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Home My WebLink AboutAgenda Files 2026-04-15 City Council Special Meeting (5PM - River Oaks)1 COTTAGE GROVE CITY COUNCIL April 15, 2026 RIVER OAKS GOLF COURSE - 5:00 PM 1 Call to Order 2 Agenda A 2026-2030 River Oaks Business Plan Staff Recommendation: Review and provide feedback to the 2026-2030 River Oaks Business Plan. 3 Adjournment 1 City Council Action Request 2.A. Meeting Date 4/15/2026 Department Administration Agenda Category Action Item Title 2026-2030 River Oaks Business Plan Staff Recommendation Review and provide feedback to the 2026-2030 River Oaks Business Plan. Budget Implication N/A Attachments 1. Memo-River Oaks Business Plan 2. River Oaks 2025 Recap 3. 2026-2030 River Oaks Business Plan 4. Course Improvement Study (draft) To: Honorable Mayor and City Council From: CC: Zac Dockter, Parks and Recreation Director Dennis Neitz, River Oaks General Manager Jennifer Levitt, City Administrator Date: April 8, 2026 Subject: 2026-2030 River Oaks Business Plan Introduction/Background Every five years, staff updates its’ business plan for the River Oak’s operation. This is done to assure operations and services to the community remain relevant in the market place and give customers and residents the best value for their patronage and investment. The plan also prepares for capital improvement necessary to assure the facility and equipment operates efficiently and safely to maintain a strong infrastructure for the business. Staff is looking forward to presenting the plan and receiving feedback at City Council’s April 15, 2026 workshop. Staff Recommendation Review and provide feedback to the 2026-2030 River Oaks Business Plan. 2025 Recap 1 2025 Performance Update The 2025 season marked another year of strong performance, strategic investment, and continued growth for River Oaks Golf Course and Event Center. Entering our 35th season, the results reflect both operational discipline and our commitment to enhancing the overall customer experience. River Oaks closed 2025 with a profit exceeding $108,000, supported by a sales increase of more than 5% across golf, events, and food and beverage operations. Golf activity strengthened significantly, with 2,500 additional rounds played and a 3% increase in average greens fees, showing sustained demand and confidence in course quality. Practice facilities also performed exceptionally well, with practice range revenue increasing by 15%. Capital investment remained a central focus in 2025. The facility invested more than $285,000 in capital improvements, along with over $35,000 in irrigation financing payments to support long‑term course health, water efficiency, and consistent playability. These improvements continue to modernize the facility and position River Oaks for future growth. Food and beverage operations also advanced through targeted upgrades. In the fall, we invested in new By The Yard patio furniture, enhancing the grill’s outdoor dining environment for 2026 and strengthening its appeal to both golfers and non‑golfing community members. This upgrade supports our strategy of expanding the grill’s reach beyond the course and elevating the facility as a welcoming community destination. Our events operation also evolved in 2025. While the Event Manager position remained unfilled, the team delivered higher profitability per event, demonstrating strong operational execution. At the same time, the event landscape continues to become more competitive, with new venues opening in recent years. River Oaks is actively adapting its event strategy to ensure we can compete effectively across a wide range of event types and customer needs. This includes improved service processes, more flexible event packages, and ongoing facility enhancements that keep River Oaks relevant in a changing market. Overall, 2025 was defined by solid financial results, meaningful operational improvements, and strategic investments that strengthen all three pillars of the business; Golf, Events, and Grill. As we move into our 35th season, River Oaks is well‑positioned for continued growth, enhanced community engagement, and long‑term operational stability. 2 2025 Overview WHO WE ARE: River Oaks Golf Course and Event Center offer a wide range of services for our community. Now in our 35th season since opening in 1991, we continue our commitment to delivering high‑quality golf, events, dining, and outdoor recreation. While every part of our operation plays an important role in our long‑term success, golf remains the keystone of the business; providing both direct and indirect revenue that supports and strengthens the entire River Oaks experience. Over the past five years, we have focused on building a consistent business model centered on delivering an excellent customer experience. Maintaining this standard is the responsibility of every department and every employee at River Oaks. When customers choose to spend their money with us; whether for golf, events, or dining; we want to ensure their needs are met at every step of their visit. OPERATIONAL STRUCTURE: The River Oaks Golf Course and Event Center business model continues to evolve to meet customer needs while also adapting to rapid changes in the industry, economy, and workforce. New technologies, especially AI‑powered tools, are helping us streamline tasks, improve efficiency, and better support staff across all departments. Despite these efficiencies, staffing the operation with the right skill sets remains our biggest challenge, particularly in roles that require both consistency and specialized knowledge. Our Event Manager position has remained unfilled, underscoring the difficulty of finding the right fit for our operation. At the same time, we have seen encouraging improvements in seasonal hiring this past year, helping stabilize core operations during peak periods. Over the past five years, River Oaks has grown from $1.9M to $3.3M in revenue. As a service‑based business, continued growth requires reliable personnel support. Historically, we relied heavily on seasonal and part‑time employees. However, with rising wages and the increasing importance of operational consistency, investing in AI and finding the right fit in staff will provide greater stability and improve service levels with minimal financial impact. 