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HomeMy WebLinkAbout06/08/2021@*a @Go@ 60600 0 0 00 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 ex 0*0 0000 0000* 0000 *so 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 ®aM• rr0ri 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 t &Ila n �� - hl - C ° ncilmember fom I ncilmember P f � s &eation Department Jr" Zinck=Valleywood Golf Course Manager clan Johnson — Valleywood Division Specialist p.. 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.: µ 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. =;a;. do INK IN- s 1 OF bo s 01 OF V IF Y� ��4 S A z �IT� ti Vr� y Pik IRS "Il k Nat IN 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 pw gg • 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 a (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. N :a 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 'vim. 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 v4� d M' �- 00 o N O cn-41 o 4\v. �_�'' is r� o_ o_ a.o po MIN 'y"'%,' .0 y 0, � i� '4.',. - .vim- - - - - -v7- H.. ' - -p i � -ci m o it O i. 1. O 'N- c O �r O_ 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 1 a-1 N 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 O 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 O O O O O O O O O O N O N � 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 0! .-i 00 O 1� C N ul N V l0 ti N O 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 O C. O O � r"&KM d Vl r V .--I lD M i� O tID '-1 '\ [[21� L ri O%G %.�--i C� H m '(h 4/Y bl/Y V} bVT b1h Vf blh V} �� �4/T N O Oo O O O O 2.O O O g00 \ W V S d OOO i� V O NO er".� ^O V Al CO X N t; -4 's D M C O i n rl b "(�i o m N G O 1� V N to O C.us V 7- C �'. i N 00 •fU i/1 N bLl 4/1 l/Y b� \ Cw� - 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 Z$ c t�z A C OI X N C a OO d Ul m d C C N ap aC.r p E [a bG y C y a7S >EL tO- V�f W Val (OJ OTC f- O u. 3 U' V F N 3 I G - 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 A' 'h I ^14N " AN 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 ;mp some sd. G k VON i SAS 11 A \> 10tiaG," �t Ilk A 1. L t�, a j Via 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 01, 01101, JIM\,r �e. 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 tRltl 17 Goodrich Golf Course Public 18 Maplewood 19.0 miles qm11"I 18 Columbia Golf Club ' Public 18 Minneapolis 19.3 miles , M-1,J ¢4 a,,. yam.."' n2... IZ as �,lA.,.,. ar,;^ Valleywood Golf Course - Strategic Business Plan 2022 — 2031 34 10-Year Effective Golf Days History 250 200 ISO 100 1.1 11 I I "'-I 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 \c \ M'�� �z 5 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 t 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 �� �ME Xf 5 � 3� ��`�r Uh WK �O 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 E C 3 fill E S n a 11 OR n w oil loolooll ... .--I 11 \/ § a-+ N E a--+ i f6 CL 0 c O O U N CC c6 CL CL CL a 4- U r'1 c a) E o 'Zi- ;7j > 0 u > 0 0 4- U cc _0 0 < 0 IA u 0 L X Q -0 C: CL) co C ;A 0) LU 75 C: 0 :3 u u a) Ln 0 C 4-- 0 0 0 E = . 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