Recreation Commission

Agenda Village of Glen Ellyn Recreation Commission Meeting Friday, March 27, 2026 7:00 AM Village Links/Reserve 22 Ed Posh Boardroom Visitors are welcome to attend all meetings of the Recreation Commission. A. Call to Order B. Public Comment C. Approval of Minutes 1) Approval of Minutes from February 27, 2026 Meeting D. Standing Reports 1) Financials - Noel Allen 2) Manager's Report Golf - Mike Campbell Reserve 22 - David Manseau Grounds - Andrew Cross 3) Trustee Liaison - Steve Thompson E. 2026 Grounds Operation Presentation 1) 2026 Grounds Operation Presentation - Andrew Cross F. Old Business 1) Multiplay Renewal Options 2) 1st Tee Messaging G. New Business 1) Environmental Impact & Golf Cart Electrification Analysis H. Next Meeting - April 24, 2026 I. Adjourn Civility Pledge - In the interest of civility, I pledge to promote civility by listening, being respectful of others, acknowledging that we are striving to support and improve our community, and understanding that we each may have different ideas for achieving that objective. Page 1 of 39 Village of Glen Ellyn Minutes Village of Glen Ellyn Recreation Commission Regular Meeting Commission February 27, 2026 7:00 AM Village Links/Reserve 22 Board or Recreation Date: February 27, 2026 Commission: Meeting: Regular Called to 7:01 a.m. Order: Quorum: Yes Adjourned: 8:15 a.m. MEMBER ATTENDANCE: Carol Scott Chairperson Present Nancy Carter Commissioner Present Tony Coconate Commissioner Absent Scott Coldiron Commissioner Present James Ozog Commissioner Absent Rick Quoss Commissioner Present Tom Slowinski Commissioner Absent Also Present: Noel Allen General Manager Village Links Andrew Cross Golf Course Superintendent Mike Campbell Director of Golf David Manseau Food and Beverage Director Julie Rusin Marketing Strategist Elisa Pollina Recording Secretary Public Tom Manak Glen Ellyn Resident A. CALL TO ORDER/ROLL CALL The February 27, 2026 meeting of the Recreation Commission was called to order at 7:01 a.m. at the Village Links of Glen Ellyn; 485 Winchell Way; Glen Ellyn, Illinois by Chairperson Scott. B. PUBLIC COMMENT – Tom Manak, a Glen Ellyn resident and regular patron of the golf course, inquired about expectations for pace of play and how they are managed. He also asked how golfers are educated on properly raking bunkers and replacing divots, noting that he has not heard those reminders on the first tee. Page 2 of 39  Recreation 2 February 27, 2026 Golf Director Campbell responded that staff regularly communicate these expectations to players and are trained to reinforce proper course etiquette, including repairing divots and maintaining bunkers, as even experienced golfers occasionally forget. He stated that the target pace of play is four hours to four hours and fifteen minutes. Starters review a standard script with players on the first tee, which includes guidance on pace of play and course care. Manak commented that he rarely sees rangers on the back nine and asked whether leagues and permanent tee time holders also receive the same messaging. Campbell confirmed that expectations are communicated to all leagues and regular groups, and that staff address specific groups directly when pace of play or course care becomes an issue. C. APPROVAL OF MINUTES FROM January 30, 2026 APPROVAL OF MINUTES AS AMENDED FROM January 30, 2026 MEETING MOTION BY: Commissioner Carter SECONDED BY: Commissioner Coldiron RESULT: Unanimous D. STANDING REPORTS 1. Financial – Noel Allen – Manager Allen provided several financial updates. January revenues increased by $7,000, representing a 6% gain over the prior year, driven primarily by higher dining activity at Reserve 22 associated with the Winter Wonderland theme. Operating expenses were up 6%, or approximately $24,000, largely due to increased labor costs and the timing of certain purchases. In January, the majority of range balls for the season were purchased, and payment was made for the new golf carts, which is typically scheduled for May. Cash reserves decreased $716,000 as a result of the $400,000 golf cart payment. At this time, $66,000 remains in capital expenditures for the year. Overall financial targets remain on track for a successful year. 2. Manager’s Report A. Golf – Mike Campbell – Director Campbell provided an update on golf operations. He noted that January is typically a slower month; however, driving range usage increased by 53% compared to last year. Merchandise for the 2026 season has begun arriving, and he and Vince attended the PGA Show in January to review new products and equipment. VIP card registration is progressing well. Staff are currently focused on back-of-house projects, finalizing league registrations and outings, and preparing seasonal staffing plans. The course has transitioned to Titleist rental clubs and will receive 20 sets; while the bags must be purchased, clubs may be returned at the end of the season. Page 3 of 39  Recreation 3 February 27, 2026 A few outings were canceled this year due to groups seeking larger courses, though several new outings have been secured to offset those losses. Due to strong participation from our regular day-to-day and league play, the course has begun turning away some outing requests. Manager Allen noted that approximately 5–6% of total rounds should ideally come from outings. It was also shared that Mike Campbell was recently honored as the Illinois PGA Merchandiser of the Year. B. Reserve 22 – David Manseau – Director Manseau provided several updates on operations at Reserve 22. January delivered a strong performance, with revenues up 9.2% (approximately $10,000) over the prior year. Food and beverage costs were higher; beer sales remained flat, while wine sales declined. Hours of operation have been extended by one hour, and updates were made to the Winter Wonderland beverage program along with the addition of new menu items. Two new promotions have been introduced and will run through March: half-priced