HomeMy WebLinkAbout06/08/2021@*a
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Meeting Location: Municipal Center
City of Apple 7100 147th Street West
Valley Apple Valley, Minnesota 55124
June 8, 2021
PARKS AND RECREATION ADVISORY COMMITTEE
SPECIAL INFORMAL MEETING TENTATIVE AGENDA
6:00 p.m.
1. Call to Order
2. Valleywood Golf Course Strategic Business Plan 2022-2031
3. Park Master Plan
4. Misc. Committee/Staff Communications
5. Adjourn
Future topics of the Park Master Plan for Parks & Recreation Advisory Committee review will
include:
Financing Option(s)
Miscellaneous
NEXT REGULARLY SCHEDULED MEETINGS - Tentative:
Thursday, July 15, 2021 6:00 p.m. (Informal) park tour
Thursday, July 15, 2021 7:00 p.m. (Regular)
Regular meetings are broadcast, live, on Charter Communications Cable Channel 180 and on
the City's website at www.cityofapplevalley.org
DRAFT STRATEGIC BUSINESS
PLAN 2022 — 2031
Valleywood Municipal Golf Course
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Apple
Valley
MUNICIPAL CENTER
City of Apple Valley
7100 — 147th Street W
Apple Valley, MN 55124
Golf Course
Valleywood Golf Course
4851 McAndrews Road
Apple Valley, MN 55124
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Apple
Valley
Apple Valley Administration
Tom Lawell —City Administrator
Ron Hedberg — Finance Director
City of Appl all lected 'GIs
Clint w - Ma- r
John rgma, Cou �ilm ber
OGory win - "' un tuber
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�� - hl - C ° ncilmember
fom I ncilmember
P f � s &eation Department
Jr" Zinck=Valleywood Golf Course Manager
clan Johnson — Valleywood Division Specialist
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Bruce Nordquist — Community Development Di r for R " n Browning — Valleywood Working Foreman
Chuck Russell — Fire Chief om DostaI — Valleywood Maintenance I
Jon Rechtzigel — Police Chief Dorene Perkins - Administrative Coordinator
Matt Saam — Public Works Director Michael Endres — Parks Superintendent
Eric Carlson — Parks & Recreation Di, ", " Susan Johnson — Recreation Manager
4r h.
2021 Valleywood Task Fob e `
Clint Hooppaw o,
John Bergman—tJ34
nal t'embeA
Brenton Sc wl Chaff 13hreations Advisory Committee
Lee Stro Past rr ks & Rfecreation Advisory Committee
Tom Law..Cityis for
Ron Hedberg in anc irector
Jordan Johnson =°wood Division Specialist
Jim Zinck — Golf Co {rse Manager
Dorene Perkins - Administrative Coordinator
Eric Carlson — Parks & Recreation Director
Brian Christianson —Arena Manager
Eric Carlson — Parks & Recreation Director
Parks & Recreation Advisory Committee
Brenton Schulz — Chair
Josh Gaffke —Secretary
Dave Freed
Noel Hammill
Lisa Hiebert
Mathew Hinrichs
Mark Schori
Valleywood Golf Course - Strategic Business Plan 2022 — 2031
Executive Summary
The Parks and Recreation system includes a diverse range of facilities and activities designed to
appeal to people with a broad range of interest and levels of ability not only in the city, but in the
region. In addition to being real estate with a significant dollar value, public park land provides
recreational facilities and open space that improves the quality of life for everyone who lives in,
works in, learns in, and visits Apple Valley. As Apple Valley becomes increasingly developed and
more densely populated, the importance of open space and green areas wily ecome more and
more elevated.`
The City of Apple Valley's municipal Valleywood Golf Course providevaI i le ope .=t ¢fie and
recreational benefits in a city that has seen its population grooAgg
m abou ;16,200ople, in
1976 when the course was first opened, to a population of aoxrn ely 5 ,5residents in
2021. The course is ideally located in the northeast corn f tf,com nitmongst rolling
hills, scenic ponds, and mature trees.
The Valleywood Golf Course Strategic Business Jan has been �eat as a tool to guide the
Jcourse into the future. It will be used as a re�ur in 0 vidi� a recreational, financial,
operational, and capital investments of the ghe Plan utilizes the City's 2040
Comprehensive Plan Vision for the FutuKeys to Suess ats foundation.
Valleywood provides a family -oriented' ctiw yQ° t appeals to all age groups with a wide range
and levels of physical ability. GQ s a no y ntac sport that provides healthy outdoor physical
opportunities. This municipa�ty provides elitist sport and serves a diverse population.
It also provides job oppo, unitie� .outh development through its lessons, and community
3
building through tournar tints and pu fic meeting space.
ri" pant e ironmental asset with 190-acres of open ace with mature oak
Valleywood is an i oaf p p
trees. The course an ft�cy r uire on -going investment to preserve and maintain it into the
future. Th oa�41a1*g1n its policy priorities to balance the objectives of public access,
outdoor re c atioll, al oppgrtunities, equity, environmental and habitat protection, open space,
A A G
and
rjpe 1J zxesp Si e a icial management.
Public Arks doot 1pically return any significant revenue to offset the capital and operational
investe by the City. Their value as a city asset is weighed through community
opportunity' F se and for their aesthetic quality. However, as a "park" in the park system,
Valleywood not only provides these benefits but also generates revenue.
Integration and monitoring of Key Performance Indicators (KPI's) on a monthly basis will be a
valuable tool to help management staff react to the financial performance of the course and
adjust strategies and decisions in real time. As Business Management Consultant Peter Drucker
once said "If you can't measure it, you can't improve it". See the appendix for greater detail.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 2
Key takeaways include:
• The course should generate enough operating revenue to cover operating expenses
• The course will need $150,000 annually to assist in future capital equipment replacement
and capital improvements needs
• The course should operate the food operation as a "deli"
• The course should operate the beverage operation with a full liquor license for golf,
events, and banquets
• The course should utilize professional caterers to provide food ser for events and
banquets that utilize the facility
• The City will need to retire the existing capital and oper"", ion debt AiFh totals
$3,750,663�F'
• In 2022, the City should invest to replace the irrigation sy�"gem,, rove he..e iving range,
replace the existing cart paths, install a monument saw boar ign other minor
course improvements to help reduce operatin xpdifi s a increase revenue
potential.
If the City can reset the financial structure of le oodOl'i, mgi V�'Iep course back to zero and
invest a modest $150,000 annually into this par t
Valleywood should be able to serve
the community and the surrounding ar.-a for gene��tiono come and its value as a public
resource will continue to increase.:
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History'
Valleywood Golf CourseCFL�,_
�vides'*pan 18-hole championship course, 30 station artificial turf
mat driving range, 55 baoperate olf cars, two practice putting greens, golf pro -shop, food
& beverage service inclU V full li� r license, and banquet space for large outings and
receptions with a s $5 so or patio and shelter. An estimated 50,000 — 60,000 people visit
Valleywood Golf Co V e . "n a M al basis through rounds of golf, use of the practice facilities
(putting d and business/social functions hosted in the banquet/event
facility.
Then' itial in � t�t in the land purchase and golf course construction was approved by the
voted, Apple allin November 1973 through a $1,470,000 bond referendum. The first
nine hole ' od s back nine) opened for play in July of 1976. The second nine holes opened
for play in t, ,"z ° ring of 1977. The golf course was known as Lebanon Hills Golf Club until 1983.
A refurbished warming house was used until a clubhouse was constructed by Dakota County
Vo-Tech students and moved to Valleywood in 1980.
