Scovil Gold Course originally opened as Sunnyside Golf Club on May 15,1924. The course was developed on 137 acres at a cost of $125,000. By 1928, membership had increased and a new $25,000 clubhouse was constructed. Sunnyside became a golfing fixture until 1942 when financial difficulties arose.

The Decatur Park District, through generous gifts from Guy and Rose Scovil, purchased the facility and opened it for public play in 1942. The original clubhouse was condemned and demolished in 1956. A new clubhouse was built and opened in 1957.

Scovil has long been regarded as the most aesthetically pleasing of the five Decatur Park District courses. It was also well-known for all its natural beauty. Scovil lacked quality greens and tees and modern irrigation. Thus, the District had a course that everyone deemed beautiful, but play continued to decline due to adverse playing conditions.

These conditions, coupled with explosive golf interest, set the stage for the Park District to pursue renovation of this Decatur landmark. To set the stage, the following steps were taken.

Several golf course architects were contacted and interviewed. The Park District chose a firm giving them as their initial assignment, the development of a master plan that included cost estimates. This plan was then adopted by the Park District Board in 1989.

The National Golf Foundation (NGF) was contacted to conduct a feasibility study. This study included not only a market analysis, but also a complete financial analysis of the golf enterprise fund.

During the NGF study and master plan development, the Park District golf staff developed in-house construction estimates and time tables.

This series of activities culminated in approval by the Board to begin renovation of the golf course and clubhouse. In addition, it was also concluded that the project would be financed by non-referendum general obligation bonds. The project, a complete renovation, included new greens and tees, major fairway grading restoration, lake construction, driving range, a new maintenance building, a complete irrigation system, seven new bridges, landscaping, tree planting, new cart paths, and a new clubhouse. Original cost estimates indicated that the entire project would slightly exceed $2 million.

With the architect's estimate and the required work program in mind, the Park District golf maintenance staff set out to complete the majority of the project themselves. Here is a description of each project element and its impact.

General contract

The Park District chose to act as the general contractor and job supervisor. Subcontracts were awarded for the maintenance facility and concrete work, mass grading, irrigation (materials and installation separate system), bridge installation, peat moss and sand trucking, and various elements within the clubhouse. This was the third Decatur course constructed by Park District staff. The estimated cost savings ranged from 10 to 12 percent.

Greens and tees

The greens and tees, designed according to United States Golfing Association (USGA) specifications were constructed using Park District forces. The major issue related to acquiring peat moss and sand that met the USGA specifications. Since greens and tees are entirely peat and sand, acquiring both quantity and quality is critical. The specified mixture was sent to a Texas laboratory for testing and final approval. This meant sand was trucked to the golf course from Lincoln, Ill., and peat from LaPorte, Ind., to get both the quality and quantity required. This increased the project cost by approximately $100,000. Labor costs were reduced, but sand and peat costs increased the overall tee and green construction costs.

Excavation

This phase emerged as the problem for the project. Original plans required Park District forces to complete this work, but an extremely wet spring forced a major project decision. A contractor would have to be used to maintain a 1992 completion schedule. It was decided to spend $275,000 to ensure a 1992 opening. This decision evolved around community need, excessive demand on existing courses and projected income.

Bunkers and mounds

These elements were both abundantly present in the design. Great care was taken to ensure that long-term maintenance was considered since this area accounts for a large portion of any golf course maintenance budget. Bunkers lined with sod and approximately 8 inches of sand replaced deep sand bunkers. Mounds were constructed that allow machines to mow the bunkers replacing the steep slopes that need to be mowed by hand. This change reflected a neutral initial cost impact, but the long-term labor reduction is projected to be substantial.

Irrigation systems

The irrigation system chosen was a computerized Rainbird® system. In order to obtain optimal pricing, the system was bid as materials and installation. Separating these elements allowed the Park District to create competition in two separate areas. This eliminated the major manufacturers and suppliers subcontracting the installation at a higher cost.

Cart paths

Careful analysis in this area proved that the Park District could purchase a small paver and roller from the difference between contractor and in-house costs. Thus, the equipment will be available to reduce our costs on paths at four other courses as well as in the parks.

Maintenance facility

When considering options for this building, standard construction and pole barn construction were compared. Costs were significantly reduced by utilizing pole barn construction and a separate independent contract for the concrete floor. This building was erected at a cost of $32,000 with concrete and miscellaneous items costing an additional $10,000.

Seeding

In preparation for this phase, the specified seed quantities were included in the Park District's spring volume golf course chemical and seed purchase. This allowed the Park District to receive the increased volume discount. Careful planning and estimating are critical for success in this area.

Clubhouse

The clubhouse, currently in the final design phase, will feature a pro shop, locker rooms and restrooms, storage, offices, and a grill area. A future addition to the clubhouse will be a banquet facility.The exterior appearance of the building will reflect the tradition of the course and area of the city. It is also worth mentioning that the kitchen will not only serve this facility, but also the entire Park District catering operation. Park District in-house construction capability will play a primary role in the construction of this facility. This building is being bid utilizing a wide variety of options so the Park District can pick and choose the options that best provide quality and cost effectiveness.

Take note that in-house projects are not without pitfalls. Careful analysis, planning and monitoring are critical for successful project completion. Project variables and changes are more difficult to control and there is no set contract price that totally drives the project. Therefore, when completing a large in-house project, controlling labor, materials and change orders, are absolutely essential. When completing a project in-house, one should pay particular attention to the project budget since it is extremely easy for staff to notice an inordinate number of potential changes that could prove beneficial. However, all of these changes increase the overall project cost.

The staunch support of the Park District Board of Commissioners and construction capabilities of the golf maintenance staff produced an outstanding golf facility at a cost far less than the standard market value. Given its character and aesthetic value, Scovil will indeed become an outstanding public golf facility.

About the Authors
William L. Clevenger, CLP, is Director of Parks and Recreation for the Decatur Park District. Jerry Menz is Director of Recreation for the Decatur Park District.