kids’ meals on Wednesdays and half-priced appetizers on Thursdays with the purchase of an entrée. Family-themed events continue to perform well. Sunday evening appearances featuring Elsa have been particularly strong, requiring staff coordination to manage the high number of guest interactions. Reserve 22 currently maintains a 4.5-star rating on OpenTable. Management discussed leveraging OpenTable Pro to better connect with existing and prospective guests, with plans to begin a trial program in the coming months that is expected to generate cost savings. On the banquet side, January was softer than the prior year, with 16 events compared to 22. The team is exploring options for large-party catering offerings that align with kitchen capacity. March Madness promotions are also being considered as a targeted marketing opportunity. With the golf course reopening next month, concessions will transition back under Food and Beverage operations, with continued attention on supporting pace of play. C. Grounds – Andrew Cross - Superintendent Cross provided several updates on grounds operations. January was a busy month as the team transitioned from the holiday season to the Winter Wonderland setup. Tree work was a major focus, with several maples showing splits and other trees removed due to safety concerns, overall condition, or impact on course layout. Staff also replaced emergency lighting in the clubhouse and conducted a review of the course. A pipe burst occurred due to cold temperatures, and plans are underway to insulate vulnerable areas. Carpets in the clubhouse and board room spaces were cleaned. Additionally, contracts for pond treatments and forestry mulching are being finalized to support ongoing maintenance and course health. Page 4 of 39  Recreation 4 February 27, 2026 E. 2026 Marketing Presentation – Julie Rusin – Marketing Strategist Rusin provided the Recreation Commission with a video recap of 2025 marketing initiatives and highlighted key achievements: • Spring Refresh won the OpenTable award for Best Ambiance. • Junior Golf Camps participation increased by 28%, while overall golf participation rose 4%. • Adult group lessons achieved 98% utilization. • VIP card membership grew 18%, driven by an internal sales contest. • Golf tutorial videos and hole-in-one announcement videos each garnered over 1,600 views. Videos introducing staff were also well-received. • The Village Links Golf App had 5,530 users, a 3% increase over the prior year. Reserve 22 highlights: • The Holiday Pop-Up bar and dining events were highly successful, with revenue up 47% from last year and fully booked spaces. Twenty influencers attended and shared content about Reserve 22. • Family events were well-attended, including pumpkin carving, Santa visits, and the New Year’s Eve family celebration. • Winter Wonderland in January drove revenues up 24% from the prior month and 64% from last year, with the Elsa event selling out. • The Chili Cookoff raised $630 for the Ed Posh Scholarship as well as 7 additional charities. Rusin also emphasized the continued promotion of events and programs across social media channels, ensuring broad community engagement and visibility. Overall, 2025 marketing initiatives effectively increased participation, revenue, and awareness for both golf and dining operations. F. OLD BUSINESS – None G. NEW BUSINESS – None H. NEXT MEETING – March 27, 2026 I. ADJOURNMENT Commissioner Carter motioned and Commissioner Quoss seconded to adjourn the meeting. The meeting was adjourned at 8:15 a.m. Submitted by Elisa Pollina, Recording Secretary Page 5 of 39  Recreation 5 February 27, 2026 Reviewed by Noel Allen, Staff Liaison Page 6 of 39  Village Links / Reserve 22 Dashboard Financial Reports As of February 28, 2026 Year-To-Date Net Income Year-to-Date Operating Income (Including Capital and Debt Expenditures) (Excluding Capital and Debt Expenditures) $2,000,000 $2,200,000 $1,800,000 $2,000,000 $1,600,000 $1,800,000 $1,400,000 $1,600,000 $1,200,000 $1,400,000 $1,000,000 $1,200,000 $800,000 $1,000,000 $800,000 $600,000 $600,000 $400,000 $400,000 $200,000 $200,000 $- $- $(200,000) 2022 $(200,000) $(400,000) 2023 $(400,000) $(600,000) 2024 $(600,000) $(800,000) 2025 $(800,000) $(1,000,000) 2026 2022 2023 2024 2025 2026 Reserve 22 Operating Income Reserve 22 Revenues (Excluding Capital and Debt Expenditures) 12-Month Rolling Revenues $600,000 $4,500,000 $500,000 $4,300,000 $4,100,000 $400,000 $3,900,000 $300,000 $3,700,000 $3,500,000 $200,000 $3,300,000 $100,000 $3,100,000 $2,900,000 $- $2,700,000 $(100,000) $2,500,000 $(200,000) $(300,000) 12-Month Rolling Revenue Budget 2022 2023 2024 2025 2026 Golf Operating Income Cash Reserves (Excluding Capital and Debt Expenditures) $4,000,000 $1,800,000 $3,500,000 $1,600,000 $3,000,000 $1,400,000 $1,200,000 $2,500,000 $1,000,000 $2,000,000 $800,000 $1,500,000 $600,000 $400,000 $1,000,000 $200,000 $500,000 $- $- $(200,000) $(400,000) $(600,000) 2022 2023 2024 2025 2026 2022 2023 2024 2025 2026 3/14/2026 Page 1 of 1 Page 7 of 39  VILLAGE LINKS / RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2026 2026 MONTH YEAR-TO-DATE ORG DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF REVENUES: 5500 Village Links Revenues $ 4,808,500 41,211 $ 36,581 $ 4,629 100% 52,118 $ 50,181 $ 1,937 100% 5520 Reserve 22 Revenues 3,548,200 124,124 118,302 $ 5,823 100% 239,065 223,361 $ 15,704 100% Total Revenues $ 8,356,700 $ 165,335 $ 154,883 $ 10,452 7% 291,184 $ 273,542 $ 17,642 6% EXPENDITURES: 55700 Administration $ 757,501 61,557 $ 84,892 $ (23,336) -27% 125,345 $ 159,391 $ (34,046) -21% 55710 Golf Course Maintenance 1,489,493 52,903 68,510 $ (15,606) -23% 107,437 138,695 $ (31,258) -23% 55720 Golf Services 1,135,780 60,814 43,535 $ 17,279 40% 117,943 80,533 $ 37,410 46% 55730 Reserve 22 3,417,048 182,958 162,725 $ 20,233 12% 408,424 361,919 $ 46,505 13% 55740 Stormwater Management 51,962 1,376 1,319 $ 57 4% 2,765 2,652 $ 114 4% 55750 Pro Shop Merchandise 185,272 2,904 (8,509) $ 11,413 -134% 4,968 (4,781) $ 9,749 -204% 55780 Motorized Carts 67,596 - - $ - #DIV/0! - - $ - #DIV/0! 