The first identified Valleywood Business Plan was developed in 2008 and updated in 2011. It
was based on assumptions that the golf market would remain essentially stable, competition
from other courses and the current facility at the time limited opportunities for increased fees,
and food/beverage service in a new clubhouse could generate significant revenue. The
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 3
Business Plan was created largely to anticipate the impact of the construction of a new
clubhouse facility which was desperately needed. Anticipated increases in greens fees, golf car
rental, merchandise sales, food & beverage, and the number of rounds played were not
realized.
A Clubhouse Task Force consisting of staff, City Council members, and Parks & Recreation
Advisory Committee members was formed in March of 2011. By recommendation of the Task
Force and support of City Council the current clubhouse opened in the fall of 2012.
The 2019 Golf Course Task Force consists of staff, City Council members and nd present
Parks & Recreation Advisory Committee members.
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 4
Study Purpose
The goal of the Task Force has been to review the operational and capital needs of the course
and to develop a business plan that will outline the recreational, financial, operational, and
capital investments needed to move forward with Valleywood Golf Course. Through extensive
review of the last 10-years of operational performance and capital needs of the course, the plan
defines the expectations of Valleywood for the next 10-year period.
Objectives:
• Develop a 10-year business plan for Valleywood golf course
• Identify operational efficiencies and recommendations for im ,ro�iemen`
• Recommend means to improve revenues and decrease co s A rv<
• Position Valleywood as a leader in the service deiivery,oT pc go sz
Scope:
• Conduct a comprehensive evaluation of Valleywood's golf operations
• Conduct a thorough evaluation of the financial performance of Valleywood
• Develop strategic recommendations for operational and financial efficiencies and
enhancements
• Provide a final report including the analysis completed and recommended avenue(s) of
action for the golf course
• Present findings and recommendations to the Task Force, Parks & Recreation Advisory
Committee and the City Council
WII�, 4 v
The city's municipal gol , ,urse prove s a unique recreational opportunity for Apple Valley's
residents and visitors to t0 unitne of the Apple Valley Parks & Recreation
Department's primQS.AbjectH s is to provide affordable facilities that ensure a variety of safe
and enjoyable outdo"f NNE' �tid`1opportunities for community residents, patrons, and
visitors. T `"`11,11, �
� ur � Y f g�aized as an important open space asset providing much
needed grep EAK in t�ysuburban environment. It is managed with environmental
p . r= g
nurse has invested in batter golf cars and maintenance
stews in rn nd. h Y powered
equl fk ent to01-dits overall carbon footprint and has invested in GPS spraying equipment to
reduce'°fie oveMI use of chemicals on the course.
Valleywood recognizes the opportunity to provide a valuable recreational asset while generating
revenue to support the course and its operation. Golfers understand the notion that there are
fees associated with the privilege to play and there must be a willingness to pay market -rate fees
in exchange for a quality golf experience. It is necessary, however, to maintain and improve the
course in such a way that the users are content paying the fees it takes to keep the course
operating.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031
After reviewing the 10-year history of the courses Key Performance Indicators (KPI's), the 2022-
2031 Business Plan takes a conservative approach in the forecasting of future revenues and a
realistic approach in estimating future expenses. The financial forecast is based on:
• 30,000 rounds of golf annually which is slightly below the 10-year average of 31,380
• 155 days of effective golf days defined by temperatures between 50-90 degrees not
interrupted by more than 50% of the day by rain, frost, or snow which is below the 10-
year average of 167-days
• Anticipates a 3% per year increase in wages and benefits 14
• Anticipates a 1% per year increase in operational expenses (no ,��� �udin
g
purchases) Aoki, 1111 {
• Assumes greens fees will increase by $1 per round each WW .."r the n xt 10 y(fpfs
• Anticipates 40 banquet facility events per year by year 2 4�4 why rep s ` s 40% of
the Friday/Saturday evenings in a year,y,
• Banquet and event food service will be provided bya catie�eehn expertise in food
preparation/pricing, and the staff to service the event
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• Assumes the City will fund a new irrlgatl �� sy-I em ar�rela�dourse improvements in
2022
• Assumes the City will relieve the golf course o s rlortperating deficits and capital debt
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(clubhouse, parking lot, sanitary,�l ewer)
• Establishment of a Vehicle E ui rtae .&OR q p acement Fund (VERF)
1
• Anticipates a transfer off-,�50,000o-uallj o help balance the capital needs of the
course so the fund wil - e in a negat osition in the long term
Past Capital and 010ating Debt %
Balance of Clubhou! bt lubhous arking Lot, Sewer Connection)
$2,339,650
Balance of O .piing D '<
$1,411,013
Capital Equip n°' ses
Part of VERF
Golf Q�X" "ease L,
Part of VERF
Rafjge Pic ` Leas` ' EW
Part of VERF
Sub` u0l
$3,750 663
202 . ,urs mprovement Projects
lrrigatid yst�6
TBD
-Cour - Improverents (forward tees, bunker removal, #3 fairway, driving range)
TBD
Ex's==". Oa7t Path Improvements
TBD
Mess'Board/ID Signage
TBD
Golf Course Architectural Study
$15,000
Sub Total
$2,000,000 - $3,000,000
Total
$5,750,663 - $6,750,663
APPVdHeY Valleywood Golf Course - Strategic Business Plan 2022 — 2031 6
Municipal Golf
The three general types of golf courses are private country clubs, privately -owned public courses,
and publicly -owned courses opened to the general public — municipal courses. Perceptions of
elitism in golf stem from the images of private country clubs and high cost privately -owned public
courses.
Municipal courses are owned and/or managed by a city or county. Historicall the courses set
up as enterprise funds are intended to cover that full cost of providing the se , t >e. It's just in
recent times that history has proven that they can't. Municipal courses. _ ne -II ve lower
e green fees than privately owned courses, but not always. Preference b , tee tim d
prices may be given to residents of the city or county over nonre ts. Alt' '. ugh m ipal
golf courses may earn money, cities and counties typically do no, ,have ' rofi o 've. The
primary mission for municipal golf courses is to provide re, . b1 rice cr on for local
residents. Municipal courses use their revenue sources to1pay C1111- - nance of the
course and facilities, including staff salaries.
401
Public Benefit w
v
Valleywood golf course averages 30,0 ,Y rounds�Jpgo`I` typical golf season. An additional
11
20,000 — 30,000 people visit the cours . f4 .riety of reasons such as golf practice, driving
range, lessons, purchasing mer Ib` Indise, icipa ng in a non -golf event, etc. The course also
employs area youth and q providin life skills and employment opportunities.
Valleywood hosts many ities tf are not rounds of golf such as:
• Events and,oarties
• Memorial se .
• Train'. corp tot ;&',etreats, and other business activities
• Char: v a xciv�bs a events
• rnM etRV
Cu �e .l of r nts d concerts
,.
ross- m: y skiing and dog walking
r
• C .,,ss-co qtry running events
Valleywood alf Course provides 190 acres of parkland, tree canopy, wildlife habitat, and open
space. Key 7 of the 2040 Comprehensive Plan's Keys to Success specifies Sustainability. It
recognizes Apple Valley as a MN Green City and that the community's natural amenities need to
be respected and managed. For comparison purposes, Valleywood is the largest public open
space in the city's entire park and recreation system representing 21% of all city public park
property. As a city asset, it provides not only green space, but economic opportunities through
employment and youth development through its full slate of lessons and programs.
4p°�� Valleywood Golf Course - Strategic Business Plan 2022 — 2031 7
As one of the few occasions to provide recreational opportunities and to generate revenue
toward the support of its own financial needs, the golf course is uniquely positioned. It is
necessary, however, to maintain and improve the course in such a way that the users are
content paying the fees or they will exercise their option of golfing elsewhere in the Twin Cities
area.
