Recreation Commission

Agenda Village of Glen Ellyn Recreation Commission Meeting Friday, April 24, 2026 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 Comment C. Approval of Minutes 1) Approval of Minutes from February 27, 2026 Meeting 2) Approval of Minutes from March 27, 2026 Meeting D. Standing Reports 1) Financials - Noel Allen 2) Manager's Report Golf - Mike Campbell Reserve 22 - David Manseau Grounds - Andrew Cross 3) Trustee Liaison - Steve Thompson E. 2026 Golf Operation Presentation 1) 2026 Golf Operation Presentation - Mike Campbell F. Old Business 1) Environmental Benefits & Fleet Analysis - Updated Presentation G. New Business H. Next Meeting - May 29, 2026 I. Adjourn Civility Pledge - In the interest of civility, I pledge to promote civility by listening, being respectful of others, acknowledging that we are striving to support and improve our community, and understanding that we each may have different ideas for achieving that objective. Page 1 of 43 Village of Glen Ellyn Minutes Village of Glen Ellyn Recreation Commission Regular Meeting Commission February 27, 2026 7:00 AM Village Links/Reserve 22 Board or Recreation Date: February 27, 2026 Commission: Meeting: Regular Called to 7:01 a.m. Order: Quorum: Yes Adjourned: 8:15 a.m. MEMBER ATTENDANCE: Carol Scott Chairperson Present Nancy Carter Commissioner Present Tony Coconate Commissioner Absent Scott Coldiron Commissioner Present James Ozog Commissioner Absent Rick Quoss Commissioner Present Tom Slowinski Commissioner Absent Also Present: Noel Allen General Manager Village Links Andrew Cross Golf Course Superintendent Mike Campbell Director of Golf David Manseau Food and Beverage Director Julie Rusin Marketing Strategist Elisa Pollina Recording Secretary Public Tom Manak Glen Ellyn Resident A. CALL TO ORDER/ROLL CALL The February 27, 2026 meeting of the Recreation Commission was called to order at 7:01 a.m. at the Village Links of Glen Ellyn; 485 Winchell Way; Glen Ellyn, Illinois by Chairperson Scott. B. PUBLIC COMMENT – Tom Manak, a Glen Ellyn resident and regular patron of the golf course, inquired about expectations for pace of play and how they are managed. He also asked how golfers are educated on properly raking bunkers and replacing divots, noting that he has not heard those reminders on the first tee. Page 2 of 43  Recreation 2 February 27, 2026 Golf Director Campbell responded that staff regularly communicate these expectations to players and are trained to reinforce proper course etiquette, including repairing divots and maintaining bunkers, as even experienced golfers occasionally forget. He stated that the target pace of play is four hours to four hours and fifteen minutes. Starters review a standard script with players on the first tee, which includes guidance on pace of play and course care. Manak commented that he rarely sees rangers on the back nine and asked whether leagues and permanent tee time holders also receive the same messaging. Campbell confirmed that expectations are communicated to all leagues and regular groups, and that staff address specific groups directly when pace of play or course care becomes an issue. C. APPROVAL OF MINUTES FROM January 30, 2026 APPROVAL OF MINUTES AS AMENDED FROM January 30, 2026 MEETING MOTION BY: Commissioner Carter SECONDED BY: Commissioner Coldiron RESULT: Unanimous D. STANDING REPORTS 1. Financial – Noel Allen – Manager Allen provided several financial updates. January revenues increased by $7,000, representing a 6% gain over the prior year, driven primarily by higher dining activity at Reserve 22 associated with the Winter Wonderland theme. Operating expenses were up 6%, or approximately $24,000, largely due to increased labor costs and the timing of certain purchases. In January, the majority of range balls for the season were purchased, and payment was made for the new golf carts, which is typically scheduled for May. Cash reserves decreased $716,000 as a result of the $400,000 golf cart payment. At this time, $66,000 remains in capital expenditures for the year. Overall financial targets remain on track for a successful year. 2. Manager’s Report A. Golf – Mike Campbell – Director Campbell provided an update on golf operations. He noted that January is typically a slower month; however, driving range usage increased by 53% compared to last year. Merchandise for the 2026 season has begun arriving, and he and Vince attended the PGA Show in January to review new products and equipment. VIP card registration is progressing well. Staff are currently focused on back-of-house projects, finalizing league registrations and outings, and preparing seasonal staffing plans. The course has transitioned to Titleist rental clubs and will receive 20 sets; while the bags must be purchased, clubs may be returned at the end of the season. Page 3 of 43  Recreation 3 February 27, 2026 A few outings were canceled this year due to groups seeking larger courses, though several new outings have been secured to offset those losses. Due to strong participation from our regular day-to-day and league play, the course has begun turning away some outing requests. Manager Allen noted that approximately 5–6% of total rounds should ideally come from outings. It was also shared that Mike Campbell was recently honored as the Illinois PGA Merchandiser of the Year. B. Reserve 22 – David Manseau – Director Manseau provided several updates on operations at Reserve 22. January delivered a strong performance, with revenues up 9.2% (approximately $10,000) over the prior year. Food and beverage costs were higher; beer sales remained flat, while wine sales declined. Hours of operation have been extended by one hour, and updates were made to the Winter Wonderland beverage program along with the addition of new menu items. Two new promotions have been introduced and will run through March: half-priced kids’ meals on Wednesdays and half-priced appetizers on Thursdays with the purchase of an entrée. Family-themed events continue to perform well. Sunday evening appearances featuring Elsa have been particularly strong, requiring staff coordination to manage the high number of guest interactions. Reserve 22 currently maintains a 4.5-star rating on OpenTable. Management discussed leveraging OpenTable Pro to better connect with existing and prospective guests, with plans to begin a trial program in the coming months that is expected to generate cost savings. On the banquet side, January was softer than the prior year, with 16 events compared to 22. The team is exploring options for large-party catering offerings that align with kitchen capacity. March Madness promotions are also being considered as a targeted marketing opportunity. With