HomeMy WebLinkAbout2014-02-11 Park Board PacketAGENDA
CITY OF EDINA, MINNESOTA
PARK BOARD MEETING
CITY COUNCIL CHAMBERS
Tuesday, February 11, 2014
7:00 p.m.
CALL TO ORDER
II. ROLL CALL
III. APPROVAL OF MEETING AGENDA
IV. ADOPTION OF CONSENT AGENDA
A. Approval of Minutes - Regular meeting on Tuesday, January 14, 2014
V. PUBLIC HEARINGS
During "Public Hearings," the Mayor will ask for public testimony after City staff
members make their presentations. If you wish to testify on the topic, you are welcome
to do so as long as your testimony
relevant conduct the of a' publicon. To hearing,sure speakersess to
must
all speakers and to allow the efficient
observe the following guidelines:
• Individuals must limit their testimony to three minutes. The Mayor may modify
times, as deemed necessary.
• Try not to repeat remarks or points of view made by prior speakers and limit
testimony to the matter under consideration.
• In order to maintain a respectful environment for all those in attendance, the
use of signs, clapping, cheering or booing or any other form of verbal or
nonverbal communication is not allowed.
A. PUBLIC HEARING - Golf Course Operations Study
B. PUBLIC HEARING - Seasonal Off -Leash Dog Area at Strachauer Park
VI. COMMUNITY COMMENT
During Community Comment, " the Park Board will invite residents to share relevant
issues or concerns. Individuals must limit their comments to three minutes. The
Chair may limit the number of speakers on the same issue in the interest of time and
topic. Generally speaking, items that are elsewhere on tonight's agenda may not be
addressed during Community Comment. Individuals should not expect the Chair or
Board Members to respond to their comments tonight. Instead, the Board might refer
the matter to staff for consideration at a future meeting.
VII. REPORTS/RECOMMENDATIONS
A. Pamela Park Shelter Building Working Group
VIII. CORRESPONDENCE AND PETITIONS
A. Council Updates
B. Other Correspondence
C. Veterans Memorial Committee, December 20, 2013 Minutes
IX. CHAIR AND BOARD MEMBER COMMENTS
X. STAFF COMMENTS
XI. ADJOURNMENT
The city of Edina wants all residents to be comfortable being part of the public process. If you need
assistance in the way of hearing amplification, an interpreter, large -print documents or something,
please call 952-927-8861 72 hours in advance of the meeting.
MINUTES
OF THE REGULAR MEETING OF THE
EDINA PARK BOARD
HELD AT CITY HALL
January 14, 2014
7:00 PM
I. CALL TO ORDER
Chair Steel called the meeting to order at 7:02 p.m.
IL ROLL CALL
Answering roll call were Members Segreto, Deeds, Steel, Cella, Jacobson, Gieseke, Jones.
Student Members present: Good, Johnson.
111. APPROVAL OF MEETING AGENDA
Member Segreto made a motion, seconded by Member Gieseke, to approve the meeting agenda.
Ayes: Members Segreto, Deeds, Steel, Cella, Jacobson, Gieseke, Jones.
Motion carried.
IV. ADOPTION OF CONSENT AGENDA
Member Cella made a motion, seconded by Member Gieseke, to approve the consent agenda as
follows:
IV.A. Approval of Minutes — Regular Park Board Meeting of November 12, 2013
Ayes: Members Segreto, Deeds, Steel, Cella, Jacobson, Gieseke, Jones.
Motion carried.
V. COMMUNITY COMMENT
None.
VI. REPORTS/RECOMMENDATIONS
VI.A. Veteran's Memorial Update
Ms. Kattreh introduced Kristin Aarsvold, Recreation Supervisor, and Richard Olson, Chair of the
Veteran's Memorial Committee.
Ms. Aarsvold provided an overview of the history of the Veteran's Memorial Committee and noted that
a contract has recently been signed with Elliot Design Build, an Edina firm who will also be providing
some in-kind services in support of the memorial. Work has begun, and the goal is to have the opening
ceremony in November 2014.
In response to a question by Member Deeds, Ms. Aarsvold explained the budget remains at $400,000.
Mr. Olson explained further details about the budget, indicating the significant in-kind contributions
which will significantly help that budget.
Members Cella and Gieseke asked whether any money was paid to another artist.
Ms. Aarsvold indicated $3,800 was paid to an artist in New York for a maquette. It was agreed to part
ways with the artist and move on. She indicated there has been a learning curve in this process. It was
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challenging to find the right people to delegate tasks to, but now that they are in place, there is much
more energy in the committee.
Ms. Aarsvold explained the goal is to have all of the donations and funds in place by May 1, at which
point they will be presented to the City Council for approval. That would allow for ground breaking
shortly thereafter.
Member Jones asked about the sculpture itself. Ms. Aarsvold indicated the sculpture will be in line
with the design concept already approved by the Park Board. She invited anyone to attend the
meeting on Friday morning where more details will be given.
Ms. Jones stated she is a little uncomfortable approving this, not knowing what the actual sculpture
will look like. Ms. Aarsvold indicated the committee members have worked extremely hard on the
design over the past four years; she believes they want to stay with the eagle and the wreath and are
committed to a very beautiful sculpture.
Chair Steel indicated a good way for Park Board members to weigh in in the meantime will be to attend
the Veteran's Memorial Committee Friday morning.
Member Segreto noted the City Council will look at the final design, and so she is comfortable with
their final approval.
Ms. Kattreh indicated once the artist is selected, and the design is ready, the design of the eagle will be
a focal point for the fundraising campaign. So the eagle will be a very public part of this process.
Ms. Kattreh recalled the artist design contest, where a New York artist won the contest. Subsequently
the committee looked at reducing costs, the first of which was to find a local artist who can best match
the design that was approved.
VI.B. 2014 Work Plan
Ms. Kattreh asked for feedback from the Park Board on the priorities of the Work Plan. She noted work
has begun on the strategic plan, but more work is needed early on in the year.
Member Jacobson asked to join the subcommittee.
Ms. Kattreh noted she would like staff to complete an inventory of the park system as well as an RFP for
a potential consultant. The strategic plan is important, though it will be challenging with the heavy
construction load in 2014.
Member Deeds suggested selecting some peer and aspirational cities both locally and nationally to help
set guidelines and planning. Ms. Kattreh concurred.
Ms. Kattreh provided an update on the Arneson Acres Master Plan, noting staff is working with the
Edina Garden Council, and plans are underway to hire a consultant for this plan. Ms. Kattreh explained
the donors are interested in moving things along sooner rather than later.
Member Deeds asked whether it makes more sense to place a moratorium on any changes to Arneson
Acres, while the overall strategic plan is developed.
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Ms. Kattreh noted part of the Garden Council's concern is ensuring that the original vision of the donors
is preserved, that it be a botanical garden.
Member Segreto asked whether planning efforts can be put into Arneson Acres so their interests are not
overtaken by the interests of golf and athletic fields.
Member Cella agreed with Member Deeds that moving forward with an overall master park plan for
Edina rather than carving out little pieces of the plan first.
Member Segreto agreed about the process, while noting an overall plan does not lend itself to diversity
in the parks.
It was agreed the gifting documents for Arneson Acres need to be reviewed before proceeding.
Ms. Kattreh reviewed cost recovery goals for enterprise facilities. She noted staff is wrapping up 2013
budgets right now. She would like to review this item during the summer of 2014 to provide staff
adequate time to work on business plans for the next year.
Chair Steel indicated that those serving on the strategic planning subcommittee should serve in this area
too.
Members Deeds, Steel, Segreto, and Jones asked to be included in this group.
Ms. Kattreh brought up the next item of replacing playground equipment at Wooddale Park. She noted
it is not a high priority for Park Board involvement, but she and Ms. Faus will continue communicating
with the resident who was interested in fundraising.
Ms. Kattreh briefly mentioned athletic field at Pamela Park, where work is already underway. There will
be a working group for the shelter building at Pamela. The artificial field may be ready to play on in
September.
Ms. Kattreh asked about the Park Board's priority for Green Initiatives.
Chair Steel indicated all extra resources should be dumped into master planning right now.
The board decided to reach out to the Energy and Environment Commission to find out more about
their current initiatives, as well as to approach the strategic planning table through the lens of Green
Initiatives.
Member Gieseke asked how boards typically exchange information. Ms. Kattreh responded there is a
"typical" way of exchanging information; it could happen through conversations between staff or
members, a joint meeting, or a report at the meeting.
Member Deeds commented a lot of these secondary issues will tie into the strategic planning process, as
there will be a lot of data -gathering on the front end.
Member Deeds asked about the School Board's relationship with the Parks Department and the City.
Member Cella stated it is something the School Board is very interested in partnerships, though there
are several other ongoing studies at the School District.
Ms. Kattreh noted staff meets regularly with the School District, and they know the city is interested in
more partnerships.
VI.C. 2014 Park Board Meeting Calendar
Ms. Kattreh noted that in 2014 a few Park Board meetings have been moved to Monday, so she
wanted to point those out for advance planning for the members.
VII. CORRESPONDENCE AND PETITIONS
None.
Vlll. CHAIR AND BOARD MEMBER COMMENTS
Chair Steel thanked Joseph Hulbert and Dan Peterson for their service on the Park Board.
Ms. Kattreh also expressed appreciation for their service during the last six years.
IX. STAFF COMMENTS
Ms. Kattreh made the following comments: February 18 has been designated as the joint Park Board
work session with the City Council. The plan is for Ms. Kattreh to make a presentation to the City
Council at 5 p.m. regarding naming and donations. The work session will begin at 6 p.m. This past
weekend was the Winter Ice Festival as well as the Quinn's Cup, both of which were successful. Staff
continues to work on the Sports Dome, and designs are underway for Pamela Park. A significant study
is underway at Braemar Golf, and a public meeting will be held January 30 to discuss the future of Fred
Richards Golf Course. Golf revenues were about $460,000 off for 2013. The sign-up process is
underway for the Community Garden.
X. ADJOURNMENT
Chair Steel made a motion, seconded by Member Deeds, to adjourn the meeting at 8:24 p.m.
Ayes: Members Segreto, Deeds, Steel, Cella, Jacobson, Gieseke, Jones.
Motion carried.
The meeting adjourned at 8:24 p.m.
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To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: February 11, 2014
Subject: PUBLIC HEARING - Golf Course Operations Study
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Agenda Item #: V.A.
Action
Discussion ❑
Information ❑
Action Requested:
Provide a recommendation to the City Council regarding the golf operations proposal including
the recommended closing of Fred Richards Golf Course.
Information / Background:
In July 2013 staff began to study the operation of the City of Edina golf enterprise. The goal of the
operational study was to make golf operations cover 100% of its operational costs including future
bonding needs so that the city is able to improve its facilities to ensure our ability to provide high
quality golf facilities along with superior service to our customers. The expectation in Edina has
always been that the municipal golf operations would cover not only its own operation expense,
but also the expense of its own capital improvements. The city currently has 45 holes of golf (27
regulation holes and 9 hole executive course at Braemar and the 9 hole Fred Richards Executive
Course) with an operating budget of approximately $3.5 million. Staff began working on this
project in the spring/summer of 2013. There were no pre -conceived ideas about how a goal of
100% cost recovery would be achieved.
Staff has prepared financial pro formas through 2020 as part of the operational study. In 2013 golf
operations recovered 86% of its costs. With no changes, it is anticipated that recovery would
increase to 92% in 2014 and 2015 and decline steadily to 83% in 2020. In this "status quo" scenario,
the city would invest $4.744 million between 2009 and 2020 in a golf enterprise with a declining
cost recovery percentage. In 2020 the Golf Fund cash balance would be -$881,000. There would be
no way to pay for golf improvements, assets would continue to decline and a continued significant
subsidy from the liquor fund would be required.
History
In 2014 Braemar Golf Course will be celebrating its 50`h anniversary. In 1963 the city purchased the
golf course land for $500,000 and constructed the course for $1.3 million. In 1993 the Clunie nine
was added at Braemar at a cost of approximately $3.5 million. The land for Fred Richards Executive
City of Edina • 4801 W. 50th St. • Edina, MN 55424
REPORT / RECOMMENDATION
Page 2
Course (FREC) was purchased in 1992 for $800,000. Total cost for land and construction was
$2.98 million and total cost including debt was $4.93 million. When the Clunie nine and Fred
Richards Executive Courses were being considered, an estimate of golf rounds was prepared
anticipating the number of rounds to be played at Edina's 45 hole municipal operation. (See
Attachment B). It was anticipated that rounds would be at 122,000 in 1994, 140,000 in 1996 and
level off at approximately 158,000 in 2001 through 2016. Projections were correct through 1998 at
approximately 150,000 rounds, but then rounds declined annually to 112,000 in 2002 before leveling
off at an average of 116,000 until 2009 when the economic downturn wreaked havoc in the golf
industry. In 2010 101,000 rounds were played, and in 2011 and 2012 we sold 96,000. In 2013 we
sold 79,529 rounds, our worst year ever due to poor weather conditions.
Nationally the number of rounds of golf declined from 501 million rounds in 2006 to 463 million in
2011. A great weather year nationally in 2012 and the start of economic recovery helped in
increase rounds to 486 million in 2012. (See Attachment A, National Golf Round Statistics). This
data was collected from the National Golf Foundation.
In Edina the number of rounds played was fairly consistent from 2003 to 2009 after peaking in 1998
and 1999. (See Attachment B, Edina Golf Statistics). The 1992 projection blue line showed the
number of rounds anticipated from 1994 through 2016 after the completion of the Fred Richards
and Clunie additions.
The Minneapolis/St. Paul metro area has 2610 holes of municipal golf, ranking 1 18th nationally with
1281 residents per hole of golf. Only 13 of the 2451 municipal courses nationally have 45 or more
holes of golf. Edina is one of the 13 municipal courses to have 45 holes of golf! In surrounding
communities, St. Louis Park has 18 holes of municipal golf (owned by Minneapolis Park Board),
Bloomington has 27 holes of municipal golf, Minneapolis has 81 municipal holes (in Minneapolis) and
Hopkins, Richfield and Eden Prairie have none. Some recent course closings are: Hidden Creek —
18 (Owatonna, 2010), Pine River — 18 (Pine River, 2010), Parkview — 18 (Eagan, 2012), Lakeview
Golf of Orona — 18 (Mound, 2013), Red Oak Executive — 9 (Mound, 2013), Elm Creek — 18
(Plymouth, 2013), Mississippi National — 36 (Red Wing, course closed with future undecided).
REPORT / RECOMMENDATION
Rounds Played on City of Edina Golf Courses between 2003 and 2013
Actual
Rounds -
Braemar Braemar Braemar Fred Braemar
18 9 Executive Richards and FR
2003
41,106
27,943
26,587
28,134
123,770
2004
38,951
25,839
24,638
27,306
116,734
2005
35,915
26,791
23,512
27,461
113,679
2006
36,478
29,286
23,001
25,995
114,760
2007
34,972
28,840
22,510
26,499
112,821
2008
34,538
30,212
22,038
25,875
112,663
2009
36,590
32,408
22,856
25,965
117,819
2010
32,106
28,738
18,578
21,965
101,387
2011
32,464
27,603
16,631
19,073
95,771
2012
29,570
29,948
17,617
19,361
96,496
2013
23,814
24,404
15,377
15,934
79,529
Page 3
REPORT / RECOMMENDATION
Determining course capacity involves many factors and assumptions. The Braemar Executive
Course and Regulation Courses and Fred Richards Golf Course have the following course
capacities:
Braemar Executive and Fred Richards Capacity Baseline
Page 4
Course
2013
2012
2011
2010
2009
2008
2007
Average
Exec.
48,218
59,518
60,067
60,844
69,283
64,750
63,812
60,927
Rounds
15,377
17,627
16,631
18,578
22,856
22,038
22,510
19,373
Utilization
25.6%
29.3%
27.7%
30.9%
38.0%
36.7%
37.5%
32.2%
Richards
Rounds
15,934
19,361
19,703
21,965
25,937
25,875
26,499
22,182
Utilization
25.5%
32.2%
32.8%
36.6%
43.2%
43.1%
44.1%
36.7%
The assumptions are based on the following:
• 9 Hole Course Assumptions
• 200 Day Season
• 10 Hours of Tee Times
• 8 Minute Tee Time Intervals
• 4 Players per Tee Time
• Total Capacity of 60,000 Rounds
Braemar Regulation Course Capacity Baseline
Regulation
2013
2012
2011
2010
2009
2008
2007
Average
Rounds
48,218
59,518
60,067
60,844
69,283
64,750
63,812
60,927
Utilization
36.5%
45.0%
45.5%
46.0%
52.4%
49.0%
48.3%
46.1%
The assumptions are based on the tollowing:
• 200 Day Season
• 10 Hours of Tee Times
• 8 Minute Tee Time Intervals
• 4 Players per Tee Time
"Sample Day"
• Tee #1- 18 and 9 hole play, 18 hole play cascades to #10 Tee
• Tee #10- 9 hole play for first two hours, the 18 hole play from Tee #1 (second 9)
• Tee #19- 9 hole play
Capacity
• Tee #1- 300 Players
• Tee #10- 60 Players
• Tee#19- 300 Players
• Total Capacity of 132,000 Rounds
REPORT/ RECOMMENDATION Page 5
Presentation of Findings
Staff presented the findings of our operational study along with a recommendation at a public
meeting at Braemar Golf Course on January 30, 2014. (See attachment C).
The objectives of the golf operations recommendation are as follows:
• Provide financial stability and self-sufficiency
• Increase customer service levels
• Improve facilities for better play and experience
A six step strategy was presented to achieve our objectives:
1. Narrow the Scope of Golf Enterprise
2. Invest in improvements at Braemar
3. Modify prices and discounts
4. Outsource ancillary services
5. Expand marketing
6. Improve customer service
I. Narrow the Scope of Golf Enterprise
In order to concentrate our energy, attention and investment on the city's primary golf product,
staff recommends the city narrow the scope of our golf enterprise by closing the Fred Richards
Golf Course. The recommendation to close Fred Richards Executive Course is not an easy one.
The course is popular with kids and seniors and is a cherished destination for the neighborhood
residents who have either played there or taught their kids to play there. It is well maintained and
with tee sheets only 33% full, it's easy to play on short notice. The course has a nice layout for
beginners, kids and seniors with flat topography and two flagsticks at each green so that players can
choose the easier or more difficult pin placement. Access to the course is difficult. It is not easy to
find Parklawn Avenue between 76th and 77th Streets. There is no direct street access or visibility
and customers must enter through a parking lot driveway easement from the adjacent property to
get to our parking lot and clubhouse. Even with specific directions, it is difficult to find. The
property is bordered by the Pentagon Park office complex and Barr Engineering on the south, and
homes and Lake Edina Park on the north.
Prior to the Fred Richards Golf Course development, there was a privately owned course
(Normandale) on part of the property and Normandale Park occupied the other 1/3 to % of the
property. Some of the park amenities were three ball fields, tennis courts and a playground prior to
the development of FREC. In 2008 and 2009 approximately 26,000 rounds of golf were played at
FREC and that number declined to around 19,000 in 2011 and 2012. In 2013 15,934 of rounds
were played at Fred Richards. During the same four year period between 2008 and 2012, Fred
Richards declined 25% while the Braemar Executive Course declined 20%.
Staff believes that customers and operations would both benefit from having all golf operations at
the Braemar location. With the dome, driving range, clubhouse and 36 holes of golf at Braemar, it
is expensive and inefficient to have staff and resources spread out over two facilities between
REPORT / RECOMMENDATION
Page 6
Braemar and FREC. To best meet the needs of all golfing demographics, it would be beneficial for
our customers to have a variety of amenities at one location. With just a cursory look at our
budget, it is difficult to fully ascertain a full picture of revenues and expenses for each of the
business units. Because of the nature of the management of our golf operations and original budget
designations, several items are not being charged to the budget as a FREC expense. For example,
between 2009 and 2012, Golf Fund budgets show Fred Richards making an average profit of
$47,500. However, the following charges are not being coded to the Fred Richards operation and
should be considered:
• $30,000 in equipment from Braemar's CIP fund is dedicated to Fred Richards annually.
• $20,000 of commodities from Braemar's budget is consumed at FREC (fertilizer, chemicals,
etc.).
• Approximately $30,000 of maintenance labor from Braemar's budget goes to time spent at
Fred Richards annually.
• Approximately $20,000 in Administrative/Management support from Braemar is utilized at
FREC annually (tech support, time cards, invoice payment, hiring and training, management
and HR support).
After completing a detailed pro forma of anticipated revenues and expenses, it is estimated that
$734,000 could be saved by 2020. A detailed description of this savings is below and is also
included on Page 15 of the Pro Forma (Attachment D).
2015 — 2020 Cumulative Savings: Closing Fred Richards
$(878,200) Revenue loss from FREC, Net of Braemar additions
$1,432,200 Operating expense cash savings
$180,000 Equipment savings
$734,000 Total Cumulative Cash Savings
2. Invest In Improvements At Braemar
For many years golfers and staff at Braemar have been concerned about the quality of the driving
range at Braemar. The driving range is too short for today's club technology. With current clubs, it
is possible for golfers hitting from the range to hit into the teaching area on the north end of the
range and also into hole 2 on the Executive Course, posing a safety concern for all golfers on the
north end of the range. Also, because the lack of depth in the driving range tee area, much of the
turf is gone by late spring. This leaves golfers to hit in patchy dirt conditions or off of the much less
desirable artificial turf mats. When golfers arrive at the driving range to hit a bucket of balls either
as practice or as warm up to a round of golf and they see the signs stating that golfers must hit off
mats, often times they leave the facility or skip warm ups to avoid hitting off of mats.
Conservatively, an improved driving range will increase driving range revenues by $218,000 in 2016
REPORT / RECOMMENDATION Page 7
to $240,000 in 2020, providing a 10 year return on investment. A new driving range would provide
the best range facility in the metro area, retaining existing golfers who are eager for the new
facility, as well as attracting new golfers to the Braemar courses, clubhouse, dome and pro shop.
Part of the driving range expansion would include some modifications and improvements to the
Executive Course, converting it to a Par 3 Course. There are currently 5 holes crowded into the
space south of Braemar Boulevard. Two new holes would be added on the north side of Braemar
Boulevard, one par 4 would be converted to a par 3 and one par 4 would be converted to two par
3s. This would improve the playability and overall experience of the current Executive Course. The
entry drive into Braemar would also be improved with more trees and expanded water features. A
new driving range with improvements to the Executive Course/Par 3 Course would cost
approximately $1.1 to $1.3 million and provide a 10 year return on investment.
Staff also recommends updating the grill and clubhouse. The facility is dark and dated, limiting its
marketability to golfers and facility renters. Simple changes in paint, carpeting, window treatments
and updated furniture would improve the image. The grill is also in need of a significant updates in
order to be appealing to a wider customer base, while also giving us the ability to offer a wider
menu and better customer service. The appearance and function of the grill and clubhouse do not
match the City of Edina or Braemar Golf Course brands and need significant updating.
Staff also recommends hiring a professional golf course architect to provide a master plan of the
Braemar golf courses. Because of the debt service created by the addition of the Clunie nine (holes
19-27) and FREC, significant improvements at Braemar have not been possible. Being one of the
oldest courses in the state at 50 years old, the course is in need of many updates. Much of the
course is in a flood plain and much of the fairway system is peat based. Over the years the fairways
have begun to settle and sink and tee boxes have compacted. Greens and bunkers need renovation
and in some cases removal of bunkers is needed. We have too many bunkers and most are 3 times
as large as they should be, by current course design standards. Drainage and cart paths need to be
addressed. Braemar also has the oldest and largest irrigation system in the state. It is in need of
replacement in the next five years at a cost of approximately $2 million. It is critical that we study,
plan and budget appropriately for the renovation of the course amenities. It is imperative that
proper planning determines the need and timelines of projects in order to re -do work completed
because projects were not sequenced properly.
With the recommended closing of Fred Richards, it is critical that we aggressively market Braemar
and provide appropriate facilities for beginners, youth and seniors. It is critical that as we plan for
course improvements that will enhance Braemar to provide the beginner/intermediate level
experience that we provide at FREC. This will involve improvements to the Executive Course/Par 3
and improvements to the Clunie 9, as well as improvements to the original 18 hole course. Staff is
also working on a variety of programs to continue to attract golfers and non -golfers to Braemar.
REPORT / RECOMMENDATION
Current programs:
Adults
Group lessons with three levels from beginner to advanced. The lessons run mid-April until mid-
August.
Tee it Up! Fore Golf which is a rules and etiquette program for students who are ready to be
introduced to playing on a golf course. Several sessions are offered throughout the summer.
uniors
Page 8
• Group lessons with levels from beginner to intermediate; ages 8-17. Offered June and July.
• Junior Development - Offered all summer.
o Level I is for juniors who have completed levels I and 2 and are ready to be
introduced playing on the golf course. It is a 3 day program with instruction on the
range as well as on the golf course.
o Level 2 is for juniors who play the regulation course and desire to take their game
to the next competitive level. It also is a 3 day program with instruction on the
range as well as on the golf course.
• Junior League is made up of 5 leagues, three on the two executive courses, one regulation 9
hole league and one regulation 18 hole league. The leagues play for 6 weeks beginning right
after school is out in June.
New programs for 2014:
Familv
• Movies Under The Stars. Outdoor movies on the driving range. A family friendly movie
(UP) in August and a more grown up "golf themed" movie (Tin Cup) in June. Complete
details have not been completely finalized, but we will offer refreshments, snacks, and games
prior to the movie to encourage dinner and entertainment prior to the movie.
• Winter groomed trails: In December 2013, staff began grooming 9' wide winter recreational
trails at Braemar. The north loop is 1.7 miles long and the south loop is 1.2 miles long. The
trails are being used by walkers, dog walkers and cross country skiers.
Women
• Women's Night Out At The Dome. This is not completely new, but contests and prizes
will be added. This will be a night at the dome for women prior to the start of the golf
season. Vendors will be invited for equipment demonstrations. Golf clinics will be given by
all our golf professionals. Unlimited golf balls will be offered and food and beverages will be
served.
REPORT / RECOMMENDATION
Page 9
Adults
• Nite Glow Golf. Nine holes of golf on the executive course with a glow golf ball with only
the tees, flag sticks and holes being illuminated.
Other Potential Programs
• Senior Golf Tournament and lunch at the Executive Course in September.
• Cookie decorating with Mrs. Claus in early December at the clubhouse.
3. Modify Prices and Discounts
We plan to modify our fees by increasing fees during periods of highest demand utilizing yield
management techniques. Pricing will be set by demand, with the highest charges at the peak
demand times. This is a standard practice in the golf industry. Non -peak times will also be studied
and programs will be offered to promote course use during those periods. For example, we could
offer a Player Development Program. For a set monthly rate, customers would get a discount for
green fees and free range time during specific underutilized times. New programs and classes will
also be added. These programs will increase awareness of our course, attract new customers,
utilize the course or range during non -peak times and provide fun, exciting and/or challenging
experiences for new and experienced golfers. Demand is down nationally for golf because it is too
hard, too expensive and takes too much time. Women, kids and young adults are under-
represented in the golf market. We plan to target them specifically with our amenities,
programming and course structure. The existing patron card system will be evaluated. This
program has declined significantly over the years and needs to be re-evaluated. Rewards programs
are most effective when rewards are frequent, like after the second or third visit. Increased
rewards and customer appreciation programs need to be implemented. We need to attract new
customers while working hard to retain existing customers. There are a lot of choices for today's
golfer. It is critical that we incite golfers to repeatedly choose to golf with us and to bring their
friends, family and co-workers with them. Half of the revenues presented in the pro forma are
from increases through new fees or fee structures. Different reward programs will be considered.
4. Outsource Ancillary Services
Staff recommends that we outsource grill operations, similar to what the City of Minneapolis has
done successfully in its park system with the Tin Fish at Lake Calhoun, Bread & Pickle at Lake
Harriet and Sea Salt at Minnehaha Park. We believe that we can improve our customer service by
having better food and beverage offerings while generating more revenue to support Braemar
operations. This would also provide an opportunity to remodel the grill and clubhouse areas and
potentially offer a full service catering kitchen to better meet the needs of our banquet operations.
We want to provide a family friendly environment to entice our customers to stay after a round of
REPORT / RECOMMENDATION
Page 10
golf to socialize, consider attending an event at the clubhouse or bring a client for a round of golf
and a casual lunch or dinner afterward.
The Grill at Braemar has been operating on a break even basis. We have one full time year round
employee and 27 seasonal employees. Outsourcing the grill would save in staffing, cost of goods
sold and utilities. Benefits would be a new and improved menu, enhanced service in the grill and on
the course and the opportunity to bring in a restaurant with name recognition, which would help
to drive food and beverage sales.
5. Expand Marketing
The proposed plan increases the marketing allocation by from $67,000 in 2014 to $143,000 in
2020. We plan to build excitement about our golf operations through a robust and professional
marketing campaign, both in and outside of Edina.
6. Improve Customer Service
Our customers are our number one priority and they need to be treated accordingly. We plan to
significantly improve the customer service in all aspects of our golf operations. The golf team will
view the golfer experience through a series of "touch points" on the golf course. We will improve
customer service at all of these touch points, including making tee times, arriving at the course,
checking in, warming up, starting, playing a round, making the turn, finishing the 18`h hole and
clubhouse to car. This will involve everything from providing the best access to tee times and class
registrations and staying on time, to knowing golfers names. Our customers need to know that we
value the time and money that they spend at Braemar and we need to show our appreciation in all
customer contact situations. Pace of play will also be a priority of Braemar staff.
Similar to what the Edina Liquor Stores did in 2013, we plan to hire a customer service training
team to help us hire, coach and train and evaluate our full and part time staff. We will also conduct
secret shopper experiences to accurately evaluate our service. The cost to provide this customer
service training for a full season will be $9600.
Summary
This six step strategy would reduce expenses by $2.3 million by 2020. (Details on Page 15 of Pro
Forma, Attachment D).
$734,000 will be saved by closing FREC.
$1,307,900 will be generated with new rates and marketing
($592,500) will be the net spent/earned on an improved driving range
$362,800 will be saved by the reduction of three full time staff and 27 part time staff
$522,200 will be generated by outsourcing the grill operations
REPORT / RECOMMENDATION
$2,334.400 Total Savings By 2020
Page I I
The 2013 Quality of Life Survey reported that 76% of Edina residents did not visit Fred Richards
Golf Course in the last year. 21 % of residents did not utilize trails, 17% did not use neighborhood
parks, 52% athletic fields, 53% Edinborough Park, 36% Centennial Lakes Park, 62% the Aquatic
Center, 67% Senior Center, 68% Braemar Arena, and 58% Braemar Golf Course.
The biggest financial benefits to the golf fund in this proposal comes from closing Fred Richards
Golf Course, improving the driving range and course conditions and increasing rates at Braemar.
Additionally, without the $734,000 estimated savings that will come from closing Fred Richards, it
would be extremely difficult to finance the driving range construction. Financing would have to
come from not funding other city projects, new debt, or a combination of both. Debt financing
comes with additional costs that make the project much less profitable. Also, without the savings
from closing Fred Richards, the Golf Fund would not have enough cash flow to pay the debt service
in the future. Due to the existing $1 million debt in the Golf Fund and the annual losses
experienced in the Golf Fund, the likelihood of receiving bonding for this project is highly unlikely.
If a driving range project is to begin in the fall of 2014, it is critical for a decision on the closing of
FREC early in 2014. Final design, watershed approval and the bidding process will take several
months.
• Staff believes that the $734,000 estimated savings from closing Fred Richards is conservative. Our
historical financial data shows an average profit at Fred Richards of around $50,000. However, this
excludes at least $50,000 of current expenses in supplies and staffing that aren't being charged to
FREC, but are being absorbed by Braemar. It also excludes any future capital improvements, which
will be significant. FREC is 20 years old and will start to see significant expenses required to
maintain service levels. Some capital projects that aren't currently included in the CIP are:
New Roof 2019 $50,000
Carpet/Furniture 2017 $20,000
Fiber Optic to Clubhouse 2015 $100,000
Point of Sale System 2015 $1,500
Security Camera 2016 $7,500
Bathroom Remodel 2020 $30,000
Outdoor Furniture 2016 $10,000
Golf Car Replacement 2017 $16,000
Irrigation System 2025 $500,000
Fairway rehabilitation due to soil settlement 2020 $654,000+
REPORT / RECOMMENDATION
Page 12
Residents expressed concern over a decrease in property values if Fred Richards Golf Course is
repurposed to a park. The Trust for Public Land conducted a study on the economic value of city
park systems and through their sample found that parks can contribute to the value of residential
properties immediately adjacent to a park by as much as a 20 percent marginal value. For
properties further away from the location of the park, parks still can provide as much as a 5 to 10
percent marginal value. Parks improve the local tax base and increase property values. It is proven
that private property values increase the value of privately owned land the closer such land is to
parks. This increase in private property value due to the proximity to parks increases property tax
revenues and improves local economies. A Texas A&M review of 25 studies investigating whether
parks and open space contributed positively to the property values of surrounding properties
found that 20 of the 25 studies found that property values were higher. The real estate market
consistently demonstrates that many people are willing to pay a larger amount for property located
close to parks and open space areas than for a home that does not offer this amenity.
Staff recommends the creation of a Community Advisory Team to work with the Park Board to
prepare a master plan for repurposing Fred Richards Golf Course to Fred Richards Park. This
could be completed as a project separate from, but related to the park system strategic plan. The
best timing for this project would be at the completion of the 2014 golf season. Customer service
training and increased marketing is being incorporated immediately. Outsourcing of the grill would
start in 2015.
Recommendation
Because of the integrated nature of the staffs six point strategy, staff requests the Park Board
consider the set of recommendations as a package and give the package one of three actions:
I. Recommend (generally support)
2. Do Not Recommend (do not support)
3. Non -Recommend (do not have enough information to recommend or not recommend)
The City Council will thoroughly and thoughtfully consider your action on this matter at their
March 4 City Council meeting.
Attachments:
A. National Golf Statistics Charts
B. Edina Golf Statistics Chart
C. January 30, 2014 Golf Meeting Notes
D. Golf Pro Forma Scenarios — City of Edina Golf Operations Study
E. Correspondence
National Golf Round Statistics
c u n d s V6 I _ t■ -
Rounds (in Millions)
7 Year Change: -2.8%0—
Soo 501
498
489 4
486 86
475
463
2005 2006 2007 2008 2009 2010 2011 2012
Source- Goff Da:med,. NGF, PGA ofA.x
% Change (year -over -year)
6.7%
Attachment A
--- -1.070 -2.30! 0
-3.0% 2.5 %
1999 2000 20012002 2003 2004 2005 2006 2007 2008 2009 2010 20112012
Rounds played fell 11%, or 55 million rounds over the last 10 years. In 2012, almost half of the
losses were recovered, providing a reason for cautious optimism.
** Statistics by the NGF, the National Golf Foundation
National Golf Round Statistics
Net Change in National Supply of Courses
18 Hole Equivalents
Net Change = Openings Minus Closures (in 18 hole equivalents)
252
-139-141
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 20112012
Since 2006, there has been a cumulative supply reduction of 500 facilities.
** Statistics by the NGF, the National Golf Foundation
National Golf Round Statistics
Rounds Played in 2012
+2.0% or higher
V
-2.0% or lower
Pacific + 1.6%; Mountain +7%; West and North Central +7.6% (Including Minnesota)
East and North Central +10.8%; New England - +3.2%; Mid Atlantic - +10.1%
South Atlantic + 2.4%; South Central + 5.0%
Extraordinary weather in 2012 drove rounds up by the largest increase since the turn of the
century (5.7% nationally). Playable days were up 6.5% according to the PGA of America (data
from PGA Performance Trak) .
These results are from a Rounds Played Research Coalition led by Golf Datatech and supported by
the PGA of America, the NGF and the NGCOA. Findings are based on rounds played reporting from
over 4, 000 golf facilities, most of which are contributing their data through the PGA's
Performance Trak reporting system.)