Given Valleywood's public benefits, it should be understood that not all of the needs of the
course can be supported solely by the golf operations on the property. Aublic resource,
Valleywood plays host to numerous activities at a reduced or on a no fee bias b, Examples of
these include four high school golf teams, Minnesota State High Sc ague ,5HL cross
country running races, District 196 Nordic Ski teams, and numerous High Schilol banqap
r��
Valleywood provides a distinctive recreational opportunity for re ,ident nd�i�i ors. Key 2 of
the 2040 Comprehensive Plans Vision for the Future Key#ccs callsut A Great Place to
Live with neighborhoods of enduring quality and characteflffl,
4N1,1hy nd safe places well
connected to parks. One of Apple Valley's primary objectives is prove a affordable facilities
that ensure a variety of safe and enjoyable ou�J ecrea�jnal��rtunities for community
residents, patrons, and visitors.0
IN ,
Key 5 of the Comprehensive Plan's Ke Success, ses ple Valley's parks are not seen as
01
individual entities, but as part of a brpader tntrconn�ed system that provides a suite of
attractions and amenities. The ity is o�rnit V to providing the resources to maintain and
improve the city parks. Valley,,op! 'd serves nee s of people from 8-years of age to 80+ years.
The course was named the nnpta Golf Asso cation Club of the Year in 2015 and maintains a
strong Youth and Juniorm ogram. At ditionally, Valleywood is a location for recreational and
1�
competitive league play & wo en, ri% and seniors.
As a community re
through gol �'O."o r
for Kids Pr ram
suppoe�1'j
go
cod continues to seek means to address social justice issues
rse offers a golf club giveaway each year known as the "Clubs
nd tributes about 30-40 retrofit golf clubs for youth. This in turn helps
*Corse" program. Other occasions to be explored may include a golf
would provide lessons to underprivileged youth in the community
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 8
Golf Market
The purpose of this section is to better understand the context in which Valleywood operates.
Typically, a market profile describes the attributes of a target population (customers and/or
potential customers: including demographic, socioeconomic and psychographic factors). This
information can be used to evaluate direct benefits of the program, the effectiveness of
marketing and outreach, and trends that impact the success of the course. Demographic and
socioeconomic profiles of the course users are limited. The course does not collect age, gender,
and zip code data when conducting customer check -in and surveys; and, no o w; socioeconomic
or demographic have been collected by the City. In light of this data k it iio ', . is summary
relies on information from the National Golf Foundation.
In its 2021 Golf Participation report, the Nation Golf FoundatioVdenti �� d here are 24.8
million golfers in the United States down from 26.1 millio . in 2`0. I�'.. na��. e on -course
golfer demographics include 24%female and 76% male. n �t, o s to i ome, 65% of golfers
make $75K or greater and 35% are making less than $74Ka Th y ra'emographic breaks
down to 42% being 50 and older and 58% under the age of 49. -ore olfers, those playing 8+
rounds annually, has remained relatively steadymill: du . `he last ten years.
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The NGF 2021 Golf Facilities report shows ther0 municipally owned courses as of
January 2021 (107 in MN) and there we. 10.7 course 18� le equivalent) opened in 2020 and
that 193 courses (18-hole equivalent) c sed.
The National Golf Foundation �orts r�°°flsw� up 1.5% nationally in 2019 but 25 million
rounds below 2015. Nearly $gthe round in 2020 were played at public golf courses.
The Twin Cities metro ar,-,.r, rank` the 12th largest metro market in the United States with
410,000 golfers.
Valleywood is the %,j olf .ility within the city limits. A comprehensive listing of area golf
facilities can be fount, rid ap° ndices at the end of this report. At times, this report uses a
few "neigh s a M because of our familiarity with their operations and with how
each city h' uan ed t it individual financial performance.
¢Fu^v
Valleywood
Inver Wood
River Oaks
Eagle Valley
Cou ',Opened` -; <.
1976-1977
1992
1991
1998
Age o U rse
44
29
30
23
Course Aci' ..
190
235
220
225
Holes
18
27
18
18
Clubhouse Size (stjuare feet)
8,000
3,200
1 9,000
4,500
Food & Beverage Operations
Banquet/Deli
Deli
Banquet/Deli
Deli
Two Year Average Rounds Played
30,800
40,000/Champ
25,000/Exec
37,100
37,300
Two Year Average Revenue/Round
1 $32.84
$29.23
$51.13
$43.89
Woodbury retired $3,000,000 of outstanding debt with "City" funds
Cottage Grove retired $2,200,000 of outstanding debt with "City"funds
Inver Grove Heights retired $2,000,000 of outstanding debt with "City" funds
""vo�� Valleywood Golf Course - Strategic Business Plan 2022 — 2031 9
Golf Course Staffing
Valleywood has 2.0 benefited full time equivalents (FTE's) in the clubhouse portion of the
operation and 2.0 benefited FTE's in the maintenance portions of the operation. Valleywood is
complimented with the equivalent of 6.01 FTE's (approximately 40 people) of non -benefited staff
in clubhouse operations including food & beverage and 3.85 FTE's (approximately 20 people) of
non -benefited staff in maintenance operations. Staffing in the clubhouse and related services
will need to be monitored closely to ensure effective customer service while 17 efficient with
staff time that impact the course's bottom line. Like most businesses functi, L. wages, staff
recruitment and retention will remain a challenge for Valleywood. Fi-,,, ugh ff early in
the season and late in the season are the most challenging for.the�cours much "' other
portions of the Park and Recreation system.
Valleywood's golf lesson program is currently provided by to a', Iqd outs�iide�g if professional.
Registration fees are split 80% contractor and20%golf co r s e.� �utur� deration should be
given to migrating this position to a paid staff"position to guaran` e tl�e continuity and integrity
of the program. This would also bring 100% of t� flqg r ren e � ouse. The program will
also benefit when/if the Parks & Recreation Dept nt hires a marketing staff person to help
promote and market all of its programs and faciliti
F
Golf Course Clubhouse & ta�
N
AN
The public area of Valle ood Oil house is 8;000 square feet. Having knowledgeable and
friendly customer servic}staff at t(isro shop counter is important in building the course's
customer loyalty base Its ���one oe course's best marketing opportunities. Hiring and
retention costs, all, gbwith vk intenance of the buildings and infrastructure are important
consideration when an c3u , n dget evaluations. Trends indicate approximately $15,000 is
spent ann"MsM U ina t he HVAC system in the clubhouse and the overall clubhouse
operation is �imat�y $100,000 annually.
�Xubho
The�d�wasened in 2012 making the building 10 years old in 2022. Attention must be
Ilk
givek�at ne fut re for the replacement of some of the carpets, tables/chairs, etc. As the
facility co Inue o age, long term and bigger ticket items will need replacement, items such as
roofing,wind s and mechanicals. Setting u a capital equipment re replacement Ian funded b
� g p pp p Y
revenues from course operations/transfers will be necessary to maintain the quality and integrity
of the asset.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 10
Golf Course Rates
Greens fees will need to be evaluated and adjusted annually over the 10-year timeline of this
plan. For those more avid golfers, the course offers season passes at varying levels of
participation. Tournament golf packages are structured to encourage large group events. These
too will be periodically evaluated for relativity. The use of discounting rounds should be
discouraged in the future. Valleywood should work with ISD 196 to establish a golf team rate for
each round of golf played at the course to help with revenues and manage age of the course
by the high school golf teams.
