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HomeMy WebLinkAbout2026-05-11 Park Packet1 COTTAGE GROVE PARKS, RECREATION AND NATURAL RESOURCES COMMISSION May 11, 2026 COUNCIL CHAMBER - 7:00 PM 1 Call to Order 2 Roll Call 3 Approval of the Agenda 4 Approval of Minutes A March 9, 2026 Minutes 5 Open Forum 6 Action Items A Bylaw Review B River Oaks Business Plan C Ice Arena Business Plan D June Meeting E Vice Chair Position 7 Presentations 8 Action Updates A Denzer Park B CG Trailway Corridor Restoration C Oltman Park D Mississippi Dunes Park E Peterson Park F Still Ponds Park 9 Donations 10 Staff Reports and Materials A Staff Reports 11 Commission Comments 12 Council Comments 2 A Council Agendas 13 Workshop 14 Adjournment PARKS AND RECREATION COMMISSION Date: March 9, 2026 12800 RAVINE PARKWAY SOUTH COTTAGE GROVE MN, 55016 COUNCIL CHAMBER - 7:00 P.M 1. CALL TO ORDER Meeting called to order at 7:00pm at City Hall 2. ROLL CALL Members Present: Adam Larson, Dave Olson, Kelly Glasford, Jordan Dibich, Sam Larson Members Absent: Susannah Brown, Debra Gustafson, Shane Waterman Others Present: Jim Fohrman Parks Superintendent , Council Member Dave Thiede 3. APPROVAL OF THE AGENDA 4. APPROVAL OF THE MINUTES A motion to approve minutes from February 9, 2026, was made by Commissioner Olson & seconded by Commissioner S. Larson. Minutes Approved. 5. OPEN FORUM None 6. Presentations New Commissioner Introduction 7. ACTION ITEMS A. CGAA United Soccer Goal Funding Request The Cottage Grove United has requested matching funds to buy two sets of soccer goals for this year. Looking for the Commission to accept or not accept their request. Commissioner Olson brought up that in 2023 we approved the Pine Coulee RCA track for $2,500 but that money was never given to them. Jim Fohrman confirmed that was accurate. Commissioner Olson requested that a note be made and it be taken off the list. Commissioner Olson made a recommendation based on Parks & Recreation Commission Minutes CITY OF COTTAGE GROVE 12800 RAVINE PARKWAY COTTAGE GROVE, MINNESOTA 55016 www.cottagegrovemn.gov 651-458-2800 FAX 651-458-2897 EQUAL OPPORTUNITY EMPLOYER their cost being $5,200 he would like to approve a grant of $2,600 to cover half or 50% of this improvement. A motion to approve the CGAA United Soccer funding request made by Commissioner Dibich. Seconded by Commissioner Olson. B. Military Trailhead Master Plan Plan included in Commission packet. Looking for feedback from the Commission and a motion to approve the master plan. Commissioner Olson asked if this will be located in the Northwest corner of the McHattie property. Jim Fohrman confirmed yes, it will be where the hay storage shed currently is. Commissioner Olson asked for clarification on page 17 of the packet regarding the lettering (A,B,C,D,E & F) on the bike trail and if this is where Washington County will be placing their signage. Commissioner Olson requested that we coordinate with Washington County so that they can include our information on their signage. Commissioner Olson said that he would mention this to the Washington County Parks Director as well. Commissioner A. Larson asked if this trailhead was going to be a full building and park or are we thinking more of a kiosk type with a bike and hammock station. Jim stated that it will be a full kiosk with a shelter and picnic tables, and some sort of sculpture that ties into the history of Military Road and the trail. Commissioner Glasford asked about how it will work with overhead structures and signage. Jim stated that we are not at that phase yet as we are still in the conceptual planning stage. It’s going to deal with the history of Military Road and where it started and where it ends. A motion was made to approve the Military Trailhead Master Plan by Commissioner Olson. Seconded by Commissioner Glasford. C. Bylaw Review Commissioner A. Larson asked what the city park profile means in section 1-K, as he does not recall that we have ever maintained one. Jim stated that he did not have a clear answer. Commissioner Olson stated that to him, that means that all parks are maintained at the same level. So old parks get upgraded to be equal with new parks and that is a really strong commitment from Zac & City Council. Sometimes we have long discussions about playground equipment, the colors, the type of equipment based on the neighborhood it is in, and that is all about the profile of our parks. The next question Commissioner A. Larson had was section D under membership. In the bylaw it states the number of commissioners, however in his time we have never had a full Commission. So would it make sense to modify the language to say, “up to nine members”. The last comment