Recreation Commission

Agenda Village of Glen Ellyn Recreation Commission Meeting Friday, March 28, 2025 7:00 AM Village Links/Reserve 22 Ed Posh Boardroom Visitors are welcome to attend all meetings of the Recreation Commission. A. Call To Order B. Public Comments C. Approval of Minutes 1) Minutes - February 28, 2025 D. Standing Reports 1) Financial - Noel Allen 2) Manager's Report a. Golf - Mike Campbell b. Reserve 22 - Jon Satinover c. Grounds - Andrew Cross 3) Trustee Liaison - Steve Thompson E. 2025 Golf Operations Presentation 1) 2025 Golf Operations Presentation - Mike Campbell F. Old Business 1) Master Plan Funding Ideas G. New Business H. Next Meeting - April 25, 2025 I. Adjournment Village of Glen Ellyn Page 1 of 49 Village of Glen Ellyn Minutes Village of Glen Ellyn Recreation Commission Regular Meeting Commission February 28, 2025 7:00 AM Village Links/Reserve 22 Board or Recreation Date: February 28, 2025 Commission: Meeting: Regular Called to 7:00 a.m. Order: Quorum: Yes Adjourned: 7:55 a.m. MEMBER ATTENDANCE: Carol Scott Chairperson Present Nancy Carter Commissioner Present Tony Coconate Commissioner Present Scott Coldiron Commissioner Present James Ozog Commissioner Present Rick Quoss Commissioner Present Tom Slowinski Commissioner Absent Also Present: Noel Allen General Manager / Staff Liaison Mike Campbell Director of Golf Andrew Cross Golf Course Superintendent Jon Satinover Food & Beverage Director Public A. CALL TO ORDER/ROLL CALL The February 28, 2025 meeting of the Recreation Commission was called to order at 7:00 a.m. at the Village Links of Glen Ellyn; 485 Winchell Way; Glen Ellyn, Illinois by Chairperson Scott. B. APPROVAL OF MINUTES FROM JANUARY 31, 2025 APPROVAL OF MINUTES FROM JANUARY 31, 2025 MEETING MOTION BY: Commissioner Coconate SECONDED BY: Commissioner Ozog RESULT: Unanimous Page 2 of 49  Recreation 2 February 28, 2025 C. PUBLIC COMMENT – None D. STANDING REPORTS 1. Financial – Noel Allen – Manager Allen provided several financial updates, noting that the village has received emails regarding pricing policies for specific groups. Public comments on this topic are anticipated, and some community members may attend future meetings to discuss their concerns. Allen reminded the commission that discounts for certain groups had already been reviewed and discussed. Allen also outlined a change to the meeting format, stating that he will continue providing overall financial updates, while each division head will share updates for their respective areas. On the financial front, revenues were up by $36,000, with the restaurant contributing 40% of that increase. Golf revenue saw a slight boost in January, driven by driving range sales and winter golf program registrations. Expenses, however, were higher than anticipated. Despite receiving three $9,000 credits from Tagmarshal, the village incurred several one-off expenses: • $20,000 for consulting fees from Greg Martin • $12,000 for the conversion from Google to the Village's Outlook email server, which took effect in 2025 • $16,000 for software expenses and grounds crew equipment refurbishment Cash reserves currently stand at $2.1 million, down by $296,000. Allen noted that various financial scenarios are being modeled — average, best, and worst case. In an average scenario, year-end cash reserves would reach $2.3 million, while the worst-case scenario would result in a $195,000 balance. Despite some challenges, the village remains in a stable financial position. The 2025 budget is expected to show a slight loss. Additionally, February’s financials will likely appear unfavorable compared to last year due to the earlier opening date of February 23 in 2024. 2. Manager’s Report A. Golf – Mike Campbell – Director Campbell noted that January is typically a slower month, but registration for VIP and Resident Cards has begun. January and February are also significant months for receiving merchandise. Campbell and Vince attended the PGA show — the first time in 20 years — which provided valuable learning opportunities and networking. They discovered many new and exciting developments in the golf industry. In January, the team focused on preparing outing contracts and completed the installation of hallway TVs for advertising purposes. Changes are also being made to the deposit structure for new outings. Previously, a flat $500 deposit was required across the board, but moving forward, deposits will be scaled based on the size of the outing, Page 3 of 49  Recreation 3 February 28, 2025 ranging from $1,000 to $2,000. This change was prompted by a no-show outing last year, which resulted in a $25,000 revenue loss. The team is excited for the upcoming season and anticipates opening within the next 1–2 weeks. B. Reserve 22 – Jon Satinover – Director Satinover reported that sales are trending upward, with banquet sales up 40% and February continuing that positive trend. The primary concern at the moment is the cost of goods sold, which the team is closely monitoring. Several projects and improvements are underway at the restaurant. Centerpieces have been updated, and a new banquet menu was introduced on February 1. A 22% service fee was implemented to cover tips and Liz's commission. January was an eventful month, featuring four successful Elsa-themed events and a well-received chili cook-off. On January 28, an all-staff meeting focused on team building and a variety of topics, making it a productive and engaging session. Currently, the team is finalizing the menu for the halfway house and golf season. Kim will take over liquor, beer, and wine orders moving