** Statistics by the NGF, the National Golf Foundation
180,000
160,000
140,000
120,000
100,000
80,000
60,000
Attachment B
Edina Golf Statistics
Golf Rounds at Edina Courses
40,000
,yO
ti� ti� ti� tiO tiO tiO ,LO ,LO .LO .LO ,LO .LO .LO .yO ,tiO .LO .LO ,tiO .LO .LO
,tiO��,yO,h.1O�O
®1992 Projections - Total Rounds Actual Rounds - Braemar and FR
City of Edina
Golf Meeting Notes
January 30, 2014
Scott Neal opened the meeting at 7:10pm.
Attachment C
A request was made for common etiquette to be observed at the meeting to allow for as much input as possible.
It was noted that this meeting was in the beginning stages of golf operations discussions with the community.
The next two opportunities for input on golf operations are Tuesday, February 11th (Park Board Public Hearing,
7pm) and Tuesday, March 4th (City Council Meeting, 7pm).
A PowerPoint was shown to the audience (see attached) and commentary given by Scott Neal and Ann Kattreh.
It was noted that the reason for these discussions regarding golf operations in Edina originated with the request
by City Council to look into ways to maintain financial stability in golf operations. A reminder was given to
attendees that all input is welcome and to please contact staff and council members via the mail@edinamn.gov
email address.
A Question -Answer Period ensued.
1. Tom Wexler, Edina Resident
Noted: Mr. Wexler is happy with customer service at Braemar and sees no need for improvements.
Questions: What will happen to the Fred Richards Golf Course if it is closed? How much is the closing
worth and what will Edina do with the money?
Answer (Scott): Fred Richards was purchased in 1982 for $800,000. The plan is not to sell Fred Richards,
but rather to repurpose the area for Edina residents. What to do with the area is an open process and
staff wants to have input from the community before repurposing plans are suggested.
2. Nancy Thorvelson, Oaklawn Avenue
Questions: What are the projected costs for the consultants you are utilizing in this process?
Answer (Ann): We do not have. an exact total number yet as the plan has not been approved and we are
still seeking input. One consultant has been used to date (at $5,000) to estimate the driving range plan
costs. A customer service consultant is estimated at $5,000-$10,000 and final figures for the driving
range consultant would be less than $25,000.
3. (No Name Given)
Question: How did Edina pay for the Fred Richards Golf Course in the first place?
Answer (Scott): The money came from the Golf Fund.
4. (No Name Given)
Noted: Concerned that Fred Richards is really a course for kids and youth to learn how to play golf.
uestion: What will happen to the Youth Golf Program at Fred Richards if the course closes?
Answer (Ann): The City will work with programming and outreach to draw Youth to Braemar programs
for kids, especially the Executive Course.
Dan Sleck, 4708 Kellogue
Noted: The City should look at the profit/loss of all golf operations together, not individually.
Questions: Has staff looked at any successful Par 3 courses in the Twin Cities? Why has the city decided
to evaluate finances of individual golf courses as stand-alone instead of collectively? What has the City
done to look into the potential loss in property values of residential sites near Fred Richards?
Answer (Scott): We will need to look into these items for the next meeting.
6. Scott Dorn, Cornelia Neighborhood
Noted: Residents appreciate the Fred Richards course as one for beginner golfers. It is an intangible
asset to the community. We should consider raising greens fees to save the course.
Questions: Is this an issue about Braemar? Where is the decrease in rounds per year most significant?
Noted: Asked for a show of hands in support of the "Save the Fred" effort.
(No Name Given), West Shore Drive
Noted: The City needs to have a Master Plan for the Fred Richards course in order to get people on
board with the plan.
Question: Where is the plan for Fred Richards?
Answer (Scott): We do not have a Master Plan because we wanted the repurposing question to be left
open to the community for input. We are recommending this plan, not saying what should be done. The
park planning process must involve the community.
S. Rob Koop
Question: How much would it cost to repurpose the Fred Richards? Has any thought been given to close
the Clunie 9 -hole course at Braemar?
Answer (Scott): The Clunie 9 -hole course will be considered in the long-term plan. We do not have an
estimate for the repurposing of Fred Richards as the City wants community input first.
9. Bonnie McGrath
Noted: Edina is unique in that it has a variety of golf courses to suit all types of golfers. We are trying to
fix something that doesn't need fixing. Customer service is great. We should look at marketing the
courses more to bring in more revenue. The community has not been able to weigh in on the plan and
would like to recommend that the public be brought into committee discussions.
10. John Stang, lives at 7th green of Fred Richards
Noted: Crestfallen to hear of closing of Fred Richards. Understanding of financial considerations, but
supports Bonnie's comments that the suggestion to close Fred Richards without input is unacceptable.
11. Jim Scattergood
Noted: Recognizes the declining of golf revenues, but wants to look at other areas that may generate
revenues. Stated a complaint regarding the hiring of consultants. Suggests the City approach residents
to serve as consultants to save money.
12. Bill Dobbs
Noted: Wonders if the City has drawn a comparison between the Chaska Towncourse and Braemar. He
would be in support of upgrades for Braemar Golf Course.
13. Dan Olson, Seagate Technology
Noted: His company has a golf league that plays every Tuesdays at Fred Richards. Wondered if the
Pentagon Park refurbishment is linked to the marketing of Fred Richards to new businesses. He is
supportive of the use of Liquor revenue to support golf operations.
Question: Why do the golf courses need to be profitable?
Answer (Scott): Currently 80% of golf operations costs are covered. The City Council decides on what
percentage merits looking into support options.
14. Philip Smith
Noted: The decline in golf rounds per year has to do with the weather.
Question: What about the golf dome finances?
Answer (Scott): The trajectory of the line graph was caused by additional factors to the weather. Not
having the golf dome open last year was difficult on a short term basis, but fortunately we were able to
pay for 2.6 million of the 3.5 million cost with insurance payments.
15. Tom Terwilliger
Question: How did you come up with the $750,000 savings if Fred Richards is closed?
Answer (Scott): (needs clarification - The City would not agree that this is a cash-flow positive.... too
much chatter throughout room to hear complete response).
16. Nancy Thorvelson
Noted: There is hostility towards the City Staff because of past experiences with the Pentagon Park
question and Cornelia Park issues. The public has a track record with the City and it is not positive. Why
does Fred Richards need to make money? Equated Fred Richards to warming houses, ice rinks and other
parks. Golf should be an amenity of the City. Recommends a city-wide vote on the issue.
17. Burt Holling, Cornelia neighborhood
Noted: The support of the community present surrounding the issue. A reminder to the City that there
are people who are missing in the room who need to hear the community, namely, the City Council. 252
people signed the "Save the Fred" petition. Also asked attendees to see the Facebook page and website
for Fred Richards.
Response (Scott): Encouraged dialogue with the City and Council. Reminded the audience that the
Council would like to hear from the public on this matter.
18. Gage Halvi
Noted: He supports Fred Richards and Braemar. He moved to Edina so that he could get a t -time at
Braemar. Would like the City to define the problem.
Question: Why close Fred Richards? What problem is the City trying to solve?
Answer (Scott): The City Council has asked staff to look at the long-term sustainability of golf operations
in the city. This will be a community choice with community input.
19. Paul Rosenthal, Rep.
Question: Is the Fred Richards paid for in full?
Answer (Scott): Yes, as of January 2013.
Statement by Rep. Rosenthal: If the Fred Richards is paid for in full, where will the revenue come from if
not from Fred Richards? One month is not enough time for feedback on the golf plan. The entire
community must be involved in the process and he requested more time for the effort.
20. Andrea Keller
nds, Ms. Keller started a little girls' league that has grown
Noted: With regards to the decline in golf rou
in the past five years from a membership of 30 to 130. She is concerned about the rush to close Fred
Richards and would like to see more focus on ways to grow the game of golf in the community.
21. Hugh Thompson
uestion: Would like to know what the t -time utilization figures are for Braemar and Fred Richards.
Answer (Scott): We will need to get those figures for you.
22. Wayne_
Noted: He moved to Edina for two reasons: the schools and the amenities, not money. He believes that
the sport of golf will rebound as hockey did and that this plan is presumptuous.
23. Art Lowell, Kellogue Avenue
Noted: If the City closes Fred Richards the property will go back to the Park Board.
Question: What will the Park Board do to repurpose the property and what will the cost be to maintain
the park facility?
Answer (Scott): Difficult to estimate costs without knowing the land use. The land use is open to
discussion from the public and no decisions have been made.
24. Leslie Sharp
Noted: Has played for 35 years at Braemar, but not at Fred Richards. He likened Fred Richards to a
church camp. Even though Fred Richards operates at a loss, it brings new blood into the game (youth)
which is crucial for the game's future. Asked the City to please reconsider the park as an asset to the
community. Suggested raising greens fees to earn more revenue to keep the Fred Richards open.
25. Greg Shuster, Minneapolis resident
Noted: He is a Fred Richards fan and plays often at Braemar.
Question: What is the reasoning behind the closing of Fred Richards?
Answer (Scott): The City put together a package which focuses on earning more revenue from golf
operations.
26. San Asato, Edina resident
Noted: Thanked the City for hosting the meeting. He likes to golf in Edina and looks forward to making
improvements from Braemar as it looks like that is what is best for the city. He does not, however,
understand the financial assumptions behind the proposed plan.
Question: Will you have the pro -forma information available as part of the prep packet for the Park
Board meeting?
Answer (Scott): Yes, we will have it available.
27. Pat Shannon, 76th Street
Noted: He was disappointed that only one proposal has been given as a plan.
Question: Is the City open to additional proposals and the creation of a volunteer committee to Save
Fred Richards?
Answer (Scott): Yes, other proposals are welcome to be presented at the Park Board meeting. The City's
default mode is to find a way not to close facilities so new ideas are always welcome.
28. Al Grinbrid
Noted: He does not want the closing of Fred Richards and he suggests that attendees approach their
Council Members about the issue.
Question: Is the Fred Richards closing a developer question (based on the two plans developed for the
Pentagon Park redevelopment)?
Answer (Scott): The Pentagon Park redevelopment firm, Hillcrest Development, has created two overall
plans; one with Fred Richards and one without. The firm is not driving the golf operations project.
29. Bill Richards, Cahill Road
Noted: He finds the conversation about the changes to the Executive Course at Braemar very
disappointing. He would like to preserve one or two Par 4 courses at Braemar.
30. Michelle Lamson, Edina Realtor & Property Manager
Noted: She wanted to note that Fred Richards adds to the property values in the area and keeps the
crime rate down for the area. Feels it is very important element of the South East corner of Edina.
31. Jim Jenkins
Noted: He would like clarification on the allocation method that is causing Fred Richards to lose money.
Would like to know how much is being allocated and what the loss is.
32. Tom Wexler
Noted: The City is making a mistake about the anticipated Grill revenues. The emphasis on customer
service is being misplaced.
33. Tim Nasby, West Shore Drive
Noted: This meeting is long overdue and as a life-long resident, has been very disappointed about the
process. Recommends that a vote is taken before the plan is enacted.
Response (Scott): Provided clarification that the City Staff does not make the decisions about enactment
of the plan and that the Park Board will take public testimony on February 11`h
34. Tom Terwilliger
Noted: He suggested that the rounds of golf appear to decline in 2008 during the recession.
Questions: What if the rounds increase to former levels over the next five years, especially if we go
ahead and make these improvements? Is the City open to additional proposals?
Answer (Scott): The rounds of golf peaked in 1998 and have had a steady decline ever since. The City is
definitely open to additional proposals.
35. (No Name Given)
Question: Is the Braemar Golf Course subsidizing the Braemar Arena?
Answer (Scott): No, the Liquor fund supports the Braemar arena.
Question: Will the City look into various management companies to outsource Grill operations?
Answer (Scott): Yes.
36. (No Name Given)
Noted: He would like the City to tap into the community for solutions to this issue; open the books for
broader discussion.
37. Rosemary Gellen, Arden Park
Noted: Thanks to Scott Neal and his online Blog containing financial figures. She noted that the Braemar
Arena receives funds in the amount of $600,000 from the Liquor fund. She also wondered why the City is
only looking at one component of the budget rather than the whole.
Scott Neal thanked the community for attending the meeting and closed the meeting at 9:07pm.
Attachment D
CITY OF EDINA
o e
0
\, .
Golf Operations Study
Financial Projections
Page 1 Rounds of golf over the years
Page 2 Baseline projections
Page 3 Baseline without Fred Richards (1 FTE staff reduction)
Page 4 City Staff Plan
Financial Variables
Close Fred Richards (1 FTE reduction),
Page 5 Rate increases,
Page 6 Improved marketing,
Page 7 Driving range expansion
Page 8 Grill outsourcing (1 FTE reduction), &
Page 9 Staff reduction (1 FTE in addition to 2 others, total of 3)
Page 10 Braemar rates vs. competition
Page 11 ROI calculations for driving range and grill changes
Page 12 Possible future improvements after successful execution of the plan
Page 14 Fred Richards financial history
Page 15 Six -point strategy cumulative and annual savings
Alternatives for faster physical improvements to Braemar
Transfer more cash to golf from other City funds in 2014 or 2015
Sell City assets and deposit some of the proceeds to golf fund
Spend Braemar Memorial fund
Issue bonds to be paid back with tax dollars
Issue bonds to be paid back with future golf revenue (risk of additional
City subsidies in the future if golf demand continues to decline)
NOTE: All plans and variables assume average weather and consistent demand for golf each year of the study.
Golf Rounds at Edina Courses
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
� Ln (.o r, oo rn o Ln �.D r- oo rn N m �* Ln k.0
m m mrn rn oma, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
-1992 Projections - Total Rounds -Actual Rounds - Braemar and FR
Page 2 City of Edina Golf Fund
Baseline Scenario
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Irrigation replace phase 1
Actual
Actual
Actual
Actual
Projected
Projected
Projected Projected Projected Projected
Projected Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Operating revenues
Liquor sales
$ 146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Otherfees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,296,250
3,352,200
3,409,100
3,467,200
3,526,200
3,586,600
3,648,100
Operating expenses
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,565,168
3,657,600
3,827,600
4,008,300
4,123,700
4,245,000
4,372,200
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(268,918)
(305,400)
(418,500)
(541,100)
(597,500)
(658,400)
(724,100)
Nonoperating revenues,
(expenses),
and transfers
1 87%
86%
84%
83%
-Cash balance
$(987,051)
1 $(1,106,989) $(1,084,247) $(453,491)
$(1,003,440) $(260,566)
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
492,282
147,300
36,200
(84,500)
(138,900)
(197,700)
(261,300)
January 1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,592,032
5,739,332
5,775,532
5,691,032
5,552,132
5,354,432
December 31 netasse
$ 2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,592,032
$ 5,739,332
$ 5,775,532
$ 5,691,032
$ 5,552,132
$ 5,354,432
$ 5,093,132
Non -GAAP cash reconciliation
Change in net assets
$ 341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 492,282
$ 147,300
$ 36,200
$ (84,500)
$ (138,900)
$ (197,700)
$ (261,300)
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(425,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
610,392
-
-
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
742,874
233,800
(1,974,700)
374,300
333,800
228,700
183,300
January 1 cash
(1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(260,566)
(26,766)
(2,001,466)
(1,627,166)
(1,293,366)
(1,064,666)
December 31 cash
$ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (260,566)
$ (26,766)
$ (2,001,466)
$ (1,627,166)
$ (1,293,366)
$ (1,064,666)
$ (881,366)
Expense recovery
103%
97%
97%
98%
86%
92%
92%
89%
87%
86%
84%
83%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
Braemar: carpeting
GC -12-006
Braemar: slit drainage 3 fairways
GC -12-007
Braemar: clubhouse roof replacement GC -12-008
Cart path repair/expansion
GC -12-009
Maintenance equipment
GC -13-001
Tee renovation
GC -13-003
Irrigation replace phase 1
GC -13-004
Irrigation replace phase 2
NEW
Golf dome construction
NA
Golf cart replacement
NEW
Total
75,000 -
26,300
53,800
82,000 84,100
25,000 25,600 78,800 80,800 27,600 28,300 87,000 89,200
145,000 158,900 162,800 172,300 176,600 181,000 185,600 190,200
51,300 73,500 107,700
1,615,300
384,700
3,000,000 600,000
172,300
$ - $ 3,245,000 $ 917,800 $ 425,500 $ 2,586,900 $ 204,200 $ 209,300 $ 272,600 $ 279,400
Golf Fund
Baseline Scenario
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion not included in baseline scenario
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
$1,500,000
Assumed 2009-2020 Total Subsidy of $4,744,329
110%
$1,000,000
105%
$500,000
100%
r
C
U
�
�
N
`
W
` '
�
�
0. 00
a
$(1,000,000)
�••�,..an
W00�
60moi
�
83%
85/
dP
$(1,500,000)
?
I
80%
I
01
✓
75%
$(2,000,000)
Projected
Projected
Projected
Actual
Actual Actual Actual
Projected Projected
Projected
Projected
Projected
2009
2010 2011 2012
2013 2014
2015
2016
2017
2018
2019
2020
Expense recovery
103%
97% 97% 98%
86% 92%
92%
89%
1 87%
86%
84%
83%
-Cash balance
$(987,051)
1 $(1,106,989) $(1,084,247) $(453,491)
$(1,003,440) $(260,566)
$(26,766)
$(2,001,466)
1 $(1,627,166)
$(1,293,366)
$(1,064,666)
$(881,366)
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion not included in baseline scenario
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 3 City of Edina Golf Fund
Baseline Scenario Without Fred Richards
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
GC -12-007
Actual
Actual
Actual
Actual
Projected
Projected Projected
Projected Projected
Projected Projected Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
100,000
84,600
85,700
86,800
87,900
89,000
89,000
Operating revenues
Liquor sales $
146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Close FR, net of adds to
Braemar
384,700
Golf dome construction
(4,900)
(4,650)
(4,350)
(4,050)
(3,750)
(3,800)
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Close FR, net of adds to
Braemar
`
/ % /
(14,000)
(13,200)
(12,400)
(11,600)
(10,800)
(11,000)
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Close FR, net of adds to
Braemar
(9,800)
(9,200)
(8,600)
(8,000)
(7,400)
(7,500)
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Close FR, net of adds to
Braemar
75%
$(2,000,000)
(140,000)
(132,100)
(124,100)
(116,000)
(107,700)
(109,300)
Otherfees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,296,250
3,183,500
3,249,950
3,317,750
3,386,550
3,456,950
3,516,500
Operating expenses
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Close FR, net of adds to
Braemar
(7,000)
(6,700)
(6,400)
(6,100)
(5,800)
(5,900)
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Close FR
(153,000)
(157,600)
(162,300)
(167,200)
(172,200)
(177,400)
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Close FR
(18,000)
(18,000)
(18,000)
(18,000)
(18,000)
(18,500)
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Close FR
(50,000)
(51,000)
(52,000)
(53,100)
(54,200)
(55,800)
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
494,000
570,000
654,000
670,000
689,000
711,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,565,168
3,361,600
3,523,300
3,695,600
3,802,300
3,914,800
4,031,600
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(268,918)
(178,100)
(273,350)
(377,850)
(415,750)
(457,850)
(515,100)
Nonoperating revenues,
(expenses), and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
(1,600,000)
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
(838,800)
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
(1,107,718)
274,600
181,350
78,750
42,850
2,850
(52,300)
January 1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
3,992,032
4,266,632
4,447,982
4,526,732
4,569,582
4,572,432
December 31 net asse $
2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 3,992,032
$ 4,266,632
$ 4,447,982
$ 4,526,732
$ 4,569,582
$ 4,572,432
$ 4,520,132
Non -GAAP cash reconciliation
Change in net assets $
341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ (1,107,718)
$ 274,600
$ 181,350
$ 78,750
$ 42,850
$ 2,850
$ (52,300)
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
494,000
570,000
654,000
670,000
689,000
711,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(395,500)
(2,556,900)
(174,200)
(179,300)
(242,600)
(249,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
2,190,392
-
-
-
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
722,874
323,100
(1,870,550)
493,550
468,550
379,250
339,300
January 1 cash (1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(280,566)
42,534
(1,828,016)
(1,334,466)
(865,916)
(486,666)
December 31 cash $ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (280,566)
$ 42,534
$ (1,828,016)
$ (1,334,466)
$ (865,916)
$ (486,666)
$ (147,366)
Expense recovery
103%
97%
97%
98%
86%
92%
95%
92%
90%
89%
88%
87%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
75,000
-
Braemar: carpeting
GC -12-006
$1,soo,000
26,300
Braemar: slit drainage 3 fairways
GC -12-007
110%
53,800
Braemar: clubhouse roof replacement
GC -12-008
82,000
84,100
Cart path repair/expansion
GC -12-009
25,000
25,600
78,800
80,800 27,600 28,300 87,000 89,200
Maintenance equipment
GC -13-001
145,000
158,900
132,800
142,300 146,600 151,000 155,600 160,200
Tee renovation
GC -13-003
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
1,615,300
Irrigation replace phase 2
NEW
384,700
Golf dome construction
NA
3,000,000
600,000
Golf cart replacement
NEW
d
172,300
Total
$ - $ 3,245,000 $
917,800 $
395,500
$ 2,556,900 $ 174,200 $ 179,300 $ 242,600 $ 249,400
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds drop to 84,600 in 2015, gradually increasing to 89,000 in 2018 as FR golfers migrate to Braemar
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Golf Fund
$1,soo,000
Baseline Scenario Without Fred Richards
110%
Assumed 2009-2020 Total Subsidy of $4,744,329
$1,000,000
105%
$500,000
100%
9% a
5
s
d
,'
.'
$(500,000)
90%W
`
/ % /
87%
,
de
$(1,000,000)
�.,,,
85%
do
'I
1
$(1,500,000)
�'
80%
�r
75%
$(2,000,000)
Actual
Actual Actual Actual Projected Projected Projected Projected
Projected
Projected
Projected
Projected
2009
2010 2011 2012 2013 2014 2015 2016
2017
2018
2019
2020
Expense recovery
103%
97% 97% 98% 86% 92% 95% 92%
90%
1 89%
88%
87%
•Cash balance
$(987,051)
$(1,106,989) $(1,084,247) $(453,491) $(1,003,440) $(280,566) $42,534 $(1,828,016)
$(1,334,466)
$(865,916)
$(486,666)
$(147,366)
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds drop to 84,600 in 2015, gradually increasing to 89,000 in 2018 as FR golfers migrate to Braemar
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 4 City of Edina Golf Fund
City Staff Plan
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Actual Actual Actual Actual Projected Projected Projected Projected Projected Projected Projected Projected
Total rounds sold 118,076 101,387 95,771 96,496 80,000 96,000 70,000 83,000 84,000 85,000 86,000 86,000
Operating revenues
Liquor sales $ 146,632 $ 144,541 $ 145,492 $ 161,040 $ 151,000 $ 156,000 $ 158,300 $ 160,700 $ 163,100 $ 165,500 $ 168,000 $ 170,500
Close FR (4,900) (4,650) (4,350) (4,050) (3,750) (3,800)
Outsource grill (137,400) (140,050) (142,750) (145,450) (148,250) (150,700)
Retail sales 212,886 218,585 230,865 230,120 190,000 215,000 221,500 228,100 234,900 241,900 249,200 256,700
Concessions 230,776 213,250 203,598 223,775 185,000 218,000 221,300 224,600 228,000 231,400 234,900 238,400
Close FR (14,000) (13,200) (12,400) (11,600) (10,800) (11,000)
Outsource grill (205,300) (209,400) (213,600) (217,800) (222,100) (225,400)
Memberships 123,761 119,981 108,978 88,555 62,400 65,000 65,000 65,000 65,000 65,000 65,000 65,000
Admissions 264,671 228,126 313,735 70,049 45,000 282,000 290,500 299,200 308,200 317,400 326,900 336,700
Rate increase 76,000 67,500 58,800 49,800 40,600 31,100 21,300
Building rental 81,728 70,726 87,081 74,215 70,000 88,000 89,300 90,600 92,000 93,400 94,800 96,200
Outsource grill 75,000 76,100 77,200 78,400 79,600 80,800
Equipment rental 359,277 362,763 335,161 359,484 301,500 340,000 345,100 350,300 355,600 360,900 366,300 371,800
Close FR (9,800) (9,200) (8,600) (8,000) (7,400) (7,500)
Rate increase 25,000 42,700 64,500 59,200 78,900 73,500 68,000
Green fees 1,880,610 1,738,261 1,517,962 1,661,982 1,487,000 1,601,000 1,625,000 1,649,400 1,674,100 1,699,200 1,724,700 1,750,600
Close FR (140,000) (132,100) (124,100) (116,000) (107,700) (109,300)
Rate increase 69,500 153,500 129,100 182,400 157,300 241,800 215,900
Driving range expansion (34,200) (142,500) (28,500) (28,900) (29,300) (29,700) (30,100)
Otherfees 358,333 346,971 338,353 356,371 284,000 331,250 336,200 341,200 346,300 351,500 356,800 362,200
Driving range expansion (41,100) (151,100) 218,300 227,000 231,500 236,200 240,900
Rate increase 3,000 3,000 43,000 43,000 88,000 88,000 133,000
Total revenues 3,658,674 3,443,204 3,281,225 3,225,591 2,775,900 3,394,450 2,888,900 3,461,800 3,571,100 3,668,700 3,807,100 3,870,200
Operating expenses
COGS 338,248 328,821 320,132 347,752 320,000 366,540 375,700 385,100 394,700 404,600 414,700 425,100
Close FR (7,000) (6,700) (6,400) (6,100) (5,800) (5,900)
Outsource grill (150,000) (153,800) (157,600) (161,500) (165,500) (169,600)
Personal services 1,774,558 1,636,091 1,564,676 1,574,394 1,500,000 1,545,000 1,591,400 1,639,100 1,688,300 1,738,900 1,791,100 1,844,800
Close FR (1 FTE) (153,000) (157,600) (162,300) (167,200) (172,200) (177,400)
Add PT staff for rate increase/programming change at dome 10,500 10,800 11,100 11,400 11,700 12,100 12,500
Driving range expansion (15,000) (65,000) 20,000 20,600 21,200 21,800 22,500
Outsource grill (1 FTE) (170,000) (175,100) (180,400) (185,800) (191,400) (197,100)
Reduce 1 FTE, net of PT adds (50,000) (51,500) (53,000) (54,600) (56,200) (57,900) (59,600)
Contractual services 580,479 557,828 628,347 489,372 475,000 619,000 637,600 656,700 676,400 696,700 717,600 739,100
Close FR (18,000) (18,000) (18,000) (18,000) (18,000) (16,500)
Increase marketing 120,000 123,600 127,300 131,100 135,000 139,100 143,300
Outsource grill (15,000) (15,500) (16,000) (16,500) (17,000) (17,500)
Commodities 323,311 479,783 329,006 344,549 320,000 348,000 358,400 369,200 380,300 391,700 403,500 415,600
Close FR (50,000) (51,000) (52,000) (53,100) (54,200) (55,800)
Outsource grill (12,000) (12,400) (12,800) (13,200) (13,600) (14,000)
Central services 110,796 116,958 128,266 134,496 140,000 128,628 132,500 136,500 140,600 144,800 149,100 153,600
Depreciation 414,656 424,077 412,683 395,953 471,000 576,000 542,000 631,000 715,000 731,000 750,000 772,000
Total expenses 3,542,048 3,543,558 3,383,110 3,286,516 3,226,000 3,648,668 3,080,500 3,332,900 3,498,300 3,598,000 3,703,400 3,813,100
Operating loss 116,626 (100,354) (101,885) (60,925) (450,100) (254,218) (191,600) 128,900 72,800 70,700 103,700 57,100
Nonoperating revenues, (expenses), and transfers
Interest expense (35,182) (18,015) (12,375) (6,676) (12,000) (33,800) (32,300) (30,300) (28,400) (26,400) (24,300) (22,200)
Miscellaneous 90,315 5,222 9,052 2,623,627 - (1,600,000) - - - - - -
Transfers 170,000 99,329 100,000 100,000 570,000 795,000 485,000 485,000 485,000 485,000 485,000 485,000
Total nonoperating 225,133 86,536 96,677 2,716,951 558,000 (838,800) 452,700 454,700 456,600 458,600 460,700 462,800
Change in net assets 341,759 (13,818) (5,208) 2,656,026 107,900 (1,093,018) 261,100 583,600 529,400 529,300 564,400 519,900
January 1 net assets 2,013,091 2,354,850 2,341,032 2,335,824 4,991,850 5,099,750 4,006,732 4,267,832 4,851,432 5,380,832 5,910,132 6,474,532
December 31 net asst $ 2,354,850 $ 2,341,032 $ 2,335,824 $ 4,991,850 $ 5,099,750 $ 4,006,732 $ 4,267,832 $ 4,851,432 $ 5,380,832 $ 5,910,132 $ 6,474,532 $ 6,994,432
Non -GAAP cash reconciliation
Change in net assets $ 341,759 $ (13,818) $ (5,208) $ 2,656,026 $ 107,900 $ (1,093,018) $ 261,100 $ 583,600 $ 529,400 $ 529,300 $ 564,400 $ 519,900
Depreciation 414,656 424,077 412,683 395,953 471,000 576,000 542,000 631,000 715,000 731,000 750,000 772,000
Capital expenditures (173,180) (173,300) (89,608) (233,670) (3,245,000) (1,609,700) (908,500) (2,556,900) (174,200) (179,300) (242,600) (249,400)
Debt principal (net) (515,000) (280,000) (280,000) (285,000) 809,258 - (50,000) (65,000) (65,000) (65,000) (70,000) (70,000)
Other accruals 31,683 (76,897) (15,125) (1,902,553) 1,306,893 2,150,392 -
Change in cash 99,918 (119,938) 22,742 630,756 (549,949) 23,674 (155,400) (1,407,300) 1,005,200 1,016,000 1,001,800 972,500
January 1 cash (1,086,969) (987,051) (1,106,989) (1,084,247) (453,491) (1,003,440) (979,766) (1,135,166) (2,542,466) (1,537,266) (521,266) 480,534
December 31 cash $ (987,051) $ (1,106,989) $ (1,084,247) $ (453,491) $ (1,003,440) $ (979,766) $ (1,135,166) $ (2,542,466) $ (1,537,266) $ (521,266) $ 480,534 $ 1,453,034
Expense recovery 103% 97% 97% 98% 86% 93% 94% 104% 102% 102% 103% 101%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
Braemar: carpeting
GC -12-006
Braemar: slit drainage 3 fairways
GC -12-007
Braemar: clubhouse roof replacement GC -12-008
Cart path repair/expansion
GC -12-009
Maintenance equipment
GC -13-001
Tee renovation
GC -13-003
Irrigation replace phase 1
GC -13-004
Irrigation replace phase 2
NEW
Golf dome construction
NA
Golf cart replacement
NEW
Total
75,000 691,900 513,000
26,300
53,800
82,000 84,100
25,000 25,600 78,800 80,800 27,600 28,300 87,000 89,200
145,000 158,900 132,800 142,300 146,600 151,000 155,600 160,200
51,300 73,500 107,700
1,615,300
384,700
3,000,000 600,000
172,300
$ - $ 3,245,000 $ 1,609,700 $ 908,500 $ 2,556,900 $ 174,200 $ 179,300 $ 242,600 $ 249,400
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds drop to 70,000 in 2015 due to FR closing & range construction, gradually increasing to
86,000 in 2020 as FR golfers migrate to Braemar
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Golf Fund
$1,500,000
110%
City Staff Plan
/
Assumed 2009-2020 Total Subsidy of $4,744,329
/
$1,000,000
105%
101%
$500,000
100%
95%
c
m
�
/
o
a
a
L
/
/
a
C
$(500,000)
/
90% x
//%
$(1,000,000)
'►.�
/
�'� �' ♦
/
85%
i
$(1,500,000)
®
80%
4
/
/
$(2,000,000)
Actual
Actual Actual Actual
Projected Projected Projected
Projected
Projected
Projected
Projected
Projected
75%
2009
2010 2011 2012
2013 2014 2015
2016
2017
2018
2019
2020
Expense recovery
103%
97% 97% 98°.6
86% 93% 94%
104%
102%
102%
103%
101%
-Cash Ma-
$(987,051)
$(1,106,989) $(1,084,247) $(453,491)
$(1,003,440) $(979,766) $(1,135,166)
$(2,542,466)
$(1,537,266)
$(521,266)
$480,534
$1,453,034
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds drop to 70,000 in 2015 due to FR closing & range construction, gradually increasing to
86,000 in 2020 as FR golfers migrate to Braemar
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 5 City of Edina Golf Fund
Rate Increase Variable
Capital Improvement Projects: Assumed inflation 2.60%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
GC -12-007
Actual
Actual
Actual
Actual
Projected Projected
Projected
Projected
Projected
Projected Projected
Projected
Total rounds sold
118,076
101,387
96,771
96,496
80,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Operating revenues
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
1,615,300
Irrigation replace phase 2
NEW
Liquor sales
$ 146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
282,000
282,000
282,000
282,000
282,000
282,000
New dome rates
/
$500,000
56,000
56,000
56,000
56,000
56,000
56,000
56,000
Dome format changes
20,000
20,000
20,000
20,000
20,000
20,000
20,000
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
340,000
340,000
340,000
340,000
340,000
340,000
Rate increases
95% a
'o
25,000
47,800
74,800
74,800
99,800
99,800
99,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,601,000
1,601,000
1,601,000
1,601,000
1,601,000
1,601,000
New weekend rate
69,500
69,500
69,500
69,500
69,500
69,500
69,500
Rate increase
90%W
108,000
108,000
186,000
186,000
296,000
296,000
Otherfees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Rate increase
-
3,000
3,000
43,000
43,000
88,000
88,000
133,000
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,469,750
3,618,900
3,704,500
3,801,600
3,891,000
4,021,000
4,086,300
Operating expenses
$(1,500,000)
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Increase PT dome staff
for new programming
Projected
10,500
10,800
11,100
11,400
11,700
12,100
12,500
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,575,668
3,668,400
3,838,700
4,019,700
4,135,400
4,257,100
4,384,700
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(105,918)
(49,500)
(134,200)
(218,100)
(244,400)
(236,100)
(298,400)
Nonoperating revenues, (expenses),
and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
655,282
403,200
320,500
238,500
214,200
224,600
164,400
January 1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,755,032
6,158,232
6,478,732
6,717,232
6,931,432
7,156,032
December 31 net asse
$ 2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,755,032
$ 6,158,232
$ 6,478,732
$ 6,717,232
$ 6,931,432
$ 7,156,032
$ 7,320,432
Non -GAAP cash reconciliation
Change in net assets
$ 341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 655,282
$ 403,200
$ 320,500
$ 238,500
$ 214,200
$ 224,600
$ 164,400
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(425,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
610,392
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
905,874
489,700
(1,690,400)
697,300
686,900
651,000
609,000
January 1 cash
(1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(97,566)
392,134
(1,298,266)
(600,966)
85,934
736,934
December 31 cash
$ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (97,566)
$ 392,134
$ (1,298,266)
$ (600,966)
$ 85,934
$ 736,934
$ 1,345,934
Expense recovery
103%
97%
97%
98%
86%
97%
99%
97%
95%
94%
94%
93%
Capital Improvement Projects: Assumed inflation 2.60%
Driving range expansion
GC -12-005
75,000
Golf Fund
-
Braemar: carpeting
GC -12-006
26,300
Braemar: slit drainage 3 fairways
GC -12-007
53,800
Braemar: clubhouse roof replacement GC -12-008
82,000
84,100
Cart path repair/expansion
GC -12-009
25,000
25,600
78,800
80,800 27,600 28,300 87,000 89,200
Maintenance equipment
GC -13-001
145,000
158,900
162,800
172,300 176,600 181,000 185,600 190,200
Tee renovation
GC -13-003
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
1,615,300
Irrigation replace phase 2
NEW
384,700
Golf dome construction
NA
3,000,000
600,000
Golf cart replacement
NEW
172,300
Total
$ - $ 3,245,000 $
917,800 $
425,500
$ 2,586,900 $ 204,200 $ 209,300 $ 272,600 $ 279,400
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Golf Fund
Rate Increase Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
$1,soo,000
110%
$1,000,000
10♦
105%
I
I
/
$500,000
/
100%
QJ $
/
95% a
'o
93%
$(500,000)
90%W
/ %
$(1,000,000)
•• �,.