557X5 Mechanical Maintenance 411,169 42,136 26,288 $ 15,849 60% 67,811 46,068 $ 21,743 47% Total Operating Expenses $ 7,515,821 404,648 $ 378,759 $ 25,889 7% 834,693 $ 784,476 $ 50,217 6% Operating Income (Loss) $ 840,879 $ (239,313) $ (223,877) $ (15,437) 7% (543,510) $ (510,934) $ (32,575) 6% Debt Service 303,900 - - - 0% - - - 0% Capital Expenditures 484,686 11,998 57,848 (45,850) -79% 430,072 74,228 355,844 479% CHANGE IN NET POSITION $ 52,293 $ (251,311) $ (281,724) $ 30,413 -11% $ (973,582) $ (585,162) $ (388,420) 66% KEY METRICS Goal Personnel Expenses as % of Sales 51% 141% 159% -18% 168% 175% -7% Cash Balance (End of Month, in $000's) $ 1,878 $ 1,964 $ 2,047 $ (82) 3/14/2026 Page 1 of 1 Page 8 of 39  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of February 28, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF 5500 VILLAGE LINKS REVENUES: 440550 Green Fees $ 3,050,000 $ 2,165 $ 403 $ 1,762 437% $ 2,490 $ 582 $ 1,908 328% 440554 Pro Shop - Sales 200,000 3,196 1,569 1,627 104% 4,649 3,000 1,649 55% 440555 Motor Carts 750,000 - - - 0% - - - 0% 440556 Driving Range 575,000 5,409 1,073 4,336 404% 5,821 1,343 4,478 333% 440557 Resident Cards 35,000 7,630 5,895 1,735 29% 9,830 7,400 2,430 33% 460100 Investment Income 80,000 4,231 7,110 (2,879) -40% 9,459 14,115 (4,656) -33% 489000 Miscellaneous Revenue 118,500 18,653 20,517 (1,864) -9% 19,946 23,720 (3,775) -16% 489100 Miscellaneous - Over/Short - (74) 14 (87) -637% (77) 20 (97) -476% Total Revenues $ 4,808,500 41,211 $ 36,581 $ 4,629 13% 52,118 $ 50,181 $ 1,937 4% COST OF GOODS SOLD: 520945 Cost of Goods Sold - Pro Shop $ 150,000 $ 848 $ (10,802) $ 11,650 -108% $ 841 $ (9,315) $ 10,156 -109% Total Cost of Goods Sold $ 150,000 $ 848 $ (10,802) $ 11,650 -108% $ 841 $ (9,315) $ 10,156 -109% Gross Profit $ 4,658,500 $ 40,363 $ 47,383 $ (7,020) -15% $ 51,278 $ 59,496 $ (8,219) -14% OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 1,414,815 $ 90,694 $ 109,631 $ (18,937) -17% $ 182,086 $ 197,235 $ (15,149) -8% 510120 Salaries - Non-Pensionable 463,410 1,059 209 850 406% 3,024 379 2,645 699% 510200 Salaries - Overtime 30,250 - 256 (256) -100% - 320 (320) -100% 510400 FICA Taxes 145,999 6,934 8,336 (1,401) -17% 13,871 14,842 (971) -7% 510500 IMRF 80,234 4,938 5,580 (642) -12% 9,920 10,003 (82) -1% 590600 Health Insurance 165,600 11,552 11,072 480 4% 23,105 22,145 960 4% 52XXXX Contractual Services 1,125,865 83,995 82,735 1,259 2% 151,416 173,755 (22,339) -13% 53XXXX Commodities 522,600 21,670 9,017 12,653 140% 42,007 13,195 28,811 218% Total Operating Expenses $ 3,948,773 $ 220,842 $ 226,836 $ (5,994) -3% $ 425,429 $ 431,873 $ (6,444) -1% Operating Income (Loss) $ 709,727 $ (180,479) $ (179,453) $ (1,026) 1% $ (374,151) $ (372,377) $ (1,775) 0% Operating Income (Loss) Percentage 15% -438% -491% -742% KEY METRICS Goal Rounds Played 85,000 476 86 390 544 124 420 Revenue Per Round $ 56.57 $ 86.58 $ 425.36 $ (338.79) $ 95.81 $ 404.69 $ (308.88) Resident Cards Sold N/A 800 614 186 1,028 768 260 Cost of Goods Sold % - Pro Shop 75% 27% -688% 715% 18% -311% 329% Personnel Expenses as % of Sales 48% 279% 369% -90% 445% 488% -43% 3/14/2026 Page 1 of 2 Page 9 of 39  VILLAGE LINKS STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 GOLF (Including Administration, Grounds, & Mechanical Maintenance) As of February 28, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF MISCELLANEOUS REVENUE Miscellaneous Revenue includes the following items that don't fit into any of the major revenue categories: Adult & Junior Golf Lessons 65,000 $ 16,100 $ 18,726 $ (2,626) $ 16,100 $ 18,726 $ (2,626) Hand Cart Rentals 30,000 $ 190 $ 30 160 203 60 143 Equipment Sold at Auction - $ - $ - - - - - Golf Club Rentals 10,000 $ - $ - - - - - Locker Rentals 4,500 $ 2,100 $ 1,200 900 2,850 2,000 850 Illinois Sales Tax (1.75%) 4,500 $ 140 $ 117 23 617 487 129 Glen Ellyn Food & Beverage Tax (1%) 500 $ 16 $ 14 2 70 55 15 Handicaps - $ - $ - - - - - Tree Donation - $ - $ 500 (500) - 500 (500) Misc. Outings 2,000 $ 107 $ - 107 107 - 107 Miscellaneous 2,000 $ - $ (70) 70 - 1,892 (1,892) Total $ 118,500 $ 18,653 $ 20,517 $ (1,864) $ 19,946 $ 23,720 $ (3,775) 3/14/2026 Page 2 of 2 Page 10 of 39  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF 5520 RESERVE 22 REVENUES: 441100 Food $ 2,000,000 $ 80,058 $ 77,825 $ 2,233 3% $ 158,765 $ 146,958 $ 11,807 8% 441101 Liquor 480,000 13,426 10,231 3,195 31% 25,441 19,400 6,041 31% 441102 Beer 530,000 10,141 8,411 1,731 21% 16,689 15,198 1,490 10% 441103 Wine 232,000 10,347 10,703 (357) -3% 19,342 21,586 (2,244) -10% 441104 NA Beverages 113,000 3,274 1,490 1,784 120% 5,056 3,298 1,758 53% 441106 Room Charges 2,700 - - - 0% - 60 (60) -100% 441107 Service Charges 190,000 6,878 9,195 (2,317) -25% 13,725 16,414 (2,689) -16% 489000 Miscellaneous Revenue 500 - 446 (446) -100% 49 446 (398) -89% Total Revenues $ 3,548,200 $ 124,124 $ 118,302 $ 5,823 5% $ 239,065 $ 223,361 $ 15,704 7% 55730 COST OF GOODS SOLD: 530400 Cost of Goods Sold - Beer $ 137,800 $ 4,268 $ 2,645 $ 1,623 61% $ 4,925 $ 5,829 $ (904) -16% 530401 Cost of Goods Sold - Wine 71,920 2,578 2,955 (377) -13% 4,904 6,777 (1,874) -28% 530402 Cost of Goods Sold - Liquor 100,800 2,310 5,136 (2,826) -55% 4,261 6,170 (1,909) -31% 530405 Cost of Goods Sold - NA Beverages 58,760 1,519 34 1,485 4329% 3,983 956 3,027 317% 530420 Cost of Goods Sold - Food 640,000 27,587 18,347 9,240 50% 56,629 45,938 10,691 23% Total Cost of Goods Sold $ 1,009,280 $ 38,262 $ 29,117 $ 9,145 31% $ 74,701 $ 65,670 $ 9,032 14% Gross Profit $ 2,538,920 $ 85,863 $ 89,184 $ (3,322) -4% $ 164,364 $ 157,691 $ 6,673 4% Gross Profit Percentage 72% 69% 75% 69% 71% 55730 OTHER OPERATING EXPENSES: 510100 Salaries - Pensionable $ 969,200 $ 76,243 $ 67,929 $ 8,313 12% $ 150,832 $ 132,770 $ 18,062 14% 510120 Salaries - Non-Pensionable 696,850 21,043 25,061 (4,017) -16% 60,665 62,516 (1,850) -3% 510200 Salaries - Overtime 5,000 49 - 49 0% 114 - 114 0% 510399 Tips Paid Through Payroll - (1,974) (1,055) (919) 87% 10,470 7,196 3,274 45% 510400 FICA Taxes 162,092 8,277 7,882 395 5% 19,318 17,286 2,032 12% 510500 IMRF 54,760 4,685 3,860 824 21% 9,476 7,819 1,657 21% 590600 Health Insurance 102,600 8,308 7,162 1,146 16% 16,616 14,325 2,292 16% 52XXXX Contractual Services 222,266 18,883 15,416 3,467 22% 44,978 35,286 9,692 27% 53XXXX Commodities 195,000 9,183 7,352 1,831 25% 21,253 19,052 2,201 12% Total Operating Expenses $ 2,407,768 $ 144,696 $ 133,608 $ 11,089 8% $ 333,723 $ 296,249 $ 37,474 13% Operating Income (Loss) $ 131,152 $ (58,834) $ (44,423) $ (14,411) 32% $ (169,358) $ (138,558) $ (30,801) 22% Operating Income (Loss) Percentage 4% -47% -38% -71% -62% 3/14/2026 Page 1 of 2 Page 11 of 39  RESERVE 22 STATEMENT OF REVENUES, EXPENSES, AND CHANGES IN NET POSITION 22 As of February 28, 2026 ORG/ 2026 MONTH YEAR-TO-DATE OBJECT DESCRIPTION BUDGET 2026 2025 DIFF % DIFF 2026 2025 DIFF % DIFF KEY METRICS Goal Revenue Source: Restaurant & Bar N/A $ 86,696 $ 65,642 $ 21,054 32% $ 165,541 $ 128,857 $ 36,683 28% Banquets N/A 37,234 52,190 (14,956) -29% 73,239 94,023 (20,784) -22% Other N/A 194 469 (275) -59% 286 481 (195) -41% Total $ 3,548,200 $ 124,124 $ 118,302 $ 5,823 5% $ 239,065 $ 223,361 $ 15,704 7% Reserve 22 Revenues (Last 12 Months) $ 3,548,200 $ 3,632,280 $ 3,609,613 $ 22,667 1% Reserve 22 Expenses (Last 12 Months) $ 3,417,048 $ 3,498,357 $ 3,345,795 $ 152,562 5% # Guest Checks (Restaurant/Bar) N/A 1,767 1,331 436 1,767 2,647 (880) Revenue Per Guest Check N/A $ 49.06 $ 49.32 $ (0.25) $ 93.68 $ 48.68 $ 45.00 # Guests (Restaurant/Bar) N/A 2,537 2,073 464 4,858 4,116 742 Average Guest Spend N/A $ 34.17 $ 31.67 $ 2.51 $ 34.08 $ 31.31 $ 2.77 Cost of Goods Sold % 28% 31% 25% 6% 31% 29% 2% Cost of Goods Sold % (By Category): Cost of Goods Sold - Beer 26% 42% 31% 11% 30% 38% -9% Cost of Goods Sold - Wine 31% 25% 28% -3% 25% 31% -6% Cost of Goods Sold - Liquor 21% 17% 50% -33% 17% 32% -15% Cost of Goods Sold - NA Beverages 52% 46% 2% 44% 79% 29% 50% Cost of Goods Sold - Food 32% 34% 24% 11% 36% 31% 4% Personnel Expenses as % of Revenues 56% 96% 95% 1% 107% 105% 2% Prime Cost (Cost of Goods Sold + Personnel Expenses) as % of Revenues 85% 126% 119% 7% 139% 134% 4% 3/14/2026 Page 2 of 2 Page 12 of 39  VILLAGE LINKS / RESERVE 22 MONTHLY CASH INCREASE/DECREASE HISTORY (000) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2016 (114) (20) 41 (109) 206 296 186 237 160 36 (76) (671) 2017 (114) 42 (218) (57) (11) 223 328 291 72 (69) (151) (681) 2018 (113) (50) (157) (56) 216 153 291 92 165 (102) (160) (716) 2019 (144) (53) (138) (136) 99 304 319 171 146 (64) (148) (680) 2020 (173) (21) (43) (225) 69 516 237 500 214 (23) (21) (843) 2021 (135) (26) 96 172 371 412 220 431 272 127 (137) (852) 2022 (173) 19 (130) (48) 40 289 111 474 228 105 (115) (611) 2023 (181) (45) (196) 53 503 177 449 426 264 73 (231) (492) 2024 (269) (144) (31) (215) 133 145 584 301 (80) 204 (436) (401) 2025 (296) (110) (138) (81) 31 323 386 461 288 (137) 18 (487) 2026 (716) (31) Avg (221) (40) (91) (70) 166 284 311 338 173 15 (146) (643) Best (113) 42 96 172 503 516 584 500 288 204 18 (401) Worst (716) (144) (218) (225) (11) 145 111 92 (80) (137) (436) (852) NEXT 12 MONTH CASH BALANCE SCENARIOS 2026 2026 2026 2026 2026 2026 2026 2026 2026 2026 2027 2027 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Avg 1,873 1,802 1,968 2,252 2,563 2,901 3,074 3,089 2,943 2,300 2,079 2,039 Best 2,060 2,232 2,735 3,251 3,835 4,335 4,623 4,827 4,845 4,444 4,331 4,373 Worst 1,746 1,521 1,509 1,654 1,765 1,857 1,777 1,640 1,204 352 (364) (508) February 2026 Cash On Hand 1,964 Page 13 of 39  12-Mar-26 Month-End Cash on Hand ($1,000's) X:\Village Links\Golf\Noel Allen\GM\Monthly Files\COHHIST.XLS '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 JAN 1457 944 1029 1498 2098 2653 2977 3111 6970 2173 1616 1622 1719 2282 2302 2129 2126 2181 6269 1521 1104 1356 1529 1182 713 359 584 1497 1678 2391 2156 1996 FEB 1448 919 1090 1608 2122 2710 3031 3170 6830 2210 1603 1646 1743 2294 2318 2096 2126 2182 6233 1251 1041 1336 1571 1132 660 338 559 1516 1634 2247 2047 1964 MAR 1361 817 1094 1574 2097 2740 3049 3146 6772 2112 1591 1612 1741 2234 2268 2108 2086 2203 5306 1174 1050 1377 1353 975 522 295 655 1387 1438 2216 1909 APR 1311 739 965 1549 2000 2761 2890 3108 6489 1928 1504 1623 1786 2271 2228 2168 1989 2273 4828 1224 1117 1268 1295 919 386 70 827 1339 1491 2001 1828 MAY 1270 981 1075 1672 2255 2737 3075 3103 5773 1874 1644 1733 1955 2374 2365 2305 2094 2383 4653 1354 1197 1474 1284 1135 485 139 1198 1378 1994 2134 1858 JUNE 1007 1204 1300 1945 2348 2754 3054 3213 5510 1819 1828 1863 2156 2478 2352 2419 2271 2595 3405 1384 1351 1770 1507 1288 788 655 1610 1667 2171 2279 2182 JULY 1423 1299 1581 2158 2604 3055 3322 3433 4820 2079 2001 2109 2456 2771 2383 2523 2412 2803 3347 1690 1706 1957 1834 1579 1107 891 1830 1778 2620 2864 2568 AUG 1549 1446 1763 2345 2798 3238 3462 3553 4019 2270 2154 2308 2541 2962 2586 2744 2627 2969 2589 1867 2059 2194 2125 1671 1278 1392 2260 2252 3046 3165 3029 SEPT 1503 1438 1886 2436 2971 3369 3573 3663 3895 2386 2185 2345 2759 3096 2771 2896 2740 3035 2801 2005 2297 2354 2197 1835 1424 1605 2532 2481 3310 3085 3317 OCT 1427 1265 1904 2488 3025 3390 3532 3553 2845 2274 2222 2321 2809 3038 2681 2864 2760 3004 2456 2015 2200 2390 2127 1734 1360 1582 2659 2585 3383 3289 3179 NOV 1300 1142 1760 2354 2897 3247 3330 3347 2580 2102 2110 2207 2720 2928 2601 2593 2686 7865 2259 1867 2158 2314 1976 1573 1212 1562 2522 2471 3152 2853 3198 DEC 999 1092 1644 2205 2751 3058 3226 2874 2333 1713 1716 1832 2360 2413 2202 2216 2284 6768 1633 1204 1470 1643 1295 858 532 719 1670 1859 2661 2452 2711 AVG 1338 1107 1424 1986 2497 2976 3210 3273 4903 2078 1848 1935 2229 2595 2421 2422 2350 3355 3815 1546 1563 1786 1674 1323 873 800 1575 1851 2382 2581 2498 1980 Low Point 999 739 965 1498 2000 2653 2890 2874 2333 1713 1504 1612 1719 2234 2202 2096 1989 2181 