the golf course reopening next month, concessions will transition back under Food and Beverage operations, with continued attention on supporting pace of play. C. Grounds – Andrew Cross - Superintendent Cross provided several updates on grounds operations. January was a busy month as the team transitioned from the holiday season to the Winter Wonderland setup. Tree work was a major focus, with several maples showing splits and other trees removed due to safety concerns, overall condition, or impact on course layout. Staff also replaced emergency lighting in the clubhouse and conducted a review of the course. A pipe burst occurred due to cold temperatures, and plans are underway to insulate vulnerable areas. Carpets in the clubhouse and board room spaces were cleaned. Additionally, contracts for pond treatments and forestry mulching are being finalized to support ongoing maintenance and course health. Page 4 of 43  Recreation 4 February 27, 2026 E. 2026 Marketing Presentation – Julie Rusin – Marketing Strategist Rusin provided the Recreation Commission with a video recap of 2025 marketing initiatives and highlighted key achievements: • Spring Refresh won the OpenTable award for Best Ambiance. • Junior Golf Camps participation increased by 28%, while overall golf participation rose 4%. • Adult group lessons achieved 98% utilization. • VIP card membership grew 18%, driven by an internal sales contest. • Golf tutorial videos and hole-in-one announcement videos each garnered over 1,600 views. Videos introducing staff were also well-received. • The Village Links Golf App had 5,530 users, a 3% increase over the prior year. Reserve 22 highlights: • The Holiday Pop-Up bar and dining events were highly successful, with revenue up 47% from last year and fully booked spaces. Twenty influencers attended and shared content about Reserve 22. • Family events were well-attended, including pumpkin carving, Santa visits, and the New Year’s Eve family celebration. • Winter Wonderland in January drove revenues up 24% from the prior month and 64% from last year, with the Elsa event selling out. • The Chili Cookoff raised $630 for the Ed Posh Scholarship as well as 7 additional charities. Rusin also emphasized the continued promotion of events and programs across social media channels, ensuring broad community engagement and visibility. Overall, 2025 marketing initiatives effectively increased participation, revenue, and awareness for both golf and dining operations. F. OLD BUSINESS – None G. NEW BUSINESS – None H. NEXT MEETING – March 27, 2026 I. ADJOURNMENT Commissioner Carter motioned and Commissioner Quoss seconded to adjourn the meeting. The meeting was adjourned at 8:15 a.m. Submitted by Elisa Pollina, Recording Secretary Page 5 of 43  Recreation 5 February 27, 2026 Reviewed by Noel Allen, Staff Liaison Page 6 of 43 Village of Glen Ellyn Minutes Village of Glen Ellyn Recreation Commission Regular Meeting Commission March 27, 2026 7:00 AM Village Links/Reserve 22 Board or Recreation Date: March 27, 2026 Commission: Meeting: Regular Called to 7:02 a.m. Order: Quorum: No Adjourned: 8:55 a.m. MEMBER ATTENDANCE: Carol Scott Chairperson Absent Nancy Carter Commissioner Absent Tony Coconate Commissioner Present Scott Coldiron Commissioner Absent James Ozog Commissioner Present Rick Quoss Commissioner Present Tom Slowinski Commissioner Absent Also Present: Noel Allen General Manager Village Links Andrew Cross Golf Course Superintendent Steve Thompson Village Trustee Elisa Pollina Recording Secretary Public Tom Manak Glen Ellyn Resident A. CALL TO ORDER/ROLL CALL The March 27, 2026 meeting of the Recreation Commission was called to order at 7:02 a.m. at the Village Links of Glen Ellyn; 485 Winchell Way; Glen Ellyn, Illinois by Commissioner Coconate. B. PUBLIC COMMENT – None C. APPROVAL OF MINUTES FROM January 30, 2026 – Minutes approval deferred to April meeting when a quorum is present. Page 7 of 43  Recreation 2 February 27, 2026 D. STANDING REPORTS 1. Financial – Noel Allen – Manager Allen provided several financial updates. Total revenues for February were up 7%, marking the second-best February in history. The gains were evenly split between Reserve 22 and Golf operations. Reserve 22 experienced increased activity driven by continued interest in the Winter Wonderland theme. All revenue categories surpassed monthly targets with the exception of green fees. Operating expenses increased by 7%, which was anticipated. The change in net position showed a positive year-over-year improvement of approximately $30,000, or 11%. Operating expenses also reflected a $25,000 increase related to the purchase of new uniforms and golf app fees, as well as the timing of utility payments, with two months of electric bills paid within one month. Cash reserves currently total approximately $1.9 million. Remaining capital expenditures for the year total $54,000, primarily allocated for bunker improvements and system upgrade cycles. Commissioner Quoss inquired about tips included in Reserve 22 payroll. Manager Allen explained that tips are paid in arrears and that 100% of tips collected are distributed to staff. 2. Manager’s Report A. Golf – Noel Allen – Manager Allen provided an update on golf operations. He noted that February is typically a slow month for golf; however, this February ranked as the third-best in history for rounds played and greens fees. Revenue associated with those rounds will be reflected later due to timing. Staff are currently preparing for the season by securing golf contracts, promoting VIP card sales, and onboarding seasonal staff. The course officially opened for the season on March 4. B. Reserve 22 – Manager Allen provided several updates on operations at Reserve 22. February recorded $124,000 in sales, making it the second-best February on record, behind 2024. Themed events continued to perform well, with Trustee Thompson noting that these events serve as a strong draw and create a destination for families. Manager Allen added planning for next year’s themed programming is already underway. The Elsa-themed event was particularly popular; however, due to high attendance, some families expressed concern about limited interaction time. In response, staff assigned a handler to help manage Elsa’s schedule and ensure guests had an opportunity to visit with her. The Chili Cookoff was also successful, raising $5,000 for charity. The proceeds were fully distributed, with each participating vendor selecting a charity to receive approximately $500. Page 8 of 43  Recreation 3 February 27, 2026 Banquet business was softer in January and February but is expected to pick up in April. Liz is actively working to grow banquet bookings. Reserve 22 is also increasing staffing efforts in preparation for the upcoming season. C. Grounds – Superintendent Cross provided several updates on grounds operations. February was a busy month, with staff completing remaining tree work and removals. At the clubhouse, thermostats were replaced with a remote system serving the clubhouse, banquet rooms, and Reserve 22, providing greater flexibility to adjust temperatures as needed. On the equipment side, a new mower and bunker rake were purchased, and staff are coordinating delivery of additional supplies in preparation for April operations. Staffing levels are also under review, as six college student employees have aged out, and recruitment efforts are underway to fill those positions. Superintendent Cross also reported attending the GCSAA conference, where the team reviewed new equipment, including robotic mowers, and explored opportunities to incorporate this technology into future operations. 