/
85%
_
$(1,500,000)
80%
75%
$(2,000,000)
Actual
Actual
Actual
Actual
Projected
Projected Projected
Projected
Projected
Projected
Projected
Projected
2009
2010
2011
2012
2013
2014 2015
2016
2017
2018
2019
2020
Expense recovery
103%
97%
97%
98%
86%
97% 99%
97%
95%
94%
94%
93%
Cash balance
$(987,051)
$(1,106,98
$(1,084,24
$(453,491)
$(1,003,44
$(97,566) $392,134
$(1,298,26
$(600,966)
$85,934
$736,934
$1,345,934
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 6 City of Edina Golf Fund
Increase Marketing Variable
Expense recovery 103% 97% 97% 98% 86%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
GC -13-003
Actual
Actual
Actual
Actual
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Operating revenues
Liquor sales
$ 146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Otherfees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,296,250
3,352,200
3,409,100
3,467,200
3,526,200
3,586,600
3,648,100
Operating expenses
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Increase marketing
2009
2010
2011
2012
120,000
123,600
127,300
131,100
135,000
139,100
143,300
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,685,168
3,781,200
3,954,900
4,139,400
4,258,700
4,384,100
4,515,500
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(388,918)
(429,000)
(545,800)
(672,200)
(732,500)
(797,500)
(867,400)
Nonoperating revenues, (expenses),
and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
372,282
23,700
(91,100)
(215,600)
(273,900)
(336,800)
(404,600)
January 1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,472,032
5,495,732
5,404,632
5,189,032
4,915,132
4,578,332
December 31 netasse
$ 2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,472,032
$ 5,495,732
$ 5,404,632
$ 5,189,032
$ 4,915,132
$ 4,578,332
$ 4,173,732
Non -GAAP cash reconciliation
Change in net assets
$ 341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 372,282
$ 23,700
$ (91,100)
$ (215,600)
$ (273,900)
$ (336,800)
$ (404,600)
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(425,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
610,392
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
622,874
110,200
(2,102,000)
243,200
198,800
89,600
40,000
January 1 cash
(1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(380,566)
(270,366)
(2,372,366)
(2,129,166)
(1,930,366)
(1,840,766)
December 31 cash
$ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (380,566)
$ (270,366)
$ (2,372,366)
$ (2,129,166)
$ (1,930,366)
$ (1,840,766)
$ (1,800,766)
Expense recovery 103% 97% 97% 98% 86%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
Braemar: carpeting
GC -12-006
Braemar: slit drainage 3 fairways
GC -12-007
Braemar: clubhouse roof replacement
GC -12-008
Cart path repair/expansion
GC -12-009
Maintenance equipment
GC -13-001
Tee renovation
GC -13-003
Irrigation replace phase 1
GC -13-004
Irrigation replace phase 2
NEW
Golf dome construction
NA
Golf cart replacement
NEW
Total
75,000
89% 89% 86% 84% 83% 82% 81%
26,300
53,800
82,000
84,100
25,000 25,600
78,800
80,800 27,600 28,300 87,000 89,200
145,000 158,900
162,800
172,300 176,600 181,000 185,600 190,200
51,300
73,500
107,700
$
1,615, 300
384,700
3,000,000 600,000
172,300
$ - $ 3,245,000 $ 917,800 $ 425,500 $ 2,586,900 $ 204,200 $ 209,300 $ 272,600 $ 279,400
Golf Fund
Marketing Variable
$1,500,000 Assumed 2009-2020 Total Subsidy of $4,744,329 F 110%
$1,000,000 r 105%
$500,000 [ 100%
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion not included in baseline scenario
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
$
95%>
c
m
C
y
so dwswap
N
rdeC
$(500,000)
/��
/
`
90% CL
LU
`�/
$(1,000,000)
°+..
//
85%
® 'W
81%
,
$(1,500,000)
80%
75%
$(2,000,000)
Actual
Actual
Actual
Actual
Projected
Projected
Projected Projected
Projected
Projected
Projected
Projected
2009
2010
2011
2012
2013
2014
2015 2016
2017
2018
2019
2020
Expense recovery
103%
97%
97%
98%
86%
89%
89% 86%
84%
83%
82%
81%
Cash balance
$(987,051)
$(1,106,98
$(1,084,24
$(453,491)
$(1,003,44
$(380,566)
$(270,366) $(2,372,36
$(2,129,16
$(1,930,36
$(1,840,76
$(1,800,76
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion not included in baseline scenario
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 7 City of Edina Golf Fund
Driving Range Expansion Variable
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
GC -12-007
Actual
Actual
Actual
Actual
Projected
Projected Projected
Projected
Projected
Projected
Projected
Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
96,400
85,000
97,000
97,000
97,000
97,000
97,000
Operating revenues
73,500
107,700
Irrigation replace phase 1
GC -13-004
105%
1,615,300
Irrigation replace phase 2
NEW
Liquor sales
$ 146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Executive closed for construction
(34,200)
(142,500)
Lower demand for par
3 vs. executive
(28,500)
(28,900)
(29,300)
(29,700)
(30,100)
Otherfees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Range closed for construction
(41,100)
(178,100)
75%
$(2,000,000)
Facility fee
27,000
32,000
37,000
37,700
38,500
39,300
Price increase
Actual
Actual
Actual
Actual
Projected
Projected
49,300
50,300
51,300
52,300
53,300
Capacity increase
-
-
-
-
2012
137,000
139,700
142,500
145,400
148,300
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,220,950
3,058,600
3,598,900
3,665,300
3,728,400
3,793,100
3,858,900
Operating expenses
90%
89%
88%
87%
Cash balance
$(987,051)
$(1,106,98
$(1,084,24
$(453,491)
$(1,003,44
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Adjust PT staff
(15,000)
(65,000)
20,000
20,600
21,200
21,800
22,500
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
576,000
610,000
702,000
789,000
808,000
830,000
855,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,568,168
3,640,600
3,908,600
4,089,900
4,205,900
4,327,800
4,455,700
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(347,218)
(582,000)
(309,700)
(424,600)
(477,500)
(534,700)
(596,800)
Nonoperating revenues, (expenses), and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
413,982
(129,300)
145,000
32,000
(18,900)
(74,000)
(134,000)
January1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,513,732
5,384,432
5,529,432
5,561,432
5,542,532
5,468,532
December 31 net asse $ 2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,513,732
$ 5,384,432
$ 5,529,432
$ 5,561,432
$ 5,542,532
$ 5,468,532
$ 5,334,532
Non -GAAP cash reconciliation
Change in net assets
$ 341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 413,982
$ (129,300)
$ 145,000
$ 32,000
$ (18,900)
$ (74,000)
$ (134,000)
Depreciation
414,656
424,077
412,683
395,953
471,000
576,000
610,000
702,000
789,000
808,000
830,000
855,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(1,609,700)
(938,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
610,392
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
(9,326)
(507,800)
(1,804,900)
551,800
514,800
413,400
371,600
January 1 cash
(1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(1,012,766)
(1,520,566)
(3,325,466)
(2,773,666)
(2,258,866)
(1,845,466 )
December 31 cash
$ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (1,012,766)
$ (1,520,566)
$ (3,325,466)
$ (2,773,666)
$ (2,258,866)
$ (1,845,466)
$ (1,473,866)
Expense recovery
103%
97%
97%
98%
86%
90%
84%
92%
90%
89%
88%
87%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
75,000
691,900
513,000
Braemar: carpeting
GC -12-006
26,300
Braemar: slit drainage 3 fairways
GC -12-007
53,800
Braemar: clubhouse roof replacement GC -12-008
82,000
84,100
Assumed 2009-2020 Total Subsidy of $4,744,329
Cart path repair/expansion
GC -12-009
25,000
25,600
78,800
80,800 27,600 28,300 87,000 89,200
Maintenance equipment
GC -13-001
145,000
158,900
162,800
172,300 176,600 181,000 185,600 190,200
Tee renovation
GC -13-003
$1,000,000
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
105%
1,615,300
Irrigation replace phase 2
NEW
384,700
Golf dome construction
NA
3,000,000
600,000
Golf cart replacement
NEW
95%
a
172,300
Total
$ - $ 3,245,000
$ 1,609,700 $
938,500
$ 2,586,900 $ 204,200 $ 209,300 $ 272,600 $ 279,400
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion in 2014 does not include $300,000 transfer from Braemar Memorial Fund
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Golf Fund
Driving Range Expansion Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
$1,500,000
110%
$1,000,000
105%
$500,000
I
100%
95%
a
S
-
u
C
M
�
d
a
a
L
N
A
�
$(500,000)
`
/
N
C
90% x
/ `
W
% %
87%
/ `
$(1,500,000)
dO /
80%
75%
$(2,000,000)
Actual
Actual
Actual
Actual
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Projected
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Expense recovery
103%
97%
97%
989/o
86%
90%
84%
92%
90%
89%
88%
87%
Cash balance
$(987,051)
$(1,106,98
$(1,084,24
$(453,491)
$(1,003,44
I $(1,012,76
$(1,520,56
$(3,325,46
$(2,773,66
$(2,258,86
$(1,845,46
$(1,473,86
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion in 2014 does not include $300,000 transfer from Braemar Memorial Fund
1/28/2014 G:\Budget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 8 City of Edina Golf Fund
Outsource Grill Variable
Golf Fund
Outsource Grill Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
00 00
1
� I
� / I
Ov
I
/// 84%
/
/ /
/
I
Actual
2009
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
$(1,500,000)
Actual
Actual
Actual
Actual
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Operating revenues
Liquor sales $
146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Outsource grill
(137,400)
(140,050)
(142,750)
(145,450)
(148,250)
(150,700)
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Outsource grill
(205,300)
(209,400)
(213,600)
(217,800)
(222,100)
(225,400)
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Outsource grill
75,000
76,100
77,200
78,400
79,600
80,800
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Other fees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,296,250
3,084,500
3,135,750
3,188,050
3,241,350
3,295,850
3,352,800
Operating expenses
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Outsource grill
(150,000)
(153,800)
(157,600)
(161,500)
(165,500)
(169,600)
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Outsource grill
(170,000)
(175,100)
(180,400)
(185,800)
(191,400)
(197,100)
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Outsource grill
(15,000)
(15,500)
(16,000)
(16,500)
(17,000)
(17,500)
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Outsource grill
(12,000)
(12,400)
(12,800)
(13,200)
(13,600)
(14,000)
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,565,168
3,310,600
3,470,800
3,641,500
3,746,700
3,857,500
3,974,000
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(268,918)
(226,100)
(335,050)
(453,450)
(505,350)
(561,650)
(621,200)
Nonoperating revenues, (expenses),
and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
492,282
226,600
119,650
3,150
(46,750)
(100,950)
(158,400)
January 1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,592,032
5,818,632
5,938,282
5,941,432
5,894,682
5,793,732
December 31 net asse $
2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,592,032
$ 5,818,632
$ 5,938,282
$ 5,941,432
$ 5,894,682
$ 5,793,732
$ 5,635,332
Non -GAAP cash reconciliation
Change in net assets $
341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 492,282
$ 226,600
$ 119,650
$ 3,150
$ (46,750)
$ (100,950)
$ (158,400)
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(425,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
610,392
(20,000)
-
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
742,874
293,100
(1,891,250)
461,950
425,950
325,450
286,200
January 1 cash (1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(260,566)
32,534
(1,858,716)
(1,396,766)
(970,816)
(645,366)
December 31 cash $ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (260,566)
$ 32,534
$ (1,858,716)
$ (1,396,766)
$ (970,816)
$ (645,366)
$ (359,166)
Expense recovery
103%
97%
97%
98%
86%
92%
93%
90%
88%
87%
85%
84%
Capital Improvement Projects:
Assumed inflation
2.50%
Driving range expansion
GC -12-005
75,000
-
Braemar: carpeting
GC -12-006
26,300
Braemar: slit drainage 3 fairways
GC -12-007
53,800
Braemar: clubhouse roof replacement
GC -12-008
82,000
84,100
Cart path repair/expansion
GC -12-009
25,000
25,600
78,800
80,800
27,600
28,300
87,000
89,200
Maintenance equipment
GC -13-001
145,000
158,900
162,800
172,300
176,600
181,000
185,600
190,200
Tee renovation
GC -13-003
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
1,615,300
Irrigation replace phase 2
NEW
384,700
Golf dome construction
NA
3,000,000
600,000
Golf cart replacement
NEW
172,300
Total
$ -
$ 3,245,000
$ 917,800
$ 425,500
$ 2,586,900
$ 204,200
$ 209,300
$ 272,600
$ 279,400
Golf Fund
Outsource Grill Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
00 00
1
� I
� / I
Ov
I
/// 84%
/
/ /
/
I
Actual
2009
$1,500,000
Actual
2011
$1,000,000
Projected
2015
$500,000
c
103%
U
$(500,000)
i 98% 86% 92%
$(1,000,000)
90%
$(1,500,000)
$(987,051)
$(2,000,000)
Expense
recovery
Cash
balance
Golf Fund
Outsource Grill Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
00 00
1
� I
� / I
Ov
I
/// 84%
/
/ /
/
I
Actual
2009
Actual
2010
Actual
2011
Actual Projected Projected
2012 2013 2014
Projected
2015
Projected
2016
Projected
2017
103%
97%
97%
i 98% 86% 92%
93%
90%
88%
$(987,051)
$(1,106,98
$(1,084,24
$(453,491) $(1,003,44l $(260,566)
$32,534
$(1,858,71
$(1,396,76
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
Driving range expansion not included in baseline scenario
s
95%
i
s
90m,
u
85%
80%
75%
Projected Projected Projected
2018 2019 2020
87% 85% 84%
$(970,816) ( $(645,366) I $(359,166)
1/28/2014 GABudget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
Page 9 City of Edina Golf Fund
FT Staff Reduction Variable
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
GC -12-007
Actual
Actual
Actual
Actual
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Total rounds sold
118,076
101,387
95,771
96,496
80,000
100,000
100,000
100,000
100,000
100,000
100,000
100,000
Operating revenues
Liquor sales
$ 146,632
$ 144,541
$ 145,492
$ 161,040
$ 151,000
$ 156,000
$ 158,300
$ 160,700
$ 163,100
$ 165,500
$ 168,000
$ 170,500
Retail sales
212,886
218,585
230,865
230,120
190,000
215,000
221,500
228,100
234,900
241,900
249,200
256,700
Concessions
230,776
213,250
203,598
223,775
185,000
218,000
221,300
224,600
228,000
231,400
234,900
238,400
Memberships
123,761
119,981
108,978
88,555
62,400
65,000
65,000
65,000
65,000
65,000
65,000
65,000
Admissions
264,671
228,126
313,735
70,049
45,000
282,000
290,500
299,200
308,200
317,400
326,900
336,700
Building rental
81,728
70,726
87,081
74,215
70,000
88,000
89,300
90,600
92,000
93,400
94,800
96,200
Equipment rental
359,277
362,763
335,161
359,484
301,500
340,000
345,100
350,300
355,600
360,900
366,300
371,800
Green fees
1,880,610
1,738,261
1,517,962
1,661,982
1,487,000
1,601,000
1,625,000
1,649,400
1,674,100
1,699,200
1,724,700
1,750,600
Other fees
358,333
346,971
338,353
356,371
284,000
331,250
336,200
341,200
346,300
351,500
356,800
362,200
Total revenues
3,658,674
3,443,204
3,281,225
3,225,591
2,775,900
3,296,250
3,352,200
3,409,100
3,467,200
3,526,200
3,586,600
3,648,100
Operating expenses
COGS
338,248
328,821
320,132
347,752
320,000
366,540
375,700
385,100
394,700
404,600
414,700
425,100
Personal services
1,774,558
1,636,091
1,564,676
1,574,394
1,500,000
1,545,000
1,591,400
1,639,100
1,688,300
1,738,900
1,791,100
1,844,800
Reduce by 1 FT position, net of PT adds
(50,000)
(51,500)
(53,000)
(54,600)
(56,200)
(57,900)
(59,600)
Contractual services
580,479
557,828
628,347
489,372
475,000
619,000
637,600
656,700
676,400
696,700
717,600
739,100
Commodities
323,311
479,783
329,006
344,549
320,000
348,000
358,400
369,200
380,300
391,700
403,500
415,600
Central services
110,796
116,958
128,266
134,496
140,000
128,628
132,500
136,500
140,600
144,800
149,100
153,600
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Total expenses
3,542,048
3,543,558
3,383,110
3,286,516
3,226,000
3,515,168
3,606,100
3,774,600
3,953,700
4,067,500
4,187,100
4,312,600
Operating loss
116,626
(100,354)
(101,885)
(60,925)
(450,100)
(218,918)
(253,900)
(365,500)
(486,500)
(541,300)
(600,500)
(664,500)
Nonoperating revenues, (expenses),
and transfers
Interest expense
(35,182)
(18,015)
(12,375)
(6,676)
(12,000)
(33,800)
(32,300)
(30,300)
(28,400)
(26,400)
(24,300)
(22,200)
Miscellaneous
90,315
5,222
9,052
2,623,627
-
-
-
-
-
-
-
-
Transfers
170,000
99,329
100,000
100,000
570,000
795,000
485,000
485,000
485,000
485,000
485,000
485,000
Total nonoperating
225,133
86,536
96,677
2,716,951
558,000
761,200
452,700
454,700
456,600
458,600
460,700
462,800
Change in net assets
341,759
(13,818)
(5,208)
2,656,026
107,900
542,282
198,800
89,200
(29,900)
(82,700)
(139,800)
(201,700)
January1 net assets
2,013,091
2,354,850
2,341,032
2,335,824
4,991,850
5,099,750
5,642,032
5,840,832
5,930,032
5,900,132
5,817,432
5,677,632
December 31 netasse
$ 2,354,850
$ 2,341,032
$ 2,335,824
$ 4,991,850
$ 5,099,750
$ 5,642,032
$ 5,840,832
$ 5,930,032
$ 5,900,132
$ 5,817,432
$ 5,677,632
$ 5,475,932
Non -GAAP cash reconciliation
Change in net assets
$ 341,759
$ (13,818)
$ (5,208)
$ 2,656,026
$ 107,900
$ 542,282
$ 198,800
$ 89,200
$ (29,900)
$ (82,700)
$ (139,800)
$ (201,700)
Depreciation
414,656
424,077
412,683
395,953
471,000
558,000
562,000
641,000
728,000
747,000
769,000
794,000
Capital expenditures
(173,180)
(173,300)
(89,608)
(233,670)
(3,245,000)
(917,800)
(425,500)
(2,586,900)
(204,200)
(209,300)
(272,600)
(279,400)
Debt principal (net)
(515,000)
(280,000)
(280,000)
(285,000)
809,258
-
(50,000)
(65,000)
(65,000)
(65,000)
(70,000)
(70,000)
Other accruals
31,683
(76,897)
(15,125)
(1,902,553)
1,306,893
590,392
-
-
-
-
Change in cash
99,918
(119,938)
22,742
630,756
(549,949)
772,874
285,300
(1,921,700)
428,900
390,000
286,600
242,900
January 1 cash
(1,086,969)
(987,051)
(1,106,989)
(1,084,247)
(453,491)
(1,003,440)
(230,566)
54,734
(1,866,966)
(1,438,066)
(1,048,066)
(761,466)
December 31 cash
$ (987,051)
$ (1,106,989)
$ (1,084,247)
$ (453,491)
$ (1,003,440)
$ (230,566)
$ 54,734
$ (1,866,966)
$ (1,438,066)
$ (1,048,066)
$ (761,466)
$ (518,566)
Expense recovery
103%
97%
97%
98%
86%
94%
93%
90%
88%
87%
86%
85%
Capital Improvement Projects: Assumed inflation 2.50%
Driving range expansion
GC -12-005
75,000
__
Actual
-
Projected
Braemar: carpeting
GC -12-006
Projected
Projected
26,300
Projected
Braemar: slit drainage 3 fairways
GC -12-007
2010
2011
2012
53,800
Braemar: clubhouse roof replacement
GC -12-008
2016
82,000
84,100
2019
Cart path repair/expansion
GC -12-009
25,000
25,600
78,800
80,800 27,600 28,300 87,000 89,200
Maintenance equipment
GC -13-001
145,000
158,900
162,800
172,300 176,600 181,000 185,600 190,200
Tee renovation
GC -13-003
51,300
73,500
107,700
Irrigation replace phase 1
GC -13-004
$(230,566)
$54,734
$(1,866,96
1,615,300
Irrigation replace phase 2
NEW
$(518,566)
384,700
Golf dome construction
NA
3,000,000
600,000
Golf cart replacement
NEW
172,300
Total
$ - $ 3,245,000 $
917,800 $
425,500
$ 2,586,900 $ 204,200 $ 209,300 $ 272,600 $ 279,400
$1,500,000
$1,000,000
$500,000
$-
m
M
r
u $(500,000)
$(1,000,000)
$(1,500,000)
Golf Fund
1 FT Staff Reduction Variable
Assumed 2009-2020 Total Subsidy of $4,744,329
r r
/
5
doso,
� rr�
r r 85%
s 00
rr
� r
� r
r r
� rr
1 r
Mr
100%
r
95% ;
85%
80%
$(2,000,000)
Actual
Actual
--
Actual
__
Actual
-_
Projected
Projected
Projected
Projected
Projected
Projected
Projected
Projected
75%
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Expense recovery 103%
97%
97%
98%
86%
94%
93%
90%
88%
87%
86%
85%
Cash balance $(987,051)
$(1,106,98
$(1,084,24
$(453,491)
$(1,003,44
$(230,566)
$54,734
$(1,866,96
$(1,438,06
$(1,048,06
$(761,466)
$(518,566)
1,039,329 Estimated 2009-2013 subsidy
3,705,000 Future subsidy assumed 2014-2020
Construction fund pays capital costs currently in CIP through 2014
After 2014 the only subsidy is from liquor fixed at $485,000/year
Projected rounds fixed at 100,000/year
1/28/2014 GABudget\2014-2015 Budget\Golf study\Golf pro forma scenarios v6 for Jan 30 14 public meeting.xlsx
$120.00
$100.00
$80.00
$60.00
$40.00
$ 20.00
$0.00
Braemar Pricing Comparison
Meadowbrook Hiawatha Brookview Baker (Medina) Dahlgreen Bluff Creek Braemar Bunker Hills neer nun xuneuruume - .— --, .... ......
(St. Louis Park) (Minneapolis) (Golden Valley) (Carver Co) (Chaska) (Coon Rapids) (Victoria) (Shakopee) (Chaska) (Prior Lake)
•
Driving range cost recovery calculation
$ 1,279,900 range & executive construction cost
$ 395,900 revenue loss during construction
$ 1,675,800 total cost to build
169,800 annual revenue increase less expense increase
9.9 years to cost recovery
10.1% return on investment
Outsource grill cost recovery calculation
$
- construction cost
$
- revenue loss during construction
$
- total cost to build
79,300 annual revenue increase less expense increase
- years to cost recovery
#DIV/0! return on investment
CIP (and Memorial Fund) Wish List
The below list reflects some new and expanded ideas to our CIP that was originally generated. The list is broader and more
involved and encompasses all aspects of our operation to enhance the entire experience for our customers.
Golf Course ideas:
Here are a few options that would help bring energy back into the golf course. These are based on the survey monkey
responses asking for a better experience. Unfortunately, I do think these options all should be formally designed by an
architect so the feel of the course is uniform. I also believe there will be significant watershed permit issues related to these
projects.
Irrigation system replacement = $2,000,000 (2017)
Driving range expansion = $1,500,000 (2015)
Cart Paths
Maximum Plan -
Invest $600,000 in wall to wall cart paths on 1-27. Most of these paths would be asphalt, some would be gravel.
Minimum Plan -
Invest $100,000 in a focused mix of gravel and asphalt paths that eliminate most of the problem areas on the course.
Drainage
There are at least 11 areas on fairways that need drainage or to be regraded. An estimate of about $25,000 per site totals
$275,000.
Bunkers
There are 68 bunkers at Braemar Golf Course. The most difficult 9 bunkers we have are on the executive golf course. I think
these 9 bunkers increase our operating costs and reduce the experience of the golfers that play the executive course. Any
opportunity to remove these bunkers during the driving range expansion should be considered.
Maximum Plan -
It costs approximately $6,000 to rebuild a bunker. The remaining 59 bunkers on 1-27 would cost about $350,000 to rebuild.
Minimum Plan -
Evaluate these 59 bunkers and determine which ones are should be removed. Also, pick the "top 10" that should be rebuilt.
Project cost is $60,000.
Tees
The most dated area of the golf course is the tee box area. The tee signs, benches, trash cans and plantings are dated and
difficult to maintain. Some of the tees are not level and are also difficult to maintain. The original design had 4 sets of tee
markers (Blue, White, Red and Yellow). A significant portion of our league golfers have requested a course that plays shorter
than the original design, which is a current trend in golf. With this feedback we have implemented 2 additional sets of tee
markers (Silver and Green). The silver tees are used mostly by senior men and are located with the white tees on some holes
and with the red tees on other holes. The green tees are used mostly by women and are located with the red tees on some
holes and with the yellow tees on other holes. In addition to leveling, the tee areas could be redesigned with a broader
market of men, women, and beginners in mind.
Maximum Plan -
Rebuild and relocate the tees to better suit all of our customers. Create a new tee marker plan. Replace the signs, furniture
and update any necessary plantings. Some of the cart paths would have to be replaced in this process. Estimated cost is
$550,000.
Minimum Plan -
Replace the signs, furniture and plantings for $150,000.
Building ideas:
The scope of many these projects are smaller and may be a good fit for our memorial fund monies. We feel the
memorial fund is an option because these projects will be less likely to bring in significant revenues but will
enhance the customers overall experience and opinion of our facilities.
Grill facelift = $125,000 (2016)
Roofing = $160,000 (2014 & 2015 --expecting insurance money from storm damage)
Banquet room tables and chairs = $20,000 (2015)
Carpeting throughout (2015)
Pro Shop counter
Moving the pro shop counter to the west end of the pro shop will require customers to walk through our shop
and merchandise and will give our staff better site lines of the tee boxes. This project should be done in
conjunction with new carpeting.
Banquet Room
The numbers will be pending a meeting with an interior decorator and can potentially be done in one project or
likely cafeteria format where projects can be picked based on priority and budget.
• Lighting in banquet room
• Lighting in east corridor
• Artwork and furniture
• Rest room updates
• Hallway modifications (removing half doors and phone booth)
• Removing hallway wall paper and painting (should be done with above line project)
• Roof shape/design
This can be carried out in our roofing budget. The idea would be to standardize the roof lines and remove the
antiquated look. Consideration would be given to using standard shingles (which are cheaper than cedar shakes)
and applying the potential savings to roof shape design/modifications.
Technology upgrades
Consider removing the stand alone projects currently in the CIP (AV upgrades and security cameras) to a larger
scoped project that would incorporate those two projects along with an internal message board and two new
outdoor sign boards—one at the entry and one 'marquee' board announcing events. We would need to work
with CTS (IT) to determine budget and potential of this project.
Deck resurfacing and new deck furniture
This project will depend on how we move forward with the grill. It would likely be a minimum of $50,000.
Landscape lighting
Replace the lighting outside the clubhouse along the entry and around oak tree.
Repurpose locker rooms and upgrade lounges
These are very long term projects that would likely involve larger dollars.
Fred Richards Revenue
Vending / Miscellaneous
Concesson Sales
Rent Golf Carts
Car, Cart, & Club Rentals
Green Fees
Total Revenes
Administrative Expenses (BU 5430)
Cost of Sales
Personal Services
Contractual Services
Commodities
5430 Administrative Expenses
Fred Richards Golf Course
$12,289
$11,775
$12,291
$8,845
Detail Revenue and
Expenses
2007 through
2013
$46,194
$46,488
$44,134
2007
2008
2009
2010
2011
2012
2013 preliminary
$185
$102
$75
$95
$244
$222
$42
$18,163
$24,387
$23,158
$23,218
$23,209
$19,799
$15,437
$9,177
$11,456
$13,150
$10,002
$8,993
$14,039
$11,744
$3,864
$4,517
$4,261
$3,419
$4,029
$4,933
$4,084
$226,624
$220,325
$217,749
$203,595
$175,542
$188,550
$170,628
058.013
5260,787
$258,393
$240,329
$212,017
1227,543
$201,935
$8,337
$12,289
$11,775
$12,291
$8,845
$10,240
$8,064
$43,343
$43,631
$46,194
$46,488
$44,134
$51,147
$36,440
$14,722
$14,727
$13,430
$13,139
$12,788
$15,208
$14,124
$1,341
$2,421
$2,833
$1,575
$3,599
$2,102
$5,476
CF7 743
573.068
$74,232
$73,493
$69,366
$78,697
$64,104
Maintenance Expenses (BU 5431)
$92,141
$94,167
$92,340
$83,652
$92,572
$93,995
$87,325
Personal Services
$1,450
$6,262
$5,366
$2,670
$5,466
$2,972
$3,695
Contractual Services
$19,984
$20,846
$15,301
$20,647
$20,085
$17,248
$18,736
Commodities
$113,575
$121,275
$113,007
$106,969
$118,123
$114,215
$109,756
5431 Maintenance Expenses
5430&5431 expenditures
$181,318
$194,343
$187,239
$180,462
$187,489
$192,912
$173,860
Fred Richards Golf Course
Summary of Operations 2007 through 2013
2007 2008 2009 2010 2011 2012
2013
$258,013 $260,787 $258,393 $240,329 $212,017 $227,543
$201,935
a
TRevenue
Total
otal
-$181,318 -$194,343 -$187,239 -$180,462 -$187,489 -$192,912
-$173,860
Expenses in 5430&5431
FR expenses recorded to Braemar (estimate)
-$50,000 -$50,000 -$50,000 $50,000 $50,000 $50,000
$50,000
-$252,500
-$256,380 -$248,288 -$249,497 -$244,457 -$236,750 -$232,250
FR debt principal & interest
CIP/improvement projects
$229,685 -$231,844 -$228,343 $234,590 $262,222 -$247,619
$274,425
Cash increase (decrease)
CITY OF EDINA STAFF SIX INT GOLF STRATEGY
Cumulative and annual savings summary
Cumulative savings: present day through 2020
Strategy 2015-2020 cumulative savings: close Fred Richards
1 $ (878,200) Revenue loss from Fred Richards, net of Braemar adds
1,432,200 Operating expense cash savings
180,000 Equipment savings
$ 734,000 Cumulative cash savings
Strategy 2014-2020 cumulative savings: adjust rates
2 $ 1,680,900 Rate increases
546,400 New rate categories
$ 2,227,300 Cumulative cash savings
Strategy 2014-2020 cumulative savings: improve marketing
3 $ (919,400) Cumulative cash savings
Strategy 2014-2020 cumulative savings: improve range
4 $ (1,204,900) Construction cost
(395,900) Lost revenue during construction
1,008,300 Revenue increase after construction
$ (592,500) Cumulative cash savings
Strategy 2014-2020 cumulative savings: outsource grill
5 $ 522,200 Cumulative cash savings
Strategy
2014-2020 cumulative savings: reduce staff
6
$ 362,800 Cumulative cash savings
Six -point plan
$ 734,000 Close Fred Richards
Total savings
2,227,300 Adjust rates
(919,400) Improve marketing
(592,500) Improve driving range
522,200 Outsource grill
362,800 Reduce staff
$ 2,334,400 Six -point plan cumulative savings
Average annual savings
•
Average annual savings: close Fred Richards
$ (146,400) Revenue loss from Fred Richards, net of Braemar adds
238,700 Operating expense cash savings
30,000 Equipment savings
$ 122,300 Average annual cash savings
Average annual savings: adjust rates
$ 240,100 Rate increases
78,100 New rate categories
$ 318,200 Average annual cash savings
Average annual savings: improve marketing
$ (131,300) Average annual cash savings
Average annual savings: improve range
$ (172,100) Construction cost
(56,600) Lost revenue during construction
144,000 Revenue increase after construction
$ (84,700) Average annual cash savings
Average annual savings: outsource grill
$ 74,600 Average annual cash savings
Average annual savings: reduce staff
$ 51,800 Average annual cash savings
$ 122,300 Close Fred Richards
318,200 Adjust rates
(131,300) Improve marketing
(84,700) Improve driving range
74,600 Outsource grill
51,800 Reduce staff
$ 350,900 Six -point plan average annual savings
Fred Richards Golf Course
(As of February 6, 2014)
NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
From: Jean Holm [mailto jholm921(abgmail.com1
Sent: Thursday, February 06, 2014 9:15 AM
To: Scott Neal; Ann Kattreh
Cc: Edina Mail; jonibennettl2(cbcomcast.net; Mary Brindle (Comcast); joshspragueC�edinarealty com;
swensonnl@gmail.com; jtstang67@gmail.com
Subject: Fwd: Request for Public Information
Subject: RE: Request for Public Information
Scott & Ann,
In order to better evaluate the merits of your recent proposals to improve Edina's golf operations,
I am formally requesting you send me the following information:
• P&L statements for all of Edina Golf Operations for the past three (3) fiscal years (including
Braemar, Dome, Fred)
• Same information above for past three (3) fiscal years broken out by separate
operations.... Braemar, Dome, and Fred.
• Specific allocation model for any expenses not directly charged to a specific operation.
Thanks in advance for your timely reply.
John Stang
4525 Sedum Lane
Edina, MN 55435
612.804.7292
... N....NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
From: Laura Nisi [mailto:lnisi@me.comj
Sent: Thursday, February 06, 2014 9:15 AM
To: Josh Sprague
Cc: Jim and LaRae Hovland; Edina Mail; Kurt Nisi
Subject: EHS Golf Teams
Hi there
Does the city charge the Edina High School golf teams for use of Braemar and/or Fred Richards?
If they get a preferred rate and time, are we also extending those preferences to Hopkins or Richfield
Public Schools?
Would love any links to documentation of policies surrounding this as well.
Thank you!
Laura Nisi
Inisi@mac.com
612.834.4034
NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNA ..
From: Aaron C Swann [mailto:aaron.c.swann@seagate.com]
Sent: Thursday, February 06, 2014 8:33 AM
To: swensonannl(c)gr ail.com; Josh Sprague; Mary Brindle (Comcast); jonibennettl2@comcast net;
Edina Mail
Subject: Fred Richards
Mayor Hovland and Council Members Bennett, Brindle, Sprague and Swenson
This note is to communicate my families very strong support of the Fred Richards golf course
and the need for it to remain open. The course offers a casual golfing environment that is rare
and that would be impossible to replicate at Breamar. I believe that the proposals so far offered
by the city are incomplete and have jumped straight to the answer of closure without considering
the full costs or other opportunities to improve the financial status of the golf operations. To me
this simply shows a lack of vision or imagination with regard to this issue. In addition, I am very
concerned that the quick path to closure is wrapped up with the desire of the Hillcrest
Development company to include new parks in their Pentagon Park redevelopment effort. This
seems like something that needs to be further investigated to understand the influence that is
being applied here.
While I am unable to attend the next parks meeting due to travel, I will continue to strongly
support the efforts of those working to save Fred Richards.
Regards,
Aaron Swann
6710 Cahill Rd
Edina, MN 55439
952-944-5261
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From: John Stang [mailto:John.Stang(abgenmills.com]
Sent: Wednesday, February 05, 2014 10:25 PM
To: Ann Kattreh; Scott Neal
Cc: Edina Mail; jonibennettl2(a)comcast.net; Mary Brindle (Comcast); joshsprague(aedinarealtycom;
swensonanni(a)gmail.com; John Stang; itstang67 gmail.com
Subject: Request for Public Information
Scott & Ann,
In order to better evaluate the merits of your recent proposals to improve Edina's golf operations,
I am formally requesting you send me the following information:
• P&L statements for all of Edina Golf Operations for the past three (3) fiscal years (including
Braemar, Dome, Fred)
• Same information above for past three (3) fiscal years broken out by separate
operations.... Braemar, Dome, and Fred.