forward. Seasonal hiring will begin more aggressively in April, with the new restaurant menu set to roll out on April 1. Preparations are already underway for St. Patrick’s Day and Easter. To minimize last- minute cancellations, this year’s Easter reservations will require a $10 per person deposit. The team has also made strides in improving carryout service, introducing two new types of carryout containers and updated bags. In response to Commissioner Quoss’s inquiry about managing food costs, Satinover explained that the chef remains mindful of spending, consistently watching for price increases and adjusting product mix when needed — even considering menu changes if costs rise too high. Additionally, Manager Allen shared that the carpet in the boardroom and banquet room has been replaced. A restaurant refresh, approved by Mark Franz, will begin in the coming weeks. C. Grounds – Andrew Cross – Golf Course Superintendent Cross provided an overview of the grounds crew’s activities and ongoing projects. In January, the team focused on monitoring weather conditions and handling snow removal. When there were no major events, snow was left on the parking lot to melt naturally, avoiding large mounds of snow. The crew also removed 25–30 trees, most of which were in declining health. Additionally, the holiday lights were taken down and replaced with a winter wonderland display in the bar area. Regarding capital projects, most budgeted items have already arrived, with significantly reduced lead times — now just a few months compared to the year-long waits experienced previously. The most significant purchase was a new skid steer valued at $120,000, which is expected to serve the team for the next 20 years. On staffing, interviews are underway to bring in additional seasonal workers, though many from last year’s team will be returning. The transition from Google to Outlook has Page 4 of 49  Recreation 4 February 28, 2025 been completed and the grounds department is also implementing new task-tracking software, which will help monitor labor more efficiently. Cross highlighted their attendance at the GCSA tradeshow, which provided valuable educational opportunities, particularly around the growing trend of robotics in mowing and grounds management. The team is collaborating with Jon on several projects, including office reorganizations following Jeff’s departure. The breakroom and meeting room have also been refreshed with new tables, chairs, and a fresh coat of paint, making the space more inviting and functional. Finally, Cross shared progress on training initiatives and a newly drafted mission statement, vision, and values — developed in collaboration with Manager Allen. This effort aims to provide staff with a clear, shared focus and a sense of direction moving forward. 3. Trustee Liaison – Steve Thompson – No report E. OLD BUSINESS 1. Master Plan Update – Manager Allen provided an update on the master plan, noting that Greg Martin shared the final concept verification report, which initially proposed a four-phased approach. Staff felt this approach was overwhelming, with the primary concern being the significant disruption it would cause to golfers. In response, they requested a simplified two-phase approach — one focused on a 9-hole course and the other on the 18-hole course — and Greg Martin revised the plan accordingly. Allen asked the Recreation Commission (RC) to review the updated plan and come back next month with their questions and feedback. The proposed plan is a $12 million investment, and Greg Martin has provided his recommended next steps, including detailed drawings, construction documents, and permitting. Staff believes the two-phase approach is manageable, starting with the 9-hole course. Although this would mean losing some play in the fall and spring, the 27- hole capacity during summer would remain intact. However, funding the $12 million project will require borrowing, and Martin’s recommended next steps for the project won’t begin right away unless permits remain valid in perpetuity. For now, the team will enter a waiting phase, focusing on building cash reserves and waiting for current debt to resolve before taking on new obligations. If the next few years are particularly strong financially, there’s a possibility of funding Phase 1 from reserves. In the meantime, course weaknesses have been addressed, and a solid plan is in place. Andrew Cross suggested holding off on some capital expenditures to further strengthen reserves and improve the financial position. Chairperson Scott inquired about the village’s stance on fundraising efforts, proposing creative ideas like naming bunkers after donors. Page 5 of 49  Recreation 5 February 28, 2025 Manager Allen requested the Recreation Commission bring funding suggestions to the next meeting, which he will present to Mark Franz. This topic will be added to next month’s agenda for further discussion. F. NEW BUSINESS - None G. NEXT MEETING - March 28, 2025 H. ADJOURNMENT Commissioner Ozog motioned and Commissioner Quoss seconded to adjourn the meeting. The meeting was adjourned at 7:55 a.m. Submitted by Elisa Pollina, Recording Secretary Reviewed by Noel Allen, Staff Liaison Page 6 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Report Prepared By: Ann Pedersen, Noel Allen AGENDA ITEM (ID DOC ID: 2025-93 # 2025-93) Financial - Noel Allen Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: 1. Village Links - Financial Statements - February 2025 2. Cash Balance Scenarios Page 7 of 49  VILLAGE LINKS / RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2025 