1633 1174 1041 1268 1284 858 386 70 559 1339 1438 2001 1828 1964 MONTH +/- is the monthly increase/decrease to cash 1944 1576 1741 1597 1783 1638 MONTH +/- 95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '25 JAN -211 -55 -63 -146 -106 -98 -81 -115 4096 -159 -98 -94 -113 -78 -111 -73 -76 -103 -499 -112 -100 -114 -114 -113 -144 -173 -135 -173 -181 -269 -296 -716 FEB -9 -25 61 110 24 58 55 59 -140 36 -13 23 24 12 16 -34 0 1 -35 -270 -63 -20 42 -50 -53 -21 -26 19 -45 -144 -110 -31 MAR -87 -102 5 -33 -25 30 17 -24 -58 -98 -11 -34 -3 -60 -50 13 -40 21 -927 -77 9 41 -218 -157 -138 -43 96 -130 -196 -31 -138 APR -50 -78 -129 -26 -97 21 -159 -38 -282 -183 -88 11 45 37 -40 60 -97 70 -478 50 67 -109 -57 -56 -136 -225 172 -48 53 -215 -81 MAY -41 242 110 123 255 -24 185 -5 -717 -54 140 110 169 103 137 137 105 110 -175 130 80 206 -11 216 99 69 371 40 503 133 31 JUNE -263 223 225 273 93 17 -21 110 -263 -56 185 130 201 104 -13 114 177 212 -1248 30 153 296 223 153 304 516 412 289 177 145 323 JULY 416 95 281 213 256 301 268 220 -690 261 173 246 300 293 31 104 141 208 -58 306 356 186 328 291 319 237 220 111 449 584 386 AUG 126 147 182 187 194 183 140 120 -801 191 153 199 85 191 203 221 214 166 -758 177 352 237 291 92 171 500 431 474 426 301 461 SEPT -46 -8 123 91 174 131 111 110 -124 116 30 37 218 134 185 152 113 66 212 138 239 160 72 165 146 214 272 228 264 -80 288 OCT -76 -173 18 52 53 21 -42 -110 -1050 -113 37 -24 49 -58 -90 -32 20 -30 -345 10 -97 36 -69 -102 -64 -23 127 105 73 204 -137 NOV -127 -123 -144 -135 -127 -143 -201 -207 -265 -172 -113 -114 -88 -111 -80 -272 -73 4861 -198 -148 -42 -76 -151 -160 -148 -21 -137 -115 -231 -436 18 DEC -301 -50 -116 -149 -147 -189 -104 -473 -247 -389 -393 -375 -360 -514 -399 -377 -402 -1098 -626 -663 -689 -671 -681 -716 -680 -843 -852 -611 -492 -401 -487 WINTER=Dec-Jan-Feb SPRING=Mar-Apr-May SUMMER=Jun-Jul-Aug FALL=Sep-Oct-Nov -438 -476 -181 -549 -384 -528 -342 3799 -956 -663 -589 -551 -830 -813 -746 -673 -590 -393 -385 -713 -318 0 WINTER -521 -130 -118 -186 -229 -230 -131 -528 3709 -512 -504 -445 -449 -580 -494 -483 -477 -1200 -1160 -1044 -851 -805 -753 -879 -877 -1,037 -1,012 -765 -717 -815 -892 -747 SPRING -178 62 -15 64 133 27 44 -67 -1057 -335 41 87 212 80 47 210 -33 201 -1580 103 156 138 -287 3 -176 -199 639 -138 360 -113 -188 0 SUMMER 279 465 688 673 542 501 387 450 -1754 396 511 575 586 588 221 439 533 586 -2064 513 861 720 841 535 793 1,253 1,063 874 1,052 1,031 1171 0 FALL -249 -304 -3 9 100 9 -132 -206 -1440 -168 -45 -101 179 -35 15 -151 60 4896 -330 0 100 120 -149 -97 -66 170 262 218 106 -312 169 0 YTD +/- is theYTD increase/decrease to cash YTD +/- 95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '25 JAN -211 -55 -63 -146 -106 -98 -81 -115 4096 -159 -98 -94 -113 -78 -111 -73 -76 -103 -499 -112 -100 -114 -114 -113 -144 -173 -135 -173 -181 -269 -296 -716 FEB -220 -80 -2 -37 -83 -41 -27 -56 3956 -123 -111 -70 -89 -66 -95 -106 -75 -102 -535 -382 -163 -134 -72 -163 -197 -194 -160 -154 -226 -414 -405 -747 MAR -308 -182 2 -70 -108 -11 -9 -80 3898 -221 -122 -104 -91 -126 -145 -93 -116 -81 -1462 -459 -154 -93 -290 -320 -335 -237 -64 -283 -422 -445 -543 APR -357 -260 -127 -96 -205 10 -168 -118 3616 -404 -210 -93 -46 -89 -185 -34 -213 -11 -1939 -409 -87 -202 -348 -376 -471 -463 108 -331 -368 -660 -624 MAY -398 -18 -17 28 51 -14 17 -123 2899 -458 -70 17 123 14 -48 103 -108 98 -2115 -279 -7 4 -359 -160 -373 -393 479 -292 135 -526 -593 JUNE -661 205 208 301 143 3 -4 -14 2636 -514 115 147 324 118 -61 217 69 311 -3362 -249 147 301 -136 -7 -69 122 891 -3 311 -381 -270 JULY -245 300 489 513 399 304 264 207 1946 -253 288 393 624 411 -30 321 211 518 -3420 57 502 487 191 283 250 359 1111 108 760 203 116 AUG -119 447 671 700 593 487 404 327 1145 -62 441 592 709 602 173 542 425 684 -4179 234 854 724 482 376 421 859 1542 582 1187 504 577 SEPT -165 439 794 792 767 618 516 437 1021 54 472 629 927 736 358 695 538 750 -3966 372 1093 884 554 540 566 1073 1813 811 1451 424 865 OCT -241 266 812 844 820 639 474 327 -29 -59 509 605 977 678 268 663 558 720 -4311 382 996 921 484 439 503 1050 1940 915 1524 628 727 NOV -368 143 668 709 693 496 272 121 -294 -231 396 491 888 567 188 391 484 5581 -4509 234 954 844 333 278 354 1029 1803 801 1293 192 746 DEC -669 93 552 560 546 307 168 -352 -541 -619 3 116 528 53 -212 14 83 4483 -5135 -429 266 173 -348 -437 -326 187 951 189 801 -209 259 Page 14 of 39  22 “Committed to Excellence since 1967” Manager’s Report for February 2026 Submitted by Noel Allen, General Manager February 2026 was warm and very dry. Looking at February observations from O’Hare, the average temperature was 33.1°F (4.3°F above normal) and precipitation was 0.16” (1.81” below normal), the 3rd driest on record. Snowfall was 1.1” (9.6” below normal) and tied for 11th least snowy. Overall winter, December through February, was cold and dry with the winter of 2025-2026 having had a total of 21.9” of snow (7.7” below normal), and 4.76” of precipitation (1.31” below normal). GOLF Rounds played were up 453% for the month, and are up 339% for the year. Green Fee revenue was up 437% for the month, and is up 328% for the year. Driving Range revenue was up 404% for the month, and is up 333% for the year. Motor Car revenue was flat for the month, and is flat for the year. Pro Shop sales were up 104% for the month, and are up 55% for the year. Overall Golf revenues were up 26% for the month, and are up 25% for the year. Page 15 of 39 VILLAGE LINKS GOLF The weather as measured by golf playable hours this February was slightly worse than a normal year, and the same as last year, which is also the same results as this past January. Overall, February weather was warmer and dryer than normal, which provided pockets of “good enough” days that brought out more people this year which also indicates enthusiasm is still strong. Although this has little to no impact on the success of this upcoming year, we are encouraged by the strong start to the season in all categories. Rounds played were