• Specific allocation model for any expenses not directly charged to a specific operation.
Thanks in advance for your timely reply.
John Stang
4525 Sedum Lane
Edina, MN 55435
612.804.7292
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From: Ron Way [ma iIto: ron-wayCa>comcast.net]
Sent: Wednesday, February 05, 2014 5:06 PM
To: Edina Mail
Subject: Council Member Joni Bennett
Following our brief meeting at Precinct Caucuses last night, I sent the below to a few folks who are
interested in Braemar and golf issues. I have a larger list of guys who strongly favor Braemar
improvements, and I'll next send a note to them along the lines as the below.
I sent bbc's of this to Ann Kattreh, the Mayor, and selected others. I talked with Ann this afternoon and
she gave me the full dose of reality facing Edina's golf enterprise.
I have a brief meeting on this with Josh Sprague on Friday morning
Thank you for your time, and your interest.
Ron Way 612-986-5158
----- Original Message -----
From: Ron Way
To: Reeves Chris (MPL) ; m ich aelawo lff(a comcast. net ; "couch man aC).comcast.net ; cpete572(a-),aol.com
Cc: R. J. Smiley ; Bill Hollway ; Paul Domholt
Sent: Wednesday, February 05, 2014 12:28 PM
Subject: Re: Save the Fred - meeting follow-up
To Bob Peterson:
I'm back in town through tomorrow, and perhaps we can meet up and talk through the matter of Fred
Richards.
Some thoughts on your notes re Braemar and Fred Richards:
While the City Council seems to be quite serious that Edina's "golf enterprise" be self-sustaining, I'd
side with you and others who say that in the context of community purpose there should be consideration
to the community sharing in underwriting those services. As a comparative example, the Sports Dome
will not be self-sustaining and property taxes will be tapped to underwrite some of that impressive cost.
But in my view this argument would be futile. It's a sad fact that City surveys show that golf interest rates
nowhere near hockey and soccer, and even Centennial Lakes' facilities are vastly more popular than our
game.
Yes, FR is a quality venue for folks to take up and play the game at a friendly facility. Obviously, FR has
a core of devoted followers. Yes, there'd be disruption if FR and Braemar's exec course are closed
simultaneously. And while I appreciate the oddity that a course whose recently -retired debt is a candidate
for closure, it's also true that the new cast at the helm shouldn't be burdened bone -headed decisions of
the past.
I think a Braemar Par 3 could satisfy any desire by users to hit "longer clubs." Truth is, many golfers (and
most beginners) can't hit the ball over 150 yds, and surely some holes in a Par 3 layout would be that
long or longer. Besides, I agree with the notion that Clunie tees could be adjusted to make that a "long
short course" and, even, a 6 -hole facility for the growing many who prefer to spend less time on the
course. There are options.
To me, a central question is whether Edina's "golf enterprise" is financially sustainable, and I think some
pretty good numbers show that it currently is not. Maybe it's weather related, maybe debt -retirement
would change that, and maybe better marketing and course conditions and customer service could boost
revenue.
But maybe also THE KEY factor is diminishing interest in our game. If that's as true as I suspect it is,
then it makes sense to examine alternatives to maintaining the "enterprise" in its full and current
form. We must avoid a situation where we're stuck with facilities that, together, are not self-sustaining
and the City Council loses interest (understandable, given golf's low ranking in city surveys). The real
danger here is that trying to maintain "the enterprise" in its full form may well result in funding levels that
would reduce all courses to mediocrity. Face it, the condition of Braemar is already diminished from
being the state's top public facility to one that is out of the top tier, and that won't change without making
adjustments in golf -related service levels.
We should examine all options, of course. But to me, "doing nothing" (as in maintaining the politically -
safe status quo) almost certainly would mean that Braemar continues to suffer.
Thanks, and let's talk this through (I'll buy the first round)
Ron 612-986-5158
----- Original Message -----
From: cpete572(a-)-aol.com
To: Chris. Reeves(a)DexOne.com ; ron-wayacomcast.net ; michaelawolffc(Dcomcast. net;
jcouchman(a-)comcast. net
Sent: Sunday, February 02, 2014 11:56 AM
Subject: Re: Save the Fred - meeting follow-up
To me a big point is that they are closing both executive courses at the same time. They need a course
where some longer clubs can be hit. The Fred is also level and easy to walk! Not good planning
considering all the leagues that play at Fred and Braemar Exc. Where are the going to play and how
many will continue on a par 3 course? It is a sin to give up on a $5 million dollar investment without more
discussion. Thanks, Robert Peterson 35 year patron at Braemar
cpete572(d-)aol.com
-----Original Message -----
From: Reeves, Chris (MPL) (MPL) <Chris.Reeves (a)DexOne.com>
To: 'Ron Way' <ron-way(c)comcast.net>; michael wolff <michaelgwolffacomcast.net>; 'Robert Petersen'
<cpete572(a-)aol.com>
Sent: Sat, Feb 1, 2014 9:07 am
Subject: Fwd: Save the Fred - meeting follow-up
FYI
Begin forwarded message
From: "chrisandrachel(o-)_comcast.net" <chrisandracheI(c-comcast. net>
Date: February 1, 2014 at 8:59:30 AM CST
To: Chris Reeves <chris reeves(c�dexone.com>
Subject: Fwd: Save the Fred - meeting follow-up
Sent from my iPhone
Begin forwarded message:
From: Liz Couchman <jcouchman(c�comcast.net>
Date: February 1, 2014 at 8:12:10 AM CST
To: Rachel Reeves <chrisandrachel@.comcast.net>
Subject: Fwd: Save the Fred - meeting follow-up
FYI- here's the lowdown.
Begin forwarded message:
Dear Friends of The Fred,
First, the bad news. Last night, City of Edina Staff led by City Manager Scott Neal, formally announced a
6 point plan to reduce costs and increase revenue for Edina golf operations. Sadly, the very first point in
the plan is a recommendation to close Fred Richards Golf course. Enough of the bad news, now on to
the good news!
THE GOOD NEWS!
• FRIENDS of the FRED TURNED OUT! Of over 300 people at the meeting, approximately 90% were
there to support the Fred!
• Friends of the Fred handed out 150 neon yellow t -shirts with the phrase "Save the Fred" on the
front. We ran out of T -Shirts 10 minutes before the meeting even started. City Staff were startled to look
out and see a WALL OF YELLOW sitting in front of them.
• It was obvious to everyone in the room from the first slide on the screen that the plan being
presented was flawed and not well thought out. The City's presentation provided little to no support for
their numbers related to the economics of Fred Richards golf course.
• Several FOF brought up that repurposing of Fred land would cost money... both in initial capital
and in ongoing maintenance costs. When asked about this, the City Manager confirmed that potential
future costs of operating and maintaining a park were NOT included in the city's financial analysis that led
to the recommendation to close the FRED.
• Friends of the Fred spoke passionately for over one hour and fifteen minutes when the meeting was
opened to comments. Highlights:
o City proposed timeline is for a vote on closing the Fred on March 4th
.... we let them know loud and clear
this is unacceptable! They have been working on this with consultants and staff for MONTHS, AND
MONTHS, AND MONTHS.
o Golfers of all ages have enjoyed Fred Richards for over 20 years and City Staff proposed public
consideration of ONE MONTH. That timeline cannot and will not stand!
o FOF spoke eloquently about years of enjoying rounds on the Fred with children, grandchildren, friends
and family.
o Fred Richards league members talked about how great the course is and how their leagues are
growing (Patty Berg League, Happy Hackers League, Fairway Femmes League, Toro League, Seagate
League, NWW League etc.).
o Many great questions were asked about the financial assumptions underlying the
recommendation. Quite simply, the numbers don't add up and Friends of the Fred in attendance let the
City know it.
o FOF put forward great ideas about how to generate more revenue at the Fred and across golf
operations. When asked whether any of these ideas were even considered by staff when putting together
their recommendation the answer was almost always NO.
o FOF stressed how talented and resourceful Edina residents are and challenged City Staff to put
together an ad hoc team to study other alternatives to increasing golf revenue WITHOUT closing the
Fred.
• We applaud Mayor Hovland for attending the meeting and listening to our concerns. After the
meeting he expressed significant concern over the timeline for making a decision to close the Fred and
also remains open to other ideas and proposals.
• None of the City Council Members attended the meeting. We sincerely hope they will get involved
and take every opportunity to listen to the voice of the citizens that they represent in the near future.
What's Next:
• Friends of the Fred team will be meeting this weekend to discuss an action plan for next steps .... stay
tuned!
Public hearing of the Edina Park Board at City Hall on Tuesday, February 11th at 7PM.
City Council Meeting on Tuesday, March 4th
THREE THINGS YOU CAN DO NOW TO HELP SAVE THE FRED!
1. THE SUPPORT WE HAD LAST NIGHT WAS TREMENDOUS, BUT IT'S ONLY THE
BEGINNING! WE NEED YOU TO COME TO THE PARK BOARD MEETING ON FEBRUARY 11TH. WE
ARE ORDERING MORE "SAVE THE FRED" YELLOW T- SHIRTS! EMAIL itstang67(a)- mail.com to
let us know you will be there to support the FRED.
2. FLOOD the Mayor and City Council Members with emails and letters to express your support
for the Fred (See email addresses below). THE MAYOR AND CITY COUNCIL WILL MAKE THE
FINAL DECISION. Tell them the timeline proposed is offensive and ask for the City to approve an
ad hoc team of concerned residents to develop alternative proposals for consideration.
3. Watch your email for more updates from us and visit the FaceBook page for SAVE THE FRED
every day!
James Hovland
Mayor
612-874-8550
mail@EdinaMN.eov
Joni Bennett
City Council Member
952-927-0661...
a onibennett120comcast.net
Mary Brindle
City Council Member
952-941-7746
mbrindle@comcast.net
Josh Sprague
City Council Member
612-501-0252
Lshsprague@edinarealty.com
Ann Swenson
City Council Member
952-927-7524
swensonannl@gmail.com
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From: halling.bill(&gmail.com(mailto•hailingbill(a)gmail.com]
Sent: Wednesday, February 05, 2014 2:46 PM
To: Edina Mail
Subject: Contact Us form submission
Name: bill halling
Organization: edina resident
Website:
Address 1: 5608 interlachen boulevard
Address 2:
City: edina
State: MN
Zip_Code: 55436
Email: halling billn,l?mail.com
Phone:9529294711
Referrer: google
Message: Earlier I attended a city led meeting that said Edina golf operations were losing
$500,000, however, it was not stated how much was caused by Fred Richards - you should
disclose this information - our belief is that it is a mistake to convert Fred Richards into
commercial activity - it is a wonderful course and used much - it may not be the highest revenue
producing site for the city, but neither are many other city owned properties - we should not be in
government to maximize revenues but to satisfy residents and make our city attractive and useful
to us - there are certainly other plats that could be developed by commercial interests other than
this land.
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From: John Tronsdal [mailto:iatrons@earthlink.net]
Sent: Wednesday, February 05, 2014 12:16 PM
To: Edina Mail
Subject: PLEASE "SAVE the Fred Richards Golf Course"
Mayor James Hovland,
The timeline proposed to even think about eliminating the "Fred Richards Golf Course" is offensive. The
City should develop alternative proposals to keep the "Fred Richards Golf Course". My family, friends
and neighbors have all enjoyed and continue to enjoy playing golf at this local wonderful and enjoyable
Golf Course and want this golf course available for future generations of golfers to enjoy. If we need
volunteers from the community to help perform tasks at the golf course to help keep costs down, just
ask as I believe many people in the community that will be willing to provide assistance. The "Fred
Richards Golf Course" is used and enjoyed by Edina, Bloomington, Richfield and many other surrounding
residents. I am currently out of town and unable to attend the meetings being held but want you to
know how much the "Fred Richards Golf Course" means to so many residents and even if we are out of
town we are taking the time to ensure you know how much the "Fred Richards Golf Course" means to
all of us.
PLEASE "SAVE the Fred Richards Golf Course."
John Tronsdal
8700 Wood Cliff Road
Bloomington, MN 55438
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From: Joel Stegner[mailto:joel.r.stegner(aDgmail.com]
Sent: Wednesday, February 05, 2014 10:52 AM
To: Edina Mail
Subject: Feedback on planned changes at Fred Richards and Braemar
I would like to provide detailed comments on your six month strategy — mostly refinements, rather than
disagreeing with the basic things that are being proposed.
Close Fred Richard Executive Golf Course.
I support this decision, but would like to see a timeline for the public process announced as quickly as
possible, because every month the land sits idle wastes a resource and increases the risk
vandalism. While most of the land should be reserved for public use, I would support having a small
residential component included in the project — particularly low income housing for those who work in
Edina. Also, it is adjacent of the Pentagon Park and by thinking about it soon rather than later, there may
be opportunities to get synergies from the two redevelopment projects.
One basic amenity absent in Edina is a performing arts center. If good access can be provided (in
contrast to the difficult route to Fred Richards), that could be an excellent site for such a center, given that
it is hard to see anywhere else in the community that a building with adequate parking could be built. The
Edina Art Center would be relocated that in that scenario.
2. Invest in improvements at Braemar.
Braemar is now a 27 hole course, which allows three different starting places. This is the time to consider
the option of turning Braemar into a golf complex with 36 holes, unless it is totally clear that is not
technically feasible. Fred Richards as a par three course was not successful. Turning the Executive
Course into another par 3 course might not be a good idea. I believe that a 36 hole course could strong
drawing card for serious golfers — because serious golfers could conceivably do one round in the
morning, have lunch and do a second round in the afternoon, not repeating any holes. I just throw that
out as an alternative that might not have been considered.
3. Modify prices and discounts.
Golf is a wonderful alternative for our youth, particularly those not inclined toward team sports. Edina HS
is well known for its athletic excellence, but has not been as competitive in golf as in many other sports in
recent years. Although you need to make money, I think that it is very appropriate if there is any subsidy
from the city involved, that it is directed toward making golf more accessible to youth and
teens. Likewise, it make sense to invest in getting young adults involved in the game, as the average age
of golfers has risen over time. The pricing policy should advance broader interests than just making
money. Rounds of wealthy adult golfers should not be subsidized, as those golfers have two excellent
private clubs in Edina that their incomes allow them to access, but if we can give young people a price
break, we should.
4. Outsource ancillary services.
In the recent community survey, it appeared that satisfaction with the current Braemar operation is high in
the general community — but of course you may have done research on your golfers that suggests
otherwise. Bringing in outside expertise to run the clubhouse and hire and train staff may be a response
to dissatisfaction among current golfers or approaches being used at more financially successful
organizations. If instead, the reason is to lower personal costs and solve administrative headaches, then
I'd be a little concerned about displacing loyal employees to save a few payroll dollars. . In many
communities, non -golfers eat meals at the golf course. If you have different management of the
clubhouse, there might be some new signage at the entrance of the course indicating that the clubhouse
grill and store are open to all, with sales and specials also publicized there.
5. Expand marketing.
It appears that traditional measures to limit adult golf and team sports to those who work and live in Edina
are no longer necessary. As participation levels have gone down, access to service has not been
significantly widened to fill the gap. At the same time Park and Rec looks at what percentage of golfers
should be allowed to come from outside the community and what level of additional charges those
outside participants should pay, it would make sense to look at the same issue for all its adult sports
leagues.. If you allow recruiting of players from outside Edina, within new but looser limits, it will make it
easier to form teams. Likewise with golf, if you make it easier for there to be mixed foursomes (Edina and
non -Edina residents) more groups of golfers are likely to use their course as their regular destination. If
leagues are now limited to Edina golfers, that also could be redefined — although of course, outsiders
could be asked to pay more.
6. Improve customer service.
Again, there has to be a clear definition of what the customer service problems vendors are going to be
expected to solve. Then vendors can be expected to commit to reaching defined customer service
targets in order to earn performance bonuses.
Finally, I think that it is very premature to promise that the subsidies will end. While I don't think you want
to have subsidies to general operations, if there are subsidies for things like youth golf instruction and
providing low-cost access to young people with limited financial means, that should remain an option, as
the community should be investing in its youth, even if that activity isn't totally covering its expenses. In
fact, if it is feasible, the city should consider trying to work out with the school district an arrangement that
all Edina students are exposed to golf at Braemar as part of their physical education program (a parallel
program could be developed for Edina families with students in other school districts or private schools)..
Thanks,
Joel
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From: cpete572(-0gmail.com [maiito:cpete572@gmail.com] On Behalf Of cpete572
Sent: Tuesday, February 04, 2014 6:57 PM
To: Edina Mail; jonibennett12Ca)comcast.net; Mary Brindle (Comcast); joshsprague@edinarealty.com;
swensonannlcabgmail.com
Subject: Planning for Braemar's future/Jan. 30 meeting
Council members:
I attended last week's meeting regarding the future of Braemar golf course. I have been a patron
card holder at Braemar since 1979. I have played some 30 rounds a year there. I started the
Wednesday night league, constructed and maintained wood duck houses on the course, and did
the Audubon certification photography. I care a great deal about the future of Braemar.
Braemar is 50 years old and in need of capital improvements. The plans for a new driving range
look great and are long overdue. But the new range necessarily eliminates the executive course
which I feel the community needs. I hope the city will reconsider its plans to close Fred
Richards. It provides an executive course which is easy to walk and will continue to serve
leagues that want a longer (not par 3) course. It plays an important supportive role to Braemar in
helping to develop new players for the future. The city needs an executive course!
Revenues from Braemer were used to pay off Fred Richards' $5 million debt. If the Council
is seriously considering closing Fred Richards now --without considering the many marketing
opportunities it presents plus quality of life it represents --then the Council is being shortsighted
and, I believe, not fiscally responsible.
Braemar is a civic jewel. Fred Richards play a complimentary role. The process of planning for
changes to these two civic assets should take into account Edina residents' views, especially golf
course patrons'. I appreciate Mayor Hovland's attendance at Thursday's meeting. I hope Council
members will give all comments the attention they deserve.
Robert K. Peterson, DDS
5620 Doron Drive
Edina 55439
952-944-0261
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From: Doug Smalley[mailto:douglas.smalleyCa>gmail.com]
Sent: Tuesday, February 04, 2014 3:18 PM
To: Edina Mail
Subject: Fred Richards GC
Dear Members of the Edina City Council,
As a relatively new member of the Cornelia neighborhood living a few blocks from Fred
Richards GC I'm writing to express my support for the contemplated redevelopment of that
property as expanded park space.
I'm an avid golfer, actually, but believe residents and families in the area would derive much
more year-round & day-to-day benefit from a larger more intentionally managed park in that
location. Not only would we use it heavily (2 kids + dog) but I imagine the families living in the
rental/apartment housing nearby would love it too since Arneson Acres isn't really walkable for
those of us in this quadrant.
I'm not intimately familiar with the financials, but if the course is on the bubble or in the red it
seems to me that redevelopment as a park makes great sense. I know if would enhance the
quality of life for those of us living nearby.
Thank you!
// Doug Smalley
// Email: douglas.smalleyggmail.com
// Mobile: 651-955-8899
4412 Fondell Dr, 55435
Moved in December 2012 from St. Paul.
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From: AdamsEber(cbaol.com [mailto:AdamsEber()aol.com]
Sent: Tuesday, February 04, 2014 2:01 PM
To: Edina Mail
Subject: Golf Enterprise Program
Gentlemen
I am forwarding my commemts on the above subject as a 39 year golf playing resident. I find the staff
recommendation 50% on the mark.
1,Reducing the scope of operations means closing the Fred and repurposing the property, thereby
retaining maintenance requirements but eliminating revenue.
2.Investing in Braemar improvements means expanding the driving range and dramatically increasing
revenue, as well as upgrading a course that at one time was listed among the top 75 public courses in
America,
3. Modifying prices must be earned for a course already among the most costly among local 1st tier
courses/
4,Outsource ancillary services Restaurant profitability is competative,cyclical, and a check of private club
facilities should show it to be marginal.
5. Expand marketing Yes
6. Improve customer service has never been an item of concern at any time in my experience/
I submit these comments as a display of a citizens feelings for a report exhibited to interested parties on
Jan 30 at Braemar.
John Adams
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From: Mike Welbaum [mailto:mwelbaum@comcast.net]
Sent: Tuesday, February 04, 2014 1:42 PM
To: Edina Mail; Ann Kattreh
Cc: Rick Ites; Todd Anderson
Subject: Proposed changes to municipal golf operations... 1/31/2014
Mayor Hovland, Scott Neal, Ann Kattreh, City Council and Park Board members,
Having moved to Edina for retirement, and from my perspective as a "start -at -retirement" golfer,
I submit my reflections on the January 31, 2014 "Proposed Changes" presentation.
From my professional experience, the presentation of proposed golf operations revealed an
overdue decision as well as several critical issues with this project's planning:
• "Improvements at Braemar" are self-justifying, both financially and for competitive operational
necessity. The content of the presentation shows no direct dependency on the recommended
changes.
The driving range and necessary re -configuration of the executive course should proceed as
soon as reasonable, not extending beyond fall of 2014.
• The nominal attempts to compare golf operations to other functions exposed a flaw in the Edina
City accounting system; the system prevents adequate cost and operational comparisons
between/among various city -run functions including the Ice arena, Edinborough, city parks,
athletic fields, and golf operations.
• While the introductory material did show a graph of declining "rounds played," the material did
not identify elements of causation. Demographics, economy, weather, playing conditions, the
status of neighboring golf courses, are just a few that must be reviewed.
• The abrupt conclusion — and first chart — "Close Fred Richards" did not include an assessment of
consequences to such a step. As a professional with experience with strategic planning, I found
the presented material woefully void of alternative solutions to perceived problems.
A few considerations that show the lack of depth to the study are:
o "Close Fred Richards" without either justification or an impact statement is a mistake. If
further, objective investigation arrives at this conclusion, then such a recommendation
is defensible. Without such an analysis, this recommendation is not justifiable.
o "No golfers will be displaced" — an un -supported and naive conclusion, at best. New,
young, casual, and senior players have little interest in hilly terrain and challenging
venue. It is unlikely that all of these clients will matriculate to Braemar as assumed.
o As a premiere city, Edina's unique asset provides a learning and experience resource
that needs more thoughtful consideration than this unsupported — and unsupportable?
—recommendation makes.
o The removal of a resource for post-retirement activity is especially disconcerting as we
endorse the localized development of increased housing density.
Similarly, the loss of a municipal resource that currently permits casual introduction to
new golfers is shortsighted in light of the stated objective of activity for life and our
Vision 20/20 goal to improve the quality of life here.
• Consultants from outside the community do not have familiarity with the unique appeal that
Edina has. Of special concern, Edina residents include many professionals with significant
expertise — and self-interest! These resources would love to provide insight, guidance, and
leadership as we develop and protect community investments. Enlist their skills.
• The dedication and passion from the "Save the Fred" organization was evident and well -
articulated. It is unfortunate that Park Board and Council members were not encouraged to
attend the session. Thanks to Mayor Hovland for his attendance; ask him if he thinks these two
bodies would have sensed the community's commitment and passion — and would have learned
from the session.
• A major communication flaw was exposed:
By comparison to other City of Edina actions and communications, this meeting, late by any
measure (one month for the public to respond after many months of project development in
isolation?), exposed a serious misunderstanding of the plan's importance to the community.
By not including a valid cross-section of perspectives in the planning process, especially
considering the obvious misunderstanding of the importance of this decision to the community,
the Park Board and City Council might have been confronted with a decision with few options.
The recent street repair and improvement communication process should be used as a model
for a communications strategy.
As I listened to the feedback from the potentially displaced audience, I was struck by how my
personal investment in Edina's golf resources has developed. As a newbie to golf and as a recent
past president of the Braemar Men's Club, I take umbrage in the potential golf has for the
future. To take action without having knowledgeable, invested, and skilled resources involved
might have been a miscarriage of community interest.
In summary, I humbly recommend that the listed improvements at Braemar be started as soon as
possible. Further, any decision regarding Fred Richards — a non-starter in the funding of
Braemar's investment — deserves a considerably more open and thoughtful analysis. To achieve
this objective, establish and utilize an advisory panel of Edina expert residents to act as on-going
information source. Without such analysis, then I request the Park Board and Council reject the
Fred Richards proposal as it currently stands.
Thank you for your consideration.
Mike Welbaum
7232 Monardo Lane
Edina, MN 55435
952-920-5455
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From: Rodney. K.Vucenich@welisfargo.com [ma ilto: Rodney. K.Vucenich@wellsfargo.coml
Sent: Tuesday, February 04, 2014 11:11 AM
To: Edina Mail; Mary Brindle (Comcast); joshsprague(&edinarealty.com; nvucenich(a)msn.com;
Rodney. K.Vucenich(abwellsfar_ oc� com
Cc: jonibennettl2(&comcast.net; swensonannl@gmail.com
Subject: Save the Fred- we need more time!!
I am a long time Edina resident of nearly 30 years and I am very disappointed in how you are handling this
situation. It appears that you have already made up your minds and are unwilling to listen to the very people who
voted you into your positions! This same behavior was experienced last Fall when you jammed the pathway
initiative through in the Cornelia Neighborhood. How can you turn a deaf ear to what you witnessed last week at
Braemar? We need more time to come together as a community and weigh our options. It is very apparent that
you have an agenda that clearly is in conflict to what the tax payers of Edina want. Is this how politics are run in
our city?
Rodney Vucenich
Senior Financial Advisor
Vice President- Investments
Wells Fargo Advisors, LLC
MAC N9305-111
90 South 7th Street
lith Floor
Minneapolis, MN 55402
Ph: 612-667-3871
Fax: 612-316-4938
rodnev k vucenich(&wellsfargo.com
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From: Dennis Fernkes [mailto:fern7313(EDscc.net]
Sent: Tuesday, February 04, 2014 9:51 AM
To: Edina Mail
Subject: proposed changes to municipal golf operations
I am not a golfer, but I think the six -point strategy proposed by the city to the municipal golf operations
is a good one. The restaurant idea appeals to me as well. I do not know what the rules are pertaining to
the public being able to eat at Braemar, but I would like this to be allowed.
Dennis Fernkes
7313 W Shore Drive
Edina, MN
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From: Nicki Vucenich [mailto•nvucenich@)rnsn.com]
Sent: Tuesday, February 04, 2014 9:46 AM
To: Edina Mail; jonibennett12Cgbcomcast.net; Mary Brindle (Comcast); joshspraque@edinarealty. com;
swensonannl(agmaii.com
Subject: Fred Richards
My name is Nicole Vucenich and I live at 4604 Gilford Drive.
I attended the meeting on Thursday, January 30 to discuss Edina golf operations. I was
extremely disappointed from the get -go. There was only one proposal on the table and that
proposal began with the completely unfounded conclusion that Fred Richards must be
closed. Where were the other proposals to be discussed? None were presented. Nor was any
concrete support provided for why Fred Richards must be closed rather than using some
combination of marketing and other efforts to keep this highly regarded neighborhood course
open. Most all suggestions made by those in attendance were acknowledged as having not been
considered. Nor was anyone able to adequately respond to the question of how the underlying
numbers were reached. Suggestions of "funny money" and "questionable accounting tactics"
couldn't be responded to. I found this particularly disturbing in light of the comment that in
2012 Fred Richards ended the year with on a positive cash note. Yet it's "pro rata share" of
expenses was such that it was technically in the red. I see the reason for the suggestion that there
is some questionable accounting going on here.
After sitting through the meeting and hearing the overwhelming support by those in attendance
for keeping Fred Richards open, I would be extremely disappointed if the one and only proposal
put forth so far by the parks board isn't revised to reflect the wishes of the citizens of the city. At
a minimum, the board should take us up on our offer to form an ad hoc committee of residents to
come up with alternative proposals. Take advantage of our backgrounds and talents and let's see
if we can't come up with an alternative that allows Fred Richards to remain open.
A city should be doing all it can to maintain amenities such as this small neighborhood golf
course. It is amenities like this that attract people to the city and to individual
neighborhoods. Not to mention all those people with homes on the golf course. Are you
seriously taking that amenity away despite the impact it would have on their property values?
may not live right on the golf course but I am close enough to feel the impact of such a drastic
decision.
Moreover, the timing of this is unacceptable. This meeting was held January 30 to discuss
"Edina golf operations". It should have more properly been titled "closing Fred Richards." The
decision was already made. You may argue that it has not yet been made; however, when there
is only one proposal on the table and that proposal involves closing Fred Richards, there isn't
much room for debate. The decision is made. It is just not yet official. It will be made official
at the meeting on March 4. That is just over one month from the initial meeting of January
30. How long has the park board and the city been working on this? Why hasn't it been brought
to us sooner? Again, this is the city moving forward on its own agenda without regard to the
impact on or the wishes of the residents of the city and, more particularly, the residents of the
neighborhood impacted most dramatically by this decision.
This whole process is a repeat of the "discussion" to add a path from the Parklawn neighborhood
to Kellogg Ave. I attended that meeting at city hall as well. It was the first I had heard of the
issue. I found out then that the Parklawn residents knew of it a year prior. While the
homeowners in my neighborhood didn't find out until about a month before the meeting at city
hall where the issue was voted right through despite many voices of opposition in the
audience. Apparently providing adequate notice and information to the residents has taken a
back seat in recent months. I find this practice completely unacceptable and disrespectful. I
hope you're hearing the same from other residents.
Give us more time to come up with a proposal that would allow Fred Richards to remain
open. As we learned last Thursday, there are many options that have not yet been
explored. Let's do that work before making such an extreme decision.
Nicole Vucenich
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From: Mary Paulson [_mailto:mbowmanpaulson(&yahoo com]
Sent: Monday, February 03, 2014 1:53 PM
To: Edina Mail
Cc: Mary Brindle (Comcast); ioshsoragueftedinarealty com; swensonannI (agmail com;
Lonibenettl26a)comcast net
Subject: Fred Richards Golf Course
Dear Mayor Hovland and Esteemed Council Members:
I am writing today to protest the proposed closure of Fred Richards Golf Course, or, in fact, any green
space in the City of Edina.
As a person who plays golf, I have come to value Fred Richards Golf Course for many
reasons; accessibility and to the fine tuning needed in any short game as well as the wildlife one can
observe there, from wild turkeys and fox to the ever present Canadian geese, to name a few.
Fred Richards does more than provide a revenue stream, of sorts, to the City; it also provides ecological
benefits and personal well-being, physically and mentally, for the individuals who use the facility.
After taking my walk today and observing the pollution layer that obscured my enjoyment of the blue sky, I
want to make it very clear that I believe it is the City's obligation to zealously protect the environment and
jealously guard all green spaces within the City borders.
Having lived in Edina for over 20 years, I have seen the deterioration of clean air and water in my
neighborhood as well as the efforts made to improve the situation with holding ponds at Rosland Park
prairie grasses at the Public Works building to help the environment and cannot understand the reasoning
behind the closure and possible development of such a valuable green space as Fred Richards.
From my perspective, Edina does not need any more residents. Edina needs to protect its current
residents by cherishing its green spaces and creating more areas that will preserve the quality of life that
was once embodied in Edina.
Respectfully,
Mary Paulson
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From: Halling, Barton R [mailto:Barton.Halling@umr.com]
Sent: Monday, February 03, 2014 12:15 PM
To: Ann Swenson
Cc: Edina Mail
Subject: RE: The Fred
Hi Ann - thanks for your prompt response. Understand the state law restriction - but I guess my concern
is why there was not a public notice for this specific meeting? Clearly, a recommendation to close a
neighborhood amenity like Fred Richards is going to draw some controversy and with over 350 people
showing up and sharing testimony in support of retaining Fred Richards in its current state as a golf
course - it would appear that you and the other council members lost a great opportunity to hear what
your constituents have to say about the issue.
You note below indicated that "many weeks or months for public input" was going to be provided - but
the truth is that for you as the council - only 2 weeks has really been allowed. The park board will meet
on 2/11 and review Scott Neal's proposal - including his misguided proposal to close Fred Richards and
spend $1.0 million on expanding the Braemar driving range (why would we take more people off the
course and force them onto the range? I can guarantee you that if you ask any golfer, youth to senior, if
they would rather spend more time playing golf - or more time at the range - 100% would want to play).
Per Scott's agenda he delivered last week, the next council meeting which will provide a public hearing
with opportunity for input to be heard - is the 3/4 meeting - with his recommendations for golf
operations on the agenda. That is 30 days from his first meeting last Thursday 1/30. This plan has been
worked on with the Pentagon Park developer for over a year and as a community we are allowed 30
days to comment/influence your decision - and one meeting where you are present? Unfortunately,
that seems unreasonable to me as a resident.
A purposeful decision not to provide public notice for last week's meeting, and therefore legally exclude
more than 2 of you from attending, appears to be tactical, knowing that the majority of support would
show up for the first meeting on this issue. I appreciate your comment that you take your job very
seriously - and hope that you also take the level of opposition to closing Fred Richards very seriously.
The community does not want this course closed - nor would we want Braemar Arena, Roseland Park,
the Edina Pool, Wooddale Park, Garden Park or any other public amenity closed - to make way for
commercial development or for any other reason. The financial case that the park staff and city planner
have made, is not sound. Edina has a reputation of providing a stellar living experience for its residents
and closing a loved and prized amenity like Fred Richards is not in line with that reputation.
As I said, I appreciate the seriousness you bring to your job as a city council member. In fact I am
counting on it as you consider the feedback against closing Fred Richards coming from the community
that you are elected to support.
Thanks,
BH
Barton Halling
-----Original Message -----
From: Ann Swenson [mailto:swensonannl@gmail.com]
Sent: Saturday, February 01, 2014 4:41 PM
To: Bhallingll@gmail.com
Subject: The Fred
Mr. Galling,
As part of our council packet I received your letter to the Mayor. By state law we can not have more
than two of the five of us ( 4 council members and the Mayor ) attend any event or meeting without
public notice. It was decided that the informational meeting for the Fred was not one for us to attend
since there would be two public hearings and many weeks or months for public input so no public notice
was given. Unbeknown to the council the Mayor must have decided to attend after our last discussion at
council. Do not presume that the council does not care to hear from our residents on this matter or have
already made up our minds so did not attend. State law is very clear on our limitations to meet without
proper notice. We can not even meet with three of us for coffee. We all take ourjob very seriously. Ann
Swenson, council Sent from my iP
This e-mail, including attachments, may include confidential and/or proprietary information, and may be
used only by the person or entity to which it is addressed. If the reader of this e-mail is not the intended
recipient or his or her authorized agent, the reader is hereby notified that any dissemination,
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the sender by replying to this message and delete this e-mail immediately.
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From: Webster, Tom J[ma iIto: thomas.websten'loptum.com]
Sent: Monday, February 03, 2014 7:20 AM
To: Edina Mail; lonibennettlNlcomcast.net
Subject: FW: Fred Richards
Dear Mayor and City Council,
We live in Richfield and have been playing the Fred for fifteen years or more. Both of my kids
played youth and high school golf, and with the closing of Rich Acres, much of their golf was
played at the Fred. My son is now in college and he brings his college buddies to play the Fred
when they only have 90 minutes to play, and these newcomers love it!
Your support is greatly appreciated.
Tom
Tom Webster I Optum Finance
13625 Technology Drive I Eden Prairie, MN 55344
MN051-B210 Office 952-917-7450
thomas.webster(a),optum.com
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From: Paul Hughes [mailto:phuahes999 ccimail.com]
Sent: Sunday, February 02, 2014 4:58 PM
To: Edina Mail; swensonannl(cbamail.com; ioshsprague(cbedinarealty.com; Mary Brindle (Comcast);
ionibennettl2(&comcast.net
Subject: Do not allow Fred Richards to close!
Dear Mayor Hovland & City Council Members,
I am contacting you regarding the development planned for Pentagon Park
which may include closing the Fred Richards Golf Course. While the
redevelopment of the current commercial property is welcomed, the closing of
Fred Richards is not, and I feel this would be a poor decision for the City of
Edina to make. The developer's own public statement to the Minneapolis
Business Journal states that he could live with the option of keeping Fred
Richards Open: http://www biziournals.com/twincities/print-
edition/2013/12/06/in-pentagon-park-plan-is-there-room. html?page=all
Fred Richards is a community asset that has unfortunately been a victim of
poor weather this past year. In fact, all of our outdoor golf operations suffered
in 2013 due to the late start of the golf season. In addition, years of minimal
marketing efforts by the City of Edina have kept Fred Richards from realizing
it's full potential. I have spoken to many residents of Edina that have no idea
that the Fred Richard course even exists.