2025 MONTH YEAR-TO-DATE ORG DESCRIPTION BUDGET 2025 2024 DIFF % DIFF 2025 2024 DIFF % DIFF REVENUES: 5500 Village Links Revenues $ 4,391,100 $ 36,581 $ 73,331 $ (36,750) -50% $ 50,181 $ 81,190 $ (31,009) -38% 5520 Reserve 22 Revenues 3,748,450 118,302 131,585 (13,284) -10% 223,361 206,142 17,219 8% Total Revenues $ 8,139,550 $ 154,883 $ 204,917 $ (50,034) -24% $ 273,542 $ 287,332 $ (13,790) -5% EXPENDITURES: 55700 Administration $ 802,432 $ 84,892 $ 48,510 $ 36,382 75% $ 159,391 $ 100,852 $ 58,538 58% 55710 Golf Course Maintenance 1,452,748 68,510 57,761 10,748 19% 138,695 98,833 39,862 40% 55720 Golf Services 1,111,406 43,535 71,912 (28,377) -39% 80,533 114,238 (33,704) -30% 55730 Reserve 22 3,358,636 162,725 178,221 (15,496) -9% 361,919 353,076 8,843 3% 55740 Stormwater Management 51,585 1,319 456 863 189% 2,652 936 1,715 183% 55750 Pro Shop Merchandise 175,053 (8,509) 4,912 (13,421) -273% (4,781) (144) (4,637) 3231% 55780 Motorized Carts 68,060 - - - 0% - - - 0% 557X5 Mechanical Maintenance 417,756 26,288 48,864 (22,576) -46% 46,068 82,145 (36,077) -44% Total Operating Expenses $ 7,437,676 $ 378,759 $ 410,636 $ (31,876) -8% $ 784,476 $ 749,936 $ 34,540 5% Operating Income (Loss) $ 701,874 $ (223,877) $ (205,719) $ (18,158) 9% $ (510,934) $ (462,605) $ (48,330) 10% Debt Service 303,100 - - - 0% - - - 0% Capital Expenditures 460,100 57,848 104,019 (46,172) -44% 74,228 104,019 (29,791) -29% CHANGE IN NET POSITION $ (61,326) $ (281,724) $ (309,739) $ 28,014 -9% $ (585,162) $ (566,624) $ (18,538) 3% KEY METRICS Goal Personnel Expenses as % of Sales 50% 159% 107% 53% 175% 152% 23% Cash Balance (End of Month, in $000's) $ 1,860 $ 2,047 $ 2,247 $ (200) 3/25/2025 Page 1 of 6 Page 8 of 49  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of February 28, 2025 ORG/ 2025 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2025 2024 DIFF % DIFF 2025 2024 DIFF % DIFF 5500 VILLAGE LINKS REVENUES: 440550 Green Fees $ 2,800,000 $ 403 $ 20,627 $ (20,224) -98% $ 582 $ 20,398 $ (19,816) -97% 440554 Pro Shop - Sales 200,000 1,569 2,389 (820) -34% 3,000 2,745 255 9% 440555 Motor Carts 650,000 - 3,993 (3,993) -100% - 3,993 (3,993) -100% 440556 Driving Range 500,000 1,073 10,622 (9,549) -90% 1,343 10,749 (9,406) -88% 440557 Resident Cards 35,000 5,895 9,620 (3,725) -39% 7,400 10,180 (2,780) -27% 460100 Investment Income 60,000 7,110 6,010 1,101 18% 14,115 12,644 1,471 12% 489000 Miscellaneous Revenue 146,100 20,517 20,022 495 2% 23,720 20,428 3,292 16% 489100 Miscellaneous - Over/Short - 14 48 (34) -72% 20 53 (33) -62% Total Revenues $ 4,391,100 $ 36,581 $ 73,331 $ (36,750) -50% $ 50,181 $ 81,190 $ (31,009) -38% COST OF GOODS SOLD: 520945 Cost of Goods Sold - Pro Shop $ 140,000 $ (10,802) $ 2,802 $ (13,604) -486% $ (9,315) $ (5,087) $ (4,228) 83% Total Cost of Goods Sold $ 140,000 $ (10,802) $ 2,802 $ (13,604) -486% $ (9,315) $ (5,087) $ (4,228) 83% Gross Profit $ 4,251,100 $ 47,383 $ 70,529 $ (23,146) -33% $ 59,496 $ 86,278 $ (26,781) -31% OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 1,314,522 $ 109,631 $ 81,341 $ 28,290 35% $ 197,235 $ 166,257 $ 30,978 19% 510120 Salaries - Non-Pensionable 488,163 209 1,306 (1,097) -84% 379 1,813 (1,435) -79% 510200 Salaries - Overtime 23,500 256 - 256 0% 320 - 320 0% 510400 FICA Taxes 139,705 8,336 6,213 2,122 34% 14,842 12,526 2,316 18% 510500 IMRF 68,670 5,580 3,561 2,019 57% 10,003 7,285 2,718 37% 590600 Health Insurance 146,100 11,072 11,095 (23) 0% 22,145 22,191 (46) 0% 52XXXX Contractual Services 1,178,430 82,735 92,240 (9,505) -10% 173,755 151,537 22,218 15% 53XXXX Commodities 579,950 9,017 33,856 (24,839) -73% 13,195 40,339 (27,144) -67% Total Operating Expenses $ 3,939,040 $ 226,836 $ 229,613 $ (2,777) -1% $ 431,873 $ 401,948 $ 29,925 7% Operating Income (Loss) $ 312,060 $ (179,453) $ (159,084) $ (20,369) 13% $ (372,377) $ (315,671) $ (56,706) 18% Operating Income (Loss) Percentage 7% -491% -217% -742% -389% KEY METRICS Goal Rounds Played 80,000 86 1,017 (931) 124 1,034 (910) Revenue Per Round $ 54.89 $ 425.36 $ 72.11 $ 353.26 $ 404.69 $ 78.52 $ 326.17 Resident Cards Sold N/A 614 1,009 (395) 768 1,066 (298) Cost of Goods Sold % - Pro Shop 70% -688% 117% -806% -311% -185% -125% Personnel Expenses as % of Sales 50% 369% 141% 228% 488% 259% 229% 3/25/2025 Page 2 of 6 Page 9 of 49  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of February 28, 2025 ORG/ 2025 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2025 2024 DIFF % DIFF 2025 2024 DIFF % DIFF MISCELLANEOUS REVENUE Miscellaneous Revenue includes the following items that don't fit into any of the major revenue categories: Adult & Junior Golf Lessons $ 18,726 $ 18,991 $ (265) $ 18,726 $ 18,991 $ (265) Hand Cart Rentals 30 596 (566) 60 601 (541) Golf Club Rentals - 30 (30) - 30 (30) Locker Rentals 1,200 300 900 2,000 300 1,700 Illinois Sales Tax (1.75%) 117 95 22 487 456 32 Glen Ellyn Food & Beverage Tax (1%) 14 10 4 55 50 5 Tree Donation 500 - 500 500 - 500 Miscellaneous (70) - (70) 1,892 - 1,892 Total $ 146,100 $ 20,517 $ 20,022 $ 495 $ 23,720 $ 20,428 $ 3,292 3/25/2025 Page 3 of 6 Page 10 of 49  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2025 ORG/ 2025 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2025 2024 DIFF % DIFF 2025 2024 DIFF % DIFF 5520 RESERVE 22 REVENUES: 441100 Food $ 2,111,500 $ 77,825 $ 84,705 $ (6,879) -8% $ 146,958 $ 134,417 $ 12,541 9% 441101 Liquor 483,800 10,231 13,595 (3,364) -25% 19,400 19,816 (416) -2% 441102 Beer 557,100 8,411 9,792 (1,381) -14% 15,198 14,906 292 2% 441103 Wine 242,900 10,703 11,487 (784) -7% 21,586 18,238 3,348 18% 441104 NA Beverages 121,500 1,490 2,325 (835) -36% 3,298 3,795 (497) -13% 441106 Room Charges 3,800 - - - 0% 60 68 (8) -12% 441107 Service Charges 227,600 9,195 9,750 (555) -6% 16,414 14,970 1,444 10% 489000 Miscellaneous Revenue 250 446 (68) 515 -753% 446 (68) 515 -753% Total Revenues $ 3,748,450 $ 118,302 $ 131,585 $ (13,284) -10% $ 223,361 $ 206,142 $ 17,219 8% 55730 COST OF GOODS SOLD: 530400 Cost of Goods Sold - Beer $ 144,850 $ 2,645 $ 102 $ 2,543 2485% $ 5,829 $ 2,576 $ 3,252 126% 530401 Cost of Goods Sold - Wine 75,300 2,955 6,381 (3,426) -54% 6,777 9,490 (2,713) -29% 530402 Cost of Goods Sold - Liquor 101,600 5,136 1,365 3,771 276% 6,170 2,784 3,386 122% 530405 Cost of Goods Sold - NA Beverages 63,180 34 2,496 (2,462) -99% 956 4,029 (3,073) -76% 530420 Cost of Goods Sold - Food 675,680 18,347 24,023 (5,676) -24% 45,938 40,001 5,937 15% Total Cost of Goods Sold $ 1,060,610 $ 29,117 $ 34,368 $ (5,251) -15% $ 65,670 $ 58,880 $ 6,789 12% Gross Profit $ 2,687,840 $ 89,184 $ 97,218 $ (8,033) -8% $ 157,691 $ 147,261 $ 10,430 7% Gross Profit Percentage 72% 75% 74% 71% 71% 55730 OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 838,556 $ 67,929 $ 61,970 $ 5,959 10% $ 132,770 $ 120,895 $ 11,875 10% 510120 Salaries - Non-Pensionable 749,543 25,061 34,749 (9,688) -28% 62,516 69,938 (7,423) -11% 510200 Salaries - Overtime 7,500 - 39 (39) -100% - 79 (79) -100% 510399 Tips Paid Through Payroll - (1,055) (1,535) 481 -31% 7,196 3,573 3,623 101% 510400 FICA Taxes 153,178 7,882 8,259 (377) -5% 17,286 16,524 762 5% 510500 IMRF 43,689 3,860 3,301 559 17% 7,819 6,432 1,387 22% 590600 Health Insurance 85,500 7,162 7,068 94 1% 14,325 14,137 188 1% 52XXXX Contractual Services 227,560 15,416 13,464 1,952 14% 35,286 33,428 1,858 6% 53XXXX Commodities 192,500 7,352 16,537 (9,186) -56% 19,052 29,189 (10,137) -35% Total Operating Expenses $ 2,298,026 $ 133,608 $ 143,853 $ (10,245) -7% $ 296,249 $ 294,195 $ 2,054 1% Operating Income (Loss) $ 389,814 $ (44,423) $ (46,635) $ 2,212 -5% $ (138,558) $ (146,934) $ 8,376 -6% Operating Income (Loss) Percentage 10% -38% -35% -62% -71% 3/25/2025 Page 4 of 6 Page 11 of 49  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2025 ORG/ 2025 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2025 2024 DIFF % DIFF 2025 2024 DIFF % DIFF KEY METRICS Goal Revenue Source: Restaurant/Bar N/A $ 65,642 $ 78,292 $ (12,650) -16% $ 128,857 $ 123,305 $ 5,552 5% Banquets N/A 52,190 51,637 553 1% 94,023 81,181 12,842 16% Other N/A 469 1,656 (1,187) -72% 481 1,656 (1,175) -71% Total $ 3,748,450 $ 118,302 $ 131,585 $ (13,284) -10% $ 223,361 $ 206,142 $ 17,219 8% Reserve 22 Revenues (Last 12 Months) $ 3,748,450 $ 3,609,613 $ 3,781,072 $ (171,460) -5% Reserve 22 Expenses (Last 12 Months) $ 3,358,636 $ 3,345,795 $ 3,401,148 $ (55,353) -2% # Guest Checks (Restaurant/Bar) N/A 1,331 1,753 (422) 2,647 2,840 (193) Revenue Per Guest Check N/A $ 49.32 $ 44.66 $ 4.66 $ 48.68 $ 43.42 $ 5.26 # Guests (Restaurant/Bar) N/A 2,073 2,839 (766) 4,116 4,520 (404) Average Guest Spend N/A $ 31.67 $ 27.58 $ 4.09 $ 31.31 $ 27.28 $ 4.03 Cost of Goods Sold % 28% 25% 26% -2% 29% 29% 1% Cost of Goods Sold % (By Category): Cost of Goods Sold - Beer 26% 31% 1% 30% 38% 17% 21% Cost of Goods Sold - Wine 31% 28% 56% -28% 31% 52% -21% Cost of Goods Sold - Liquor 21% 50% 10% 40% 32% 14% 18% Cost of Goods Sold - NA Beverages 52% 2% 107% -105% 29% 106% -77% Cost of Goods Sold - Food 32% 24% 28% -5% 31% 30% 2% Personnel Expenses as % of Sales 50% 95% 88% 7% 105% 111% -6% Prime Cost (Cost of Goods Sold + Personnel Expenses) as % of Sales 78% 119% 114% 5% 134% 139% -5% 3/25/2025 Page 5 of 6 Page 12 of 49  Village Links / Reserve 22 Dashboard Financial Reports As of February 28, 2025 Year-To-Date Net Income Year-to-Date Operating Income (Including Capital and Debt Expenditures) (Excluding Capital and Debt Expenditures) $2,000,000 $2,200,000 $1,800,000 $2,000,000 $1,600,000 $1,800,000 $1,400,000 $1,600,000 $1,200,000 $1,400,000 $1,000,000 $1,200,000 $800,000 $1,000,000 $800,000 $600,000 $600,000 $400,000 $400,000 $200,000 $200,000 $- $- $(200,000) 2021 $(200,000) $(400,000) 2022 $(400,000) $(600,000) 2023 $(600,000) $(800,000) 2024 $(800,000) $(1,000,000) 2025 2021 2022 2023 2024 2025 Reserve 22 Operating Income Reserve 22 Revenues (Excluding Capital and Debt Expenditures) 12-Month Rolling Revenues $600,000 $4,500,000 $4,300,000 $500,000 $4,100,000 $400,000 $3,900,000 $3,700,000 $300,000 $3,500,000 $3,300,000 $200,000 $3,100,000 $100,000 $2,900,000 $2,700,000 $- $2,500,000 $(100,000) $(200,000) 12-Month Rolling Revenue Budget 2021 2022 2023 2024 2025 Golf Operating Income Cash Reserves (Excluding Capital and Debt Expenditures) $4,000,000 $1,800,000 $3,500,000 $1,600,000 $3,000,000 $1,400,000 $1,200,000 $2,500,000 $1,000,000 $2,000,000 $800,000 $1,500,000 $600,000 $400,000 $1,000,000 $200,000 $500,000 $- $- $(200,000) $(400,000) $(600,000) 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 3/25/2025 Page 6 of 6 Page 13 of 49  VILLAGE LINKS / RESERVE 22 MONTHLY CASH INCREASE/DECREASE HISTORY (000) JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2014 (112) (270) (77) 50 130 30 306 177 138 10 (148) (663) 2015 (100) (63) 9 67 80 153 356 352 239 (97) (42) (689) 2016 (114) (20) 41 (109) 206 296 186 237 160 36 (76) (671) 2017 (114) 42 (218) (57) (11) 223 328 291 72 (69) (151) (681) 2018 (113) (50) (157) (56) 216 153 291 92 165 (102) (160) (716) 2019 (144) (53) (138) (136) 99 304 319 171 146 (64) (148) (680) 2020 (173) (21) (43) (225) 69 516 237 500 214 (23) (21) (843) 2021 (135) (26) 96 172 371 391 220 447 272 127 (137) (852) 2022 (173) 19 (130) (48) 40 289 111 474 228 105 (115) (612) 