The 360 acres of the land, which now comprises most of Crown Colony Golf & Country Club (CCG&CC) and the Crown Colony community, at one time was acquired by a group of investors headed up by a Fort Myers realtor and land investor. He along with the other investors accumulated the parcels and set up a land trust with the idea of holding the property for a few years and then selling at a profit.
After retaining the undeveloped property for several years, the investor group was ready to sell the property and offered the opportunity to purchase the property to another group headed up by another local realtor who was a fishing buddy of the first realtor. Along with a partner, he formed the Winkler 360 group whose major investors were from Argentina. The Argentinean investors purchased the property sight unseen with the intent to hold it for 4-5 years and then resell for a profit.
As is typical in these types of real estate investments, the land was held in trust with the realtor and his partner as cotrustees. A relative of the realtors provided the above information concerning the ownership of the property as well as the use of the land prior to the development of Crown Colony.
The north frontage on Winkler Road started at the drainage ditch south of the fire station and ended at the Synagogue. The fire station, the Synagogue, and the Stoneybrook subdivision, south of the Synagogue, were in existence at the time the property was acquired by the Winkler 360 group of investors. The eastern property line adjacent to the preserve property is a mile in length. Holes 14, 15, and 16 are located west of this boundary line. The south property line ran along the north side of a drainage ditch from the preserve back to Winkler Road. The land for the most part was naturally high and dry except on the east property line which held water in the rainy season. Palmetto trees were quite abundant and the berries were harvested for use in prostate treatment.
In addition to the many pine and oak trees, there were melaleuca trees on the east side of the property and Australian pines on the south side of the property. Melaleuca trees were imported from Australia over 50 years ago and are now required to be removed as property is developed. One of the investors in Winkler 360 from Argentina did come to Fort Myers to look at the property. Not realizing that the value of the palmetto pines was very limited, he suggested that the numerous palmetto pines could be dug up and sold for a good profit. Twenty to twenty-five cows and a bull were kept on the property for breeding purposes which in turn retained the property’s agricultural tax base. Each year the calves would be sold. The grass that the cattle ate was not the best so supplemental nutrients were provided. In order to keep the cattle on the property, the entire property was fenced with barb wire fencing. Remnants of the fence still exist. One of the cows seemed to always find a way to get through the fence and on one occasion was found eating the vegetables in a garden planted by the school children at the synagogue. They didn’t mind as it provided them with the opportunity to see a real live cow up close. On another occasion the south gate was damaged by a car and the cattle ended up off the property and cowboys on horseback were brought in to lasso them so they could be returned to the property. There were two lakes on the property. The lake which is located south of the homes on Dartmoor was the source of water for the cattle. To the west of the lake, a beekeeper had several very productive hives with the bees feeding on the mangrove blossoms. A second lake located in the area of the 14th hole, although quite shallow, provided good catch and release bass fishing.
Access to Hendry Creek east of the property provided good fishing for snook. Hogs provided the opportunity for some hunting. No deer hunting was allowed as special deer feeding stations were hung from some of the trees. Another area of the property was used as a shooting range. Before Centex purchased the property, twice the property was under contract for sale by the Winkler 360 trust. One group looking to buy was composed of Japanese investors who spent approximately $500,000 in planning for a development including contracting with Pete Dye to design a golf course. Based on the economy, eventually they chose to walk away from the deal. Early History 2001-2006 The early history of Crown Colony Golf & Country Club, a Ron Garl designed course, is directly associated with the residential development of Crown Colony. Both the Club and the residential community were developed at the same time by Centex Homes. Crown Colony was the first Centex golf community development where they also built all of the homes.
The final Crown Colony Community Development Plan was recorded with Lee County on March 12, 2001; however, with Lee County approval, construction of the golf course, clubhouse, and the community infrastructure for the initial phase of the community began prior to that time. The general contractor for the golf course was Highland Golf, Inc. Centex Homes owned all of the property within Crown Colony and only sold off the individual parcels as homes were built. There were three founding members of the Club, all employees of Centex Homes a Nevada General Partnership. Their names are listed in the Appendix. Marketing of both homes and non-equity memberships in the Club began in early 2001. The initial Golf memberships were sold for $25,000. Over time the price escalated in steps to a high of $45,000. Sports memberships initially were $15,000. Both golf and sports memberships sold to non-Crown Colony residents were callable by Centex Homes in the event that the maximum number of golf members (at that time 400) was reached. All golfing memberships were Non-Equity and totally refundable under certain defined circumstances. Initially anyone purchasing a home in the community had an option to become a non-dues paying social member of the Club by paying a $100 one time non-refundable administrative fee. These non-transferable memberships automatically terminate if the member no longer owns property in Crown Colony. No one living outside the community was eligible for these social memberships and no other form of social membership was available to non-residents. Construction of the clubhouse and golf course facilities was completed late in 2001. Photos of the course during construction are on the CCG&CC Website. The course was officially opened for play on November 9, 2001. The Tern and comfort stations were opened later as sewer, water, and electrical connections were completed. Prior to opening, Centex contracted with Crown Colony Management, Inc., a company not affiliated with Centex, to operate the Club.
A change in management was made in the fall of 2002 when Coral Hospitality was retained by Centex to manage the Club. Coral continued to manage the Club until purchased by the members effective July 1, 2010. In addition to selling new memberships as well as annual memberships, outside play both out of and in season was welcomed and continued until January 1, 2006. At that time, Coral initiated several changes including the 20 percent service gratuity, cell phone policy, elimination of cash transactions, and better enforcement of the dress code policy. During the early “formative” years, the Club implemented many golfing events. Tuesday Men’s and Thursday Ladies’ golf events, and Club Championships for both the Ladies and Men were established in early 2002. Men’s and Ladies’ Invitational tournaments began in 2002. Additionally, individual members started individual games with sign-up sheets that enabled both new and existing members to easily “find a game”. In 2006, the Men’s East/West Tournament was initially started by two members. The Ladies East/West Tournament followed in 2010. The Ladies 9 Hole Championship Tournament was first played in 2007 as was the Couples Invitational. The first annual Shootout Championship was also played that year. See the Appendix for listings of the winners of the Club Championships, East/West Tournament, Couples Invitational Shootout, and the Shootout Championship. After the course opened, Centex acquired additional property west of the initial development and built a new #2 hole also designed by Ron Garl and built by Big Tree, Inc.
The original #2 hole was located directly south of #1 and west of the pond adjacent to #8 hole. The new #2 hole was finished in 2004 which changed the original layout of the course. See the photos of the construction. After opening the new #2 hole, new homes were built on the original second hole property and also built adjacent to the first green. Additional residences were also built adjacent to the new #2 hole. These additions increased the total number of residences in the community to 552. A Shared Facilities Agreement was entered into by Centex and the Community Association in March of 2002. This agreement provided for the joint use of the pool, tennis court, amenity center, and parking lots by the residents of the community and the Club members. This Agreement was later amended on June 1, 2005 eliminating any rights of the non-resident Club members to use the amenity center, swimming pool, and tennis courts. Only the parking lots continued to be included in the Shared Facilities Agreement. In early 2004, several changes were made to the Membership documents. The maximum number of Golf Members was reduced from 400 to 375 and a maximum of 100 was established for Sports Members. No maximum was established for social memberships. Non-resident memberships were no longer callable and Non-dues paying social memberships were no longer issued. New social memberships required a $3,000 membership deposit and the payment of annual dues. The first dues paying social membership was sold in April 2004 and in November 2004 the deposit required was increased to $4,000. These new social memberships also were Non-Equity and refundable. Existing non-dues paying social memberships were grandfathered subject to the requirement to continue to own a residence in the community. Associate golf memberships were also introduced. Associate members were required to pay an initial payment of $20,000 ($10,000 at signing and $10,000 in six months) and annual dues. Associate members in turn agreed to remain Club members for a minimum of two years. After the two year period, an Associate Member could resign and receive a refund of the initial deposit.