up 390 rounds or 453% over last February and 225 better than our February target of 251 rounds. With increases in rounds activity, registrations for resident and VIP cards were up this year. Junior camps and adult lesson sign ups, however, were lagging. Interest in our Permanent Tee Time program remained strong and was tracking about the same as last year. Golf staff continued to promote the program throughout the month to make potential foursomes aware of the early March deadline and lottery. The Professional Staff also were busy preparing for the 1st tournament of the year, our annual Spring Scramble to be held on March 22nd with registration opening up late in the month. Many golf seasonal staff were brought back to onboard and get re-oriented for the upcoming season. With opening day likely in early March, staff prepared the new golf carts fleet, fueling and cleaning all 95 carts. Page 16 of 39 RESERVE 22 Reserve 22 ended February up 5.1% in top line sales at $124,327 versus prior year of $118,302, an increase of $6,025. This marks the 4th month in a row with improved topline results over prior year. Throughout February, Winter Wonderland continued to add a steady flow of weekend visitors while happy hour promotion continued to entice guests to visit during the week. This also marks the 2nd month of our “Kids Eat Free Wednesday promotion” which we are continuing into March and possibly into Golf season. The efforts to extend Elsa during Sundays in February continued to be a great investment and we look forward to exploring new ideas with her in the coming months. Outside of Winter Wonderland Elsa visits, we executed our Superbowl Sunday promotion, a Valentines weekend candlelight dinner, and our 6th annual Chili Cookoff. Our Sunday Superbowl promotion was a bit light in attendance, but those who came experienced great value in our specials. The Valentines candlelight dinner saw strong attendance all weekend, and a handful of new guests stayed and visited our bar afterwards. Our 6th annual Chili Cookoff raised over $5,000 for many great local charities and we took home 2nd place among a fierce competition of local restaurants. Staff began working on the spring bar program and will launch 8 new signature drinks as the golf season opens in March. We also introduced two new food items (Chimichuri Steak Bowl and Steak Sandwich) in addition to improving our BBQ ribs recipe. Looking ahead, Chef Tom and David will continue to research and workshop a handful of new food items for March and April. Looking at our OpenTable feedback, we took a slight dip but our score holds steady at 4.44 with 36 surveys taken this past month. While guests attending Elsa provided great topline sales lift, operationally balancing her time at the tables was at times challenging. Staff quickly created a better system in between visits to regulate and ensure her time was fair to all our guests. In addition to mitigating Elsa feedback, we actively responded to any unsatisfactory reviews on food quality in hopes to recover any missed opportunities and continue to bring awareness to food quality. Page 17 of 39 In banquets we executed 14 events versus prior year of 26 events. While January and February banquet sales were light, looking ahead to April we have a strong number of events booked and we are hopeful to get back on track in that segment. Liz and David attended another networking event sponsored by the DuPage Convention Bureau and made a few contacts at local hotels in neighboring communities. Our banquet sales team also met in February and is working on an event to host local event planners and social media influencers. With March on the horizon, we plan on building a new St. Patrick’s Day theme event and have a good head start on promoting Easter brunch. Reservations are trending very well for the Easter holiday, and we anticipate similar results to the successful Thanksgiving event. Finally, for the past 7 years the golf division has had operational oversight of the concessions team while F&B managed product procurement. This year concessions will report to the F&B division. In anticipation, R22 staff spent time meeting with various vendors to analyze and streamline product offerings between clubhouse and halfway house, redesigned menus, and established 2026 guidelines with returning teammates. David and the team are excited to work directly with the concession team, and look forward to improving the golf experience and work environment for 2026 and beyond. Page 18 of 39 KEY METRICS Year to date comparisons to targeted budget numbers are still very good with total revenues exceeding total target revenues by just under $63K. All revenue categories except green fees and carts exceeded target revenue benchmarks in February. Our misses this month were due to the extraordinary results in 2024 when the golf course opened for regular play on February 23, which drove our February averages up in those categories. As a reminder our target revenue benchmarks increased the total revenue budget by $217,150, and these figures are not profits. Page 19 of 39 Breaking down some comparative metrics: February 2026 GPH flat from February 2025 and down 100% from a "normal" year February 2026 YTD GPH flat from February 2025 YTD and down 100% from a "normal" year January 2026 Golf Datatech Chicagoland rounds played up 515.8% January 2026 Village Links rounds played up 79% - Normally we are stronger than the Chicagoland metric YTD through January 2026 Golf Datatech Chicagoland rounds played up 515.8% YTD through January 2026 Village Links rounds played up 79% - normally we are stronger than the Chicagoland metric 2026 YTD total revenue $62,716 over YTD budget target (2025 February YTD total revenue was over YTD budget target by $16,399. (Note: 2026 targets were increased by $217,150) Golf cars grounded 28 days in February 2026 and 28 days in February 2025 February 2026 R22 restaurant, bar and concessions sales up 31.7% YTD 2026 R22 