3 PAYROLL: INANCIAL PERFORMANCE: 4 Golf Services Recap Maintenance Recap EQUIPMENT REPLACEMENT PROGRAM: Clubhouse – The Eagles & Events Recap 2026 – 2030 Business Plan 1 Summary River Oaks Golf Course – “Lead with vision, manage with precision - creating a five‑year roadmap that turns ambition into achievement.” From 2021–2025, River Oaks delivered strong financial results and important facility upgrades that strengthened our role as a key community asset. Revenue increased 35%, generating over $525,000 in profit, and we consistently hosted more than 40,000 rounds annually. We upgraded the irrigation system, golf shop, and patio furniture, surpassed $1.1 million in clubhouse sales, improved playability through enhancements to holes 10 and 18, implemented strategic bunker reduction, and targeted tree clearing. These improvements reflect disciplined management and responsible stewardship of a valued city facility. In recent years, River Oaks has significantly elevated the guest experience, reinforcing our reputation as a premier regional destination. We have also partnered with professional course designers to ensure our decisions are strategic, forward‑thinking, and aligned with industry best practices. Looking ahead, our approach is intentional and conservative, reflecting current economic conditions and global uncertainty. Rather than pursuing large capital projects immediately, we will prioritize high‑impact improvements that support guests and staff while preserving fiscal flexibility. This positions River Oaks to respond quickly when larger opportunities become viable. Future Vision and Aspirations through 2030 • Modernizing the practice range with fully autonomous technology. • Enhancing outdoor comfort with a covered, heated, and fan-cooled patio space. • Systematically updating bunkers, cart paths, shelters, and ponds. • Exploring new event concepts such as an outdoor pavilion and a speakeasy‑style venue. Why This Approach Matters A measured, incremental strategy protects the financial strength of River Oaks while continuing to enhance the guest experience. This balanced approach keeps us competitive today and prepares us for future transformative projects. River Oaks remains committed to being a strong financial performer, a valued community amenity, and a facility the City of Cottage Grove can proudly showcase. 2 Company Overview & Past Performance COMPANY SUMMARY: River Oaks is a premier municipal golf and entertainment destination featuring an 18‑hole scenic golf course with a par of 71, enriched by 52 sand bunkers and three natural water features. Recognized by Golf Digest as a “4½‑Star Best Places to Play,” the course provides a memorable experience for golfers of all skill levels. Our clubhouse is home to a beautiful event center capable of hosting up to 225 guests, as well as The Eagles Bar & Grill, which offers exceptional seasonal dining and a patio overlooking the course with stunning views of the Mississippi River Valley. In recent years, River Oaks has expanded its appeal by adding bocce ball courts and an outdoor bar, quickly establishing itself as a go‑to destination for social groups, community gatherings, and year‑round entertainment. M ISSION STATEMENT: At River Oaks, our mission is to create an Exceptional Experience, Strong Value & Fiscal Responsibility. On the course and throughout our facilities, we are committed to continuous innovation and improvement, ensuring every experience reflects exceptional service, strong value, and a genuine sense of community for Cottage Grove residents and visitors alike. COMPANY HISTORY: Opened in July 1991, River Oaks is a municipal golf course owned by the City of Cottage Grove and proudly operated under the Parks & Recreation Department. The course is open to the public and maintains strong affiliations with industry organizations including the Minnesota Golf Association (MGA), National Golf Course Owners Association (NGCOA), Public Country Club (PCC), and the Golf Course Superintendents Association of America (GCSAA). In 2001, River Oaks expanded its offerings with the addition of the event center and grill, allowing the facility to host weddings, celebrations, corporate functions, and provide year‑round opportunities for both golfers and community members. Continuing to evolve with guest needs, River Oaks added an outdoor bar area and bocce ball courts in 2019, establishing the property as a broader recreation and entertainment destination. In 2020, we further expanded our banquet kitchen to support increased catering services and enhance event operations. Since then, River Oaks has continued to modernize and grow, improving guest experience, strengthening operational efficiency, expanding programming, and enhancing outdoor amenities. These efforts have positioned the facility as a premier community hub for golf, dining, and events as we move into 2026 and beyond. WHO WE ARE: River Oaks Golf Course and Event Center is a full‑service community destination offering golf, events, dining, and outdoor recreation. For more than three decades, we have proudly served the needs of Cottage Grove residents and visitors by providing a welcoming environment where people can play, celebrate, and connect. While every part of our operation contributes to a strong and sustainable business, golf remains the keystone of 3 River Oaks; driving both direct revenue and the broader activity that supports our event center, grill, and outdoor amenities. OPERATIONAL STRUCTURE: River Oaks Golf Course and Event Center is managed and maintained by five full time staff which include: General Manager, Superintendent, Assistant Superintendent, Executive Chef, Events/Grill Manager along with our PGA Golf Professional. We also employ over 120 seasonal, part time staff members that support all departments within our facility. 4 Although our payroll has increased over the past five years, our payroll as a percent of revenue has remained similar over the same time period. Our goal by 2030 is to have overall payroll at 45% of revenue. 2021 2022 2023 2024 2025 Payroll Golf $301,859 $405,446 $409,816 $463,252 $500,710 Maintenance $412,652 $408,823 $459,648 $519,236 $529,411 Clubhouse - Eagles & Events $502,173 $506,812 $628,429 $701,350 $662,072 Gratuity $85,607 $106,710 $142,972 $132,668 $136,296 Overall Payroll $1,216,684 $1,321,081 $1,497,893 $1,683,838 $1,828,489 Revenue Golf $1,615,297 $1,615,890 $1,807,686 $1,967,229 $2,151,054 Maintenance $0 $0 $4,519 $0 $0 Clubhouse - Eagles & Events $833,232 $991,292 $1,206,167 $1,182,944 $1,149,215 Total Revenue $2,448,529 $2,596,109 $3,022,404 $3,150,173 $3,300,269 Payroll as a Percent of Revenue Golf 44.2% 50.7% 47.9% 49.9% 47.8% Clubhouse - Eagles & Events 55.7% 45.2% 45.7% 54.1% 51.6% Overall 47.9% 48.8% 47.1% 51.4% 49.0% 5 FINANCIAL PERFORMANCE: River Oaks has been seeing growth in our revenue and between 2021-2025 was able to profit over $525,000 2021 2022 2023 2024 2025 Golf Services Revenue $1,615,297 $1,615,890 $1,807,686 $1,967,229 $2,151,054 Expense - Personal Services - Golf Shop $301,859 $405,446 $409,816 $463,252 $500,710 - Personal Services - Maintenance $412,652 $408,823 $459,648 $519,236 $529,411 - Commodities - Golf Shop $34,882 $27,962 $25,416 $46,629 $31,855 - Commodities - Maintenance $136,239 $167,960 $180,159 $153,942 $148,369 - Contractual - Golf Shop $265,743 $284,994 $358,100 $338,096 $320,517 - Contractual - Maintenance $76,084 $70,193 $116,313 $94,341 $83,946 - Capital - Golf Shop $29,263 $0 $0 $0 $4,601 - Capital - Maintenance $104,470 $90,158 $0 $151,213 $189,620 - Financing - Irrigation $0 $0 $5,480 $34,640 $35,339 - Financing - Maintenance $0 $0 $0 $0 $0 Total Expense $1,361,192 $1,455,536 $1,554,932 $1,801,349 $1,844,368 Clubhouse - The Eagles & Events Revenue $833,232 $991,292 $1,206,309 $1,182,944 $1,149,215 Expense - Personal Services $502,173 $506,812 $628,429 $701,350 $662,072 - Commodities $48,986 $39,238 $56,178 $43,976 $37,413 - Contractual $362,473 $422,445 $473,446 $474,773 $498,796 - Capital $36,049 $46,965 $12,702 $77,252 $91,641 - Financing $0 $0 $0 $0 $0 Total Expense $949,681 $1,015,460 $1,170,755 $1,297,351 $1,289,922 Overall Revenue $2,448,529 $2,607,182 $3,013,995 $3,150,173 $3,300,269 Inv Interest Revenue -$1,310 -$4,277 $14,112 $10,969 $17,420 Expense $2,310,873 $2,470,996 $2,725,687 $3,098,700 $3,134,290 Credit Card Fees $46,670 $49,423 $58,138 $62,434 $74,536 Profit/Loss $89,676 $82,486 $244,282 $8 $108,863 6 Department Overview – Golf Services 2021 2022 2023 2024 2025 Golf Shop Rounds Played 41,096 40,574 42,637 42,757 45,266 Greens Fee Revenue $910,977 $925,901 $1,079,206 $1,181,926 $1,289,317 Average Greens Fee Per Round $22.17 $22.82 $25.31 $27.64 $28.48 Overall Dollars Per Player $39.31 $39.55 $42.59 $46.34 $47.62 Range Revenue $142,498 $145,523 $166,551 $185,634 $213,193 Golf Days 201 205 198 196 206 Rain Days 21 52 26 67 36 PRODUCT AND SERVICE OFFERING: TRENDS IN GOLF: Current trends in the golf industry continue to shape how golfers interact with courses and how facilities evolve to meet new expectations. Technology remains at the forefront, with increased use of GPS systems, digital scorekeeping, swing‑analysis apps, and targeted skill‑improvement tools. Courses are also leveraging digital platforms for tee time bookings, mobile check‑ins, and even cart advertising. Operational trends include the growth of dynamic pricing, allowing courses to maximize revenue by adjusting rates based on demand, time of day, and weather. Advances in autonomous equipment, such as robotic mowers and ball‑pickers, are also beginning to reshape maintenance efficiency and labor planning. From a programming standpoint, experience‑based offerings are becoming increasingly popular. Combo events; such as golf paired with dinner, lessons combined with a drink, or themed social nights; attract both golfers and non‑golfers. Membership models are evolving as well, with rising interest in nomadic memberships, monthly subscription‑style programs, and the resurgence of short‑course and alternative‑format golf. Courses are also expanding engagement by including non‑golf activities like bags tournaments, live entertainment, and shorter 6 or 9‑hole events to appeal to broader audiences. These trends align well with River Oaks’ strategic direction, offering meaningful opportunities to innovate, diversify revenue, and strengthen our role as a community recreation and entertainment destination. Golf Course Practice Range Shotgun Golf Tournaments Season Pass Leagues $10 Junior Golf Group Lessons, Camps, & Clinics Individualized Instruction State Of The Art Golf Carts Golf Related and Branded Merchandise Regripping Group Golf Outings 7 GOLF SERVICES GOALS: Below are the five-year goals for golf services. ❖ Maintain rounds of 44,000+ rounds per year ❖ Grow and maintain 60 large golf tournaments and 100 small golf outings per year ❖ Introduce the game of golf to as many age and skill levels as possible through increasing quantity of lessons, camps, and clinics while increasing participation at each level of instruction ❖ Create different opportunities for golfers using underutilized space on the existing property OMPETITIVE OVERVIEW: Below is an overview of rates of area golf courses surrounding River Oaks Golf Course & Event Center. Rates are studied annually to assure competitiveness with area golf courses of similar status. Google Rating Weekday- 18 Weekday- 9 Weekend Twilight Cart Twilight cart Senior Senior Cart Tax incl Bellwood Oaks 4.6 $36.00 $24.00 $42.00 $26.00 $22.00 $16.00 $31.00 $16.00 N Clifton Highlands 4.6 $32.00 $22.00 $50.00 $32.00 $18.00 $12.00 $32.00 $12.00 N Eagle Valley 4.3 $45.00 $28.00 $52.00 $36.00 $21.00 $18.00 $32.00 $18.00 N Emerald Greens 4.1 $43.00 $29.00 $46.00 $25.00 $22.00 $16.00 $30.00 $12.00 N Hastings GC 4.5 $53.00 $34.00 $65.00 $39.00 $20.00 $15.00 $42.00 $13.00 N Hidden Greens 4.6 $36.00 $24.00 $34.00 $24.00 $19.00 Inc. $20.00 $13.00 N Highland National 4.4 $48.00 $30.00 $48.00 $32.00 $22.00 $18.00 $24.00 $11.00 N Inverwood 4.1 $51.00 $28.00 $60.00 $38.00 $26.00 $20.50 $36.00 $15.00 N Keller 4.6 $57.00 $31.00 $45.00 $33.00 $23.00 $16.00 $41.00 $20.00 N Loggers Trail 4.0 $54.00 $35.00 $68.00 $42.00 $19.00 $19.00 $47.00 $19.00 N Oak Glen 4.4 $46.00 $19.00 $57.00 $42.00 $18.00 $18.00 $36.00 $18.00 N Oak Marsh 4.3 $46.00 $31.00 $51.00 $30.00 $21.00 $15.00 $34.00 $16.00 N Prestwick 4.4 $95.00 $57.50 $95.00 $50.00 $21.00 $10.00 $44.00 $16.00 N Southern Hills 4.4 $32.00 $21.00 $41.00 $27.00 $23.00 $15.00 $24.00 $12.00 N Valleywood 3.8 $49.00 $33.00 $59.00 $36.00 $24.00 $20.00 $28.00 $20.00 N River Oaks 4.5 $44.00 $28.00 $49.00 $30.00 $22.00 $16.00 $31.00 $17.00 N Averages 4.35 $47.94 $29.66 $53.88 $33.88 $21.31 $16.30 $33.25 $15.50 N ROJECTED UPGRADES TO GOLF SERVICES: Over the course of the next five years, below are the upgrades we would like to incorporate into golf services. Over the next five years, the golf operations team would like to expand our offerings to include a more robust and modern golf experience for guests of all ages and skill levels. This includes enhancing our practice facilities with improved range amenities and technology, introducing flexible and experience‑driven league formats, creating more short‑format and social play opportunities, and expanding programming that supports player development. We also plan to explore new technologies that streamline the golfer journey; from booking to check‑in to on‑course conveniences; while continuing to elevate course conditions and on‑course amenities. These additions will help River Oaks remain competitive, grow engagement, and strengthen our position as a leading community golf destination. 8 Department Overview – Maintenance SERVICES PROVIDED: The River Oaks Golf Course & Event Center maintenance department supports all aspects of the facility by assuring aesthetics and playability of the grounds and building maintenance. Maintains Course Grounds Equipment Maintenance Irrigation Repair Golf Shop Repair & Maintenance Clubhouse Repair & Maintenance Wedding Area Maintenance Construction Of Special Projects Course Projects Landscaping Course Planning TRENDS IN GOLF MAINTENANCE: Over the next five years, golf maintenance operations across the industry are expected to continue shifting toward sustainability, efficiency, and the strategic use of technology. Courses are placing greater emphasis on environmental stewardship through precise resource management; most notably with GPS‑guided sprayers that reduce chemical usage and improve application accuracy, as well as smart irrigation systems that monitor soil moisture and significantly lower water consumption. Advances in autonomous equipment, including robotic or nomadic mowers and autonomous ball collectors, are becoming more common as maintenance teams look for ways to optimize staff time. Incorporating naturalized or no‑mow areas is also an expanding trend, with facilities introducing native grasses and pollinator‑friendly plantings to reduce inputs, enhance biodiversity, and improve course aesthetics. At the same time, many courses are re‑evaluating design and maintenance priorities; such as reducing bunker quantities, improving cart paths, updating drainage systems/ponds, or selectively removing trees; to better allocate labor, equipment, and operating costs. These trends align closely with River Oaks’ long‑term goals of modernizing operations, improving environmental impact, and ensuring that maintenance practices remain both sustainable and financially responsible well into the future. GOLF MAINTENANCE GOALS: Below are the five-year goals for the maintenance department. Over the next five years, our maintenance operations team is focused on modernizing the course to elevate the player experience, strengthen safety, and improve long‑term operational efficiency. Key priorities include installing expanded cart paths to improve traffic flow and protect turf, completing strategic bunker renovations while reducing overall bunker count to better balance playability and maintenance demands, improving our natural ponds and adding storm shelters to enhance guest and staff safety during severe weather. Alongside these capital improvements, we will continue finding ways to better allocate labor resources, streamline equipment usage, and implement practices that ensure the course remains both enjoyable and efficient to maintain. 