affect rounds and revenue performance more than marketing. A
marketing emphasis is critical to creating awareness and attracting the large volume of transient
visitors who travel to the Cape in any given normal year. The NGF observed an extensive
marketing of Captains GC, primarily through the activities of its Golf Director and other Town staff.
Efforts to enhance golf activity at Captains GC should include both advertising and personal
activities in direct selling.
Going forward, the NGF recommends marketing Captains GC by: (1) maintaining or building
loyalty and “wallet share” from existing regular-play golfers; (2) improving the messaging and reach
to attract greater participation from golfers visiting the Cape; and (3) developing a comprehensive
tournament and outings strategy that includes direct “face-to-face” marketing to potential target
groups. Strategies include: enhanced marketing via the Internet; direct selling (including
acceptance of tee times online); and judicious use of third-party tee-time providers, discount
books, internet specials, etc.
Direct Selling and Advertising
Activities related to direct selling that should be part of the Town golf course marketing include:
• Hotel and Lodging Strategy – Captains GC staff and the Town of Brewster should
actively work to promote Captains GC to area hotel and lodging properties in central
and east Cape Cod. The program to have hotels on account for direct billing is ideal to
grow this segment and should be expanded to additional lodging properties as can be
established in 2021 and beyond.
• Tournaments and Outings – It is assumed the Golf Director and assistant golf
professionals will directly market to tournament and outing prospects. NGF recognizes
that there is competition in the market, but Captains GC, with its 36 holes and large
clubhouse, is especially appealing and marketable for events and tournaments. A fact
that needs to be heavily promoted at Captains GC.
• Print / Brochure - Printed ads can still be effective in golf, and the Town should create
new printed fold-out pieces with specific focus for golf. The golf fold-out piece would be
printed with the word “Golf” in the upper 1/3 of the front page – to stand out in racks.
This piece should be distributed and placed in as many area visitor’s centers, hotels,
and tourist attractions with information racks as is reasonable.
• Signage - The signage for Captains GC should be improved as is allowable by local
guidelines. This is especially important for Captains given its location and need to
attract tourist/visitor play. The course would improve its performance with new
directional signs at key intersections leading to the courses and improved to the extent
that is allowable. All signage for the golf course must make it clear that the golf facility
and all amenities are government-owned and “open and available to the public.”
Clubhouse and Banquet Marketing
The marketing of the clubhouse amenities and services is also key to the success of Captains GC.
We believe the most effective and efficient strategy for marketing the clubhouse would include both
internal marketing (on-site promotions for food and beverage and upselling), and direct wedding
and banquet marketing, largely through the internet. Sites like www.theKnot.com and other similar
wedding sites provide a strong referral network and can add exposure to the CGC clubhouse.
Other key recommendations for marketing the clubhouse and banquets:
• Include most up-to-date Covid-19 restrictions and capacities DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 65
• Include a lot of pictures on the website and contact information.
• Have a strong presence on social media, bridal magazines/websites, participations in
bridal shows, etc.
• The CGC operator facility should provide updated sales collateral materials that are
commensurate with the quality of the facility.
• Invite local community groups to hold events at the new facility (Rotary Meetings, local
business networking meetings, Chamber Events, etc.).
Better Employment of Technology
Technology is one of the most important tools available to a golf course management team, and its
deployment is critical in golf operations in 2021 and beyond. Technology defines and guides the
marketing strategy, helps to generate exposure and provides tools to manage a customer
database, create customer loyalty and boost revenue. In our review, the NGF found that Captains
GC is already active in most of the NGF identified areas to improve technology, but more can be
done by Town golf staff to enhance these initiatives.
POS System
The Town should work to maximize the potential of its modern POS system to access tools for
marketing initiatives. The Town of Brewster golf courses currently use the Chelsea POS system
which includes several modules of advanced customer tracking and contact databases that can be
used in direct marketing campaigns. In addition, modern POS systems should allow for the ability
for customers to book tee time online (while viewing a live tee sheet), accept credit cards for
payment, facilitate the sale of gift cards and even implement a loyalty program. It is expected that
the Chelsea system in use at Captains GC includes these services, although some may require
additional fees and/or additional staff training. The NGF can’t emphasize enough the how essential
these modules and POS abilities are to running a successful public golf business.
Other Technology Enhancements
E-mail – E-mail databases are essential as a means of staying in touch with the golf customer
base in today’s golf market. E-mail marketing is now the most cost-effective advertising possible.