These Non-Equity memberships were callable and, upon proper notice, could be terminated by Centex any time after December 31, 2008 unless the Associate Member opted to convert to a Golf Member. Transition Period 2006-2010 Based on the number of homes sold and, as required by state law, control of the Community Association passed from Centex to the residents of Crown Colony in 2006. As part of this change in control, over the next several months, ownership of the common areas in the community were deeded to the Community Association. This included the amenity center, swimming pool, and tennis courts. Centex continued to own the parking lots and the golf course facilities. Since Centex was not interested in the long term ownership of the Club and all available lots within Crown Colony were sold, Centex directed Coral Hospitality in November 2006 to send a letter to all the Members stating that Centex had no desire to operate the Golf Club on a long term basis and preferred to sell the Club to the members or alternatively to sell the Club to a third party. In the letter, volunteers interested in serving on a Transition Committee were asked to complete an application. The Transition Committee charge was to serve as a liaison between Centex and the Membership of the Club with the responsibility of conducting due diligence, gathering information, exploring the feasibility of acquisition of the Club, conveying information to the Members, and outlining options to assist the Members in arriving at a decision as to what the Members desired as a group, if anything, regarding the acquisition. In total, there were 17 Members who volunteered to serve. Coral and Centex established the Transition Committee on February 12, 2007 choosing seven members from those who volunteered. Although the seven members had strong business and/or legal expertise, none had any strong accounting background nor were any of them full time residents of the community. At the urging of the initial seven members, a full time resident member, who was a CPA, was added as the eighth member. A list of the Committee Members is included in the Appendix. Before any documents were provided to the Committee, each member of the Committee was required by Centex to sign a Non-Disclosure Agreement. The original draft provided by Coral was unacceptable to the Committee members and was not finalized until June of 2007. By the end of March 2007, the Transition Committee had met as a committee twice and also had two meetings with Coral Hospitality representing Centex. Although some general financial and membership information was provided prior to these meetings, evaluation of the opportunity to purchase was very limited until the Non- Disclosure Agreements were signed. At the second meeting, Coral estimated it would take 10 to 18 months to finalize and close the acquisition.
Coral not only managed other golf courses, but also owned one course so the Committee obtained a commitment from Coral that they would not attempt to purchase the Club as long as negotiations on behalf of the Members were in play. The Committee continued the process of evaluating the feasibility of the Members purchasing the Club and completing the initial due diligence research. As the Membership documents did not contain any language regarding conducting a vote by the Members, the Committee requested a change in the documents to provide for a vote. Centex was reluctant to make any changes as no negotiations had occurred. Centex did agree that a “show of hands” vote would be acceptable to them. A meeting of the Membership was held on February 1, 2008 to discuss the Committee’s findings and recommendations. Approximately 140 members were present at this meeting. Coral Hospitality, on behalf of Centex, presented the goals of Centex and Coral as well as historical data and their projected financial information into the future. The goal of selling the Club to the members, if possible, and, if not, to a third party was again restated. Following their presentation, the meeting was closed to anyone except Club members. The Transition Committee reported on the discussions with Coral/Centex, the Committee’s view on Coral’s financial projections considering additional costs of operating the Club, the overall economic conditions in southwest Florida, and how a third party purchaser would evaluate the Club and operate it in the future. The Committee recommended that the purchase of the Club should be pursued. Additionally, the Committee presented the following goals for any acquisition made by the Members: • Protect the Member Investment in the golf course and in the community • Continue to deliver the advantages of a private golf club • Professionally manage with reasonable and competitive dues • Minimize any additional capital investment or operating assessments At this point the Committee’s initial responsibilities were complete.
After a review of the projected time line and further questions from the Members present, the Members, almost unanimously, voted to not only proceed with negotiations to acquire the Club, but also to have the Transition Committee handle the negotiations with Coral and Centex. Although all eight of the members agreed to remain on the Committee during the negotiations, three of the eight members of the Committee handled the direct negotiations with the other five involved with due diligence efforts. As with any acquisition of a business, extensive additional due diligence was required. Much of this work was done by the Committee members and also by other Club members who volunteered to help. See the Appendix for a list of Club members who provided valuable assistance to the Transition Committee.
The following list includes but is in no way a total listing of the due diligence which was accomplished prior to closing:
- Review of the various membership documents
- Review of the deeds to the various parcels of land included in the purchase
- Review of all contracts, leases, insurance, personnel, licenses, permits, etc.
- Determine deferred maintenance on course and clubhouse
- Review existing equipment for course and clubhouse
- Determine appropriate future membership pricing
- Reviews P&L statements and accounting records
- Project future P&L statements for the following five years
- Evaluate existing personnel and need for a management company
- Establish a banking arrangement to insure a line of credit
- Determine the ability to procure property and liability insurance
Centex’s employee responsible for the sale changed several times as they continued to scale back their operations in light of the economy. As a result, the negotiations dragged out over an extended period. While negotiations were slowly proceeding, in order to reduce the costs involved in the future sale of the Club, Centex formed a new corporation, wholly owned by Centex Homes, and transferred all of the assets and liabilities of the Club into the new corporation (Crown Colony Golf & Country Club, LLC, a Delaware Limited Liability Company). A verbal agreement with Centex outlining the terms of the acquisition was reached in early 2009. A meeting was held with the members on April 13, 2009 to discuss the terms of the verbal agreement. For those members who were not able to attend this meeting in person, the meeting was also available on the internet through U-Stream. At the meeting, the membership voted to approve the acquisition based on the terms that had been negotiated. About the same time, Centex and Pulte Homes announced that Centex would be merged into Pulte This merger was completed in August 2009. This further delayed the purchase of the Club and the twelve page Letter of Intent was not signed until August 2009. After the merger was completed, Pulte opted to have their employees handle the negotiations directly with the three Transition Committee representatives. At the April meeting, the need to fund costs for legal and other expenses along with the expected cost per member was discussed. Since the Committee had no authority to invoice any Club Members, voluntary donations were requested from the Members with no guaranty that the purchase would be completed. Following the meeting, the Committee finalized an arrangement with a law firm that had experience in handling acquisitions of Clubs from developers. Additionally, a request for donations was sent to the members. Suggested donations were Golf members $500, Sports $250, and Socials $100 with the understanding that after closing, additional funding would be required and each Golf member would need to pay a total of $1,500, Sports $750, and Dues Paying Socials $200. Before closing, a second request for donations was made and additional funds were donated. Even though there was no guarantee that the Club members would purchase the Club, the Membership was very supportive of the efforts and, in total, $286,050 in voluntary donations were received. In order to receive and disburse the funds, the Transition Committee formed CC Transition, Inc., a not for profit corporation which was dissolved shortly after closing. After closing on the purchase and paying expenses, $56,803.35 was transferred to the Club from CC Transition, Inc. The officers of this corporation were all Committee members and are listed in the Appendix.