9 EQUIPMENT REPLACEMENT PROGRAM : Replacing old equipment saves labor costs, reduces down time, and helps control fuel and fertilizer costs. On the next page is a chart that shows some of our larger maintenance costs over the past five years. 2021 2022 2023 2024 2025 Maintenance Fuel $28,479 $43,340 $36,018 $31,184 $32,240 Fertilizer $31,279 $34,261 $46,912 $43,188 $40,799 Equipment Repair $27,473 $43,857 $36,265 $33,006 $31,678 In 2026, River Oaks obtained a new fleet of golf carts that will reduce our fuel costs and equipment repair. With a consistent equipment replacement schedule, we have seen a reduction in equipment repair costs as well. 10 EQUIPMENT REPLACEMENT SCHEDULE: The projected five-year equipment replacement needs of the facility are as follows: 2026 Equipment ACTUAL PURCHASED Golf ID Trade-In Equipment Age Hours Cost Toro 648S walking aerator $40,603 Foley Reel Grinder 633 scrap old grinder $57,500 TURFCO TORRENT BLOWER multiple trade ins, old equipment $3,890 $101,994 2027 Equipment Planned Golf ID Trade-In Equipment Age Hours Cost Toro 4000D Rough Mower 4100D 22+ 6000 $125,000.00 Heavy Duty Turf Vehicle John Deere 2030 26 3800 $50,000.00 $175,000.00 2028 Equipment Planned Golf ID Trade-In Equipment Age Hours Cost Fairway Mower - Toro 3555 John Deere 8500 11 3577 $94,000.00 Tee Mower John Deere 2500B 13 3800 $66,000.00 Tee Mower John Deere 2500B 13 3800 $66,000.00 $226,000.00 2029 Equipment Planned Surrounds Mower Toro 4300 8 3000 $96,000.00 Surrounds Mower Toro 3500 8 3000 $60,000.00 $156,000.00 2030 Equipment Planned Fairway Mower - Toro 3555 Toro 5410 18 5400 $94,000.00 Heavy Duty Turf w TopDresser ProGator w TopDresser 23 2000 $75,000.00 $169,000.00 11 Department Overview – Clubhouse – The Eagles & Events 2021 2022 2023 2024 2025 Rentals Rentals $14,850 $52,302 $52,791 $83,295 $48,290 Food - Cost of Goods Sold Cost of Goods $138,058 $167,545 $194,755 $177,576 $205,513 Revenue $353,026 $429,269 $552,955 $490,428 $513,808 Total Expense 39.1% 39.0% 35.2% 36.2% 39.9% Alcohol - Cost of Goods Sold Cost of Goods $74,977 $79,030 $88,400 $94,357 $90,381 Revenue $325,531 $336,577 $394,501 $407,997 $395,029 Total Expense 23.0% 23.5% 22.4% 23.1% 22.8% NA Beverages - Cost of Goods Sold Cost of Goods $24,479 $23,639 $31,453 $32,295 $30,462 Revenue $51,552 $64,578 $58,918 $57,707 $50,998 Total Expense 47.5% 36.6% 53.4% 56.0% 59.7% Overall Clubhouse - Cost of Goods Sold Cost of Goods $237,514 $270,215 $314,608 $304,228 $326,356 Revenue $730,109 $830,424 $1,006,374 $956,132 $959,835 Total Expense 32.5% 32.5% 31.3% 31.8% 34.0% 12 PAST PERFORMANCE: RODUCT AND SERVICE OFFERING: Our clubhouse and surrounding area offers a full array of services to our guests. Weddings Various External Events River Oaks Hosted Events Grill/Patio Beverage Cart Catering Bocce Outdoor Bar Fundraisers RENDS: Staying aligned with emerging trends is essential for ensuring that our Event Center, The Eagles Bar & Grill, and overall clubhouse operations remain relevant and competitive. Personalization continues to be one of the strongest and most consistent expectations from guests; people want experiences that feel tailored, meaningful, and unique to their occasion. At the same time, technology is rapidly reshaping how restaurants and event venues operate. Tools such as QR‑code ordering, self‑service digital menus, and ongoing Toast POS enhancements are improving order accuracy, increasing service speed, and elevating the overall guest experience by giving customers more control and convenience. The restaurant and event industries are also seeing increased demand for eco‑friendly practices, social responsibility, and transparency in sourcing. Culinary trends continue to favor creative, scratch‑made food, expanded plant‑based options, and food and beverage offerings that stand out from traditional menus. For events and banquets, clients are seeking more customized packages, unique themes, interactive food experiences, and flexible setups that reflect their personal style. These trends present meaningful opportunities for River Oaks to further enhance service quality, speed, and guest satisfaction, while ensuring our clubhouse operations remain innovative, efficient, and aligned with the evolving expectations of today’s customers. LUBHOUSE GOALS: Over the next five years, the clubhouse aims to significantly strengthen its financial performance, guest experience, and operational efficiency. Our primary goals include reaching $1.5 million in annual sales by 2030, increasing our wedding business to an average of 25 weddings per year, and growing our overall number of events by 5 percent each year. Operationally, we plan to reduce labor expenses to 45 percent and maintain food costs at approximately 33 percent through improved controls, menu engineering, and strategic purchasing. At the same time, we will continue expanding the use of technology; including QR code ordering and enhancements within the Toast POS system; to increase speed of service, improve accuracy, and elevate the customer experience throughout the clubhouse. 13 COMPETITIVE OVERVIEW: Below is an overview including available rates of wedding venues in the surrounding area. The data reveals that, we offer competitive rates compared to area venues with similar status. PROJECTED UPGRADES TO THE CLUBHOUSE: Over the next five years, planned clubhouse improvements focus on elevating the guest experience and expanding our event and entertainment capabilities. Key enhancements include creating a more dynamic and comfortable patio environment, developing a flexible outdoor event space, and exploring the addition of a speakeasy‑style venue to offer a unique and memorable gathering spot. These upgrades will strengthen River Oaks’ appeal as a year‑round destination for dining, social events, and community engagement. Venue Name Wedding Rental Cost Ceremony Fee Required Security or Setup/ Cleanup Cost Capacity Able To Host Ceremony In House Catering Food & Beverage Minimum Average Buffet Cost Cedarhurst Mansion N/A N/A N/A N/A N/A N/A N/A N/A Confluence $10,000+ $2,000+ Included 300 Yes Yes N/A N/A Hastings Golf Club $6,000 $500 + $4/chair Included 250 Yes Yes N/A $29-$36 Historic John P Furber Farm $10,295 Included $1,500 500 Yes No N/A N/A Hope Glen Farm $3,495+ $3,495+ Included 300 Yes No N/A N/A Oak Glen Golf Club $2000 - $6,500 $500 Included 400 Yes Yes N/A N/A Oak Marsh Golf Course $3,200 $600 - $995 Included 300 Yes Yes $5,000 N/A River Oaks Golf Course $6,000 $1,500 Included 225 Yes Yes $4,500 $30 Prestwick Golf Club $8,000+ N/A Included 250 Yes Yes N/A N/A Tinucci's N/A N/A Included 225 No Yes N/A N/A Wexford $4,000-$6,000 $750+ Included 400 Yes Yes N/A N/A **All rates are based on a