Creating and augmenting the database should be a top priority of the Town so that email
marketing can be optimally implemented. Captains GC reported having 8,000-9,000 active email
addresses of customers, but many of these are regular customers who already frequent CGC. A
key goal for the future should be to capture the email address for ALL golfers, especially those who
only use the facility once or twice in a given year. The Town can also collect email addresses for
those seeking information while on the Captains website using contests and while attending
various regional golf expos.
Website and Social Media – While the website for Captains GC did include most of NGF’s
recommended features, there is always room for improvement. Any efforts the Town can make to
improve the look and feel of the golf website to present a more attractive picture of the facility and
all the amenities and services that are offered. Social media is the fastest growing marketing tool in
golf and Captains’ golf staff should become more active with Facebook and Twitter, which can be
used to communicate “what’s going on” type of messages (who won a tournament, who had a
hole-in-one, etc.). This tends to help build loyalty and repeat activity. For example, YouTube is the
second most utilized search engine on the internet. Captains GC courses could develop a
presence, including informational videos of the facility and golf course, as well as activities such as
league play, tournaments, & instruction. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 66
Recommended Fee / Pricing Changes
Based on our review of Captains Golf Course fees and the competitive market environment, the
NGF makes the following recommendations regarding golf course pricing:
• The Town will continue its program of approximately 4.0% increases in green, cart and
membership fees every other year, with next increases scheduled for 2023.
• The overall pricing of green, cart and member fees should be actively monitored to
keep CGC in a market niche at the same level, or slightly below key competitors like
Olde Barnstable Fairgrounds, Bayberry Hills and Cranberry Valley. Brewster should
continue its practice of no weekday/weekend differential in the peak summer season.
• Captains GC will maintain the current pricing convention, with off-season
weekday/weekend segmentation (about 25% discount weekdays), and other price
breaks after 1:00 PM and 3:00PM in spring and 2:00 and 4:00PM in summer.
• The Brewster annual pass is currently at $1,053 per for residents and $1,752 for non-
residents. The Brewster non-resident pass is the highest priced in the market, and is
appropriate given the Town’s goals. The Town should monitor the resident pass rates to
be sure to stay in the range that is comparable to Yarmouth, Barnstable and Sandwich,
and clearly higher than Dennis and Harwich. We recommend that the Town continue to
increase this price by 4% every two years (next for the 2023 season).
Recommendations for Increased Beginner Participation
We note that new player development will be one of the critical elements to the long-term viability
of Captains GC, and this should be a point of emphasis at the facility. The Town’s golf course has
a modest lesson program with limited resources and staff time. The NGF has documented that a
critical element to the long-term viability of public golf courses is player development, especially a
strong Junior Program, and it is important that these initiatives are continued.
Also, because of today’s difficult climate for golf operations, tapping latent demand among groups
that traditionally have shown relatively low golf participation – such as women and minorities – is
more important than ever. PGA data shows every new golfer developed could be worth as much
as $250 per year (10 rounds at $25), and the common successful player development program
produces at least 200 new golfers per facility. The Town should encourage its PGA professionals
to include new beginner programs that work, and how to properly implement and promote these
programs (i.e., “Get Golf Ready,” “Hook a Kid on Golf,” “Drive Chip & Putt,” “PGA Junior League,”
and LPGA’s “Teaching Her” program).
Increased Women’s Participation - This represents a major “industry best practice” and is
recommended by NGF to every golf course we review. At present, women account for about 20%
of golf participants, but 40% of beginners. There are many reasons why female golf participation is
low, but increasing participation from women is one of the keys to maximizing revenue. The most
common issues relate to golf course difficulty, retail selection, on-course services (restrooms,
drinking fountains), food / beverage selection, and customer service.
Golf and the Millennial Generation
In 2015, the NGF completed a comprehensive review of golf participation among what was then a
18-35-year-old group known collectively as the “Millennial” generation. The NGF’s study of
millennials was in reply to a drop-in participation among this age group and a part of an industry
effort to better understand golfing habits of young adults. What we discovered was that while this
important segment of the population is more closely tethered to golf than most think, the
commitment isn’t what it was compared to previous generations when they were the same age. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 67
The NGF’s “State of the Industry” report in 2019 stated clearly that “We haven’t lost the
Millennials, but we seem to be missing a big opportunity to attract more of them.” The NGF
has confirmed that one out of every four golfers are a Millennial, and there are 12 million non-
golfers among the generation that are “very or somewhat interested” in playing golf. NGF counts
six million Millennials playing 90 million rounds and spending $5 billion on golf annually. However,
their spending patterns are different than their parents and should be considered in activities and
marketing.