Commissioner A. Larson had was on D-3 about attendance. Currently it states that if you are unable to attend to reach out to the chair, however, we always reach out to the Parks Director (Zac). Council Liaison Dave Thiede recommended that the number of members should always be odd to keep away from split decision type voting. Commissioner Olson respectfully disagreed with Council Member Thiede and stated that the Commission strives to have a unanimous decision. There is only one time that he could recall where it was not, and there was one negative vote. So odd or even in this type of Commission is not Parks & Recreation Commission Minutes CITY OF COTTAGE GROVE 12800 RAVINE PARKWAY COTTAGE GROVE, MINNESOTA 55016 www.cottagegrovemn.gov 651-458-2800 FAX 651-458-2897 EQUAL OPPORTUNITY EMPLOYER that big of a deal. Council Member Thiede agreed that this was probably true. A motion to approve the bylaws as submitted was made by Commissioner Olson. Seconded by Commissioner Dibich. D. Peterson Park Playground There is one design that is included in the packet for Peterson Park Playground. Looking for a vote of approval to move forward with the purchase. Jim stated that the domed piece was changed to have poured rubber underneath it. Also, the chimes are an ongoing discussion as staff are not sure if chimes in a park like that with the natural concept is the best idea. Zac is working with the design team to see if there is something else that fits within the box with safety zones that need to be accounted for. Commissioner Glasford suggested that there needs to be two of the spinning chairs. Commissioner Glasford does like that one of the slides is more accessible with the rubber surface around it. Commissioner Olson likes the overall design and agrees with the staff regarding the chimes. Commissioner Dibich liked the overall design and agreed with Commissioner Glasford that the addition of another spinney chair would be good idea. Commissioner S. Larson stated that he does not like wood chips and wanted to know if it’s possible to be all rubber surface. Jim Fohrman explained that the cost would add a couple hundred thousand dollars to the overall cost of the park, and even though he agrees the poured rubber is very nice, there is a cost to maintenance that we just dealt with at Woodridge when having a coating put on in hopes to get another 10 years out of it before having to replace it. Commissioner A. Larson asked if there would be shade near the park. Jim stated that currently there are no trees at the location, but we will be planting trees. Commissioner Glasford asked if there would be a bench or benches around the park. Jim stated that he is sure we will be adding benches around the park. A motion was made to approve the design with the addition of a second spinning chair if there is budget for it by Commissioner Dibich. Seconded by Commissioner Olson. E. Still Ponds Park Natural Resources Management Plan This was brought forward at last month’s meeting. There were some changes that were brought up in that meeting, including population and verbiage that have been changed and now looking to move forward or amend what we would like to do with it. Commissioner Olson is worried about the amount of money that we will have to spend to achieve the goals outlined in this plan, matched against the amount of usage anticipated at this park. Yes, there is a pond, and we need to protect the water, but it is 45 acres of land that we are not going to develop so he is torn on what the right thing to do as this will take a lot of time, effort, and money to achieve. Commissioner Glasford commented that she sees this as more of an open space versus a high traffic area and that homes surrounding the area would like a natural space. She agreed that we need to think about how this space can be utilized in the future. She stated that there are two parks in Woodbury where her young boys enjoy going, because they can explore and be with nature. She would love to see this Parks & Recreation Commission Minutes CITY OF COTTAGE GROVE 12800 RAVINE PARKWAY COTTAGE GROVE, MINNESOTA 55016 www.cottagegrovemn.gov 651-458-2800 FAX 651-458-2897 EQUAL OPPORTUNITY EMPLOYER location have something interactive. Commissioner Olson asked Jim if he could help explain timelines. Jim stated that there isn’t a timeline for anything. The study has been completed and now we need to decide how we will move forward. The biggest thing is that the red pines need to be removed. Commissioner A. Larson stated that two years ago when we started this, this park was intended to be an inactive low maintenance park and thought that was the direction we were going. Commissioner Olson agreed that is what we are going for, however, he is questioning if that is still the direction we want to take. After more discussion a motion was made to approve the plan with the additional provisions that we clearly understand how to best use this land in the future. Commissioner Dibich seconded. 