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STAFF REPORT <br /> PAGE TWO <br /> JUNE 6, 1994 <br /> In regards to the management of the golf course and practice range, <br /> the proposed structure provides for the following organizational <br /> hiearchy: <br /> CITY ADMINISTRATOR <br /> DIRECTOR OF PARKS, RECREATION <br /> AND FORESTRY <br /> GOLF COURSE SUPERINTENDENT <br /> Seasonal Golf Course <br /> Groundskeepers Manager <br /> Part Time <br /> Clubhouse Staff <br /> I asked Tim Cruikshank to conduct an informal survey of area cities <br /> with municipal golf courses to get a better idea of current <br /> managment structures of other courses. The survey is attached. <br /> The proposed organizational and management strucute was examined by <br /> the Golf Course Task Force during the early stages of the course <br /> development. It was the view of the Task Force that an experienced <br /> superintendent could manage the overall operation, utilizing an <br /> experienced clubhouse manager to oversee the part-time staff that <br /> would service the clubhouse operations. One of the benefits the <br /> City receives with Kurt Johnson is that he has experience in <br /> managing clubhouse operations in his former position of <br /> superintendent for the Brooklyn Center course. He also has been <br /> responsibile for course budgets and fee structures. With Kurt's <br /> broad-based experience in developing and managing a very successful <br /> course, I am confident that he will know what fee structures will <br /> be needed to accomplish the goals developed by the Task Force: <br /> 1. The course must sustain itself through the revenues received. <br /> 2 . The fee strcuture must be competitive. <br /> 3 . The course should be a quality course, maintained at quality <br /> levels and convey to the public a positive image for the City. <br />