No Member of the Club received any compensation and all work done by the Club members was voluntary. In September of 2010, a special dues invoice was sent to all dues paying members for the above amounts less a full credit against this billing equal to the amount of their prior voluntary contributions. No further payments from the Members were necessary in conjunction with the acquisition. An Agreement for Purchase and Sale of Property was entered into by the parties on March 8, 2010. The parties included were Centex Homes, a Nevada general partnership, Crown Colony Golf & Country Club, Inc., a Florida not-for-profit corporation, Crown Colony Golf & Country Club, LLC, a Delaware limited liability company, and CC Transition, Inc. The Agreement, a 52 page document, included another 111 pages of exhibits. Two amendments to the Purchase Agreement were executed prior to closing. The Purchase and Sale Agreement required that several contingencies needed to be met before closing. Included in these were: • A vote by the Non-Equity dues paying members to approve changing the Non-Equity Membership Plan to provide for a method to conduct a formal vote of the members to approve the acquisition and another change to provide for the assessment of future operating losses. These changes were necessary as the Membership Plan did not contain any specific language on voting and prohibited any operating assessments • Approval of the Agreement by Pule Asset Management Committee. • Seller obtaining the necessary easements, subject to closing, from the Community Association providing for the Club to have rights of access, maintenance, and repair with respect to the bridge and the island green for hole #11, the bridge across preserve areas on hole #14, and the cart path leading from the clubhouse to the tees for holes #1 and #10 as these properties had been previously deeded to the Association. • Obligation for Seller to agree with the Association on the amount due the Association for 2009 and all other periods prior to closing for all Lake Maintenance charges due the Association and to pay the Association the agreed amount.
Prior to closing the Equity Membership Plan, Bylaws of the Equity Club, and new Rules & Regulations, consistent with a member owned club, were drafted. In order to obtain a commitment for insurance to be in place upon closing, it was necessary to have a valuation of the club facilities by an independent appraiser. Based on the replacement cost less depreciation, the appraiser placed a value on the property being acquired of $5,663,427. A firm commitment for a line of credit with the bank was obtained to insure that funds could be borrowed in the future if necessary. In March 2011, the final documents for the line of credit, secured by a mortgage on the property, were executed. McGladrey and Pullen, an accounting firm that serves many private clubs throughout Florida, was retained by the Transition Committee and became the Club’s accounting firm upon closing. At a meeting of the Members on April 15, 2010, the Members voted to approve the formation of the new Equity Club, the acquisition of the Club facilities as provided in the Purchase and Sale Agreement, the Proposed Bylaws, and the offering of Equity Memberships as provided in the Equity Plan Summary.
Additionally, the Committee explained that it was essential that in order to close, most, if not all, Non-Equity Members needed to convert to Equity upon closing. This was necessary in order to have a Balance Sheet that would be acceptable to any bank. The Non-Equity Deposits became Equity Contributions and on the Balance Sheet moved from the Liability side to the Equity side. Subject to closing, several Members elected to convert that evening and most others did before closing. The Club was being managed by Coral Hospitality with an interim general manager in place. Subject to closing, the contract with Coral was terminated by Centex. Interviews for a new General Manager were conducted. Prior to and subject to closing, an employment agreement was reached with a very qualified applicant to be the General Manager. Although the Club had no obligation to employ any of the existing employees upon closing almost all of the existing staff was retained. Closing took place at Pulse’s offices in Estero on June 30, 2010 with an effective date of July 1, 2010. At closing, Crown Colony Golf & Country Club, Inc. acquired Crown Colony Golf & Country Club, LLC. Upon closing the LLC corporation was merged into Crown Colony Golf & Country Club, Inc. The Club assumed several contracts for the operation of the club including the lease on the golf carts. The largest obligation assumed was the requirement to repay the membership deposits which totaled $6,928,000. A third amendment to the Purchase and Sale Agreement concerning the settlement of a post-closing disagreement regarding pro-rations was entered into on May 25, 2011. There were no further post-closing issues between the Club and Centex/Pulte Post Acquisition 2010 On the evening of July 1, 2010, a celebration party for all Members was held at the Club. As many of the Members were not in residence, the number of Members who were in attendance at the party was limited.
A joint press release was sent out by Pulte and the following day an article concerning the transaction appeared in the News-Press. See Appendix. In accordance with the Equity Membership Plan, the first Board of Governors was comprised of seven of the Transition Committee Members. At the first Board meeting held on July 1, 2010, the officers were elected A list of the initial Board members is included in the Appendix. The Board confirmed the employment of the General Manager as well as acceptance of the Equity Membership Plan Agreements from those Members who, subject to the acquisition of the Club by the members, had previously elected to convert to Equity.
The Board also approved a Trial Membership program and changes in the transfer fees charged when a Member leases out the membership to a tenant renting the member’s home. Although the Board determined that it was essential to operate in a very fiscally conservative manner, recognizing the issue of deferred maintenance that existed and needed upgrades for the balance of the year, the Board budgeted $100,000 for this purpose. The very first change to the Clubhouse was to remove the fireplace in order to open up the bar area. Other changes included new high tables, bar stools, flat screen TVs, a portable dance floor, carpeting in the grill room, and new grill room chairs. A computer for the pro shop and a washing machine to clean the range balls were purchased, and an invasive grass removal program also was implemented. Other early projects included the cleaning of the Clubhouse roof and the trimming of the vegetation in the preserve on the 14th hole. In conducting the due diligence, an Agreement between Centex and the South Florida Water Management District was found. This agreement provided the right to trim this vegetation. A new drop area on hole #11 was added and was later expanded. As the equipment used on the course was in dire need of replacement, in October 2010 virtually all new equipment was obtained by leasing with a term of 48 months.
In early 2011, lighting for the walkways from the parking lots to the front entryway of the Clubhouse was installed. The Club and the Community Association cooperated in the purchase of automated external defibrillators. As the Bylaws required an annual meeting of the members in February, March, or April of each year, the first annual members’ meeting was held on April 7, 2011. In accordance with the Bylaws, at that meeting three new Board members were elected to three year terms, raising the total to nine Board members, as one of the initial Board members was replaced. At the meeting, the members voted to approve two amendments to the Bylaws. The first, covering the exemption of leases from the borrowing limitation, was necessary due to a requirement by the Financial Accounting Standards Board to require all leases be classified as debt on the balance sheet. The second provided Sports and Golf members, whose memberships are resold, the ability to immediately rejoin as Social Members. Although the upland preserves adjacent to the course are owned by the Club, the Community Association, in the summer of 2011, agreed to reimburse the Club for the cost of conducting a “fire cut” on upland preserves adjacent to residences within Crown Colony. The County had to grant approval for the fire cut and also required that a third party monitor the work being done. As the Community was not satisfied with their current contractor, the Club entered into an agreement with the Community to perform some daily maintenance on the tennis courts. The Club also agreed to provide temporary desk space at no charge for the community manager. Other changes in 2011included a re-rating of the course, a donation of the flag pole adjacent to the putting green by a member, a change in auditing firm to Myers Brettholtz & Co., and the early renewal of the cart lease program. The early renewal eliminated the risk to the Club for all maintenance costs associated with the 4th year of the previous lease, reduced the number of carts from 80 to 75, and included maintenance costs for all 4 years of the new lease. The Board approved the implementation of a food minimum for the first time in the history of the Club. The minimum applied to all members both dues paying and non-dues paying members.