8. PRESENTATIONS None 9. ACTION UPDATES Denzer Park The shelter and playground are at Public Works, so those will start to go up this spring. We are working through the design phase of the irrigation with the pumps because the water pressure will require a variable drive pump. We are also working on getting bids for grading for moving power in. CG Trailway Corridor Restoration All the piles of brush have been removed. The City is now cleaning up dead trees along property lines. As we move into spring there will be seeding done and planting of trees. Oltman Park The power has been installed for the irrigation service and parking lights. The shelter was delivered to Public Works last week and will go up this spring. Mississippi Dunes Park Additional grants have been requested and applied for. The fishing pier will be ordered shortly and will be going to Council for approval and hopefully installed in 2026. Peterson Park Zac is still applying for additional grants. 10. DONATIONS None 11. STAFF REPORTS & MATERIALS Each division has submitted reports and updates Parks & Recreation Commission Minutes CITY OF COTTAGE GROVE 12800 RAVINE PARKWAY COTTAGE GROVE, MINNESOTA 55016 www.cottagegrovemn.gov 651-458-2800 FAX 651-458-2897 EQUAL OPPORTUNITY EMPLOYER 12. COMMISSION COMMENTS To: From: CC: Date: Subject: Introduction/Background C.1.K. – clarification of the language intent D.1 – Add the words “up to” for membership to allow the Commission to continue regular business while seat vacancies exist. D.2.b – Consideration of appropriate Youth Commissioner age requirements. D.3.b – Change appropriate contact for absenteeism from Commission meetings to align with current norms. Staff Recommendation CITY OF COTTAGE GROVE ARKS RECREATION AND NATURAL RESOURCE COMMISSION BYLAWS A. Authority 1. State of Minnesota – Municipal Planning Act as amended. 2. Name – The official name of this Commission is the Parks, Recreation and Natural Resource Commission of the City of Cottage Grove, hereafter referred to as the Parks Commission and is authorized to adopt rules of procedure according to Title 2-1-8 of the City Code of the City of Cottage Grove, Washington County, State of Minnesota. 3. Governing Regulations – The laws of the State of Minnesota and the ordinances of the City of Cottage Grove supersede any part of these rules. 4. Rules of Order – In matters not covered in these rules of procedure, the conduct of the Parks Commission shall be guided by "Robert's Rules of Order, Newly Revised." 5. Open Meeting Law – The Parks Commission and all Committees thereof shall be subject to the Minnesota Open Meeting Law. B. Enablement and Amendments 1. These rules of procedure, hereafter referred to as the Rules, shall take effect upon adoption only by an affirmative vote of five (5) members of entire Parks Commission appointed at the time. 2. These rules may be amended only at regular meetings of the Parks Commission and by not less than 2/3 of the Commission members consenting to any amendment, and with any amendment to these rules receiving consideration for at least two (2) consecutive regular meetings before adoption and inclusion in these rules. Amendments will normally be given consideration at the annual Parks Commission organizational meeting. C. Purpose 1. The primary purpose and duties of the Parks Commission shall be to: A. Develop programs providing for maximum use of resources within the City as they relate to parks, recreation and natural resources. B. Aid and assist the City in formulating and following sound conservation and land use management practices. 2023 Parks Commission Rules C. Assist City staff and the Planning Commission in the preparation and implementation of a comprehensive park and open space plan. D. Aid the appointed City staff liaison, park planning consultants, and others in the preparation of site plans for new and existing parks and open space areas, conservancy areas and scenic overlooks. E. Make recommendations to the appointed City staff liaison and City Council regarding the care, maintenance, and development of City parks. F. Review all preliminary plats for commercial, industrial, and residential development within the City, to ensure that all park and open space properties, trails, and other environmentally significant areas designated for acquisition and/or development are acquired and preserved from urban development. G. Act as liaison between the Council and City