Recreation Advisory Board Agenda and Packet 2021 04 26

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Recreation Advisory Board Minutes March 22, 2021 Page 3 of 4 • The senior lunch program will remain curbside, with over 100 lunches served each day. When the Brooks Cafe finally opens, it will have to follow all restaurant health mandates. At that time, staff may use a hybrid model, with a combination of inside dining and curbside pick-up. In addition to the lunch program, Senior Services staff have reached out to the senior community during the pandemic in multiple ways. Many seniors participated in Zoom fitness classes, virtual concerts, and virtual tours. A drive -up ice cream social concert, and a concert by Cody Qualls were popular. Many groups met virtually, including the book club, the art club, and the garden club. Some outdoor activities, such as pickleball, had good participation. The possibility of a senior tennis time was suggested during the board discussion. Senior Services lost the staff position dedicated to senior programming. Other staff members are splitting this responsibility. There is hope that the COVID relief bill may provide funds to restore positions that have been eliminated. Kathy Martin reported that outdoor youth league participation is rebounding. Outdoor youth soccer league numbers are almost back to pre-COVID levels. Monarch Little League had the biggest registration ever. Golf Course Strategic Plan Update Nathan Mosley presented the Golf Course Strategic Plan, and David Dean was available to answer questions. Nathan reported that financial responsibility for the Coal Creek Golf Course (CCGC) has been an ongoing discussion with the City and CCGC management. The current thinking is that the golf course will be a "modified enterprise," with day-to-day expenses covered by revenue that is generated by the golf course, while the City would help with larger purchases. In this model, capital projects for the golf course will compete with other city projects. For example, the golf course will soon need to replace mowers, which are quite expensive. Another upcoming major expense will be the replacement or renovation of the club house. • The CCGC Strategic Plan has four main goals: financially sustainable operations, market competitiveness, a memorable guest experience, and showing the community that the golf course is a community asset. An analysis of strengths, weaknesses, opportunities, and threats (SWOT) was attached to the plan.