SPECIFIC PHYSICAL RECOMMENDATIONS
The NGF recommendations for enhancing the physical plant of Town golf facilities considers
specific improvements that can be made to Captains to both catch up on deferred items and make
some new investment to enhance the overall facility offering. The NGF vision for the future of
Captains GC considers the most ideal physical condition of the facility so as to maximize the
potential economic performance.
Completion of Capital Investment Considerations
The full capital plan for the next ten years was documented previously in this report and
summarized in the table below:
Captains GC
Summary of Capital Upgrades – FY2022-FY2026
Facility Items FY2022 FY2023 FY2024 FY2025 FY2026 Total
Total Golf Course $317,000 $335,000 $2,380,000 $130,000 $395,000 $3,557,000
Total Clubhouse $135,000 $125,000 $50,000 $60,000 $0 $370,000
Total Maintenance $457,000 $225,000 $290,000 $1,100,000 $250,000 $2,322,000
Grand Total of Capital Projects $909,000 $685,000 $2,720,000 $1,290,000 $645,000 $6,249,000
NGF Consulting estimates based on architect’s input and input from Captains GC staff. This estimate has been provided to allow for preliminary planning
and amounts may not reflect actual costs for Town of Brewster. The Town should engage appropriate research to cost out specific projects.
Longer Term Capital Investment Considerations (Beyond 5 Years)
In addition to the above-noted capital investments, the Town should begin planning for additional
capital needs likely to arise in the 2025-2030 time period, including:
Longer Term Investment Considerations Details + Cost
Expected
Cost Current Age
Irrigation System Replace the 2004 irrigation system $2,400,000 17 Years
Additional Maintenance Equipment Continue a program of annual replacement $200,000/yr Various
DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 68
Captains GC – Projected Financial
Performance (2021-2030)
As part of this NGF Consulting study effort, the consultants have prepared an analysis to show the
potential economic performance of Captains Golf Course over the next 10 years of operation. In
this section, the economic potential of the Town’s golf course is evaluated and summarized, with
estimates of performance for the next five years of operation. All NGF projections are based on a
set of assumptions that may or may not become reality. We feel that these projections represent
the best effort to create a “fair estimate of performance” for these facilities based on our complete
review of each Individual aspect of the operation.
SUMMARY OF CAPTAINS GC PROJECTIONS (2021-2030)
In the tables that follow, NGF provides summary projections for Captains GC based on
assumptions that are outlined in this section. The primary assumption that drives NGF projections
is that Captains GC will continue to provide outstanding facilities in the best physical condition
possible, a high level of customer service to both members and daily fee players and a
commitment to efficient operations with enhanced marketing. We recognize that this estimate is
prepared in March 2021, and so all financial estimates are prepared in 2021 dollars. A summary of
NGF assumptions is detailed below:
Basic Assumptions
• The overall economic condition remains stable, without any sizable increase or
decrease in the Barnstable County area economy, employment, or visitation.
Additionally, that there are no significant setbacks relative to Covid-19.
• Captains GC will operate with service and conditions as described, placing the facility
in the upper range of public golf courses in the Cape Cod market.
• CGC will continue to operate with a traditional mix of revenue centers common in
public-access golf, with the predominance of golf activity derived from a mix of
passholders and daily fee customers, with additional revenue from clubhouse and
driving range operations.
• The basic pricing structure will remain with slight (approximately 2.5%) increases in
golf playing fees every other year to keep up with inflation. Memberships will continue
to be offered at a comparable rate, subject to the same 2.5% increase every other
year, but with the Town no longer offering the two-year membership in 2021.
• All NGF financial projections assume a “status quo” on basic operating expenses,
with some modification to account for NGF-recommended changes.
• The marketing of Captains GC is enhanced in 2021, with emphasis on technology,
website & email programs, and direct selling. All marketing activities will target both
local and non-local golfers, plus golf events and tournaments.
Projected Revenue and Expense Assumptions – CGC (FY2021-FY2030)
• NGF has assumed a basic inflation factor of 2.5% for general expenses, 6.0% for
fringe benefits and the afore-mentioned 2.5% every second year for revenues to
reflect alternate year fee increases (beginning in 2023). DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 69
• Food & Beverage rent is assumed at $20,000 to the Town in 2021, $42,000 in 2022,
$45,000 in 2023 and then $50,000 each year thereafter through 2030.
• The projection for FY2021 assumes the trends established in FY2020 are the first six
months of FY2021 are continued, with 84,680 total rounds and 1,142 members,
including 79 seasonal members. NGF has assumed an average of 40 rounds per
member per year. The resulting rounds estimate for 2021 is 39,000 guest rounds and
45,680 member rounds.
