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C�t�arho�� ���� Course <br />Report from Golf Course Sut��ren�end�r��t. Sean Mc �onac�h <br />The 2004 golf season again features Cedarholm Golf Course as <br />one of the Twin Cities' leading Municipal Par 3 Golf Courses in <br />rounds played, leading many area courses by as many as <br />10,000 rounds. Many of the rounds played at Cedarholm are <br />the result of our community based leagues. These leagues <br />include four ladies leagues, senior golf league, junior golf <br />league and several contracted evening leagues servicing local <br />business groups and community social groups. Cedarholm has <br />a loyal following, many of our league members have been <br />playing in one or more of our leagues for over 30 years. <br />� .-� .� � <br />� }� <br />� .� � - �.:; <br />- " ",�� � <br />� <br />��°"""�.� <br />. . . -�� -- �•--�..�.r <br />- r��-�°-� <br />Even though Cedarholm has proven to be a leader in the Twin <br />Cities golf market we need to stay aggressive with marketing <br />ideas, customer service and course improvements from landscaping to general course <br />updates. Several areas of impact that challenge Cedarholm staff are: <br />1. The changing golf market. <br />2. Rising cost of turf equipment. <br />3. Maintenance costs due to fuel prices and general inflation. <br />4. Maintaining high standards for course conditions. <br />5. Staffing cost and availability. <br />Cedarholm has met the challenges in the past, and will continue to in the future, by <br />maintaining an aggressive marketing plan highlighted by e-mail blasts and local and large <br />market newspaper advertisings. By continuing to develop in-house marketing ideas such as <br />our patron stamp cards, adding an additional registration form in ladies league mailings <br />asking members to contact family and friends to join their group to make it a foursome and <br />developing our community golf events (Timber Lodge/Rosefest golf tournament with over <br />90 participants or the Nine and Dine on a Dime event during Rosefest) will better serve our <br />golf community. <br />There are many things that make Cedarholm special, from exemplary customer service <br />received from frontline staff to the smiles received from the grounds crew. These small <br />gestures as will as the major operational standards help make Cedarholm an industry <br />leader. <br />I n the end, it is the course that keeps the golfers coming back over and over again. Course <br />maintenance is possibly the biggest challenge. Meeting golfers' desires and ensuring they <br />enjoy themselves while playing Cedarholm Golf Course is our number one objective. I n an <br />effort to maximize limited funding resources, staff inembers are completing many projects <br />in-house to get the biggest "bang for the buck". Staff are able to stretch landscaping, <br />maintenance and improvement dollars by managing course projects, repairs, designs and <br />plantings internally. For example, equipment repair costs have been maintained by <br />performing most tasks in-house, unless warranty work was needed. Much of the major <br />repairs, remodeling and additions to course buildings have been done by staff inembers at <br />considerable cost savings to the course. <br />�� <br />� <br />� <br />