Saturday event from May-October 14 Market Analysis Market Analysis: 2026–2030 The golf, events, and food‑and‑beverage markets continue to evolve, and River Oaks is well‑positioned to take advantage of emerging trends over the next five years. National participation in golf remains strong, with growth across multiple age groups and particularly among younger players. Industry data indicates that millions of golfers between 18–34 are actively engaged in the sport, and juniors; especially girls and minority youth; represent one of the fastest‑growing segments. Female participation continues to rise, and senior golfers remain one of the most frequent‑playing demographics. With golfers averaging over a dozen rounds per year nationally, and heavy play among older players, River Oaks can continue to attract a multi‑generational audience through improved practice facilities, course modernization, and experience‑driven programming. In the events market, consumer behavior is increasingly shaped by personalization, convenience, and technology. Venue selection is heavily influenced by online reviews, word‑of‑mouth referrals, and search‑driven discovery. Event planners now prioritize high‑quality service, reasonable pricing, and strong technological capabilities such as Wi‑Fi, AV systems, and digital planning tools. Weddings continue to be researched and booked primarily online, and couples increasingly seek venues that offer unique spaces, flexible packages, and memorable experiences. With ongoing improvements to the River Oaks event center, outdoor spaces, and food and beverage offerings, there is significant opportunity to grow weddings, corporate events, and social gatherings. Restaurant trends also align favorably with River Oaks’ direction. Quality remains the dominant driver for dining decisions, while consumers increasingly value creativity, scratch‑made offerings, and plant‑forward menu options. Technology plays a major role in shaping guest expectations; customers now expect online research, digital menus, efficient POS systems, and fast, accurate ordering; areas where solutions like QR‑code ordering and Toast POS enhancements can strengthen speed of service and satisfaction. At the same time, high operating costs challenge restaurants nationwide, making efficiency, labor management, and menu engineering essential for long‑term sustainability. Taken together, these trends underscore strong opportunities for River Oaks to grow over the next five years by leveraging technology, expanding customer‑focused amenities, elevating the golf and event experience, and aligning clubhouse operations with modern expectations. By continuing to invest in course improvements, personalized event offerings, and innovative food and beverage service, River Oaks is poised to strengthen its competitive position and expand its appeal to both golfers and non‑golfers across the region. 15 INDUSTRY TYPE: River Oaks operates in the golf and hospitality industries, with golfers and events serving as our primary revenue drivers. The Minnesota Golf Association lists approximately 160 golf courses throughout the Twin Cities region, creating a competitive landscape where facilities must differentiate through course conditions, customer experience, value, and amenities. Despite this level of competition, River Oaks continues to draw golfers from across the metro, demonstrated by our growth to over 45,000 rounds in 2025 - a significant increase from the 33,000 rounds played in 2019. This upward trend reinforces our growing reputation and the appeal of our course, clubhouse, and outdoor amenities. Within the events market, River Oaks competes with more than 500 venues across the Twin Cities, ranging from high‑end luxury spaces to budget‑friendly community halls. River Oaks falls within the reasonably priced category, offering excellent value by pairing competitive rates with a beautiful event center, scenic surroundings, and strong service quality. This positioning, combined with continued demand for weddings, corporate functions, and social gatherings, places River Oaks in a favorable position to grow event business over the next five years. When considering food and beverage, the region’s dining market is broad and highly competitive, with more than a thousand options available to consumers. Given our more remote location, The Eagles Bar & Grill functions as a seasonal destination, attracting guests with its unique setting, patio overlooking the course, and outdoor recreation amenities. Our strongest markets include golfers, local residents, and visitors from surrounding neighborhoods seeking a relaxed, scenic outdoor dining experience. Collectively, these market dynamics show that River Oaks is well‑positioned for continued growth. Strong golf demand, competitive advantages in event value, and a distinctive dining experience support long‑term success as we continue modernizing facilities, expanding programming, and improving the overall guest experience. M ARKET SEGMENTATION: River Oaks has a broad range of target markets based on the three main functions of the facility. Overall, golf is the main source of revenue for the business with the lowest cost of doing business. Events with controlled expenses is our second most successful source of revenue. The grill has the highest variable costs associated with it thus making it the most challenging revenue source. Because we have a great facility and improving equipment, we continue to strive to improve our grill sales performance to non-golfers. Below is a breakdown by department of our target markets. 16 STRENGTHS: Our main strengths are built on the customer experience and the quality of our golf course. We have long-term, experienced staff who know the customers by name and take pride in working at River Oaks. We also have built a reputation of dependability through our hosted events and other options that keep people coming back to visit. WEAKNESSES: River Oaks has a largely senior, male customer base. Our practice facilities would benefit from improvement to the short game areas. Also, a majority of our staff is seasonal and although some have been here long term, we do have high turnover rates in some departments. OPPORTUNITIES: There are untapped golf markets for us in the younger generations, women, juniors, and families. We have a great $10 junior golf program that starts everyday two hours before dark where the junior and adult can golf all the holes they can get in for $10. Adding a junior club team to our facility will also help to increase attracting junior golfers to the course. The addition of a short course and more lesson opportunities could help us tap into these markets. Targeting social groups and some of the local corporations for hosting off site events are also an opportunity that we need to approach. Increasing our catering business is a possibility because of the kitchen expansion. The kitchen expansion will also help us realize a savings in food costs with being able to easily prepare scratch-made food instead of having to purchase items premade. People are also now looking to host outdoor events and smaller events which we believe suits our facility well. THREATS: Competition is always a threat and comes from other golf courses, event centers, and restaurants in the area. Operating the grill for regular hours beyond