• For the purpose of conservatism, the projection for 2022 through 2030 assumes a
stable level of members and rounds, as CGC is running up against capacities that are
not expected to be exceeded. Annual fee players are projected to decline slightly,
falling to 1,175 in FY2022 down to around 1,045 by 2030 (including seasonal).
Assuming the 40 rounds per member per year, annual fee players will play 47,000
rounds in 2022, falling to 41,800 by 2030.
• As member rounds are declining, it is assumed that Captains GC will grow guest play
enough to hold total facility rounds at or around 80,000 to 81,000 rounds each year
from 2022 through 2030. The rounds activity projected by NGF assume a new
“stable” level of activity, with some years falling below and some years rising above
this expected ‘average’ figure.
• NGF has prepared financial projections based on blended average green + cart fees
for the various categories of rounds derived from green fee pricing presented earlier.
These average rates are then applied to daily fee rounds for the next 10 years, with
2.5% increases every other year. Average revenue for additional ancillary items such
as merchandise, driving range and other miscellaneous items has been projected and
applied to all rounds. A summary of average revenues per round for BRGC:
Blended Average Fees FY2022 FY2024 FY2026 FY2028 FY2030
Avg. Member Fees (per membership) $924.82 $961.81 $1,000.29 $1,040.30 $1,081.91
Average per Round Revenue
Daily Fee Rounds (per DF Round) $52.90 $54.22 $55.58 $56.97 $58.39
Cart Fees (per DF + Memb. Rnd.) $8.50 $8.71 $8.93 $9.15 $9.38
Range Revenue (per Round) $1.60 $1.64 $1.68 $1.72 $1.77
Merchandise (per Round) $3.75 $3.84 $3.94 $4.04 $4.14
Other (per Round) $1.60 $1.64 $1.68 $1.72 $1.77
• Total operating expense projections are based on expenses estimated for the continued
operation of Captains GC under the existing program as recommended by NGF. We
note than many of the NGF recommendations do not require change in expenses, but
rather a re-directing of efforts and energies.
• The total direct cost of pro shop sales (COS) is estimated at 77.5% of total shop sales,
based on the historical pattern at CGC, modified slightly to reflect industry standards.
Estimated Future Performance - Captains GC (FY2021-FY2030)
Using the above-noted assumptions, a cash flow model for the Captains GC operation for the next
10 years has been created. Each category of revenue and expense has been listed separately,
and presented in the tables on the following pages. All figures have been rounded to the nearest
$100 for simplicity. The primary assumption that drives the NGF Consulting financial projections is
that the CGC facility will continue to be operated in similar fashion to other comparable golf
facilities operating in the upper-middle-range of public-access golf in this market. DRAFT
National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 70
Estimated Revenue and Cost of Sales Performance Projections (FY2021-FY2030)
Captains Golf Course
Summary of Projected Revenue and Cost of Sales (FY2021-FY2030)
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030
Guest Rounds 39,000 34,000 34,500 35,000 35,500 36,000 36,500 37,000 37,500 38,000
Member Rounds 45,680 47,000 46,400 45,400 44,800 44,200 43,600 43,000 42,400 41,800
Total Rounds 84,700 81,000 80,900 80,400 80,300 80,200 80,100 80,000 79,900 79,800
Revenue
Member Dues & Fees $835,100 $1,086,700 $1,115,700 $1,091,700 $1,120,300 $1,105,300 $1,133,900 $1,118,300 $1,146,800 $1,130,600
Green Fees 2,063,100 1,798,600 1,870,700 1,897,800 1,973,000 2,000,800 2,079,300 2,107,800 2,189,700 2,218,900
Cart Fees 719,800 688,500 704,800 700,500 717,100 716,200 733,200 732,300 749,700 748,700
Driving Range 135,500 129,600 132,700 131,900 135,000 134,800 138,000 137,800 141,100 140,900
Snack Bar Rent 20,000 42,000 45,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000
Pro Shop Sales 275,200 303,800 311,000 309,000 316,400 316,000 323,500 323,100 330,700 330,300
Other/Misc./Solar 2,500 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000
Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 $4,345,100 $4,479,900 $4,491,300 $4,630,000 $4,641,400
Less Cost of Sales: (COS)
Pro Shop Merchandise 213,300 235,400 241,000 239,500 245,200 244,900 250,700 250,400 256,300 256,000
Total COS $213,300 $235,400 $241,000 $239,500 $245,200 $244,900 $250,700 $250,400 $256,300 $256,000
Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 $4,100,200 $4,229,200 $4,240,900 $4,373,700 $4,385,400
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 71
Estimated Total Operating Expense Projections (FY2021-FY2030)