organizations that provide recreational programs; provide a forum for open discussion of issues by the public. H. Review all plans or applications submitted to the City that may affect any City natural resource. I. Review and provide feedback and direction on existing City recreation programs and assist the Recreation Division in the development of new programs and services. J. Review equipment needs of the City parks and playgrounds and make recommendations to the Council on the purchase of such equipment. K. Maintain and refine the City park profile to assure it meets the service expectations of the community at large. L. Assist in the development of ordinances relating to parks, recreation and natural resources. M. Assist the appointed City staff liaison in the prioritization and recommendation of capital improvement projects within the parks and open spaces. N. Provide a continuing analysis of programs and services to meet citizens' recreational needs, protect the environment and enhance the quality of life in the community. O. Participate in the planning and development of all State and regional parks and park reserves acquired and developed within the City by the County, State, or Federal government. P. Review engineering and site plans for City improvements that may in any way change the characteristics of any City park land. (1971 Code § 2-58; amd. 2000 Code) 2. The Parks Commission shall consider and report on every matter referred to the Commission by the City Council. 2023 Parks Commission Rules D. Membership 1. Number and Term – The Commission shall consist of up to nine (9) members, two of which are youth seats, each appointed by the City council for terms of two (2) years beginning March 1. No Parks Commission member may serve more than four consecutive terms. Appointments to fill vacancies shall be only for the unexpired portion of such vacancy; filling an unexpired term of one year or less shall not be counted against the limit of three consecutive terms. 2. Qualifications – All members of the Commission must meet the following qualifications: a. Each Parks Commission member shall be a resident of the City. b. Youth Commission members shall be a student enrolled in grades 9-12. 3. Attendance and Resignation a. Resignation from the Parks Commission shall be in writing to the Chair of the Parks Commission who will notify the City Council and request a new appointment. b. Absence From Meetings: Unexcused absence from three (3) consecutive regular meetings of the commission or four (4) meetings in any one year period (beginning March 1) shall be deemed to constitute a resignation of a member, and the vacancy thus created shall be filled thereafter. To be excused, an absence must be requested in writing by the affected member to the Parks and Recreation Director (and/or Administrative Assistant), granted by the commission chairperson (or the vice chair if the chairperson makes the request) and/or the council liaison and filed with the city clerk. Absences may be excused for extenuating circumstances that prevent the member's attendance, such as business demands, state of health, or personal emergencies. (Ord. 694, 5-2-2001) c. Removal of Members: The council shall, by majority vote, have the authority to remove any member of the commission from office whenever in its discretion the best interest of the city shall be served thereby. A member removed from office shall, upon request, have a right of appeal before the council. (1971 Code § 2-46) 4. Ex-Officio Members – Ex officio members of the Parks Commission, who shall be nonvoting members, shall be the Mayor and members of the City Council. The Council or Parks commission chairperson may appoint ex officio, nonvoting members to the Parks commission when such appointment, in the sole discretion of the appointing authority, is deemed beneficial to aiding the Parks commission to fulfill its assigned duties, such ex officio member to serve for a term designated by the appointing authority. (1971 Code § 2-44; amd. 2000 Code) 1. Meetings 2023 Parks Commission Rules a. Annual Meeting – The Commission shall have the annual meeting at the first regular meeting in March of each year, at which time appointments shall be received, officers elected, rules adopted, committees appointed, and such other business transacted as the Parks Commission decides. b. Regular Meetings – The Parks Commission shall have regular meetings on the second Monday of the month (if the regular meeting falls on a City holiday, the preceding Monday shall be the regular meeting for that month) in February, March, May, June, August, September, November and December at 7:00 p.m. The Parks Commission may elect not to consider any item of new business on the agenda after 10:00 p.m. c. Special Meetings – The Commission may hold special meetings, any time outside of the regular meetings by: 1) the call of the Chair of the Commission, 2) by petition of four (4) commission members, or 3) the call of the City Council. Special meetings shall require notice to all commission members in writing and mailed at least five days prior to such meeting or personal notice at least twenty-four (24) hours in advance. 