The turnout by Edina citizens at Thursdays City Staff meeting was
overwhelmingly in support of keeping Fred Richards open. As a taxpayer I
understand the City's desire to stem the losses from their golf course
operations. However, the estimates given by the City Staff show that the golf
course operations are estimated to lose less money next year and come close
to breaking even in 2015. If the city spent a little effort on promoting Fred
Richards I think they would find it would pay for itself. Has this option ever
been considered?
Do all of our parks make money or does the city have to fund them? Does
Braemar arena pay for itself? Do all of the other sports leagues fees in this
town cover the cost of operating and maintaining the fields they play on? The
answer is no. All of our facilities are subsidized by the city. My kids play or
have played soccer, hockey, baseball, flag football, and golf on at edina parks
and facilities. That is one reason I moved to Edina 10 years ago. Would I
want to see the city close any of these parks/facilities? No. These are
community assets that make Edina a wonderful community to live in.
Great cities have great green places and activities for their citizens. Keeping
an asset so many people in our community utilize and enjoy is the right move
to make. I hope you will agree and listen to your community.
Thank you,
Paul Hughes
SAVE THE FRED
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From: Allen Nelson [ma iIto: nelsonaIlen homeCcbyahoo corn
Sent: Saturday, February 01, 2014 4:18 PM
To: Edina Mail
Subject: powerpoint examintionear e
Dear, Mister mayor and city councel members, point 1 Reduce scope and operation,
am. checking with edinas senior center if my monday league held at the fred is excluded
from the most point in powber point 1. Otheres living around the fred have clamed a
leek exists and the outcome is already Definate. Power point 2 how many "new" golfers
will be braught in by adding these 76 8.5 -foot stalls? th target green gone from the
Dome, why is a new one needed at bramat 18 hole? how many new studants will be
braught in with this new 35 stalls with mats? I took my lessons three years ago and the
six or eight of us had no trouble learning stance, positona, grip, and musle memoy at
the teaching aria behind the driving range is it is. point3 last year in 2013 was my first
experiance using bramas new patron card with merchandice discount at the pro shop.
as it is what incentive will incread membership for those to be braught in outside of
Edina?
am I to be penalized out of golfing because I do live inside Edinas city limits? Points 4,
5, and 6. how can fireing our existing workers at the fred and outsorcing the grill and
driving range positons, increase customer sevace; when thease new full and partime
people are a suposid unknown benifit but by having
more people part time so they can be paid Iess.Can mungs blacks and asians as well
as the citys homelace vets be traind and hired to improve as a oustanding statement
of Edinas values of improvint the common good for all who may be a potron or
employee of Edina here at bramers wonderful municapal corse just as it is?
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From: Nancy Norton [mailto:nnorton9977Ccbgmail.com]
Sent: Saturday, February 01, 2014 11:40 AM
To: Edina Mail
Subject: SAVE the Fred Richards Golf Course
James Hovland, Thank you for your support to SAVE the Fred Richards Golf Course.
The timeline proposed to even think about eliminating "The Fred Richards Golf Course" is
offensive. The City should develop alternative proposals to keep "The Fred Richards Golf
Course". My family, friends and neighbors have all enjoyed and continue to enjoy playing golf at
"The Fred Richards Golf Course" and want this golf course available for future generations of
golfers to enjoy. If we need volunteers to help perform tasks at the golf course to help keep costs
down, just ask us and there will be many people in the community that will be willing to
help. "The Fred Richards Golf Course" is used and enjoyed by Edina, Bloomington, Richfield and
many other surrounding residents. I am currently out of town and unable to attend the meetings
being held but want you to know how much "The Fred Richards Golf Course" means to so many
residents and even if we are out of town we are taking the time to ensure you know how much
"The Fred Richards Golf Course" means to all of us.
PLEASE `SAVE the Fred Richards Golf Course."
Nancy Norton
8700 Wood Cliff Road
Bloomington, MN 55438
612-414-1530
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From: todroswexCa�aol.com [mailto:todroswex(aaol.com]
Sent: Saturday, February 01, 2014 8:02 AM
To: Edina Mail; ionibennettl2Ca)comcast.net; Mary Brindle (Comcast); ioshspragueCcbedinarealty.com;
swensonann 1Ccbgmail.com
Subject: Fred Richards golf course and golf operations
REGARDING THE CITY STAFF PROPOSAL TO CLOSE THE FRED RICHARDS GOLF COURSE AND
TO UNDERTAKE OTHER GOLF -RELATED ACTIONS
1. If the Fred Richards course (FRC) is closed, it will likely be gone forever.
2. 1 am guesstimating that over 300 people were at the January 30, 2014 meeting. No one spoke in favor of
the proposal and many voiced displeasure that there have not been more community meetings along the
way to discuss the proposal.
3. Many also voiced the objection that the notice of the proposal is unreasonably short, because it is
scheduled to be heard by the Park Board on 2/11 and by the City Council on 3/4. This is a very important
matter which deserves careful investigation of the plan costs and projections. That investigation cannot
likely be accomplished on such short notice.
4. A number of comments at the meeting questioned the financial support for the plan and for the
projections. Apparently the FRC has no long term debt and generated a profit of $21,000 the past golf
season (before allocation of general overhead expense). No specific information was provided at the
meeting to justify the projected savings from closing FRC.
5. One person commented that a careful review of the city financial records reflects that the city subsidizes
many recreational facilities.
6. There appears to be no dispute that the number of golf rounds is down locally or nationwide. No data was
presented at the meeting about whether the number of rounds at FRC was down.
7. It would be nice if the golf operations were self-supporting, but a number of Edina recreational facilities
are not self-supporting.
8. There are likely things that can be done to improve the net revenues from golf operations. Improvement of
the driving range is one of them. I have been using the golf facilities at Braemar for over 40 years and the
driving range turf has been a consistent problem. Sometimes I go elsewhere to practice because the
Braemar turf is inadequate. Other times, when the Braemar range is hitting off grass, I still move a mat up
to the grass area because there is no grass. I expect that other golfers who want good practice are also
taking their business elsewhere.
9. Some golfers who live in or near Edina choose to play elsewhere because the Braemar course is too
difficult. Recent emphasis on teeing it forward may help get those players back to Braemar. However,
making the third regulation nine more user-friendly may also help.
10. A few of the other city staff recommendations do not appear to be well thought out. First, the suggestion
that there could be improved revenue if customer service is improved appears to be vague and
unsupported. I have never felt there was anything deficient about the customer service in any part of the
golf operations. The staff has always seemed to me to be friendly and helpful. The staff proposal to
somehow improve customer service in a way that would increase revenue needs a lot more explanation
and factual support: It's a nice sound -bite, but I have my doubts. No one at the meeting stated that they
felt a need to improve customer service.
Second, the proposal to outsource the grill or restaurant operations and hopefully make the restaurant a
family dining place does not appear to be adequately investigated. No data was presented at the meeting
about the current gross or net revenues from the food operations. Is it currently profitable? Nor was any
information provided as to whether the city staff has contacted any restaurant operators about whether
they would be interested in operating the restaurant or how much they would pay to lease it. It is my
impression that the restaurant business is a difficult business. It is very competitive and families have
many choices about how to spend their food dollars. It is also my impression that private golf clubs have
regularly experienced difficulty making their restaurant operations profitable, so that they require their
members to spend at least a certain amount each year in their restaurants.
11. Some of the comments at the meeting suggested a more deliberate and phased approach to making
changes. So, for example, the driving range change might generate more revenue. Marketing and price
adjustments might also generate more revenue. Maybe these should be tried first, before the more drastic
and forever closing of FRC.
12. A few of the comments from the audience at the meeting noted that the failure to involve the community in
the city planning process deprived the city of the business and professional expertise that exists in our
community. Perhaps if the city had invited a committee of residents to be involved in the study and had
made full disclosure of the relevant data, there could have been other viable suggestions to be evaluated.
13. Another question which was not answered at the meeting was what is the comparative tee -time utilization
at each of our courses.
14. A few people at the meeting also questioned why the staff was coming up with just one proposal. Should
we be considering other alternatives and what are they?
15. Perhaps the most compelling opposition to closing FRC came from the many parents who spoke at the
meeting and told about the many children who regularly use and enjoy the FRC facility.
16. Perhaps we should focus on marketing and expanding the junior programs that use the golf facilities at all
our golf locations.
17. One of the speakers at the meeting was a Seagate employee which has a 100 member golf league using
the FRC.
18. In summary, there appears to be reason to be concerned about the financial need to close FRC as well as
the soundness of the financial projections made by the city staff.
There is reason to be concerned that the precipitous forever closing of FRC will deny a significant facility
to future generations. It seems likely that this matter requires a more deliberate evaluation than the
current scheduling provides. And even if the golf facilities continue to require some financial support,
maybe that has collateral benefits to the community that justify that support.
Respectfully submitted,
Thomas W. Wexler
7520 Cahill Rd. #119
Edina, MN 55439
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January 31, 2014
Ann Kattreh, Park & Recreation Director
Edina Park & Recreation Department
4801 West 50th Street
Edina, MN 55424
Subject: Closing Fred Richards Golf Course
I am a retired Edina Residence, after serving as Vice President of one of the
leading privately owned companies in Minnesota for 37 years while we
increased the business from just 5,000 employees to over 170,000
employees today. Perhaps some of my experiences could be useful in the
discussions about Fred Richards Golf Course.
We basically did not shut an enterprise down without a lot of thought. First
if we sold a business we made sure that it created a great profit to the
company. One business we sold was larger than many competitors and gave
the company some $17 Million in profits each year but as the industry
changed and a company ( that had decided this was a great growth area for
them) wanted to buy it and it was sold for over $1 Billion. Another example
was a building that we built for $51 million it was sold for $63 million
which was very attractive. A lease back was needed but financially it was a
great deal
Closing Fred Richards means we have a great facility and we know if closed
we will have many dollars spent to make it useful as a multi use facility.
An additional approach we took with business that were not profitable was
we looked what we could do over a 5 year period with that enterprise. We
would indicate the need to maintain our cost structure which was done and
then we needed to figure out a way to increase our income by marketing the
right way. Additional income could go to the bottom line if we were
successful in keeping our costs in line We perhaps lost money for 2 or 3
additional years but if we had good management we could look back and
satisfy ourselves that we had a total profitable return over the five year
period. If not we had a decision to make.
I have been retired for 21 years and when I look at our neighborhood which
is on West Shore Drive in the Cornelia area, I see it changing rapidly with
many young families and lots of young children. With Fred Richards as a
golf course we could create a whole generation of young golfers with the
availably of Fred Richards Golf Course. Without it transportation to
Braemar is perhaps not availability for working parents from this part of
Edina.
A few weeks ago I was at dinner at a leading Edina Country Club and there
was only two table of patrons. I think the consultant was in error if they felt
we could make our clubhouse a destination dinning experience as there are
just to many fine restaurants in the area. We can look at the difficulties the
Woman's Club of Minneapolis is going through right now.
Over the years working with consultants, I probably learned they don't have
all the answers but good solid thinking from participants is most valuable.
My suggestion for the most benefit to Edina residence if to keep Fred
Richards Golf Course Operating for at least the next five years as see if
we can't make this a very successful enterprise!!! It's too important for
all Edina Residents.
Sincerely,
Dick Johnson
7328 West Shore Drive
Edina, MN 55435
Phone 952/925-2044
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From: Mary Rogers [mailto:minnesotamaryann(&gmail com]
Sent: Friday, January 31, 2014 7:01 PM
To: Edina Mail
Subject: Fred Richards Golf Course
Dear Mayor Hovland:
I am writing to express my concern about closing Fred Richards Golf Course. I took up golf
after retired and play at least ten times a summer at Fred Richards. I am truly fond of that
course, and have introduced my children and grandchildren to golf there. It would be a great
shame to close it.
When I talked with Joni Bennett last fall about this issues, she said that a survey revealed that
only one-fourth of Edina residents (or homes, I'm not sure which) used Fred Richards in the prior
year. Frankly I think that is huge. She seemed to think it was insignificant.
I hope you and the city council members will keep in mind what a unique and special place Fred
Richards is.
Thank you,
Mary Rogers (mother of Caitlin Rogers, if you remember her)
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From: John Parker [mailto:john parker@nrscietsresults.com]
Sent: Friday, January 31, 2014 2:33 PM
To: Edina Mail
Subject: Future of Municipal Golf operations
I was in attendance at the golf operations meeting last night at Braemar. First of
all, I'd like to remark on just what a composed presentation Scott Neal gave. I was
impressed with his information but more impressed by his composure in the face
of a lot of opposition. I have learned in my fourteen years of living in Edina there
are a lot of people who absolutely know their opinion is the right one. That can be
pretty hard to take after awhile.
I don't use the Fred Richards golf course so I don't have strong feelings about if it
should close. I would personally rather see it stay open, mostly for the sake of
young golfers. And as I grow older, there may come a time when it is just right for
me. I would hate to see a commercial development go up where the course is
now, as some suggested might happen.
But I would really like to see the proposed changes to the Braemar course. If it
could be on a par with Chaska Town Course or Edinburgh USA, that would be
great! I don't have any issues with the clubhouse or grill. I guess a nicer restaurant
would be fine. The staff there and in the pro -shop are great people, as far as I am
concerned. The changes I would like to see are specific to the range and course.
The range is usually in such bad shape I'd love to see it upgraded. The course
could really stand renovating with new tee boxes, fairways, bunkers and greens.
And the on -course management could stand some significant improvements. Slow
play is a killer and the marshals and rangers never seem to get people moving. And
my personal gripe is finishing number 9 only to find another group has been
inserted in front of us at number 10. If the Clunie nine were shut down, I wouldn't
miss it a lot, but it is nice to have that as an option for folks who want to just play
nine holes.
I have bought a patron's card for many years and although I typically
100 rounds a year (all over, not just Braemar) but this past year I playeld at
ay bout
Braemar three times because I thought the course conditions were so bad. I live
within minutes of the course so if it was improved, I certainly would appreciate it
and use it more.
I am glad I don't have to make these decisions. I look forward to seeing the
outcome.
John Parker
Northern Reporting Service, Inc.
612-378-7777
john,Parker@nrsGtetsresuIts.com
Please send all investigative and/or surveillance assignments to: nrs(a,nrs2etsresults com
NRS
Northern Reporting Service, Inc
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From: Schmidt, Joe P. (BLM) [mailto:joe-schmidt@express-scripts.com]
Sent: Friday, January 31, 2014 2:16 PM
To: Edina Mail
Subject: Golf Operations
Greetings!
Please see the attached letter concerning Feedback on the proposed municipal golf operations strategy.
Thanks!
Joe Schmidt
4617 Woodland Rd W
Edina MN 55424
925-0443
Cell: 612-816-7015
Joseph.p.schmidt@gmail.com
January 31, 2014
Parks & Recreation Department
Edina City Hall
4801 W 50th Street
Edina MN 55424
Council Members, Parks & Rec. Dept. and City Staff:
have been a resident of Edina since 1986. During that time, I raised two daughters,
worked just across the border on West 78th Street and enjoyed the wonderful parks and
recreation areas for which Edina is famous. I have been a golfer for over 40 years;
however I learned early on that trying to find a half-day to go golfing fell well -behind my
other priorities in life. I am now at a point where I can find time to enjoy playing a round
or two per week at Braemar, weather permitting.
Since golf is truly a "life -sport," one of the challenges unique to such an activity is
accommodating players aged 5 to 95. However, that is also one of the joys of the game.
My 91 year-old father loves being able to share a round of golf with his children and
grandchildren, both male and female. Because of that, I appreciate how the current
operation supports the full spectrum of ages and skill -levels involved — The Fred for
nerations; the Executive course for its intermediate
beginners, families and multi-ge
length and challenge to those developing their game, dealing with time constraints or
continuing golf later in life; Braemar 1-18 for its regulation -length challenges but fairness
on errant shots; and holes 19-27 for its beauty, access and unforgiving challenge.
However, I understand that golf isn't as popular as it once was; weather affects the
number of rounds played and maintaining two separate land -masses is expensive, so
something needs to done.
To my professional disappointment, the six corrective action items presented last night
were in reverse order to their immediate potentiI impact on improvinq the operations'
finances. The most irreversible and long-term recommendation was first —closing down
a golf course permanently. The more -immediate impacts from improving marketing and
modifying the price structure was listed third and fifth. Note that neither of those two
items requires waiting for money to be appropriated, dirt to be moved or land to be
"repurposed".
Marketing: The current marketing of Braemar perpetuates the urban legend that you
can't get on at Braemar, which Mr. Neal refuted by noting that that situation hasn't been
true for years. My suggestion is to collaborate with a marketinclass or senior capstone
proiect group at the University of Minnesota's Carlson School of Business ni r the
Universityof St Thomas to create a marketin program for 2014 that will boost this
year's utilization and revenue Professors and students alike are constantly searching
for real-world business problems to which they can apply their coursework, interests
and creativity; and the cost of the collaboration is more of Time rather than Money. It
only takes a phone call to initiate the process but classes have already started, so don't
Procrastinate.
Prices and Discounts: Unless there's a legal or regulatory reason that prohibits it, why
not get a small committee together from the Braemar golfing community (who also have
pricing experience) or a cross -functional -group of students from the University of
Minnesota or St. Thomas to review the 2014 pricing structure? If done properly, the
pricing recommendations will support balanced utilization on all of the golf courses as
well as encourage new blood into a life -sport:
— Perform an analysis of golf course utilization, determine the root causes and identify
opportunities,
— Assure that there are programs, courses and facilities to support the various abilities of
golfers throughout their active life,
— Recognize the unique values of the following and adjust Prices accordingly:
o Prime teetimes,
o Advance reservations (higher fee for seven-day advance reservations than for five -
days in advance than for two -days in advance than for same-day reservations)
o A season -long, recurring reservation (e.g., 4:00 PM teetime every Monday)
o Braemar's condition and proximity to the entire west metro area
o Nine -hole rounds for busy lifestyles and/or physical constraints
o Fill less -desirable tee times with those who can use them
o Continue to encourage youth and beginning golfers by subsidizing their fees,
— Other ways to add value to the Braemar golfing experience without increasing costs
o Implement measures to assure a relatively quick round during high -demand periods,
o Add some "speed" to the Regulation Course greens,
o Introduce one or two shot -gun starts for primetime golf on weekends,
o Coordinate an after-school and summer First Tee program with Edina Kids Club
(including transportation to/from home bases)
o Introduce a multi -tier Patron Card program, similar to the Delta Skymiles program,
that varies levels of access, benefits and costs
Lastly, I appreciated the audience question about needing to extend the study to the
Clunie ("New") Nine. Being a hacker whose goal is to break 100, 1 find 19-27 to be very
unforgiving, which usually means that I lose six balls in the thicket, emerge with three
replacements and add another 20-30 minutes to my round. If the Executive Course gets
remodeled into a Par -3 then study converting the Clunie Nine into a new Executive
Course with sufficient refinements to make it less physically and mentally taxing. By
doing something like that I can look forward to continue golfing well into retirement —
without holding up the low -handicappers hitting into me.
Here's looking forward to a long and comfortable golf season!
Joe Schmidt
4617 Woodland Rd W
925-0443
Joseph. p.schmidt@gmail.com
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From: ricksandynelson dq.com[mailto:ricksandynelson(a)q.com]
Sent: Friday, January 31, 2014 2:11 PM
To: Edina Mail
Subject: Re: Fred Richards Golf Course
Good Afternoon Mayor Hovland
I attended the meeting last at Braemar Golf Course, I am a 36 year resident of Edina and a
member Edina Federated Womens Club, that being said I want to Thank You for attending this
important meeting and listening to resident thoughts re the closing of Fred Richards Golf
Course. I am very disappointed with the other City Council Members, their neglect of this
meeting spoke volumes. I hope this issue will be tabled at the March 4th meeting until further
study, that might also include the proposed plans of this site. The City of Edina has encouraged
their senior population to downsize by the purchase of Condos (like The Waters) so they can stay
in Edina. What a better format for that proposed site than Condos that have a Golf Course within
reach. Not only Golf Spring through Fall, but a groomed cross country ski trail in the
Winter. Most Golf Development's have had to build the course and here we have one available
to build around. They really need to rethink what they have proposed.
Again Thank you,
Sandra Nelson
5204 Danens Drive
Edina
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-----Original Message -----
From: Cosette DeCesare fmailto:cosettedecesare@gmail.com]
Sent: Friday, January 31, 2014 1:37 PM
To: Edina Mail
Subject: Save the Fred
Mister Mayor
I support keeping the Fred Richards Golf course open. Please approve an ad hoc team of residents to
develop alternative proposals for consideration for keeping Fred open!!!
Thanks you
Cosette DeCesare
7434 West Shore Drive
Edina MN 55435
952-500-8129
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-----Original Message -----
From: Ronald Dobies [mailto:rdobies@comcast.net]
Sent: Friday, January 31, 2014 1:35 PM
To: Edina Mail
Subject: save Fred Richards golf course
Dear Mr Mayor. In 1977 1 moved to Edina with my family. I have lived in Edina for more than 36 years.
Although I am out of town during the City golf course meetings, as a citizen of Edina and a golfer I wish
to save Fred Richards course even if it means paying more for golf. Also I play every year in the Braemar
Senior Men's league. Money in Edina is never an issue when the community speaks. We have the
money. Just ask for it. Thank you.
Ronald Dobies
5000 Halifax Avenue South
Edina 55424
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From: Lundeen, John (DOT)[mailto:john.l.lundeen(&state.mn.us]
Sent: Friday, January 31, 2014 1:08 PM
To: Edina Mail
Subject: Golf Operations - Fred Richards
To the Mayor and Council Members,
I want to let you know, that as an Edina resident I am very unhappy with the idea of closing Fred
Richards golf course. I attended the meeting at Braemar last night to discuss the future of golf
course operations and I came away with the feeling that this decision was already made and the
meeting was more of a formality than residents input. I understand that the golf " enterprise" has
been losing money for some time and I understand that something should be done about it —I am
a taxpayer- but the solution is to close Fred Richards and somehow with this plan " new net
revenues would be reinvested into capital improvements at Braemar Golf Course to attract new
golfers." What I heard was the improvements are going to be a driving range that takes part of
three holes of the Executive course and a redo of the Braemar Grill so that it will be " a place
people will want to come to, just to eat dinner at." A fancy driving range and grill, this is how
we are going to fix the golf operating deficit, this will be better for the residents of Edina? I have
been at the driving range many times and have never had to wait to shoot balls and I have eaten
at the grill before and after golf. When I go to golf at Braemar it's for Golf! ! ! We already have
country clubs in Edina. Improve what we have and manage it better, we can do this. I'm very
disappointed that the highest paid employee in Edina has come up with such a poor plan. At the
meeting we got some pretty vague numbers about where money is being lost, I would think the
presenters would have more of the facts, how much per year in the last 5 years has Fred Richards
lost money and how much for Braemar? Not just the golf "enterprise" it sounds like somebody is
trying to hide something. We would be a lot smarter to improve and manage what we have
instead of doing something we don't need. I've lived in Edina for over fifty years and can tell
you Fred Richards Golf Course is asset for the city, it would be a mistake to close it.
Thank you,
John Lundeen
4525 Belvidere Ln
Edina
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From: Vicoula4Calaol.com [mailto:Vicoula4(-Oaol.COm]
Sent: Friday, January 31, 2014 10:42 AM
To: Edina Mail
Subject: Re: Fred Richards
Dear Council Members and Park and Rec Department:
I attended the meeting last night at Braemar. As a long time resident of Edina and
current resident on Sedum Lane, I am very upset with the plan to close Fred Richards
Golf Course.
The first item on the list was to close Fred Richards. No afterthought, just close it and
start pouring money into Braemar Golf course. What seems to be missing in all this
discussion is how will Fred Richards be re -purposed. There is no definitive response to
that question. It is always a vague response as to the possibilities. It should not be
closed until that question is definitely answered so residents know. This answer should
be as much a part of the process as what your plans are for Braemar. Fred Richards
should not be closed, and then start thinking of what to do with the land. That planning
needs to be occurring consecutively and be communicated clearly and in detail with the
residents.
Also, re -purposing will also cost money; which bucket will that come from, seeing as
money will be diverted i converted toa type of Centenniawill cost to l Lakes park,he land there new is purpose
real
and to maintain it. If it
revenue coming from that.
The statements were made about all the improvements that would be made to Braemar
and to market it more. What about marketing Fred Richards. I never see any promotion
for that golf course.
More thought should be given to solutions to keep both golf courses open, including
managing each better. Closing Fred Richards is a mistake.
Sincerely,
Vicki Withers
4504 Sedum Lane
Edina, MN 55435
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From: Halling, Barton R [mailto:Barton Halling(a)umr com]
Sent: Friday, January 31, 2014 10:09 AM
To: Edina Mail
Subject: Fred Richards... meeting last night
Mayor Hovland,
First, I want to thank you for your attendance at the meeting last night — it was good to see you
there and I believe very important that you heard what was shared by your constituents, of which
I am one. My wife and I made a conscious decision when our kids reached school age that we
would move to Edina. We even scouted the Cornelia neighborhood and put 3x5 cards in
mailboxes — introducing ourselves to homeowners and asking them if they ever decided to sell
that they give us a call — which is how we eventually game to own our home on Gilford
Drive. We specifically chose the South Garden Estate area for a few reasons:
1. Proximity to Cornelia Elementary
2. Walkable, safe neighborhood with no through streets and traffic patterns
3. Evidence of a high concentration of young families
4. Proximity to parks (Cornelia, Rosland) and the pool
5. AND very specifically — proximity to Fred Richards Golf Course
We have lived in the neighborhood for what will be 15 years come September. All 4 of our
children (now 18, 16, 15, and 14) learned how to play golf at Fred Richards. I have been golfing
since I was 7 yrs old and believe it is one of the best lifetime sports/pastimes available to us. My
dad introduced me to golf and the many life lessons about patience, etiquette, hard work,
honesty, focus, competition, etc. — it provides. Our boys grew to love the game and the fact that
they could put their clubs on their backs and walk 2.5 blocks to the course was a big part of
that. They developed weekly summer games and leagues with friends. They grew in their
confidence/independence and learned how to make tee times through TeeMaster — as well as
develop a great relationship with the staff at the Fred Richards clubhouse. Our two oldest boys
built a love for the game that led them to their first jobs as caddies at Interlachen CC.
We still play regularly and have spent many, many incredible hours and days on the Fred
Richard course with friends and family. Both of my parents have golfed for many years and live
in Edina during summers (snowbirds in FL during winter). We have enjoyed some incredible 3 -
generation rounds on the course together — and the Fred is a great place for seniors like my
parents who no longer play regulation courses (with 7 different titanium joint replacements
between them — Fred Richards is perfect and still walkable). The course has also been a big
factor in driving community connection in the neighborhood. I have played for12+ years with a
group of dads on Saturday mornings each week during the season —and have valued those
friendships and the ability to spend 2 hours in friendly competition while sharing about life's
joys and challenges and learning what it means to be in community with neighbors.
All of that said — I am absolutely embarrassed that our Park Board and supposed strategic
leadership believes that closing Fred Richards is the right move for this community. If ever there
was a black and white conclusion to draw on a community issue, this seems to be it. The
feedback and community support for keeping, and even enhancing/improving Fred Richards,
was overwhelming and obvious last night .... as was the open and clear disregard that they
planning process had and has for the input from those of us that live in Edina — and have a stake
in this decision. I am very disappointed in the Park Board/Park Staff and City Council on a
number of fronts, including but not limited to the following:
• Unbelievable and unacceptable that all 5 of the city council members were not in
attendance. As I stated earlier, thank you very much for being there — but the statement was
made loud and clear by the other council members that either they have already made up their
minds, or they just don't care about hearing what residents have to say. No better forum for
them to get the information they need to make an informed decision than that meeting last
night. Why were Josh Sprague, Mary Brindle, Joni Bennett and Ann Swenson not in
attendance?
• Unacceptable and offensive how little information was provided around the rationale for
recommending the closure of Fred Richards.
• Unacceptable that there was no transparency and no information provided around how long the
Park Board/Staff team has been working to develop this proposal.
• Unacceptable that only one proposal was provided with no alternatives
• Unacceptable that the timeframe provided for making a decision is 30 days when negotiations
have been in the works with developers, city planners, city council members for well over a year
with no input from residents impacted by the decision.
• Amazing that there was an attempt to isolate golf operations and specifically the Fred Richards
golf course when analyzing cost structures and the Park Board P&L. Very enlightening to hear
from a resident (not a city official presenting last night) that other amenities like the Braemar
Hockey Arena require subsidization in the neighborhood of $650k annually from the Edina liquor
fund — and carry heavy debt load of over $2.3 million. How is it that a different criteria is being
used for a golf course that was fully paid off (as of 1/1/2013) with no debt service/load, and is
operating at or near positive cash flow? Don't get me wrong, I have 3 kids who have spent years
in the EHA system and I have coached EHA Hockey for 11 years as a volunteer — but that shifting
criteria is just wrong and stinks of backroom agenda.
• Frustrating to hear that general mismanagement of the overhead costs associated with
universal golf operations in Edina has lead to an "allocation" financial model that drives an
appearance of financial downfall at Fred Richards. On the contrary — it appears that Fred
Richards, in economics 101 speak, is the golf operation's "cash cow". Acquired at an incredibly
low capital cost — fully paid off— generating incremental revenue for the city — operating at or
near cash flow positive — and engaging the next generation of customers and golf afficianados
that will utilize the championship courses and range/clubhouse facilities at Braemar. We should
be investing in/improving/leveraging Fred Richards instead of closing it. How can the team have
possibly come to a different conclusion?
I would guess that you know from your interaction with Edina residents that we are blessed with
a community full of reasonable, intelligent, articulate, resourceful and creative individuals. On a
whole, we certainly expected and I believe deserve more due diligence and better informed
recommendations on a critical community situation than what was delivered last night. I have
full confidence that you will represent what was said, shared and discussed last night with your
fellow council members and take appropriate action to eliminate the closure of Fred Richards
from the set of recommendations provided last night.
I also think that there is a wonderful opportunity to leverage advocates for Fred Richards from
the community who bring specific talents and skills that would be helpful in setting a strategy to
expand the positive impact Fred Richards has on golf operations in Edina in general. I can forsee
a sub -committee coming together to help with that effort in the next several weeks — and look
forward to what they may come up with for alternative suggestions.
I apologize for the long letter and appreciate the time you took to read it. I will not apologize for
standing up for saving this valuable resource in our community. Thanks in advance for your
attention and assistance in this matter. Please feel free to write or call if you would like to
discuss further.
Regards,
1
Bart Halling
Edina Resident — Gilford Drive
BhallingllAmmail.com — or — barton.halling(&umr.com
952.484.8390
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From: Lorenzo Tunesi [mailto:lorenzo.tunesi(cbgmail com]
Sent: Friday, January 31, 2014 10:05 AM
To: Edina Mail
Subject: Fred Richard Golf Course Feedback
Apologies if this is a duplicate. I may have had an email problem.
Dear City Council Members,
My thoughts about the Fred Richards Golf Course and the adjacent small Lake Edina Park:
While you ponder what to do with that land in the future I would like you to consider the fact
that the area could use a "proper" park with walking and biking paths as well as play areas for
kids. I think that such a park would offer amenities that this corner of Edina lacks. Those
amenities would be within walking distance for the area and would offer a much needed green
space to all neighborhood residents including to all the people who live in the Park Lawn area
apartments.
Full disclosure: I don't play golf and I am sometimes mildly irritated by the amount of public
land used by golf courses and the fact that they are reserved to the few that play the game.
Best regards,
Lorenzo Tunesi
4413 Ellsworth Dr
Edina, MN 55435
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From: J B fmailtoJab229C&gmail.comI
Sent: Friday, January 31, 2014 7:09 AM
To: Edina Mail
Subject: Save the Fred
Dear Mayor Hovland,
Thank you for attending last night's public hearing about the future of the Golf program in Edina.
As a resident on West Shore Drive, I am concerned about the future of the Fred Richards
property. At the hearing last night, I learned about several assets of this 'gem' in Edina as a golf
course and heard no alternative better use plans for the property.
• Youth golf is an important program which has a long, positive history at Fred Richards.
Destroying the Fred limits the opportunities for new golfers to practice and become
proficient, providing players for the next generation of golfers.
• At least two people hinted that the Fred was an amenity in attracting new businesses to
the Pentagon Park area.
• No evidence was presented that the Fred is losing proportionately more money than the
Braemar course.
• age in the southeast quadrant of town. Without a
The Fred provides green space and drain
plan for alternative use, the neighbors are concerned that building or other blight --fallow
land, for example --will take over. When we moved to the neighborhood 20 + years ago,
the land was fallow and unsightly; we do not want that repeated.
• One resident mentioned a possible home valuation decline if the properties on the north
side of the course no longer abutted a golf course. In 2013 a million -plus dollar house
was built on the golf course; I cannot think of another property use which would help that
house retain its value
• Finally, I am appalled that the destruction of the Fred seems a foregone conclusion
without adequate opportunity for citizen input. As a resident and significant taxpayer, I
was hopeful that I would have input into this decision, even as our neighborhood had
input into the sidewalk on Hibiscus and the Normandale access road.
Without more specifics as to the cost burden of the Fred vs the course burden of the Golf
Dome or Braemer Exec or the full course, we citizens are distrustful of the City's blanket
"the Fred is too expensive and must go" position.
Thank you for reading and reflecting on this issue.
Sincerely,
JoAnn Blatchley
7432 West Shore Drive
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From: cavender.ben(@gmail.com [mailto:cavender.ben(cDgmail com]
Sent: Thursday, January 30, 2014 9:36 PM
To: Edina Mail
Subject: Fred Richards
Very disappointed by the presentation tonight. The notion that we would save $750,000 over the next
few years by closing the course when we don't even know what the alternative use (and therefore cost)
would be is insulting. Either our city staff is not that smart, or they don't have a lot of respect for our
intelligence.
Ultimately, it does not seem this is really about saving money. If it is about supporting other activities --
soccer and lacrosse -- the people leading this effort should be honest about it. Then we can debate it on
its merits.
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From: Vicoula4(aaol com [mailto:Vicoula4@aol com]
Sent: Friday, January 31, 2014 10:42 AM
To: Edina Mail
Subject: Re: Fred Richards
Dear Council Members and Park and Rec Department:
I attended the meeting last night at Braemar. As a long time resident of Edina and
current resident on Sedum Lane, I am very upset with the plan to close Fred Richards
Golf Course.
The first item on the list was to close Fred Richards. No afterthought, just close it and
start pouring money into Braemar Golf course. What seems to be missing in all this
discussion is how will Fred Richards be re -purposed. There is no definitive response to
that question. It is always a vague response as to the possibilities. It should not be
closed until that question is definitely answered so residents know. This answer should
be as much a part of the process as what your plans are for Braemar. Fred Richards
should not be closed, and then start thinking of what to do with the land. That planning
needs to be occurring consecutively and be communicated clearly and in detail with the
residents.
Also, re -purposing will also cost money; which bucket will that come from, seeing as
money will be diverted to Braemar? It will cost to develop the land for a new purpose
and to maintain it. If it is converted to a type of Centennial Lakes park, there is no real
revenue coming from that.
The statements were made about all the improvements that would be made to Braemar
and to market it more. What about marketing Fred Richards. I never see any promotion
for that golf course.
More thought should be given to solutions to keep both golf courses open, including
managing each better. Clcsing Fred Richards is a mistake.
Sincerely,
Vicki Withers
4504 Sedum Lane
Edina, MN 55435
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From: Jeanine Roddy[mailto:jeanineroddyCabg_mail.com]
Sent: Wednesday, January 29, 2014 8:51 PM
To: Ann Kattreh; Scott Neal
Cc: ioshsprague(abedinarealty.com
Subject: Municipal Golf Operations
Ann & Scott,
I am writing in regards to the municipal golf operations meeting tomorrow
evening. Unfortunately, I won't be able to attend the meeting and wanted to ensure my feedback
was considered.