Captains Golf Course
Summary of Projected Operating Expense (FY2021-FY2030)
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030
Personnel
Full-Time Maintenance $545,000 $558,600 $572,600 $586,900 $601,600 $616,600 $632,000 $647,800 $664,000 $680,600
Part-Time Maintenance 235,000 240,900 246,900 253,100 259,400 265,900 272,500 279,300 286,300 293,500
Full-Time Admin 235,000 240,900 246,900 253,100 259,400 265,900 272,500 279,300 286,300 293,500
Part Time Admin 195,000 199,900 204,900 210,000 215,300 220,700 226,200 231,900 237,700 243,600
Overtime + Longevity 55,000 56,400 57,800 59,200 60,700 62,200 63,800 65,400 67,000 68,700
Fringe Benefits 600,000 636,000 674,200 714,700 757,600 803,100 851,300 902,400 956,500 1,013,900
Sub-Total Personnel $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 $2,234,400 $2,318,300 $2,406,100 $2,497,800 $2,593,800
General Expenses
Repairs, Maint. & Supplies $400,000 $410,000 $420,300 $430,800 $441,600 $452,600 $463,900 $475,500 $487,400 $499,600
Clubhouse R&M+Supplies 70,000 71,800 73,600 75,400 77,300 79,200 81,200 83,200 85,300 87,400
Cart Lease 120,000 123,000 126,100 129,300 132,500 135,800 139,200 142,700 146,300 150,000
Utilities 125,000 128,100 131,300 134,600 138,000 141,500 145,000 148,600 152,300 156,100
Credit Card Processing 55,000 56,400 57,800 59,200 60,700 62,200 63,800 65,400 67,000 68,700
Marketing 40,000 41,000 42,000 43,100 44,200 45,300 46,400 47,600 48,800 50,000
Insurance 90,000 92,300 94,600 97,000 99,400 101,900 104,400 107,000 109,700 112,400
Other/Town Hall 160,000 164,000 168,100 172,300 176,600 181,000 185,500 190,100 194,900 199,800
Total General Exp. $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 $1,199,500 $1,229,400 $1,260,100 $1,291,700 $1,324,000
Total Expenses $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 $3,433,900 $3,547,700 $3,666,200 $3,789,500 $3,917,800
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 72
Estimated Summary of Operations Projections (FY2021-FY2030)
Captains Golf Course
Summary of Operations (FY2021-FY2030)
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030
Guest Rounds 39,000 34,000 34,500 35,000 35,500 36,000 36,500 37,000 37,500 38,000
Member Rounds 45,680 47,000 46,400 45,400 44,800 44,200 43,600 43,000 42,400 41,800
Total Rounds 84,700 81,000 80,900 80,400 80,300 80,200 80,100 80,000 79,900 79,800
Revenue
Golf Fee Revenue $3,618,000 $3,573,800 $3,691,200 $3,690,000 $3,810,400 $3,822,300 $3,946,400 $3,958,400 $4,086,200 $4,098,200
Ancillary Revenue 433,200 497,400 510,700 512,900 523,400 522,800 533,500 532,900 543,800 543,200
Total Revenue $4,051,200 $4,071,200 $4,201,900 $4,202,900 $4,333,800 $4,345,100 $4,479,900 $4,491,300 $4,630,000 $4,641,400
Cost of Sales $213,300 $235,400 $241,000 $239,500 $245,200 $244,900 $250,700 $250,400 $256,300 $256,000
Gross Margin $3,837,900 $3,835,800 $3,960,900 $3,963,400 $4,088,600 $4,100,200 $4,229,200 $4,240,900 $4,373,700 $4,385,400
Personnel Expenses $1,865,000 $1,932,700 $2,003,300 $2,077,000 $2,154,000 $2,234,400 $2,318,300 $2,406,100 $2,497,800 $2,593,800
Operating Expenses $1,060,000 $1,086,600 $1,113,800 $1,141,700 $1,170,300 $1,199,500 $1,229,400 $1,260,100 $1,291,700 $1,324,000
Total Facility Expense $2,925,000 $3,019,300 $3,117,100 $3,218,700 $3,324,300 $3,433,900 $3,547,700 $3,666,200 $3,789,500 $3,917,800
Operating Income $912,900 $816,500 $843,800 $744,700 $764,300 $666,300 $681,500 $574,700 $584,200 $467,600
Other Items:
Capital $110,000 $909,000 $685,000 $2,270,000 $1,290,000 $645,000 $200,000 $200,000 $200,000 $200,000
Facility Net $802,900 ($92,500) $158,800 ($1,525,300) ($525,700) $21,300 $481,500 $374,700 $384,200 $267,600
Cumulative Net $802,900 $710,400 $66,300 ($1,366,500) ($2,051,000) ($504,400) $502,800 $856,200 $758,900 $651,800
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National Golf Foundation Consulting, Inc. – Captains GC Facility & Operations Review – 73
Cash Flow Results – CGC (FY2021-FY2030)
The results of the NGF financial projection analysis show that with the removal of the $840,000
debt service, the Captains GC will have new capital available to complete many of the capital
upgrades identified by NGF in 2021. However, the largest of these capital expenditures – 1998
irrigation system and maintenance facility upgrades – will not be covered by retained earnings
and therefore must be funded separately. After completion of the major near-term facility
upgrades in FY2026, Captains GC should enter a period of more modest capital needs through
FY2030 that will allow the facility to build back a retained surplus.