Golf Course Food & Beverage
Golfers expect to be able to purchase on -site food and b rae� ti ;chile visiting
� g g
Valleywood. With the construction of the clubhouse and e:, �na, t� 'aity,�, e c ay found itself in
the food, beverage and related banquet business that it wa- not II a >': to manage. While
staff worked hard to run a successful operation the clubhoe I , out and location as a
"destination" restaurant venue did not prove vii
While hiring a professional restaurateur in 2018 was°` „po ''' e move to allow city management
staff to concentrate on golf, the effect IM"he CO-1 a mic impacted the vendor's ability
to stay in business. Through trial and er qr e rie, st- elieves the best play for Valleywood
is to provide a simple food operation t rna'b.x�.e best described as a concession stand/deli
complimented by a beverage ziationwhio cI�des full liquor service. By eliminating the need
for experienced cooks an.-sery staff, Va"ey ood can reduce staff costs and maximize
potential margins. Thl' -'level of ration should prove successful with a net profit to
Valleywood's bottom Iine.k
To maximize the pro j�a f:, Qij%se of the banquet space, Valleywood should consider issuing
a Request f : osa Flist of third party food caterers. Those caterers could be utilized
in the facile � soff-s Ifood preparation service, bringing the food to the facility and serving
the m �s�J outings, banquet(s), and receptions. Any vendor agreement should
stip tfi'ntains a percentage of the food sales and 100% of the beverage and
liqurtion the events and outings. The course should maintain a list of approved caterers
for priv�d . fun ons to select from and should be easily amendable to accepting additional
caterers as I . " exist.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 11
Golf Course Maintenance
No professional golf course construction services were engaged in the building of the course back
in 1974-76. In fact, to help offset costs the topsoil was sold off from the front 9 holes prior to
constructing the course. As a result staff has spent many years improving the course playability
and turf conditions.
Continued daily maintenance of the course is critical to the on -going growthrand position in the
golf market place. Maintaining well trained and educated staff in turf maint'° Y ce, equipment
maintenance and repair are important. The tees, fairway, bunkers, an RIN
MV,
gen ar a "product„
that people come to play and the condition of the course must be mai in at a hig �k ,lity to
continue to be a viable course in the future. In reality it is the co ,p
n of thecourse tt makes
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people want to return (or not) to Valleywood. The maintenar�e net of�}ierurse will be
challenged in the future by the ability to find quality - onN staff perm the daily
maintenance.
Golf Course Capital Im rovement s
41,
p p
Current Debt from Past Capital Investments f
The capital needs of Valleywood inc d°e current bt elated to the construction of the
clubhouse and banquet facility, paM"" lot up, "de sanitary sewer connection. Past
experience has proven that it is urealisf i Oft. expect that revenues generated solely by golf
wqg
activity will be enough togppiver the ge eras operating costs and these past capital
investments. The amount,`f�reV e potential i capped by the finite number of available tee
times multiplied by therarket govel�ed rate per round charges. The performance since 2012
la
has effectively not produC rynuesficient to retire this capital debt related to clubhouse
TM, AN
construction, currffl, l sho r a balance of $2,339,650, needs to be funded by other city
financing sources A'- f �ti "his past capital inter -fund debt will need to be implemented
using alterq 7Wity fining sources.
Co40 rail" should be given to convert Valleywood's budget from an Enterprise Fund to a
Gove pentall undA Doing so would relieve fixed assets, depreciation and long term debt
balancesd pIgvide for a clearer picture of the courses financial performance on a cash
basis. The
pent of equipment leases would be included within a VERF account which in turn
would be funded with operating revenues. The VERF charge is an operating expenditure of the
operating fund of the course. The strategy assumes that the Golf Operations would be converted
to a governmental fund for accounting purposes.
"�n�v Valleywood Golf Course - Strategic Business Plan 2022 — 2031 12
Enterprise Fund
Governmental Fund
General Fund
Cost Recovery
Full cost recovery
Partial cost recovery
Partial cost recovery
Transparency in
High level
High level
Moderate level
Reporting
Ease of comparison to
Ease of comparison to
More difficult to
prior years
prior years
compare to prior years
Accountability
Independent fund
Independent fund
Blended with GF less
assists in accountability
assists in accountability
focus on balance
New Irrigation System
The most pressing capital issue needed to allow Valleywood to succes<<< contito operate
as a municipal golf course is the replacement of the course's automat'' d itF ation sy 'P . The
system is over 40-years old and has far exceeded its life expec Loss the sy m could
mean catastrophic loss of turf. The anticipated investment st b,,curxproved, and
implemented prior to the 2022 golf season. This invest b is r�tical�i r `ng the asset
Valleywood provides to the greater Apple Valley comn x nity Si r the debt from the
clubhouse, parking lot, and sewer connection, the financing of t irrig system must come
from other city financing sources.
F,
Each year it is estimated that staff spends appro Fa f�: `.,0 — 500 hours repairing the existing
system. This staff time can be redu - /eliminate an r redirected to other on course
improvements. While we can't be exa we estir 'e current system is leaking 25% of
the water pumped and spraying close t .n 5% of water into adjacent ponds and wooded
areas. Key 7 of the 2040 Com.. hensive ~a n'on for the Future Keys to Success regarding
Sustainability addresses a tY % ued com jnt to maintaining natural resources and
o-�,0-v
improving the efficiency � lcomm Jlty facilities. We can anticipate a savings of approximately
,�.
40% in water usage wit` new irrig n system which will result in saving 6,500,000 gallons
annually or enough,, o fill teywooeservoir three times.
r Inver Wood Valleywood
24 44
$ 1,200,000
$2,000,000
of cart paths is necessary and in the future, a continuous path
eliminate weather related cart restrictions as well as greatly
reduce the wear and tear on the golf course due to general day to day cart traffic. The benefits
are tri-fold. This would offer additional revenue opportunities, reduce repair costs, and would
especially benefit older golfers who are making up more and more of our demographics.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 13
Bunkers
The golf course has 10 bunkers and 1 practice bunker covering approximately 12,500 square feet
with sand. Valleywood should consider adding a few bunkers that would be strategically placed
to actually speed up play by stopping balls before they go into the water/woods.
Tee Boxes
The golf courses tee boxes have all been rebuilt over the last several years. One tee box located
hole #3 will need to be addressed by fixing the deteriorating retaining wall and lowering the
upper tee prior to the construction of the new senior co-op being proposE�?_n the corner of
McAndrews and Pilot Knob. Consideration should be given to building forwar� e� on a number
of holes to help make the course more attractive to youth and female
Layout Changes
Prior to replacing the golf course irrigation system, a professio-na ' olf co%use a�} 1 ct should be
hired to look at the course for opportunities to improve
locations/size, forward tees, #3 fairway. Recommended in
Md driving range
be prioritized and
considered especially if they may help improve the revenue gtner ted at the course. An
estimated investment in a golf course architect i�ipated�o e000.
Driving Range P.
The netting on the driving range has suYAM
ned age r l d d mage and will need to be replaced.
More substantial recommended impro mertohe drlrng range including new poles, netting,
and a realignment of the artificiarW- rass t o irrV ve revenue potential.
AN
&_
Inver Wood Valleywood
ggg
Driving Range Stations 40 30
Total Size Driving Range (acre a
v � �, `a 9.5 6.0
Depth of Driving Ran&& rds) 270-330 150-270
Vk.
Two Year Re7tAverag
Rang"evel /Round
$ 148,000 $ 59,000
40,000/Ch a m p
25,000/Exec 30,800
S 2.28 $ 1.92
At some point it will be necessary to consider improvements to the maintenance facilities on the
property.
Main building - including an equipment lift, grinding room, chemical storage room and
pump house. This building was constructed in approximately 1975 and was re -roofed and
re -sided about 15 years ago.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 14
Caddyshack — the original clubhouse (refurbished warming house) used as staff lunch
room and meeting area. Has no running water but does have heat and a window AC along
with a water cooler and refrigerators, microwave, etc. Has been re -shingled and re -sided
a couple of times over the years.