2023 (181) (45) (196) 53 503 177 449 426 264 73 (231) (492) 2024 (269) (144) (31) (215) 133 145 244 301 (80) 204 (436) (401) 2025 (296) (110) Avg (160) (62) (77) (46) 167 243 277 315 165 18 (151) (664) Best (100) 42 96 172 503 516 449 500 272 204 (21) (401) Worst (296) (270) (218) (225) (11) 30 111 92 (80) (102) (436) (852) NEXT 12 MONTH CASH BALANCE SCENARIOS 2025 2025 2025 2025 2025 2025 2025 2025 2025 2025 2025 2026 FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN Avg 2,047 1,970 1,924 2,091 2,335 2,611 2,927 3,092 3,110 2,959 2,295 2,135 Best 2,047 2,143 2,239 2,411 2,914 3,430 3,879 4,379 4,651 4,855 4,834 4,433 Worst 2,047 1,829 1,604 1,593 1,623 1,734 1,826 1,746 1,644 1,208 356 60 actual Page 14 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Report Prepared By: Noel Allen, Mike Campbell, Jon Satinover, Andrew Cross AGENDA ITEM (ID DOC ID: 2025-94 # 2025-94) Manager's Report Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: 1. Manager's Report - February 2025 Page 15 of 49  22 “Committed to Excellence since 1967” Manager’s Report for FEBRUARY 2025 Submitted by Noel Allen, General Manager February 2025 featured below average temperatures and snow, the overall winter (Dec-Feb) was cold and dry. Looking at February observations from O’Hare, the average temperature was 27.2°F (12.2°F below 2024, 1.6°F below normal). Precipitation was 0.52” (1.45” below normal) and snowfall was 4.9” (5.8” below normal). The winter of 2024-2025 had a total of 11.9” of snow (17.7” below normal), making it the lowest since 1937 (10th least snowy on record). GOLF Rounds played were down 92% for the month, and are down 88% for the year. Green Fee revenue was down 98% for the month, and is down 97% for the year. Driving Range revenue was down 90% for the month, and is down 88% for the year. Motor Car revenue was $0.00 for the month, and is $0.00 for the year. Pro Shop sales were down 34% for the month, and are up 9% for the year. Overall Golf revenues were down 56% for the month, and are down 51% for the year. Page 16 of 49 February results look disastrous after such an amazing February last year, but actually it was pretty typical. Golf registrations for resident and VIP cards were significantly down because we had not yet opened the golf courses, however junior camps and junior league registrations were up and permanent tee time registrations were tracking similarly to last year. The golf division had some major changes due to the retirement of long-time staff member Jeff Vesevick. Jeff Vesevick began in 1995 as the Director of Golf and was promoted to General Manager in 2014. Current Director of Golf, Noel Allen, interviewed and was promoted to General Manager. Mike Campbell interviewed and was promoted to Director of Golf and Vince Crovetti interviewed and was promoted to Head Golf Professional. Interviews for the 1st Assistant Golf Professional began in March and seasonal onboarding was a major focus in February with about 50 rehires completed. Golf staff was also busy receiving much of the spring and summer merchandise to sell in the golf shop, and booking outings and groups which takes careful coordination. RESERVE 22 With golf activity significantly down from last February, Reserve 22 performed strongly in February with overall revenues 2nd highest in its 12 full-year history, and our best start year to date. The Winter Wonderland theme continued through the end of the month and was taken down in anticipation of the beginning of the golf season. Page 17 of 49 The banquet team remained fairly busy and saw a minor increase in sales. There were 26 events in all our spaces in 2025, up 4 events from 2024. R22 staff continued working on concession menus, St. Patrick’s Day specials, and Easter Brunch planning. The bar area was re-organized and the addition of a dishwasher should increase efficiency which will translate to better guest service and higher sales. New patio furniture was ordered and should arrive in March. Research continued to develop an improved carryout program for golfers and regular diners using the Village Links smartphone app. Upgraded food containers will improve the quality as it is transported to its final destination. KEY METRICS As one might guess looking at golf revenues, our weather as measured by golf playable hours this February was down 100% from last year and is down about the same from a normal year. Despite golf revenues being down over $37,000 from last February, we only missed our target revenue by $7,500 this month. We are also watching golf utilization rates in the southern states which continue to remain similar or slightly up, as reported by Pellucid, Inc., a golf industry data analysis company we use. Page 18 of 49 Total revenue year-to-date comparisons to targeted budget numbers is still positive, even with an increased total revenue budget of $783,150. We anticipate the golf course will open in early to mid-March! Breaking down some comparative metrics: February 2025 GPH down 100% from February 2024 and down slightly less from a "normal" year February 2025 YTD GPH down 100% from February 2024 YTD and down about the same from a "normal" year January 2025 Golf Datatech Chicagoland rounds played up 11.2% January 2025 Village Links rounds played up 124% - normally we are stronger than the Chicagoland metric YTD through January 2025 Golf Datatech Chicagoland rounds played up 11.2% YTD through January 2025 Village Links rounds played up 124% - again, normally we are stronger than the Chicagoland metric 2025 YTD total revenue $16,399 over YTD budget target (2024 February YTD total