3. Trustee Liaison – Steve Thompson - Trustee Thompson provided several updates. At Monday night’s Village Board meeting, Glen Ellyn resident and two-time Olympic medalist Ethan Cepuran was honored with a proclamation recognizing his achievements. Construction at U.S. Bank site park is underway and will eventually include an ice rink, with Cepuran expressing interest in supporting fundraising efforts for the rink. Additionally, the Board approved roadway improvement plans and sewer projects for the upcoming year. E. 2026 Grounds Operations Presentation – Andrew Cross – Golf Course Superintendent Cross provided the Recreation Commission with a presentation recapping 2025 accomplishments and outlining plans and goals for 2026 (see attached). Cross reviewed key challenges faced in 2025, including aging infrastructure and landscape elements, labor availability, weather volatility, and ongoing tree management needs. He then highlighted major accomplishments from 2025, including capital equipment purchases such as a skid steer, Greenmaster mower for tees, tractor, and seeder. Bunker improvements were also completed, with approximately 2,340 tons of sand added across the project. Tree management efforts included removals, crown raising, and pruning to improve safety and playability. Clubhouse-related projects included replacing kitchen and emergency lighting, a Reserve 22 refresh, new patio furniture, banquet patio paver improvements, installation of a new rooftop HVAC unit, IT upgrades, and refreshed entrance signage. Cross concluded with goals and vision for 2026, which include improving playability, cleaning and maintaining landscape beds, forestry mulching, expanding irrigation systems, enhancing safety, addressing drainage additions and repairs, evaluating maintenance practices, and elevating the overall experience for all patrons. Page 9 of 43  Recreation 4 February 27, 2026 F. OLD BUSINESS 1. Multiplay Renewal Options - Manager Allen provided an update in response to inquiries from Chairperson Scott and Commissioner Carter, noting that the team has addressed the item and that the website now consistently reflects how the renewal process will work. 2. 1st Tee Messaging - Manager Allen provided an update, noting that digital display signage has been ordered to share messaging at the first tee regarding pace of play, as well as other important information. Even when a starter is not present, the display will run a video to convey this guidance. Trustee Thompson expressed his appreciation for Manager Allen acting on the commission’s feedback and input. G. NEW BUSINESS 1. Environmental Impact & golf Cart Electrification Analysis - Manager Allen explained that this project is currently in progress and will serve as the foundation for an upcoming Village Board workshop presentation. Trustee Thompson encouraged Recreation Commission members to attend the meeting, noting that their input is highly valuable given their expertise. Manager Allen will share both the meeting date and the first draft of the presentation once it is completed. H. NEXT MEETING – April 24, 2026 I. ADJOURNMENT Commissioner Ozog motioned and Commissioner Quoss seconded to adjourn the meeting. The meeting was adjourned at 8:55 a.m. Submitted by Elisa Pollina, Recording Secretary Reviewed by Noel Allen, Staff Liaison Page 10 of 43  Village Links / Reserve 22 Dashboard Financial Reports As of March 31, 2026 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) 2022 $(200,000) $(400,000) 2023 $(400,000) $(600,000) 2024 $(600,000) $(800,000) 2025 $(800,000) $(1,000,000) 2026 2022 2023 2024 2025 2026 Reserve 22 Operating Income Reserve 22 Revenues (Excluding Capital and Debt Expenditures) 12-Month Rolling Revenues $600,000 $4,500,000 $500,000 $4,300,000 $4,100,000 $400,000 $3,900,000 $300,000 $3,700,000 $3,500,000 $200,000 $3,300,000 $100,000 $3,100,000 $2,900,000 $- $2,700,000 $(100,000) $2,500,000 $(200,000) $(300,000) 12-Month Rolling Revenue Budget 2022 2023 2024 2025 2026 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) 2022 2023 2024 2025 2026 2022 2023 2024 2025 2026 4/17/2026 Page 1 of 1 Page 11 of 43  VILLAGE LINKS / RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of March 31, 2026 2026 MONTH YEAR-TO-DATE ORG DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF REVENUES: 5500 Village Links Revenues $ 4,808,500 179,817 $ 129,060 $ 50,757 39% 231,935 $ 179,241 $ 52,694 29% 5520 Reserve 22 Revenues 3,548,200 155,714 186,201 $ (30,487) -16% 394,779 409,562 $ (14,783) -4% Total Revenues $ 8,356,700 $ 335,530 $ 315,261 $ 20,269 6% 626,714 $ 588,803 $ 37,911 6% EXPENDITURES: 55700 Administration $ 757,501 67,621 $ 56,928 $ 10,694 19% 192,966 $ 216,319 $ (23,353) -11% 55710 Golf Course Maintenance 1,489,493 143,326 59,039 $ 84,287 143% 250,763 197,733 $ 53,030 27% 55720 Golf Services 1,135,780 59,560 53,228 $ 6,332 12% 177,503 133,761 $ 43,742 33% 55730 Reserve 22 3,417,048 222,024 194,324 $ 27,700 14% 630,448 556,243 $ 74,205 13% 55740 Stormwater Management 51,962 1,649 1,331 $ 318 24% 4,415 3,982 $ 432 11% 55750 Pro Shop Merchandise 185,272 10,520 25,708 $ (15,188) -59% 15,488 20,928 $ (5,440) -26% 55780 Motorized Carts 67,596 908 114 $ 795 700% 908 114 $ 795 700% 557X5 Mechanical Maintenance 411,169 34,087 33,644 $ 444 1% 101,898 79,712 $ 22,187 28% Total Operating Expenses $ 7,515,821 539,695 $ 424,314 $ 115,381 27% 1,374,389 $ 1,208,791 $ 165,598 14% Operating Income (Loss) $ 840,879 $ (204,165) $ (109,053) $ (95,112) 87% (747,675) $ (619,988) $ (127,687) 21% Debt Service 303,900 - - - 0% - - - 0% Capital Expenditures 484,686 27,728 112,611 (84,883) -75% 457,800 186,839 270,961 145% CHANGE IN NET POSITION $ 52,293 $ (231,893) $ (221,664) $ (10,228) 5% $ (1,205,475) $ (806,827) $ (398,648) 