Pole barn - Used for equipment and supply storage. Approximately 25 years old
Driving range pole barn - Houses range picker, ball dispenser machine and is used for cold
storage of benches and other items during off season. Approximate, , 5 — 18 years old
and currently in need of re -shingling.
Maintenance Equipment
�_ a
Purchases of capital .maintenance purchased equipment fro I� r7 - 2 0) which has a
remaining lease balance of $177,964 as of December 31, 2020, r a ens er, chemical
sprayer, and a reel mower will be a part of the Valleywoo ipme���X R lacement Fund
(VERF).
The future capital needs of the course related purch e o A&ntenance equipment will
need to be kept up to continue to improve go[ ou"'� ello d -citions�:' Sustained replacement of
maintenance equipment is a must which will all owu °'o i ,.ease daily fees and strengthen our
market position.
Key 11 of the 2040 Comprehensi Plan o cess expresses the City's focus on Technology
and Innovation. As much a 2grfacticable w ey zlod should look at purchasing autonomous
fairway and greens mowir equijY Whe Merating autonomously, the built-in detection
capability ensures avoi x ce of ob cIes. After defining the mowing boundary, a variety of
mowing patterns can be �. Thd�1owers operate consistently for perfectly straight lines,
even in conditions °i . - Poo sibility, and during the cleanup pass. Valleywood should take a
...
close look at this up s d agriin "'1,uipment and technology to see if it can help be more efficient
and reduce i n g apclpm�, sts.
Gol
Cu gWca reider a 42-month lease (4 seasons) for purchase ending in November
2024,�uth a $ 0( ayoff at year five. The course should plan to keep the fleet of 55-golf cars
for 8-10 °bars ich will require an investment in new batteries and training for maintenance
staff to ad '. ssues that will no longer be covered under warranty. This will allow the course
to save approximately $15,000 in interest payments annually.
The recent purchase of 55 new golf carts and a new range picker total another $182,980 which
will be a part of the Valleywood VERF program.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 15
Recommendations
I. Branding and Marketing
A. Brand Valleywood as a city owned municipal course so that the public sees it as owned
by the City of Apple Valley with public benefit and access opportunities with potentially
renaming the course "Valleywood Golf Course and Event Center"
B. Support Valleywood and golf as a key quality of life recreational program offered by the
City of Apple Valley similar to other recreational offerings provided bje city
C tirk
C. Enhance marketing, outreach, and partnerships to improve participati, nil, ,rograms and
OF Iffih
services offered at the course
a. Consideration should be given to installing electronicgital i��Ohnumen� n(s) at
gga ..
the entrance to the course on McAndrews and/o� dot Hot ob
i. Additional electronic signs should be con�dere ltv,
r Parks and
Recreation marketing approach t 6f all b "connected" as a
marketing strategy across the city at I°�atio�� as the Municipal
wsl "
Building, Apple Valley Community Center, Redwood Park, and Johnny Cake
R
Ridge Park
OR
b. Invest in a Parks & Recreation deO tmknt wee posi ron that would be dedicated
Y� p
to marketing not only Valleywood, buthkark and recreation offerings in the
community (AVCC, AVF AVSC, AV A„ar�and recreation etc.)
c. Consider partnering wit rap v es na[ Marketing firm with experience in golf
course marketing end ever fan gets
d. Develop a defir�01f,"Kmarketingn
D. Develop a customer�servioraining pror�m for clubhouse and food &beverage staff so
exceptional custiers servic �s provided to all patrons of the course
E. Consider hosting;; ggl I ?agu .,such as bags or lawn bowling in the summer months
for adults tg& likeTWuld patronize the food & beverage service provided in the
-w
clubhouse �, 1 %
F. Eval aost16 i ,o It leagues in the non -golf season for adults that likely would
patrnizie fo� beverage service provided in the clubhouse
G. „luacuition of golf simulators to generate off-season revenue
111. Up s „_des/ffi air
4
A dule 11replacement of the courses irrigation system for 2022 to include the latest
tecgy and maximize water conservation efforts. This will need to be paid for using
a funding source other than Valleywood.
B. Enhance the entrance to the course to provide a good "first impression"
AVPVj, Valleywood Golf Course - Strategic Business Plan 2022 — 2031 16
C.
I
Support Valleywood as an environmentally sustainable open space program in the City
a. Use permeable pavements when practical
b. Use native plantings in non -course play areas where practical
c. Integrate storm water detention with water hazards and rain gardens where
practical
Maintain the course using established Best Management Practices (BMP's)
a. Chemicals
b. Pesticides
c. Water Conservation
Pursue grant funding for sustainability initiatives such as rain gardens, 4 ab'�t restoration,
and water quality improvements
Prioritize repairs to ensure facilities are safe, maintain anNt safety sCs are
addressed R
Explore sharing seldom used equipment with neighboring unic . l goarse(s)
Utilize sharing of equipment with other city depar a ,
Replacement of the driving range poles/nets will be necaryl
III. Financial
A. Enhance monthly reporting
a. That divides the operations into
beverage, building main �:'ance, k
compares the previous V. o
budget j
nits (i.e. golf, pro shop, food &
eptions, course maintenance) that
ce to the current year and to the
b. That outlines erformandF indi ;tors such as playable weather days, rounds
played by c ,..� or ��venue per a rid, etc. that compares the previous two years
perform to the cwl .ent year and to the budget
B. Set a realistic finjal < wl th olf course cash revenues should exceed operational
F.
G.
H.
1.
expenses, at f ork td . 'ards a goal of revenues covering a portion of future capital needs
with an ulti[Th A : I of` enue covering all capital needs
Esta � 0 _alle o governmental Fund
N ort, resp`- sible or depreciation, fixed assets, and long term debt
b vod es in excess of expenses in a separate golf course fund to be used
foature perational and capital needs of the course
vex ,,p a Valleywood Vehicle Equipment Replacement Fund (VERF) for the
intenance equipment and golf cars
Eva roviding a transfer of $150,000 annually from the City's Liquor Store Fund to
help support capital needs of the course
Recognize that the City of Apple Valley will need to retire current debt associated with
the clubhouse using financial resources other than golf course funds
.Allow the course to set pricing based on best business practices
Evaluate an annual rate increase to keep the course financially stable
Evaluate making teaching staff city employees
Base the annual budget(s) on 155 days of playable golf as defined by a day between 60 —
90 degrees that isn't interrupted by more than 50% of the day with rain/frost
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 17
J. Base the annual budget(s) on 30,000 rounds of golf
a. Recognize that in a good weather year rounds may exceed 30,000 and in a poor
weather year rounds may be as low as 28,000 and at +/- $32.00/round every 500
rounds matters to the courses financial success
K. Retain the fleet of 55-golf cars for 8-10 years and provide training for maintenance staff
to address issues that will no longer be covered under warranty
L. Reassign or release seasonal staff as soon as practicable in all areas of the operations to
save financial resources.
IV. Diversity/Inclusion
A. Support Valleywood as an opportunity to address diversity an pion witm nicipal
golf providing access to all _ Al
a. Look to reach diverse underserved communities f�
b. Consider offering subsidized golf clinics to unders ved ct 1,,
B. Work with ISD 196 to establish fair and equitableceofe cou�eortheir students
and helping to grow the game while being financiahy re s M,, ns
s:
M�
� � -
A,
`I
V
al "
'
Agog,
ggy-Ali` of
'O
NO
MIN
k
qNq
1� \
-�`
O�b`i4aL,}�.'4rs��..
ME
-'
AM,-
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 18
Appendix
NIL-11L No.