2. Quorum and Voting a. A simple majority of the appointed and voting members shall constitute a quorum for any meeting of the Parks Commission. b. A majority of the Parks Commission present and voting shall decide all questions excepting extra requirements for amending the Rules, suspending the Rules, and regulations superseding the Rules. c. A roll call vote shall be taken when there is division on any question. The members shall be polled with the Chair voting last. d. Every member shall vote for or against the motions before the Parks Commission, unless he/she has declared a conflict of interest or by a majority vote of the Parks Commission members present a member is determined to be immediately in the question, in which case the member shall not vote. e. When a member declines to vote on a motion, he/she shall be required to give his/her reasons. The Chair then will put the question to the Parks Commission, "Shall the member, for the reasons given by him/her be excused from voting?" which shall be decided without debate. f. The order of voting on the previous question shall each be voted upon in reverse order of receiving the amendments and then upon the main question. 3. Motions a. No motion shall be debated until there is a second to the motion. 2023 Parks Commission Rules b. No motion shall debated until that motion is restated by the Chair or upon the direction of the Chair restated by the recording staff from his/her notes. c. A motion to adjourn shall always be in order except during roll call. When a motion to adjourn is made, it shall be in order for the Chair to permit any member to state any fact to the Parks Commission relative to the condition or amount of business before the Parks Commission which would seem to render it improper to adjourn at that time. Such statement, however, shall not be debatable and shall not in any case, occupy more than two (2) minutes. d. A motion to adjourn shall always be in order, also a motion to adjourn to a time certain. The latter motion is debatable. When either motion is rejected, it shall not be renewed until further business has been transacted or further discussion has taken place. e. After a motion is stated by the Chair or read by the recording staff, it shall be considered to be in possession of the Parks Commission, but may be withdrawn by the author at any time before decision or amendment. f. A motion or amendment shall be written out and presented to the Parks Commission if the Chair, the recording staff, or any members so request. g. When a question has once been made and carried in the affirmative or negative, it shall be in order for any member who voted with the prevailing side to move for the reconsideration thereof; but no motion for the reconsideration of any vote shall be in order after the motion, resolution, report, or other official action upon which the vote was taken shall have gone to the Council, announcing the Parks Commission decision. h. Precedence of Motions – When a question is under debate, no motion shall be received, but: 1) To adjourn to a time certain. 2) To adjourn. 3) To lay on the table. 4) Call for the question. Motions 2, 3, and 4 shall be decided without debate. 5) To commit to committee. 6) To postpone to a certain day. 7) To amend, or 8) To postpone indefinitely The above motions shall have precedence in order from 1 through 8. 4. Agenda and Order of Business a. The business at a regular meeting shall include such items as: 2023 Parks Commission Rules  Call to Order  Roll Call for Attendance  Approval of Agenda  Presentations  Open Forum  Consent Items  Old Business  New business  Applications and Requests  Other Items  Secretary's Report (minutes, agenda, etc.)  Staff Reports  Committee Reports  Non-agenda Items  Adjournment 5. Initiation of Business a. The City Council may direct other business to the consideration of the Parks Commission for report to the City Council. b. The Parks Commission may initiate any business within the laws of the State of Minnesota and the ordinances of the City of Cottage Grove. 