I live in the neighborhood directly adjacent the Fred Richards golf course. It is very
disappointing to learn of the gross financial losses attributed to the City's golf enterprise. What's
more concerning to me as a neighboring resident of Fred Richards is the waste of a valuable
asset to our neighborhood. This land could be renovated or re -purposed to meet the growing
need for recreational facilities in our community such as baseball and soccer fields. I would also
like to see the space used to incorporate a neighborhood park, which could be utilized by the
growing number of young families in our neighborhood and city.
I hope there will be additional opportunities for community residents to participate in
conversations on the future plans for these facilities.
Regards,
Jeanine Roddy
7213 Trillium Lane
Edina, MN 55435
952.217.4286
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From: Wayne Vander Vort [mailto:wvandervort(abisurtec.com]
Sent: Monday, January 27, 2014 4:08 PM
To: Ann Kattreh
Cc: John Stang
Subject: Save Fred Richards
Importance: High
Hi Ann
I have been a citizen of Edina since 1960. 1 am supporting the preservation of the Fred
Richards Golf Course. I am a frequent user of same.
would appreciate your assistance. Specifically, when did Edina purchased same (the
year) from whom and cost. I assume bonds were issued. What were the amounts of
the bonds, if known and when were the bonds fully paid/retired for the purchase of
FR? What were the bi-annual or annual bond payments during the period same were
being paid off?
It is my recollection Dunn & Curry developed Pentagon Park, but not certain if they also
owned the FR real estate or operated it as a private golf course.
Thanks in advance for your assistance.
Wayne
Wayne A. Vander Vort.
4525 Gilford Drive
Edina, MN 55435
Cell: (612)-597-3038
E-mail: wvandervort(a)-isurtec.com
Fred Richards Golf Course
(As of February 11, 2014)
Emai/s Received after the Park Board Packet Was Sent out
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From: jakoelmel . [mailt0a.koelmelCaamail.com]
Sent: Tuesday, February 11, 2014 5:50 PM
To: Ann Kattreh
Subject: Braemar
Hello Ann,
When I first began playing golf back in the late '80s, it was a privilege, as a non- resident, to play Braemar. I
was resentful of the fact I could not obtain a Patron card. When Braemar began selling non- Resident Patron
cards, I bought one, and have continued renewing mine every year. I have always thought Braemar is a unique
layout of well planned individual golf holes. I still do.
However, the condition of Braemar has deteriorated over the years. I am sure this is due to reductions in its
budget, caused by a decline in golf in general, as well as other needs of the City of Edina. First and foremost,
the Driving Range has become a 'goat ranch'. You can virtually forget about having green grass to practice
from after the 4th of July. In addition, the range has sunk in, and is no longer able to provide flat lies to practice
on. It needs to be enlarged and better managed. I have a few suggestions:
I am in favor of doing away with Fred Richards Golf Course. Sell the property and invest in the Braemar
complex. That is where the future of Golf is in Edina.
Improve the overall practice facility by adding more 'Short game' practice areas. Take the necessary land for
this from the Executive course area. Turn everything on the South Side of Valley View Road into practice
area.
Turn the remaining Executive course property into a 4 or 5 hole 'Short course' where people can hone their
skills as well as get in a quick four or five holes.
Use the Regulation course holes 19 - 27 as an separate Regulation or Executive 9.
Improve the Fairways, tee boxes and green side areas of the Championship course. Improve the quality of the
fairways, possibly by experimenting with different grasses.
Charge more for golf, if necessary. Serious golfers are more than willing to spend money on a good course
which provides a challenging, enjoyable golf experience.
Improve the pace of play on the Regulation course. A round of golf can be completed by 4 players walking, in
4 hours. All that is necessary is a staff committed to the task of enforcing pace of play.
I live in South Minneapolis. I am willing to make Braemar my Golf Destination in the area if Edina is willing
to make it a positive experience for me.
Kindest regards,
Jeffrey Koelmel
2637 Humboldt Ave S.
Minneapolis, MN 55408
j a.koelmeingmail. com
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From: Bryan Peterson[mailto:bryanpeterson08Co)yahoo.comI
Sent: Tuesday, February 11, 2014 5:03 PM
To: Edina Mail; joniben nett12(&corncast. net; Mary Brindle (Comcast); joshs ra ue(&edinarealty.com;
swensonannIO)gmail.com
Subject: Save Fred Richards!
Dear Edina City Council Members,
I am writing you today in an effort to persuade you to vote against closing Fred Richards Golf Course. I was
complete dumbfounded by the news and momentum within the city ranks to close such a wonderful golf
course. My children and I have enjoyed going to the course every summer for the past few years now that they
are both old enough to learn and play golf. There is no other course in the cities that offers the same low-key
environment to teach, play and learn the sport of golf. My kids and I play at our own comfortable pace. The
staff at Fred Richards and the course patrons are always welcoming to those who need more time to learn and/or
play the game. Quite simply, Fred Richards makes learning the game, especially for children fun! Further, I
cannot get the same enjoyment or experience with my children at Braemar. Braemar is a wonderful golf course
for those with a higher skill level and abilities to play on a much more challenging executive course. There is
no question, the two courses are not the same and appeal to different demographics.
That being said, I understand there are questions about the economic viability of having two city courses
given industry trends. Furthermore, there seems to be two different positions on the financial health of Fred
Richards, which I would argue need to be further vetted. At the very least ... and knowing that the financing of
purchase of Fred Richard's is now paid off, it would be logical to see how the costs/revenue of the course play's
out over 2014.and possible 2015. As opposed to going off of projections using variables that mayor may not
be accurate. My recommendation is to let the course stay open to truly understand the viability of keeping it
open. We owe it to the community!
I know I am not alone when I ask for your support to please keep the course open!
Sincerely,
Bryan Peterson
5656 Woodcrest Drive
Edina 55424
Regards,
Bryan
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2
From: Hunzelman, Nick [mailto: Nick. Hunzelman(&cnfinternational.com]
Sent: Tuesday, February 11, 2014 4:58 PM
To: Mary Brindle (Comcast); joshsprague(a)edinarealty.com; swensonannU'1gmail.com; Edina Mail;
jon iben netCcDcomcast. net
Cc: Hunzelman, Nick; 'hunzelman@comcast.net'
Subject: Decision to Close Fred Richards
Edina City Council,
I want to express my disappointment and frustration with the process of closing down the Fred Richards golf
course. It seems to me there has been a very quick decision made to close the course without input from the
citizens and without a complete review of the financial data that actually shows Fred Richards as a viable city
asset..) understand and appreciate the financial concerns you have as an elected official but closing a golf
course that can actually have a positive impact on the City's bottom line if marketed and managed properly
and turning it into a nonrevenue generating park is just beyond my comprehension. I do not understand why
the public golf courses are held to a different financial standard then nonrevenue generating city properties
like the Edina Art Center and the city parks.
I am aware of an extensive analysis of the Edina golf facilities conducted by NGF Consulting. The findings from
this analysis did not identify Fred Richards as a problem. Moody's and Standard and Poor's financial review of
Edina does not call out a large concern of the Fred Richards course. The only study that suggests closure of
Fred Richards is a 23 page study by a private individual. I'm sure the person that did the report did his best but
the NGF report was over 100 pages in length.
Fred Richards offers a 9 hole golf experience to golf leagues, seniors, families and young adults. Last summer
there was a father daughter event on the course every Sunday. I know there are several golf leagues that
enjoy the course because of the unique layout of Fred Richards. These leagues will not move over to the par 3
course at Braemar. They will move down to the executive course in Bloomington. Fred Richards offers you
adults a chance to play on great golf course full of challenges to improve their golf game.
The mayor is quoted in the August 7, 2013 Sun Current. ""no decision will be made on the future of Fred
Richards Golf Course without extensive public input" I know the mayor is an honorable man and will follow
through on his commitment. So far there has been one public meeting announcing the plans and tonight
there will be a Park Board meeting. I understand through meeting notes with on council member the decision
to close Fred Richards will me made during the March city council meeting. I remain hopeful the mayor will
slow this initiative down and involve the Edina residents.
Please make a well thought out unbiased decision on this issue.
Nick Hunzelman
7461 West Shore Drive
Edina Mn 55435
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3
From: David [mailto:dave.fitzgerald1(acomcast.net]
Sent: Tuesday, February 11, 2014 4:32 PM
To: Edina Mail
Subject: Braemar golf
Greatly support Braemar and the great programs they run.
Dave Fitzgerald
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From: janehul(abaol.com [mailto:janehul(a)aol.com]
Sent: Tuesday, February 11, 2014 4:28 PM
To: Edina Mail
Subject: Braemar Golf
I totally agree that the Braemar Golf Course is in much need of an update!!
I also know that it many will not like to see the Fred Richards course changed into other sport
or park facilities. But Edina has to keep current with the needs of its citizens to stay the prize
that the city of Edina is.
I look forward to seeing the improvements.
Thank you....... Jane Hulbert
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From: Jeff Wood [mailto:jeffswood(a)gmail.com]
Sent: Tuesday, February 11, 2014 4:06 PM
Cc: joshsprague@edinarealty.com; swensonanni(aOamail.com; Edina Mail; jon i ben nett12(&corncast. net; Mary Brindle
(Comcast)
Subject: Save the Fred
Dear City Council Members,
I urge you to Save the Fred!
I have personally golfed there with my family many times, enjoying the easy tee -time access and reasonable greens fees.
You shouldn't have to join a country club to golf in edina!!
Please SAVE THE FRED!
- Helen and Jeff Wood (Edina Resident since 1976)
Edina, MN
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From: Sprague, Josh [mailto:ioshsprague@edinarealty.com]
Sent: Tuesday, February 11, 2014 4:05 PM
To: 'Nancy Beegle'; Edina Mail
Subject: RE: Fred Richards Plan
Nancy
I don't represent a district, I am an at -large representative of the entire city. Cornelia is where I live, and certainly there
are many new things happening there. I have had a council newsletter (Edina411) that I send out to over 600+ people
since I was elected. Every time anything comes up that is significant to the city, it goes in that newsletter. Pentagon
Park redevelopment, the 9 Mile Creek Trail route, and potential changes to Fred have all been mentioned -- although
there was no specific staff plan to comment on until the public information meeting that many neighbors attended. The
city also has many sources of information about changes happening (council connection; press releases; meeting video;
meeting minutes; public/open work sessions/etc). And I hold Fridays open to meet with residents on topics of interest.
I also have phone calls and email exchanges with people all the time. So I think it's a little unfair to say that I haven't kept
people informed -- and that there aren't many opportunities for people to educate themselves and stay in the loop. Too
bad we don't have an organized association on the south side of Cornelia -- it would make information transmission and
discourse even easier!
There are no plans to redevelop the neighborhood. There are no plans to sell the Fred land if operations close -- it will
always remain parkland.
I suggest you attend the park board meeting tonight, where there will be a public hearing and plenty of testimony and
debate both for and against the staff recommendation.
Regards,
js
josh sprague, realtor
edina realty 6800 france
cell/text 612.501.0252
http://ioshsprague.com
-----Original Message -----
From: Nancy Beegle fmailto:nmbeeglel@aol.com]
Sent: Tuesday, February 11, 2014 3:54 PM
To: mail@edinaMN.gov; Sprague, Josh
Subject: Fred Richards Plan
Due to a church meeting I will be unable to attend tonight's meeting. Probably better being in a place of prayer
Please know that I am extremely concerned on the authority placed on so few that will impact so many. Josh - you
represent my district. Where were you when this whole fiasco started? You were voted in to represent us. Part of your
accountability is to keep us informed of decisions that WILL impact us. This golf course is in our neighborhood. We
aren't stupid - the purpose behind these meetings is not to enhance the golf experience - it is to close and redevelop our
neighborhood. OUR neighborhood. Where have you been? Many on my block have no clue that these meetings and
discussions are taking place.
As our representative I hope you will in fact keep us in mind. Where is the "how can we avoid closing this course"
discussions and draw in more revenue. Probably because that hasn't been the intent all along.
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From: Nancy Beegle [mailtommbeeglel@aol.com]
Sent: Tuesday, February 11, 2014 3:54 PM
To: Edina Mail; joshspra�ue@edinarealty.com
Subject: Fred Richards Plan
Due to a church meeting I will be unable to attend tonight's meeting. Probably better being in a place of prayer
Please know that I am extremely concerned on the authority placed on so few that will impact so many. Josh - you
represent my district. Where were you when this whole fiasco started? You were voted in to represent us. Part of your
accountability is to keep us informed of decisions that WILL impact us. This golf course is in our neighborhood. We
aren't stupid - the purpose behind these meetings is not to enhance the golf experience - it is to close and redevelop our
neighborhood. OUR neighborhood. Where have you been? Many on my block have no clue that these meetings and
discussions are taking place.
As our representative I hope you will in fact keep us in mind. Where is the "how can we avoid closing this course"
discussions and draw in more revenue. Probably because that hasn't been the intent all along.
............ Al ..........................
From: Hugh Thompson[mailto:hughb.thompson@gmail.com]
Sent: Tuesday, February 11, 2014 3:41 PM
To: Edina Mail
Subject: Braemar Enterprise
Please forward this email to the Mayor, Scott Neal, and Ann Kattreh. Thank you.
I have been a resident of Edina and active golfer at Braemar for 25 years as of February 12th.
I have always supported the Enterprise up until these past few years. These past 5 years have been tough for golf and
Braemar what with the recession and decline in popularity for the game of golf.
The main 18 hole Braemar course is not what I first played on 25 years ago. It's quality has declined along with the speed
of play which has led me to play other public courses such as Baker and Chaska on a regular basis. In particular, these
two venues are of excellent quality and can both be played under 41/2 hours..... walking. The rangers make you .... very
firmly but politely.
A lot us in Edina are convinced that Braemar can re -attain its premier position in the Twin Cities Golf community and in
spite of the declining numbers of golfers in America at least break even if not make a profit. How can this be done: by
following the recommendations as put forth in the Braemar meeting of January 30 by Scott Neal and associates: Close
Fred Richards and convert it to park land, redesign and downsize 19 - 27 to create an Executive 9 hole course ( this
would replace the present Executive course and have the new one all on one side of the main entrance road), redesign
and rebuild a premier Driving Range as is now presently planned, contract out the restaurant business, and create a new
fee structure.
The economics of doing these recommendations would be positive by 2019 or 2020 but more importantly establish a
Golf Enterprise equal to none in the surrounding area and carry itself through the 2020's if not longer.
Thank you,
Hugh Thompson
6126 Arctic Way
6
Edina, MN 55436
952-210-4484
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From: Jmac6001 [mailtoJmac6001(d)aol.com]
Sent: Tuesday, February 11, 2014 3:06 PM
To: Ann Kattreh
Subject: Braemar
Hi Ann,
My wife and I are Braemar patrons, and have been for 15 years or so. I just wanted to let you know we support the
Braemar golf course and driving range improvements. If this requires the need to turn Fred Richards Course into park
land, then so be it. For far too long Braemar has been denied adequate funds due to paying down the FR debt, and now
that that is resolved, Braemar should not be denied future funding to help maintain the FR course.
I hope you and other town people act on behalf of the support to Braemar.
Thanks,
Jim and Sheran Mc Nulty
6001 Bonnie Brae Drive
952 9411743
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From: Kelly McCoy[mailto:Kelly(abmarathonfoods.net]
Sent: Tuesday, February 11, 2014 3:05 PM
To: Edina Mail; jonibennett1266comcast.net; Mary Brindle (Comcast); joshsprague(�'j)edinarealty.com;
swensonanni(lcimail.com
Subject: SAVE THE FRED!
To Whom It May Concern,
I am writing to express my support for Save the Fred! Even though I grew up in Minneapolis my
family has been playing golf there since it opened. I feel it is a complete travesty that you would
consider getting rid of this wonderful community asset.
It seems all the numbers don't necessarily add up and the council isn't being completely transparent
in their argument to re -develop this land.
This isn't a decision that a group of 5 people should be allowed to make on the behalf of all Edina
residents.
Please preserve Fred Richards Golf Course!
Thanks,
Kelly McCoy
Parkwood Knolls/Edina Resident since 1995
7
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From: Tim McNamara [_mailto:tiy-a0mcpub.net]
Sent: Tuesday, February 11, 2014 2:22 PM
To: jonibennettl261comcast.net; Edina Mail; Mary Brindle (Comcast); joshsprague(@edinarealty.com;
swensonann I O)gmail.com
Subject: Braemar Golf Analysis
Edina City Council
A little "venting in the first two paragraphs, please be patient.
For the last year I have heard rumblings with regard to the Fred Richards and Braemar golf facility.
Recently, it seems that you our elected city representatives and the un -elected park and recreation board
are doing once again, what seems to be a pattern of waiting until the last minute to announce to Edina
residents, who you were elected to represent, preordained plans to spend our tax dollars. Behind the
scene, the city spends city money to do studies using unqualified consultants, before they survey it's
residents. Residents, who many are consultants, business owner and problem solvers.
For the past 15 years, I have played golf at Braemar at least once week with a group that consists of now
72 golfers. Our group is not the Braemar Mens Club. Started many years ago by Pat Manion, we have
grown to be the largest single non -city organized contributors of annual rounds played at Braemar. Week
after week we show up and play, we don't cancel our tee times because of the weather, we play. We don't
come to the course because of the food or the club house, we come for the golf. Over the years we have
noticed the lack of demand for play and tee times. Seems the city could have started with asking us when
they started their analysis of the facility. But know one has asked.
So here is my unsolicited analysis as a business owner.
Background for a business approach to a solution:
- Unlike government, a business does not have an open checkbook to make mistakes when the climate
changes for it's products or services. The problem should be broken down into small segments or
divisions. For Braemar these would be 3 divisions; the driving range, the 2 executive courses and the 27
hole championship course. On the surface it looks like Braemar should be making a lot of money because
it has so much capacity. However, the real answer is it has too much capacity and exceeds the current
demand for golf and not enough capacity at the driving range. Also, excess capacity comes with excess
costs which often times is the reason for operating losses.
The solution is not to raise prices on an assumed demand, it is to reduce capacity and improve the
capacity that remains. Nor is the solution to eliminate effectively both executive courses and replace them
with a single par 3 course.
The following is what I would suggest to the City Council, for FREE. Keeping in mind that if I were giving
this advice in my business I would have charged for it.
- Close the Executive course on the Braemar property.
- Increase the footprint of the current driving range from the east of the first hole to just west of John
Harris Way. Build a first class driving range, teaching and practice facility on this larger footprint.
- Sell the land north of Braemar Blvd to a developer for housing. No residents are going to show up a the
council meeting demanding that it remain a golf course, and saying that it was reason they bought their
home and now there property will have less value. Because there are no homes directly on the course.
- Three years from the beginning of the renovation, sell part of the land that holes 19-27 currently sit on
to a developer. The same applies with respect to resistance from residents as in the sale of the north of
Braemar Blvd land.
- Re -configure holes 8, 17 and 18.
- Move all the executive course demand over to Fred Richards. If the city turns it into a park the city still
has costs and will never have revenue. Also, it would retain an Executive Course facility which is not the
same as a Par 3 course as proposed. So it doesn't make sense or should I say cents.
- Using the revenues from the land sale, improve 1-18 (sand traps, fairways and greens with some re-
design) and build the practice area over a 2 year transition.
- The transition and improvements could occur over a 2 year period using 19-27 as the second 9 holes
with 1-9 improvements occurring in the first year and 10-18 occurring in the second year.
- Once improvements are completed and because of the location, this would establish Braemar as the
premier 18 hole public golf course within the metro area. Residents and non-residents would be offered
patron access, non -patron residents would pay a reduced rate and non-residents would pay a higher rate.
Example Chaska Towne Course rate structure.
Savings for the city would be in a reduction in capacity, which would yield a reduction in maintenance
costs 18 holes only, rather than 27 holes. Plus the revenue from the land sale and additional property tax
base from the newly developed land. These revenues would more than offset the costs of the renovation
and may even pay off the 13 million dollar bond which pasted without a vote from Edina residents.
I was told last week that a council member, who I will not name, recently said, "The City Council has no
appetite for selling city land at this time". Respectfully, I don't believe that this council member or the
council as a whole owns this land. The taxpayers do and it is becoming very difficult to continue to live in
a place where I grew up and see the wasteful spending and government approach decision making on a
daily basis. Over the past 21 years I have seen my property taxes increase 4X with no end in site!
Sincerely
Tim McNamara
Tim McNamara
6201 Crescent Dr., Edina, MN 55436
952.922.4220 • fax 952.922.4287
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From: SJGLBG@aol.com [mailto:SJGLBG(a1aol.com]
Sent: Tuesday, February 11, 2014 1:50 PM
To: Ann Kattreh
Subject: BRAEMAR GOLF
We have noted all of the discussion about Braemar Golf course and the possibility of closing Fred
Richards due to losing money the last year or two.
E
Don't feel that 2013 is the best example as the weather played a large factor in the availability of both
courses due to weather conditions, something that affected most every course in the greater Twin
Cities area.
Fred Richards is best suited to Seniors and the youngsters learning to play the game and it seems
ashamed to consider closing such an ideal facility. We would hope that the council will reconsider
and keep this wonder facility open for years to come.
Scott & LaVonne Garoutte
6105 Abbott Ave. So
Edina 55410
952.920-0853
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From: Bob Hursh [mailto:bobhurshCabhotmail.com]
Sent: Tuesday, February 11, 2014 1:49 PM
To: Ann Kattreh
Subject: braemar
some golf thoughts...
i've lived in edina for 28 years ... played fred richards 3 or 4 times ... have no problem with its closure.
i played more than 30 rounds at braemar last year. I'm really looking forward to driving range improvements.
I'm a little concerned that fee increases will be used to cover a large amount of the projected 2015 - 2020
shortfall. the 2013 senior patron rate at braemar was $29.00 and $15.00 additional for a cart. better deals
were out there last year for seniors [for example, $29 at stonebrook on weekdays - cart included, $25 at tartan
park on weekdays + $16 more for a cart, $40 at edinburgh usa with cart on mondays].
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From: Reeves, Chris (MPL)[ma iIto: Chris. Reeves0)QexOne.com]
Sent: Tuesday, February 11, 2014 12:13 PM
To: Edina Mail
Cc: Ann Kattreh
Subject: Braemar Golf
To City of Edina,
My name is Chris Reeves, 7 year resident of Edina and 7 year golfer of Braemar. I am also a member of
Golden Valley Country Club. I was in attendance of the golf meeting on January 30th at Braemar. I played over
40 rounds of golf at Braemar in 2013.
10
I'd like to applauded the city for recognizing that golf in Edina needs help. It is not sustainable in its current
format and I personally support the ideology and plan presented. I would like you to know I am in favor of
closing Fred Richards. If it goes to Braemar facilities, upgrading the course and training.
I realize I am not privy to all the details of the plan, so I am cautiously optimistic. The fact is- we live in one of
the most upscale communities in Minnesota and our public golf course is one of the worst in the nation. I lived
in Chicago for 10 years and played golf on public courses all over the country and can tell you that Braemar
conditions and customer service are one of the worst I have experienced. It is closer to an inner city experience
than an "Edina" experience. And it's not because of the venue. It is on one of the nicest pieces of land there is.
I saw part of the plan is to increase green fees to help the revenue situation. I believe and support you can do
that- but you will need significant improvement in the overall golf experience. And it will require much more
than just anew driving range. I caution the committee to do anything drastic before you can show improved
customer service, playability, pace of play and most important course conditions. Once you have proven your
ability to meet these goals can you then start to ask increase green fees. I live and work in corporate America
and have gone through several consulting firm experiences. I would recommend you proceed with caution
when it comes to your way to handling the customer service aspect by hiring a firm. Customer service isn't
rocket science and there is nothing a firm is going to tell you that common sense wouldn't. What I didn't hear
is evaluation of management. If they don't know how to take care of their customers, you should be looking at
someone who does.
I can attest from several friends that have left Braemar over the years to play somewhere else, and myself that
is highly considering leaving to have another home course. Your plan must show the
improvements immediately. At least in course conditions.
People have asked me why I continue to be a Men's Club member at Braemar. There are only 2 reasons- my
friends- that is where they play. And every year we lose more and more that don't want to play there
anymore. Secondly its location. These 2 reasons will not hold me there forever. But I would never bring a
guest to member guest day.
I wish you all the best of luck and you have my support. I also will attach below some comments that were
asked of the members from the Board that I recently responded to as well. It has some more specific examples
if anyone is interested.
To Bob & Board:
Thanks for asking my opinion- as I have a few. I will summarize in bullets below what i believe to be the
greatest areas of opportunity for Edina golf. However, I will note that my biggest question for Scott on
Thursday would be- What is the intent of Edina Golf from a financial perspective? Is it to make money? Break
Even? Or serve as park like all the other parks in our community? Are they there for the residents to enjoy
which is subsidized by the tax payers? No other Edina park generates income that I am aware of. If it is to
make money, which it sounds like from Scott's letter that was sent out. Then there are significantly bigger
issues at hand which would require running the golf course like the private sector vs. the currently government
run public sector bureaucracy as it is run today.
My Suggestions for Braemar:
11
• Improve the course conditions that would want people to play and return
o Greens, bunkers, fairways, Tee Boxes
■ 1 realize lots of work from Ron Way and his team on this with some commitment. Now we will
see if they can deliver.
o Example- we have paid for green rollers. They just don't use them
o Example- Fairway winter damage last year. Took 3 months to return to normal. This was blamed all
year by the weather. Somehow most other courses public and private did not have the same
issues. This has to be incompetence
o They could be charging much more if the conditions were right
• Pace of Play
o Reverse the 9's
o Increase the times between starting times
o Rangers do their jobs
■ If the rangers continue to do what they have been- very little. Get rid of all the rangers and
reinvest the funds into the course. This would cost zero but have better playing conditions.
o Starters do their jobs
■ Tell people when it's time to go. Not too early, not to late
■ Welcome them to the course
■ Explain pace of play expectations and what to do if they fall behind
■ Ask group their handicaps and recommend the right tees to play from
■ Thank them for visiting etc.
• Customer Service
o It is a government run course and feels like you're visiting the DMV- like you doing everyone there a
favor for showing up. From front of house, starters, rangers, management and 19th hole.
+ Management
o Needs to train their team. I played over 50 rounds last year and never once saw a managers outside
their offices. On the job training: front desks, on course, starters, rangers. Is it really the starters only
job to write their initials on a receipt? Because that is all they do. Rangers last several years are caught
reading the newspaper under a shady tree, riding around aimlessly. Course conditions are horrible,
traps never get raked it takes over a year+ to rebuild a tee box? (8) This has to be incompetence on
someone's part. Who is accountable? And you never once see a manager. And no one can really figure
out why the course loses money and our pace of play is terrible.
Just a couple thoughts- feel free to do with. them as you like.
Chris Reeves I Regional Sales Director I Minnesota & Iowa
Tel: 763-971-7110 1 Mobile: 630-951-0123
www,DexOne.com I www.DexKnows.com
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From: Jerry Knoblauch[mailto:jknoblauch999Ca)gmail.com]
Sent: Tuesday, February 11, 2014 12:10 PM
To: Ann Kattreh
Subject: Braemar Thoughts
I have been an Edina resident for 25 years and enjoy Braemar. Some quick thoughts and ideas.
12
• I know something has to change.
• Fred Richards is not important to me, but consider leasing it out to a professional golf management
company or a well qualified local group or association. This would provide revenue. If Fred has any
chance of turning around, it would take higher rates, a patron card system, and a charity similar to the
Braemar Memorial Fund to fund minor improvements. I have seen the zeal of the Save the Fred group,
and it is possible they will rise to the occasion and turn it around. I would vote no, do something else for
Edina youth.
• Holes 19-27, the 3rd nine. Retain this nine. Reasons
a) you can market that it give a 50% more chance for a last minute tee time or walk-in opportunity
b) the leagues should be asked to rotate use of that nine
c) move the Monday AM senior leagues to the executive course - pace of play issues
d) you can raise costs for an 18 that includes 1-9 (the premium holes)
e) the incremental cost of maintaining that 9 cannot be that great
f) this nine should be required on scrambles, this would allow others to play a nine that is not so
challenging.
• I feel the executive course should have one (albeit short) par 4 to retain exec course status.
• Speedy play will attract golfers.
a) business card sized handouts by starter with 4-5 tips on speedy play. This would include cooperation
with ranger who has the right to warn a group and advance a group to the next tee box with adj scores of
par plus handicap on the hold not finished.
• Marketing needs to the group low in demographics, such as the 25-40 age group. It needs to market the
"New Braemer" and provide reasons that warrant the "new" title.
• Prime time golf needs higher rates.
• Rewards program rewards the regulars, who would play without the reward. Change incentives to
encourage non -regulars, I leave it to others to determine what works.
• Course Customer Service. It is great, and always has been very professional. There was talk that other
Edina programs did not have good customer service, but Braemer is exceptional.
• CROSS COUNTRY SKIING - have you ever considered setting this up for the winter? I know snow is
iffy these days. Perhaps this can be outsourced, or run with existing personnel. It offers a great layout.
• RESTAUANT - not likely to be like a country club restaurant, but does need to try. When the special is
the "Scotty Special" which is a burger, fries and a beverage, something has to change. Allow cell phone
orders from holes 9, 18, and 27 with a dedicated phone number and a brief menu posted at the hole.
I probably have more ideas, but this is what I could come up with on short notice.
Jerry Knoblauch
JKnoblauch999@GMail.com
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From: Richard or Margaret Leonard fmailto:rleon6553(ayahoo.coml
Sent: Tuesday, February 11, 2014 12:06 PM
To: Edina Mail
Subject: Braemar
z fully agree with the plan to raise the Braemar standards „ as a Edina resident for many
years, Braemar is our landscape treasure, it provides a recreational facility for young
13
and old, in close proximity to all the local businesses and the south part of the
city.......... it has to be protected and be the premier golf facility to represent Edina,
similar to the fine shopping and residential areas which hold the residential property
values!!
Margaret and Dick Leonard
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From: FinbernardCabaol.com [mailto:Finbernard(a)aol.com]
Sent: Tuesday, February 11, 2014 11:05 AM
To: Ann Kattreh
Cc: Todd Anderson; jjsprague(c)gmail.com
Subject: Golf Operations
Dear Ms. Kattreh
Because the golf courses operation is considered an "enterprise' it is expected to make a profit.
believe this view is wrong.
Many Park and Recreation programs have a net cost yet we continue to fund these programs
because they have a recreational value for our residents.
I live near Garden park and witnessed the very costly renovation of the baseball field last summer.
The Braemar baseball complex has a major cost (it is not an "enterprise" - it doesn't have a revenue
stream).
Don't get me wrong -1 am not opposed to baseball- I am a former Baseball Board member and my
son was a member of the 1983 Legion team.
Certainly the construction and maintenance of bike and walking paths have a cost. How about soccer
fields? Why are we investing in Pamela Park - it doesn't produce revenue.
In fairness to all residents who use our athletic and recreational facilities it is only fair to compare net
net cost to intrinsic value.
The golf operations are a major asset to our city. A continuing investment to enhance Braemar is a
must. A decision to close FR without a long-term plan in place is very short sighted and does an
immense injustice to those citizens who use this facility.
I would recommend an intrinsic value analysis and net cost comparison of all recreational facilities
before making any final decisions about the golf operations.
Patrick Finley
5603 Bernard PI
Edina, MN 55436
Fin bernard(cD-aol.com
952-929-1062
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14
From: Virginia Sweeny [mailto:virginia.sweenyCcbgmail.com]
Sent: Tuesday, February 11, 2014 10:22 AM
To: Ann Kattreh
Subject: Keep Fred Richardson Open!!
It's a unique venue for non -threatening golf that is simply not available elsewhere. There are courses like
Braemar everywhere, but the Fred is a gem where kids and adults can play who wouldn't play at all except for
this venue.
Since Edina residents are providing the funds, it's much more important to preserve this unique learning
opportunity than to support another ordinary course. For increased revenue, raise the non-resident rates at
Braemar.
Most sincerely,
Fred Sweeny & Virginia Sweeny
7129 Gleason Road
Edina 55439
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From: Virginia Sweeny (mailtowirginia.sweenyCd)amail .com]
Sent: Tuesday, February 11, 2014 10:16 AM
To: Edina Mail
Subject: Keep the Fred Richardson golf course open!
It's a unique venue for low-pressure golf that is not available elsewhere. There are courses like Braemar
everywhere but the Fred is a gem.
Since Edina residents are providing the funds, it's much more important to preserve the unique learning
opportunity available at Fred Richardson than to support another ordinary course. For increased revenue, raise
the non-resident rates at Braemar.
Most sincerely,
Fred Sweeny
Virginia Sweeny
7129 Gleason Road
Edina 55439
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From: KAREN STRAND fmailto:strandbrown@msn.coml
Sent: Tuesday, February 11, 2014 10:07 AM
To: Ann Kattreh
Subject: Braemar
I agree with the City Plan.
15
Dave Brown
Sent from my Wad
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From: Dan Brunsvold [mailto:d&5401Ca�aol.com]
Sent: Tuesday, February 11, 2014 9:33 AM
To: Ann Kattreh
Cc: eljnord(d)aol.com; bobteese(@msn.com
Subject: Braemar
Ann
As a member of the Braemar Men's Club and Edina resident I strongly support the
improvements to the golf course and practice area. While I am discouraged that this would
require closing Fred Richards, and terminating employees; the course and practice area
need serious attention. I would hope that the city would find employment for the three
employees!
We (20+ golfers) play courses within 25 miles of Braemar .... the vast majority are in bettor
shape and less green fees. As residents of Edina ... we find this perplexing, at the
minimum. The practice area would be rated even lower!
As a final note; I would hope that the city administration is dealing with the closing of Fred
Richards with all the facts "on the table".
Respectfully;
Dan Brunsvold
5401 Chantrey Rd.
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From: ricksandynelson ft.com[mailto:ricksandynelsonCa)y.com]
Sent: Tuesday, February 11, 2014 9:28 AM
To: Ann Kattreh
Subject: Fred Richards
This golf course provides a much needed service to the young and old citizens of Edina. I don't care if it breaks
even or even loses money. Please think of the people of Edina and I firmly believe you can improve Braemar
and keep Fred Richards open.
Richard Nelson
5204 Danens Drive
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16
From: DENA [mailto:dtortorelis(abcomcast.net]
Sent: Tuesday, February 11, 2014 9:23 AM
To: jonibennett120)comcast.net; Edina Mail; Mary Brindle (Comcast); joshsprague(aedinarealty.com;
swensonannl(a)gmail.com
Subject: Save Fred Richards
Dear Council Members,
As a resident of Edina for 11 years I am asking that you not close Fred Richard golf course. My
children, now ages 12, 15, 17, enjoy the course as do myself and my husband on occasion. Our
backyard butts up the the course and it is so beautiful and relaxing to look at and enjoy. We need
more open spaces and green areas to keep the air clean and make Edina more than just a bunch of
houses and shops.
It may not be a money maker but it brings so much to life in Edina! I think there is much that could be
done to even make it more profitable to even just break even.
Does everything have to be a money maker? Are all the parks money makers?
Please allow Fred Richards golf course to stay as it is!!
Dena Tortorelis
7441 West Shore Drive
"^; .....................................
From: Gaylen Ghylin [mailto:gayleng(otillercorp.com]
Sent: Tuesday, February 11, 2014 9:14 AM
To: Edina Mail
Subject: Braemar
Our family has lived in Edina for more than 40 years. Could not be more pleased with City services. I have
played regularly at Braemar and been active in the Men's Club for 30 years. About 5 years ago my wife (a
beginning golfer) and I have started playing Fred Richards a couple times a week. She finds the regulation and
executive courses at Braemar more intimidating and less inviting. We think it would be a serious blow to our
quality of life and that of many other residents in Edina if Fred Richards is closed. Currently we think Edina's
golf enterprise provides a world class golfing experience and would hate to see that change. At the same time
we do not expect our golf to be subsidized. We believe the golf program in Edina should be modified so it is
financially independent, but no operations should be eliminated.