In early 2012, a meeting was held with the Equity Members and Non-Equity dues paying Members to discuss changing the membership documents. Subsequently a special meeting of both the Equity Members and the Non-Equity Members was conducted on February 9, 2012. The purpose of the meeting was to conduct a vote on amending both the Equity Membership Plan and the Non-Equity Membership Plan. Separate votes were necessary with each group comprised of the members subject to the Plan being voted on. The Equity Members approved the changes, the Non-Equity Members did not. As a result, only the Equity Plan changed as follows: • A new method (the “Priority List”) by which members could resign from the Club. With limitations on the number of members who can resign under this amendment, it allowed members to pay dues two years in advance and leave or downgrade after the two year period by donating their Equity Membership Contributions to the Club. • The ability to temporarily transfer the membership to a spouse or permanently transfer the membership to a spouse, child, etc. These allowed for the spouse of a member to serve on the Board of Governors and also provided a legacy option to pass the membership on to future generations. • The restructuring of the method for determining the calculation of the amount paid upon the sale of an existing membership. This change applied to the resale of a membership via the Resignation List and solved a problem in that memberships being resold were entitled to a full refund of their original Equity Contribution which greatly exceeded the amount for which the membership was resold. As a result of this change, the amount of Capital dollars going into the Capital account was sufficient to provide for anticipated capital expenses. Changing the refund amount to the market value of the membership when resold allowed the Club to keep Equity membership dues increases reasonable. The second annual meeting of the Membership was held in April 2012. At that time, three new Board members were elected replacing three of the original Board members. Additionally, since the Non-Equity Members had failed to approve the changes to their Membership Plan, projected increases in dues for these members based on estimated increased costs to administer their Plan were presented. With appropriate adjustments to be effective January 1, 2013, the Non- Equity Members were individually offered the opportunity for a period of 45 days to convert to Equity, with many of them converting. The Board presented to the membership the plans to rebuild and expand the practice area. The project, contracted to American Landscaping and Labor, Inc., commenced on July 5th and was completed on October 13th. In addition, repairs were made to the parking lots which were then were resealed. Due to heavy rains and drainage issues, the bulkhead on hole #5 collapsed and was rebuilt using a relatively new method of repair (Dynamic Seawall Maintenance System). This method utilized helical anchors installed horizontally to a depth of 14 feet rather than dead men anchors as originally installed when the course was built. After the Board established a special committee to develop and implement a membership survey, the first Membership survey was conducted in July 2012. The survey provided an opportunity to evaluate membership satisfaction, provide membership input to the Board, and establish a baseline to compare the results of additional surveys in the future. In November of 2012, after the resignation of the Head Golf Professional, a special committee was established to find a replacement. The PGA of America Career Links Hiring Solution system was utilized as well as word of mouth. More than 110 resumes were received. After all the resumes were reviewed, the committee narrowed the list to ten. Each of the most qualified candidates was then interviewed by telephone using a common set of questions. Each interview included two to four of the committee members. Additionally, the existing 1st Assistant was interviewed in person using the same set of questions. The list was then narrowed to the top four. The committee then decided that their recommendation to the Board should be the existing 1st Assistant who was promoted. In turn, another existing employee was promoted to the 1st Assistant position. Late in the year, a group of Club members funded the total cost for the pedestal clock which was installed adjacent to the putting green. The first annual Winkler Road golf outing was held in mid-December. The year ended with the Club having a $49,000 profit before depreciation, the first since the Club opened.
In February 2013, the Dress Code was updated. In April at the annual meeting, three new Board members were elected, replacing the last three from the original board. In May, the Club became the home course for the Canterbury High School Varsity Golf Team and the Long Range Plan Committee was formed. Effective June 15th, Membership contributions for Golf increased from $16,000 to $18,000, Sports from $8,000 to $9,000, and Social from $1,000 to $2,000.
These were the first increases since the Members acquired the Club. During the summer and fall, the dining room was updated with new paint, carpeting, drapes, and chairs. Major repairs were made to the precast concrete exterior walls of the Clubhouse. The exterior walls were then repainted as were the exterior walls of the cart building, the Tern, and the comfort stations.
A Member donated a new glass washer for the bar as well as the installation costs. As a result of input from the members on the survey, the first annual fall Town Hall meeting was held in November to provide the members an opportunity to receive an update from each of the committees as well as ask questions of the Board. At this meeting, the membership was advised that the club would be closed for two months during the following summer for the bunker renovation project.
At the Annual meeting held in April, three new Board members were elected. The Board announced again the closing of both the Clubhouse and Golf Course for the bunker project. During the summer shut down, Glase Golf Construction completed the bunker renovation project on time and on budget. This was the largest and most costly renovation project in the 13 years the Club had been open. Ron Garl, the original course architect, was consulted to make certain that the changes were in keeping with the original design of the course. Repairs were made to the cart paths which were then seal coated.
New concrete approaches and exits were installed for the bridges. As membership continued to grow, the Board determined to again increase the Membership contribution for new members to $20,000 for Golf, $10,000 for Sports, and $2,500 for Social effective June 1. The second membership survey was completed with very favorable results. During the summer while the work was going on the course, improvements were also happening inside the Clubhouse. New marble floor tiles were installed to replace damaged tiles and the entire tile flooring was sanded and sealed. The pro shop was updated with new carpeting, paint, some new displays, and cabinets in the storage area. The men’s and ladies’ card rooms were redecorated as well as the ladies locker room. Three new point-of-sale computers and a new telephone system were installed. The fall “Town Hall” meeting for members was held. At the meeting, the annual dues schedule for 2015 was presented with two basic changes made to insure the continued strong financial position of the Club. First was adding in an additional amount to create an operating reserve fund and the second was adding in an amount specifically to help fund capital reserves out of dues.
The Nominating Committee recommended three members for election to the Board of Governors to replace the three outgoing Board members. Since no other nominations were made by the membership and in accordance with the Bylaws, at the annual meeting no vote was required, and the new Board members, each serving for three years, were introduced. The Board voted to increase Equity Contributions to $22,000 for Golf and $11,000 for Sports memberships. Additionally Social memberships will require a $3,000 Equity Contribution which will not be refundable.


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Mike said, “Step clogging is always executed in the hard wearing, wooden soled footwear that was once the everyday wear of the industrial and agricultural classes; the steps developed as a response to the percussive sounds that were heard every day in their working lives.