49% KEY METRICS Goal Personnel Expenses as % of Sales 51% 74% 69% 5% 118% 118% -1% Cash Balance (End of Month, in $000's) $ 1,878 $ 1,803 $ 1,909 $ (106) 4/17/2026 Page 1 of 1 Page 12 of 43  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of March 31, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF 5500 VILLAGE LINKS REVENUES: 440550 Green Fees $ 3,050,000 $ 103,533 $ 62,813 $ 40,720 65% $ 106,023 $ 63,395 $ 42,628 67% 440554 Pro Shop - Sales 200,000 9,267 9,942 (675) -7% 13,916 12,942 974 8% 440555 Motor Carts 750,000 15,380 10,520 4,860 46% 15,380 10,520 4,860 46% 440556 Driving Range 575,000 25,976 20,902 5,074 24% 31,798 22,246 9,552 43% 440557 Resident Cards 35,000 8,655 9,050 (395) -4% 18,485 16,450 2,035 12% 460100 Investment Income 80,000 9,323 9,444 (121) -1% 18,783 23,559 (4,777) -20% 489000 Miscellaneous Revenue 118,500 7,613 6,375 1,238 19% 27,559 30,095 (2,536) -8% 489100 Miscellaneous - Over/Short - 69 14 55 406% (8) 34 (42) -124% Total Revenues $ 4,808,500 179,817 $ 129,060 $ 50,757 39% 231,935 $ 179,241 $ 52,694 29% COST OF GOODS SOLD: 520945 Cost of Goods Sold - Pro Shop $ 150,000 $ 8,167 $ 23,736 $ (15,569) -66% $ 9,007 $ 14,420 $ (5,413) -38% Total Cost of Goods Sold $ 150,000 $ 8,167 $ 23,736 $ (15,569) -66% $ 9,007 $ 14,420 $ (5,413) -38% Gross Profit $ 4,658,500 $ 171,650 $ 105,324 $ 66,326 63% $ 222,928 $ 164,821 $ 58,107 35% OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 1,414,815 $ 100,966 $ 81,378 $ 19,588 24% $ 283,052 $ 278,613 $ 4,439 2% 510120 Salaries - Non-Pensionable 463,410 5,392 3,181 2,211 70% 8,416 3,560 4,857 136% 510200 Salaries - Overtime 30,250 - 160 (160) -100% - 480 (480) -100% 510400 FICA Taxes 145,999 7,927 6,293 1,634 26% 21,798 21,135 663 3% 510500 IMRF 80,234 5,521 4,120 1,401 34% 15,441 14,123 1,318 9% 590600 Health Insurance 165,600 11,552 9,777 1,776 18% 34,657 31,922 2,736 9% 52XXXX Contractual Services 1,125,865 88,789 77,690 11,098 14% 240,205 251,445 (11,241) -4% 53XXXX Commodities 522,600 89,358 23,656 65,702 278% 131,364 36,851 94,513 256% Total Operating Expenses $ 3,948,773 $ 309,505 $ 206,254 $ 103,250 50% $ 734,934 $ 638,128 $ 96,806 15% Operating Income (Loss) $ 709,727 $ (137,855) $ (100,930) $ (36,924) 37% $ (512,006) $ (473,307) $ (38,699) 8% Operating Income (Loss) Percentage 15% -77% -78% -264% KEY METRICS Goal Rounds Played 85,000 3,478 2,421 1,057 544 2,545 (2,001) Revenue Per Round $ 56.57 $ 51.70 $ 53.31 $ (1.61) $ 426.35 $ 70.43 $ 355.92 Resident Cards Sold N/A 829 860 (31) 1,028 1,628 (600) Cost of Goods Sold % - Pro Shop 75% 88% 239% -151% 65% 111% -47% Personnel Expenses as % of Sales 48% 73% 81% -8% 157% 195% -39% 4/17/2026 Page 1 of 2 Page 13 of 43  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of March 31, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 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 65,000 $ 4,745 $ 3,519 $ 1,226 $ 20,845 $ 22,245 $ (1,400) Hand Cart Rentals 30,000 $ 2,552 $ 1,521 1,031 2,755 1,581 1,174 Equipment Sold at Auction - $ - $ - - - - - Golf Club Rentals 10,000 $ - $ 80 (80) - 80 (80) Locker Rentals 4,500 $ 150 $ 600 (450) 3,000 2,600 400 Illinois Sales Tax (1.75%) 4,500 $ 149 $ 140 9 765 627 138 Glen Ellyn Food & Beverage Tax (1%) 500 $ 18 $ 15 3 88 70 17 Handicaps - $ - $ - - - - - Tree Donation - $ - $ 500 (500) - 1,000 (1,000) Misc. Outings 2,000 $ - $ - - 107 - 107 Miscellaneous 2,000 $ - $ - - - 1,892 (1,892) Total $ 118,500 $ 7,613 $ 6,375 $ 1,238 $ 27,559 $ 30,095 $ (2,536) 4/17/2026 Page 2 of 2 Page 14 of 43  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of March 31, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF 5520 RESERVE 22 REVENUES: 441100 Food $ 2,000,000 $ 97,486 $ 117,974 $ (20,488) -17% $ 256,251 $ 264,932 $ (8,681) -3% 441101 Liquor 480,000 17,117 14,827 2,289 15% 42,558 34,228 8,330 24% 441102 Beer 530,000 21,254 19,379 1,875 10% 37,943 34,578 3,365 10% 441103 Wine 232,000 10,257 13,670 (3,413) -25% 29,599 35,256 (5,658) -16% 441104 NA Beverages 113,000 4,531 3,148 1,382 44% 9,587 6,446 3,140 49% 441106 Room Charges 2,700 - 1,250 (1,250) -100% - 1,310 (1,310) -100% 441107 Service Charges 190,000 5,047 15,951 (10,904) -68% 18,772 32,365 (13,593) -42% 489000 Miscellaneous Revenue 500 22 1 21 2067% 70 447 (377) -84% Total Revenues $ 3,548,200 $ 155,714 $ 186,201 $ (30,487) -16% $ 394,779 $ 409,562 $ (14,783) -4% 55730 COST OF GOODS SOLD: 530400 Cost of Goods Sold - Beer $ 137,800 $ 11,835 $ 5,170 $ 6,666 129% $ 16,760 $ 10,998 $ 5,762 52% 530401 Cost of Goods Sold - Wine 71,920 4,011 3,328 683 21% 8,915 10,105 (1,191) -12% 530402 Cost of Goods Sold - Liquor 100,800 7,163 4,010 3,153 79% 11,424 10,180 1,244 12% 530405 Cost of Goods Sold - NA Beverages 58,760 4,600 2,809 1,791 64% 8,583 3,765 4,818 128% 530420 Cost of Goods Sold - Food 640,000 47,149 38,362 8,787 23% 103,779 84,300 19,478 23% Total Cost of Goods Sold $ 1,009,280 $ 74,759 $ 53,679 $ 21,080 39% $ 149,460 $ 119,349 $ 30,111 25% Gross Profit $ 2,538,920 $ 80,955 $ 132,522 $ (51,567) -39% $ 245,319 $ 290,214 $ (44,894) -15% Gross Profit Percentage 72% 52% 71% 62% 71% 55730 OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 969,200 $ 64,991 $ 63,209 $ 1,781 3% $ 215,823 $ 195,980 $ 19,843 10% 510120 Salaries - Non-Pensionable 696,850 30,978 29,333 1,646 6% 91,644 91,848 (204) 0% 510200 Salaries - Overtime 5,000 325 147 178 121% 439 147 292 198% 510399 Tips Paid Through Payroll - (374) (2,578) 2,204 -85% 10,096 4,618 5,477 119% 510400 FICA Taxes 162,092 8,532 8,185 347 4% 27,850 25,471 2,379 9% 510500 IMRF 54,760 4,143 3,736 407 11% 13,619 11,554 2,064 18% 590600 Health Insurance 102,600 8,308 7,162 1,146 16% 24,925 21,487 3,438 16% 52XXXX Contractual Services 222,266 17,368 17,396 (28) 0% 62,346 52,682 9,664 18% 53XXXX Commodities 195,000 12,994 14,055 (1,061) -8% 34,247 33,107 1,140 3% Total Operating Expenses $ 2,407,768 $ 147,265 $ 140,645 $ 6,620 5% $ 480,988 $ 436,894 $ 44,094 10% Operating Income (Loss) $ 131,152 $ (66,310) $ (8,123) $ (58,187) 716% $ (235,669) $ (146,680) $ (88,988) 61% Operating Income (Loss) Percentage 4% -43% -4% -60% -36% 4/17/2026 Page 1 of 2 Page 15 of 43  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of March 31, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF KEY METRICS Goal Revenue Source: Restaurant & Bar N/A $ 117,416 $ 96,251 $ 21,165 22% $ 282,957 $ 225,108 $ 57,849 26% Banquets N/A 28,352 83,055 (54,703) -66% 101,591 177,078 (75,487) -43% Other N/A 9,946 6,896 3,051 44% 10,232 7,377 2,855 39% Total $ 3,548,200 $ 155,714 $ 186,201 $ (30,487) -16% $ 394,780 $ 409,562 $ (14,783) -4% Reserve 22 Revenues (Last 12 Months) $ 3,548,200 $ 3,601,792 $ 3,601,177 $ 615 0% Reserve 22 Expenses (Last 12 Months) $ 3,417,048 $ 3,526,057 $ 