restaurant, bar and concessions sales up 28.2% February 2026 R22 banquet sales down 29.3% YTD 2026 R22 banquet sales down 23.2% February 2026 R22 Total Revenues up 5.1% YTD 2026 R22 Total Revenues up 7.0% Page 20 of 39 GOLF COURSE GROUNDS AND MAINTENANCE Winter never seems to slow down for the grounds department as we wrapped the last of our tree removals in February, and worked with contractors and Public Works to haul away and get stumps ground. Village Links Grounds team collaborated with the Public Works Forestry team and borrowed their stump grinder, providing a substantial cost savings. The Village Links grounds team trimmed limbs and removed unhealthy, unsafe or trees that harmed playing surfaces, ground all stumps, and filled holes with topsoil and seed. Staff also transported logs to a loading station at the Halfway House, as well as chipped smaller branches into wood mulch for a vendor to haul away and recycle into firewood and more refined mulch products. Equipment work continued, with fairway reels undergoing a detailed inspection and refurbishment. These reels are highly intricate, containing numerous bearings and gears, which makes the process particularly time-intensive to complete properly. Additional work included troubleshooting and repairing the South Banquet RTU, where a faulty gas valve was identified and replaced. Thermostats in R22 were also replaced to bring all three units—North, South Blue Heron, and R22—onto a unified online control system. This system allows for remote monitoring of performance and potential issues, ensures units are operating at the proper settings, and helps prevent unauthorized thermostat adjustments. Staff education and professional development were also a focus. The Superintendent and Assistant Superintendent attended the Golf Course Superintendents Association of America Education Conference and Trade Show in Orlando, Florida during the first week of February. Additionally, two full-time staff members began working toward their Illinois Pesticide Licenses. Both completed training, with one successfully passing the certification exam and the other scheduled to complete additional training and testing in March. Grounds 1. Monitored weather for any adverse effects of greens 2. Snow removal as required 3. Worked on course accessory upgrades and repairs 4. Continued review of operational practices and plans for year ahead 5. Refined Labor Board and Tracking Software 6. Continued removal of dead, dying, or potentially dangerous trees 7. Prepared hiring plans for seasonal staff 8. Tropical plants continue to be monitored, cleaned, and watered in the basement 9. Lambert Lake garbage picked up as needed 10. Removed trash along Lambert and Taft Roads 11. New Zero Turn mower and Bunker Rake delivered 12. Coordinated deliveries of course supplies and capital equipment 13. Coordinated contractor tree trimming around chipping, clubhouse, circle parking lot Page 21 of 39  14. Stumps ground on course, cleanup and restoration began Mechanical and Building Maintenance 1. 15 pieces of equipment were repaired and/or serviced 2. Monitored Clubhouse for service needs 3. Completed replacement of exit signs, emergency lights, and can lights in R22 4. Repaired frozen pipe in Golf Shop 5. Networking install in Halfway House 6. Collaborated with Julie and R22 staff to develop a safe electric plan for Chili Cook-Off 7. Cleaned banquet room carpet after Chili Cook-Off Page 22 of 39 Sous Chef Juan Reyes tending A new Toro Zero Turn mower arrived & to the R22 Chili Cook-Off table. was prepped for service. Grounds & maintenance crews Many trees near the clubhouse and chipping & putting moved logs from removed trees area were trimmed to remove dead branches to provide to the HWH for removal. a safe and cleaner look. Before (left) and after (right) pictures of the tree by the Before (left) and after (right) pictures of the cottonwood clubhouse pro shop entrance. tree by the chipping and putting green. Page 23 of 39 Environment Benefits & Fleet Analysis Village Links of Glen Ellyn Page 24 of 39 Carbon & Air Quality Benefits • Golf courses are “carbon sinks” and “oxygen producers” • Turfgrass, trees, and soils absorb and store carbon dioxide, helping mitigate climate impacts • Extensive vegetation contributes to local air quality • Green spaces help reduce urban heat island effects Page 25 of 39 Water & Soil Benefits • Natural water filtering: slows runoff and reduces flooding risk • Vegetation and soil filter pollutants before they reach groundwater or nearby streams • Grass roots stabilize soil and reduce erosion • Many golf courses, like Village Links, recycle storm or wastewater for irrigation • Many courses restore ecological function on undesirable land (e.g., landfills or quarries) Page 26 of 39 Habitat & Biodiversity • Provides large areas of open green space protected from urban development • Native grasses, trees, wetlands, ponds, and lakes support birds, insects, amphibians, and small mammals • Native plantings and “no-mow” areas support pollinators like bees and butterflies Page 27 of 39 Village Links Environmental Accolades • GCSAA Public Course Environmental Steward Award winner (3 years in a row) • 1st public golf course in the U.S. (and among the first globally) designated an Audubon Certified Wildlife Sanctuary Golf Course • Participating in the Audubon Cooperative Sanctuary Program since 1991; certified status attained in 1993 • Functions as a stormwater detention facility capturing nearly 30% of the Village’s runoff during heavy storms at no cost to taxpayers Page 28 of 39 Audubon Six Core Areas: Planning & Habitat • Incorporated and mastered the Audubon Six Core Areas of Environmental Management • Site Assessment / Environmental Planning • Nearly all light fixtures on property have been converted to LED • All organic waste (grass clippings, plant trimmings) stays onsite • Wildlife and Habitat Management • Clearing of overgrown buckthorn and other invasive