revenue was over YTD budget target by $56,689. (2025 targets were increased by $783,150) Golf cars grounded 28 days in February 2025 and 29 days in February 2024 February 2025 R22 restaurant and bar sales down 16% YTD 2025 R22 restaurant and bar sales up 5% February 2025 R22 banquet sales up 1% YTD 2025 R22 banquet sales up 16% Page 19 of 49 GOLF COURSE AND GROUNDS The Grounds Crew finished working on most of our winter tasks and shifted to preparation of opening the course. Grounds 1. Monitoring weather for any adverse effects of greens 2. Snow removal as required 3. Working on course accessory upgrades and repairs 4. Continuing to review practices and plan for year ahead 5. New labor board and tracking software 6. Continued removal of dead, dying, or potentially dangerous trees 7. Finalizing hiring plans for seasonal staff 8. Continuing with Master Plan process 9. Tropical plants continue to be monitored, cleaned, and watered in the basement 10. Panfish and Lambert Lake garbage picked up as needed 11. Trash removal along Lambert and Taft roads 12. New Teleskid from JCB arrived (see below) 13. Coordinating deliveries of course supplies and new capital Mechanical and Building Maintenance 1. 15 pieces of equipment were repaired and/or serviced 2. Started golf cart service 3. Monitoring of clubhouse for service needs 4. Coordinated install of new bar dishwasher and necessary plumbing 5. Frozen pipe repair in Blue Heron South 6. Hanging of plaques and trophies in the golf shop hallway 7. Installed new lighting in Kitchen 8. Installed new lighting in GM’s office and Director of F&B’s office 9. Networking install to banquet desk in F&B upstairs office Page 20 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Discussion Item Prepared By: Mike Campbell AGENDA ITEM (ID DOC ID: 2025-190 # 2025-190) a. Golf - Mike Campbell Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: Page 21 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Discussion Item Prepared By: Jon Satinover AGENDA ITEM (ID DOC ID: 2025-191 # 2025-191) b. Reserve 22 - Jon Satinover Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: Page 22 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Discussion Item Prepared By: Andrew Cross AGENDA ITEM (ID DOC ID: 2025-192 # 2025-192) c. Grounds - Andrew Cross Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: Page 23 of 49  Glen Ellyn Recreation Meeting 3/28/2025 7:00 AM Commission Department: Village Links 535 Duane Street Department Head: Noel Allen Glen Ellyn, IL 60137 Category: Discussion Item Prepared By: Steve Thompson AGENDA ITEM (ID DOC ID: 2025-96 # 2025-96) Trustee Liaison - Steve Thompson Statement of the Issue: Analysis: Budget Impact: Contribution to Strategic Plan Action Requested: Attachments: Page 24 of 49 Village Links Golf 2025 NE W LEADERSHIP WITH N EW IDEAS Page 25 of 49 Popular! Golf’s renewed popularity does not seem to be waning as we While Golf Capacity Rounds were With good weather, we have feared it may. Our current 5 year up approximately 6% over a been able to achieve numbers average rounds is up 22% from 5 “normal” year, our rounds played not thought possible since before years ago, and 5 year average were up approximately 15% over 2001 green fees are up 43% from 5 a “normal” year years ago Page 26 of 49  $4,500,000.00 100,000 $4,000,000.00 90,000 80,000 $3,500,000.00 70,000 $3,000,000.00 60,000 $2,500,000.00 50,000 $2,000,000.00 40,000 $1,500,000.00 30,000 $1,000,000.00 20,000 $500,000.00 10,000 $- - 2020 2021 2022 2023 2024 Budgeted Rounds 72,000 72,000 78,000 78,000 78,000 Actual Rounds 74,894 80,533 77,236 84,085 90,184 Budgeted Green Fees $1,850,000.00 $1,950,000.00 $2,250,000.00 $2,400,000.00 $2,500,000.00 Actual Green Fees $2,096,702.07 $2,502,133.50 $2,420,580.59 $2,683,417.09 $2,973,623.97 Rounds & Green Fees – Budgeted vs. Actuals 2020 – 2024 Page 27 of 49  As usual, weather played a key role in our success and profitability In 2023, Golf Playable Hours (GPH) were up 15% off the previous year, and about 6% above historical averages. Results for Golf Capacity Rounds (GSD) were similar The Fickle Hand In 2024, GPH was up 1% on the prior year, and about 6% Mother Nature – Friend or Foe? above historical averages. GSD was up similarly Despite overall good results, Tuesday suffered a large decline in capacity, being significantly below 2023 The largest challenge with the weather is in right-sizing the day-to-day operations to match conditions, i.e., cutting unneeded staff Because we cannot influence the weather in any way, this results in a large external variable operating as a headwind at times or a tailwind at other times Page 28 of 49 1900 1850 1800 1750 1700 1650 1600 1550 1500 2022 2023 2024 Source: Pellucid Golf Playable Hours per Year vs Normal 2022 – 2024 Page 29 of 49 54000 52000 50000 48000 46000 44000 42000 2022 2023 2024 Source: Pellucid Golf Capacity Rounds per Year vs Normal 2022 – 2024 Page 30 of 49 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 January February March April May June July August September October November December 2022 2023 2024 Normal Source: Pellucid Golf Capacity Rounds per Month vs Normal 2022 – 2024 Page 31 of 49  Sunday Saturday Friday Thursday Wednesday Tuesday Monday 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 2024 2023 2022 Source: Pellucid Golf Capacity Rounds by Day 2022 – 2024 Page 32 of 49  Director of Golf Noel Allen has been promoted to General Manager, and will be less involved in the day-to-day operations of the Golf Division Head Golf Professional Michael Campbell has been promoted The More Things to Director