3,330,976 $ 195,081 6% # Guest Checks (Restaurant/Bar) N/A 2,776 2,208 568 6,062 4,855 1,207 Revenue Per Guest Check N/A $ 42.30 $ 43.59 $ (1.29) $ 46.68 $ 46.37 $ 0.31 # Guests (Restaurant/Bar) N/A 4,163 3,434 729 9,021 7,550 1,471 Average Guest Spend N/A $ 28.20 $ 28.03 $ 0.18 $ 31.37 $ 29.82 $ 1.55 Cost of Goods Sold % 28% 48% 29% 19% 38% 29% 9% Cost of Goods Sold % (By Category): Cost of Goods Sold - Beer 26% 56% 27% 29% 44% 32% 12% Cost of Goods Sold - Wine 31% 39% 24% 15% 30% 29% 1% Cost of Goods Sold - Liquor 21% 42% 27% 15% 27% 30% -3% Cost of Goods Sold - NA Beverages 52% 102% 89% 12% 90% 58% 31% Cost of Goods Sold - Food 32% 48% 33% 16% 40% 32% 9% Personnel Expenses as % of Revenues 56% 75% 60% 15% 95% 85% 10% Prime Cost (Cost of Goods Sold + Personnel Expenses) as % of Revenues 85% 123% 89% 34% 133% 114% 19% 4/17/2026 Page 2 of 2 Page 16 of 43  VILLAGE LINKS / RESERVE 22 MONTHLY CASH INCREASE/DECREASE HISTORY (000) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 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) 96 172 371 412 220 431 272 127 (137) (852) 2022 (173) 19 (130) (48) 40 289 111 474 228 105 (115) (611) 2023 (181) (45) (196) 53 503 177 449 426 264 73 (231) (492) 2024 (269) (144) (31) (215) 133 145 584 301 (80) 204 (436) (401) 2025 (296) (110) (138) (81) 31 323 386 461 288 (137) 18 (487) 2026 (716) (31) (162) Avg (221) (40) (98) (70) 166 284 311 338 173 15 (146) (643) Best (113) 42 96 172 503 516 584 500 288 204 18 (401) Worst (716) (144) (218) (225) (11) 145 111 92 (80) (137) (436) (852) NEXT 12 MONTH CASH BALANCE SCENARIOS 2026 2026 2026 2026 2026 2026 2026 2026 2026 2027 2027 2027 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Avg 1,733 1,898 2,182 2,493 2,832 3,004 3,019 2,874 2,230 2,010 1,970 1,872 Best 1,975 2,478 2,994 3,578 4,078 4,366 4,570 4,588 4,187 4,074 4,116 4,212 Worst 1,578 1,566 1,711 1,822 1,914 1,834 1,697 1,261 409 (307) (451) (669) March 2026 Cash On Hand 1,803 Page 17 of 43  17-Apr-26 Month-End Cash on Hand ($1,000's) X:\Village Links\Golf\Noel Allen\GM\Monthly Files\COHHIST.XLS '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 JAN 1457 944 1029 1498 2098 2653 2977 3111 6970 2173 1616 1622 1719 2282 2302 2129 2126 2181 6269 1521 1104 1356 1529 1182 713 359 584 1497 1678 2391 2156 1996 FEB 1448 919 1090 1608 2122 2710 3031 3170 6830 2210 1603 1646 1743 2294 2318 2096 2126 2182 6233 1251 1041 1336 1571 1132 660 338 559 1516 1634 2247 2047 1964 MAR 1361 817 1094 1574 2097 2740 3049 3146 6772 2112 1591 1612 1741 2234 2268 2108 2086 2203 5306 1174 1050 1377 1353 975 522 295 655 1387 1438 2216 1909 1803 APR 1311 739 965 1549 2000 2761 2890 3108 6489 1928 1504 1623 1786 2271 2228 2168 1989 2273 4828 1224 1117 1268 1295 919 386 70 827 1339 1491 2001 1828 MAY 1270 981 1075 1672 2255 2737 3075 3103 5773 1874 1644 1733 1955 2374 2365 2305 2094 2383 4653 1354 1197 1474 1284 1135 485 139 1198 1378 1994 2134 1858 JUNE 1007 1204 1300 1945 2348 2754 3054 3213 5510 1819 1828 1863 2156 2478 2352 2419 2271 2595 3405 1384 1351 1770 1507 1288 788 655 1610 1667 2171 2279 2182 JULY 1423 1299 1581 2158 2604 3055 3322 3433 4820 2079 2001 2109 2456 2771 2383 2523 2412 2803 3347 1690 1706 1957 1834 1579 1107 891 1830 1778 2620 2864 2568 AUG 1549 1446 1763 2345 2798 3238 3462 3553 4019 2270 2154 2308 2541 2962 2586 2744 2627 2969 2589 1867 2059 2194 2125 1671 1278 1392 2260 2252 3046 3165 3029 SEPT 1503 1438 1886 2436 2971 3369 3573 3663 3895 2386 2185 2345 2759 3096 2771 2896 2740 3035 2801 2005 2297 2354 2197 1835 1424 1605 2532 2481 3310 3085 3317 OCT 1427 1265 1904 2488 3025 3390 3532 3553 2845 2274 2222 2321 2809 3038 2681 2864 2760 3004 2456 2015 2200 2390 2127 1734 1360 1582 2659 2585 3383 3289 3179 NOV 1300 1142 1760 2354 2897 3247 3330 3347 2580 2102 2110 2207 2720 2928 2601 2593 2686 7865 2259 1867 2158 2314 1976 1573 1212 1562 2522 2471 3152 2853 3198 DEC 999 1092 1644 2205 2751 3058 3226 2874 2333 1713 1716 1832 2360 2413 2202 2216 2284 6768 1633 1204 1470 1643 1295 858 532 719 1670 1859 2661 2452 2711 AVG 1338 1107 1424 1986 2497 2976 3210 3273 4903 2078 1848 1935 2229 2595 2421 2422 2350 3355 3815 1546 1563 1786 1674 1323 873 800 1575 1851 2382 2581 2498 1921 Low Point 999 739 965 1498 2000 2653 2890 2874 2333 1713 1504 1612 1719 2234 2202 2096 1989 2181 1633 1174 1041 1268 1284 858 386 70 559 1339 1438 2001 1828 1803 MONTH +/- is the monthly increase/decrease to cash MONTH +/- 95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '25 JAN -211 -55 -63 -146 -106 -98 -81 -115 4096 -159 -98 -94 -113 -78 -111 -73 -76 -103 -499 -112 -100 -114 -114 -113 -144 -173 -135 -173 -181 -269 -296 -716 FEB -9 -25 61 110 24 58 55 59 -140 36 -13 23 24 12 16 -34 0 1 -35 -270 -63 -20 42 -50 -53 -21 -26 19 -45 -144 -110 -31 MAR -87 -102 5 -33 -25 30 17 -24 -58 -98 -11 -34 -3 -60 -50 13 -40 21 -927 -77 9 41 -218 -157 -138 -43 96 -130 -196 -31 -138 -162 APR -50 -78 -129 -26 -97 21 -159 -38 -282 -183 -88 11 45 37 -40 60 -97 70 -478 50 67 -109 -57 -56 -136 -225 172 -48 53 -215 -81 MAY -41 242 110 123 255 -24 185 -5 -717 -54 140 110 169 103 137 137 105 110 -175 130 80 206 -11 216 99 69 371 40 503 133 31 JUNE -263 223 225 273 93 17 -21 110 -263 -56 185 130 201 104 -13 114 177 212 -1248 30 153 296 223 153 304 516 412 289 177 145 323 JULY 416 95 281 213 256 301 268 220 -690 261 173 246 300 293 31 104 141 208 -58 306 356 186 328 291 319 237 220 111 449 584 386 AUG 126 147 182 187 194 183 140 120 -801 191 153 199 85 191 203 221 214 166 -758 177 352 237 291 92 171 500 431 474 426 301 461 SEPT -46 -8 123 91 174 131 111 110 -124 116 30 37 218 134 185 152 113 66 212 138 239 160 72 165 146 214 272 228 264 -80 288 OCT -76 -173 18 52 53 21 -42 -110 -1050 -113 37 -24 49 -58 -90 -32 20 -30 -345 10 -97 36 -69 -102 -64 -23 127 105 73 204 -137 NOV -127 -123 -144 -135 -127 -143 -201 -207 -265 -172 -113 -114 -88 -111 -80 -272 -73 4861 -198 -148 -42 -76 -151 -160 -148 -21 -137 -115 -231 -436 18 DEC -301 -50 -116 -149 -147 -189 -104 -473 -247 -389 -393 -375 -360 -514 -399 -377 -402 -1098 -626 -663 -689 -671 -681 -716 -680 -843 -852 -611 -492 -401 -487 WINTER=Dec-Jan-Feb SPRING=Mar-Apr-May SUMMER=Jun-Jul-Aug FALL=Sep-Oct-Nov -438 -476 -181 -549 -384 -528 -342 3799 -956 -663 -589 -551 -830 -813 -746 -673 -590 -393 -385 -713 -318 0 WINTER -521 -130 -118 -186 -229 -230 -131 -528 3709 -512 -504 -445 -449 -580 -494 -483 -477 -1200 -1160 -1044 -851 -805 -753 -879 -877 -1,037 -1,012 -765 -717 -815 -892 -747 SPRING -178 62 -15 64 133 27 44 -67 -1057 -335 41 87 212 80 47 210 -33 201 -1580 103 156 138 -287 3 -176 -199 639 -138 360 -113 -188 -162 SUMMER 279 465 688 673 542 501 387 450 -1754 396 511 575 586 588 221 439 533 586 -2064 513 861 720 841 535 793 1,253 1,063 874 1,052 1,031 1171 0 FALL -249 -304 -3 9 100 9 -132 -206 -1440 -168 -45 -101 179 -35 15 -151 60 4896 -330 0 100 120 -149 -97 -66 170 262 218 106 -312 169 0 YTD +/- is theYTD increase/decrease to cash YTD +/- 95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '25 JAN -211 -55 -63 -146 -106 -98 -81 -115 4096 -159 -98 -94 -113 -78 -111 -73 -76 -103 -499 -112 -100 -114 -114 -113 -144 -173 -135 -173 -181 -269 -296 -716 FEB -220 -80 -2 -37 -83 -41 -27 -56 3956 -123 -111 -70 -89 -66 -95 -106 -75 -102 -535 -382 -163 -134 -72 -163 -197 -194 -160 -154 -226 -414 -405 -747 MAR -308 -182 2 -70 -108 -11 -9 -80 3898 -221 -122 -104 -91 -126 -145 -93 -116 -81 -1462 -459 -154 -93 -290 -320 -335 -237 -64 -283 -422 -445 -543 -908 APR -357 -260 -127 -96 -205 10 -168 -118 3616 -404 -210 -93 -46 -89 -185 -34 -213 -11 -1939 -409 -87 -202 -348 -376 -471 -463 108 -331 -368 -660 -624 MAY -398 -18 -17 28 51 -14 17 -123 2899 -458 -70 17 123 14 -48 103 -108 98 -2115 -279 -7 4 -359 -160 -373 -393 479 -292 135 -526 -593 JUNE -661 205 208 301 143 3 -4 -14 2636 -514 115 147 324 118 -61 217 69 311 -3362 -249 147 301 -136 -7 -69 122 891 -3 311 -381 -270 JULY -245 300 489 513 399 304 264 207 1946 -253 288 393 624 411 -30 321 211 518 -3420 57 502 487 191 283 250 359 1111 108 760 203 116 AUG -119 447 671 700 593 487 404 327 1145 -62 441 592 709 602 173 542 425 684 -4179 234 854 724 482 376 421 859 1542 582 1187 504 577 SEPT -165 439 794 792 767 618 516 437 1021 54 472 629 927 736 358 695 538 750 -3966 372 1093 884 554 540 566 1073 1813 811 1451 424 865 OCT -241 266 812 844 820 639 474 327 -29 -59 509 605 977 678 268 663 558 720 -4311 382 996 921 484 439 503 1050 1940 915 1524 628 727 NOV -368 143 668 709 693 496 272 121 -294 -231 396 491 888 567 188 391 484 5581 -4509 234 954 844 333 278 354 1029 1803 801 1293 192 746 DEC -669 93 552 560 546 307 168 -352 -541 -619 3 116 528 53 -212 14 83 4483 -5135 -429 266 173 -348 -437 -326 187 951 189 801 -209 259 Page 18 of 43  22 “Committed to Excellence since 1967” Manager’s Report for March 2026 Submitted by Noel Allen, General Manager March 2026 was milder and wetter than normal, with very little snow. O’Hare weather observations indicated an average temperature of 43.9°F (4.9°F above normal), precipitation of 4.54” (2.09” above normal), and 1.8” of snowfall (3.7” below normal). The golf courses opened for the 2026 season on March 4th, eight days earlier than last year. Both courses were closed 3 days due to snowfall, and we had frost delays on 7 days. Golf carts were available for 14 days on the 18-hole course (56% availability) and 13 days on the 9-hole course (52% availability). GOLF Rounds played were up 44% for the month, and are up 58% for the year. Green Fee revenue was up 65% for the month, and is up 67% for the year. Driving Range revenue was up 24% for the month, and is up 43% for the year. Motor Car revenue was up 46% for the month, and is up 46% for the year. Pro Shop sales were down 7% for the month, and are up 8% for the year. Overall Golf revenues were up 43% for the month, and are up 39% for the year. Page 19 of 43 VILLAGE LINKS GOLF The weather as measured by golf playable hours (GPH) this March was shockingly 48% worse than in March 2025. Year-to-date figures are the same. Using the GPH metrics, utilization of the golf course skyrocketed this month, and would indicate a very strong golf economy and continued increased demand. Since March is a fringe (shoulder) month, this impact is likely skewed by factors like total number of competitors open as early as Village Links, weather micro climates, or higher pent-up demand from the off-season, possibly due to an increasing indoor simulator market that may help prevent golfers from lapsing. Whatever the reason, we welcome the results and hope this continues throughout the 2026 season. All golf revenue categories in March exceeded budgeted monthly targets. Golf staff held our annual permanent tee time lottery with 76 groups registered for a chance to secure a weekend standing tee time, a decrease of 2 registered groups from 2025. The annual spring scramble was held and 18 groups or 72 players braved the tough spring and almost winter-like conditions, which also reflected an increase in 6 groups or 24 players from last year’s tournament. Much of the seasonal golf staff returned to work and began to get re-acclimated to the daily service levels our guests expect and deserve. Our new golf car fleet, equipped with upgraded seats, black canopy and rain hood, and new front logo design was cleaned, gassed and prepped for its inaugural use. Page 20 of 43 RESERVE 22 Reserve 22 ended March down 17% in top line sales at $155,714 versus prior year of $186,672, a decrease of just under $31,000. This broke the streak of 4 consecutive months with monthly year-over- year gains, something we hope to start back up again in April. Despite the overall sales decline, restaurant dining, bar and concessions were up in March just under $24K or 23%. Riding high on the momentum from Holiday Pop Up and Winter Wonderland, Reserve 22 looked to capitalize on St. Patrick’s Day and the NCAA’s yearly march to the “big dance”. On the Sunday before St. Patrick’s Day Reserve 22 hosted the McNulty Irish Dancers which was a sold-out event. A terrible storm prevented some reservations from coming, but feedback from those who attended thoroughly enjoyed the two 30-minute shows. Our annual March Madness promotions, as well as our continued Happy Hour deals and daily specials also contributed to the great success this month in dining sales, and a new drink menu helped propel bar sales upward as well. The outdoor patio also saw early activity this year with the pockets of great weather and increased golf activity. Staff began preparing for an upcoming seasonal menu change that is due to begin in April. Chef Tom will be unveiling several exciting new items, replacing some of the least popular and heavier winter dishes in this past cycle. The transition to this new menu should be smoother for staff being the 2nd changeover with the new management team. Looking at our OpenTable feedback, our March score increased to 4.63 with 40 OpenTable reviews this past month. Scores from the last 120 days have us holding at 4.48 with 229 surveys taken. Staff continues to actively respond to any unsatisfactory reviews on food quality in hopes to recover any missed opportunities and continue to bring awareness to food quality. March Banquet sales were sluggish, down $47K or 66%. We executed 14 events versus prior year of 29 events. In March 2025 Reserve 22 hosted a very rare, especially due to it being outdoor, wedding! Fortunately, banquet reservations in April look to be very strong, and our banquet sales team continues to discuss methods to increase