The estimate presented above shows total operating income remaining strong, exceeding
$467,000 in every year through 2030. However, the large inflation in key expense items, most
notably employee fringe benefits, means the operating income will shrink every year through
2030, making any unexpected capital requirements potentially problematic for the Town of
Brewster. This reality makes the NGF recommendation to keep up with planned bi-annual fee
increases and resisting public pressure to keep fees as low as possible. Captains GC is in a
strong position to cover all its basic operating expenses, including employee benefits, but over a
longer term (beyond 10 years) the current inflation in this line items suggests it will be
challenging for Captains GC to properly fund all expenses and capital requirements from golf
playing fee revenue.
Support for Projections and Potential Mitigating Factors
Support for Projections
• Stable Cape Cod resident and visitor segment, and a growing permanent resident base.
• Potentially strong and diversified local economy, with traditionally low unemployment.
• A potentially high volume of seasonal visitors to supplement demand.
• The high likelihood that no other new golf course will be developed in the CGC trade
area due to lack of land and the high cost of development. As such, the overall supply-
demand ratio balance should remain stable and even become more favorable for
existing golf courses.
• The site is immediately accessible and convenient for a wide geographic area. Site
visibility and automobile accessibility from major roadways is good, particularly from the
Mid-Cape Highway.
• A clubhouse facility that adds to the attraction and appeal of this facility. The clubhouse
at CGC is unique for this area and has the potential to add significantly to ancillary sales.
In addition to standard golf clubhouse sales, the clubhouse brings an added potential of
banquet demand and room-rental fee income that may be untapped.
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Potential Threats / Mitigating Factors Relative to Projections
While there appears to be considerable evidence to support continued strong activity and
revenue performance at CGC, there are mitigating factors that could reduce revenue and/or
increase expenses at the golf course. These include:
• Regional economic recession – previous recessions have impacted the performance of
public golf courses. This is particularly acute in 2020 as the Town deals with fallout from
the Covid-19 crisis and economic slowdown.
• Limited time availability for golf due to long commute times to the lower Cape with the
non-local demand base that is required to sustain golf at this location.
• Continued overall decline in golf participation – recent trends show declines in golf
participation, especially among the younger generation.
• Golf maintenance expenses – The cost to maintain golf courses is dependent on many
variables that cannot be controlled by the Town. Items such as fuel, chemicals, other
utilities, labor and other maintenance expenses have shown high inflation in recent
years, which could negatively impact the operation.
LIMITING CONDITIONS
The income estimates presented in this business plan have been prepared based on existing
and projected market conditions, the quality of the subject facility and the intended segment of
the golf market toward which it is oriented. Particular focus was paid to the actual performance
of area public golf courses, and the potential impact of enacting various improvements to CGC
facilities and marketing. The NGF is confident that growth in activity and revenue can be
achieved at Captains GC after the proposed facility and operational improvements. From a
practical standpoint, those managing the facility will need to respond to variable market
conditions as well as unforeseen maintenance needs. NGF is confident that the facility will be
able to continue to achieve results as presented in our analysis beyond the next five years of
operation.
When projecting a realistic market share, it is important to realize that the total number of
rounds to be played on a golf course in any given year may be lower than the market
opportunity appears to suggest. NGF believes it is important to project the future performance of
the Town’s golf facility in such a way as to help the Town make financial decisions based on
realistic expectations. It is obviously possible that either more or fewer golf rounds can be sold.