40
�.. INI
r�
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 19
City of Apple Valley Mission/Vision/Keys for Success
The City of Apple Valley is pledged to promote and enhance the health, safety, and general
well-being of its citizens and all who visit the City.
In achieving this goal, the City will:
• Provide a full range of municipal services;
• Encourage active participation in city government activities;
fr�
• Promote quality development;
� t
• Provide a balance of residential, commercial, and public uses; gg
• Promote employment opportunities within the community;
• Experiment with new ideas in the delivery of public servi��;
• Transmit to future citizens a better and more beautiful c"rpmu
These goals are supported by the city's Keys for Success vich
1. Service
F_.
2. A Great Place to Live = ;Y
3. Business Oriented
4. Safe
5. Parks to Experience ...
6. Healthy and Active£ hh
7. Sustainable
8. Accessible rW", I �
9. Successful Down
n�`
10. Exceptional Learni��
�= w
11. Technology 1�d Inn6Wn
12. A CommunityLife�e
---------------
ggl
� 1 S,
t �Y
All
:.«
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 20
Valleywood Mission/Vision/Goals
Mission
Valleywood Municipal Golf Course, as a business, is dedicated to serving our community by
providing high quality golfing experiences to players of all ages and abilities and is committed to
enhance the enjoyment of the game.
Vision
• Provide the highest quality customer service and playing cond on v 6°
• Be recognized as a premier municipal operation by all go.,
• Deliver competitively priced golf to all users A
• Deliver value priced golf to Apple Valley residents .�.
• Promote the game of golf to all ages y
Goals°
0ft,
j
• Revenues will be increased wherever pos t. dl , ing, but not limited to, increases in
green fees and continued improvnent in cer ; `.incession operations. Expenses will
be closely monitored to keep th'existing del Ovice constant and in line with our
guests' expectations. L :
m
• Maximize revenues iM to genera rplus at years end, using a portion of which
to reinvest in equ.`ent pufchases and other capital improvements.
o!".
• To continu a exp n of revues from the food and beverage and golf operations
by expandin;_namv: banquet, and special event operations and recruitment.
• To ' .ntin F": to in partnership with the Recreation Department, community and
grvicrt� J"Pti s as well as local schools to promote community outreach and
u�
env ,n tal s wardship.
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 21
2022-2031 Projected Golf Course Fund Balance
N p
0.l
vy`
,�...
d lvv-
d
wi
4mmi..> ..> .h
GO N �y
G . ,\4.;
IlkV` 'a g o rn o �roi
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o
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Q
6J _
C d y(6 y(y C
"pp d N N _R _
m cc O O '3 f3 .....
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 22
2022-2031 Projected Operating Revenue
VN
M4 o 0
Al 001
h an o 0 0
���� �
eg"
y'z t
;u d
ft o 0 0
� r
0
0
0
o
c
�
�
�
a
o
AppY hey Valleywood Golf Course - Strategic Business Plan 2022 — 2031 23
2022 — 2031 Projected Operating Expenses
O O O O O O O O O O N O N
rl W Ol O Ol Ol N N N M N 01
w O V
M 'ti r-1 Oi .M-i n n e-i Oi O ul Vm O sf
N O
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O O O O O O O O O O O O O
O N N �D ati I� O .-1 00 V1 N N O M
M
O OD
CIR1J Oi M N i� lD .--1 Ol Oi et M ul
� n a�-1 ��-1 n R N Vl ti N H M
O
O O O O C. O O O O O O ti
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Ot M d O l0 ti a O UL It i- O N
N Yi r" r lO tD O Ol Ol PII �-1 ` O 01
01 M 00 r-1 1� a N t.I) N 1� ul M
d rl c-I
Vl Vf VT V! Vf i/? a/} a/f i/} •Vi a/1 t/T N
0 0 0 0 0 0 o O C. o v o v
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� N Vl '-1 Ol l0 lD I1O QV l O M lD 1
N U' to N T Vl to OO Ol M O 1� O
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O O O O O O O C. O O O G� O
O O O O O O O O
N G V l0 00 d' v1 O 00 00 N O lD e O v
N Ol .^y O 1� V N Vl N N Vl
d rl tit
b b b b b
O O O O O O O O O3 O� O Ol
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d Vl r V .--I lD M i� O tID
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o
m N G O 1� V N to O C.us V
7- C �'. i N
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0l ,y
O O O O O O O O N O N
F
61 � '6 O
d N l0 5 P. O h D N O tzr O rIt m
Ol .�{ lD O 00 V' C. N
55 b� 64/T bVl bVl bLf 4R Li [Il t/} K
V O tT
Q�`fi��' M v m oo �n o rn
rL
N -.w�Y N Ol 00 1p Ol rl M O M
C O HtTw
�@ rl rl
5=, � O: O O O O O O O u1 Vl
O O O L ON O O N N
� x � ut .--I .--1 O O
N �1
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t�z
A
C OI X N C a
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d C C N ap aC.r p E [a
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N
3
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-
G y
a O G
c
❑� Q C .� O ,C N N
❑ Q � Q .'G., Q
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 24
2022 — 2031 Projected Capital Equipment
... ............ $........ a��g�
........ ............
�... .. .. �912
{fir ,{ u� g
OL 01 i ,s
�n
1 �� r
gig
P 5:�33W m13p� R"R�RRR ��s Am�SaS m73 z
m g
sps�ssss esssss ssa� ss- asiz! ss `aseeie"eel mUu��m
k e {
R
RlsR!RRRR`RRRQR R� RR`�`!RRQ! a e a:aeeee!
"
I1
m ss sssaeos emNeoeS a� eb00000
f fN
o
NK
.. .._._ _ 7
s,e a $Ee$ $HIM
a
FINE "
$ � 1A
tout --aom
rc
p�, "s3 55555 �5555 S Ee
PA
w YdBg
EE y @w a
g z.°112�gsa sa Poe=� a "E� ¢ mmm
c, 5 UIM 45 9 i5 ,n R cr',2 w a ffi d`ui vEi PP P¢
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 25
2022 — 2031 Projected Capital Improvements
Specific items are in the Facility Condition Report generated by Ameresco
r�
�AN
` M�E �SS{ zt vet
(�
I,
�'� tea'„
1a
?
�tt
`MR
AMINO
j."1..
/A
\'n <c
Y
C u} NIB,
f
?c l
Addy
; V °r
M
Z r�
JS
\
"pn� Valleywood Golf Course - Strategic Business Plan 2022 — 2031 26
Valleywood Golf Course
Performance Scorecard
Key Performance Indicators (KPI's)
Rounds
18 Hole Rounds
9 Hole Rounds
PCC 18 Hole Rounds
PCC 9 Hole Rounds
Pass 18 Hole Rounds
Pass 9 Hole Rounds
Total Rounds
Tee Time Utilization
18 Hole Sr/Jr
9 Hole Sr/Jr
YOC 18 Hole Rounds
YOC 9 Hole Rounds
HS 18 Hole Rounds
HS 9 Hole Rounds
Ifi
FT Staff Hours PT/Seasonal StafiLou �
Management
Management
Clubhouse
Clubhou
Pro Shop
Pro Shoy
Kitchen
Ki then
Training ining
Building Maintenance"'
Bui `�ng Mainten ce
Golf Maintenances
Golf °., ntenance
Equipment Maintenances
(�uipme IVlaintenance
,,Q
Irrigation & Tree
Maintenance N f�
i Maintenance
aff� :_
Total Stafurs
Revenue Per Round
GreiEft F
Practicenge. Date Opened
Golf Car RNOF Date Closed
Pro Shop Total Days Open
Food & Beverage Effective Golf Days
Rounds per effective golf
Facility Rental day
Total Revenue
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 27
Prioritized Action Steps
2021
• Adopt 2022-2031 Business Plan
• Hire golf course architect to review the course for potential changes
• Finalize irrigation and course improvement plan
• Re -categorize golf course to a Governmental Fund
• Reconcile past golf course investments bringing Valleywood to "$0"
• Approve financing for golf course irrigation and on course improvements
2022
2023
2024
2025
Implement a Vehicle Equipment Replacement Fund (VERF)
Construct new irrigation, and on course improvements
Hire Parks & Recreation Department event/marketing r8
Install new ID signage with electronic reader board capabil
Begin annual transfer of $150,000 for future capital needs
Release RFP for banquet and event food ser�cx
c
Replace capital equipment as necessary
Make capital repairs to clubhouse as necessary
Set goal of 15 banquet/events tl
Replace cart paths
Establish greens fee
Replace capital eqA
Make capital repair!