leads and tools for the team to close deals. Page 21 of 43 April activity will begin the steady increase in activity at Reserve 22, with Easter brunch early in the month and nearly sold out, similar to our successful Thanksgiving event. Increased golf activity will boost dining, bar and concessions, while banquet events will see healthy gains. Finally, staffing for concessions is nearly complete, and training is underway. New product offerings and staff uniforms for the Halfway House and Beverage Cart team will elevate the golfer experience, and provide continuity for the team. Page 22 of 43 KEY METRICS Year to date comparisons to targeted budget numbers improved again in March with total revenues exceeding total target revenues by just over $112K. All revenue categories exceeded target revenue benchmarks in March, despite R22 missing YOY target. As a reminder our target revenue benchmarks increased the total revenue budget by $217,150, and these figures are not profits. Page 23 of 43 Breaking down some comparative metrics: March 2026 GPH down 48% from March 2025 and down 15% from a "normal" year March 2026 YTD GPH down 48% from March 2025 YTD and down 28% from a "normal" year February 2026 Golf Datatech Chicagoland rounds played up 109.4% February 2026 Village Links rounds played up 453% - normally we are stronger than the Chicagoland metric YTD through February 2026 Golf Datatech Chicagoland rounds played up 189.4% YTD through February 2026 Village Links rounds played up 339% - normally we are stronger than the Chicagoland metric 2026 YTD total revenue $112,358 over YTD budget target (2025 March YTD total revenue was over YTD budget target by $71,134. (Note: 2026 targets were increased by $217,150) Golf cars grounded 18 days in March 2026 and 23 days in March 2025 March 2026 R22 restaurant, bar and concessions sales up 22.9% YTD 2026 R22 restaurant, bar and concessions sales up 25.8% March 2026 R22 banquet sales down 65.9% YTD 2026 R22 banquet sales down 43.1% March 2026 R22 Total Revenues down 16.6% YTD 2026 R22 Total Revenues down 3.7% Page 24 of 43 GOLF COURSE GROUNDS AND MAINTENANCE Grounds shifted the majority of work to outside on the golf course with the courses opening on March 4th, eight days earlier than last year. All golf course equipment (tee markers, flagsticks, benches, etc) was staged. All ball washers were sandblasted, powder coated and put out onto the course, earlier this year than in past. Tree stump grinding and soil and seed fill-in along with debris cleanup and bunker restoration was a primary focus to get the golf course playable after the long winter and a few strong March storms. The crew also was busy repairing and replacing drainage lines on several holes, as well as top dressing greens with sand two times. The first greens plant protectant treatment was also applied to limit Poa annua seed heads. Mechanical equipment (mowers, bunker rakes, edgers, blowers, etc) continued to be serviced this month to be ready for use during the hopefully very long golf season. Potholes in the parking lot were patched/repaired, a new ball picker was assembled and the mounts for the picker carts was fabricated. Staff also took down the majority of the Winter Wonderland décor and brought it to the maintenance facility to store for use next year. The grounds management team also onboarded remaining returning crew and continued recruiting for a few new team members this year. Grounds 1. Greens, tees, and fairways have all been mowed at least once 2. Course accessories out (drinking fountains are not due to low temps) 3. Staff hiring is ramping up, we are losing some tenured college students 4. Stumps ground, cleaned, and seeded 5. Bunker edging has begun 6. Tropical plants continue to be monitored, cleaned, and watered in the basement 7. Fence repairs at the Driving Range 8. Lambert Lake garbage cans emptied on a weekly schedule 9. Continued planning for spring/summer on-course projects 10. Greens top-dressed twice 11. Drainage repairs in multiple areas 12. Storm cleanup from strong winds 13. Potholes filled along entrance and parking lot 14. Pushed and repaired all bunkers twice 15. New staff members trained 16. Replaced broken birdhouses throughout the golf course 17. Greens treated for Poa annua seed head inhibition 18. Greens rolled multiple times Mechanical and Building Maintenance 1. 5 pieces of equipment repaired and/or serviced Page 25 of 43 2. Fabricated new picker mount 3. Winter Wonderland takedown and storage 4. Replaced lighting throughout R22 Bar and hallways 5. TVs mounted at Outdoor Bar (1 replaced) 6. Halfway House lighting repaired 7. Halfway House area power washed (underside of roof and patio) 8. New data lines run at Halfway House 9. Overhaul mechanical system on sprayers 10. Ordered repair/replacement parts for storm damaged Reserve 22 Sign on Lambert Page 26 of 43 McNulty Irish Dancers performing at Reserve 22 during one Storms toppled many trees on-site. of two shows. Damage shown on hole 2 tee (18). The Reserve 22 sign on Lambert Grounds crews collected the rem- Avenue was damaged. nants and ordered a new sign. Grounds & maintenance crews Top picture shows a sunken drainage Repaired several drainage problems collection area on hole 7. Bottom throughout the course. picture is the same area after the repair. Page 27 of 43 Environment Benefits & Fleet Analysis Village Links of Glen Ellyn Page 28 of 43 Carbon & Air Quality Benefits • Golf courses are “carbon sinks” and “oxygen producers” • Turfgrass, trees, and soils absorb and store carbon dioxide, helping mitigate climate impacts • Extensive vegetation contributes to local air quality • Green spaces help reduce urban heat island effects Page 29 of 43 Water & Soil Benefits • Natural water filtering: slows runoff and reduces flooding risk • Vegetation and soil filter pollutants before they reach groundwater or nearby streams • Grass roots stabilize soil and reduce erosion • Many golf courses, like Village Links, recycle storm or wastewater for irrigation • Many courses restore ecological function on undesirable land (e.g., landfills or quarries) Page 30 of 43 Habitat & Biodiversity • Provides large areas of open green space protected from urban development • Native grasses, trees, wetlands, ponds, and lakes support birds, insects, amphibians, and small mammals • Native plantings and “no- mow” areas support pollinators like bees and butterflies Page 31 of 43 Village Links Environmental Accolades • GCSAA Public Golf Course Environmental Leader in Golf winner (3 years in a row) • 1st public golf course in the U.S. (and among the first globally) designated an Audubon Certified Wildlife Sanctuary Golf Course • Participating in the Audubon