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Considergaps in community facilities andother uses, where appropriate andincorporate <br />1 <br />these needs in the rebuild <br />2 <br />Identify missing community needs by season (especially outside the golf season) <br />3 o <br />Designgathering space to complimentcurrent Park Building andSkating Centerspaces <br />4 o <br />Address other community needs such as a permanent home for Roseville Historical <br />5 <br />Society 16 <br />6 <br />Consider renaming clubhouse to reflect a multi-use nature <br />7 <br />E.Implement a construction calendar that has minimal impact on golf operations <br />8 <br /> <br />9 <br />2.IdentifiedFunding Options <br />10 <br />Roseville financial reports indicate Cedarholm revenues are reasonably capable of supporting annual golf <br />11 <br />course operating expenses. <br />12 <br />Over the years, Cedarholm has contributed to the City’s general fund; helping minimize the tax levy, and <br />13 <br />at different level contributed to administrative expenses. <br />14 <br />In recent years, the golf industry has changed (most likely right sized) and revenues are not as <br />15 <br />significant as they once were, resulting in Cedarholm being able to reasonably meet operational <br />16 <br />expenses but unable to fully fund needed capital expenses using only golf revenues. <br />17 <br />The Advisory Teamrecommends the following funding options to support the capital needs of <br />18 <br />Cedarholm Golf Course, including the clubhouse structure and maintenance facility. <br />19 <br />A.Maximize the use of current funding <br />20 <br />The Advisory Team believes a rebuild can take place without a tax levy increase at <br />21 <br />this time by using currentpark dedication funds, remaining renewal program <br />22 <br />17 <br />funds and using the golf course fund balance. <br />23 <br />B.If necessary, consider all funding options, including a levy <br />24 <br />If a levy is used, the Advisory Team strongly suggests identifying a sunset <br />25 <br />Levy funding may be needed to support clubhouse operations if other uses, outside of golf <br />26 <br />operations, are included in future plans for the clubhouse <br />27 <br />C.Pursue partnerships and collaborations <br />28 <br />Consider opportunities that could provide funding in exchange for use, philanthropic <br />29 <br />consideration and naming rights <br />30 <br />D.Update/establish clubhouse business plan <br />31 <br />Initiate market analysis to support industry niche, verify gaps and forecast financial outcomes <br />32 <br />E.Consider reclassifying golf operations as a Recreation Fee Fund <br />33 <br />Criteria suggests the golf course is not currently operating fully as an enterprise fund. <br />34 <br /> <br />35 <br /> <br />36 <br /> <br />37 <br /> <br />38 <br /> <br />39 <br /> <br />Attachment 8 (page ??) Historical Society supplemental materials <br />16 <br />17 Attachment 9 (page ??) Funding Options Discussion <br /> 9 <br />Cedarholm Clubhouse Replacement Advisory Team <br /> <br /> <br />