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From. Ryan Stinson [mailto:ryan(a)stinsonservices.com]
Sent: Tuesday, February 11, 2014 9:13 AM
To: Edina Mail
Subject: Braemar
As a member of the Braemar Men's Club I'm writing to express my support for the "consolidate and invest" plan
for the future of Braemar. As time has past other golf courses in the area have surpassed Braemer in many areas
and it is time for a plan to make the facility and grounds elite again. I look forward to the future of Braemar and
enjoying many more summer days on the metro areas finest course once again.
Ryan P. Stinson
17
Project Manager
www.stinsonservices.com
ryan cr stinsonservices.com 612-220-4335
Socialize: Facebook I LinkedIn
7900 Excelsior Blvd, 4216
Hopkins, MN 55343
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From: Sandra Carlson [mailto:sandrew12@aol.com]
Sent: Tuesday, February 11, 2014 9:05 AM
To: Edina Mail
Subject: Fred Richards Golf Course Idea
Dear Edina City Council,
I have been following the idea of closing the Fred Richards Golf Course. I think it is a good idea if the land is used
properly. What we really need in the greater Southdale Area are affordable town houses that have one -level living.
Coventry has been a very successful development. However, there are just a few townhouses in that development that
offer one -level living.
Many of us would love to sell our homes and stay in the area. There just aren't any good one -level living options
available. This would be a win-win for the area. It wouldn't add a lot of additional traffic on France Avenue and would
provide a great option for those of us who would like to sell our homes and stay in the area. Right now, Eden Prairie is
our best option for these types of townhouses.
Please consider this idea as you move forward on looking at closing Fred Richards. I believe it could receive a very strong
reception from Edina residents.
Very Respectfully,
Sandy Carlson
4433 Ellsworth Drive
Edina, MN 55435
(952) 926-0545
.......................................
From: Pat Manion[mailto:pmanion(aboriginalmktg.com]
Sent: Tuesday, February 11, 2014 8:06 AM
To: jonibennett1201comcast.net; Edina Mail; Mary Brindle (Comcast); joshsprague(a)edinarealty.com;
swensonannl(&gmail.com
Subject: Braemar Golf operation
Good Morning,
IN
As a matter of public record I have taken a "few dollars" off of Mayor Hovland on Braemar Golf Course. Of
course, I suppose a lot of residents could say that. For the record, I no longer play golf at Fred Richards or
Braemar. My 3 son's sometimes do. I did attend the Golf Course operation meeting that was presented by Scott
Neal. Observations// solutions are as follows:
• Agreed that golf course rounds are down and so are revenues. Has anyone { staff, who are these people. They
were referred to at least 20 times during the meeting } looked at the horrible weather and the fact the golf
dome has been down for two years?
• Have you all read this weekend's Star Tribune article on Keller Golf Course ? You could certainly substitute
Braemar Golf in the article. Yes, the club house and course and range are VERY tired. The current band aid
solution is NOT the correct solution.
• The majority of you { not Joni Bennett } just passed a 13 Million dollar bond to pay for outdoor hockey, soccer
dome etc. I am ALL for that even though our 3 son's are almost out of Edina.
• Why don't all of you put up another 13M bond { put it to vote and I believe it will pass } to upgrade the entire
City of Edina Golf Operations. We were told the 13M bond was only cost $60 per household. Another $60 per
household would pass with flying colors.
• With 500 acres to work with and 13M to proceed the City could build a brand new clubhouse ,driving range and
redesign the golf course to bring it all up to the 2014 standards and beyond.
• All of the leagues and youth would move over to Fred and the architect could use all of acreage at Braemar to
build a world class golf experience. It could be the best public venue in the state if you do it right.
• There is no need to close Fred { yes, it does make money } unless of course the City has already cut a deal with
Hillcrest Development.
• Edina CC just completed a 3.5 M course renovation. Because of this there is currently a waiting list to join and
the rounds are up . Braemar would be the same scenario.
Do not close Fred. Move all leagues young and old over there. Tune up a "tired" Braemar Golf Course, driving
range and clubhouse. Take it to the citizens of Edina to vote!!!
Patrick Manion
6121 Crescent Dr.
Edina ,MN.55436
Cell: 612-750-4017
Phone: 952-941-2530
Fax: 952-941-6566
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From: Paul and Cathy Kibbe [mailto: pc-kibbolcomcast. net]
Sent: Monday, February 10, 2014 9:44 PM
To: Edina Mail
Cc: ionibennettl2Calcomcast.net; Mary Brindle (Comcast); joshsprague(&edinarealty.com; swensonannUa cimail.com; Ann
Kattreh
Subject: Edina Golf Courses
City Leadership,
19
I am writing to express my concern that recommendations by the City Manager and the Park
Board regarding changes to the "Golf Enterprise" will negatively impact the City of Edina.
As a resident of Edina I support correcting any mismanagement that has occurred in the "Golf
Enterprise". I do not support the lack of problem solving evidenced by poorly conceived
solutions and incomplete plans. These were evident in the recommendations presented at
Braemar Club House on the night of January 30th. In one example the presenters were asked
what the cost to "repurpose" Fred Richards would be upon its closure. No costs were
considered nor included. I would not be pleased to see that level of thought in my son's
homework. It was shocking to see it in a recommendation for a major decision such as this.
I feel strongly that Fred Richards Golf Course has much to offer and view a recommendation to
close it as a "punt". The two least intelligent solutions that could have been proposed are "Do
nothing" and "Close it". Why was "Close Fred Richards" the first recommendation made in
the presentation? It did not have the greatest impact on profit and loss. Nor was it first
alphabetically.
As a proud holder of both a Patron Card and a punch pass (used entirely at Fred Richards) this
summer you might label me "Biased". I have brought friends and family from other
communities to play at Braemar and at The Fred. I am the father of a 15 year-old who plays in
the Junior Golf League at Braemar on Fridays and at the Fred throughout the week. My 11
year-old is just getting into the game and plays Fred Richards. Rather than "Biased" think of
me as your target "Resident Customer".
Just what is the problem statement? The City cannot accept this as a solution to eliminate
$115,000 per year operating loss. As our leadership you must reject this proposal and insist
that "Golf Enterprise" leadership provide a solution without the collateral damage to home
values (i.e.. tax base), a degradation to the quality of life for residents (11,500 residents under
18 plus many seniors) and the loss of an amenity for residents and businesses in southeast
Edina.
Sincerely,
Paul Kibbe
4900 Poppy Lane
Edina
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From: Helen Wood [mailto:hiwood and@yahoo.com]
Sent: Monday, February 10, 2014 8:29 PM
0
To: ioshsprague@edinarealty.com; swensonannl@Rmail.com
Cc: Edina Mail; jonibennettl2@comcast.net; Mary Brindle (Comcast)
Subject: Save the Fred!
Dear City Council Members,
I urge you to Save the Fred!
I have personally golfed there with my family many times, enjoying the easy tee -time access and reasonable greens fees.
You shouldn't have to join a country club to golf in edina!!
Please SAVE THE FRED!
- Helen and Jeff Wood (Edina Resident since 1976) Edina, MN
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From: Scott Nelson [mailto:sdnelsommn(a)aol.com]
Sent: Monday, February 10, 2014 6:04 PM
To: Edina Mail
Subject: Braemar Golf Operations
Good afternoon:
From Scott Nelson (resident of Edina for 38 of the last 52 years)
I attended the recent meeting at Braemar wherein the future of Golf Operations was presented. I applaud City Manager,
Scott Neal for his efforts, and unfortunately feel a better crafted presentation would have elicited clarity and thoughtful
discussion instead of the emotional pleas of a relatively small special interest group.
like Fred Richards ... I have played Fred Richards a number of times... it is a 'great' beginner course... but its day of true
value to the City of Edina has passed. It has been a financial drain and it appears will continue to be so, over the coming
years were it to remain.
The comment from one of the 'brightly tee-shirted' individuals was quite telling...
"I love Fred Richards. You can always get on."
Not a well thought out statement to make as one makes an emotional plea.
And I was sitting near the row of young kids, and admire their interest in such a wonderful game, but I also heard one
say, "...and it's easy to sneak on to play a few quick holes." (agreeable nods and chuckles from some of the
others)
Both of these reflect lost revenue... lost revenue by lack of play ... lost revenue by lack of pay.
I am encouraged by the proposed improvements at Braemar. Starting with the driving range and necessary infrastructure,
is a step in the right direction to elevate Braemar to the level it once held. It was a joy to play for a multitude of reasons,
but time and lack of investment has taken it's toll. Braemar is now a mid-range product with an upper bracket price
tag. There are too many good courses in the metropolitan area that are superior for a few dollars more ... or comparable
courses for a few dollars less.
21
I have many other thoughts, but if one makes an email too long, the reader loses interest. Simply, exercise a true
investment in the future and focus on Braemar ... and take Fred Richards in another direction.
Respectfully,
Scott Nelson
6428 Vernon Avenue
Edina MN 55436
952-220-5166
sdnelsommna.aol.com
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From: Alihul [mailto:alihul(abaol.com]
Sent: Monday, February 10, 2014 3:55 PM
To: Edina Mail
Subject: Fred Richards
Definitely re purpose Fred Richards to serve the greater good. Make sure there access to Lake Edina Park as part of the
improvements- a hidden gem that should be accessible to everyone.
Alice Hulbert
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From: Joseph Hulbert [mailto:hulbert0089@clmail.com]
Sent: Monday, February 10, 2014 3:54 PM
To: Edina Mail
Cc: Jim Hovland; Mary Brindle (Comcast); swensonann10)gmail.com; Joni Bennett; Josh Sprague
Subject: Overdue Braemar Golf Changes
Please forward to Park Board and Council...
When I served on the Park Board as chair, my focus was to get the city to pay attention to the management of
their enterprise facilities. Braemar golf operations is our largest one. Braemar Golf Course was once a proud,
respected public golf course. Over the past 30 years it rested on its reputation and was passed by years ago. In
the past 18-24 months Edina City Hall has undergone change with a new City Manager in Scott Neal and Parks
Director Ann Kattreh. I'm excited for our community as they expect a higher standard of excellence. Already
you can see some of the changes that have occurred with Edinborough Park's financial turnaround and the
facelift at Braemar Arena.
They have proposed changes to our golf operations and are looking for our facility managers to run their
businesses like a business.
I'm a lifelong golfer and lover of the game. One of the proposals is a tough pill to swallow but entirely in the
best interest of golf in Edina. Sadly golf rounds have declined over the past 20 years and more golf courses
close every year then open. We here in Edina have 45 holes of public golf and I can't think of a city nearby that
comes close. We essentially have exclusive access to the the majority of the city's park acreage as a niche user
group. I'm here to report that the trend nationwide for this is waning, particularly when the enterprise is losing
close to a half million dollars annually. My biggest fear was that under past city management practices at some
point in the future the entire golf operation would be at risk.
22
So emotion aside, lets look at what we have. The original 18 is a design that many people see the hidden
potential in, it needs work though. The tees, bunkers, cart paths, design cohesion along with various other items
are long overdue. The driving range, which is their only predicable money maker is an embarrassment and
should have been redone 20 years ago. The next generation of golfers (juniors) have been unable to play at the
course. The past policy has been that juniors had to be 10 to play the executive and 12 to play on the regulation
course. I have lost track of the stories of friends that have been turned away because the son/daughter was to
young. The Wilds or Mpls. golf welcomed us. This is changing.
The clubhouse is an add on, add on dysfunctional building. The food and beverage operation loses a captive
audience daily to other locations. What other courses do you have to wait in line to order food, walk back up to
retrieve food if you ever heard your name called and then bus your tables. Its terrible.
So what is being proposed?
Expand marketing
Improve customer service
Modify pricing and discounts
Invest in improvements at Braemar
The city is proposing to upgrade the facilities. One of which is a new expanded driving range. It is the
operation that makes money and helps their instructors lead by Joe Gruepner that are actually bringing in the
next generation of Jr. golfers.
Bring in a 3rd party food and beverage operator that will undoubtably recognize the incredible location and
lack of competition. Have a food and beverage service that would drive you to come to Braemar for the food as
a restaurant option.
Close Fred Richards. This is the BIG issue here. I live 100 yards from Fred Richards. My son and I play at
Fred Richards weekly and selfishly would miss the ability to walk to a course. Our community's needs and
demands have changed. We did have lacrosse/ flag football/ultimate frisbee leagues 20 years ago. THE biggest
change we have see is the growth in participation of GIRLS sports. We now have a unmet demand for "multi
purpose athletic fields". We simply do not have enough fields to satisfy all the associations and they have to
turn some kids away. So if the utilization of Fred Richards golf is around 40% and it can be met at Braemar,
our community at large is best served with the change. It would also eliminate much of the duplication of
equipment etc. Yes, it would then lose money as a typical park, but we as a community do not hold publicly
accessible parks to cost recovery standards. There is no expectation that a swing set in the park is going to do
anything other than cost money. I have not idea of what a "repurposed" Fred Richards would look like. But if
we could add even one field and build something with community involvement its worth exploring. The
residents of the Cornelia need to be involved and assured that plans are for something GREAT and SAFE. It
will always remain a park, but perhaps something we can all use.
23
I believe City Council and city staff are tired of average and want higher standards from our park system that
we can all be proud of. The path of least resistance would be to continue past failing practices and do nothing.
Please help restore Braemar Golf to its past standards of excellence. I understand that this is not an easy
decision and one that I struggled with for a while. We have a community who's needs have changed and its
difficult sometimes to come to terms with. If we are going to take from golf I would like to see something
given back which I'm comfortable the city is committed to doing for Braemar Golf. If we are taking a use away
from a neighborhood, I have seen how this city sincerely works to give something great back. I'm expecting no
less this time.
Thanks for reading,
Joseph Hulbert
7507 West Shore Drive
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From: Doug Nelson [mailto:dnelson(&theminikandaclub.com]
Sent: Monday, February 10, 2014 2:31 PM
To: Edina Mail
Subject: golf operations
In reading the recent article in the Sun Current I was surprised and disappointed to see the plan to close the Fred
Richards Golf Course. Having been a PGA Member since 1978 I have been involved in all aspects of running
both public and private golf courses. I am currently living in Edina and employed at The Minikanda Club in
Minneapolis. I believe there may be other solutions to this shortage of funds which is creating the closing of
Fred Richards. Number of rounds has been on the decline for the past few years at most golf courses and
certainly 2013 had a horrendous start to the year but I would hate to see the City of Edina go to the extreme of
closing a golf course as the only solution to balancing the budget.
I would look forward to meeting with City Officials to see if there are other ways to increase revenues and
decrease spending to save Fred Richards for future generations of Edina residents.
Doug Nelson
Professional Emeritus
Minikanda Club
dnelson@theminikandaclub.com
612 616 3177
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From: Kimberly Klenner [mailto:kklennercmt@)hotmail.com]
Sent: Monday, February 10, 2014 1:51 PM
To: Ann Kattreh
Subject: Letter Relating to Fred Richards
Please see attached for a letter from my father, Edina resident, Arthur Lowell. Thank you for your time.
KIMBERLY KLENNER, CMT
NUANCE COMMUNICATIONS, INC.
24
GnE G14-nniake Parlmay, Suite 1325
Atlanta, GA 30328
February 9, 2014
Dear Ms. Kattreh:
This is about your desire to close Fred Richards golf course. This as I understand it, is solely about saving
money. The fact that it is now subsidized and will require additional money for the foreseeable future is not
disputed. The amount such as $200,000 to restabilize the soil and the irrigation system maintenance is
debatable, but that is for a different discussion.
My analysis of the dollar savings stops after a few minutes because the cost, bonds, maintenance, etc., for the
future use of the property is a complete unknown. I assume it will be a park. Parks require an initial
investment, as well as subsequent yearly maintenance costs.
I appreciate that drafting and providing a detailed plan could be a poor investment in light of the fact it may
never happen. Given that we agree on that, then maybe we can agree on a premise in which extreme design
concepts on either end of the spectrum (least to most) can be estimated with broad cost dollar figures. What I
mean is, the "least" being leaving the land almost as is, with only paths, picnic areas, and the remainder
mowable grass; and, the "most" being a Centennial Park -type design with an enhanced walled pond, and/or
ballparks, miniature golf, and other imaginative features. Conduct a brainstorming session with just a few
people and the list will be pages long. I just thought of vegetable garden? Yes, it is a guess, but with your park
people having many years of experience, I would judge the estimate to be one of a good educated guess. In
business, myself, being a minor real estate developer and employed for 30+ years as a mechanical development
engineer involved with design needed to push the state of the art in computers, such educated estimates are a
requirement of any new design initiative, and these estimates are most often exceeded, but being so, the projects
can be funded accordingly.
I know knowing such estimates delays your project on the decision to close Fred Richards or give it a go ahead.
But, in your cost analysis, please remember, parks do not pay for themselves.
On another subject, but related, is the Pentagon Office area redesign. I am guessing they will be affected in a
major way depending on the decision taken on Fred Richards. My bet is that a decision for a park would be
favored by a wide margin. This is not a criticism in any way or form, but I know their design looks better with
a park adjacent to their property. I assume they are pushing for a decision, or they should. Given the PR, you
will not detect a bias in favor of a park.
On the assumption that Fred Richards will become a park, I wish to voice a concern. My home is the last on
Kellogg next to the cul de sac. Please do not extend Kellogg into the park area. Heavy traffic on my street will
be the result. It will be bad enough that it is a dead end, and cars will park in the cul de sac on Kellogg Avenue.
Done! Sorry so long.
Sincerely,
A. G. Lowell
7505 Kellogg Avenue South
25
Edina, MN 55435
952-927-5773
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From: Eugene Nord [mailto:eljnord aol.com]
Sent: Monday, February 10, 2014 1:01 PM
To: Ann Kattreh
Cc: Todd Anderson
Subject: Pro Braemar Comments
Dear Ann,
After analyzing the Edina Sun published data of the rounds played at The Braemar Golf enterprise
from 2003 through 2013, I am now in total agreement with you and Scott that Fred Richards, under
the current economic circumstances, be closed and that all golf activity be played at the Braemar
facility. I sympathize with those that play Fred Richards,and how much it means to them, but they
need to look at and understand the big picture.
Looking at my attachment, which in columns 5 and 6, compares F.R. to the total rounds, F.R. has
declined the most every year compared to the other three venues Braemar 18, Braemar 9, and
Braemar exec. Looking at it from an economical view, not only does F.R. lag behind the others, it
generates less revenue per player. Those at F.R. do not utilize the driving range, the pro shop, or
the grill at Braemar. And, more than likely, since many players are young and older players prefer
to walk, the usage of carts per player is less.
In a perfect world, I would like to see Fred Richards, even if closed, remain in a position to reopen
in a golf format if and when new concepts like Hack golf become a reality. F.R. would be a perfect
setting for concepts of this nature and would not compete with the Braemar complex, and could
conceivably be a self-sustaining entity.
The closing of Fred Richards and investing monies into The Braemar Complex is important now,
and more important for the future of Braemar.
Ann, please forward this to Scott as well as to those on the Park Board and Council Members.
Gene Nord
6425 Nordic Circle
Edina, 55439
Braemar Golf
Enterprise
26
Rounds in % of
Decline
27
Braemar
Braemar
Braemar
Fred
Total
Year
is
9
Exec
Richards
Rounds
2003
41,106
27,943
26,587
28,134
123,770
2008
34,534
30,212
22,038
25,875
112,663
2009
36,590
321408
22,856
25,965
117,819
2010
321106
28,738
18,578
21,965
101,387
2011
321464
27,603
16,631
19,073
95,771
2012
29,570
29,948
17,617
19,361
96,496
2013
23,814
241404
15,377
15,934
791529
Braemar
Braemar
Braemar
Fred
Total
Year
18
9
Exec
Richards
Rounds
2003 vs
2013
42.07%
12.67%
42.16%
43.36%
35.74%
2008 vs
2013
31.04%
19.22%
30.23%
38.42%
29.41%
2009 vs
2013
34.92%
24.70%
32.72%
38.63%
32.50%
2010 vs
2013
25.83%
15.08%
17.23%
27.46%
21.56%
2011 vs
2013
26.64%
11.59%
7.54%
16.46%
16.96%
Braemar
Braemar
Braemar
Fred
Total
Year
is
9
Exec
Richards
Rounds
2003 vs
2012
28.06%
-7.18%
33.74%
31.18%
22.04%
2008 vs
2012
14.37%
0.87%
20.06%
25.17%
14.35%
2009 vs
2012
19.19%
7.59%
22.92%
25.43%
18.10%
2010 vs
2012
7.90%
-4.21%
5.17%
11.86%
4.82%
2011 vs
2012
8.91%
-8.50%
-5.93%
-1.51%
-0.76%
27
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From: Ron Way fmailto:ron-wav@comcast.net]
Sent: Monday, February 10, 2014 10:55 AM
To: Rosemary
Cc: Sandra Nelson; Catherine Schoffman; Sharon; Diane Botz; Dick and Bonnie England; Bonnie McGrath; Edina Mail
Subject: Re: Close Fred Richards?
Thank you for your note.
Obviously, my note has been sent along to some that are not on my list, and that's fine. I don't claim to know every
number in every city budget, and nor will I even attempt that or attempt to speak for the City. I am fully satisfied,
however, that the city's professional staff has gone over the numbers in great detail and, together with others that I also
know and trust (they're my neighbors), have concluded that the city cannot maintain 45 holes of golf and make it work
financially.
Below is a note that I sent to the Nelsons:
Thank you for your note.
I do not claim to speak for those who signed the statement urging attention be given to restoring Braemar's playing
conditions and to re -do the practice range. I know that some signers oppose closing Fred Richards, and that's fine. I
spent 20 ys teaching golf at Edina and a dozen other metro community ed. programs; the mostly women and seniors in
those classes were "short course" players. Certainly, Fred Richards has value -- I've played there several times with my
grandson.
My concern is as I expressed: the Edina "golf enterprise" is losing money and the city's professional staff has worked and
re -worked the finances and have concluded, appropriately in my view, that golf will continue to be a drain unless
expenses are reduced. In truth, FR is sparsely used -- just 17 pct of Edinans say they've ever used the course (each time
I've been there the place has been mostly empty).
But I speak for myself. The statement that you and others signed onto is in support of dealing with the conditions at
Braemar that have been allowed to deteriorate to the point that our course is not considered a "high quality"
venue. A golfing friend who spent years as a golf course owner told me that last year he played 47 golf courses in MN
and of those he rates Braemar No.
38.
Thank you for your time.
Ron Way 612-986-5158
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From: Rosemary fmailto:iiellen341@aol.com]
Sent: Monday, February 10, 2014 8:11 AM
To: Ron-Wav@comcast.net
Cc: Sandra Nelson; Catherine Schoffman; Sharon; Diane Botz; Dick and Bonnie England; Bonnie McGrath; Edina Mail
11
Subject: Close Fred Richards?
Your e-mail raises several questions maybe you can answer for me... No one else has to date.
First, from where did this year's golf course debt of $485,000 "going forward" come? I can't find it in the city's financials
of prior years including the Moody reports on Scott Neal's Blog.
Also, according to these same above named sources (city's ... NOT the newspaper's), the golf courses have NEVER been
self-sustaining; i.e. the Golf Course Fund has always needed a yearly subsidy of $100,000 or less from the Municipal
Liquor Fund. True, right?
Additionally, we can see, during the time that the number of tee times projected from the 1990s when 19 through 27
were added, the city's revenues and revenue sources continue to markedly increase, including revenue to the Municipal
Liquor Fund. So where's the "hemorrhage"?
And, why is it your group supports the plan to close Fred Richards?
Rosemary Jellen
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From: Rosemary [mailto:iiellen341@aol.com]
Sent: Monday, February 10, 2014 7:35 AM
To: Edina Mail
Cc: Sandra Nelson; Catherine Schoffman; Diane Botz; Sharon; Dick and Bonnie England; Bonnie McGrath
Subject: Why close Fred Richards?
City Council Members and Park Board Members:
Please provide financial details for this year's $485,000 golf course debt, "going forward" to quote Scott Neal from his
recent meeting. We all know that the golf course fund has always needed yearly subsides from the municipal liquor
fund traditionally of $100,000 or less. Neither of the city's reports to Moody anticipated an increase in this subsidy
amount and certainly not of $400,00 or more. (And, at the same time, we also know the city's income has and will
continue to increase markedly thanks to increased median home values and added commercial and multiple housing
revenue sources. ) So, why the plan put forward to close Fred Richards?
Rosemary Jellen
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From: XWithers(abaol.com [mailto:XWithersCalaol.com]
Sent: Sunday, February 09, 2014 10:19 PM
To: Edina Mail
Cc: lisa.kaczke@ecm-inc.com; xwithers@aol.com
Subject: Closing the Fred Richards Golf Course is a Hasty' Decision!
Dear Park & Recreation Department (RE Fred Richards Golf Course Matter):
The recent front page of the Sun -Current on February 6 ("City Manager: Golf operations unsustainable"') shed
a lot of light on the City Manager's effort to handle the projected -$400,000 deficit of the city's golf enterprise,
consisting of The Fred Richards and the Braemar Golf Courses. The article contains a number that indicates
29
The Fred Richards course shortfall is likely only 30% of the -$400,000 deficit, while Braemar is
70%. Specifically, the article states that closing the Fred Richards after 2014 would reduce the 'Golf
Enterprise' expenses by -$734,000 over the 6 -year forward planning period 2015 thru 2020. Thus -$734,000
divided by 6 gives us an estimate of the deficit per year for THE FRED, or -$122,300 (30% of the -$400,000).
Can the Fred Richards shortfall (average of -$122,300) be brought to a breakeven or a +Profit situation? A
couple of examples suggest a 'Yes!' The Sun -Current article provided information about the turnaround of the
Edinborough Park operating financials. The park had an operating losses in 2011 and 2012 (-$155,013 and -
$111,832, respectively, both comparable to the -$122,300 Fred Richards estimate). Management decisions of
staff reductions and other business decisions resulted in an operating profit in 2013 of +$7,155. Managing for
best -results from operations is 'management.'
Another alternative is to follow the model used by Des Moines in handling the deficits of the city's three
municipal courses. Des Moines has been using an independent contractor at the city's three municipal
courses since 2008. According to Park and Recreation Director Ben Page, "Before the change, the city was
losing hundreds of thousands of dollars each year on golf. Last year, we got a check from the operator for a
little over $600,000." As reported in the Des Moines Gazette, July 19, 2013 edition, the city's contract with Des
Moines based private -contractor C -Corporation allows the city to set golf fees and control capital
improvements. Because C -Corporation is not held to labor agreements negotiated by the city, the contractor
can save money on labor and gain other efficiencies of operation and management.
Additionally, Director Page said, "Cities from all over the Midwest are calling us." It is suggested that Edina
also place a call on behalf of the Fred Richards Golf Course.
Dennis D. Withers
Sedum Lane
Edina, MN 55435
xwithers(@aol.com
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From: Bob Malby [mailto: rmalbyO)comcast. net]
Sent: Sunday, February 09, 2014 9:27 PM
To: Edina Mail
Subject: Edina Golf Operations
My comments on the recommendations by city staff:
1) Closing Fred Richards is short-sighted, but it is clear that the almighty dollar controls the thinking. A great
suggestion from the floor was to RAISE the price. The speaker indicated that the junior rate was ridiculously
low. Fred providers a "feeder system" for future Braemar golfers, and it serves a great number of seniors, as
well.
2) 1 have seen proposals in past years of improving / enlarging the Braemar driving range that did NOT require the
very fine executive golf course to revert to a Par -3. We have a great executive course. Don't ruin it! Improving
/ enlarging the driving range is LONG overdue. It is a cash cow and the teaching area at the opposite end of the
range is unsafe given the new equipment and the young, big hitters.
30
3) Improving Braemar's primary course is also long overdue. But, until that occurs, raising the price makes no
sense. That will just drive more golfers away. Currently, it is overpriced for the product delivered.
4) Why does staff always think that a "consultant" will tell us anything that we don't already know. At least
$35,000 was spent on consultants in recent years and we have NOTHING to show for it. You don't need a
consultant to provide better service. And a golf course consultant? Former Braemar General Manager, John
Vallerie, knows more about Braemar than anyone. He is a font of information and has some great ideas. As a
matter of fact, he is a "golf course consultant". Why don't you tap him? I expect he would give you his
recommendations for free.
5) Upgrading the Grill by spending a lot of money will prove to be a "loser" in the long run. Golfers don't want
"fine dining"; they want a quick bite at "the turn" and a quick, relatively inexpensive light meal or snack at the
finish. Braemar will never be a "destination" for non -golfers.
Robert Malby
6517 Limerick Drive
952-941-7569
rrnalbyna,comcast.net
Resident of Edina for 42 years, and an active member of the Braemar Men's Club
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From: Bob MacPhail[mailto:bobmacphaill00('gbgmail.com]
Sent: Saturday, February 08, 2014 4:30 PM
To: Edina Mail
Subject: Golf Course proposal input
Hi, I'm an Edina resident; 7208 W Shore Dr.
My comments on golf course proposal:
- Good idea to close Fred Richards to save money and simplify golf operation.
- There was talk of improving customer service at Braemar. I have had good customer service at Braemar; I
haven't noticed a problem in this area.
- There was talk of raising golf rates. Please keep Braemar golf affordable, especially for Edina residents.
Thanks for your work on this!
Bob MacPhail
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From: thomas bracken [mailto:tombracken@msn.com]
Sent: Friday, February 07, 2014 3:45 PM
To: Edina Mail; jonibennettl2(dcomcast.net; Mary Brindle (Comcast); joshspragueO)edinarealty.com;
swensonannlO)amail.com
Subject: Letter - Keep Fred Richards Golf Course Open
31
To Edina Mayor Hovland and City Council members Bennett, Brindle, Sprague, and Swenson:
We are writing this regarding the proposal to close the Fred Richards Golf Course. This letter is testimony to
our deep concern about what appears to be a pre -ordained decision to close the course notwithstanding the
negative impacts of this action on the property values in the Lake Edina area of the city.
We moved to Edina in 2012. When we bought our house at 7412 West Shore Drive, one of the marketing
features was that the house is within walking distance of the course. One of us (Tom Bracken) has played at
the course approximately twice a week from the date of his retirement until the course closed for the
winter. The course is an asset for the City, particularly for the youth and seniors in the area.
Our concern about closing the course is primarily economic. We estimate our home value, and the value of
the homes like ours which do not face the course, will decline by $25,000 each. Those that do face the golf
course will suffer significantly higher decreased values. I estimate the loss in home values at $2.7M for the
104 houses within a two block radius that do not front the course, and an additional $2.1M loss in value for
the homes that do front the course. The losses may be higher than these figures if the course is "repurposed"
to some other use that involves more traffic, commercial development, or a less scenic outlook. If the course
is closed we will appeal our tax assessment. We expect other neighbors will do likewise.
As described in the public presentation of the golf course plans, the plans themselves appear to have
numerous logical holes. Many of these merit further discussion and review. Some of these are:
• The plan presumes the golfers from the Fred Richards Course will transfer their usage to Braemar. In
Tom's case that is highly unlikely. If he has to drive somewhere else, he will have many other
alternatives and will likely not go to Braemar. The projections for usage transfer to Braemar may be
too aggressive.
• The greens fees at both courses are unreasonably low. Tom will pay double the fees if the course is to
remain open. Others at the public meeting made similar statements. Has the City made a study of
usage versus green fees for the Fred Richards course? If not, why not?
• The comment was made at the plan disclosure meeting that the Fred Richard course operated on a
cash -positive basis in 2012. The operating losses are therefore based on cost allocations which should
be examined by the City Council to see if they are reasonable. Based on this one fact alone, it appears
the closing of the Fred Richards course may be motivated by some other agenda.
• If there is another agenda for the course "repurposement", even though nothing has technically been
prepared or presented to the City Council for approval, this agenda should be divulged to the
community before the decision to close the course is made.
• Why has the City staff rebuffed all neighbor meetings as this plan was being developed? According to
published reports in The Star Tribune and elsewhere, the development community has met with the
City Manager and others of the staff multiple times over the past year regarding the use of this
property. Is this dichotomy appropriate?
• Why is the City Council meeting one month after the first public disclosure on the plan without
providing the neighbors sufficient time to prepare an alternate suggestion?
32
• The Staff makes the point that closing the Fred Richards course and outsourcing concessions at
Braemar will result in improved customer service. Customer service at the Fred Richards course is now
excellent. Outsourcing may improve the revenue stream at Braemar, but that has nothing to do with
customer service nor with the economic viability of the Fred Richards course.
• Why is the issue of closing the Fred Richards course necessarily part of the decisions being made
regarding the Braemar course? Is this because the funds to be received by the City to "repurpose" the
Fred Richards course will subsidize the Braemar improvements? If so, shouldn't that be disclosed at
this time? Notwithstanding this, shouldn't these two decisions be made separately?
• Should the decision to close the Fred Richards course be subject to an Environmental Impact Study? If
not, why not?
• Should the closing of the Fred Richards course be considered a "taking" under the City powers? Should
that not therefore merit compensation to the affected neighbors?
Tom will be attending both the Park Commission meeting next Tuesday and the City Council meeting in early
March. Linda will be unable to attend these meetings due to her work schedule. We look forward to hearing
the City's answers to these questions.
Tom Bracken
Linda Bracken
7412 West Shore Drive
Edina, MN 55435
415-271-1570 (Tom)
650-823-4501 (Linda)
torn bracken 9msn.com
Iibracken(@mac.com
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From: Wayne Vander Vort [mailto:wvandervort(cbisurtec.com]
Sent: Friday, February 07, 2014 1:48 PM
To: Edina Mail
Cc: jonibennettlUbcomcast.net; Mary Brindle (Comcast); ioshsprague(a)edinarealty.com; swensonannl(a)gmail.com
Subject: Fred Richards Golf Course.
Importance: High
Friday, February 7, 2014
Honorable James Hovland
Mayor of City of Edina
City of Edina
4801 West 50t" Street
Edina, MN 55424
Dear Mayor Hovland:
33
I am 77 years old and have been a resident of Edina for fifty four years. I have raised six children in
Edina and all have graduated from Edina High School. I have fifteen grandchildren and twelve live in
Edina. This is the first time in fifty four years I have written to any public official of Edina expressing
my concern regarding a major community issue/decision under consideration by the City Council.
First, I thank you for attending the Public Hearing last week conducted by City Manager, Scott
Neal. However, I am deeply disappointed that other members of the City Council failed to attend, or
did not consider it important or worth their time to attend. The good news is you heard many
concerned citizens expressing their opposition in the proposed closing of the Fred Richards Golf
Course ("FR").
You have undoubtedly received or will receive countless emails, phone calls, voice message,
petitions opposing the closing of ("FR"). For the record, I am totally opposed closing FR.
respectfully submit the following comments, thoughts and recommendations.
❖ I am and have been a Braemar Golf Patron. I play FR on a regular basis as well as the
Braemar Executive and Braemar 18. 1 play FR with my adult children, daughter in law and
now have the opportunity and privilege teaching and playing with my young grandchildren at
FR. In addition, a neighborhood men's group ("Gilford Golf Guys") have a standing tee time
each week at FR. I also play other public and private course in MN and AZ. I am also a
member of Edina Country Club.
❖ FR provides a unique opportunity for a variety of golfers. The demographics of FR "users"
seem to be divided among (i) young players, (ii) senior citizens, (iii) league play, et cetera. The
topography (flat) of FR is attractive to these users, whereas the Braemar Executive topography
(hilly) is not appealing for many of the younger players, senior citizens and league players.