the golf season remains a challenge as we attempt to meet customer, community and performance indicator needs. We continue to study this area to identify methods for improvement. Specific to golf services, although we can’t control disposable income or the amount of free time of our guests, we can avoid discounting fees and programs by providing experience value to our guests. The market has shown that once a course gets involved in the discount game, it is tough to maintain customers that pay regular rates. SWOT ANALYSIS: 17 Marketing & Sales Overview KEY MESSAGES: Our facility tagline is “Elevating Golf, Dining, and Community Experiences”. Our focus is to create a great customer experience from the time a customer walks in the door to the time they leave our facility. That is true on the course, at an event, or in The Eagles Bar & Grill. M ARKETING ACTIVITIES: River Oaks has been working on branding and keeping up with the importance of AI Search and how LLM’s are controlling customer searches. A key focal point of that effort includes providing a clear and concise message about who we are and what a customer can expect when coming to River Oaks. Below is a chart of ongoing marketing activities. Specifics for each category are provided in the second chart. 18 •Producing videos regularly •Creating branded, original content regularly •Paid advertisementsSocial Media •Starts by the guest having a great customer experience •We need to start asking more for reviews and referrals Word of Mouth/Referrals •Skol Marketing does an annual review for us to maintain our SEOSearch Engine Optimization •Maintaining a consistent message and branding •Updating as things get changed, moved, added, or deleted •Regularly mainting event calendar and online store for purchasing optionsWebsite •Digital sign on Highway 61 with varying messages based on what is happening at the facility •State of the art GPS and bluetooth enabled golf carts with on screen advertising •Handheld POS system •Social indoor digital advertising boards in the bathrooms Facility Technology •Skol Marketing manages our PPC •We have a focus on golf during the golf season •We have a focus on weddings all year longPay Per Click •Working on getting all of guests in silos and segments to be able to target specific groups - targeting, segmentation, and automation of emails •Can quickly create email campaigns with our partnership with TeeSnapEmail Campaigns •Reaching out to personal contacts to develop them into leadsCold Calling •Consistently providing information to be included each month •Creating a reminder to all city residents that we are an ammenity for them with many different offerings Cottage Grove Reports •Developing a partnership to become the go to facility to host events •Networking ability with the business of Cottage Grove and surrounding areas CG Area Chamber of Commerce 19 SALES STRATEGY: We strive to build a brand that is based on customer experience. We want to create a customer experience that is open to all. Every guest interaction we have is working to build that brand. We are a golf course first and foremost but with the addition of other areas of entertainment at our facility, we are able to target families and a younger generation with a fun, less traditional atmosphere where non-golfers can come for an enjoyable experience. ATTRACT: River Oaks utilizes all of the tools listed in our marketing plan to attract customers ENGAGE: We engage customers by building relationships with them through presenting our brand, asking questions and actively listening. Part of this step is adding value to an experience without necessarily expecting anything in return. CONVERT: In this step, we overcome objections and ask for the sale. Once a guest becomes a customer and sees value in the experience and services provided, that is when we seek reviews and referrals. These conversions to be a part of our core customer family is what keeps the business solvent. 20 2026 – 2030 Projections PROJECTIONS: 2026 2027 2028 2029 2030 Golf Shop Revenue $2,237,000 $2,326,480 $2,419,539 $2,516,321 $2,616,974 Expense - Personal Services $515,000 $530,450 $546,364 $562,754 $579,637 - Commodities $32,000 $32,960 $33,949 $34,967 $36,016 - Contractual $450,000 $463,500 $477,405 $491,727 $506,479 - Capital $20,000 $20,000 $20,000 $20,000 $20,000 - Financing Total Expense $1,017,000 $1,046,910 $1,077,717 $1,109,449 $1,142,132 Maintenance Revenue $0 $0 $0 $0 $0 Expense - Personal Services $545,000 $561,350 $578,191 $595,536 $613,402 - Commodities $152,000 $156,560 $161,257 $166,095 $171,077 - Contractual $86,520 $89,116 $91,789 $94,543 $97,379 - Capital $125,000 $175,000 $225,000 $155,000 $170,000 - Irrigation $92,812 $137,000 $138,375 $134,625 $135,750 - Financing Total Expense $1,001,332 $1,119,026 $1,194,611 $1,145,798 $1,187,609 Clubhouse Revenue $1,300,000 $1,404,000 $1,516,320 $1,637,626 $1,768,636 Expense - Personal Services $682,000 $702,460 $723,534 $745,240 $767,597 - Commodities $38,000 $39,140 $40,314 $41,524 $42,769 - Contractual $512,000 $527,360 $543,181 $559,476 $576,261 - Capital $20,000 $20,000 $20,000 $20,000 $20,000 - Financing Total Expense $1,252,000 $1,288,960 $1,327,029 $1,366,240 $1,406,627 21 Overall Revenue $3,537,000 $3,730,480 $3,935,859 $4,153,946 $4,385,609 Inv Interest Revenue $20,000 $22,500 $25,000 $27,500 $30,000 Expense $3,270,332 $3,454,896 $3,599,357 $3,621,487 $3,736,368 Credit Card Fees $76,772 $79,075 $81,447 $83,891 $86,408 Profit/Loss $209,896 $219,009 $280,054 $476,069 $592,834 Revenue based on 4% growth in the golf and 8% growth in the clubhouse year over year Expense based on 3% growth for personal services, commodities, and contractual expenses CONCLUSION: River Oaks strives to remain fiscally responsible while providing many amenities to our customers. Our goal is to grow revenue faster than expenses while continuing to maintain the quality of the course, facility, and the customer experience. Course Improvement Study Date: February 23, 2026 River Oaks Golf Course & Event Center 11099 South Hwy 61, Cottage Grove, MN. 55016 Course Improvement Study Submitted to: Mr. Dennis Neitz, Golf Course Manager Mr. Joel Hanson Golf Course Superintendent Prepared By: Garrett Gill, ASGCA Gill Design, Inc., Golf Course Architects W7843 810th Ave., River Falls, WI. 54022 Introduction: Gill Design, Inc. (GDI) was retained by the City of Cottage Grove, River Oaks Golf Course and Event Center on September 18, 2025, to prepare multiple strategies and concepts for improving ﬁ ve main areas of the facility as identiﬁ ed by golf course staﬀ. The ﬁ ve areas studied are: 1.Practice putting greens – expand main green east of clubhouse. 2.Practice range – increase turf tee area of main teeing ground; enhance instructional and practice area at south end of range; add practice sand bunkers for green-side and fairway bunker practice; consider all weather tee line option 3.Short game area – study options to create practice opportunities in area by pump house, nursery green and old hole 5 tee. Add secondary putting green north of No. 10 tee 4.Hole 5 remedies – study options to address safety issues with errant shots and adjoining property 5.Non-golf amenities – study options to expand bocce courts, add pickle ball courts, enhance outdoor patio areas to include ﬁ re pits and water feature C ourse Background: River Oaks Golf Course and Event Center (ROGC&EC) is an outstanding, well managed and maintained 18 hole facility designed by Don Herfort. The course was built in 1992 and features rolling, wooded terrain, numerous sand bunkers, a large practice range, and has scenic, picturesque views of the Mississippi River from the clubhouse. 