of Golf, and will be bringing a special focus on Change… upping our customer service 1st Assistant Golf Professional Vince Crovetti has been 2025 represents the most significant change that the Village Links Golf promoted to Head Golf Professional, and will be focusing on Division has faced in several years building up the professional staff to improve our instruction abilities Newly hired 1st Assistant Golf Professional Joey Gavac will be bringing a diversity of experience to the Village Links as we further develop his abilities as a golf professional Page 33 of 49  We remain committed to Excellence in Public Golf, as we have since 1967 The “Country Club feel” that many of our customers express remains our goal as we deliver top-notch customer service …The More They Whether it is your first round here, or your fiftieth, our Stay The Same mission is to make you feel taken care of The Village Links will continue to As demonstrated by our ratings and reviews, we are deliver a superior product and stellar service to our many thousands of succeeding at showing our customers a good time customers Still, we must be vigilant to ensure there is no erosion in the customer base, which is why retention remains our big picture objective Page 34 of 49  Cost: Golf can be an expensive sport, and the cost of playing, including greens fees, equipment, a new tax on rentals, and attire, can deter some customers from returning. Retention, Time: Golf can take a long time to play, and customers may find it difficult to commit to spending Retention, several hours on the course, which can lead to reduced returns. Retention Competition from other local golf courses and leisure activities: Golf is not the only leisure activity available, and customers may shift to different modes of entertainment, such as gaming or outdoor activities that require less time and expense. There are several challenges in the golf Seasonality: Many golf courses have to shut down during the winter months, so customers business that relate to customer may find alternative activities to occupy themselves during the offseason, which can affect retention. future participation. Difficulty of the sport: Golfing can be a challenging sport, and customers may become discouraged if they are not making progress or see as an impediment. Maintenance and upkeep of the golf course: If the playing conditions are poor, the customers will not enjoy playing the game which will deter them from coming back. Poor customer service: Insufficient or poor customer service support can result in negative experiences that reduce the likelihood of customers returning to the business. Page 35 of 49  Cost: while we cannot control the external factors relating to equipment and apparel costs, we have options on our price; we are sensitive to the golf market and seek to maintain our position; to that end, we do an annual market study to see where we stand and, in concert with observed demand, set a fair price Round Times: the Village Links is committed to keeping pace and helping our customers play in a Addressing the reasonable amount of time. The addition of Tagmarshall will help us maintain our round time goals Challenges With Cantigny and Orchard Valley closing for renovations we have the opportunity to procure new guests. Against other leisure activities, our focus has to be on making golf look fun through creative use of marketing Overall, Customer retention is important in the golf business as Length of Season: we are at the mercy of weather here at the Links, and there’s not much we can do to change that keeping customers optimizes revenue and profitability. Golf is Hard: We can mitigate against the difficulty of golf by promoting our group lessons, Retaining customers and keeping them which are aimed at beginners, and perhaps there is an opportunity here through the use of free clinics taught by our professional staff satisfied involves understanding and addressing the challenges they face when participating in the sport. Quality: The Village Links is maintained to a high standard and since Superintendent Cross’ tenure began, reviews have been excellent Five Star Service: Through the use of more experienced staff in our key customer service positions, we have increased customer satisfaction; when paired with ongoing training and frequent check-ins by management- level staff, our customer service game is now shooting under par Page 36 of 49 The Defector Rather than focusing on acquiring new Social networking – not having customers, which is hard, we will look to connections that keep you playing getting back customers that we have lost Research shows that the 3 biggest causes Restrictions – golf has a lot of “don’ts” that of players quitting golf are can be difficult to accept for new players Skill level – golf is a difficult game, and We aim to find ways to bring these players even a small increase in playing ability back to the Links translates into large increases in enjoyability Page 37 of 49  Year-to-Date 2025 is a return to form compared to last year, with an opening day on 3/12 and rounds close to the 5 year average. Early Spring in Chicagoland continues to frustrate, with rainy and wet conditions persisting, in addition to wild variations in temperature. While nice to get revenue, first quarter results tend not to be predictive or a leading indicator for remainder of the year results. We remain cautiously optimistic. Page 38 of 49 Technology Partners We work closely with a number of vendors to deliver The Village of Glen Ellyn IT Department provides stellar superior products and