6. Types of Action by the Parks Commission a. All recommendations of the Parks Commission are subject to review and final action by the City Council. b. Adoption of and changes to the Rules. In accordance with Item B, Enablement and Amendments, noted herein. c. Adoption of and changes to motions of the Parks Commission with the direction or recommendation within the authority of the Commission. d. Initiation of studies on matters within the authority of the Parks Commission with reports to the Parks Commission required of every committee or sub-committee of all activities and results. 7. Public Participation a. All meetings of the Commission shall be open to the Public. b. If the applicant is not present, the item may be moved to the end of the agenda. If the applicant has not arrived, the item may be continued to the next available public hearing. 2023 Parks Commission Rules F. Officers 1. Officers – The officers of the Parks Commission shall be and their duties shall include: a. Chair 1) Shall preside over the Parks Commission, and be charged with all powers and duties pertaining to such presiding officers. 2) Shall preserve order and decorum, and in case of disorderly conduct or disturbance in the audience, may order the area to be cleared. 3) Shall have general control, except as provided by rule or law of the portion of the municipal building being used by the Parks Commission at the time of Parks Commission meetings. 4) Shall from time to time represent the Parks Commission at City Council meetings, other organizations and to the public, subject to the implied direction set by the Parks Commission and representing both majority and minority points of view on applicable issues. 5) Shall appoint members to the committees of the Parks Commission, if necessary. 6) Shall appoint acting officers of the Parks Commission and to generally supervise and direct the work of the Commission. 7) May prepare and present an annual report to the City Council. b. Vice-Chair 1) During the absence, disability, or disqualification of the Chair, the Vice-Chair shall exercise or perform all the duties and be subject to all the responsibilities of the Chair. 2. Appointment and Election of Officers a. Chair – The Chair of the Parks Commission shall be elected by the City Council Liaison with ratification by the City Council. b. Vice-Chair – The Vice-Chair of the Parks Commission shall be elected by the Parks Commission. b. Term – Each officer shall be elected by the Parks Commission at the annual meeting to serve a term of one (1) year or until a successor is duly elected. c. Vacancy – Should any officer, other than the Chair, vacate his/her office by resignation or other valid reason, the Chair may appoint a member to act in and carry 2023 Parks Commission Rules out the duties of the vacated office until the Parks Commission fills the vacancy by election. 3. Appointment of Parks Commission Members a. Notify other city commissions of openings. b. Contact and invite interested citizens. c. All applications of citizens interested in serving on a commission will be kept on file in the office of the Administrator for at least two (2) years and shall be shared with all other city commissions. d. Parks Commission Chair or appropriate Commission Officer and the City Council liaison shall interview candidates and make recommendations to the City Council. G. Committees 1. General Provisions a. Types of Committees – The Parks Commission or the Chair of the Commission may direct the appointment of standing and special committees. b. Appointments – The Chair of the Parks Commission shall appoint members of the Parks Commission to committees subject to the approval of the Parks Commission and the consent of each member for the committee on which he/she is to serve. c. Substitutes – The Chair of the Parks Commission or the Chair of the Committee may appoint substitute and additional commission members subject to the appointment procedures of these Rules. d. Attendance – All meetings of any committees are open to any member of the Parks Commission; all members of the Parks Commission shall be notified of Committee meetings. e. Committee Actions 1) Committees shall work on assignments as directed by the Parks Commission, the Rules Committee, or the Chair of the Parks Commission. 2) All committee Chairs shall file written reports or minutes as directed by the Parks Commission or as requested by the Secretary or recording staff for historical background on issues. 3) All committees may appoint special sub-committees for specific purposes. 2. Standing Committees 2023 Parks Commission Rules a. Service – Standing committees may be appointed at each annual meeting and may serve in a permanent status during the following year. b. Quorum – Each standing committee must have a quorum of two (2) members to transact business. 