Set goal of 2t@ qL
alment as necessary
ra'fo clubhouse as necessary
quet/events
Hire ri benefited golf professional(s) for lesson program
Replace capital equipment as necessary
Make capital repairs to clubhouse as necessary
Set goal of 50 banquet/events
ng plan
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 28
2019 — 2020
Local Golf Course Comparison(s)
Valle wood
Inver Wood
River Oaks
Eagle Valle
Course Opened
1976-1977
1992
1991
1998
Age of Course
44
29
30
23
Course Acres
190
235
220
225
Holes
18
27
18
18
Clubhouse Size (square feet)
8,000
3,200
9,000
4,500
Food & Beverage Operations
Banquet/Deli
Deli
Banquet/Deli
Deli
Two Year Average Rounds Played
30,800
40,000/25,000
37,100
1
37,30
Two YearAverage Revenue/Round
$ 32.84
$ 29.32
$
51.13
$
43.-
Age of Irrigation System (or at replacement)
44
24
30
Driving Range Stations
30
40
30
60AM
U
Two Year Operating Revenue Average
$ 1,017,000
$ 1,900,000
$
1,897 r6
$ "%221,000t
1,637,009
Two Year Operating Expense Average
$ 970,000
$ 1,440,000
$ 1,724,`O
Revenue over Expenses
$ 47,000
$ 460,000
$ M— 73,0
$
000
Two Year Wage/Benefit Average
$ 640,000
$ 1,010,000
1,03 ,� 0
724 0
Two Year Staff Hours Average
28,300
33,400
3i%` 0
Average Wage/Benefits per hour
$ 22.61
$ � .24
24.06
Average Revenue/hole (rounded)
$ 56,500
$ 70,4
$
05,400
91,000
Average Expense/hole (rounded)
$ 53,900
$ - 40
95,800
$
67,900
Average Revenue/acre (rounded)
$ s 00
$ 8,10,E
$
? 8,700
$
7,300
Average Expense/acre (rounded)
$ 00
$ 5,20,
$
_ 7,900
$
5,500
Average Revenue/square foot (rounded)
$ 130
590
$
210=$2
Average Expense/square foot (rounded)
$ s
$�� 450
$
190BenefittedFTE's,`�
4.00
.-'�Q
,n " -r. `was
Notes
�4.
Between March 25-November�FChere are 233day_,.�
Course is open 7 days perweekiq{uding,�olidays
Hours of operation vary_iased on'sNi"s�unset but 13urs per day is typical
Valleywoodisopena ately3 'Oloursannuallyduringgolfseason
Must fully staffgolfope'r*6 0-17A% e233days(70%)
Must partially staff golfop-_ati %4_83TI(V%,(30%)
MaintenanWj0IQ" rmedr r `ft"Itkcourse and on equipment
valleywo6trtaff ho do no��ude any&B staff
Woodbury Ago$ 00,000�utstandingdebt with "City"funds
Coutstat ndingdebtwith,Ci ty funds
', er Grove �1 .1 In tN
,lfed $2 b00,000 of outstanding debt with "City" funds
"'Ot-
cs
No :Vl, Capital, Depreciation
WFII
"PPvsller Valleywood Golf Course - Strategic Business Plan 2022 — 2031 29
Golf Facilities within 20 Miles
U.
P
{
an
Minneapolis
t .t
r t
f
k'7 St Paul
n „r
�
.
t,
�
i.
(1y1
4
i
-
�i ! e =•.=e
S(ao !tny,un
E
r
a.;
n
1v"
,.c
s '
tr9
,Y
r) m
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 30
Private Golf Facilities within 20 Miles
1 Brackett's Crossing Country Club Private 18 Lakeville 7.2 miles
2 Minnesota Valley Country Club Private 18 Bloomington 8.6 miles
3 Mendakota Country Club Private 18 Mendota Heights 9.5 miles
4 Southview Country Club Private 18 West St Paul 11.0 miles
5 Somerset Country Club Private 18 Mendota Heights 11.4 miles
6 Olympic Hills Golf Club Private 18 Eden Prai 11.9 miles
7 Edina Country Club Private 18 Edina 13.1 miles
8 Town & Country Club Private 18 I 13.8 miles
9 Interlachen Country Club Private 18 Edina iles
10 The Minikanda Club Private g''° 'Minneapo' .8 miles
11 Bent Creek Golf Club Private Prairi 15.4 miles
m .z
12 Hastings Golf Club PS t� 18 sting 15.8 miles
13 Bearpath Golf & Country Club Private 8 rie 16.4 miles
°..
14 Oak Ridge Country Club Private 1ti Qpkins 16.4 miles
15 Midland Hills Country Club rivate �' 1' ��Roseville 17.3miles
16 Minneapolis Golf Club 18 St. Louis Park 17.7 miles
17 Golden Valley Country Clubrivate' 18 Golden Valley 18.5 miles
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 31
9-Hole Golf Facilities within 20 Miles
1 Birnamwood Public Golf Course Public 9 Burnsville 3.6 miles
2 Lost Spur Golf Course Public 9 Eagan 7.5 miles
3 Inver Wood Golf Course Executive 9 Public 9 Inver Grove Heights 9.3 miles
4 Cleary Lake Park Golf Course Public 9 Prior Lake 9.9 miles
5 Fort Snelling Public Golf Course Public 9 Fort Snelling 9.5 miles
6 Mendota Heights Par-3 Golf Course Public 9 Mendota Heigfq 'q@' miles
7 Highland National Golf Course - Highland Park Nine Hole Public 9 St. P t 2 1 5 miles
k
8 Braemar Golf Course - Academy 9 Public 9 Edina. 12 2 t
9 Stonebrooke Golf Club - Waters Edge Public 9 �ee 15 4'- iles
10 The Ponds at Battle Creek Public 9Maplevi C6.0 miles
.
11 Glen Lake Golf and Practice Center Public gwlr'V&` IVj netonka 16.3 miles
��.