We note that our projections for future performance of Captains GC anticipate strong market
demand through the next decade of operation.
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Summary Statement
Town of Brewster continues to own and operate the 36-hole Captains Golf Course that appears
to be very well-run and producing activity and revenue well above the expected standard. This
was especially true in the second half of 2020 (first 6 months of FY2021), as Captains GC
reached new highs in revenue during the mini “golf boom” associated with the Covid-19
pandemic. However, in addition to strong revenue, Captains GC also has higher-than-standard
expenses, although much of this is related to the Town’s desire to provide an outstanding golf
course product and a premium level of service.
In reviewing this facility, it is clear to NGF consultants that while the Captains’ operation is
sound, there are some new investments the Town can make to help better position the golf
course for the long-term, and help ensure the quality and sustainability of Captains GC. This
includes taking advantage of the dollars that used to be earmarked for debt retirement, and
adopting a new program of capital investment to address aging equipment and other
infrastructure, especially irrigation, at the Town golf facility. In addition, the Town would likely
benefit from enhancing its use of technology and marketing the facility to attract a higher level of
participation from non-resident tourists and visitors to the area.
In summary, it is clear that the Town’s golf course is very well managed and in position to
continue strong activity and rounds performance. The upgrades that will be completed in 2021-
2025 period means that the Town will have addressed the most significant capital requirements
at Captains, and can now turn its focus to considering other investments that could lead to even
greater revenue production, such as expansion/improvement of outdoor dining services.
Captains offers a challenging golf course that is well-located and popular with golfers of all skill
levels. The 36-hole golf facility, all appurtenant amenities and variable pricing gives the Town an
opportunity to offer “something for everyone” within its own golf course. In review of this golf
course, the NGF has identified five important actions that the Town can take right now to
improve Captains GC performance:
1. Commit to completing the $6.2 million in capital projects over the next five years.
2. Fund all needed improvements using earnings retained from golf operations
revenue, mindful of the reality that some larger projects like irrigation and
maintenance facility improvements may be too large and will require some outside
funding mechanism.
3. Enhance expertise in the technology that supports operations (POS, website, etc.),
and use these platforms to enhance the marketing and promotion to less frequent
users.
4. Increase focus on new player development and beginner programs, especially with
juniors and young adults.
5. Consider other new investments to help modernize and “liven up” facilities like the
patio expansion / covering and theme upgrade to help broaden appeal, especially
with younger adults.
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Appendices
A: Golf Course Life Cycle
B: National Rounds Played Report
C: Demographic, Golf Demand and Golf Supply Data DRAFT
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APPENDIX A – GOLF COURSE LIFE CYCLE
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APPENDIX B – NATIONAL ROUNDS PLAYED REPORT
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APPENDIX C – LOCAL DEMOGRAPHIC, DEMAND AND SUPPLY DATA
Captains Golf Course 5-mile ring 10-mile ring Barnstable
County
State of
Massachusetts U.S.
Summary Demographics
Population 1990 Census 25,045 53,665 186,609 6,014,825 248,584,652
Population 2000 Census 28,649 62,075 222,230 6,349,050 281,399,034
CAGR 1990-2000 1.35% 1.47% 1.76% 0.54% 1.25%
Population 2010 Census 27,541 58,460 215,888 6,547,629 308,745,538
CAGR 2000-2010 -0.39% -0.60% -0.29% 0.31% 0.93%
Population Estimate 2019 27,281 57,592 212,285 6,902,551 328,252,472
Population 2024 Projected 27,719 58,527 212,766 7,064,044 339,844,802
CAGR 2019-2024 0.32% 0.32% 0.05% 0.46% 0.70%
CAGR 2010-2024 0.05% 0.01% -0.10% 0.54% 0.69%
Median HH Income (2019) $78,913 $72,253 $74,182 $81,107 $63,709
Median Age (2019) 59.1 59.2 53.4 39.7 38.3
Ethnicity
White 94.4% 93.8% 91.3% 76.5% 69.7%
African American 2.1% 2.6% 3.5% 9.1% 13.4%
Asian 1.2% 1.1% 1.7% 7.3% 6.0%
All Other 2.3% 2.5% 3.6% 7.2% 10.9%
Hispanic Population
Hispanic 2.5% 2.7% 3.3% 11.4% 17.9%
Not Hispanic 97.5% 97.3% 96.7% 88.6% 82.1%
CAGR = Compound Annual Growth Rate
Captains Golf Course 5-mile ring 10-mile ring Barnstable
County
State of
Massachusetts U.S.