3. Special Committees & Liaisons a. Special committees for specific purposes may be appointed by the Commission or the Chair of the Commission, subject to the appointment procedures of these Rules, to serve for less than a period of one (1) year or until a project is completed. b. The Commission shall appoint a representative to the Advisory Committee on Historical Preservation. Adopted this 8th day of February, 2016, by the City of Cottage Grove Parks, Recreation and Natural Resource Commission. Amended 2/5/14 Amended 2/8/16 Amended 3/15/23 To: Parks, Recreation and Natural Resources Commission From: CC: Zac Dockter, Parks and Recreation Director Dennis Neitz, River Oaks General Manager Date: April 27, 2026 Subject: 2026-2030 River Oaks Business Plan Introduction/Background Every five years, staff updates its’ business plan for River Oaks operations. This is done to assure we remain relevant in the market place and give our customers and residents the best value for their investment in this facility. The plan also prepares for capital investment needs to assure the facility and equipment operates efficiently and safely to maintain a strong infrastructure for the business. Please review and provide feedback at the meeting. Staff Recommendation Recommend approval of 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. MISSION 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. MARKET 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. MARKETING 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 regularlySocial Media •Starts by the guest having a great customer experienceWord of Mouth/Referrals •Skol Marketing does an annual review for us to maintain our SEOSearch Engine Optimization •Maintaining a consistent message and brandingWebsite •Digital sign on Highway 61 with varying messages based on what is happening at the facilityFacility Technology •Skol Marketing manages our PPC Pay Per Click •Working on getting all of guests in silos and segments to be able to target specific groups - targeting, segmentation, and automation of emailsEmail Campaigns •Reaching out to personal contacts to develop them into leadsCold Calling •Consistently providing information to be included each monthCottage Grove Reports •Developing a partnership to become the go to facility to host eventsCG 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. To: Parks, Recreation and Natural Resources Commission From: CC: Zac Dockter, Parks and Recreation Director Jordan Hirman, Recreation Facilities Manager Date: April 27, 2026 Subject: 2026-2030 Ice Arena Business Plan Introduction/Background Every five years, staff updates its’ business plan for Ice Arena operations. This is done to assure we remain relevant in the market place and give our customers and residents the best value for their investment in this facility. The plan also prepares for capital investment needs to assure the facility and equipment operates efficiently and safely to maintain a strong infrastructure for the business. Please review and provide feedback at the meeting. Staff Recommendation Recommend City Council accept and place on file the 2026-2030 Ice Arena Business Plan. ____________________________________________________________________________________ 2026-2030 Business Plan ____________________________________________________________________________________ To: From: CC: Date: Subject: Introduction/Background Staff Recommendation To: Parks, Recreation and Natural Resources Commission From: Zac Dockter, Parks and Recreation Director Date: May 7, 2026 Subject: Vice Chair Position Introduction/Background Each year the Commission must appoint a Vice Chair. Nominations will be accepted at the meeting. If there is only one candidate, the Commission may appoint the position by unanimous vote. If multiple nominations are submitted, a silent ballot will be administered by the staff liaison. Staff Recommendation Appoint a Vice Chair for the Parks, Recreation and Natural Resources Commission. To: From: CC: Date: Subject: Introduction/Background Staff Recommendation To: From: Date: Subject: April Turn water on at dog park May To: Honorable Mayor and City Council Parks, Recreation and Natural Resources Commission From: CC: Dennis Neitz, River Oaks General Manager Zac Dockter, Parks and Recreation Director Jennifer Levitt, City Administrator Date: May 2, 2026 Subject: River Oaks April 2026 Update Introduction Discover one of the Twin Cities’ most scenic and versatile destinations—where exceptional golf, unforgettable events, and elevated dining experiences come together. Golf Like Never Before River Oaks isn’t just a golf course, it’s an experience. Our breathtaking 18-hole layout winds through the Mississippi River Valley, offering