species • Dead trees only allowed to remain standing in out-of-way areas • Bird houses, bat houses, and duck nests installed throughout the property Page 29 of 39 Audubon Six Core Areas: Chemical Use & Water Conservation • Chemical Use Reduction and Safety • Switched to newer, safer products with longer application intervals • Use of disease modeling to reduce unnecessary applications • GPS-equipped sprayers with 10” nozzle spacing to eliminate overlap and ensure on-target applications • Water Conservation • Increased use of wetting agents to maximize water efficiency • Soil moisture meters (handheld and in-ground sensors) • Drip irrigation for clubhouse flowers to lower usage • Daily scouting for leaks and efficiency • Yearly monitoring vs USGA water budget; routinely using significantly less water (even in drought years) Page 30 of 39 Audubon Six Core Areas: Water Quality & Education • Water Quality Management • Buffer strips maintained around all ponds on property • Fertilizer use near zero most years; when used, applied foliarly to minimize runoff risk • Stormwater detention facility helps prevent neighborhood flooding • Outreach and Education • Flyers and social posts regarding environmental benefits • Work with Lincoln Park Zoo to monitor wildlife • BioBlitz (2025) to engage juniors & parents in identifying wildlife Page 31 of 39 Waste Reduction & Electrification Efforts • Trash and Recycling • Trash and recycling bins throughout all 27 holes • Sorting station at cart cleaning and storage area • Restaurant recycling programs (including cooking oil and grease) • Recycle batteries, scrap metals, antifreeze, machine oil, etc. • Chip branches/trees on-site and reuse chips for areas like Lambert Lake • Electrification Efforts • Converted many maintenance vehicles to electric where possible • Use of electric and hybrid mowers and equipment to insure 100% up-time of all necessary machinery • Continual evaluation of increased electrification of the facility Page 32 of 39 On-Site Growing & Pollinator Initiatives • On-Site Greenhouse • Seasonal vegetables and herbs grown for use at Reserve 22 • Cut flowers and microgreens grown for restaurant and bar use • On-Site Bee Apiary • Locally harvested honey from hives near the maintenance facility • Program executed in-house for years; recently partnered with a local beekeeper • Program currently on pause due to partnership issues; assessing options for the future • Audubon Monarch Butterfly Program • Habitats created for Monarch butterflies and other pollinators • Community Education & Public Outreach • Past programs included local school programs, backyard program for residents, and blogs and newsletters Page 33 of 39 Golf Car Fleet Analysis Gas vs Electric Page 34 of 39 Gas Fleet: Advantages • Longer range and faster refueling • Minutes to refuel vs ~8 hours to recharge lithium electric batteries • Ideal for heavy, all-day use with no downtime • Lower purchase costs • Current gas car cost: $7,700 • Comparable electric golf car cost: $10,900 • Little to no infrastructure upgrades needed • Carts can be stored outside; one fuel tank needed to refuel • Stronger hauling capability • Handles heavier loads better than electric carts • More power on tough terrain (note: does not apply at Village Links of Glen Ellyn) Page 35 of 39 Gas Fleet: Disadvantages • Higher ongoing fuel costs • 95-car fleet uses ~5,000 gallons per season (~52 gallons per car per year) • 2025 total fuel cost: $14,000 (actual data) • More complex maintenance • More moving parts than an electric engine • Can increase labor and parts expenses if using carts past warranties • Staff recommends a 4-year purchase cycle (warranty, trade value, price mitigation, customer satisfaction) • Emissions and noise • Gas carts emit CO2 and are noisier than electric carts • Yamaha Quiet Tech carts are among the quietest gas carts and can be mistaken for electric when newer Page 36 of 39 Electric Fleet: Advantages • Lower operating costs • Electricity is typically less expensive than gasoline per mile/hour • Fewer moving parts reduces routine maintenance (oil changes, spark plugs, filters) • Quiet ride and perceived higher-value experience • Electric carts are almost silent • Less noise creates a perception of smoother ride and higher-value facility experience • Zero emissions • No CO2 emissions during operation Page 37 of 39 Electric Fleet: Disadvantages • Substantial infrastructure costs • Indoor storage/charging required; estimated building cost $1.5M–$2.5M+ (site prep, foundation, electrical upgrades, permits, chargers) • Possible increased insurance costs due to increased fire safety risk • Limited options to expand clubhouse footprint due to flood plane • Backup generator estimated at $50K–$100K • Higher purchase costs • Roughly $3,000 more per cart than a comparable gas model • Replacement batteries are very expensive • Charging and range limits • ~8 hours to fully charge • Not ideal for high-volume, continuous-use facilities • Continuous operation typically ~2 rounds (possibly 3) under ideal conditions • Cold temperatures reduce range; range declines as batteries age Page 38 of 39 Recommendation & Next Steps • Recommendation: Continue with a gas-powered golf car fleet in the current environment • Primary constraints for electrification: extremely high infrastructure costs with limited footprint options and limited range for high-volume operations • Financial context: the facility operates without taxpayer dollars and must cover operations, capital needs, and debt service while maintaining a 25% cash reserve of annual operating expenses • Continue monitoring technology that reduces indoor charging requirements and shortens recharge time • Near-term priorities: fund and execute the Master Plan (irrigation system, drainage, par-3 tee acreage, parking lot improvements) • Electrifying the cart fleet is desirable, but threatens current financial sustainability and guest experience priorities Page 39 of 39