Success stories, to be meaningful, must present objective measures of accomplishment.

Presented below are three examples of success stories brought about through the vision and leadership of J. J. Keegan and the associates of Golf Convergence. In addition, Golf Convergence just completed the creation of a strategic vision for the Reignwood Pine Valley Resort in Beijing, China.

Reverse Massive Decline in Rounds and Economic Fortunes

Case Study 1: The Goals the City of St. Paul of St. Paul Wanted to Achieve.

During the past four years, the County has lost nearly $3.6 million in operating two golf courses. Play is down 20% over this period, a significant reinvestment in a course renovation did not produce the desired results, capital expenditures have been deferred, and maintenance and operational staff have been cut drastically to minimize service levels.

The Actions Taken by Golf Convergence

Utilizing the same framework proposed for the Naperville Park District, a five-year business plan was presented to the Parks and Recreation Commission on May 15, 2008.

Winning Big

The City has already begun implementing recommendations, including the adjustment of rates to market for 2008, new accounting information system procedures implemented to more accurately present financial information, the search for a business manager, the issuance of an RFP to upgrade technology, and exciting marketing endeavors. This plan, if fully executed, forecasts that the golf courses will generate an accumulated $2,872,762 in positive cash flow by 2013. Contact: Mr. Vince Gillespie, Special Services Manager, St. Paul Parks and Recreation, Mr. Gillespie retired on December 31, 2008 and can be reached at home number is 651-776-9653, home e-mail is This e-mail address is being protected from spambots. You need JavaScript enabled to view it . Alternatively, John Stimpach, PGA Professional can be reached at phone 651 695-3719, email This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Case Study 2: The Goals the Park District of Ann Arbor Wanted to Achieve.

During the past seven years, the Park District has lost nearly $1.0 million in operating two golf courses. Play is down 51% during the past decade, capital expenditures have been deferred, and maintenance and operational staff have been cut drastically to minimize service levels.

The Actions Taken by Golf Convergence

Utilizing the same framework proposed for the Naperville Park District, a 119-page, seven-year business plan was presented to the Ann Arbor Park District Council on December 10, 2007.

Winning Big

The Park District has already begun implementing recommendations, including the adjustment of rates to market for 2008. In addition, the implementation of POS/TTRS is being integrated into a loyalty program, and a Web-based booking engine is scheduled.

In 2008, because of the strategic plan’s recommendations, rounds and revenue increased significantly as noted below:

The implementation of a dynamic pricing model will return the courses to profitability within five years. Contact: Mr. Matt Warba email This e-mail address is being protected from spambots. You need JavaScript enabled to view it . Alternatively, Steve Rapundalo, City Council member, who oversaw the project can be contacted at phone (734) 615-9543, email This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Maximize Revenue

Case Study 3: The Goals the Park District of Ocala Wanted to Achieve

During the past seven years, the Park District has lost $2.8 million in operating two golf courses. Play is down, course conditions are deteriorating, and the course is dominated by non-residents who are playing on highly discounted unlimited play pass cards. No technology exists, and the Park District has no clue as to who its core customers are.

The Actions Taken by Golf Convergence

Utilizing the step framework proposed for the Park District of Ocala, a 106-page, seven-year business plan was created and presented to Park District Council on November 28, 2006, leading to the adoption of all recommendations. The Council reaction to the far-reaching proposal was so positive that Golf Convergence was retained for 12 additional months to ensure that the plan is properly implemented and the goals achieved.

Winning Big

The Park District is now aggressively implementing all recommendations, including the implementation of POS/TTRS sites that are integrated into a loyalty program and a Web-based booking engine. The implementation of a dynamic pricing model will return the courses to profitability within three years and reduce the FY2007 loss by over $250,000. Contact: Mr. John Zobler, 2100 NE 30th Avenue, Ocala, FL 34470 This e-mail address is being protected from spambots. You need JavaScript enabled to view it at 352 351-6757.