stunning views and unmatched playability. Whether you’re here for a casual round, a competitive league, or a memorable tournament, you’ll enjoy a course consistently ranked among the best municipal courses in Minnesota. Add in our practice facilities and expert lessons, and River Oaks is the perfect place to elevate your game. Celebrating in Style Our practical Event Center is designed to make every occasion extraordinary. With space for up to 250 guests, customizable layouts, and panoramic views, River Oaks is the ideal setting for weddings, banquets, corporate meetings, and special celebrations. Our in-house culinary team crafts menus that impress, while our dedicated staff ensure every detail is flawless. From intimate gatherings to grand events, we make your vision a reality. Dine & Unwind The Eagles Bar & Grill is more than a restaurant; it’s a destination during the summer. Enjoy a full menu of chef-inspired dishes, and refreshing drinks in a warm, welcoming atmosphere. Step out onto our scenic patio and take in sweeping views of the golf course and Mississippi River Valley. Seasonal favorites start in May, as our patio is open for the season – weather permitting! April Update Golf Reporting Update 2025 2026 April Revenue $200,464 $169,650* *Number not official Golf Summary Excitement is building for the 2026 season! Leagues, lessons, and season passes are already filling up, and our pro shop will be stocked with the latest merchandise. Mother nature has made us work a bit harder this Spring with the ups and downs of temperatures and the challenging ice damage that we had in areas of the course. We have invested time and money in making sure our product will be in excellent condition as soon as we get some warm weather. We received about $27,000 earlier in our season passes, which is why we have reduced revenue in April. Event Center - Eagles Bar & Grill Reporting Update 2025 2026 April Revenue $77,902 $67,948* *Number not official Event Center - Eagles Bar & Grill Summary We’re thrilled to kick off the season with the return of patio season and a refreshed menu for the summer golf season. With a new look patio, we are excited about the upcoming season. And don’t forget—May/June is packed with exciting Spring sports events, making River Oaks the place to be all season long. Maintenance - Summary Our dedicated golf course team has been hard at work completing our equipment, so it is prepped and ready—and we’re thrilled to introduce brand-new Yamaha golf carts for a smoother, more enjoyable ride. Plus, we’re clearing select areas to promote better turf health and maintain the pristine beauty you expect at River Oaks. Everything we do is focused on delivering the best golf experience in the Twin Cities! To: Parks, Recreation and Natural Resources Commission From: CC: Jordan Hirman, Facility Services Manager Date: May, 2026 Subject: Update on Ice Arena Activities Below is an overview of Ice Arena Activities that are complete, projects/programs we are working on, and upcoming projects/programs: COMPLETED PROJECTS/PROGRAMS • Completed turf season with over $18,000 in revenue. • Removed turf on 4/20 to prep for ice install. • West Rink ice install and ready to use on 5/1 • Scheduled 6 summer tournaments. • Spring Skating Lessons with 134 participants. • Worked with Sherwin Williams to identify all paint colors within the rink to have them on file. • Along with Recreation, hosted Egg Hunt with 407 participants, Inflatable Funfest with 182 participants and Mini Golf event with 24 teams of 6 people each. • Implemented credit card machines on both Pepsi machines and both candy vending machines. • Painting of West Rink locker rooms. CURRENT PROJECTS/PROGRAMS • Removal of CG Logistics and South Rink ice through May. • Working with CGHA and High School programs to schedule 2026/2027 ice time. • Marketing Summer Skating Lessons. • Scheduling City programs for the Fall and Winter. • Working with past customers to book Fall ice time. • Painting of South Rink inside main walls and locker rooms. • Prepping for 2026 Ice Show scheduled for May 16th. • Researching ways to freshen up Cosmic Skate lighting on the South Rink. UPCOMING PROJECTS/PROGRAMS • 2025 Cottage Grove Ice Show “Enchanted Toy Box” May 16th. • Spring turf rentals. • Removal of CG Logistics and South Rink scheduled for May 1st. • Install CG Logistics and South Rink the weeks of June 1-14th. • Painting of main lobby and CG Logistics locker rooms. • Maintenance: clean rink glass/boards, wash bleachers and locker rooms, compressor maintenance, resurfacer maintenance, ice maintenance, miscellaneous lighting replacement. If you have any questions, please feel free to call us at 651-458-3400.