12 Halla Greens Chanhassen Executive GC and DR Public 9" Chanh 17.3 miles
W. ',
13 Theodore Wirth Golf Course - Par 3 Public 9 W, Golden Valley 17.8 miles
14 Roseville Cedarholm Golf Course P lic 9 m�ille 18.2 miles
15 Brookview Golf Course - Executive 9 t4u 9 Golden Valley 18.2 miles
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 32
18-Hole Privately Owned Public
Golf Facilities within 20 Miles
1 Crystal Lake Golf Club Public 18 Lakeville 4.1 miles
2 Southern Hills Golf Club Public 18 Farmington 6.1 miles
3 Rich Valley Golf Course Public 27 Rosemount 8.4 miles
4 Fountain Valley Golf Club Public 18 Farmingt 9.0 miles
5 Legends Club Public 18 P : ,. Lake 9.1 miles
6 Heritage Links Golf Club Public 18 kevilf 1 ,, miles
7 Emerald Greens Golf Club Public tings miles
8 The Wilds Golf Club Public8 r Lake �_ 12.8 miles
p
9 The Meadows at Mystic Lake Publ Prior�e , 13.8 miles
MA
10 Boulder Pointe Golf Club PubI 8 ko 14.6 miles
11 Stonebrooke Golf Club Public Shaoee � 15.9 miles
12 Prestwick Golf Club Public 1�oodbury 17.3 miles
13 Bluff Creek Golf Course �� ublic 18 F Chaska 17.6 miles
f 14 Hidden Greens Golf Course W r u :, , 18 Hastings 18.6 miles
15 Willingers Golf Club ' blic 18 Northfield
NE 18.9 miles
' �..-
16 Bellwood Oaks Golf Course �1 PuU is 18 Hastings 19.1 miles
17 Oak Marsh Golf Course Public 18 Oakdale 19.2 miles
18 Creeksbend Golf Course Public 18 New Prague 19.8 miles
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 33
18-Hole Publically Owned
Facilities within 20 Miles
1 Valleywood Golf Course Public 18 Apple Valley
2 Dwan Golf Course Public 18 Bloomington 7.2 miles
3 Inver Wood Golf Course Public 18 Inver Grove Heights 9.2 miles
4 Highland National Golf Course Public 18 St. Paul 11.4 miles
5 Hiawatha Golf Club Public 18 Minneapolis iWvh 12.0 miles
Vh
6 Braemar Golf Course Public 18 Edir? � x412.2 miles
7 Meadowbrook Golf Club Public 18 Hopkins 1 �N&11es
8 River Oaks Municipal Golf Course Public 18 x Cd Grove 15.6 miles
9 Como Golf Course Public 18 St. Paul 16.5 miles
�
10 University of Minnesota Les Bolstad Golf Course Public ¢ " TERRI
S`,, �16.7 miles
11 Phalen Park Golf Course Public 18 St. Pa f 17.7 miles
SIR
12 Theodore Wirth Golf Club Lublic 18 ,Gold RNalley 17.8 miles
13 Brookview Golf Course &Lawn Bowling Pu}iCAff
j en Valley 18.3 miles
14 Eagle Vallev Golf Course ` 18 Woodbury 18.4 miles
15 Francis A. Gross Golf Club y PutSic }18 Minneapolis 18.7 miles
16 Keller Golf Club ON�ublidf' 18 Maplewood 19.0miles
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17 Goodrich Golf Course Public 18 Maplewood 19.0 miles
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18 Columbia Golf Club ' Public 18 Minneapolis 19.3 miles
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 34
10-Year Effective Golf Days History
250
200
ISO
100
1.1
11
I
I
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so
oil
r1m,
0
2011 2012
2013 2014 2015 2016 203.7
2018
2019
Effective Golf Days 0 Rounds/Day
2020
a
, 011
Effective Golf Day — a day b
ON60 and % es that isn't interrupted by more than 50%
90 *VI 9%
of the day with rain/frost'. how.
AN,
M11
21,
Volleywood Golf Course - Strategic Business Plan 2022 — 2031 35
7-Year Patron Card History
200
180
160 b
140
120WE
u' r
100 40
So I
a�
III-
60
40
prM 4
2 0 pMKII
k c s
2014 2015 201.6 2017 2018 2019 2020
Resident M Senior Non -Resident
P
.. m
r l
Patron Card — holders pay a fp front tharoles them with early access to tee times and
discounts on greens fees ,
M.
Note:
2020 drop in patron cad ,holderutable ttiCOVID-19 as players were unsure of league play at the beginning
of the year, we expect NI"s wi urn to "normal" in 2021
ti
ce M ` `>
I
�c �I& a yet
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AP'61l y Valleywood Golf Course - Strategic Business Plan 2022 — 2031 36
CLING%,
35000
10-Year Rounds Played History
207.4 2015 2016
Rounds
,v� ��
Ied
Rounds Played -total number of roundel 466 ,
1
CK NO
WON
JIAll
2017
2018 2019 2020
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 37
6-Year Revenue/Expense per Round History (Combined)
50
45
tz Revenue/Round w Expenses/Round
z
h`�i�
Revenue/Round —Total all revenges colh d df�ujded by the total rounds played
BAN N
Expenses/Round — Tota`I 1 operati expenses divided by the total rounds played
,1% 01
t
w� OIL
11 r,
r 2�, hY ` AMS
..
X
R
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 38
40
35
6-Year Revenue/Expense per Round History (Golf)
,Revenue/Round m Expenses/Round
s
Revenue/Round —Total s° If revenu ollected divided by the total rounds played
Expenses/Round Thxses divided by the total rounds played
WIM
Ift-
L �m
Valleywood Golf Course - Strategic Business Plan 2022 — 2031 39
12
1.0
0
6-Year Revenue/Expense per Round History (F & B)
2015 201.E 2017 2018
Revenue/Round M Expenses/Round
201E
IN
2020
Revenue/Round —Total F & `f Pnues coil e wided by the total rounds played
f.;
E
Ad
Expenses/Round tal Fxpenses divided by the total rounds played
1�
v
ill ir �.
s Z
OM
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 40
6-Year Expense per Round History (Clubhouse)
201.5 2016 2017 2018 2019 2020
Revenue/Round IP Expenses/Round
m_
Expenses/Round —Total clu�td e expense by the total rounds played
b
Ada" M5
My ��
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Valleywood Golf Course - Strategic Business Plan 2022 — 2031 41
Key City of Apple Valley and Dakota County
Demographics
(Metropolitan Council 2019 Final Population and Household Estimates Certified and published July 2020)
City
Population
2010 Census
Population
2019 Estimate
2010
2019
Population
Change
Households
2010
Census
Households
2019
Es� i, ate
Yid.
2019
Household
Change
Apple Valley
49,084
54,400
5,316
18,875
94 ".
2,065
Burnsville
60,306
62,785
2,479
24,283
25,405' ,^.
1,122
Eagan
64,206
69,231
5,025
25,249 `�``
17,523t,
x 74
Inver Grove Heights
33,880
35,321
1 1,441
1 13,476
-,237
Lakeville
55,954
65,831
9,877
7,;.` ,.
2 {l68
W3,785
Rosemount
21,874
25,202
3,328
:. ,587
8'1' - 7 _'
h 1,250
Dakota County Total
398,552
433,302
34,750
f060
16;',
14,291
e V �
J> 1 tom%
Population
Households
-' ,1 �., Employment
p yment
2010
2020
2030
2040
2010
2020
2030
Q40
2010
2020
2030
2040
Apple Valley
49,084
55,500
59,200
63,600
18,875
,�.�
23,30p.
2,0
�,. 14,279
15,800
16,400
17,100
Burnsville
60,306
63,500
66,000
68,500
24,283
��5,90,
26�.a%9"
2 -, r
31,593
36,700
39,400
41,900
Eagan
64,206
70,200
72,900
74,300
25,249=th0
r'
9,750
30,850
49,526
61,400
66,500
70,000
Inver Grove
33,880
37,300
42,000
46,700
13,476
1;''(
"�00
19,800
9,442
11,400
12,400
14,000
Heights
`<
Lakeville
55,954
64,300
74,600
83,500 �,18,683
2 <=�'.�06�i0
30,000
13,862
18,200
20,300
22,500
Rosemount
21,874
25,900
31,700
38,000
7,58.�
��g10
f00
,000
6,721
9,900
11,500
13,100
Dakota County
398,552
438,370
477,600
515,780
52
188,350
5,030
f20
170,192
200,730
217,360
232,300
Total
Lig071,040
s
Valleywood Golf Course - Strategic Business Plan 2022 - 2031 42
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