services to our customers support for any issues that arise and are continuously leveraging new and evolving technologies to provide working to roll out updates and improvements to our industry-leading performance systems and reduce the need for on-site service calls Club Prophet Systems Installation of new main floor network hardware to remove obstacles to further 1-2-1 Marketing expansion Gallus Golf New large iPad for the ranger to use with Golf Genius Tagmarshal Tagmarshal Earth Networks Security system upgrade and replacement TBD Hot Schedules Page 39 of 49 Future Tech Improvements Golf Genius will now Tagmarshal has been upgraded Staff will continue to examine automatically post scores to to a new major version, which the possibility and feasibility of GHIN rather than requiring we are told will help with many bringing in either Top Tracer or manual intervention, saving of the issues we experienced Trackman Range to add interest time and ensuring scores are last year with implementing the to the driving range, one of our posted and not forgotten system most profitable sectors Page 40 of 49 Staffing The hiring program in place the last few years continues to pay dividends, with record numbers of returning staff and a growing bench of experienced employees working the Cashier and Helper position We have switched from dedicated Supervisors to training interested employees that meet our standards as Supervisors; though done more out of necessity due to challenges hiring golf professionals, this experiment has turned out well for us Page 41 of 49 Onboarding The Village has reduced the number of forms needed for returning staff to fill out, simplifying the rehire process We continue to maintain the responsibility for initiating the background check process, and have seen improved response rates The digital version of the Change of Status form has simplified the process of assigning staff the correct job and pay codes, with possibility to be further streamlined with a new HR module in the Enterprise ERP software. Page 42 of 49 Training Training materials are constantly being reviewed and assessed to find any areas where improvements can be made Have shared responsibility for annual sexual harassment and diversity, equity, and inclusion training with HR Golf staff will have 100% compliance with ILCC requirements for BASSET training Page 43 of 49 2025 Tournament Schedule May 3rd & 4th: Throughout May: Throughout June: March 23rd: Spring June 6th & 7th: Village Links VL Amateur 1st VL Amateur 2 nd Scramble Have One On Us Amateur Qualifier Round Round June 22 nd: Parent July 7th & 8th: July 13th: VL August 17th: 59th July 27th: Couples’ / Junior Junior Amateur 3 rd Annual Glen Ellyn Championship Tournament Championship Round Open September 7th: 2nd September 28th: October 4 th & 5th: November 9th: Annual Senior Fall Scramble Links Cup Iron Man Open Glen Ellyn Open Page 44 of 49 Leagues 3 in house leagues 9 guest leagues • Monday Men’s (18) • Monday - Bell Labs (9) • Wednesday Wagglers (Front 9) • Tuesday - Swinigin’ Set (18 & 9), • Wednesday Seniors (9) Lucent Technology (9) • Wednesday - Knights of Columbus (9), Twilight Golf Association (9) • Thursday - Valley View (Front 9), Thursday Night Men’s (9) • Thursday – Women On Course (9) • Friday - Spa Dog (9) Page 45 of 49 Outings Outings play an important role in our profitability, representing 11% of our green fee revenue while making up only 6% of our total rounds played Having the optimal number of outings is a delicate balancing act as we try to provide opportunities for this profitable segment of our business without alienating our core players or eroding our brand by creating a perception that it is hard to get a good tee time because we are always hosting an outing We have several policies in place during the summer season that help put a limit on outings, such as no morning shotguns on weekends to allow for the Permanent Times to play, no more than two Friday shotguns a month, and requiring a minimum group size of 40 to even consider doing a shotgun Page 46 of 49 Junior Program Same offerings as last year – All Day and Half Day Junior Camps, Summer Junior League, and Fall Junior League Camp program in its eighth year, remains broadly popular and is a key to developing our future customers and future success Summer Junior League continues to run exclusively by us rather than partnering with PGA, offers great opportunity for fun, competitive atmosphere for young golfers Fall Junior League is similar format and maintained popularity Page 47 of 49 Adult Program Same offerings as last year – Evening Adult Group Lessons for 3 1-hour sessions in May, June, July, and August and year round private lessons The group lesson program offers the opportunity for some individualized instruction in a more relaxed group setting, both developing players and providing a fun environment Private lessons are scheduled on an individual basis with our golf professionals to give a fully individualized experience Page 48 of 49 Challenges & Opportunities Capital investment has A hot labor market with the potential to drain our Bad weather can make or near-record low reserves if golf revenues break our profitability unemployment can make fall short retaining staff difficult Offering industry leading We must choose projects We must tightly control perks will allow us to to invest in only when it our large ticket expenses keep and attract staff becomes more costly to to keep reserves high in despite not being as not make improvements case of revenue shortfalls competitive on wages Page 49 of 49