1 Gill Design, Inc from website https://riveroaksmunigolf.com/ River Oaks Golf Course & Event Center Course Improvement Study ROGC&EC serves and provides community event space and frequently hosts weddings, special occasions, and seasonal and corporate events. ROGC also oﬀers, for community use, four outdoor bocce ball courts and event space. For more information about the facility, refer to the website https://riveroaksmunigolf.com/. S ummary of Report: Following is a summary of the improvements developed for the ﬁ ve areas. The recommendations are based on multiple sketch plan and concept reviews, and discussions with golf course staﬀ. ROGC&EC staﬀ members participating included: •Mr. Dennis Neitz, General Manager •Mr. Joel Hanson, Golf Course Superintendent •Mr. Barrett Boe, PGA Golf Professional •Mr. Andrew Sonn, Grill Manager 1 Practice Putting Greens: The existing putting green east of the clubhouse is approximately 6,530 square feet (SF). There are two areas within the green unsuitable to place putting cups due to excessive slopes thus reducing the usable size of the green. The size of the existing green is too small for the number of rounds played and the high volume of traﬃc it receives. The target size of the green should be between 7,000 SF or larger. Two options were presented to increase the size of the existing green and the extent of putting cup space. Putting Plan 1 expands the existing green to approximately 10,200 SF utilizing 5,100 SF of the existing green surface. The steep slope regions of the existing green would be converted to collar area, fairway or rough for pitching or chipping practice. Putting Plan 2 would rebuild the entire green resulting in an entirely new 12,000 SF putting green with expanded pin set or putting cup area. There remains ample space for pitching and chipping practice. Either plan expands the extent of usable green surface. Utilizing the central section of the existing green would be less expensive compared to building an entirely new green. Summary: After reviewing the options to expanding the existing putting green, staﬀ decided it would be better to leave the existing green as it is and focus resources on constructing a new putting green near the 10th tee area. 2 Gill Design, Inc Course Improvement Study 2 Practice Range: The existing practice range is very popular and heavily used, resulting in degraded turf conditions. Staﬀ struggles with keeping turf on the range tee and frequently resorts to utilizing the relatively ﬂ at fairway area immediately south of the lower tee as additional practice tee area. Even using the fairway area as tee, there is insuﬃcient tee area to maintain a reasonable quality of turf. The combined area, including the fairway area, is approximately 28,750 SF. The existing tee at the south end of the range is used for occasional instructional purposes. Staﬀ would like to consider the relocation of the existing TopTracer system to an 8-10 station 3-season covered facility, and they would like to see the addition of a nursery green south of the existing hole 7 tee area. At present the course has limited nursery green surface for repairs. Two options were discussed and reviewed. Both Range Plan 1 and Range Plan 2 reﬂ ect the addition of a 6-8 station TopTracer studio and a 32 station all weather synthetic turf tee line to be used during wet turf conditions or provide recovery time for the turf tee areas. Range Plan 1 reﬂ ects: •Single level 41,000 SF north tee, •Expansion of the south tee with a 20 station synthetic turf tee line, •Four (12’x70’) practice sand bunker bays, •Practice green complex with sand bunkers that serves as a nursery green, and •Service/support building with a restroom Range Plan 2 reﬂ ects: •Two level 38,000 SF north tee, and •Nursery green/fairway area that could also serve as a remote practice or instructional area. Summary: After reviewing the potential options, Staﬀ has concerns on safety on the improvements to the south tee due to errant golf shots on hole 8 entering the tee area and does not feel any additional improvement to the south tee is necessary at this time. Staﬀ prefers Range Plan 2 with the bi-level, two tiered tee with the TopTracer studio and nursery green/fairway area. 3 Gill Design, Inc Course Improvement Study 3 Short Game Area: Staﬀ has identiﬁ ed a triangular shaped area approximately 2.5 acres in size formed by Holes 5, 6 and 6 that could be utilized as a much needed short game practice area. The area formerly served as the 5th tee for Hole 5 and now serves as a nursery area and impromptu practice area used occasionally. The existing high voltage overhead power-line transverses the area and cannot be moved. Two options were discussed and reviewed. Both Short Game 1 and Short Game 2 reﬂ ect the incorporation of a 7,700 SF practice putting green in the area of Hole 10 tee to augment the existing putting green near Hole 1 tee, as practice sand bunkers, fairway / approach areas accommodating up to a 50 yard shot, realignment of the service path bringing golfers into the short game area, and tree plantings to buﬀer the area from hole 5 tee. The two options diﬀer in the green area. Short Game 1 reﬂ ects two practice greens totaling 7,000 SF in size. Short Game 2 reﬂ ects one large 14,000 SF green that could also be used as a putting course in conjunction with the proposed putting green. Summary: Staﬀ prefers Short Game 1 because it provides more separation and greater opportunity for use by more golfers. Short game area and putting green improvements would not disrupt play of the golf course during its construction. Both options provide for golfers to practice: •Sand bunker shots at varying distances •Lobbing, pitching and chipping shots from fairway or rough conditions at varying distances •Putting skills 4 Gill Design, Inc Course Improvement Study 4 Hole 5 Remedies: Over the years staﬀ has received numerous complaints from homeowners regarding errant golf shots from Hole 5 tee and fairway going west into adjoining property. GDI generated the safety corridor overlay for Hole 5 which illustrates the potential conﬂ ict areas. The corridor overlay is adapted from Golf and Law, Golf Course Safety, Security and Risk Management, written by Michael J. Hurdzan, Ph.D., Hurdzan Golf LLC. The overlay does not take into account mitigating factors such as topography, prevailing wind and existing vegetation. The overlay does depict the potential for conﬂ ict with the adjoining property to the west. GDI explored two basic considerations to address the conﬂ ict with adjoining property. Consideration 1 converts Hole 4 to a par 4, and Hole 5 to a par 3. Consideration 2 retains the structure of Hole 5 as a par 4 and make revisions to the hole, improves safety and reduces conﬂ ict with adjoining property. Summary: After review and discussion with staﬀ, the decision was made to work within the intent of Consideration 2 and keep basic framework of Hole 5 as it is and make adjustments and improvements to reduce the conﬂ ict with adjoining property owners. This decision is based on: •Reserving space for the addition of a short game area. Extending Hole 4 to play as a par 4 utilizes much of this area •Hole 4, as a par 4, and Hole 5 as a par 3, will work functionally but would not improve the golf experience •Converting Hole 4 to a par4 would be more expensive with additional artwork, greens construction, and restoration. 