“During the late 19th century, the steps and sounds were integrated into the acts of many performers on the music hall stages – Dan Leno being a particularly well-known perpetrator – and were combined with acrobatics to present a dazzling show of simultaneous flamboyance and precision.”
Cobblers Awl dance clog steps in styles that have developed in Wales and in northern England, and these styles have developed from very different backgrounds. In Wales, clogging comes from rural communities, where dancers, universally male, would perform in farmhouse kitchen parties and village bars.
Mike explains, “Men would take turns to step to the fiddle tunes, each trying to gain a march on the competition by introducing more intricate beats and impressive leaps and acrobatic stunts.
“In the north-east of England – notably Durham and Northumberland, and in Lancashire and north Cheshire, the steps developed in a much more industrial environment.
“They were said to be danced in time to the steady beat of the weaving and spinning machinery that workers carried in their heads fromlong hours in the cotton mills and weaving sheds.”
Cobblers Awl practice on Monday nights from 7.45pm at The Owain Glyndwr, St John’s Street, Cardiff. The side tend to take a week off around Christmas and Easter holidays, and usually take a break from practice during August, so please contact the side before coming to your first session.


In 1969, the Toronto Islands’ Residents Association (TIRA) was formed. During the first few years of the Second World War, expatriate Norwegian (RNAF) pilots-in-training used the Toronto Island Airport as a training field for both fighter and bomber pilots. Freddie Falcon began appearing at athletic events in 1950, while Frieda first appeared on February 25, 1966, as Mrs. Freddie Falcon. While demolitions proceeded, community alderman David Rotenberg pushed the Islanders’ cause and the number of demolitions dwindled. “An adaptive reuse project like this brings new life into a building while also respecting the past,” he said. Now I’m going to constantly try and project forward what the world’s gonna be like. “I don’t think they did anything like that where Sunset Bowl is. Those who don’t are just a bunch of isolated events. On December 18, 1981, the province of Ontario passed a law legalizing the Islanders to stay until 2005. This kept the lands in Metro’s ownership, to be leased to the City who would lease it to the Islanders. The house and the land lease are sold for the owner’s benefit, but the buyer must be an individual on a 500-person waiting list which was established through a lottery.
Under the Act, the deed to a house may be transferred only to the current owner’s child or spouse. The semi-Gothic/Medieval/Stick Style building was built in 1884 and moved later to its current location. The flow from the Niagara River to the south across Lake Ontario causes a counter-clockwise east-to-west current which has, over time, deposited sediments at the south end of the harbour to form a sand spit. At the time, a minority provincial Progressive Conservative government was in place with both the Liberal and NDP opposition parties in favour of the Islanders. Left to nature, the islands would diminish over time, but this is limited due to hard shorelines built to limit erosion. The most notable difference, however, is the considerations that were made due to the limited space of the trailer. However, Metro Council remained opposed and the Islanders started legal challenges to Metro’s plans in 1974 to delay plans of expropriation. The province started a formal inquiry into the Toronto Islands headed by Barry Swadron. The Islanders appealed to the provincial government, winning more time when the province agreed to act as mediator between the City and Islanders and Metro. At the same time as Hanlan’s Point was developing as a summer suburb of Toronto, developments were going on elsewhere on the Islands.
The same storm destroyed two hotels on the island. Ward’s Island was expanded by dredging. William E. Ward built the Ward’s Hotel and a few houses and rented tents to visitors. By 1913, the number of tents pitched had increased to the point where the city felt it necessary to organize the community into streets, and the tents eventually evolved into a seasonal cottage community. In 1938, streets were laid out to accommodate 31 cottages that were moved by barge from Hanlan’s Point. The residents were given the choice of either moving their cottages further south at Hanlan’s Point or resettling on Algonquin Island. At its peak in the 1950s, the Island residential community extended from Ward’s Island to Hanlan’s Point and was made up of some 630 cottages and homes, in addition to amenities including a movie theatre, a bowling alley, stores, hotels, and dance halls. If you’re going to an Entertainment Center bowling alley, go all in. In January 2018, arcade bournemouth it was announced that the Best Buy location at nearby Westfield Garden State Plaza would close and be relocated to the Outlets at Bergen Town Center property next to the strip mall. The majority of student activism at BGSU was peaceful and Bowling Green was the only public college or university in Ohio to reopen in the spring of 1970, following the Kent State shootings during anti-war protests.
The state leaned toward the Democratic Party from 1860 (when the Whig Party dissolved) to the 1990s, and was considered a swing state at the presidential level for most of the latter half of the 20th century. The former is mostly a residential area and the latter is public parkland. To the east of the Gap, the area of today’s Cherry Beach was known as “Fisherman’s Island”. Hanlan’s Bay was a waterway that has since been buried under the Toronto Island Airport runways. A community of about 300 homes is located on the Toronto Islands, concentrated at the eastern end of the island chain on Ward’s Island and Algonquin Island. By 1978, Metro Council had won several legal battles and had obtained writs of possession for the remaining 250 homes. On July 31, the community won the right to challenge the 1974 evictions, but the Islanders lost the challenge when the Supreme Court ruled that the city had a right to evict them. Islanders continued deeds to their houses and 99-year leases on the land. Originally, Algonquin Island was simply a sandbar known as Sunfish Island that was expanded by land reclamation operations.


BREAKING: Teachers College Votes to Remove Eugenicist's Name from Building
Edward Thorndike was awful, and Columbia named a building after him
Wednesday evening, trustees at Teachers College at Columbia University voted to remove Edward Thorndike’s name from Thorndike Hall, as his history of support eugenics, racism, sexism, and anti-Semitism became well-known within the college. This was part of a series of votes that previously saw the name upheld.
Edward Thorndike, who recieved a PhD from Columbia in 1898, made contributions to the field of comparative psychology. But as a report given to Columbia two years ago shows, he often applied his work and credentials in ways that contributed to a discriminatory environment at the university in the early 20th century. In a public address about psychology, he enthused about the first problem the newly founded National Research Council would address: “the problem of the mental and moral qualities of the different elements of the population of the United States. What does this country get in the million or more Mexican immigrants of the last four years. [sic] What has it got form Italy, from Russia, from Scotland and Ireland? What are the descendants of the Puritans and Cavaliers and Huguenots and Dutch [like?]; and what are they doing for America?”
During his time at Columbia, he once said of a candidate for Teachers College in 1902 that he was “a good man, but I am afraid that he is a Hebrew.” This played into a dark history at Columbia during the early 20th century that saw in effect quotas against Jewish students. This made Thorndike Hall’s physical closeness to the Jewish Theological Seminary all the more awkward.
The report that led to Wednesday’s decision was produced by University Senator Krystal Cruz, who was cited by Professor Barbara Wallace in an letter addressed to the Teachers College Board of Trustees. Professor Wallace echoed popular student sentiment that the building be renamed Dr. Edmund W. Gordon Tower, who peers describe as a “tireless champion for equity and social justice in education.”


Legacy, of the man and the name
The story of Palar begins with Palar Estate, a 300 acre land with cardamom plantation owned and cultivated by R.B. Balagurunathan Chettiar alias Minor Rajangam Chettiar a cardamom trader from Kombai, Theni in Tamil Nadu who sought to make a new chapter of his life in the hills of Idukki. When he first came to this new land in 1952, the place had hardly any agriculture and most place was either forests or grasslands.