Contrary to staff's assumptions, I challenge whether even twenty (20%) percent of current
users of FR will transfer over to Braemar. Furthermore, if the Braemar Executive is converted
to a Par 3, as proposed, there may be less transferring over to the proposed Par 3. 1 have
personally spoken with the chairperson of one large lady leagues at FR and was told they
would not transfer to Braemar but rather play at Hyland Green Golf Course in Bloomington,
MN. [Comment: to my knowledge staff has not interviewed any of the leagues playing at FR to
ascertain if they would transfer over to Braemar, yet Staff's assumption is > 50% would
transfer.] It should also be noted that FR is a course where young girls and boys can begin
learning to play golf. The Edina Boys' Head Golf Coach, Phil Finanger, stated at the Public
Hearing, "Fred Richards would be missed, as many pointed out at the meeting, by the youth of
Edina... many boys and girls get their start there before moving to the big courses." I do not
believe the staff took into consideration the fact that, the Edina student demographics are
projected to increase between 2014 and 2019, per the Edina School Administration
demographic study/report, thus more young girls and boys can start learning to play golf at
FR.
❖ The P.G.A. of America and the United States Golf Association are strongly advocating and
promoting "A Return to the Nine -Hole Round". An article is attached for your reading and
information. The reasons are obvious with the limited time for active and very busy golfers and
34
the cost in playing eighteen holes. Why would the Parks and Recreation Department ("P & R")
recommend closing FR when the current trend is to market and promote "Return to the Nine -
Hole Round'. The P & R is going in the opposite direction and swimming against the tide,
which makes no sense whatsoever.
❖ Why is this decision on such a "fast track", i.e. within a four or five week period? This "fast
track" approach makes no sense whatsoever and creates suspicious motives by our elected
officials and the administrative staff of Edina. The "fast track" approach can only lead to such
speculation. Many are asking what has been committed by the City to the developers
(Hillcrest) for the redevelopment of Pentagon Park with respect to FR. Many citizens question
whether there has been full and complete disclosure by the City regarding the redevelopment
of Pentagon Park. Has there been full transparency how FR inter plays with the Pentagon
redevelopment project? Fr, properly maintained, would be a great asset for both Edina and
the redevelopment of the Pentagon Park Project.
❖ Since FR will be open for play throughout 2014, 1 strongly recommend deferring any decision
by the City Council for at least 90-180 days. What is the hurry? During this time period
concerned citizens for Saving Fred Richards can submit its own written recommendations to
the City Council with an alternative plan and financial model. There are many extremely
competent and talented citizens willing to become a part of this process, including highly
qualified and competent professionals in finance, accounting, law, marketing, advertising,
management positions, investment bankers, restaurant business/management, golfing, et
cetera. As mentioned at the recent Public Hearing, there are countless citizens of Edina have
a "C" after their names willing to work on a constructive alternative proposal for saving FR from
being closed. There should be no fear of the City Council or staff, if an alternative model can
be presented making more sense than the current proposal for closing FR by staff. Open
disagreement and debate is wonderful in our democracy and normally leads to a better
ultimate decision than only one proposal and no opportunity for presenting alternatives.
❖ I am confident an alternative proposal for saving FR by the friends of Save FR Action will be
constructive and a sound financial model. It would be helpful for you as Mayor to request the
P & R Staff and other administrative staff members to work with the Save FR Action
Committee in a collaborative manner striving towards what is best for the entire Edina
community, today and for the future.
❖ For the record, I am in total agreement with several proposed changes made by staff regarding
the Edina municipal golf operations, to -wit:
■ Additional investments in various improvements at Braemar, i.e. (i) renovation of the
driving range as proposed; (ii) converting the Braemar Executive course into a Par 3
course; (iii) modifying the existing price/fee structure; (iv) outsource the grill and
restaurant operations of the club house, [if possible, provided it is on a net, net, net basis
to the lessee/third party operator]; (v) greatly expand marketing and visibility of all the
Braemar Golf Enterprise Units (including FR)
❖ I have read the Executive Summary, City of Edina Golf System, Strategic Outlook and Analysis,
prepared by NGF Consulting, Jupiter, FL, dated August 2011 ("NGF Report") . I also read the Matt
35
Fulton Consulting Report of 2013 ("Fulton Report"). It is abundantly clear the NGF Report does not
recommend the closing of FR and opines retaining FR with minimum costs/expenses for
improvements. It is apparent the Fulton Report was biases from the beginning and perhaps was
directed to reach the conclusion in closing FR. The Fulton Report was not of the same caliber as the
NGF Report nor was the consultant of the Fulton Report qualified or recognized as a nationally golf
course consultant. The NGF Report stated in part, "._.The ultimate goal of this project is to create a
formal business plan for the city golf courses that will put the system on a path toward long-term
stability and sustainably." From the start, the Fulton Report was to conclude with closing FR.
❖ Finally, I respectfully submit the Save FR Action Committee can and will prepare and provide the City
Council with an alternative financial model, wherein FR can continue operating in the future and the
other recommendations of staff pertaining to improvements to the Braemar Golf Enterprise Units can
also be accomplished. These two goals can be achieved together without excluding the other.
However, the City Council needs to "stay" or defer any further action on closing FR for 90-180 days for
an alternative financial model to be prepared and submitted by the Save FR Action Committee. I
believe this is a reasonable and thoughtful request.
I therefore respectfully submit your favorable consideration in deferring any City Council action on the
closing of FR for 90-180 days, during which an ad hoc committee of Save Fred Richards will interact
with the administration of Edina and submit a counter financial model establishing FR can be a break
even as a unit within the Braemar Golf Enterprise. I am confident such a model can be designed.
Thank you.
Respectfully,
Wayne
Wayne A. Vander Vort
4525 Gilford Drive
Edina, MN 55435.
Cell: (612)-597-3038
E-mail: wvandervort(cD-com cast. net
ATTACH ARTICLE HERE
91
216014 To Lure Now Golfers, a Push for a Shorter Round - NYTlmes.com
Air Xhu Dark tines
MayS,:,2013
A Return to the Mine -Hole Round
By BILL PENNINGTON
Less than 30 years ago, nearly half I of the golf courses in America had nine holes.. There was no
stigma to that number, The nine -hole golf round was as common as a slice off the first tee.
As golf boomed late in the 2oth century, the vast majority of new courses had 18 holes, and
gradually, as everything in golf seemed to grow bigger and longer, the 18 hole round was
granted an unofficial, but understood, imprimatur as real golf.
Which left a nine -hole round as something else.
None of this was done purposefully. Yes, tournament golf was most commonly 18 holes — the
number harks back to St. Andrews in Scotland, even if that number in the mid- 170os could just
I as easily have settled at 14 Or 22.
Whatever the. official number, for decades, the nine -hole round was nonetheless widely
accepted. In America, most of the early golf courses were nine-holers. The, first United States
Open, in 18957 was played on a nine -hole course.
More 18 -hole courses were built in the middle part of the last century, but playing only nine
holes on those tracts was still commonplace well into the 198os.
The 199os changed everything. That was when everything about golf was aggrandized..
e
Remmber when , everyone from Tiger Woods to you and me wore oversized golf shirts with
sleeves that hung down to our forearms*? And we took five hours — or more — to play i$.holes.
We know what happened to the ever -ballooning game of golf. Things have been substantially
trimmed since then. And if the five-hour round has. not disappeared, some golfers have,,, walking
away because they do not have time for a round of 18.
To the rescue: the nine -hole round,
"We've .got to get some. people thinking again about nine holes that take two hours I- -1-axy 01 inid—
a
Ted Bishop, the president of the P.G.A. of America and the owner of a 45 -hale unor- IN Cu
south of Indianapolis. "It's a good way to target lapsed.golfers and new golfers. -06
Z
round has its place, but let's see how many people we can attract to the game i
quick nine holes."
n0& pa a ewa t -Aed-- Print
Roundi
Father
Read More
V3
,216 2014 To Lure New Golfers, a Pushfor a Shorter Round-. NYTims.10M
Bishop offers a $19 nine -hole round seven days a week, with or without. a golf cart, after 4 P.m.
"'It's brought a real spike: in the number of rounds played," Bishop said. "And it's been a lot of
,people I haven't seen before.."
This week, the'P.G.A, of America has teamed with the, United States Golf Association: *in an
initiative:spearbeaded. by Golf Digest called Time for Nine. The magazine's June issue, which.
comes out Tuesday, starts a campaign for nine -hole play.
Golf Digest plans to create a list of nine -hole courses thatwill focus on promoting nine -hole
rounds for men, women, juniors and families on layouts that make it easy to do so.
The list will. appear at Golfdigest.com, and golfers are encouraged to submit qualifying courses
to editors @golfdigest.com, gisfme@pga.com or Tirneforg@usga.org.
"We're not trying to get everyone who plays 18 holes to play nine holes instead," Jerry Tarde,
Golf Digest's chairman and editor in chief, said.
"'Are're after the: people who aren't playing because they think golf is a half-day proposition,
which it isn't.
f1he message is that nine -hole golf is legitimate golf. It is not half golf or kids' golf."
Although about 8o percent of American golf courses have layouts that bring The ninth hole, back
to the clubhouse — making it easy to charge for and route golfers on nifte-hole initiative
--Many
courses do not offer stand-alone, nine -hole greens fees. That is om.ething the itiativ. , e hopes to
change.
"As an industry, we must work to promote the nine -hole round as a complete and enjoyable golf
a
experience, consistent with the traditions of playing the game," Glen D. N ger, the president of
the,United States Golf Association, said.
And for people worried about their handicaps, the U.S.G.A. wants golfers to know that nine -hole
rounds are fully compatible with its handicap system.
There is no doubt that the push to promote nine -hole rounds reflects a reality that most of us
now work longer hours and have more demands on our weekend recreational time. As. Tarde
said: "Every othet recreation, it seems, takes more or less two hours- movies; dinner, cocktail
parties, tennis, bowling, going to the gym. if golf were. invented today, it would be a nine -hole
game.
There are other reasons to consider a nine -hole round when a full i8, holes may not fit your
r=O& , =print
rN pagetP
mnd
216/2014
plans.
A nine -.hole round; .like
in America, is almost a
which is not to denigral
But a nine -hole round
with expectation. It fe
1`0ften at p.m., I'll go
other day at 5, 1 went �
I wasn't as tired, and I
"A light went on in my
play golf.".
1. remember doing son
end cif I long day to pl;
Country Club in the fo
Rip, was designed in 1
To Lura New Gdfers, a Push for a Shorter Round - NYTimesxom
any of the, more than 4,000 old-style, nine -hole courses still remaining
ate of mind. It has a separate pace from its full-fledged brethren,
an 18 -hole round and the distinctive rewards it yields.
inherently relaxed, an enterprise that is neither hfirxied nor filled
more like leisure, which is the goal, isn't it?
the range and beat balls for two hours," Bishop said last week. "The
I played nine holes with my daughter instead. I told my wife later that
have improved my game more, too.
I'm not going to beat so manyballs at the range. I'm going to go
hing very similar a few years ago,.pulling off the highway toward.. the
nine holes with my 11 -year-old son at the public Rip Van. Winkle
iffis of the Catskill Mountains in New York. The course, known as the
o by Donald Ross. Greens fees were about $15.
I don't remember our scores from that evening.1 do remember adog lazily chasing a deer
across one fairway. T. re ll ducks quacking, a fish jumping in. a pond and a stunning view of a
mountain ridge. About two hours later, we were 'back in the car refteshed.
Golf is: many things to any people, as it should be. But we can keep more people in our flock,
and attract others to join us, if , we endorse the most simple,natural and unpretentious'forms of
participation.
Inviting people to
� out for an easy, quick nine holes is. a good way to start.
gemnted=print
3rJ
N N N N N N N N N N.. NNNN N N N N N N N N N N N N N.. NN N N N N NN
From: cpete57261cimail.com [mailto:cpete572@gmail.com] On Behalf Of cpete572
Sent: Thursday, February 06, 2014 7:01 PM
To: Edina Mail; jonibennett12C�corncast.net; Josh Sprague; Mary Brindle (Comcast); swensonannl(aOgmail.com
Cc: R. J. Smiley
Subject: Fwd: Edina Golf Enterprise
Council members:
I wrote you an email two days ago in support of an executive golf course in Edina, as well as major
improvements at Braemar Golf Course. I would like to throw my support behind the well-written, thoughtful
proposal outlined by RJ Smiley below. This is the Golden Anniversary of Braemar. It needs investment and a
plan to restore its status as a 5 -star public facility.
Robert K Peterson 5620 Doron Dr, Edina
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From: R. J. Smiley fmailto:par4rj)gmail.com]
Sent: Thursday, February 06, 2014 4:06 PM
To: Edina Mail; Ann Swenson; Mary Brindle (Comcast); Josh Sprague; ionibennettl2(dcomcast.net
Cc: Ann Kattreh
Subject: Edina Golf Enterprise
Greetings to All
Part of being elected to public office involves making difficult decisions. The decision on the closing of Fred
Richards Golf Course is yours and yours alone - no other citizens are allowed to vote. As time passes, you will
each be asked to defend your decision. The more information that you have the better job will do defending
that decision. Please allow me to assist you, collectively, to make an informed decision.
First my background:
• I have been an Edina resident since 1978.
• I am 70 years old and have made my living in the Business of Golf as a developer, owner, manager and
consultant.
• I am a Golf Digest Rating Panelist - Helping Golf Digest select the best of the best.
• I am a tournament golfer and have won tournaments in seven decades.
• Last summer I played 47 different golf courses.
• As an owner/manager, I quickly learned that golf is a REPEAT CUSTOMER BUSINESS, golfers will
PAY to PLAY a golf course that is not in perfect condition, but they must be made to FEEL
WELCOME! CUSTOMER SERVICE is the key to success!
• My goal as owner/manager was to make every customer (new or old) a repeat customer and sell every
tee time every day.
IN
My observations:
• The current golf market in Edina will not support 45 holes of golf.
• Spreading a reduced maintenance budget over 45 holes produces mediocre results, at best - on every
course.
• Customer Service at Braemar has deteriorated over the past few seasons.
• There is an "obvious" demand for an executive golf course in Edina.
• There are not enough rounds played at Edina's two executive courses (total) to fill the tee sheet at one
executive course.
• The expenses to run and maintain an executive course, not located within the Braemar complex, are
excessive.
• Nobody wants to play the Clunie Nine.
• The Clunie Nine will not make a good executive golf course. Too hard to walk. Too hard to score. Too
many balls are lost.
• The driving range, with declining revenues, is in a perfect urban location. It is out dated and requires a
complete make over.
My recommendations:
• Close Fred Richards Golf Course after the 2014 season.
• Immediately, invest in a master redevelopment plan at the Braemar location.
• The master plan should encompass the existing 36 holes and driving range (Including tees, greens,
irrigation and club house).
• The goal of the master plan would be to have 27 -holes of quality golf at Braemar (I believe that 27 -holes
could play near capacity), including a quality executive course (that could include parts of current Hayes
and/or Castle Nines) and a superior quality 18 -hole golf course (that could include parts of Clunie Nine)
along with the best driving range in the Twin Cities (the demand is there and would make money). The
remaining land (the unused holes) should be allowed to revert back to natural areas within the nine -mile
creek water shed district.
As a citizen of Edina, I want to be proud of the recreational amenities that are available to citizens and
visitors. Speaking as a Golf Digest Panelist - of the 47 courses I played last year, Braemar ranked ninth from
the bottom.
Respectfully,
RJ Smiley
612-750-6303
par4rj@gtnail.com
.................. N....................
From: Derek Johnson fmailto:Derek.Johnson(dgenmills.com]
Sent: Thursday, February 06, 2014 2:06 PM
To: Edina Mail
Subject: Comment on Braemer Golf Operations Proposal
Mayor Hovland and City Council members:
Ell
I purchased a home in SE Edina on Westshore Drive about 3 years ago and live there with my spouse and 2
boys (6 & 3 yrs of age). I had 3 primary reasons for purchasing a home in this area:
1) Education is very important to me and the Edina school system is fantastic. Edina was the only place we
considered when deciding to move.
2) SE Edina was a more affordable option for me compared to some of the other areas.
3) The house we purchased backs up to the Fred Richards gold course. It's important to me that my children grow
up enjoying the outdoors and not sitting in front of the TV or playing video games. Fred Richards offers an
affordable and convenient option for my children to enjoy the outdoors. Parks are great options as well for
younger children; but I would argue that once they reach a certain age (teen years), this is no longer a fun
option. Golf is enjoyed by people of all ages.
I am writing this letter to share a couple of thoughts on the current Golf Operations proposal:
1) There have been a few articles over the last 8+ months on the need to address the state of our current golf
operations. In all those articles, the comment has been made that any decision on the golf enterprise will
include the gathering of public input. As a resident of Edina, I really appreciate this statement; but have to
honestly say that as of today, I don't think this has occurred in the manner that I expected. I read this statement
as the creation of options would include my input. If this is the case, I struggle with last week's meeting at the
Braemer Country Club. The flow of that meeting was to share the one recommended option and allow for us to
react in an open forum. How is this including us in the "input gathering" process. Maybe I'm being unrealistic,
but the ideal way to include people in any process is to include their thoughts and ideas from the beginning, not
tell them what the option is and wait for a response. As a citizen and taxpayer, I understand the need to
improve the financial health of Braemer, but must say I'm disappointed on how this has been handled so far.
2) 1 agree that our golf finances need fixing. Where I struggle is why Fred Richards is included in the solution set. If
I understand the financials correctly, Fred Richards golf course has made a profit in each of the last 7 years
excluding a Braemer allocation of $50,000 (1 find it interesting this is the same # each year); and even with that
allocation, 2013's loss (in a difficult year for golf) was only -$22,000. As I understand it, the real challenge for
Fred Richards has been the historical need of additional cash to pay down debt from the original purchase and
not its standard operating performance. If this is the case, starting in 2014, will we still need additional cash to
pay down debt? I thought 2013 was our last payment, in which case, any cash needs for Fred Richards will be
minimal compared to the rest of the Braemer golf operation; and if rounds improve, could even be a cash
contributor.
In closing, I understand that we need to do what is right for the residents of Edina and the health of our city
budget, I just don't see why closing Fred Richards is a necessary part of any solution given it's 2014 estimated
financial position. I would prefer we try several of the options outlined in the golf operations proposal that I
believe cause less of an impact on residents of Edina (outsource grill, improved marketing and optimize staff),
and see if these changes improve our situation first. It seems that the City has been open to these less impactful
measures in the past; and although I didn't agree with some of the points made in this morning's Sun Editorial, I
did agree with the following:
Changes made to the enterprises of Edinborough Park and Braemar Arena have resulted in better financial
management. In those cases, a sacrifice was needed on items for the financial stability of the whole. Changes at
Edinborough in 2012 included eliminating a staff position, increasing admission rates, renovating the lighting
system and filling in the grotto, and changes at Braemar in 2013 included the reduction of staff.
�►J
However, given that the council elected to keep the Edinborough Park pool open after city staff recommended
closure, we believe an alternative option that includes keeping Fred Richards open should be offered alongside
staff's proposal that it be closed.
Please consider this as you hear the upcoming recommendations. For the above 2 situations, neither resulted in
closure of the facilities. Please keep that in mind when reviewing the 6 strategies that will be recommended;
and please recognize that they are not 6 steps, as outlined in the proposal, but 6 ideas that don't all have to be
done together.
Finally, I did want to acknowledge the Pentagon Park proposal. I think it's great that someone is coming in and
revitalizing that commercial space area. It seems that their designs include options with or without Fred
Richards, and I have not heard anything to indicate they would be disappointed or would walk away if we keep
the course. As a result, I thank you in advance for assuring us that any Fred Richards decision will be made
independent of any Pentagon Park activity and look forward to the future when both are thriving.
Feel free to contact me directly if you have any additional thoughts or questions.
Thanks and regards.
Derek Johnson
7421 West Shore Drive
952-807-6311
.....................................................
Derek Johnson I Senior Finance Manager — Supply Chain Decision Support I Mill City and General Mills Convenience &
Foodservice Divisions 1763.293.3299
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From: Cynthia Nicoski [mailto:nicoski(@comcast.net]
Sent: Thursday, February 06, 2014 1:33 PM
To: Edina Mail
Subject: SAVE the Fred Richards Golf Course
To: Mayor James Hovland
The timeline proposed to even think about eliminating the "Fred Richards Golf Course" is offensive.
The City should develop alternative proposals to keep the "Fred Richards Golf Course". My family,
friends and neighbors have all enjoyed and want to continue to enjoy playing golf at this local
wonderful Golf Course. We want this golf course available for future generations of golfers to use and
enjoy. The community is willing to help SAVE this golf course just let us know how we can help
provide assistance. The "Fred Richards Golf Course" is used and enjoyed by Edina, Bloomington,
Richfield and many other surrounding residents. I am currently out of town and unable to attend the
meetings currently being held but want you to know how much the "Fred Richards Golf Course"
means to so many residents and even if we are out of town we are taking the time to ensure you
know how much the "Fred Richards Golf Course" means to all of us.
is
PLEASE "SAVE the Fred Richards Golf Course."
Cynthia Norton
132 East 66th Street
Richfield, MN 55423
IV• . u1.. vvu.-
From: Susan Faus
Assistant Parks & Recreation Director
o
• •�C�RF'ORf'�wO •
lass
s, ....a it -an -%:H: V.B.
Action
Discussion ❑
Date: February 11, 2014 Information ❑
Subject: PUBLIC HEARING - Seasonal Off -Leash Dog Area at Strachauer Park
Action Requested:
Approve Seasonal Off -Leash Area at Strachauer Park as a permanent seasonal amenity
Information / Background:
The Park Board approved a seasonal off -leash dog area (OLA) at Strachauer Park on a trial basis at the Park
Board meeting on May 14, 2013. The intent behind adding an off -leash area was to provide a convenient
location for dog owners living in the neighborhood to enjoy. After a season of evaluation, and hearing
positive feedback from residents who utilize the off -leash area, staff recommends that the off -leash area
become a permanent amenity at the park during the months of April — October.
City staff monitored the OLA through the trial period. Specific details being observed were:
• Reports of excessive barking from dogs in the OLA
• Evidence of owners not picking up dog waste
Increase in vehicle traffic at the park
We were thrilled with the results. No citations were issued for violations relating to the OLA policies
regarding dog licenses or permits. The city did not receive any confirmed complaints for excessive barking.
Staff did not observe an increase in vehicle traffic. Park maintenance staff reported that dog owners were
fulfilling their responsibility and picking up waste inside the OLA. The city provided a dog waste container
and bags were donated by Scoopy Poo.
The city has seen an increase in the number of OLA permits issued. In 2012, between the months of April —
October, the city issued 83 OLA permits compared to 255 in 2013. Although we do not have specific
documentation indicating which OLA people are requesting a permit to use, the numbers do support an
increased use of OLA in Edina. Currently, dog licenses and OLA permits are managed by the Police
Department under the Animal Control Division.
Making the OLA at Strachauer Park a permanent amenity would reinforce an on-going community effort to
sustain, enhance and grow the quality of life for resident pet owners.
ATTACHMENTS:
A. Neighborhood Notification and Public Hearing Letter
City of Edina • 4801 W. 50th St. • Edina, MN 55424
January 8, 2014
Dear Neighbor of Strachauer Park:
As you may recall, the Park Board approved a seasonal off -leash dog area at Strachauer Park on a
trial basis at the Park Board meeting on May 14, 2013. The intent behind adding an off -leash
area was to provide a convenient location for dog owners that live in the neighborhood to enjoy.
We plan to make a proposal to endorse the seasonal off -leash dog area within the Strachauer
Park hockey rink become a permanent amenity during the months of April - October. City staff
will make the recommendation based on a season of evaluation and hearing positive feedback
from residents in the neighborhood. The city has not received any complaints pertaining to the
off -leash dog area. The city has not issued any citations for individuals violating city codes or off -
leash area permits and requirements. Overall, city staff observed that many of the users of the
off -leash area were neighbors that walked over to the park, which was one objective of the off -
leash area.
If you wish to share your views on this proposal please submit your comments in writing either
by postal mail or email and address the letter to the Edina Park Board at my postal or email
address shown below. You are invited to attend the Park Board meeting on Tuesday, February
11, 2014 at 7 p.m. in the Council Chambers, Edina City Hall. If you have any questions about the
proposed permanent seasonal off -leash dog area, please feel free to contact me.
Respectfully,
Susan Faus, Assistant Director
Edina Parks & Recreation Department
4801 W. 501 Street
Edina, MN 55424
(952)826-0431
SFaus EdinaMN.gov
PARKS & RECREATION DEPARTMENT
4801 West 50th Street • Edina, Minnesota 55424
www.EdinaParks.com • 952-826-0367 • Fax 952-826-0385
Strachauer Park Dog Park
(As of February 11, 2014)
February 11, 2013
Susan Faus
Assistant Park and Rec. Dir., Edina
Susan,
Many thanks for your recommendation in making Strachauer, OLA a permanent neighborhood
fixture. I have no doubt in my mind that this addition has been a WIN/WIN/WIN! on all fronts.
As a neighbor I pledge to do my part in helping maintain this area and alerting you and your dept.
should there be any concerns, or issues. Also, I know that Scoopy Poo is willing to donate bags, again,
and neighbors often filled the waste containers that would minimize/eliminate any need for city
funds.
If there are other things that neighbors can help in this area please don't hesitate to contact me. I
know of many who are willing, and happy, to help.
Thanks again.
Winnie Martin
6012 Ewing Ave. S.
Edina, MN 55410
................ N......................
From: Patsy Solon fmailto:patsysolon@me.com]
Sent: Thursday, January 09, 2014 5:20 PM
To: Susan Faus
Subject: Edina park Board. OLA
I am in favor of the off lease area. I do not own a dog but I like the idea.
Thanks,
Patsy Solon
6309 York Ave So 304
55435
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From: WinnieandSteve Martin [mailto:martins60l2(a cimail.com]
Sent: Tuesday, January 14, 2014 4:10 PM
To: Susan Faus
Subject: Upcoming OLA mtg.
Hey Susan -
Sorry to bother you, but I heard through a neighbor that you were having a meeting about continuing
OLA at Strachauer. Since I live 4 blocks away I never get notices and would like to attend if able. My
neighbor said she couldn't remember when it was has been unable to find it - my guess is that she
wasn't going to attend. :-)
Thanks.
Winnie
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: February 11, 2014
Subject: Pamela Park Shelter Building Working Group
•'��ORYORI`��O •
1888
Agenda Item #: VILA.
Action ❑x
Discussion ❑
Information ❑
Action Requested:
Approve the formation and members of the Pamela Park Shelter Building Working Group
Information / Background:
As part of the Sports Dome/Arena projects, the City Council approved renovations to Pamela Park,
including athletic fields, trails, parking lot improvements and a new shelter building. We are seeking one or
two Park Board members to participate in this working group to help with the building design. Julie
McMahon, Pamela neighborhood association member helped put together a good cross section of neighbors
to participate. The volunteers represent different ages and user groups, as well as geographic locations
around the park. We have assembled the following members to participate in the working group:
Tim Barnes (staff)
Jill Bills (Wendel)
Constance Fantin (neighbor)
Susan Faus (staff)
Matt Gratzel (neighbor)
Ann Kattreh (staff)
Pauls Kolias (RJM)
Bob McGarry (softball)
Julie McMahon (neighbor)
Jeff Northrup (Edina Soccer Club)
Brian Olson (staff)
Jay Pomeroy (Anderson -Johnson)
Bob Prestrud (staff)
Deanne Probst (neighbor)
Travis Sennes (neighbor)
Patrick Shane (neighbor)
Becca Staley (Wendel)
Karen Sandler Steinhert
Janey Westin (neighbor)
City of Edina • 4801 W. 501h St. • Edina, MN 55424
REPORT / RECOMMENDATION
Page 2
The first two working group meetings are scheduled for Wednesday, February 12 from 4 to 5:30 p.m. and
Tuesday, February 18 from 4 to 5:30 p.m. The Countryside Park working group only required two or three
meetings; I anticipate the same time commitment for this group. Wendel has been selected to provide
architectural services for the building. Their contract has been approved by the City Council. Wendel has
designed all of the new shelter buildings in the park system, most recently at Countryside Park. The working
group will be asked to tour selected shelter buildings prior to the first meeting. Staff has already met onsite
with the architectural team and they are familiar with the onsite well and the layout of Pamela Park.
To: Park Board
From: Ann Kattreh
Parks & Recreation Director
Date: February 11, 2014
Subject: Council Updates
Action Requested:
No Action is Necessary.
Information / Background:
w9r-ter\
o e
O
'1�oRt�oxA�w
IABA
Agenda Item #: VIII.A.
Action ❑
Discussion ❑
Information
Please see the City Council Updates from their January 21, and February 3, City Council Meetings.
City of Edina • 4801 W. 50th St. • Edina, MN 55424
City Council Updates
January 21, 2014
• Approved a request to include an Edina bike trail project in a group of bike trail projects that
are being submitted for federal funding by Three Rivers Park District.
• Approved a group of professional services agreements for engineering design, landscape
design, architectural services and construction management services for a major renovation
of Pamela Park later this summer.
• Received a presentation on stream bank erosion control from Kevin Bigalke of the Nine Mile
Creek Watershed District. Bigalke also commented on the proposed stream bank
improvement his district intends to do in Edina in conjunction with the upcoming Three
Rivers Park District regional trail project.
• Accepted the gift of an heirloom clock from the Edina Rotary Foundation. The new clock will
be installed at Centennial Lakes Park later this summer.
February 3, 2014
Nothing to report from this meeting
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To: Park Board Agenda Item M VIII.B.
From: Ann Kattreh
Parks & Recreation Director
Date: February 11, 2014
Subject: Correspondence and Petitions
Action Requested:
No action is necessary.
Information / Background:
Action ❑
Discussion ❑
Information
All correspondence was related to the Golf Course Operations Study and was put with Item V.A. Public
Hearing information.
City of Edina • 4801 W. 50,h St. • Edina, MN 55424
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To: Park Board Agenda Item #: VIII.C.
From: Ann Kattreh Action ❑
Parks & Recreation Director Discussion ❑
Date: February 11, 2014 Information ❑x
Subject: Veteran's Memorial Committee, December 20, 2013 Minutes
Action Requested:
No Action is Necessary.
Information / Background:
Attached are the approved minutes from the Veteran's Memorial Committee meeting held on December
20, 2013.
City of Edina • 4801 W. 50th St. • Edina, MN 55424
MINUTES
OF THE REGULAR MEETING OF THE
VETERANS MEMORIAL COMMITTEE
HELD AT CITY HALL
DECEMBER 20, 2013
7:30 AM
1. CALL TO ORDER
Chairman Olson called the meeting to order at 7:30 a.m.
U. ROLLCALL
Answering roll call were Members Benson, Christiaansen, Elliott, Kojetin, Olson, Reed,
and Schwartz.
Staff in attendance: Kristin Aarsvold, Edina Park and Recreation Department.
Others in attendance: Denny Schulstad.
Ill. APPROVAL OF MEETING AGENDA
The agenda was approved as presented.
IV. ADOPTION OF CONSENT AGENDA
A. Approval of the November 22, 2013 Veterans Memorial Committee Meeting
Minutes.
Motion by Member Schwartz and seconded by Member Benson to approve the
meeting minutes from the November 22, 2013 meeting as presented.
Ayes: Benson, Christiaansen, Elliott, Kojetin, Olson, Reed, and Schwartz. Motion
carried.
Member Schwartz stated that he had an opportunity to speak with Representative
Erhadt and will continue to push the item at the legislative level.
V. COMMUNITY COMMENT
There were no members of the general public present at the meeting.
VI. STATUS OF ELLIOTT DESIGN CONTRACT
Chairman Olson reported that Member Elliott has secured his necessary insurance and
the documents are almost ready for execution.
Member Elliott believed that the item is moving ahead on track.
Vlll. SUB -COMMITTEE UPDATES
A. FUNDRAISING
Chairman Olson provided an update on his fundraising activities.
B. DESIGN OF MEMORIAL
Chairman Olson
i. Review of Past Committee Decisions
Mrs. Aarsvold noted that a member of City staff had put together a list of past decisions
made by the Committee.
ii. Proposed Timeline
Mrs. Aarsvold noted that a draft timeline was also composed by the staff person to
coincide with the estimation of time that would be needed for approval by the
necessary groups.
Member Elliott confirmed that he and Member Christiaansen can work out the details
within the timeline.
C. MARKETING
Chairperson Olson stated that if there are marketing pieces, they can be put into the
website.
IX. NEXT STEPS
Chairman Olson confirmed that the sculptor is scheduled to attend the January
Committee meeting to make a presentation.
Member Reed questioned if the Committee would be able to provide a check to secure
the sculptor at that time, should that be the decision.
Member Christiaansen provided input and questions that should be followed up on with
the sculptor. He wanted to ensure that there would be sufficient time to make the
decision so that things are not rushed into as was the case in the past situation. He
believed that perhaps there should be time to discuss the presentation after it is made
before the sculptor is secured.
Member Reed noted that the presentation could occur in the beginning of the meeting,
which would give the Committee time to discuss the issue during the second half of the
meeting.
Member Benson confirmed that the contract and all necessary information from the
sculptor could be made available prior to, or at, the January meeting.
Member Schwartz confirmed that the timeline for the eagle would be eight months for
total design.
Member Elliott provided additional information on the general City contract
requirements.
Member Benson noted that he and Member Reed have not yet involved Member
Currie.
Member Kojetin provided an update on Watershed District activities
Mrs. Aarsvold noted that at this point it has been decided that the Committee will move
forward with only what is needed for this project so that the project timeline is not linked
to another project within the City.
Chairman Olson stated that before the next meeting all Members should visit the
website for the sculptor and be prepared with questions. He noted that the
presentation would be made at 7:30 a.m. and the decision whether to proceed with that
sculptor should occur later in that same meeting.
Member Elliott noted that once the project moves forward, it will move forward
continuously and all funds should be available prior to the start date. He explained that
it would be impossible to dictate the project schedule per item and funds available. He
estimated that the funds be gained by May 1St in order to meet the Veteran's Day
timeline.
Denny Schulstad noted that the Committee would present the item as naming rights,
explaining that the idea would be that is the price for the naming rights of the flag pole
and the cost for that would not simply be the cost for the item.
Member Reed questioned if the Committee is missing an opportunity for fundraising at
the end of the year as there could be a tax benefit. He also questioned the status of
the thank you notes.
Mrs. Aarsvold confirmed that Member Currie volunteered to send the thank you notes.
Chairman Olson stated that Member Currie left town prior to sending the notes and
advised that he could pick-up some thank you cards to send out after the meeting
today.
The Committee discussed possible fundraising strategies.
Member Schwartz noted that if the State bonding is gained, the Committee may not be
that far off on the funds needed.
Member Elliott noted that in January he will know the pricing for the individual items.
He stated that perhaps an escrow account could be started for those donors that are
worried that the project may not move to completion.
Mrs. Aarsvold asked how the Committee can obtain a firm commitment from
subcontractors for in-kind services.
Member Elliott noted that would be a part of the subcontractor contract that is signed.
Mrs. Aarsvold referenced Kraus Anderson and questioned how that would move along
and whether Member Elliott should go along to meet with them.
Denny Schulstad stated that the co-owner of Kraus Anderson is still on board to
provide in-kind donations and is waiting for the Committee to come back with details.
Mrs. Aarsvold noted that the Committee would need to discuss the decision for naming
rights and whether in-kind donations would earn naming rights or whether an additional
monetary donation would be needed as well.
Denny Schulstad provided examples of naming that has occurred on different projects
within the Metro area.
Mrs. Aarsvold noted that beginning in February perhaps the Committee should revisit
the donors who have pledged or promised a pledge to provide an update.
The Committee discussed possible donor contacts.
Chairman Olson confirmed that the sculptor will be at the January meeting and
Member Elliott will keep the Committee updated on the progress of the plans. He also
reviewed how the Committee will move forward on fundraising and marketing.
Denny Schulstad discussed the opportunity to sell pavers, which will engage more
members of the community. He stated that the Committee must give donors a number
to shoot for, rather than just asking for a donation.
Member Christiaansen stated that the Committee had previously decided not to include
pavers and if the decision is made to go with that option, that would need to be
discussed.
Denny Schulstad noted that you would not necessarily need to sell pavers, you could
also allow names to be placed on a monument post, or something of that nature.
X. ADJOURNMENT
Meeting adjourned at 8:50 a.m.