5 Gill Design, Inc Course Improvement Study Consideration 2 maintains the original character of the hole and reduces the conﬂ ict with adding property by: •Regrading the hillside east of the forward tees allowing for the realignment of the tees and fairway landing area. This improvement improves the visibility of the existing irrigation pond and aids in directing golf shots away from the property line. •Adding tree plantings and relocating the cart path to increase the buﬀer space and barrier to the property line. •Adding a new pond to increase the amount of stored irrigation water, to protect the dogleg point, and to provide a deterrent for golf shots attempting to drive the green. 5 Non-golf Amenities: Staﬀ would like to expand the non-golf amenities stated in the introduction. This includes adding pickle ball courts, adding 3 season covered space for events, ﬁ re pits, and expanding the outdoor patio at the bocce ball courts, expanding the covered concession area, and adding restrooms in the area. Staﬀ expressed the primary concern of maintaining the picturesque view of the Mississippi River from the clubhouse area and utilizing the existing septic ﬁ eld area immediately west of the clubhouse. Staﬀ has investigated and determined the septic ﬁ eld area can be relocated and the area used for event space. In 2024 ROGC&EC retained Bolten and Menk to prepare a master plan for upgrading the non-golf amenities. The Bolten and Menk plan relocated the bocce ball courts, added space for two pickleball courts that can also serve as 6 Gill Design, Inc Course Improvement Study event space, expanded the concession area, added water features, and spectator seating areas. Summary: GDI provided additional concepts for this area, but after review and discussion, staﬀ preferred the Bolten and Menk Master plan with some additions to area to maximize its use and to expand event space. Key elements in the non-golf amenities include: •3-season pavilion (50’x80’) in area of existing septic ﬁ eld with expanded lawn area for events •A deck element (30’x40’) oﬀ of the clubhouse to link with the 3-season pavilion area •A realignment of the service path from 6th green area to the 7th tee area and the addition of a new service path leading from the clubhouse area to the covered TopTracer facility and the 18th green. •A series of gates to control golf car traﬃc for non-golf events reducing conﬂ ict with golfers and providing a more exclusive space for special event guests. T he Preliminary Plan reﬂ ects all of the proposed improvements together. The Preliminary Plan is approximate in scope and character. The ﬁnal design of the various elements will be determine as the implementation of the suggested 7 Gill Design, Inc Course Improvement Study improvements unfold. Similarly, phasing and estimating the cost of the improvements has not been determined. The phasing and cost estimating of the project will be established when the ﬁ nal scope of the various improvements the golf course have been determined. The suggested improvements will: •Putting Green: Adds a second putting green near the 10th tee area to better provide for the opportunity to practice putting and provides the needed amenity for golfers waiting, or starting from the back nine. This green will also serve as an instructional element and as part of the proposed short game practice area. •Practice Range: Expands the practice range tee area to provide improved turf conditions; adds a synthetic turf tee line for use during wet turf conditions, event days, or to allow time for the turf regeneration; provides for enhanced 8 station covered TopTracer studio, and the incorporation of automatic robotic ball picking, washing, and ball delivery system. •Short Game Area: Adds a desired short game practice area with space to practice sand shots, lobbing, pitching, chipping, and putting practice over varying terrains like those found on the golf course. •Hole 5 Remedy: Suggested improvements to the hole increases the safety and reduces the likelihood of errant golf shots from entering adjacent property. The revisions include re-aligning the tees and golf car path, opening up and shifting the fairway, adding protective trees, and placing a heroic water hazard at the target landing area. Adding the new water feature and reshaping, and dredging the existing irrigation pond increases the water storage capacity of the irrigation system and reduces draw down bank erosion which is also needed. •Non-Golf Amenities: These suggested improvements enhance the use of the facility for non-golf community functions and after golf activities. Bocce ball and pickle ball have been very popular in the community. Adding deck space, a 3- season pavilion, and pickle ball courts, which will also serves as event space, and will greatly add to the versatility of the use of these spaces by the facility and the community. Gill Design Inc., appreciates the opportunity to work with River Oaks Golf and Event staﬀ on this project. They have been very responsive in providing background, design review, and making suggestions for improvement. Respectfully submitted, Garrett Gill, Golf Course Architect Enclosure: Preliminary Plan 8 Gill Design, Inc 6 18 9 1 10 7 5 4 8 station covered TopTracer studio 40 30 20 10 10 20 20 20 Green 7,700 SF 360 3-season pavilion (50' x 80') Amenity area improvements (refer Bolton & Menk Master Site Plan, River Oaks Park, April 2024) Re-align service path Service path gate (typ.) Service building w/restroom Bocce ball courts Event space /pickle ball courts Water feature Preserve view shed to river Preserve view shed to river deck area (30' x 40') gate (typ.) gate (typ.)gate (typ.) 31 station synthetic turf tee line 8 station covered TopTracer studio Green 2,500 SF Green 3,600 SF 40 30 20 10 10 20 20 20 Bunker 640 SF Bunker 430 SF Green 7,700 SF 360 Pond 13,600 SF Tree planting (mixed coniferous / deciduous) Realign fairway Grade hillside Mounds Connect ponds Realign tees 4,600 SF Reshape & dredge pond 35,145 SF 3-season pavilion (50' x 80') Bunker 800 SF Amenity area improvements (refer Bolton & Menk Master Site Plan, River Oaks Park, April 2024) Re-align service path Robotic ball picker charging station, collector, ball washer & dispenser Service path gate (typ.) Relocate cart path Service building w/restroom Bocce ball courts Event space /pickle ball courts Water feature Nursery green 8,560 SF Nursery fairway 15,100 SF Realign fairway Preserve view shed to river Preserve view shed to river Re-align service path Tee as two levels Existing: 28,775 SF Proposed Upper: 18,350 SF Proposed Lower: 18,350 SF Tee as two levels Existing: 28,775 SF Proposed Upper: 18,350 SF Proposed Lower: 18,350 SF gate (typ.) gate (typ.)gate (typ.) deck area (30' x 40') Draft (for review & discussion only) Preliminary Plan February 23, 2026 0 50 100 150 200 ft W7843 810th Ave • River Falls, WI. 54022 O: (715) 425-9511 • www.GillDesignInc.com North Scale: 1:2400 © 2026 Gill Design Inc.