The waterfalls in his new land inspired him to give it a name resembling frothing milk and thus he named his estate, Palar Estate. Developing the land and crops sustainably paved way to labour coming in from different lands, trade and small towns building up and finally to the village of Palar. In the aftermath of a major offset in his business and profits, some land was sold and some given to his labourers free of cost to settle in. And a village with life and people was built. Although Palar Estate is just a memory for many, the village retained the name and when we began our venture we couldn’t find a better name than Palar as it resembled our history, our story and the land at its best.


The running back position was once the most valuable position in football. Teams would only attempt 15-20 passes a game and let their running backs dominate the opposing defenses. As the NFL has evolved into a passing league, the running back position has evolved with. Backs became duel-threats in the running and passing games and today, it still remains one of the most dominant positions in the game. The rankings were determined by the following factors: career rushing yards and touchdowns, yards from scrimmage, pro bowls and first team all pro recognition, yards per carry and yards per game, and years played.
Stats & Info: (pro-football-refrence.com)


There have been almshouses in England for almost a thousand years. Today there are some 1700 separate charities in existence which continue to play a crucial role in providing accommodation for people of retirement age throughout the United Kingdom. The Prince of Wales is Patron of the National Association of Almshouses.
The Sevenoaks Almshouses came into existence in the early fifteenth century. They were established by William Sevenoke, who served as Mayor of London in 1418. Sevenoke is believed to have been a foundling, discovered in the town of Sevenoaks in the late 1300s. He grew up in the care of William Rumshed of Romshed Manor, near Underriver, and became a successful merchant who played a significant part in the affairs of the City of London which he represented as an MP.
We are the oldest charity in Sevenoaks having been in existence for almost 600 years and we are proud to continue serving the community today.
Mike Bolton, Chair of Trustees
On his death in 1432, Sevenoke left money to establish a grammar school and almshouses for 20 men and woman ‘in greatest want’. The original almshouses were replaced in 1732 by the present building now known as Sevenoaks Place, which was based upon designs by the Earl of Burlington. It is considered of historic importance and is Grade II* listed.
Account books detailing the management and maintenance of the Sevenoaks almshouses exist from the late sixteenth century, and provide a fascinating insight into daily life within the institution, giving details of payments to doctors, cleaners, seamstresses and others who contributed to the wellbeing of the residents. Firewood was provided and nurses lived in to care for the sick. Although these were town buildings, occasional references to farming reveal the close connection with Kentish rural life around Sevenoaks.
Paid Goody Smith 2s 6d week and allowed her 2s 6d more in hopping time.
Wardens’ Account Book, 1722
During the nineteenth century, census returns indicate that the almshouses were overcrowded, with some residents sharing their room with younger members of their families. Very occasionally a resident was reprimanded for disorderly behaviour.
It is ordered that Elizabeth Wallis who hath often been forwarned from keeping hennes and chickin in the Almeshowses and yett keeps them to the great hindrance of the rest of the Almespeople shall be from henceforth suspended from the receipt of any further pay.
Wardens’ Account Book, 1670
Over the centuries considerable changes have been made, including reducing the number of residents to 16 so that accommodation could be increased. An extensive refurbishment programme took place during the 1990s, when the Burlington Room was built, and further modernisation has taken place since 2007, including the installation of new bathrooms and kitchens.
The cottages in the Weald were given to the charity in 1832 by Multon Lambarde, a local landowner and JP, whose ancestor William Lambarde had brought the Sevenoaks almshouses to the attention of the general public in his work A Perambulation of Kent in 1576. The cottages adjoined Lambarde’s property at Panthurst Farm, and he intended them as accommodation for out-pensioners prior to their moving to fill a vacancy arising in the Sevenoaks almshouses. Lambarde Cottages flank the old village school house (privately owned), and like Sevenoaks Place, have been refurbished in recent years.


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The Royal Lineage Of Menhya
The Menhya Lineage is one of the five lineages among which the Kyabazinga(KING) of Busoga can be elected. Just like the other four royal lineages of Busoga our totem(Omuziiro) isEngabi at times called Empongo, a medium sized animal belonging to the bushbuck family, it is shown below. Click here to view the skeletal chart of the Menha Lineage.
At the time of establishing the Babiito Dynasty in Bunyoro Kitara kingdom alot of changes were triggered within the Bunyoro royal family. These led to the migration of Prince Menhya into current day Bugweri. When Kakaire Menhya arrived in Bugweri, with his sister, Kitimbo he became very popular with the natives because of his genouristy and good manners. He used to share what he had hunted with the locals. They therefore dethroned their reigning Chief Musuubo and established Kakaire Menhya as their "Mwami" Paramount Chief. Musuubo, had been notorious for asking his servants to place him on a swing and swing him all day. The name Musuubo comes from the word Kyensuubo (which means swing). Kakaire Menhya, then established the dynasity of Menhya(Menhya comes from the word Break, i.e. Somebody who broke away from Bunyoro).
The generations that followed were marked with both glory and dispute Kakaire Menhya was inherited by his son Kibedi-Menhya, who had twins both called Kirunda. When their father died, they each struggled to inherit him. Because, according to tradition, the oldest son was the one entitled to inherit the Chieftainship. At the time, it was hard to determine who was older than the other. A conflict therefore arose, resulting into two camps. One of Kirunda-Kireri and the other of Kirunda-Kiyuuba. Kirunda(Kirunda comes from the word Sheperd, i.e. Shepard of his subjects). Kirunda Kiyuuba, called himself the SUN (hence the name Kiyuuba-Lusooga for sun), that would burn his brother's supporters to death. Kirunda-Kireeri, called himself the the CLOUD(hence the name Kireeri-Lusooga for CLOUD). He claimed that as a cloud he would protect his supporters from the stinging rays of the sun. This therefore, led to a minor split within the lineage which mildly exists upto the current date. Kirunda-Kiyuba, remained to establish his headquaters in Nakibembe, while Kirunda-Kireri fled to establish his headquaters in Namalemba. Thats why some names like Nkutu are named by the Nakimbembe group, yet they don't exist in the Namaleemba group.
Kirunda - Kiyuuba was suceeded by his son Nkutu Nkutu was a reputable military campaigner. Kabaka (King Suuna) of Buganda took counsel from him on military issues (refer to BaSseKabaka ba Buganda by Sir Apollo Kaggwa). Nkutu took a Muganda lady for his wife. His name, Nkutu came from a mole like animal called Nkweto that lives in the ground and is hard to hunt. He was named so because of his ability to escape miltary assault from both his rivals at home and from Buganda. His name, was later modified to Nkutu. However,one time, his palace was surrounded by his enemies backed by Buganda and he was killed.