Cooperative Sanctuary Program since 1991; certified status attained in 1993 • Functions as a stormwater detention facility capturing nearly 30% of the Village’s runoff during heavy storms at no cost to taxpayers Page 32 of 43 Audubon Six Core Areas: Planning & Habitat • Incorporated and mastered the Audubon Six Core Areas of Environmental Management • Site Assessment / Environmental Planning • Nearly all light fixtures on property have been converted to LED • All organic waste (grass clippings, plant trimmings) stays onsite • Wildlife and Habitat Management • Clearing of overgrown buckthorn and other invasive species • Dead trees only allowed to remain standing in out-of-way areas • Bird houses, bat houses, and duck nests installed throughout the property Page 33 of 43 Audubon Six Core Areas: Chemical Use & Water Conservation • Chemical Use Reduction and Safety Water Budget vs Reported Use • Switched to newer, safer products with longer application intervals • Use of disease modeling to reduce unnecessary applications • GPS-equipped sprayers with 10” nozzle spacing to eliminate overlap and ensure on-target applications • Water Conservation • Increased use of wetting agents to maximize water efficiency • Soil moisture meters (handheld and in-ground sensors) • Drip irrigation for clubhouse flowers to lower usage • Daily scouting for leaks and efficiency • Yearly monitoring vs USGA water budget; routinely using significantly less water (even in drought 2020 2021 2022 2023 2024 2025 years) Water Budget Pump Station Reported Use Lynx Reported Use Page 34 of 43 Audubon Six Core Areas: Water Quality & Education • Water Quality Management • Buffer strips maintained around all ponds on property • Fertilizer use near zero most years; when used, applied foliarly to minimize runoff risk • Stormwater detention facility helps prevent neighborhood flooding • Outreach and Education • Flyers and social posts regarding environmental benefits • Work with Lincoln Park Zoo to monitor wildlife • BioBlitz (2025) to engage juniors & parents in identifying wildlife Page 35 of 43 Waste Reduction & Electrification Efforts • Trash and Recycling • Trash and recycling bins throughout all 27 holes • Sorting station at cart cleaning and storage area • Restaurant recycling programs (including cooking oil and grease) • Recycle batteries, scrap metals, antifreeze, machine oil, etc. • Chip branches/trees on-site and reuse chips for areas like Lambert Lake • Electrification Efforts • Converted many maintenance vehicles to electric where possible • Use of electric and hybrid mowers and equipment to insure 100% up-time of all necessary machinery • Continual evaluation of increased electrification of the facility Page 36 of 43 On-Site Growing & Pollinator Initiatives • On-Site Greenhouse • Seasonal vegetables and herbs grown for use at Reserve 22 • Cut flowers and microgreens grown for restaurant and bar use • On-Site Bee Apiary • Locally harvested honey from hives near the maintenance facility • Program executed in-house for years; recently partnered with a local beekeeper • Program currently on pause due to partnership issues; assessing options for the future • Audubon Monarch Butterfly Program • Habitats created for Monarch butterflies and other pollinators • Community Education & Public Outreach • Past programs included local school programs, backyard program for residents, and blogs and newsletters Page 37 of 43 Golf Car Fleet Analysis Gas vs Electric Page 38 of 43 Gas Fleet: Advantages • Longer range and faster refueling • Minutes to refuel vs ~8 hours to recharge lithium electric batteries • Ideal for heavy, all-day use with no downtime • Lower purchase costs • Current gas car cost: $7,700 • Comparable electric golf car cost: $10,900 • Little to no infrastructure upgrades needed • Carts can be stored outside; one fuel tank needed to refuel • Stronger hauling capability • Handles heavier loads better than electric carts • More power on tough terrain (note: does not apply at Village Links of Glen Ellyn) Page 39 of 43 Gas Fleet: Disadvantages • Higher ongoing fuel costs • 95-car fleet uses ~5,000 gallons per season (~52 gallons per car per year) • 2025 total fuel cost: $14,000 (actual data) • More complex maintenance • More moving parts than an electric engine • Can increase labor and parts expenses if using carts past warranties • Staff recommends a 4-year purchase cycle (warranty, trade value, price mitigation, customer satisfaction) • Emissions and noise • Gas carts emit CO2 and are noisier than electric carts • Yamaha Quiet Tech carts are among the quietest gas carts and can be mistaken for electric when newer Page 40 of 43 Electric Fleet: Advantages • Lower operating costs • Electricity is typically less expensive than gasoline per mile/hour • Fewer moving parts reduces routine maintenance (oil changes, spark plugs, filters) • Quiet ride and perceived higher-value experience • Electric carts are almost silent • Less noise creates a perception of smoother ride and higher-value facility experience • Zero emissions • No CO2 emissions during operation Page 41 of 43 Electric Fleet: Disadvantages • Substantial infrastructure costs • Indoor storage/charging required; estimated building cost $550K–$1.2M+ (site prep, foundation, electrical upgrades, permits, chargers) • Possible increased insurance costs due to increased fire safety risk • Limited options to expand clubhouse footprint due to flood plain • Backup generator estimated at $50K–$100K • Higher purchase costs • Roughly $3,000 more per cart than a comparable gas model • Replacement batteries are very expensive • Charging and range limits • ~8 hours to fully charge • Not ideal for high-volume, continuous-use facilities • Continuous operation typically ~2 rounds (possibly 3) under ideal conditions • Cold temperatures reduce range; range declines as batteries age Page 42 of 43 Recommendation & Next Steps • Recommendation: Continue with a gas-powered golf car fleet in the current environment • Primary constraints for electrification: extremely high infrastructure costs with limited footprint options and limited range for high-volume operations • Financial context: the facility operates without taxpayer dollars and must cover operations, capital needs, and debt service while maintaining a 25% cash reserve of annual operating expenses • Continue monitoring technology that reduces indoor charging requirements and shortens recharge time • Near-term priorities: fund and execute the Master Plan (irrigation system, drainage, par-3 tee acreage, parking lot improvements) • Electrifying the cart fleet is desirable, but threatens current financial sustainability and guest experience priorities Page 43 of 43