Golf Demand Indicators
Total Households 14,355 28,612 100,827 2,732,224 128,476,935
Number of Golfing Households 2,833 5,220 18,362 392,447 17,484,590
Projected Golfing Households (2024) 3,084 5,615 19,191 407,722 18,258,060
Projected Annual Growth Rate 1.70% 1.50% 0.90% 0.80% 0.90%
Seasonal Golfing Households 1,890 4,150 9,728 20,492 748,477
Latent Demand/Interested Non-Golfers 4,392 8,362 32,188 1,089,479 47,425,600
Household Participation Rate 19.70% 18.20% 18.20% 14.40% 13.60%
Number of Golfers 3,863 7,038 25,941 638,504 24,241,030
Rounds Potential (resident golfers) 176,164 359,626 1,000,891 11,014,370 434,080,100
Estimated Course Rounds (in-market supply) 206,832 372,277 1,171,642 9,295,277 434,084,100
Demand Indices
Golfing Household Participation Rate 145 134 134 106 100
Seasonal Golfing Households 2,258 2,488 1,655 129 100
Latent Demand/Interested Non-Golfers 105 103 105 109 100
Rounds Potential per Household (resident golfers) 363 372 294 119 100
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Captains Golf Course 5-mile ring 10-mile ring Barnstable
County
State of
Massachusetts U.S.
Golf Supply
Golf Facilities
Total 6 11 39 357 14,604
Public 3 8 23 235 10,896
Public: Daily Fee 0 2 11 177 8,377
Public: Municipal 3 6 12 58 2,519
Private 3 3 16 122 3,708
Public Golf Facilities by Price Point
Premium (>$70) 2 6 13 52 1,428
Standard ($40-$70) 0 0 7 97 4,081
Value (<$40) 1 2 3 86 5,387
Golf Holes
Total 117 198 702 5,607 247,815
Public 63 144 405 3,618 179,760
Public: Daily Fee 0 27 171 2,718 137,760
Public: Municipal 63 117 234 900 42,000
Private 54 54 297 1,989 68,055
Non-Regulation (Executive & Par-3) 0 27 117 495 19,872
Net Change*
Net Change in Holes past 5 years 0 0 0 -198 -14,346
Percentage Total Holes Past 5 Yrs 0.00% 0.00% 0 0 -5.50%
Net Change in Holes past 10 Years 0 0 -9 -252 -21,888
Percentage Total Holes Past 10 Yrs 0.00% 0.00% 0 0 -8.10%
*Numbers may include courses under construction and temporarily closed at the end of the year.
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Captains Golf Course 5-mile ring 10-mile ring Barnstable
County
State of
Massachusetts U.S.
Supply-Demand Ratios
Households per 18 Holes
Total 2,208 2,601 2,585 8,771 9,332
Public 4,101 3,577 4,481 13,593 12,865
Public: Daily Fee 0 19,075 10,613 18,094 16,787
Public: Municipal 4,101 4,402 7,756 54,644 55,062
Private 4,785 9,537 6,111 24,726 33,981
Premium (>$70) 4,785 4,087 6,722 48,358 74,329
Standard ($40-$70) 0 0 16,805 28,167 29,451
Value (<$40) 0 28,612 67,218 57,521 32,978
Golfing Households per 18 Holes
Total 436 475 471 1,260 1,270
Public 809 653 816 1,952 1,751
Public: Daily Fee 0 3,480 1,933 2,599 2,285
Public: Municipal 809 803 1,412 7,849 7,493
Private 944 1,740 1,113 3,552 4,625
Premium (>$70) 944 746 1,224 6,946 10,115
Standard ($40-$70) 0 0 3,060 4,046 4,008
Value (<$40) 0 5,220 12,241 8,262 4,488
Household Indices
Total 24 28 28 95 100
Public 32 28 35 107 100
Private 14 28 18 73 100
Premium (>$70) 6 5 9 64 100
Standard ($40-$70) 0 0 57 95 100
Value (<$40) 90 90 211 181 100
Golfing Household Indices
Total 35 38 37 100 100
Public 47 38 47 113 100
Private 21 38 24 78 100
Premium (>$70) 9 7 12 67 100
Standard ($40-$70) 0 0 76 101 100
Value (<$40) 131 121 283 191 100
Rounds per 18 Holes
Rounds Potential (resident golfers) 27,102 32,693 25,664 35,359 31,529
Estimated Course Rounds (in-market supply) 31,820 33,843 30,042 29,840 31,530
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