Mukhama suceeded his father: When then Arabs came to Bugweri, they converted the sons of Mukhama: (a)Dhakaba (b)Muwaabe (c)Swaliki Kiswiriri (d) Ausi Kirunda into Islam. Dhakaba established his chieftainship headquaters in Buwooya and Buyanga, while some of his brothers remained in Nakibembe (refer to the book "Islamisation of Uganda" in Makerere University Library). Dhakaba had 19 wives and 81 children and died in 1947. The British Colonialists, convinced the principalities of Busoga to combine and elect among the four royal clans one leader. The name of this leader was coined to be Kyabazinga meaning the one who combines. Nkutu I's grandson Zirabamuzaale Menhya was elected Secretary General of the Busooga Lukiiko. He became very instrumental in the coining of the first Uganda Consititution and was Member of Ugandan Legislative Council that flew to London in the pre-independence days to do so. He was the only non-Muganda to own Milo Land(located next to Lubiri i.e. Buganda Palace) in Buganda, given to him by Kabaka Daudi Chwa. A college, Zirabamuzaale Memorial College in Iganga Town exists in his memory..
In 1962, Uganda gained independence Mukhama's grandson, Shaban Nkutu served effeciently as Government Minister. He championed, the cause of Islam.He was also a determined and commited
Member Of Parliament. He was at one time, Chairman of the Uganda People's Congress (which was the ruling party at the time).
When Field Marshal Idi Amin Dada overthrew Obote in 1971, the Late Hon. Shaban Kirunda-Nkutu, unfortunately, tragically lost his life at the hands of Amin's soldiers about two years later and his remains were never returned to his people for proper burial. Before his death many Baisemenha
were terrorised by Amin's soldiers, whole villages of relatives e.g. in Buwooya were rounded up. Children and other Baisemenha who were also named Nkutu were locked up in cells and tortured. Many of these were stopped and removed from vehicles at nationwide roadblocks.
Though he knew of his impending death, he opted to remain in Uganda and be killed alone than flee and let many of his relatives to be killed on his behalf. His courage and braverliness is much respected.
It is said that prior to his death he held a Dua (Islamic Thanksgiving prayer) to prepare him for his death. Ironically, Idi Amin game him a personal, freindly visit, at his home in Busesa, about a week before he was captured and murdered. At a public gathering, later that day he(Amin) praised him for being a very good citizen whose examples every one should try to emulate
. He also praised him for being his(Amin's) good Uncle-In-Law. According to the Ugandan Newspaper, The Monitor of Saturday, March 15, 1997, he was taken in Amin's private study trussed up like a chicken. Amin allegedly prayed by his side then slit his throat, dipped his finger into the blood and tasted it. Family sources claim that fishermen later recovered his body at Owen Falls dam, on the River Nile. It was taken to Jinja Hospital Mortury where relatives viewed it. When one of them Hajati Sawiya screemed it was picked up by soldiers and might have been dumped at Masese near Jinja. Up to today he remains much
respected by the clan and all those who knew or heard about him from all walks of life he is so far the brightest light to come from the clan. To many he remains a role model. And a school Nkuutu Memorial Secondary School, in Busesa exists in his memory.
His paternal nephew Wanume Kibedi who served as Amin's Government Minister fled a few years later to London.
Mr. Wanume Kibedi's sister,Sarah Kibedi, Idi Amin's senior wife later fled the country as well after surviving an accident in which she was fatally injured. The accident was apparently plotted by Idi Amin. She now lives in England.
After the overthrowal of Idi Amin in April 11 1979, John Luwuliza Kirunda and Ali Kirunda Kivejinja were instrumental in the Y.K. Lule and Godfrey Lukungwa Binaisa's government that followed successively.
John Luwuliza Kirunda who comes from Kirunda-Kireri branch of the Menha clan, became the Secretary General of the UPC.
And after the General Elections held in Uganda in 1980, Dr. Apollo Milton Obote appointed him Government Minister of Internal Affairs. He was well known for being a close confidant to Obote and his right hand man.
He was widely feared nationally and in the Cabinet he was boisterous, shrewd, intelligent, charismatic,dynamic, hardworking, a man many would love to hate, he escaped an assisnation bid when a bomb thrown on the roof of his Ministerial car failed to explode.
It is claimed that this was a plot of his arch rival then Vice President, late Mzee Paulo Muwanga.
When Gen Tito Okello Lutwa, overthrew Obote, Luwuliza fled and is currently resident in Zimbabwe.He is well remembered for claiming that he didn't care wether the electorate voted him is as MP and that he only needed the votes of his wife, himself and that of Mr. (i.e. Obote) to make him a parliamentarian.
Indeed, he lost the elections and was nominated by Obote as MP. He always introduced himself as follows: "I'm Luwuliza Kirunda Minister of the Police, Special Force, Prisons, Secratary General of the UPC, Chairman JIK, those of you who want to commit suicide go on and those who want to cut off your heads go on" . This always sounded more funny when said in Lusooga.
His said not to have respected anyone else in the Cabinet apart from President Obote. He one time went into a hotel room, that had been ealier booked by the Chief Of Staff the Late Maj Gen. David Oyite Ojok and claimed it for himself. He alleged that Oyite Ojok as an army man should go and sleep in the bush. On his arrival, Oyite Ojok who was politically and militarily a mightier man, ordered Luwuliza
at gun point to return to Kampala and leave (Gulu Town).
John Luwuliza Kirunda who comes from Kirunda-Kireri branch of the Menha clan, became the Secretary General of the UPC. And after the General Elections held in Uganda in 1980, Dr. Apollo Milton Obote appointed him Government Minister of Internal Affairs. He was well known for being a close confidant to Obote and his right hand man. He was widely feared nationally and in the Cabinet he was boisterous, shrewd, intelligent, charismatic,dynamic, hardworking, a man many would love to hate, he escaped an assisnation bid when a bomb thrown on the roof of his Ministerial car failed to explode. It is claimed that this was a plot of his arch rival then Vice President, late Mzee Paulo Muwanga. When Gen Tito Okello Lutwa, overthrew Obote, Luwuliza fled and is currently resident in Zimbabwe.He is well remembered for claiming that he didn't care wether the electorate voted him is as MP and that he only needed the votes of his wife, himself and that of Mr. (i.e. Obote) to make him a parliamentarian. Indeed, he lost the elections and was nominated by Obote as MP. He always introduced himself as follows: "I'm Luwuliza Kirunda Minister of the Police, Special Force, Prisons, Secratary General of the UPC, Chairman JIK, those of you who want to commit suicide go on and those who want to cut off your heads go on" . This always sounded more funny when said in Lusooga. His said not to have respected anyone else in the Cabinet apart from President Obote. He one time went into a hotel room, that had been ealier booked by the Chief Of Staff the Late Maj Gen. David Oyite Ojok and claimed it for himself. He alleged that Oyite Ojok as an army man should go and sleep in the bush. On his arrival, Oyite Ojok who was politically and militarily a mightier man, ordered Luwuliza at gun point to return to Kampala and leave (Gulu Town).His uncle, Ali Kirunda Kivejinja, a great grandson of Mukhama I, had joined the first group of 27 people who followed Yoweri Museveni to wage a six year guerilla warfare that rendered the Obote II regime unstable and consquently, overthrew the General Okello regime that had been in office for not more than seven months. Kirunda-Kivejinja was Museveni's right hand man and campaigned to become a Member of Parliament for Bugweri in 1980 under the NRM tickect but was not accorded, the Clan support this embittered him very much. When Museveni took power in 1986 Kivejinja was appointed Minister. Subsquent years, meant that he had to become an MP only through the vote, eventually the clan gave him their support and is currently an MP for Bugweri. The NRM regime also saw the breif return of Wanume Kibedi from exile. He assumed the post of Ugandan Permanent Representative to the UN. He later declined the post of Ugandan Ambassador to the former USSR. The previous parliamentary elections also saw a new face, Tifu Dhakaba Wanguubo grandson of Dhakaba is the newest Clan Member to serve at national level, as a Member Of Parliament. *
The Menhya lineage is rapidly growing new children are born daily. Many from lands far away from their homeland. I've been inspired to set up this web page
not to intrude on any one's privacy.
To those who prefer to keep in touch with others. This web page will be a useful source of information to know your relatives close or distant.
To those who are busy with their personal affairs, this Web Page will be a useful source of information to know their origins.
I wish to add that the information on this Web Page will be constantly updated. To reflect new acquired information.
Efforts are in plan to rebuild all the historical sights our forefathers left.
Since tranditional and cultural values are being returned in Uganda(e.g. regaining Kabakaship e.t.c). The time is therefore ripe for descendants of Menha to take a leaf at their origins and impart that knowledge into their offsprings.
So that the offsprings may also know their roots. For some of us who have lived abroad for quite a while knowing and appreciating oneself's roots is an invaluable aspect of one's life.
It saves one from being prodigal or outcast or even a social misfit. The Menhya lineage, is based on the legacy left by its founding father KAKAIRE MENHA.
His qualities mainly stemmed around good manners and good neihghbourliness.
Much as many lineage members are very successful, there is still room for improvement. Some are high ranking Military Officers in the Ugandan Army like
Major Mubarak Nkutu, Brigade Commander of Nakasongola Battalion and son of Haji Aswin Menha, currently clan leader/elder, Ssabataka. Others are very prominent businessmen and women. Two of the most prominent ones include: -
Mr. Kakaire and Haji Khalid Nyende but the list is endless. The cost of maintaining this web page solely falls on to its publisher. It is merely an information site and may be later
on a cultural site.
The author is still trying to clarify on the following areas (a) It is claimed that the Menhya lineage is fairly small (b)The author is aware that the (i)The Baisengobi (ii) The BaLamoji (iii) The BaiseMenha are the three of the four royal clans in Busoga, which is the fourth? (b)The author is aware that Kakaire Menhya and his sister migrated to Busoga, but he vaguely remembers that they came with a brother, who was he and what became of him and his descendants? (c)The author is aware that King Nyamutukura of Bunyoro who is said to have reigned for a short time was the father of Kakaire Menhya, what is the authenticity of this? (d)There is lineage in Bunyoro closely related to the Bunyoro royal family called the Bagweri, was the name of the County (Bugweri) in which Kakaire Menha settled derived from the Bagweri clan? (e)There is another lineage in Bugwere (N.B. not Bugweri) which has a few names similar to ours. This clan is the royal clan of formerly Bukedi district and is said to originate from Bunyoro. The author would wish to know alot more about its history (f)The author is still putting together a bigger lineage chart of the BaiseMenhya. (g)All the royal lineage in Busoga are said to have started in Bunyoro. (h)The author encourages other peoples of Uganda to know their roots and welcomes the idea of adding his findings into a book that embraces all the clans of Busoga and Uganda at large. (i)The author notes that apart from Kintu, Kato Kimera the first King of Buganda is said to have been the brother of Lukidi Mpuuga, the first King of Bunyoro. Therefore, many royal clans of different tribes in Uganda seem to share a common ancestry, many of them with Bunyoro. (j)The author has deliberately avoided writing much about those that are currently participating in politics. I'm sure it is in there best interest. (i) The author will in future include the anthem of the Menhya lineage on this web page. N.B. Our tortem which is the tortem of almost all royal lineages in Busoga is in included in the Court Of Arms of Uganda. This is because the Court of Arms was designed at the times when Kingdoms were still in full force.
If you have any Questions call 001-613-224-6532 or e-mail me on Faisal_Nkutu@Hotmail.com or Faisal.Nkutu@Hotmail.com
*The Royal Lineage Of The BaiseMenhya was founded in the 15th Century. The founder of the Clan was Kakaire Menha. It is believed that Kakaire Menhya was a Prince, a son of the King Of Bunyoro. This Web site is devoid of any religious or political biases. It also does not entertain any political or religious canvassing. This web page will also display information regarding the tradition and values of the Menha clan. It will also show related interesting events and information. This web page will not serve to solicit funds of any sort.
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History of castle
Cabrad is one of the least-known castles in Slovakia. It was built aside from most of the main roads. The purpose of building a castle here was in the need to protect the road that lead to mining towns from the south. The castle is often mentioned as Litava in older litereature. However, the latest research showed that this name, in fact, belongs to another nearby castle that is now known as Deserted Castle. This confusion arose because the name was taken from river Litava, which flows both nearby Cabrad and also near Deserted Castle.
Anyway, the surrounding area was in possession of Ders from the Hunt-Poznan family since the 1256. Ders resided at Litava which was, however, later during the 14th century taken by Mathias Csaky. Litava became deserted before 1342. Sometimes at that time period, Cabrad castle was built. It had a better position and thus became more suitable than Litava which soon became known as Deserted Castle (and this name, in Slovak language Pusty Hrad, remains until today).
Cabrad was conquered by Jan Jiskra of Brandys and his Hussite army. They were able to hold the castle until Mathias Corvinus came here with his army and took it back in 1462. Cabrad was later, at the beginning of 16th century, given to Cardinal Thomas Bakoc. He invested a large sum in rebuilding and reconstructing the castle. His main reason was to make his residence look according to his status as he was the highest church official in Hungary. He built new residential and administrative buildings to change the castle into a suitable nobleman residence. This vast reconstruction and rebuilding took place in year 1520.
After Thomas died, his nephew Peter Bakoc inherited the castle. This made him one of the richest noblemen in Hungary. He changed his surname because of this. His family became known as Erdod family. However, the castle changed owners soon because of his sister’s marriage. It became ownership of Palffy family. However, in 1547, Cabrad was taken by bandit-knight Melichar Balasa. The castle became a bandit den, although it was taken back by a king’s army in 1548.
In 1585, vast reconstruction and rebuilding of Cabrad became. It was rebuilt into a modern very well-armed fortress. The main reason for this was a danger of Ottoman invasion. And Ottomans really came and attacked Cabrad twice. First attack came right after the reconstruction in 1585 and the second one came in 1602. Ottomans failed to take the castle in both cases. The castle soon changed owners. It became the king’s fief. In 1622, king gave it to noble Peter Kohary who was a successful anti-Ottoman fighter.
In 17th century, Cabrad was no longer endangered by Ottomans. It also survived all the anti-Habsburg rebellions relatively undamaged. However, the nearby road lost its importance. It was being swallowed by forest and castle became totally unimportant. In 1750, Kohary family moved to their newly built mansion in Saint Anton. Cabrad served only as their summer house since then.
Franz Anton Kohary set Cabrad on fire in 1812 for financial reasons. Since then, Cabrad was deserted and left to decay and today only ruins remain.